Category: housing

  • MIL-OSI: WISeSat.Space Announces New 2025 Satellite Launches with Post-Quantum-Ready Technology

    Source: GlobeNewswire (MIL-OSI)

    WISeSat.Space Announces New 2025 Satellite Launches with Post-Quantum-Ready Technology

    Next launch will include SEALCOIN PoC to Enable Decentralized Satellite-IoT M2M Transactions Using Hedera DLT

    Geneva, Switzerland – February 6, 2025 – WISeKey International Holding (“WISeKey” or the “Company”) (NASDAQ: WKEY; SIX: WIHN), a leading global cybersecurity, AI, and IoT company, today announced that its subsidiary, WISeSat has released the satellite launches schedule for 2025, marking a major advancement in secure satellite-based IoT communications.

    The next confirmed launch is scheduled for June 2025 with SpaceX, deploying next-generation WISeSat satellites designed with post-quantum-ready security to protect against future cyber threats, followed by another one in October and a third one in December. This launch series serves as a proof of concept, integrating WISeKey’s trusted Root of Trust with SEALSQ’s cutting-edge Post-Quantum Chips, ensuring unmatched cybersecurity resilience in an evolving digital landscape. These satellites also incorporate incremental technology derived from the SEALSQ quantum roadmap, leveraging innovations from SEALSQ’s partner and startup investment program to enhance security, performance, and efficiency.

    The WISeSat constellation continues to expand, offering real-time, ultra-secure connectivity for IoT devices across industries worldwide. In response to the escalating cyber risks posed by quantum computing advancements, WISeSat reinforces WISeKey’s commitment to pioneering a resilient cybersecurity infrastructure.

    Carlos Moreira, Founder and CEO of WISeKey, emphasized the importance of this initiative noted, “These new launches represent a major step forward in securing IoT communications for the future. By integrating SEALSQ’s Post-Quantum Chips with WISeKey’s trusted Root of Trust, we are ensuring that WISeSat remains a leader in satellite cybersecurity. Our goal is to provide a quantum-resistant, globally connected IoT ecosystem that meets the security challenges of tomorrow.”

    As the satellite IoT communications division of WISeKey, WISeSat was established to meet the growing demand for secure, real-time IoT connectivity across critical industries, including logistics, agriculture, energy, and infrastructure management. WISeSat was established as part of WISeKey’s broader strategy to provide security in the era of quantum computing. Traditional IoT networks face increasing vulnerabilities, and WISeSat addresses these risks by delivering a global, satellite-based solution that combines secure connectivity with post-quantum cryptographic protection.

    Building on the success of its prior missions, WISeKey is preparing multiple WISeSat deployments throughout 2025, which will:

    • Expand the WISeSat satellite network to increase coverage, bandwidth, and redundancy.
    • Integrate AI-driven analytics for enhanced security monitoring and real-time data processing.
    • Develop hybrid terrestrial-satellite solutions to ensure seamless, ultra-secure IoT connectivity.

    WISeSat.Space AG is at the forefront of secure IoT connectivity and climate change monitoring, leveraging advanced satellite technology to deliver cost-effective, secure global communications. The WISeSat constellation supports key applications such as environmental monitoring, disaster management, and sustainable development. By integrating satellite-generated data with advanced climate models, WISeSat plays a crucial role in improving environmental intelligence and developing strategies to combat climate change.

    As the cyber and environmental landscapes continue to evolve, initiatives like WISeSat’s IoT satellite constellation will be critical in shaping a more resilient, secure, and sustainable future. With multiple launches planned for 2025, including the next confirmed mission with SpaceX in June, WISeKey remains at the forefront of securing the IoT ecosystem through space-based technology, leading the way toward a quantum-secure digital world.

    The June launch will include a PoC that will demonstrate SEALCOIN’s groundbreaking potential to facilitate decentralized space transactions in the growing Internet of Things (IoT) ecosystem. Leveraging the SEALCOIN platform, the PoC will enable satellite-initiated transactions to IoT devices without human intervention. The tokens, based on Hedera Decentralized Ledger Technology (DLT), ensure secure, transparent, and tamper-proof exchanges, driving the creation of a scalable Transactional IoT (t-IoT) infrastructure.

    In June, SEALSQ will launch a Proof of Concept (PoC) showcasing SEALCOIN’s transformative potential in decentralized space transactions within the expanding Internet of Things (IoT) ecosystem.

    • The PoC will enable satellite-initiated transactions with IoT devices without human intervention, establishing a seamless, autonomous data and value exchange mechanism.
    • SEALCOIN tokens, built on Hedera’s Decentralized Ledger Technology (DLT), ensure secure, transparent, and tamper-proof transactions.
    • This initiative will pave the way for a scalable Transactional IoT (t-IoT) infrastructure, enhancing efficiency and security in space-based IoT communications.

    This breakthrough aims to redefine machine-to-machine (M2M) transactions in sectors like smart cities, logistics, and remote sensing, opening new possibilities for secure, decentralized IoT applications beyond Earth.

    About WISeKey

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

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

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

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

    Press and Investor Contacts

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

    The MIL Network

  • MIL-OSI: RentRedi Named to HousingWire’s Tech100 List

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 06, 2025 (GLOBE NEWSWIRE) —  RentRedi, the fastest-growing all-in-one property management software that makes renting easy for both landlords and renters, has been named to HousingWire’s 2025 Tech100 Real Estate list. The award recognizes RentRedi as one of the most innovative and impactful companies transforming the real estate industry by driving efficiency and accessibility to the renting process, and reshaping how landlords and real estate investors operate and serve their tenants.

    “We are honored to be endorsed as a top technology in real estate by HousingWire,” said RentRedi Co-founder and CEO Ryan Barone. “This award validates RentRedi’s efforts to provide convenience and ease of use, helping real estate investors grow their rental businesses by removing the time constraints and geographic barriers of property management for landlords, while also improving the lives of their tenants.”

    RentRedi’s comprehensive online and mobile app enables landlords to manage their properties remotely from anywhere in the world using their phone or any mobile or desktop computer by automating everything that goes into managing a rental property, from listings, tenant screening, and lease signing to rent collection, 24/7 maintenance coordination, and accounting. Landlords who use RentRedi have more time to spend on high value activities such as nurturing tenant relationships, investing in home improvement projects, and scouting new investment opportunities to grow their rental businesses.

    Scaling with RentRedi not only requires less effort, but also less cost, because RentRedi offers unique flat pricing subscriptions that do not increase as investors scale their portfolios. Landlords can add an unlimited number of properties, units, tenants, and users to their account with no increase to their subscription rate. Other perks and benefits, specifically accelerated 2-day funding and same-day settlements, are also included in RentRedi’s flat rate pricing and do not require a premium subscription—an industry-first feature.

    Although RentRedi caters to independent landlords, it was initially conceived as a tenant app, and many features continue to be specifically designed with tenants in mind. For example, RentRedi offers a Credit Boost feature that enables tenants (or their landlords) to report on-time payments to all three credit bureaus so that they can boost their credit scores. RentRedi also offers tenants the option to set up automatic payments, purchase renters insurance, and take advantage of special perks and discounts to hundreds of local and national companies from groceries and home decor to storage and pet insurance.

    “Technology is at the core of progress in the housing industry,” said Clayton Collins, CEO of HW Media. “The companies recognized in this year’s Tech100 awards are leading innovation and delivering real-world impact to drive faster and more efficient processes.”

    RentRedi’s impact on the rental industry is proven and backed by data. According to data collected between January 2020 and August 2024, units with at least one tenant using RentRedi’s autopay feature reported on-time rent payments 99% of the time. The success of RentRedi’s tenant screening feature has also been quantified, showing that tenants who underwent tenant screening via the RentRedi platform paid rent on time about 90% of the time.

    Furthermore, RentRedi data shows that landlords are likely to see a 13% jump in on-time rent payments when using the RentRedi Credit Boost feature. Rental units with tenants who have “poor” to “fair” credit scores (in the 300-669 range) yield on-time rent payments at a rate of 93% when using the credit-boosting feature.

    Now in its 6th year, HousingWire’s Tech100 Real Estate program provides a trusted resource for real estate professionals, showcasing the industry’s top technology providers. The award recognizes companies like RentRedi that are solving real-world challenges, delivering cutting-edge solutions, and helping real estate professionals navigate an evolving market.

    About RentRedi

    RentRedi offers an award-winning, comprehensive property management platform that simplifies the renting process for landlords and renters by automating and streamlining processes. Landlords can quickly grow their rental businesses by using RentRedi’s all-in-one web and mobile app to collect rent, list and market vacancies, find and screen tenants, sign leases, and manage maintenance and accounting. Tenants enjoy the convenience and benefits of RentRedi’s easy-to-use mobile app that allows them to pay rent, set up auto-pay, build credit by reporting rent payments to all three major credit bureaus, prequalify and sign leases, and submit 24/7 maintenance requests.

    Founded in 2016, RentRedi is VC-backed and a proven leader in the PropTech market. The company ranks No. 180 on the Inc. 5000 list and No. 12 on the Inc. 5000 Regionals list. It was also named an Inc. Power Partner in 2023 and 2024, and to Fast Company’s Next Big Things in Tech list in 2024, and to HousingWire’s Tech100 list in 2025. To date, RentRedi has more than $28 billion in assets under management with nearly 200,000 landlords and tenants using the platform. The company partners with technology leaders such as Zillow, TransUnion, Experian, Equifax, Realtor.com, Lessen, Thumbtack, Plaid, and Stripe to create the best customer experience possible. For more information visit RentRedi.com.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/50e1b104-a11f-4848-936e-9bfb0a383b29

    The MIL Network

  • MIL-OSI: ConnectWise and IT Nation Launch 2025 PitchIT Accelerator Program Fueling Startup Innovation: Applications Open Now

    Source: GlobeNewswire (MIL-OSI)

    TAMPA, Fla., Feb. 06, 2025 (GLOBE NEWSWIRE) — IT Nation, a global community of peers, thought leaders, and experts dedicated to elevating the IT ecosystem to new heights, today announced the launch of its PitchIT™ accelerator program, a prestigious worldwide competition dedicated to incubating growth among ConnectWise’s startup integration partners in the MSP space.

    Now in its seventh year, ConnectWise PitchIT has attracted over 150 participants, with this year’s competition set to be the largest yet. Applicants participate in a 16-week business transformation course, receiving mentorship from industry experts covering sales, marketing, branding and messaging, product security, and pitch development. Their progress is evaluated by industry-leading judges, vendors, and podcasters across various MSP communities. Three finalists are chosen and then paired with a dedicated coach to refine their pitch before presenting it live at IT Nation Connect 2025, taking place in Orlando, Florida in November.

    “At ConnectWise, we are committed to three core promises to our partners: making it easier to do business with us, investing in partner growth, and driving more innovation, faster,” said Manny Rivelo, CEO at ConnectWise. “That’s exactly what PitchIT is all about—giving companies a chance to create solutions that integrate with our platform and make our partners’ businesses more efficient, profitable, and secure. With this program, we empower our partners with tools that enhance their efficiency, profitability, and security, reinforcing our dedication to their success and ensuring we remain a partner they can grow with.”

    The PitchIT accelerator program is a testament to ConnectWise and IT Nation’s commitment to helping MSPs discover new, innovative solutions while giving vendors the tools to grow. In addition to mentorship, resources, and passes to IT Nation Connect, contestants gain access to ConnectWise’s extensive network of 45,000+ partners. With ConnectWise partnerships generating over 1 million impressions annually, contestants benefit from unmatched visibility and industry reach.

    “We’re thrilled to see the PitchIT program continue to reach new heights, with more global applicants and an increasingly competitive contest every year,” stated Sean Lardo, VP of Communities at IT Nation. “This program isn’t just about growth. It’s about innovation that truly transforms the MSP community. By working closely with participants, ConnectWise and IT Nation provide the tools, resources, and expert support they need to create game-changing solutions that allow our partners to grow. We’re proud to play a role in their journey and can’t wait to see the impact this year’s participants are bound to make!”        

    ConnectWise offers global opportunities for startups and emerging companies in the MSP industry, whether in EMEA, APAC, or the Americas. With customized regional support, access to a network of over 45,000 partners worldwide, and comprehensive empowerment and support, ConnectWise helps entrepreneurs achieve product-market fit and gain traction in their local and global markets. Additionally, the company’s global network and marketplace link businesses with potential users and new opportunities, fostering expansion and entry into untapped markets.

    “The PitchIT program and cohort were instrumental in launching ThreatMate into the Managed Service Provider market. We not only got great exposure from PitchIT events and podcasts but also hands-on coaching from the community of experienced MSP professionals PitchIT brought to bear week in and week out,” said ThreatMate CEO Anup Ghosh. “Today we are also proud to announce a $3.2M seed round led by Top Down Ventures with Runtime Ventures and Blu Ventures participating. Without a doubt, being part of the PitchIT cohort helped separate us from the pack of early-stage companies.” 

    ConnectWise actively encourages participation from every continent. There is no cost associated with applying and no cost if accepted. ConnectWise is awarding $100,000 in grant award money to the top 2 finishers ($70,000 for 1st place, $30,000 for 2nd). Interested participants can submit their applications online until April 30.

    ThreatMate is an AI-powered cybersecurity startup revolutionizing attack surface management for Managed Service Providers (MSPs). See www.threatmate.com for more information.

    To learn more about the PitchIT Accelerator Program and apply, please visit https://www.connectwise.com/theitnation/pitchit.

    About IT Nation

    The IT Nation is a vibrant and inclusive community that brings together the brightest minds from Managed Solution Providers (MSPs) and IT channel vendors worldwide. Our shared culture, rooted in the Go-Giver philosophy, enables us to harness collective wisdom for mutual growth. Our mission is to empower individuals who align with this worldview by providing purpose-built tools and success frameworks. These resources are designed to help our members define goals, create strategic plans, and execute with precision. At IT Nation, we are dedicated to cultivating an environment where innovation, education, planning, accountability, and celebration serve as the pillars of success. The IT Nation inspires excellence, collaboration fuels advancement, and shared success drives us toward our mission: Wise Together, Rise Together. Learn more at www.connectwise.com/theitnation.

    Media Contact

    Keith Giannini
    Inkhouse for ConnectWise
    connectwise@inkhouse.com

    The MIL Network

  • MIL-OSI: NANO Nuclear Energy Engages aRobotics Company and Commits to Multimillion Dollar Investment to Build Out its New Advanced Demonstration Facility

    Source: GlobeNewswire (MIL-OSI)

    New York, N.Y., Feb. 06, 2025 (GLOBE NEWSWIRE) — NANO Nuclear Energy Inc. (NASDAQ: NNE) (“NANO Nuclear” or “the Company”), a leading advanced nuclear energy and technology company focused on developing clean energy solutions, today announced that it has engaged aRobotics Company, a leading innovator in robotics fabrication, inspection, engineering and testing, to oversee the multimillion dollar build out of NANO Nuclear’s recently announced demonstration facility in Westchester County, New York. aRobotics will also assist NANO Nuclear with the fabrication of key components for the demonstration facility.

    Under the agreement, following completion of the facility’s retrofitting, aRobotics Company will manage the construction of certain non-nuclear elements crucial to the design and operation of NANO Nuclear’s four reactors in development: ZEUS, ODIN, LOKI MMRTM and KRONOS MMRTM. This includes leading the development and fabrication of custom sensors and equipment needed to evaluate demonstration components. Additionally, aRobotics will support NANO Nuclear’s ongoing SBIR Phase III project for its Annular Linear Induction Pump (ALIP) technology, a key enabling technology within NANO Nuclear’s suite of advanced nuclear energy systems.

    “We are delighted to work alongside NANO Nuclear and its management team to deliver a sophisticated demonstration facility for the company,” said Akaash Kancharla, Chief Executive Officer of aRobotics Company. “Though microreactors rely on fission processes to generate energy, there are numerous non-nuclear components which are critical to the operation of these energy systems. The experience we’ve gained through our extensive engineering work with the Department of Defense and large defense prime contractors will be instrumental as we support NANO Nuclear in advancing its next phase of reactor development.”

    Figure 1 – NANO Nuclear Energy Engages aRobotics Company to Oversee the Retrofitting of its Advanced Demonstration Facility in Westchester County, New York and Lead the Fabrication of Non-Nuclear Components for its Suite of Energy Systems.

    aRobotics develops, fabricates, and operates advanced robotic systems for inspecting and testing critical infrastructure in both civilian and defense contexts. The company has been recognized with multiple honors, including the NATO DIANA Challenge, the NYC Department of Building Challenge, active contracts with all major branches of the U.S. Military (including nearly 20 SBIR awards), and the Propel by MIPIM Startup Competition. aRobotics designs, develops and fabricates its suite of engineering robotics and provides materials testing solutions in-house at its own facilities. With numerous filed, published, and issued patents in the United States and internationally, aRobotics delivers cutting-edge solutions that ensure the structural integrity of significant assets and is routinely used on large infrastructural projects across the nation from interstates to skyscrapers. Building on its extensive deep technology engineering experience, aRobotics delivers cutting-edge, mission-ready solutions with reliability, efficiency, and innovation.

    “We are thrilled to engage aRobotics Company, whose proven track record in meeting stringent quality standards makes them an ideal partner,” said Jay Yu, Founder and Chairman of NANO Nuclear Energy. “Their extensive track record, particularly their work with the U.S. Department of Defense, give us confidence in their ability to manage the design and construction of our new demonstration facility as well as oversee the fabrication of certain key components such as the ALIP technology, ensuring we continue on a clear path toward demonstration and eventual commercialization.”

    “We are very pleased to partner with aRobotics Company on this phase of our development,” said James Walker, Chief Executive Officer and Head of Reactor Development of NANO Nuclear Energy. “In addition to overseeing the final build out of our new demonstration facility, aRobotics will play a pivotal role in fabricating and refining essential non-nuclear components that support our reactor energy systems. Their efforts will complement our technical teams’ work, helping to accelerate design development and maintain the highest standards of safety and performance for our reactors.”

    About NANO Nuclear Energy, Inc.

    NANO Nuclear Energy Inc. (NASDAQ: NNE) is an advanced technology-driven nuclear energy company seeking to become a commercially focused, diversified, and vertically integrated company across five business lines: (i) cutting edge portable and other microreactor technologies, (ii) nuclear fuel fabrication, (iii) nuclear fuel transportation, (iv) nuclear applications for space and (v) nuclear industry consulting services. NANO Nuclear believes it is the first portable nuclear microreactor company to be listed publicly in the U.S.

    Led by a world-class nuclear engineering team, NANO Nuclear’s reactor products in development include “ZEUS”, a solid core battery reactor, and “ODIN”, a low-pressure coolant reactor, each representing advanced developments in clean energy solutions that are portable, on-demand capable, advanced nuclear microreactors. NANO Nuclear is also developing patented stationary KRONOS MMR Energy System and space focused, portable LOKI MMR.

    Advanced Fuel Transportation Inc. (AFT), a NANO Nuclear subsidiary, is led by former executives from the largest transportation company in the world aiming to build a North American transportation company that will provide commercial quantities of HALEU fuel to small modular reactors, microreactor companies, national laboratories, military, and DOE programs. Through NANO Nuclear, AFT is the exclusive licensee of a patented high-capacity HALEU fuel transportation basket developed by three major U.S. national nuclear laboratories and funded by the Department of Energy. Assuming development and commercialization, AFT is expected to form part of the only vertically integrated nuclear fuel business of its kind in North America.

    HALEU Energy Fuel Inc. (HEF), a NANO Nuclear subsidiary, is focusing on the future development of a domestic source for a High-Assay, Low-Enriched Uranium (HALEU) fuel fabrication pipeline for NANO Nuclear’s own microreactors as well as the broader advanced nuclear reactor industry.

    NANO Nuclear Space Inc. (NNS), a NANO Nuclear subsidiary, is exploring the potential commercial applications of NANO Nuclear’s developing micronuclear reactor technology in space. NNS is focusing on applications such as the LOKI MMR system and other power systems for extraterrestrial projects and human sustaining environments, and potentially propulsion technology for long haul space missions. NNS’ initial focus will be on cis-lunar applications, referring to uses in the space region extending from Earth to the area surrounding the Moon’s surface.

    For more corporate information please visit: https://NanoNuclearEnergy.com/

    For further NANO Nuclear information, please contact:
    Email: IR@NANONuclearEnergy.com
    Business Tel: (212) 634-9206

    PLEASE FOLLOW OUR SOCIAL MEDIA PAGES HERE:

    NANO Nuclear Energy LINKEDIN
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    Cautionary Note Regarding Forward Looking Statements

    This news release and statements of NANO Nuclear’s management in connection with this news release contain or may contain “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, and the Private Securities Litigation Reform Act of 1995. In this context, forward-looking statements mean statements related to future events, which may impact our expected future business and financial performance, and often contain words such as “expects”, “anticipates”, “intends”, “plans”, “believes”, “potential”, “will”, “should”, “could”, “would” or “may” and other words of similar meaning. In this press release, forward-looking statements include statements regarding the qualifications of aRobotics Company as applied to NANO Nuclear’s projects as well as other anticipated benefits of the NANO Nuclear’s engagement of aRobotics Company. These and other forward-looking statements are based on information available to us as of the date of this news release and represent management’s current views and assumptions. Forward-looking statements are not guarantees of future performance, events or results and involve significant known and unknown risks, uncertainties and other factors, which may be beyond our control. For NANO Nuclear, particular risks and uncertainties that could cause our actual future results to differ materially from those expressed in our forward-looking statements include but are not limited to the following: (i) risks related to our U.S. Department of Energy (“DOE”) or related state or non-U.S. nuclear fuel licensing submissions, (ii) risks related the development of new or advanced technology and the acquisition of complimentary technology or businesses, including difficulties with design and testing, cost overruns, regulatory delays, integration issues and the development of competitive technology, (iii) our ability to obtain contracts and funding to be able to continue operations, (iv) risks related to uncertainty regarding our ability to technologically develop and commercially deploy a competitive advanced nuclear reactor or other technology in the timelines we anticipate, if ever, (v) risks related to the impact of U.S. and non-U.S. government regulation, policies and licensing requirements, including by the DOE and the U.S. Nuclear Regulatory Commission, including those associated with the recently enacted ADVANCE Act, and (vi) similar risks and uncertainties associated with the operating an early stage business a highly regulated and rapidly evolving industry. Readers are cautioned not to place undue reliance on these forward-looking statements, which apply only as of the date of this news release. These factors may not constitute all factors that could cause actual results to differ from those discussed in any forward-looking statement, and NANO Nuclear therefore encourages investors to review other factors that may affect future results in its filings with the SEC, which are available for review at www.sec.gov and at https://ir.nanonuclearenergy.com/financial-information/sec-filings. Accordingly, forward-looking statements should not be relied upon as a predictor of actual results. We do not undertake to update our forward-looking statements to reflect events or circumstances that may arise after the date of this news release, except as required by law.

    Attachment

    The MIL Network

  • MIL-OSI: Innovator Launches QBF, a Bitcoin ETF Providing a 20% Floor* Against Losses with No Cap on the Upside

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, Feb. 06, 2025 (GLOBE NEWSWIRE) — Innovator Capital Management, LLC (Innovator), pioneer and provider of the first and largest lineup of Defined Outcome ETFs™, today announced the launch of the Innovator Uncapped Bitcoin 20 Floor ETF® – Quarterly (QBF), the first ETF offering uncapped, risk-managed bitcoin exposure.

    Following the launch and record demand for spot bitcoin ETFs — coupled with a new presidential administration signaling greater friendliness towards crypto — investors and financial advisors are looking for opportunities to increase exposure to the emerging asset class, despite concerns of potentially large drops in investment value. QBF is designed to offer investors protection against losses greater than 20%* in bitcoin and uncapped upside with an 80% participation rate over a quarterly outcome period.

    Ticker QBF
    Name Innovator Uncapped Bitcoin 20 Floor ETF® – Quarterly
    Exposure Spot Bitcoin
    Downside Protection 20% Floor*
    Participation Rate 80% Participation Rate (uncapped)
    Outcome Period 3-Months
    Reference Asset Cboe Bitcoin U.S. ETF Index

    The Fund does not invest directly in bitcoin.

    Historically, bitcoin exhibits large swings in price movement — both to the upside and downside over quarterly timeframes. For example, in 2018, bitcoin experienced quarterly losses of 51% in the first quarter and 44% in the fourth quarter. More recently, bitcoin experienced its second worst quarterly loss during the second quarter of 2022, losing nearly 60% of its value. Conversely, bitcoin’s best calendar quarter returns for each year from 2019 to 2024 were 178%, 171%, 103%, 4%, 72%, and 67%. QBF seeks to provide investors with exposure to the upside volatility while mitigating the downside potential.

    “Many investors are intrigued by crypto’s outsized gains and are gravitating towards bitcoin but are wary of losing everything,” said Graham Day, CIO at Innovator. “We brought QBF to market as a solution for advisors who want to offer clients bitcoin’s upside potential while simultaneously capping downside losses. Bitcoin has historically offered an asymmetric return profile, and it was crucial that we not cap upside gains in our efforts to cap downside losses.”

    About Innovator Capital Management, LLC

    Innovator was established in 2017 by Bruce Bond and John Southard, founders of the PowerShares ETF lineup that has grown to be the fourth largest in the world. The listing of three Innovator Buffer ETFs™ in August 2018 marked the launch of the world’s first Defined Outcome ETFs™. Innovator is dedicated to providing ETFs with built-in risk management that offer investors a high level of predictability around their investment outcomes. Today, with more than 130 ETFs and $23 billion in AUM, Innovator is the industry’s leading provider of Defined Outcome ETFs™.

    Media Contact
    Frank Taylor / Stephanie Dressler
    innovator@dlpr.com
    (646) 808-3647

    * Before fees and expenses.

    There is no guarantee the Fund will achieve its investment objective. The Fund has characteristics unlike many other traditional investment products and may not be suitable for all investors. For more information regarding whether an investment in the Fund is right for you, please see “Investor Suitability” in the prospectus.

    The Fund faces numerous market trading risks, including bitcoin risk, bitcoin ETP risk, Defined Outcome strategy risk, Floor risk, Participation Rate risk, Outcome Period risk, derivatives risk, position limits risk, correlation risk, management risk, market risk, investment in a subsidiary risk, market maker risk, non-diversification risk, operation risk, options risk, trading issues risk, upside participation risk, and valuation risk. For a detailed list of Fund risks see the prospectus.

    The Fund seeks to provide shareholders with investment results that participate in a percentage of any positive price returns of bitcoin (the “Participation Rate”) while pursuing a maximum loss of 20% of any bitcoin price return losses (the “Floor”), before fees and expenses, over the Outcome Period. The Fund provides exposure to bitcoin price returns by investing in FLEX Options that reference one or more exchange-traded products that hold bitcoin directly or that reference the Cboe Bitcoin U.S. ETF Index. The Cboe Bitcoin U.S. ETF Index is a modified market capitalization-weighted index that is designed to track the performance of a basket of bitcoin ETFs listed on U.S. exchanges. The Fund does not directly invest in bitcoin.

    The Fund will not participate in the entirety of gains experienced by the bitcoin price and Fund shareholders will forfeit any gains in the bitcoin price that exceed the Participation Rate. The Participation Rate should be considered before investing in the Fund.

    The Participation Rate is a result of the Fund’s sought-after downside protection and is dependent upon market conditions at the time the Fund enters into its FLEX Options for the Outcome Period and is likely to rise or fall from one Outcome Period to the next. It is possible that the Participation Rate in a subsequent Outcome Period could be substantially lower or higher than the current Participation Rate.

    The Fund will experience the losses of the bitcoin price on a one-to-one basis prior to the Floor. If the Outcome Period has begun and the Fund has increased in value, an investor purchasing shares at that price may experience additional losses prior to the Floor to the extent the price of Shares has appreciated since the commencement of the Outcome Period. An investment in the Fund is only appropriate for shareholders willing to bear those losses.

    The Outcomes may only be realized by investors who hold shares at the outset of the Outcome Period and continue to hold them until the conclusion of the Outcome Period. Investors that purchase shares after the Outcome Period has begun or sell shares prior to the Outcome Period’s conclusion may experience investment returns that are very different from those that the Fund seeks to provide. The Fund will not terminate after the conclusion of the Outcome Period. After the conclusion of the Outcome Period, another will begin. Fund returns for a single Outcome Period will be different than the Outcomes achieved by the Fund over multiple Outcome Periods. There is no guarantee that the Outcomes for an Outcome Period will be realized.

    Bitcoin Investing Risk. The further development of the Bitcoin Network and the acceptance and use of bitcoin are subject to a variety of factors that are difficult to evaluate. The value of bitcoin has been, and may continue to be, substantially dependent on speculation. The slowing, stopping or reversing of the development of the Bitcoin Network or the acceptance of bitcoin may adversely affect the price of bitcoin. Bitcoin is subject to the risk of fraud, theft, manipulation or security failures, operational or other problems that impact the digital asset trading venues on which bitcoin trades. The Bitcoin Blockchain may contain flaws that can be exploited by hackers. Cryptocurrency exchanges have stopped operating and have permanently shut down due to fraud, technical glitches, hackers, or malware. Cryptocurrencies operate without central authority, are not backed by any government, and may experience very high volatility.

    FLEX Options Risk. The Fund will utilize FLEX Options issued and guaranteed for settlement by the Options Clearing Corporation (OCC). In the unlikely event that the OCC becomes insolvent or is otherwise unable to meet its settlement obligations, the Fund could suffer significant losses. Additionally, FLEX Options may be less liquid than standard options. In a less liquid market for the FLEX Options, the Fund may have difficulty closing out certain FLEX Options positions at desired times and prices. The values of FLEX Options do not increase or decrease at the same rate as the reference asset and may vary due to factors other than the price of reference asset.

    The Fund’s investment objectives, risks, charges and expenses should be considered carefully before investing. The prospectus and summary prospectus contain this and other important information, and it may be obtained at innovatoretfs.com. Read it carefully before investing.

    The following marks: Accelerated ETFs®, Accelerated Plus ETF®, Accelerated Return ETFs®, Barrier ETF™, Buffer ETF™, Defined Income ETF™, Defined Outcome Bond ETF®, Defined Outcome ETFs™, Defined Protection ETF™, Define Your Future®, Enhanced ETF™, Floor ETF®, Innovator ETFs®, Leading the Defined Outcome ETF Revolution™, Managed Buffer ETFs®, Managed Outcome ETFs®, Stacker ETF™, Step-Up™, Step-Up ETFs®, Target Protection ETF™, 100% Buffer ETFs™ and all related names, logos, product and service names, designs, and slogans are the trademarks of Innovator Capital Management, LLC, its affiliates or licensors. Use of these terms is strictly prohibited without proper written authorization.

    Investing involves risks. Loss of principal is possible. Innovator ETFs are distributed by Foreside Fund Services, LLC.

    Copyright © 2025 Innovator Capital Management, LLC. All rights reserved.

    The MIL Network

  • MIL-OSI: Traliant elevates workplace safety with new training on psychological safety and workplace violence prevention for healthcare

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 06, 2025 (GLOBE NEWSWIRE) — Traliant, a leader in online compliance training, today announced the launch of two new training courses designed to enhance workplace safety. Psychological Safety at Work and Workplace Violence Prevention for Healthcare empower employers to protect the physical and mental well-being of their employees, enabling them to perform at their best.

    “For employees to bring their best selves to work, they need to feel both psychologically and physically safe,” said Mike Dahir, CEO of Traliant. “Training in these critical areas helps reduce employee stress and fosters positive work environments where individuals feel valued and protected.”

    Organizations that prioritize psychological safety lay the groundwork for innovation, adaptability, and resilience in the face of change. Traliant’s Psychological Safety at Work training helps employees feel confident in expressing diverse viewpoints, challenging assumptions, and taking risks with new ideas — without fear of repercussions — encouraging creativity and innovation.

    Workplace safety is a pressing concern for healthcare workers, who are significantly more likely to experience workplace violence than those in other industries due to stressed patients, frustrated visitors and overwhelmed employees. Traliant’s Workplace Violence Prevention for Healthcare training equips healthcare professionals with the skills to recognize early warning signs of violence, de-escalate tense situations, and protect themselves and others.

    The healthcare course not only helps employers reduce physical and emotional harm to their workforce, but it also ensures compliance with regulatory requirements and industry standards. The course complies with the workplace violence prevention training requirements applicable to specific healthcare employers in Arizona, California, Louisiana, Minnesota, and Texas. Traliant also offers a California version designed to comply with California’s workplace violence prevention law (SB 533/Cal. Lab. Code 6401.9).

    To learn more about Traliant, visit: https://www.traliant.com/.

    About Traliant
    Traliant, a leader in compliance training, is on a mission to help make workplaces better, for everyone. Committed to a customer promise of “compliance you can trust, training you will love,” Traliant delivers continuously compliant online courses, backed by an unparalleled in-house legal team, with engaging, story-based training designed to create truly enjoyable learning experiences.

    Traliant supports over 14,000 organizations worldwide with a library of curated essential courses to broaden employee perspectives, achieve compliance and elevate workplace culture, including sexual harassment trainingdiversity trainingcode of conduct training, and many more.  

    Backed by PSG, a leading growth equity firm, Traliant holds a coveted position on Inc.’s 5000 fastest-growing private companies in America for four consecutive years, along with numerous awards for its products and workplace culture. For more information, visit http://www.traliant.com and follow us on LinkedIn.

    Contact
    Reagan Bennet
    traliant@v2comms.com 

    The MIL Network

  • MIL-OSI Global: These 5 Super Bowl commercials deserve places in the advertising hall of shame

    Source: The Conversation – USA – By Matthew Pittman, Associate Professor of Advertising and Public Relations, University of Tennessee

    A true advertising face-plant happens when a commercial is both tone-deaf and completely forgettable. spxChrome/iStock via Getty Images

    What makes something a flop?

    Not the kind of flop that Kansas City Chiefs quarterback Patrick Mahomes is prone to do, but a flop in the world of advertising?

    Brands airing Super Bowl ads have a lot riding on their investments – roughly US$7 million for a 30-second spot for the 2025 big game. So there’s a lot of pressure to get things right.

    In my advertising classes, I often tell students that a commercial that’s controversial or disliked in the moment shouldn’t necessarily be considered a failure. In fact, enragement drives engagement. So if one of the goals of advertising is to keep the brand top of mind for consumers, a hated Super Bowl ad still accomplishes at least one goal. Think of the now-infamous Pepsi ad where Kendall Jenner “solves racism” with a can of Pepsi. Or all those raunchy GoDaddy ads that everyone rolled their eyes at, but the company kept running, year after year.

    Instead, a true advertising face-plant is an ad that’s both tone-deaf and completely forgettable – so dull, off-putting or confusing that when a brand completely switches up its strategy, you almost don’t remember the massive blunder that compelled it to change course in the first place. Almost.

    So with this definition in mind, here are my submissions for five of the biggest Super Bowl advertising flops.

    1. General Motors, 2007

    Should viewers care about a ‘depressed’ robot?

    A GM robot gets so depressed after getting fired that it jumps off a bridge to end its own existence.

    How endearing.

    The ad for the then-struggling automaker, which aired during Super Bowl 41 between the Indianapolis Colts and Chicago Bears, features a robot that struggles with depression and existential angst after learning its services are no longer needed on the assembly line.

    The robot questions its meaning and purpose and tries to combine dark humor and social commentary about the monotony of work and the inevitability of technological progress. But it ends up missing the mark for a few reasons.

    Suicide is pretty bleak for a Super Bowl spot, and mental health, in general, is a sensitive topic. There was little effort made to connect the spot to core GM brand values, which include inspiring “passion and loyalty” and “serving and improving communities.”

    Furthermore, the idea of robots having human emotions can be off-putting for many consumers – particularly at a time when many automotive and factory workers in the U.S. were rightly concerned about robots taking their jobs.

    2. Groupon, 2011

    The bizarre ad wasn’t funny and didn’t make much sense, either.

    Sometimes I try to imagine the meetings at ad agencies where ideas for clients are batted around:

    “We need to promote this new app that lets families get products like smoothies at slightly discounted prices.”

    “OK, how about this: It starts as a Tibetan tourism ad. Then it takes a dark turn and suggests that Tibet is about to be wiped off the map. That’s when our client’s product gets introduced: We tell viewers that before Tibetan culture goes extinct, they should try fish curry, like these 200 people in Chicago who saved $15 at a Himalayan restaurant using Groupon.”

    “Excuse me?”

    “Oh – and let’s have the narrator be a white guy with long sideburns.”

    I have no idea how this one avoided the cutting-room floor.

    3. Nationwide Insurance, 2015

    Another death on the docket.

    The insurance company used a strange mix of heartbreak and guilt-tripping to try to entice viewers to buy its policies during Super Bowl 49.

    The ad features a young boy narrating in a somber tone, listing all of the milestones he’ll miss because he’s dead: learning to ride a bike, travel the world, get married.

    The twist is that the cause of his death is an accident. That’s where Nationwide comes in: They offer life insurance to help offset tragedies. But wait – insurance doesn’t prevent tragedies. It merely provides compensation to “replace” what you lost. Both the morbid tone and twist were bizarre.

    Exploiting tragedies in advertisements is generally not going to win people over. I can’t imagine how it would feel to be a parent who’s lost a child and see this TV ad.

    4. Audi, 2020

    Everything everywhere all at once.

    Can a “Game of Thrones” star join forces with Disney while highlighting the importance of sustainability to create an ad for … Audi?

    In the minute-long spot, Masie Williams, who plays Arya Stark on “Game of Thrones,” belts out the lyrics to “Let It Go,” the hit single from Disney’s “Frozen.” As she drives, pedestrians join her in song. At the end of the ad, Audi announces that they are finally making an electric car.

    The ad seems to be about “letting go” of fossil fuel dependence – the gas sign yells it, car dealership yells it, mechanics yell it – almost two decades after the first major electric car hit the market.

    Was it meant to be empowering? Funny? Inspirational? It tried to do a little bit of everything, leaving viewers grasping and gasping. Not to mention the song “Let It Go” had come out seven years prior, which made the whole production seem even more dated.

    5. Just For Feet, 1999

    A company-cratering advertisement.

    Close your eyes.

    Imagine an ad that’s racist and confusing.

    Imagine an ad in which the main character is disappointed to receive the product being advertised.

    Imagine an ad so bad that the company sues the agency responsible for the ad because it destroyed their reputation and bankrupted them.

    Ladies and gentlemen, I give you Just For Feet’s “Kenyan Runner” Super Bowl ad.

    The ad depicts a barefoot Kenyan runner sprinting across a rugged landscape as a group of white men in military SUVs tracks him down as if on a hunting expedition.

    After they eventually catch him, they forcibly drug him by offering a mysterious beverage. The runner drinks it, collapses and wakes up to find that he is now wearing a pair of Just For Feet sneakers. He looks confused and distressed, as if he’d been violated.

    Bizarre and unsettling, indeed. Just For Feet filed for bankruptcy less than a year later.

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

    ref. These 5 Super Bowl commercials deserve places in the advertising hall of shame – https://theconversation.com/these-5-super-bowl-commercials-deserve-places-in-the-advertising-hall-of-shame-247756

    MIL OSI – Global Reports

  • MIL-OSI Global: The Eagles and Chiefs have already made Philadelphia and Kansas City economic winners

    Source: The Conversation – USA – By Michael Davis, Associate Professor of Economics, Missouri University of Science and Technology

    People celebrate following the Philadelphia Eagles’ NFC championship win on Jan. 26, 2025. Thomas Hengge/Anadolu via Getty Images

    If you live in the Philadelphia or Kansas City metro areas, congratulations: The fact that your city made it to the Super Bowl translates to about $200 extra in your pocket.

    That’s right – whether the Philadelphia Eagles or the Kansas City Chiefs win the big game on Feb. 9, both cities have scored an economic victory. Research shows that making the playoffs alone is enough to boost personal incomes in the region. And if your team wins, you and your city will get an even bigger boost.

    This windfall isn’t coming from increased merchandise sales, as you might expect. Instead, the key driver is happiness. A successful season lifts fans’ moods, which leads – indirectly – to greater spending and productivity.

    Why winning pays

    I’m a macroeconomist with an interest in sports economics, and my colleague Christian End of Xavier University is a psychologist who specializes in fan behavior. Together, we published two studies combining our areas of expertise: “A Winning Proposition: The Economic Impact of Successful NFL Franchises” and “Team Success, Productivity and Economic Impact.”

    In a study using data from the late 20th century and early 21st century, we found that when a team goes from zero to 11 wins – the typical number needed to make the playoffs – its home region sees an average per-person income rise by about US$200 over the year, adjusted for inflation. We also found that winning the Super Bowl was associated with a $33 bonus, again adjusted for inflation.

    When you multiply $200 by the 6 million people who live in the Philadelphia metropolitan area and the 2 million in the Kansas City region, it comes out to a whole lot of money overall.

    It’s about happiness, not jerseys

    If you’ve ever been to a Super Bowl parade, you might assume that the income boost is linked to people spending more on team-related merchandise. But research shows that professional sports teams usually have a small impact on local incomes.

    Even hosting the Super Bowl doesn’t seem to do that much: Our research shows that people are better off economically if their local team wins the Super Bowl than if their local area hosts one.

    So if people aren’t spending more directly on the team, something else must be going on. Our work pointed to two possible explanations – both having to do with happiness.

    First, we hypothesized that happier people tend to spend more. And when people spend more, that money is returned to the population through wages, so people’s incomes rise. The key here is that people are spending more on everything, not just things associated with the sports teams.

    Since the football season usually finishes in December, it could be that happy parents who are fans of the local NFL team are spending more on Christmas gifts for their kids. With the Super Bowl stretching later into the winter, loved ones might get nicer flower bouquets and more chocolate for Valentine’s Day when the local team wins the Super Bowl.

    Happy people – like Kansas City Chiefs coach Andy Reid, left, celebrating his team’s Super Bowl win on Feb. 11, 2024 – tend to spend more.
    Steph Chambers/Getty Images

    The other possible path is through increased productivity. Psychology research has found that happier people are more productive. So as the season progresses and the home team keeps winning, it stands to reason that people in the area will go into work happy and work harder.

    Previous research backs up this idea. For example, a 2011 study found that when the home team in Washington performs better, federal regulators are more productive. In places where private businesses dominate the local economy – which is to say, most of the rest of the U.S. – an increase in productivity would lead companies to be more profitable, which could lead to locals having higher earnings. Even nonfans see benefits when their neighbors are happier, spending more and working harder.

    No matter how the Super Bowl turns out, both the Philadelphia and Kansas City metropolitan areas have already won, as both fans and nonfans in each region stand to benefit from higher incomes.

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

    ref. The Eagles and Chiefs have already made Philadelphia and Kansas City economic winners – https://theconversation.com/the-eagles-and-chiefs-have-already-made-philadelphia-and-kansas-city-economic-winners-248289

    MIL OSI – Global Reports

  • MIL-OSI Global: Trump’s offshore wind energy freeze: What states lose if the executive order remains in place

    Source: The Conversation – USA – By Barbara Kates-Garnick, Professor of Practice in Energy Policy, Tufts University

    The offshore wind industry brings jobs and economic development. AP Photo/Seth Wenig

    A single wind turbine spinning off the U.S. Northeast coast today can power thousands of homes – without the pollution that comes from fossil fuel power plants. A dozen of those turbines together can produce enough electricity for an entire community.

    The opportunity to tap into such a powerful source of locally produced clean energy – and the jobs and economic growth that come with it – is why states from Maine to Virginia have invested in building a U.S. offshore wind industry.

    But much of that progress may now be at a standstill.

    One of Donald Trump’s first acts as president in January 2025 was to order a freeze on both leasing federal areas for new offshore wind projects and issuing federal permits for projects that are in progress.

    The U.S. Northeast and Northern California have the nation’s strongest offshore winds.
    NREL

    The order and Trump’s long-held antipathy toward wind power are creating massive uncertainty for a renewable energy industry at its nascent stage of development in the U.S., and ceding leadership and offshore wind technology to Europe and China.

    As a professor of energy policy and former undersecretary of energy for Massachusetts, I’ve seen the potential for offshore wind power, and what the Northeast, New York and New Jersey, as well as the U.S. wind industry, stand to lose if that growth is shut down for the next four years.

    Expectations fall from 30 gigawatts by 2030

    The Northeast’s coastal states are at the end of the fossil fuel energy pipeline. But they have an abundant local resource that, when built to scale, could provide significant clean energy, jobs and supply chain manufacturing. It could also help the states achieve their ambitious goals to reduce their greenhouse gas emissions and their impact on climate change.

    The Biden administration set a national offshore wind goal of 30 gigawatts of capacity in 2030 and 110 gigawatts by 2050. It envisioned an industry supporting 77,000 jobs and powering 10 million homes while cutting emissions. As recently as 2021, at least 28 gigawatts of offshore wind power projects were in the development or planning pipeline.

    With the Trump order, I believe the U.S. will have, optimistically, less than 5 gigawatts in operation by 2030.

    That level of offshore wind is certainly not enough to create a viable manufacturing supply chain, provide lasting jobs or deliver the clean energy that the grid requires. In comparison, Europe’s offshore wind capacity in 2023 was 34 gigawatts, up from 5 gigawatts in 2012, and China’s is now at 34 gigawatts.

    What the states stand to lose

    Offshore wind is already a proven and operating renewable power source, not an untested technology. Denmark has been receiving power from offshore wind farms since the 1990s.

    The lost opportunity to the coastal U.S. states is significant in multiple areas.

    Trump’s order adds deep uncertainty in a developing market. Delays are likely to raise project costs for both future and existing projects, which face an environment of volatile interest rates and tariffs that can raise turbine component costs. It is energy consumers who ultimately pay through their utility bills when resource costs rise.

    The potential losses to states can run deeper. The energy company Ørsted had estimated in early 2024 that its proposed Starboard Offshore Wind project would bring Connecticut nearly US$420 million in direct investment and spending, along with employment equivalent to 800 full-time positions and improved energy system reliability.

    Massachusetts created an Offshore Wind Energy Investment Trust Fund to support redevelopment projects, including corporate tax credits up to $35 million. A company planning to build a high-voltage cable manufacturing facility there pulled out in January 2025 over the shift in support for offshore wind power. On top of that, power grid upgrades to bring offshore wind energy inland – critical to reliability for reducing greenhouse gas emissions from electricity – will be deferred.

    Atlantic Coast wind-energy leases as of July 2024. Others wind energy lease areas are in the Gulf of Mexico, off the Pacific coast and off Hawaii.
    U.S. Bureau of Safety and Environmental Enforcement

    Technology innovation in offshore wind will also likely move abroad, as Maine experienced in 2013 after the state’s Republican governor tried to void a contract with Statoil. The Norwegian company, now known as Equinor, shifted its plans for the world’s first commercial-scale floating wind farm from Maine to Scotland and Scandinavia.

    Sand in the gears of a complex process

    Development of energy projects, whether fossil or renewable, is extremely complex, involving multiple actors in the public and private spheres. Uncertainty anywhere along the regulatory chain raises costs.

    In the U.S., jurisdiction over energy projects often involves both state and federal decision-makers that interact in a complex dance of permitting, studies, legal regulations, community engagement and finance. At each stage in this process, a critical set of decisions determines whether projects will move forward.

    The federal government, through the Department of Interior’s Bureau of Offshore Energy Management, plays an initial role in identifying, auctioning and permitting the offshore wind areas located in federal waters. States then issue requests for proposals from companies wishing to sell wind power to the grid. Developers who win bureau auctions are eligible to respond. But these agreements are only the beginning. Developers need approval for site, design and construction plans, and several state and federal environmental and regulatory permits are required before the project can begin construction.

    Trump targeted these critical points in the chain with his indefinite but “temporary” withdrawal of any offshore wind tracts for new leases and a review of any permits still required from federal agencies.

    Jobs and opportunity delayed

    A thriving offshore wind industry has the potential to bring jobs, as well as energy and economic growth. In addition to short-term construction, estimates for supply chain jobs range from 12,300 to 49,000 workers annually for subassemblies, parts and materials. The industry needs cables and steel, as well as the turbine parts and blades. It requires jobs in shipping and the movement of cargo.

    To deliver offshore wind power to the onshore grid will also require grid upgrades, which in turn would improve reliability and promote the growth of other technologies, including batteries.

    The U.S. has offshore wind farms operating off Virginia, Rhode Island and New York. Three more are under construction.
    AP Photo/Steve Helber

    Taken all together, an offshore wind energy transition would build over time. Costs would come down as domestic manufacturing took hold, and clean power would grow.

    While environmental goals drove initial investments in clean energy, the positive benefits of jobs, technology and infrastructure all became important drivers of offshore wind for the states. Tax incentives, including from the Inflation Reduction Act, now in doubt, have supported the initial financing for projects and helped to lower costs.

    It’s a long-term investment, but once clear of the regulatory processes, with infrastructure built out and manufacturing in place, the U.S. offshore wind industry would be able to grow more price competitive over time, and states would be able to meet their long-term goals.

    The Trump order creates uncertainty, delays and likely higher costs in the future.

    Barbara Kates-Garnick receives funding as an Outside Director for Anbaric Transmission, which has no operating projects related to offshore wind. She has received funding for a research project through Tufts University jointly funded by NOWRDC and the Massachusetts Clean Energy Center. She serves on the board of several nonprofits that are not politically active organizations.

    ref. Trump’s offshore wind energy freeze: What states lose if the executive order remains in place – https://theconversation.com/trumps-offshore-wind-energy-freeze-what-states-lose-if-the-executive-order-remains-in-place-249125

    MIL OSI – Global Reports

  • MIL-OSI Global: What Los Angeles-area schools can learn from other districts devastated by natural disasters

    Source: The Conversation – USA – By Lee Ann Rawlins Williams, Clinical Assistant Professor of Education, Health and Behavior Studies, University of North Dakota

    Eliot Arts Magnet Middle School burned when the Eaton Fire swept through Altadena, Calif., in January 2025. JOSH EDELSON/AFP via Getty Images

    As Los Angeles County students begin returning to school after wildfires devastated the region, it’s worth examining how other U.S. educational systems disrupted by natural disasters have moved forward.

    Many students and educators have experienced the loss of their schools and homes, leaving them with a deep sense of grief and uncertainty. More than 1,000 schools were closed in Los Angeles County due to the fires, affecting more than 600,000 students across 26 districts.

    But loss during a disaster goes beyond what’s visible. And a return to normalcy means more than rebuilding schools and educational spaces.

    The fires have disrupted learning, emotional well-being and the routines that hold educational communities together. Previous disasters show that the emotional recovery of students and teachers needs attention for academic progress to be effective.

    As a professor who has studied how educational systems recover from natural disasters, I think Los Angeles-area schools will have to address some key themes of loss as they recover from the fires.

    Loss of learning time and continuity

    One educational consequence after natural disasters is loss of learning time and continuity. After previous natural disasters, some school districts stressed the importance of returning to in-person instruction quickly.

    For example, the Florida Department of Education reported in October 2022 that 68 of the state’s 75 school districts were open one week after Hurricane Ian barreled through the state.

    But that’s not always the best decision.

    Students often need time and space to process loss. Rushing students back into class without acknowledging this can feel counterproductive.

    Successful responses to large-scale disruptions show that keeping education on track during such times requires a holistic approach that involves the entire community.

    Schools play a crucial role in this approach. Beyond offering educational continuity, they are spaces where students can find support and stability.

    This doesn’t necessarily mean an immediate return to the classroom. Instead, a holistic approach ensures that when students do return to school, they have the necessary emotional and psychological support in place.

    In the wake of Hurricane Helene in September 2024, for example, school districts recognized that emotional healing is essential before academic recovery can begin.

    Fifty-three school districts across North Carolina sent 263 counselors and social workers to support students and educators in Buncombe County, home to Asheville, after Helene.

    Soon afterward, teachers incorporated hurricane recovery efforts into their lesson plans. When an environmental response team helped schools use portable testing kits for water quality analysis, some science teachers incorporated the hands-on learning into their classrooms.

    The experience allowed students to engage in a real-world application of science. This deepened their understanding of the disaster’s health impact.

    The Eaton Fire burned the Aveson School of Leaders elementary school in Altadena, Calif., in January 2025.
    Sarah Reingewirtz/MediaNews Group/Los Angeles Daily News via Getty Images

    After Hurricane Milton swept through Tampa Bay, Fla., schools in Hillsborough County extended the first-quarter grading period. They also reviewed the academic calendar to determine necessary adjustments for making up lost instructional time.

    Meanwhile, Pinellas County Schools, which also serves the Tampa Bay area, deployed a mental health and wellness plan developed in 2022 to support students and staff. It emphasizes the need for both academic recovery and mental health support.

    For Los Angeles-area students and teachers, a similar approach could involve offering mental health counseling and creating safe spaces for students and educators to process trauma. This can be done via drop-in counseling collaborations between community mental health providers and trained professionals in schools.

    These efforts could support resilience and long-term recovery.

    New environments and challenges

    The Los Angeles-area wildfires have destroyed schools that often provide free or reduced lunch services to many students. The fires have also uprooted many students, forcing them to navigate new and unfamiliar schools.

    Educators, meanwhile, must manage the challenges of teaching in temporary settings with limited resources.

    These strains highlight the urgent need for support systems to promote stability and rehabilitation.

    Teacher Adrianna Vargas prepares a classroom at Woodbury Village Preschool for the return of students after the Eaton Fire in Altadena, Calif., on Jan. 22, 2025.
    Genaro Molina/Los Angeles Times via Getty Images

    Schools can implement flexible deadlines for assignments to accommodate students dealing with transitional living situations and limited access to resources. Adjusting school grading can provide more realistic measures of student progress during periods of disruption.

    This reduces pressure on students and teachers alike.

    Flexible learning schedules – such as hybrid models combining remote and in-person studies – and staggered school hours can help students stay engaged in their education while they adapt to new circumstances.

    A vision for the future

    Schools often serve as pillars of support. They can be safe havens that provide stability.

    Their recovery is closely tied to broader community rebuilding efforts.

    However, the extent to which this occurs may vary depending on the resources and collaboration between local governments, educational leaders and community members, research shows.

    The process is most effective when there is a coordinated effort – one that acknowledges the emotional and social needs of all involved.

    By acknowledging the profound impact of loss, Los Angeles County can rebuild an educational system that is compassionate and honors shared experiences, while promoting healing, learning and community renewal.

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

    ref. What Los Angeles-area schools can learn from other districts devastated by natural disasters – https://theconversation.com/what-los-angeles-area-schools-can-learn-from-other-districts-devastated-by-natural-disasters-247777

    MIL OSI – Global Reports

  • MIL-OSI United Kingdom: NFU Scotland conference 2025 – UK Government keynote address

    Source: United Kingdom – Executive Government & Departments 2

    Today (Thursday, 6 February) UK Government Scotland Office Minister Kirsty McNeill spoke at the NFU Scotland conference in Glasgow.

    Good morning everyone, thank you for inviting me to be here with you today. I’d like to thank Martin Kennedy for that kind introduction and congratulate him for his work in leading the NFUS as he finishes his term as your President.

    I’d also like to start with a huge thanks for your dedicated work in continuing to produce, gather and distribute top quality food across the whole of the UK. But more than that, thank you to all farmers and crofters for the central role you play in our national life and heritage in Scotland.

    Despite countless challenges – not least the famous Scottish climate – farmers continue to work tirelessly, day after day, to feed the United Kingdom, and further afield.

    And be in no doubt, the UK Government will continue to do our part in supporting Scottish farmers and crofters, who form such a central part of our rural and island communities.

    Of course, the majority of environmental policy is devolved, with agriculture policy fully devolved. We will continue to respect the devolution settlement and strengthen relations with the Scottish Government as part of our ongoing resetting of relations.

    But there is much we can and are doing for farming and rural communities more broadly through our Plan for Change to turbo-charge economic growth and deliver a decade of national renewal and opportunity for all.

    Now, let’s be real. I know what you want to ask me about today. And I know that you’re angry. So I’m not going to shy away from a conversation about APR. But I do want to contextualise it. It’s the job of the NFU to make the case for your members. And it’s the job of the UK Government to listen, yes, but to also take a broad and long term view, balancing competing perspectives.

    And the facts are these. The UK Government’s Autumn Budget last year delivered the largest settlement for the Scottish Government in the history of devolution.

    The Chancellor announced on 30 October an additional £1.5 billion for the Scottish Government to spend in this financial year, and an additional £3.4 billion in the next.

    The Scottish Government will be able to allocate this record funding to devolved areas, including agriculture and rural communities. And that does mean your interests will be weighed alongside other devolved policy areas – that’s devolution in action. But I hope you will also see the benefit to your members of this record investment we’ve made available for Scotland’s public services. Because you know better than anyone that our farming communities are too often the ones with the worst access to NHS services. Public transport is sparse or non-existent. Cuts to schools and local services often hit your families harder than those in our big cities. I’m proud of this investment into the Scottish Government and I hope you will come to be too.

    And where policy is reserved, such as in relation to immigration or international trade, we will help support the industry through continuous engagement and development of policy. This is how devolution should work, and we are determined that it does.

    Our new Food Strategy will deliver clear long-term outcomes that create a healthier, fairer, and more resilient food system. We will work together with the Scottish government to complement the progress that they have already made in this area.

    Russia’s illegal invasion of Ukraine sent shock waves across the global supply chain, and the price of fertilisers and energy bills skyrocketed. That is one reason why we have launched our Clean Power 2030 Action Plan. By sprinting towards clean, homegrown energy, we will protect our energy security from international shocks, create thousands of good quality jobs, tackle climate change and drive down bills for good.

    We are taking some bold steps, including by setting up Great British Energy. This new, homegrown energy company – headquartered here in Scotland – will provide a catalyst for new, clean energy projects across the UK.

    Unpredictable weather has been causing floods and droughts as the climate continues to change, directly impacting crop production and, consequently, your profits. This hits particularly hard in areas that are less favourable for farming, and there are many of these in Scotland.

    This industry is resilient. I am in awe of everyone in this room who contributes to our food security, our rural and island communities and the growth of the UK economy. But let me make one thing clear – this Government does not take your resilience and adaptability for granted.

    My own constituency of Midlothian is dotted with farms and farmers, many of whom I have had the pleasure of meeting both as I campaigned, and in my first proud months as their representative in Parliament.

    I know that there is no substitute for meeting people in the places they live and work, on their terms. I have carried this principle into my first months as a Minister in the Scotland Office. On one of my very first ministerial visits last year I met with Lucy and Pete Grewar, who own Sheriffton Farm in Perthshire.

    I was there to discuss their challenges in finding staff to help pick their broccoli, and made a promise to come back with a Home Office ministerial colleague to visit Scotland to hear about these issues directly. I was thrilled that we were able to do that earlier this week when alongside NFUS representatives, Seema Malhotra, the Minister for Migration and Citizenship, and I visited a soft fruit farm in Aberdeenshire.

    Whilst on the farm, Seema and I had further discussion with the owners and NFUS about the Seasonal Workers; Visa scheme and how labour shortages impact their work, but also the need to drive economic growth and encourage domestic workers to take up these vital jobs.

    I also had similarly frank and productive conversations with crofters on the Isle of Lewis. We will continue to engage with you, and I will continue to invite my UK Government colleagues to come up to Scotland and hear directly from rural communities what they need.

    I value every single one of these visits as it gives me the opportunity to really hear from the people who are directly impacted by Government policy, and who also help us achieve our goals of food security, sustainability, Net Zero, economic growth, and countless others.

    And I just want to reassure you that I really listen in these conversations and I do, personally, read everything that I am sent in follow up. So if you have evidence you want me to read, stories you want me to hear or places you want me to visit I give you my word: you will always get a hearing from me. Just be in touch.

    Now there are four areas of UK Government policy that I want to focus on in the time I have left.

    Firstly, inheritance tax.

    This Government was forced to make many difficult decisions when it came into power due to our own challenging inheritance of the £22 billion financial black hole in public finances left by the previous Conservative administration.

    We could have just ignored it. We could have kicked the problem down the road. But when we stood for election we promised to take the hard choices head on. We needed to act.

    I know many of you in this room don’t agree with how we responded and feel let down. So I want you to hear in my own words, as someone who represents farmers right across my own constituency, why the Government made this decision.

    Under the current system, APR and BPR have granted 100% relief since 1992 on business and agricultural assets. However, this is heavily skewed towards the very wealthiest landowners and business owners.

    According to the latest data from HMRC, 40% of agricultural property relief is claimed by just 7% of UK estates making claims. That means that just 117 estates across the UK were claiming over £200 million of relief in 2021-22.

    Unfortunately, we also know that the reality today is that buying agricultural land is one of the most well-known ways to avoid inheritance tax.

    This has artificially inflated the price of farmland, locking younger farmers out of the market.

    None of this is either fair or sustainable. That is why we are reforming how agricultural and business property relief work. From April 2026, relief will be targeted in a way that still maintains significant tax relief while supporting the public finances, and protecting working people.

    I would like to thank Martin and his colleagues at NFUS for their helpful engagement with myself and the Secretary of State for Scotland, Ian Murray, on this issue. I am grateful for the dialogue we have had and will continue to have.

    We have had a disagreement, not a falling out – a difference of opinion on one question should not – must not – prevent us from talking about all the others. And talking is what we will continue to do. We will continue to engage with stakeholders in meetings like this and on farms, and we will continue to strengthen relations with the Scottish Government, respecting the fact that agriculture policy is devolved. 

    That’s why in the coming months the Scotland Office will host a food and farming roundtable where we will invite the industry and the Scottish Government to sit together and discuss these important issues. This will allow us to keep these conversations going.

    Now I would like to further address the devolved agriculture budget.

    I appreciate the vital role Scottish agriculture plays in rural communities and the economy in Scotland. The Secretary of State for Scotland wrote to the Defra Minister for Rural Affairs and Food Security outlining this prior to the Autumn Budget.

    And at the Budget, Defra announced the biggest budget for sustainable food production and nature recovery in history. This included £620m for Scotland for 2025-2026, baselined from last year. This is an above-population share, and the ringfence was removed to respect the devolution settlement – meaning it is for the Scottish Government to determine how they support farmers and rural communities with the public services they rely on.

    But we did not stop there. We wanted to address the issues rural communities face holistically – and the Autumn Budget delivered on that.

    The fuel duty freeze extension means that rural communities who depend on cars, vans and tractors will be able to save more of their income.

    The Budget also gave the go ahead for rural growth deals in Scotland, such as for Argyll and Bute, creating hundreds of jobs and countless opportunities for rural and island communities there.

    We recognise how important it is for rural areas, especially in Scotland, to have the same broadband connectivity and opportunities as the rest of the UK, so we announced in the Budget last year an additional £500 million for Project Gigabit and the Shared Rural Network.

    Next I would like to touch on seasonal workers, referred to earlier.

    While we are not currently considering a Scotland-only visa, this Government knows how important securing the right workforce is to the agri-food chain. This includes skilled jobs such as butchers and vets and temporary roles, such as seasonal horticulture harvesting and poultry processing jobs.

    Underlining the government’s commitment to the horticultural and poultry industry, the Seasonal Worker visa route has been confirmed for 2025, with a total of 43,000 Seasonal Worker visas available for horticulture and 2,000 for poultry next year.

    This will help the sector secure the labour and skills needed to bring high quality British produce, including strawberries, rhubarb, turkey and daffodils to market.

    In addition, Defra published the 2023 Seasonal Workers Survey report on 21 October 2024. 

    The survey showed that the vast majority of respondents reported a positive experience from their time in the UK and 95% expressed a desire to return. This excellent feedback reflects so well on farmers and the vibrancy of rural communities.

    When I visited a Perthshire farm weeks into office, the clearest thing I heard was that Scotland’s farmers wanted a hearing at the Home Office – I promised then that I’d try to bring a Home Office minister to Scotland to hear from farmers directly and that’s a promise kept. Just two days ago I was in a farm in Aberdeenshire with Seema Malhotra, the immigration minister, hearing about how seasonal worker rules could be made to work better for you. The door is always open and so are our minds – we want an ongoing relationship with a practical focus on getting things done.

    -And finally, just let me say something on future trade deals.

    Supporting farmers will always be a priority for this Government. We have been clear we will protect farmers from being undercut by low welfare and low standards in trade deals.

    We will continue to maintain our existing high standards for animal Health and food hygiene, ensuring that imported products comply with our domestic standards and import requirements.

    We are committed to developing a trade strategy that will support economic growth and promote the highest standards of food production.

    The UK has a network of sixteen agrifood and drink attachés around the world who break down market access barriers, create new export opportunities and protect existing trade. Our attachés work closely with Scottish Development International’s global network on delivering market access / export opportunities for Scotland.

    Promoting Scotland internationally through initiatives such as Brand Scotland – a new initiative led by my department backed by three quarters of a million pounds of funding – is a priority for this Government, and these export opportunities are an excellent way to do that.

    In addition, we will seek to negotiate a Sanitary and Phytosanitary agreement with the EU to reduce trade frictions, boost trade and deliver significant benefits on both sides.

    I want to reiterate my commitment to you that this Government will do everything it can to support you, listen to you and advocate for you, to ensure we not only protect but also maximise the potential of this incredible industry.

    Let me end by saying that it has been the honour of my life to serve as MP of Midlothian since July of last year, so I am here today telling you that I will fight for you as a Minister, but I also understand the views of my constituents. Many of them have the same concerns as you.

    Many of them are either farmers themselves, or live in a rural community where farming is a crucial backbone.

    And I want to assure you I understand your importance is more than the material benefits you bring – important though that is. Alongside farming, tourism and heritage are also in my portfolio. I treasure Scotland’s vibrant national museums, and the National Museum of Rural Life is no different – it’s a beautiful, living tribute to Scottish farming and rural life.

    Every time I visit, I can feel the importance of farming to the Scottish identity. I know that all you want is to be able to do what you are good at, what you love.

    It is my duty and that of this Government to ensure you have everything you need to do that, to protect your place in this extremely important endeavour. I promise you we will not let you down. It’s just too important.

    I am going to take a few questions now. Thank you to NFUS for inviting me here today, and to all of you for coming along. I wish you the very best for the rest of your conference.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom

  • MIL-OSI: Richtech Robotics Announces Grand Opening of Clouffee & Tea in Las Vegas

    Source: GlobeNewswire (MIL-OSI)

    Company’s new ADAM-centric food and beverage brand to officially launch at Town Square location with ribbon-cutting ceremony on February 9, 2025

    LAS VEGAS, Feb. 06, 2025 (GLOBE NEWSWIRE) — Richtech Robotics Inc. (Nasdaq: RR) (“Richtech Robotics” or the “Company”), a Nevada-based provider of AI-driven service robots, announces that the grand opening of Clouffee & Tea at Town Square, Las Vegas will take place on February 9, 2025. Clouffee & Tea is the Company’s food and beverage brand centered around its AI-powered robot ADAM. This is the first store of Richtech Robotics’ Clouffee & Tea brand, with additional stores expected to be open soon.

    With ADAM serving as barista, Clouffee & Tea at Town Square will be offering a wide variety of milk teas, coffees, and desserts. Utilizing NVIDIA AI technology, ADAM will detect when customers are present, engage them in conversation, take orders verbally, monitor and adapt to changes in his environment, and craft beverages with high levels of precision and accuracy.

    “Today’s announcement is a major milestone for Richtech Robotics, marking the official launch of our innovative food and beverage brand, Clouffee & Tea. This grand opening highlights our ability to leverage AI-powered robotics to drive real revenue in the hospitality industry, setting a new standard for automation in customer experiences,” said Richtech Robotics’ President, Matt Casella. “Clouffee & Tea at Town Square will be a vibrant destination, delivering an interactive and dynamic experience that perfectly captures the energy and excitement Las Vegas locals and visitors crave.”

    The grand opening at 6587 S Las Vegas Blvd #B187, Las Vegas, NV 89119 will begin at 11:00 am with a ribbon-cutting ceremony.

    Richtech Robotics has deployed over 300 robot solutions across the U.S. including in restaurants, retail stores, hotels, healthcare facilities, casinos, senior living homes, and factories. Current clients include, Texas Rangers’ Globe Life Field, Golden Corral, Hilton, Sodexo, Boyd Gaming, and more. 

    About Richtech Robotics

    Richtech Robotics is a provider of collaborative robotic solutions specializing in the service industry, including the hospitality and healthcare sectors. Our mission is to transform the service industry through collaborative robotic solutions that enhance the customer experience and empower businesses to achieve more. By seamlessly integrating cutting-edge automation, we aspire to create a landscape of enhanced interactions, efficiency, and innovation, propelling organizations toward unparalleled levels of excellence and satisfaction. Learn more at www.RichtechRobotics.com and connect with us on X (Twitter), LinkedIn, and YouTube.

    Forward Looking Statements

    Certain statements in this press release are forward-looking within the meaning of the Private Securities Litigation Reform Act of 1995. These statements may be identified by the use of forward-looking words such as “anticipate,” “believe,” “forecast,” “estimate,” “expect,” and “intend,” among others. Forward-looking statements are predictions, projections and other statements about future events that are based on current expectations and assumptions and, as a result, are subject to risks and uncertainties. Such forward-looking statements include, but are not limited to, statements regarding the performance of Richtech Robotics’ products.

    These forward-looking statements are based on Richtech Robotics’ current expectations and actual results could differ materially. There are a number of factors that could cause actual events to differ materially from those indicated by such forward-looking statements include, among others, risks and uncertainties related to the performance of ADAM and the success of Clouffee & Tea. Investors should read the risk factors set forth in Richtech Robotics’ Annual Report on Form 10-K, filed with the SEC on January 14, 2025, the IPO Registration Statement and periodic reports filed with the SEC on or after the date thereof. All of Richtech Robotics’ forward-looking statements are expressly qualified by all such risk factors and other cautionary statements. The information set forth herein speaks only as of the date thereof. New risks and uncertainties arise over time, and it is not possible for Richtech Robotics to predict those events or how they may affect Richtech Robotics. If a change to the events and circumstances reflected in Richtech Robotics’ forward-looking statements occurs, Richtech Robotics’ business, financial condition and operating results may vary materially from those expressed in Richtech Robotics’ forward-looking statements.

    Readers are cautioned not to put undue reliance on forward-looking statements, and Richtech Robotics assumes no obligation and does not intend to update or revise these forward-looking statements, whether as a result of new information, future events or otherwise.

    Contact:

    Investors:
    CORE IR
    Matt Blazei
    ir@richtechrobotics.com

    Media: 
    Timothy Tanksley
    Director of Marketing
    Richtech Robotics, Inc
    press@richtechrobotics.com
    702-534-0050

    Attachments

    The MIL Network

  • MIL-OSI United Kingdom: Experimental Parking Zone to be introduced around Everton FC’s new stadium

    Source: City of Liverpool

    Liverpool City Council is to introduce a ‘Football Match Parking Zone’ around Everton FC’s new stadium, at Bramley-Moore Dock.

    A raft of new parking measures are to be implemented surrounding the 52,888 seater stadium, similar to what is already in place around Goodison Park and Anfield.

    More than 4,000 residents and 3,000 businesses are now being invited to apply for the relevant parking permits ahead of the zone going live under an Experimental Traffic Road Order (ETRO) to coincide with the historic first test game at the £500m venue later this month.

    The ETRO will run for up to 18 months and during that period will then be reviewed by the Council’s Transport and Highways team.

    Residents will be able to apply for a permit for each vehicle registered at their address, plus one visitor permit, for which there will be no fee. Businesses will be charged an annual fee of £50 per vehicle, up to a maximum of 10.

    The focus of the proposed parking zone covers the area within a 30-minute walk of Everton Stadium, which is serviced by the city’s historic “Dock Road”, and will encompass the surrounding Ten Streets district, into the city centre and up to Great Homer Street in Everton.

    The new parking zone requirements, which were subject to a public consultation in late 2022, includes:

    • New resident parking areas
    • New taxi ranks
    • New match day bus stands
    • New parking restrictions
    • New hours of operation for existing parking zones for the Great Homer Street area
    • New hours of operation for existing parking zones for the Ten Streets and Love Lane areas
    • New industrial parking zone south of Boundary Street
    • New industrial parking zone north of Boundary Street

    The overall aim of the new Parking Zone is to reduce congestion, improve air quality and safety to and from the stadium. The proposals have also been designed to complement the planned modernisation of parking across the city centre.

    The Council’s Transport and Highways team has already begun the process of installing new signage ahead of Everton’s first “test match” at the waterfront stadium, situated within Liverpool Waters, which will be held on Monday, 17 February.

    (For more information, Frequently Asked Questions, Have Your Say on the zone
    and to see detailed maps on the various areas with the zone – please go here.)

    Scheduled to open for the 2025/26 season, Everton’s new home has already been picked as a venue for the UEFA European Championships in 2028 and will also be capable of hosting major non-footballing events.

    Liverpool City Council has invested more than £20m in the highways infrastructure around Bramley-Moore Dock, including a permanent segregated cycle lane running from the city centre up to Liverpool’s northern border at Bootle in Sefton, which passes right in front of the new stadium.

    The Council is also working with Sefton Council and the Liverpool City Region Combined Authority on a new town bid which which would see for than 10,000 new homes, with community infrastructure, from the city centre, around the new stadium, and north into Bootle and Walton.

    • The Liverpool City Region Combined Authority is also working with Merseyrail, Network Rail and Everton FC on the development of a new crowd management zone and an additional entrance at Sandhills station. The aim is to primarily support fans and event goers accessing public transport on their way to and from the new stadium.

    Councillor Dan Barrington, Liverpool City Council’s Cabinet Member for Transport and Connectivity, said: “Everton Stadium is going to be transformational especially for the surrounding Ten Streets district and the wider Kirkdale community.

    “As well as the economic benefit, the vast volume of people the stadium will attract – and how they arrive and depart – needs to be carefully managed.

    “The North Docks area has never had to cope with such large numbers of people in such concentrated time periods, but fortunately the city has the experience and knowledge thanks to Goodison Park and Anfield. By creating this new match day parking zone, we’ll be looking to adopt and incorporate those controls which so effectively move tens of thousands on a weekly basis.

    “Bramley-Moore Dock is also a unique location given its very close proximity to the city centre and the fact the surrounding transport infrastructure is well developed. There’s more to be done but all the partners are talking to make those improvements.

    “We’ll also be looking to encourage as many active travel options as possible for those attending the games or other events there, which is a win-win for everyone in terms of managing congestion and air quality and promoting healthy habits.

    “There’s lots of residents and businesses, as well as Everton fans, who will be affected by this new zone and thanks to their feedback we’ve been able to formulate a plan which accommodates their needs.”

    MIL OSI United Kingdom

  • MIL-OSI: Live Ventures Reports Fiscal First Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    LAS VEGAS, Feb. 06, 2025 (GLOBE NEWSWIRE) — Live Ventures Incorporated (Nasdaq: LIVE) (“Live Ventures” or the “Company”), a diversified holding company, today announced financial results for its fiscal first quarter 2025 ended December 31, 2024. 

    Fiscal First Quarter 2025 Key Highlights:

    • Revenue was $111.5 million, compared to $117.6 million in the prior year period
    • Net income was $0.5 million and diluted earnings per share (“EPS”) was $0.16, compared to the prior year period net loss of $0.7 million and loss per share of $0.22. Net income for the first quarter 2025 includes a $2.8 million gain on the settlement of the earnout liability related to the Precision Metal Works, Inc. (“PMW”) acquisition and a $0.7 million gain on the settlement of PMW seller notes
    • Adjusted EBITDA¹ was $5.7 million, compared to $8.7 million in the prior year period
    • Total assets of $395.5 million and stockholders’ equity of $73.3 million as of December 31, 2024
    • Approximately $31.1 million of cash and availability under the Company’s credit facilities as of December 31, 2024

    “Both our Retail-Entertainment and Steel Manufacturing segments delivered improved operating performance in the first quarter, with increases in operating income and operating margins as compared to the prior year period. However, high interest rates and a slowdown in the housing market continued to impact our Retail-Flooring and Flooring Manufacturing segments, as reduced consumer demand weighed on performance,” commented David Verret, Chief Financial Officer of Live Ventures.

    “We are pleased with the operating improvements achieved in our Retail-Entertainment and Steel Manufacturing segments during the first quarter. That said, industry-specific headwinds are impacting our Retail-Flooring and Flooring Manufacturing segments. To address this, we are implementing additional measures to enhance the efficiency of our flooring businesses,” stated Jon Isaac, President and Chief Executive Officer of Live Ventures. “Despite these challenges, we remain confident in the long-term strength of our businesses.”

    First Quarter FY 2025 Financial Summary (in thousands except per share amounts)
      For the three months ended December 31,
        2024     2023     % Change
    Revenue $ 111,508   $ 117,593     -5.2 %
    Operating income $ 762   $ 3,541     -78.5 %
    Net income (loss) $ 492   $ (682 )   172.1 %
    Diluted earnings (loss) per share $ 0.16   $ (0.22 )   172.7 %
    Adjusted EBITDA¹ $ 5,744   $ 8,696     -33.9 %
                       

    Revenue decreased approximately $6.1 million, or 5.2%, to approximately $111.5 million for the quarter ended December 31, 2024, compared to revenue of approximately $117.6 million in the prior year period. The decrease is attributable to the Flooring Manufacturing, Retail-Flooring, and Steel Manufacturing segments, which decreased by approximately $6.7 million in the aggregate.

    Operating income was approximately $0.8 million for the quarter ended December 31, 2024, compared with operating income of approximately $3.5 million in the prior year period. The decrease in operating income is primarily attributable to the decrease in revenue and increased general and administrative expenses in the Retail-Flooring segment. The decrease in operating income was partially offset by increased operating income in the Retail-Entertainment and Steel Manufacturing segments.

    For the quarter ended December 31, 2024, net income was approximately $0.5 million, and diluted EPS was $0.16, compared with net loss of approximately $0.7 million and loss per share of $0.22 in the prior year period. The increase in net income is primarily attributable to a $2.8 million gain on the settlement of the earnout liability related to the PMW acquisition and a $0.7 million gain on the settlement of PMW seller notes.

    Adjusted EBITDA¹ for the quarter ended December 31, 2024 was approximately $5.7 million, a decrease of approximately $3.0 million, or 33.9%, compared to the prior year period. The decrease in adjusted EBITDA is primarily due to an overall decrease in operating income.

    As of December 31, 2024, the Company had total cash availability of $31.1 million, consisting of cash on hand of $7.4 million and availability under its various lines of credit of $23.7 million.

    First Quarter FY 2025 Segment Results (in thousands)

      For the three months ended December 31,
        2024       2023     % Change
    Revenue          
    Retail – Entertainment $ 21,273     $ 20,586     3.3 %
    Retail – Flooring   31,747       34,319     -7.5 %
    Flooring Manufacturing   25,996       29,245     -11.1 %
    Steel Manufacturing   32,435       33,354     -2.8 %
    Corporate & Other   57       89     -36.0 %
    Total Revenue $ 111,508     $ 117,593     -5.2 %
               
      For the three months ended December 31,
        2024       2023     % Change
    Operating Income (loss)          
    Retail – Entertainment $ 3,408     $ 3,143     8.4 %
    Retail – Flooring   (2,174 )     90     N/A
    Flooring Manufacturing   (81 )     945     -108.6 %
    Steel Manufacturing   1,166       982     18.7 %
    Corporate & Other   (1,557 )     (1,619 )   3.8 %
    Total Operating Income $ 762     $ 3,541     -78.5 %
               
      For the three months ended December 31,
        2024       2023     % Change
    Adjusted EBITDA¹          
    Retail – Entertainment $ 3,810     $ 3,667     3.9 %
    Retail – Flooring   (971 )   $ 1,303     -174.5 %
    Flooring Manufacturing   750       1,877     -60.0 %
    Steel Manufacturing   2,801       2,802     0.0 %
    Corporate & Other   (646 )     (953 )   32.2 %
    Total Adjusted EBITDA¹ $ 5,744     $ 8,696     -33.9 %
               
    Adjusted EBITDA¹ as a percentage of revenue        
    Retail – Entertainment   17.9 %     17.8 %    
    Retail – Flooring   -3.1 %     3.8 %    
    Flooring Manufacturing   2.9 %     6.4 %    
    Steel Manufacturing   8.6 %     8.4 %    
    Corporate & Other N/A   N/A    
    Total Adjusted EBITDA¹   5.2 %     7.4 %    
    as a percentage of revenue          
               

    Retail – Entertainment

    Retail-Entertainment segment revenue for the quarter ended December 31, 2024 was approximately $21.3 million, an increase of approximately $0.7 million, or 3.3%, compared to prior year period revenue of approximately $20.6 million. Revenue increased primarily due to increased consumer demand for used products. The increase in used products contributed to the increase in gross margin to 56.6% for the quarter ended December 31, 2024, compared to 56.0% for the prior year period. Operating income for the quarter ended December 31, 2024 was approximately $3.4 million, compared to operating income of approximately $3.1 million for the prior year period.

    Retail – Flooring

    The Retail-Flooring segment revenue for the quarter ended December 31, 2024, was approximately $31.7 million, a decrease of approximately $2.6 million, or 7.5%, compared to the prior year period revenue of approximately $34.3 million. The decrease was primarily due to reduced demand. Gross margin for the quarter ended December 31, 2024 was 37.2%, compared to 38.0% for the prior year period. The decrease in gross margin was primarily driven by a change in product mix. Operating loss for the quarter ended December 31, 2024 was approximately $2.2 million, compared to operating income of approximately $0.1 million for the prior year period. The increase in operating loss was primarily due to additional wages and other general and administrative costs during the quarter ended December 31, 2024.

    Flooring Manufacturing

    Revenue for the quarter ended December 31, 2024 was approximately $26.0 million, a decrease of approximately $3.2 million, or 11.1%, compared to prior year period revenue of approximately $29.2 million. The decrease in revenue was primarily due to reduced consumer demand. Gross margin was 21.2% for the quarter ended December 31, 2024, compared to 22.0% for the prior year period. The decrease in gross margin was primarily due to changes in product mix. Operating loss for the quarter ended December 31, 2024 was approximately $0.1 million, compared to operating income of approximately $0.9 million for the prior year period.

    Steel Manufacturing

    Revenue for the quarter ended December 31, 2024 was approximately $32.4 million, a decrease of approximately $0.9 million or 2.8%, compared to prior year period revenue of approximately $33.4 million. The decrease was primarily due to reduced customer demand, partially offset by incremental revenue of $3.1 million at Central Steel Fabricators, LLC (“Central Steel”), which was acquired in May 2024. Gross margin was 18.3% for the quarter ended December 31, 2024, compared to 15.8% for the prior year period. The increase in gross margin was primarily due to strategic price increases, as well as the acquisition of Central Steel. Operating income for the quarter ended December 31, 2024 was approximately $1.2 million, compared to operating income of approximately $1.0 million in the prior year period.

    Corporate and Other

    Revenue for the quarter ended December 31, 2024 was approximately $57,000, a decrease of approximately $32,000, or 36.0%, compared to prior year period revenue of approximately $89,000. Operating loss for the quarters ended December 31, 2024 and 2023 were approximately $1.6 million.

    Non-GAAP Financial Information

    Adjusted EBITDA

    We evaluate the performance of our operations based on financial measures, such as “Adjusted EBITDA,” which is a non-GAAP financial measure. We define Adjusted EBITDA as net income (loss) before interest expense, interest income, income taxes, depreciation, amortization, stock-based compensation, and other non-cash or nonrecurring charges. We believe that Adjusted EBITDA is an important indicator of the operational strength and performance of the business, including the business’s ability to fund acquisitions and other capital expenditures and to service its debt. Additionally, this measure is used by management to evaluate operating results and perform analytical comparisons and identify strategies to improve performance. Adjusted EBITDA is also a measure that is customarily used by financial analysts to evaluate a company’s financial performance, subject to certain adjustments. Adjusted EBITDA does not represent cash flows from operations, as defined by generally accepted accounting principles (“GAAP”), should not be construed as an alternative to net income or loss, and is indicative neither of our results of operations, nor of cash flow available to fund our cash needs. It is, however, a measurement that the Company believes is useful to investors in analyzing its operating performance. Accordingly, Adjusted EBITDA should be considered in addition to, but not as a substitute for, net income, cash flow provided by operating activities, and other measures of financial performance prepared in accordance with GAAP. As companies often define non-GAAP financial measures differently, Adjusted EBITDA, as calculated by Live Ventures Incorporated, should not be compared to any similarly titled measures reported by other companies.

    Forward-Looking and Cautionary Statements

    The use of the word “Company” refers to Live Ventures and its wholly owned subsidiaries. Certain statements in this press release contain or may suggest “forward-looking” information within the meaning of Section 27A of the Securities Act and Section 21E of the Securities Exchange Act of 1934, each as amended, that are intended to be covered by the “safe harbor” created by those sections. Words such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates,” and similar statements are intended to identify forward-looking statements. Live Ventures may also make forward-looking statements in its periodic reports to the U.S. Securities and Exchange Commission on Forms 10-K and 10-Q, Current Reports on Form 8-K, in its annual report to stockholders, in press releases and other written materials, and in oral statements made by its officers, directors or employees to third parties. There can be no assurance that such statements will prove to be accurate and there are a number of important factors that could cause actual results to differ materially from those expressed in any forward-looking statements made by the Company, including, but not limited to, plans and objectives of management for future operations or products, the market acceptance or future success of our products, and our future financial performance. The Company cautions that these forward-looking statements are further qualified by other factors including, but not limited to, those set forth in the Company’s Annual Report on Form 10-K for the fiscal year ended September 30, 2024. Additionally, new risk factors emerge from time to time, and it is not possible for us to predict all such risk factors, or to assess the impact such risk factors might have on our business. Live Ventures undertakes no obligation to publicly update any forward-looking statements whether as a result of new information, future events or otherwise.

    About Live Ventures Incorporated

    Live Ventures is a diversified holding company with a strategic focus on value-oriented acquisitions of domestic middle-market companies. Live Ventures’ acquisition strategy is sector-agnostic and focuses on well-run, closely held businesses with a demonstrated track record of earnings growth and cash flow generation. The Company looks for opportunities to partner with management teams of its acquired businesses to build increased stockholder value through a disciplined buy-build-hold long-term focused strategy. Live Ventures was founded in 1968. In late 2011, Jon Isaac, Chief Executive Officer and strategic investor, joined the Company’s Board of Directors and later refocused it into a diversified holding company. The Company’s current portfolio of diversified operating subsidiaries includes companies in the textile, flooring, tools, steel, and entertainment industries.

    Contact:
    Live Ventures Incorporated
    Greg Powell, Director of Investor Relations
    725.500.5597
    gpowell@liveventures.com 
    www.liveventures.com 

    Source: Live Ventures Incorporated

    CONSOLIDATED BALANCE SHEETS
    (UNAUDITED)
    (dollars in thousands, except per share amounts)

      December 31, 2024   September 30, 2024
      (Unaudited)    
    Assets      
    Cash $ 7,407     $ 4,601  
    Trade receivables, net of allowance for doubtful accounts of $1.4 million at December 31, 2024 and $1.5 million at September 30, 2024   38,040       46,861  
    Inventories, net   123,389       126,350  
    Prepaid expenses and other current assets   3,594       4,123  
    Total current assets   172,430       181,935  
    Property and equipment, net   81,527       82,869  
    Right of use asset – operating leases   55,113       55,701  
    Deposits and other assets   1,455       787  
    Intangible assets, net   23,847       25,103  
    Goodwill   61,152       61,152  
    Total assets $ 395,524     $ 407,547  
    Liabilities and Stockholders’ Equity      
    Liabilities:      
    Accounts payable $ 28,478     $ 31,002  
    Accrued liabilities   30,548       31,740  
    Income taxes payable   1,483       948  
    Current portion of lease obligations – operating leases   13,219       12,885  
    Current portion of lease obligations – finance leases   467       368  
    Current portion of long-term debt   39,595       43,816  
    Current portion of notes payable related parties   7,670       6,400  
    Seller notes – related parties         2,500  
    Total current liabilities   121,460       129,659  
    Long-term debt, net of current portion   54,339       54,994  
    Lease obligation long term – operating leases   46,566       50,111  
    Lease obligation long term – finance leases   42,200       41,677  
    Notes payable related parties, net of current portion   6,871       4,934  
    Seller notes – related parties   41,119       40,361  
    Deferred tax liability, net   5,812       6,267  
    Other non-current obligations   3,882       6,655  
    Total liabilities   322,249       334,658  
    Commitments and contingencies      
    Stockholders’ equity:      
    Series E convertible preferred stock, $0.001 par value, 200,000 shares authorized, 47,840 shares issued and outstanding at December 31, 2024 and September 30, 2024, with a liquidation preference of $0.30 per share outstanding          
    Common stock, $0.001 par value, 10,000,000 shares authorized, 3,115,674 and 3,131,360 shares issued and outstanding at December 31, 2024 and September 30, 2024, respectively   2       2  
    Paid in capital   69,743       69,692  
    Treasury stock common 710,373 and 694,687 shares as of December 31, 2024 and September 30, 2024, respectively   (9,229 )     (9,072 )
    Treasury stock Series E preferred 80,000 shares as of December 31, 2024 and September 30, 2024   (7 )     (7 )
    Retained earnings   12,766       12,274  
      Total stockholders’ equity   73,275       72,889  
        Total liabilities and stockholders’ equity $ 395,524     $ 407,547  
                   

    LIVE VENTURES, INCORPORATED
    CONSOLIDATED STATEMENTS OF INCOME (UNAUDITED)
    (dollars in thousands, except per share)

      For the Three Months Ended December 31,
        2024       2023  
    Revenue $ 111,508     $ 117,593  
    Cost of revenue   76,146       81,266  
    Gross profit   35,362       36,327  
           
    Operating expenses:      
    General and administrative expenses   30,071       27,679  
    Sales and marketing expenses   4,529       5,107  
    Total operating expenses   34,600       32,786  
    Operating income   762       3,541  
    Other expense:      
    Interest expense, net   (4,162 )     (4,163 )
    Gain on settlement of seller notes   713        
    Gain on settlement of earnout liability   2,840        
    Other income (expense)   420       (284 )
    Total other expense, net   (189 )     (4,447 )
    Income (loss) before provision for income taxes   573       (906 )
    Provision (benefit) for income taxes   81       (224 )
    Net Income (loss) $ 492     $ (682 )
           
    Income (loss) per share:      
    Basic and diluted $ 0.16     $ (0.22 )
           
    Weighted average common shares outstanding:      
    Basic   3,124,581       3,163,541  
    Diluted   3,124,820       3,163,541  
                   

    LIVE VENTURES INCORPORATED
    NON-GAAP MEASURES RECONCILIATION

    Adjusted EBITDA

    The following table provides a reconciliation of Net (loss) income to total Adjusted EBITDA¹ for the periods indicated (dollars in thousands):

      For the Three Months Ended
      December 31, 2024   December 31, 2023
    Net income (loss) $ 492     $ (682 )
    Depreciation and amortization   4,415       4,295  
    Stock-based compensation   50       50  
    Interest expense, net   4,162       4,163  
    Income tax expense (benefit)   81       (224 )
    Debt refinancing costs         183  
    Gain on extinguishment of debt   (713 )      
    Gain on write-off of earnout   (2,840 )      
    Acquisition costs   97       406  
    Adjusted EBITDA $ 5,744     $ 8,696  

    The MIL Network

  • MIL-OSI: Enphase Energy Expands its Support for Grid Services Programs Across North America

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., Feb. 06, 2025 (GLOBE NEWSWIRE) — Enphase Energy, Inc. (NASDAQ: ENPH), a global energy technology company and the world’s leading supplier of microinverter-based solar and battery systems, announced today that it is expanding its support for grid services programs – or virtual power plants (VPPs) – in Puerto Rico, Colorado, and Nova Scotia, Canada, powered by the IQ® Battery 5P.

    Grid services programs are offered by electric utilities and often use energy stored in home batteries to help reduce load on the electric grid when it is needed most, like during periods of peak electricity demand. This reduces reliance on costly and polluting power plants for electricity and, in return, can provide incentives to homeowners from their utility company. Incentives may be provided as a discount on the purchase of an Enphase® Energy System with IQ® Batteries or as ongoing payments to participating homeowners. Homeowners are most recently eligible to enroll in the following programs:

    LUMA Energy Puerto Rico Customer Battery Energy Sharing Program: Participants in Puerto Rico enrolled in this program with three IQ Battery 5Ps are eligible to receive approximately $1,000 per year if the batteries deliver up to 80% of their energy capacity during each demand response event. Learn more about the details of the program on the Enphase website or by registering for the upcoming homeowner informational webinar (in Spanish).

    “We are thrilled that the IQ Batteries we deploy in our communities can go towards making the grid more reliable for everyone,” said Carlos Martínez Muñoz, CEO of Solar Roots, an installer of Enphase products in Puerto Rico. “Grid services programs will help home solar and storage systems contribute to a greater good.”

    Xcel Colorado Renewable Battery Connect Program: Homeowners who decide to install an Enphase IQ Battery and are Xcel Energy customers in Colorado are eligible to receive an upfront incentive of $350/kW, capped at $5,000 per site. Customers who decide to install three IQ Battery 5Ps could earn $4,032 upfront plus an annual payment of $100 over the five-year participation period. Learn more about the details of this program on the Xcel Energy Colorado webpage.

    “This program is a fantastic opportunity for Colorado homeowners to maximize the value of their Enphase IQ Batteries,” said Kevin Love, co-owner of Atlasta Solar Center, an installer of Enphase products based in Colorado. “Participants can earn meaningful incentives while supporting a more resilient and sustainable energy grid. It’s a win for both customers and our clean energy transition.”

    Efficiency Nova Scotia Eco Shift Pilot: Participants enrolled in this pilot are rewarded with $500 upfront, plus an average performance incentive of $300 per kW delivered per season. A typical 15 kWh Enphase IQ Battery system consisting of three IQ Battery 5Ps are eligible to receive up to $1,500 per year in performance incentives if the batteries deliver up to 80% of their energy capacity during each demand response event. Learn more about the details of the program on the Eco Shift Nova Scotia program website.

    “The Eco Shift program is a fantastic opportunity for Canadian homeowners to make the most of their Enphase home solar and battery systems while contributing to grid stability and efficiency,” said Tom Rendle, managing director at Watts Up Solar, an installer of Enphase products based in Nova Scotia. “As electrification increases and demand on the grid grows, we’re excited to expand deployments of IQ Batteries to support powering homes and a more resilient energy future for the community at large.”

    “Our cutting-edge solutions make it easy for homeowners to engage in grid services programs while maximizing the benefits of their Enphase systems,” said Ken Fong, senior vice president and general manager of the Americas and APAC Sales at Enphase Energy. “The IQ Battery 5P’s reliability and performance are key to providing homeowners with long-term value, and we’re excited to expand our efforts to support virtual power plants, offering a cleaner, more resilient energy future across North America.”

    For more information about grid services, please visit the Enphase website.

    About Enphase Energy, Inc.

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

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

    Forward-Looking Statements

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

    Contact:

    Enphase Energy

    press@enphaseenergy.com

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

    The MIL Network

  • MIL-OSI: Monarch Private Capital Announces Successful $275 Million Bond Issuance Led by HSBC

    Source: GlobeNewswire (MIL-OSI)

    ATLANTA, Feb. 06, 2025 (GLOBE NEWSWIRE) — Monarch Private Capital, a nationally recognized tax-advantaged investment firm, proudly announces a $275 million bond issuance to finance affordable housing projects, reinforcing its commitment to narrowing the affordable housing gap in the United States.

    HSBC served as the Sole Placement Agent for the Monarch Issuer 2024-2, LLC private asset-backed securities (ABS) transaction. On December 11, 2024, HSBC priced the $275 million issuance, with $220 million funded on December 18, 2024. The remaining $55 million will be funded through a Delay Draw mechanism over the next 12 months, supporting additional projects currently under construction.

    The bond proceeds will finance 58 low-income housing projects across Georgia, South Carolina, and Oklahoma, generating quality affordable housing units while stimulating local economies. Monarch will repay principal and interest on the Notes through its syndication of Low Income Housing Tax Credits (LIHTCs) to institutional investors, including insurance companies, corporate clients, and high-net-worth individuals.

    A Collaborative Effort for Positive Impact

    HSBC’s collaboration extended beyond placement services, contributing structuring, ratings advisory, and trustee services to ensure seamless execution.

    “This bond issuance reflects our unwavering commitment to addressing the nation’s urgent housing needs,” said Ian Chomat, Partner and Chief Financial Officer at Monarch Private Capital. “By leveraging our extensive experience in affordable housing, we aim to deliver more high-quality homes and create opportunities that strengthen communities and local economies.”

    Monarch’s Continued Leadership in Impact Investing

    Since its inception, Monarch has paired tax equity investing with a focus on community impact, while mitigating federal and state tax liabilities for investors. Monarch has managed tax equity impact investments in 945 projects generating $7.2 billion of tax credits, including more than $2.2 billion in LIHTCs, as of December 2024. Those projects have enabled nearly $18 billion in project capital, and over $37 billion in economic impact in 42 states, plus Washington D.C.

    For more information about Monarch’s programs and services, please contact Ian Chomat at ichomat@monarchprivate.com.

    About Monarch Private Capital

    Monarch Private Capital manages impact investment funds that positively impact communities by creating clean power, jobs and homes. The funds provide predictable returns through the generation of federal and state tax credits. The Company offers innovative tax credit equity investments for affordable housing, historic rehabilitations, renewable energy, film and other qualified projects. Monarch Private Capital has long-term relationships with institutional and individual investors, developers, and lenders participating in these federal and state programs. Headquartered in Atlanta, Monarch has offices and professionals located throughout the United States.

    About HSBC

    HSBC Holdings plc, the parent company of HSBC, is headquartered in London. HSBC serves customers worldwide from offices in 60 countries and territories. With assets of US$3,099bn at 30 September 2024, HSBC is one of the world’s largest banking and financial services organizations.

    CONTACT

    Jane Rafeedie

    Monarch Private Capital

    Jrafeedie@monarchprivate.com

    470-283-8431

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/3952c63a-5dd4-4db2-bbf2-221fd808bad1

    The MIL Network

  • MIL-OSI: AT&T and TransUnion Launch In-Network Branded Call Display with Reason for Call

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, Feb. 06, 2025 (GLOBE NEWSWIRE) — AT&T and TransUnion (NYSE: TRU) are now offering outgoing calls for businesses that display a reason for the call in addition to showing their brand name and logo. This capability is made possible through TransUnion’s Branded Call Display, and it gives AT&T wireless subscribers more confidence in who’s calling and why. Reason for the call will appear for most Android users on incoming calls from participating businesses and organizations, and in the call details page after a call is missed. 1

    No app is needed to receive these branded calls. They are verified with end-to-end industry standard STIR/SHAKEN call authentication to help ensure that the call is legitimate and not spoofed. Displaying the reason for the call is the latest evolution from TransUnion and AT&T. It builds on momentum from January 2024 when the companies announced the ability to add a business’s name and brand logo to the mobile display.

    “We’re excited to announce the ability for businesses to add the reason for their call to the mobile display,” said Erin Scarborough, AT&T senior vice president, Mass Markets Product Management. “Research shows consumers still prefer calling for communicating with businesses – especially for urgent, personal, or high-value issues. Now they can safely answer verified branded calls, knowing who’s calling and why.”

    Reasons for the call can include a wide range of options, including: “Appointment Reminder,” “Customer Inquiry,” “Customer Service,” “Refill Reminder,” “Delivery Service,” “Patient Callback,” “Upcoming Visit,” and more. No action is required from AT&T wireless customers to see reasons for calls.

    “Businesses have a tremendous opportunity to improve customer experiences and business outcomes with this iteration of branded calling,” said James Garvert, senior vice president of TruContact Communications Solutions at TransUnion. “Adopting these capabilities shows a good faith effort by the business to protect consumers from fraud and address their most pressing concerns.”

    Consumers have made it clear they want more protection against unwanted calls and fraud. According to a recent TransUnion survey, 73% of consumers said they’d be likely to answer calls if name and logo were shown.

    In addition, consumers indicated they highly value phone calls for their most important issues. The situations consumers most prefer to handle with businesses by phone are:

    • Personal, e.g., health issues (64%)
    • High-value decisions, e.g., home or auto purchases (55%)
    • Urgent circumstances, e.g., natural disasters (55%)
    • Complex decisions, e.g., estate planning (40%)

    Learn more about TransUnion Branded Call Display here.

    Branded logo and reason for the call appear when the phone rings, and in the call details page after a call is missed, on most Android devices. On other operating systems, branded logo appears on the mobile display.

    About AT&T
    We help more than 100 million U.S. families, friends and neighbors, plus nearly 2.5 million businesses, connect to greater possibility. From the first phone call 140+ years ago to our 5G wireless and multi-gig internet offerings today, we @ATT innovate to improve lives. For more information about AT&T Inc. (NYSE:T), please visit us at about.att.com. Investors can learn more at investors.att.com.

    About TransUnion (NYSE: TRU)
    TransUnion is a global information and insights company with over 13,000 associates operating in more than 30 countries. We make trust possible by ensuring each person is reliably represented in the marketplace. We do this with a Tru™ picture of each person: an actionable view of consumers, stewarded with care. Through our acquisitions and technology investments we have developed innovative solutions that extend beyond our strong foundation in core credit into areas such as marketing, fraud, risk and advanced analytics. As a result, consumers and businesses can transact with confidence and achieve great things. We call this Information for Good® — and it leads to economic opportunity, great experiences and personal empowerment for millions of people around the world. http://www.transunion.com/business

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/066f2591-116d-4919-8f36-2c545538aa65

    Contact          

    E-mail   

    Telephone

    Dave Blumberg
    TransUnion

    david.blumberg@transunion.com

    312-972-6646

    The MIL Network

  • MIL-OSI: LVT Bolsters Executive Leadership Amid Rapid Company Growth And Surging Demand for Advanced Security Tech

    Source: GlobeNewswire (MIL-OSI)

    AMERICAN FORK, Utah, Feb. 06, 2025 (GLOBE NEWSWIRE) — LVT (LiveView Technologies, Inc.), the leader of customizable mobile security solutions, today announced four executive hires to support the company’s rapid growth and customer expansion as it enters its 20th year in business:

    • Chief Human Resources Officer Will Clive will manage LVT’s people team and drive the development of innovative initiatives aimed at enhancing the employee experience and productivity. Will was previously the Chief People Officer at Pluralsight, where he helped transform its HR function into a competitive differentiator.
    • Chief Information Security Officer Ryan Gurney will lead the information security team to continually strengthen the company’s data security practices and maintain compliance with evolving industry regulations. Ryan was previously Chief Security Officer with Looker, which joined Google Cloud in 2020, where he built the company’s information security and compliance program.
    • Chief Revenue Officer Spencer Steed will oversee LVT’s go-to-market strategy and operations to help accelerate the company’s growth as it unveils new features and industry-first capabilities. Spencer was previously Senior Vice President of Sales, Public Sector, at Qualtrics, where he led company growth across federal, state, local, and education customers.
    • Chief Customer Officer Taylor Wetzel will develop a comprehensive customer-centric strategy and define key performance indicators to optimize customer outcomes, loyalty, and growth. Taylor was previously Senior Vice President of Customer Success at Qualtrics, where he guided efforts to improve the experience, retention, and ROI for more than 20,000 global customers.    

    “LVT has sustained remarkable growth for more than a decade, and we will soon scale even further by introducing unprecedented security capabilities to improve safety and efficiency for companies across the nation,” said Ryan Porter, LVT co-founder and CEO. “We are excited to have Will, Ryan, Spencer, and Taylor on board to support our mission, and we welcome their breadth of experience and insights to keep moving LVT forward.”

    These four new executives will be pivotal in supporting LVT’s expanding employee base and providing diverse perspectives to preserve its position as a leading innovator in mobile security technology. Growth milestones include the following:

    • In 2024, LVT was recognized for its 226% revenue growth on the Deloitte Technology Fast 500™ and 227% revenue growth on the Inc. 5000.
    • Utah Valley BusinessQ honored LVT as a UV50 fastest-growing company and economic engine.
    • LVT experienced a 25% increase in year-over-year headcount between January 2024 and January 2025.

    LVT provides customizable mobile security units (MSUs) that have driven measurable safety improvements and security operation efficiencies across retail, government, construction, education, and other industries. In January, LVT revealed SafeNow, a first-of-its-kind feature that empowers LVT customer employees to access MSU features directly from their phones.

    Learn more about LVT and how its MSUs can help you discover, deter, and defend against threats at https://www.lvt.com/.

    About LVT
    LVT (LiveView Technologies, Inc.) is a leader in life safety and security and the premier developer and manufacturer of mobile, solar-powered and cellular/satellite-connected surveillance solutions and software. Headquartered in American Fork, Utah, LVT’s enterprise software-as-a-service (SaaS) solution is used by retailers, critical infrastructure and utilities, construction projects, warehouse and distribution centers, police, municipalities, and more. LVT is proud to be made in the USA and manufactured in Utah. For more information, visit www.lvt.com.

    Media Contacts:
    Matthew Deighton
    LiveView Technologies
    media@lvt.com

    The MIL Network

  • MIL-OSI NGOs: sched pub test 2

    Source: Médecins Sans Frontières –

    Access Campaign

    We set up the MSF Access Campaign in 1999 to push for access to, and the development of, life-saving and life-prolonging medicines, diagnostic tests and vaccines for people in our programmes and beyond.

    GO TO SITE

    CRASH

    Based in Paris, CRASH conducts and directs studies and analysis of MSF actions. They participate in internal training sessions and assessment missions in the field.

    GO TO SITE

    UREPH

    Based in Geneva, UREPH (or Research Unit) aims to improve the way MSF projects are implemented in the field and to participate in critical thinking on humanitarian and medical action.

    GO TO SITE

    ARHP

    Based in Barcelona, ARHP documents and reflects on the operational challenges and dilemmas faced by the MSF field teams.

    GO TO SITE

    MSF Analysis

    Based in Brussels, MSF Analysis intends to stimulate reflection and debate on humanitarian topics organised around the themes of migration, refugees, aid access, health policy and the environment in which aid operates.

    GO TO SITE

    MSF Supply

    This logistical and supply centre in Brussels provides storage of and delivers medical equipment, logistics and drugs for international purchases for MSF missions.

    GO TO SITE

    MSF Logistique

    This supply and logistics centre in Bordeaux, France, provides warehousing and delivery of medical equipment, logistics and drugs for international purchases for MSF missions.

    GO TO SITE

    Amsterdam Procurement Unit

    This logistical centre in Amsterdam purchases, tests, and stores equipment including vehicles, communications material, power supplies, water-processing facilities and nutritional supplements.

    GO TO SITE

    Brazilian Medical Unit

    BRAMU specialises in neglected tropical diseases, such as dengue and Chagas, and other infectious diseases. This medical unit is based in Rio de Janeiro, Brazil.

    GO TO SITE

    MSF Medical Guidelines

    Our medical guidelines are based on scientific data collected from MSF’s experiences, the World Health Organization (WHO), other renowned international medical institutions, and medical and scientific journals.

    GO TO SITE

    Epicentre

    Providing epidemiological expertise to underpin our operations, conducting research and training to support our goal of providing medical aid in areas where people are affected by conflict, epidemics, disasters, or excluded from health care.

    GO TO SITE

    Evaluation Units

    Evaluation Units have been established in Vienna, Stockholm, and Paris, assessing the potential and limitations of medical humanitarian action, thereby enhancing the effectiveness of our medical humanitarian work.

    GO TO SITE

    LGBTQI+ Inclusion in Health Settings

    MSF works with LGBTQI+ populations in many settings over the last 25-30 years. LGBTQI+ people face healthcare disparities with limited access to care and higher disease rates than the general population.

    GO TO SITE

    LUXOR

    The Luxembourg Operational Research (LuxOR) unit coordinates field research projects and operational research training, and provides support for documentation activities and routine data collection.

    GO TO SITE

    Intersectional Benchmarking Unit

    The Intersectional Benchmarking Unit collects and analyses data about local labour markets in all locations where MSF employs people.

    GO TO SITE

    MSF Academy for Healthcare

    To upskill and provide training to locally-hired MSF staff in several countries, MSF has created the MSF Academy for Healthcare.

    GO TO SITE

    Humanitarian Law

    This Guide explains the terms, concepts, and rules of humanitarian law in accessible and reader-friendly alphabetical entries.

    GO TO SITE

    MSF Paediatric Days

    The MSF Paediatric Days is an event for paediatric field staff, policy makers and academia to exchange ideas, align efforts, inspire and share frontline research to advance urgent paediatric issues of direct concern for the humanitarian field.

    GO TO SITE

    MSF Foundation

    The MSF Foundation aims to create a fertile arena for logistics and medical knowledge-sharing to meet the needs of MSF and the humanitarian sector as a whole.

    GO TO SITE

    DNDi

    A collaborative, patients’ needs-driven, non-profit drug research and development organisation that is developing new treatments for neglected diseases, founded in 2003 by seven organisations from around the world.

    GO TO SITE

    MSF Science Portal

    Our digital portal dedicated to sharing the latest medical evidence from our humanitarian activities around the globe.

    GO TO SITE

    Noma

    Noma is a preventable and treatable neglected disease, but 90 per cent of people will die within the first two weeks of infection if they do not receive treatment.

    GO TO SITE

    TIC

    The TIC is aiming to change how MSF works to better meet the evolving needs of our patients.

    GO TO SITE

    Telemedicine

    MSF’s telemedicine hub aims to overcome geographic barriers for equitable, accessible, and quality patient care.

    GO TO SITE

    Sweden Innovation Unit

    Launched in 2012, the MSF Sweden Innovation Unit deploys a human-centered approach for promoting a culture of innovation within MSF.

    GO TO SITE

    MIL OSI NGO

  • MIL-OSI Video: Secretary Rubio holds a joint press availability with Dominican President Luis Abinader – 1:30 PM

    Source: United States of America – Department of State (video statements)

    Secretary of State Marco A. Rubio holds a joint press availability with Dominican President Luis Abinader in Santo Domingo, Dominican Republic, on February 6, 2024.

    ———-
    Under the leadership of the President and Secretary of State, the U.S. Department of State leads America’s foreign policy through diplomacy, advocacy, and assistance by advancing the interests of the American people, their safety and economic prosperity. On behalf of the American people we promote and demonstrate democratic values and advance a free, peaceful, and prosperous world.

    The Secretary of State, appointed by the President with the advice and consent of the Senate, is the President’s chief foreign affairs adviser. The Secretary carries out the President’s foreign policies through the State Department, which includes the Foreign Service, Civil Service and U.S. Agency for International Development.

    Get updates from the U.S. Department of State at www.state.gov and on social media!
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    #StateDepartment #DepartmentofState #Diplomacy

    https://www.youtube.com/watch?v=EMf-6XdjoVI

    MIL OSI Video

  • MIL-OSI United Kingdom: Reports of Russia’s treatment of Ukrainian prisoners of war are deeply concerning: UK statement to the OSCE

    Source: United Kingdom – Executive Government & Departments

    Deputy Ambassador Brown condemns the Russian state’s reported systematic torture, abuse, and execution of Ukrainian prisoners of war.

    Thank you, Madam Chair and good afternoon colleagues.  On behalf of the UK Delegation I would like to offer a warm welcome to the new Ukraine ambassador.  Please be assured of our continued support to you, Viktoria and to your exceptional team.

    Since the full-scale invasion of Ukraine, overwhelming evidence from international bodies, human rights organisations, and independent investigations demonstrates that Russia continues to disregard international law. The UK unequivocally condemns the Russian state’s reported systematic torture, abuse, and execution of Ukrainian prisoners of war.

    The UN Commission of Inquiry has concluded that Russia’s use of torture against POWs and civilian detainees amounts to crimes against humanity. Their reports outline how Russian forces have subjected Ukrainian POWs to brutal beatings, burns and electric shocks amplified by water. Additionally, they detail how Ukrainian POWs are forced to endure sexual violence, including rape, attacks on genitals, and threats of mutilation, castration, and sterilisation. In ODIHR’s latest report on Ukraine, all the Ukrainian former POWs interviewed reported severe and routine torture during their internment, supporting ODIHR’s analysis that the torture of both POWs and civilians by the Russian state is widespread and systematic.

    Furthermore, ODIHR documented that Ukrainian POWs are held in overcrowded, unsanitary conditions, and deprived of adequate food, water, and medical care. Such neglect, aimed at breaking the spirit of those already disarmed and vulnerable, is a direct affront to human dignity.

    Additionally, the Ukrainian Prosecutor-General’s Office reports that 147 Ukrainian POWs have been executed by Russian forces since the start of the full-scale invasion.

    And this week the UN Human Rights Monitoring Mission in Ukraine raised serious concerns over a sharp increase in executions of captured Ukrainian soldiers by Russian forces. Since August 2024, the Mission documented 79 executions across 24 incidents, with many cases involving soldiers who had surrendered or were otherwise in Russian custody, including instances where unarmed and injured personnel were shot dead on the spot.

    Madam Chair, these are not isolated incidents. The testimonies gathered by the UN Commission of Inquiry highlight deliberate and systematic practices; and find a coordinated state policy of cruelty and impunity that underscores the Russian state’s complete disregard for international norms. The Geneva Conventions are clear: POWs must be treated humanely. Reporting from the UN and ODIHR outlines how Russia has not only failed in this obligation—it has systematically violated it.

    The UK demands an immediate end to all atrocities and calls for independent investigations to hold all perpetrators accountable; from those carrying out abuses to those ordering them. Alongside our international partners, we will ensure that those responsible—at all levels of the Russian state—face justice.

    The protection of prisoners of war is not optional; it is an absolute and binding requirement of international law.  The UK demands that the Russian state ensures the humane treatment of all those in detention and grants the ICRC unimpeded access to places of detention, in line with the Geneva Conventions.

    The UK welcomes the latest prisoner exchange between Ukraine and Russia facilitated by the United Arab Emirates. We continue to call on Russia to comply with International Humanitarian Law and not exploit prisoners of war and civilian detainees for political purposes. All those arbitrarily detained must be released, including our colleagues: the three Special Monitoring Mission members. We continue to call for their release.

    The UK stands in full solidarity with Ukraine and reaffirms our commitment to ensuring justice for victims and survivors. The evidence is overwhelming. The time for accountability is now. Thank you, Madam Chair.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: ‘It Starts in Wolverhampton’ event showcases city’s innovation and green credentials

    Source: City of Wolverhampton

    Aligned with the West Midlands Growth Company’s ‘It Starts Here’ campaign, the ‘It Starts in Wolverhampton: Innovating for Sustainable Growth’ event demonstrated why there has never been a better time to invest, grow and succeed in the city.

    More than 200 delegates attended the showcase supported by headline sponsors University of Wolverhampton and WLV Business Link, and reception sponsor Turner & Townsend.

    They heard how City of Wolverhampton Council in partnership with University of Wolverhampton is developing the Green Innovation Corridor (GIC) in the city, to create a world class eco, green innovation district delivering in excess of 20,000sqm of new R&D, laboratory and commercial floorspace and 1,200 new jobs.

    The early phases of the GIC programme focusing on bringing forward demand led business space on 4 underutilised land parcels of land at Wolverhampton Science Park will be supported by £7million of Investment Zone funding and £20million of funding secured by the council from the Government.

    As well as this capital funding, GIC and the wider city will benefit from the IZ Regional Business Support, Skills and R&D programmes and Delivery Capacity Funding programmes, being developed with local and regional partners.

    This builds on pioneering facilities and businesses already in place in the city such as the National Brownfield Institute, School of Architecture and Built Environment, Elite Centre for Manufacturing Skills, University of Wolverhampton Science Park, including the SPARK Incubator, Composite & Additive Layer Materials Engineering Research & Innovation Centre, Centre for Green Electricals Materials Manufacturing and global companies like JLR, Collins, Moog, and leaders in 3D printing, EOS UK.

    Industry leaders and visionaries shaping the future of clean and green industries also highlighted why Wolverhampton is the place to be for innovation and sustainable growth.

    This included Craig Osman, Operations Director for EPMC i54, JLR, who focused on vehicle electrification, investment and cutting edge innovation at the Electric Propulsion Manufacturing Centre at i54, jobs, supply chain, the wider overview of the footprint in the West Midlands and the JLR Reimagine strategy.

    Olivia Simpson, Chief Operations Officer, FlexSea, also explained why her business relocated from London to Wolverhampton and is redefining bioplastics with a revolutionary product made from seaweed – certified plastic free and home compostable.

    Davide lacovelli, Regional Director EMEA, EOS UK highlighted his company’s work in partnership with the University of Wolverhampton at the new UK Centre of Excellence for Additive Manufacturing based in the Elite Centre for Manufacturing Skills at the university’s Springfield Campus. It specialises in the development of advanced materials and processes for demanding applications within industries such as space, automotive, aerospace, electronics, and quantum computing.

    Councillor Chris Burden, City of Wolverhampton Council Cabinet Member for City Development, Jobs and Skills, said: “The event showed the level of innovation, the groundbreaking designs, partnerships and research and development happening right here in our city.

    “It is truly remarkable and testament to the skilled people that have been attracted here and been nurtured by our businesses and organisations.

    “Building on some of our local strengths, and particularly those of the university and businesses, we will make the Green Innovation Corridor a success.

    “Our ambition for the Green Innovation Corridor is for it to be a world leading research led cluster in green technologies with a focus on green construction, green computing and green engineering. The GIC will support businesses and the wider economy in its transition to net zero and aim to create more productive, sustainable, highly skilled and innovative industry.

    “It is also about taking the economy of Wolverhampton forward, building on the expertise, research and development and skills that Wolverhampton has to offer and deliver jobs growth, a higher wage economy, a more inclusive economy, a more sustainable economy and place, the development of brownfield sites – some that have been vacant for years- and a vibrant corridor that is well connected and renowned for its research led clusters in engineering, computing and construction.”

    MIL OSI United Kingdom

  • MIL-OSI NGOs: MSF mobile clinics bring care to neglected region of east Ghouta in Syria

    Source: Médecins Sans Frontières –

    “Going to east Ghouta and seeing it with my own eyes was heartbreaking,” says Patrick Wieland, Médecins Sans Frontières’ (MSF’s) head of mission in Syria. “The scale of destruction is huge, people are trapped in extreme poverty, barely holding on, and in urgent need of medical care.”

    After years of neglect, east Ghouta, a region located only 10 kilometres from Damascus, shows little signs of normalcy, the streets lined with the ruins of buildings are empty of the signs of life. The people here are struggling under the strain of overwhelming economic hardship. Years of health facility closures have left huge needs for medical care, and the available services are incredibly limited. East Ghouta’s suffering is far from over and urgent support is needed now.

    Following the fall of Bashar al Assad’s 24-year rule, MSF has gained access to Damascus for the first time in over a decade. We began operating mobile clinics on 21 January, offering basic healthcare, like consultations for gastrointestinal infections. In this short time, we have seen 576 patients, including 77 children under the age of five.

    Families living in the shells of buildings

    East Ghouta was once a lush and green 110 square kilometres, filled with fruit trees and farms. After years of relentless airstrikes by the former Syrian government forces it now stands in ruins. What’s left behind of this major food producing region is destroyed land dotted with grey buildings that have been stripped of rooftops, windows, and life. Still, families are here and struggling to make do.

    “Entire families are living in the rubble of destroyed buildings that look as if they have come from the Middle Ages,” says Bilal Alsarakibi, MSF’s medical referent in Syria. “The level of negligence is unimaginable; the medical needs are huge and for people to find healthcare is a desperate race against time.”

    People are living in difficult conditions. They lack clean water, proper food, sanitation infrastructure, and heating for their homes, exposing them to many health hazards.

    A new chapter of hope

    Since January 2025, MSF has sent several teams to cities in east Ghouta, including Douma, Harasta, Zamlka, Hamoria, Ain Tarma, and Kafr Batna. Our teams are providing basic healthcare, like medical consultations and mental health support, through mobile clinics.

    We attempted to reach east Ghouta many times during the rule of Bashar al Assad. Our teams were repeatedly denied entry, which ensured that people had less access to healthcare than they desperately needed.

    “When people get sick or injured, getting healthcare is really hard, there are no ambulances and medicine is too expensive,” says Mohammed Riad, who attended a mobile clinic. “Mobile clinics are a great idea. If they were covering all the areas, it can save people a lot of trouble.” 

    Our teams are helping people suffering from different conditions, with the most common being respiratory infections, asthma, and gastroenteritis due to food contamination. We are also seeing people for non-communicable diseases such as diabetes, hypertension, and other cardiovascular diseases.

    Our teams are also assessing the overall medical and humanitarian situation in these cities. The work is currently underway to understand the depth of people’s needs after our years of absence. 

    Besieged and bombarded

    When the opposition forces gained control of the east Ghouta in 2012, the Syrian armed forces then imposed a severe siege on the area. Relentless ground and aerial bombardments targeted homes, markets and hospitals, while food, water and medicines were deliberately denied as a method of warfare. 

    A UN report shows the devastating toll on people. Between 18 February and 11 March 2018, attacks by the former government forces killed 1,100 people and injured 4,000. During the same period, shelling on Damascus city by different armed groups killed and injured hundreds more people. 

    Saving lives was everyone’s struggle

    “Due to the siege in 2013, a lot of people were injured and lost their limbs in daily airstrikes,” says Othman Al-Rifai, a resident of east Ghouta. “The doctors travelled abroad because salaries were low and until today you can see the impact.”

    Between 2013 to 2018, MSF provided remote support to Syrian medics in east Ghouta. Our teams sent medical supplies, offered financial support and provided technical guidance. Since MSF could not work in east Ghouta directly, this was the only way to help the medical teams there. 

    We supported 20 clinics and hospitals in 2013. Over the years of escalating violence, the number went down to just one clinic by 2018. The other 19 facilities were either closed or abandoned after former government forces took over the area. At a certain point, there was nothing left that we could support.

    “Today, the mobile clinics give a small sense of relief to the people who endured a lot in east Ghouta over the past years,” adds Bilal Alsarakibi. “Despite what they have seen, people are still able to smile. They have been through a lot of suffering, and they urgently need support to regain their lives.”

    MIL OSI NGO

  • MIL-OSI Europe: AFRICA/SUDAN – Turning point in the Sudanese conflict? The Sudanese Armed Forces advance in Khartoum

    Source: Agenzia Fides – MIL OSI

    Thursday, 6 February 2025 wars  

    Khartoum (Agenzia Fides) – The advance of the SAF (Sudan Armed Forces) soldiers continues to regain control of Khartoum, the Sudanese capital disputed with the RSF (Rapid Support Forces) militiamen.The offensive of General Abdel-Fattah Burhan’s men began in early January in the State of Jazira, whose capital Wad Madani was conquered on January 11. A conquest marked by violence against civilians, also of South Sudanese nationality (see Fides, 17/1/2025). This city, although located 200 km from Khartoum, is an important crossroads of roads leading to the federal capital from different directions. In recent weeks, the SAF has advanced from Wad Madani along the banks of the Blue Nile, capturing towns and villages in the north of the state and in the south of Khartoum State, and then attacking RSF positions in Khartoum from several sides. A spokesman for the Sudanese Armed Forces said yesterday, 5 February, that the troops had captured Al-Rumaila district, a medical depot, an industrial area and the State mint in southern Khartoum. The capture of Al-Rumaila brings General Burhan’s military closer to the centre of Khartoum, the stronghold and command centre of the SAF led by Mohamed Hamdan “Hemedti” Dagalo.On the eastern axis of the Nile, the army has managed to control the Green Valley and the Sheikh Al-Fadani area, located about 7 kilometres from the Soba Bridge, which connects the Eastern Nile to the city of Khartoum. If the RSF militiamen were to retreat, they could fall back on Giad, a vast complex of factories and warehouses located 45 km southeast of the center of Khartoum, where they seem to be preparing their resistance. Unless they decide to fight house to house in the center of the Sudanese capital, thus exacerbating the already serious humanitarian crisis, with civilians subjected to bombing from both sides in the fight. (L.M.) (Agenzia Fides, 6/2/2025)
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    MIL OSI Europe News

  • MIL-OSI: First National Corporation Reports Fourth Quarter and Annual 2024 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    STRASBURG, Va., Feb. 06, 2025 (GLOBE NEWSWIRE) — First National Corporation (the “Company” or “First National”) (NASDAQ: FXNC), the bank holding company of First Bank (the “Bank”), reported an unaudited consolidated net loss of $933 thousand and basic and diluted loss per common share of $0.10 for the fourth quarter of 2024, and adjusted operating earnings(1) of $6.0 million and adjusted operating basic and diluted earnings(1) per common share of $0.66 for the fourth quarter of 2024.

    For the year ended December 31, 2024, the Company reported unaudited consolidated earnings of $7.0 million and basic and diluted earnings per common share of $1.00 and adjusted operating earnings(1) of $14.6 million and adjusted basic and diluted earnings per common share(1) of $2.10 for the year ended December 31, 2024.

    “2024 was a transformational year for First National as we consummated our largest acquisition to date and resulting partnership with Touchstone Bankshares. Our results for the quarter reflected solid operating metrics adjusting for merger costs, and is the first quarter to include the combined financial results of First National and Touchstone,” said Scott Harvard, President and Chief Executive Officer of First National. “I am proud of all the work from our teammates to get us to this point. We are completing system conversions in several weeks which will allow us to operate as one bank across our footprint. We believe the fourth quarter financial operating performance is indicative of the benefits of the acquisition and look forward to fully completing the integration of our two companies.”

    FOURTH QUARTER HIGHLIGHTS

    • Completed acquisition of Touchstone Bankshares, Inc. on October 1
    • Total assets of $2.0 billion with 33 branch offices
    • Net interest margin increased 40 basis points to 3.83%
    • Noninterest bearing deposits comprised 29% of total deposits
    • Efficiency ratio of 63.97%(1)

    Merger with Touchstone Bankshares, Inc. (Touchstone)

    On October 1, 2024, the Company completed its acquisition of Touchstone. Touchstone’s results of operations are included in the Company’s consolidated results since the date of acquisition, and, therefore, the Company’s fourth quarter and full year 2024 results reflect increased levels of average balances, net interest income, and expense compared to its prior quarter and full year 2023 results. After purchase accounting fair value adjustments, the acquisition added $664.3 million of total assets, including $479.3 million of loans held for investment (“LHFI”), and $614.6 million of total liabilities, including $555.4 million in total deposits. The Company recorded a preliminary bargain purchase gain of $2.9 million during the quarter associated with the acquisition.

    In connection with the acquisition, the Company recorded an allowance for credit losses on acquired loans that experienced a more than insignificant amount of credit deterioration since origination (“PCD” loans) of $385 thousand. In addition, the Company recorded a provision for credit losses of $3.8 million on non-PCD loans and $100 thousand provision on unfunded commitments for the fourth quarter of 2024.

    The Company incurred pre-tax merger costs of approximately $7.3 million during the fourth quarter of 2024 related to the Touchstone acquisition.

    NET INTEREST INCOME

    For the fourth quarter of 2024, net interest income was $18.4 million, an increase of $6.6 million from $11.7 million in the third quarter of 2024. The increases in net interest income was primarily the result of a $545.3 million increase in average interest earning assets, partially offset by a $415.0 million increase in average interest bearing liabilities, in each case primarily related to the acquisition of Touchstone. For the fourth quarter of 2024, the Company’s net interest margin increased 40 basis points to 3.83% primarily due to the impacts associated with the Touchstone acquisition. Earning asset yields for the fourth quarter of 2024 increased 22 basis points to 5.30% compared to the third quarter of 2024, and the cost of funds decreased by 21 basis points to 1.51%, due to changes in deposit mix following the acquisition of Touchstone and federal funds rate cuts in late 2024.

    The Company’s net interest margin (FTE)(1) for the fourth quarter of 2024 includes the impact of acquisition accounting fair value adjustments. Net accretion income related to acquisition accounting was $408 thousand, or a nine basis point incremental increase to the net interest margin for the fourth quarter ended December 31, 2024, and none for the comparative prior quarter and same quarter in 2023, respectively, due to the Touchstone acquisition. 

    NONINTEREST INCOME

    Noninterest income increased $3.4 million to $6.4 million for the fourth quarter of 2024 from $3.2 million in the prior quarter, primarily driven by $2.9 million of pre-tax bargain purchase gain and other increases in noninterest income associated with the full quarter impact of the Touchstone acquisition that closed on October 1, 2024.

    NONINTEREST EXPENSE

    Noninterest expense increased $11.5 million to $21.9 million for the fourth quarter of 2024 from $10.5 million in the prior quarter, primarily driven by a $7.3 million increase in pre-tax merger-related expenses, as well as other increases in noninterest expense due to the full quarter impact of the Touchstone acquisition. The full quarter impact of Touchstone and related merger expenses drove the majority of the $4.5 million increase in salaries and benefits, the $3.9 million increase in data processing, and the $351 thousand increase in occupancy expenses compared to the prior quarter. In addition, legal and professional services increased $618 thousand, primarily due to fees associated with the merger.

    Adjusted operating noninterest expense, which excludes merger-related costs ($219 thousand in the third quarter and $7.3 million in the fourth quarter) and amortization of intangible assets ($4 thousand in the third quarter and $448 thousand in the fourth quarter), increased $3.9 million to $14.2 million for the fourth quarter of 2024 from $10.2 million in the prior quarter, primarily due to the impact of the Touchstone acquisition.

    ASSET QUALITY

    Overview

    Loans past due greater than 30 days and still accruing interest as a percentage of total loans amounted to 0.24% on December 31, 2024, compared to 0.24% on September 30, 2024, and 0.31% on December 31, 2023. Of the total past due loans still accruing interest, $365 thousand were past due 90 days or more on December 31, 2024, compared to $0 on September 30, 2024, and $524 thousand on December 31, 2023. Management classifies non-performing assets (“NPAs”) as non-accrual loans and OREO. Nonperforming assets (“NPAs”) as a percentage of total assets decreased to 0.35% on December 31, 2024, compared to 0.41% on September 30, 2024, and 0.48% one year ago on December 31, 2023. The decrease in the NPA ratio was primarily due to the effects of the Touchstone acquisition, which added LHFI of $479.3 million acquired in the transaction. Net charge-offs totaled $1.3 million in the fourth quarter of 2024, compared to net charge-offs of $1.6 million in the third quarter of 2024, and net charge-offs of $2.7 million in the fourth quarter of 2023. The net charge-offs for the fourth quarter of 2024 included $883 thousand of commercial and industrial loans, with $774 thousand of that specific to our pool of loans originated to health care professionals through a third-party lender. The allowance for credit losses on loans totaled $16.4 million, or 1.12% of total loans on December 31, 2024, compared to $12.7 million, or 1.28% of total loans on September 30, 2024, and $12.0 million, or 1.24% of total loans on December 31, 2023.

    Nonperforming Assets

    NPAs increased to $7.1 million on December 31, 2024, compared to $6.0 million on September 30, 2024, and $6.8 million on December 31, 2023, which represented 0.35%, 0.41%, and 0.48% of total assets, respectively. The increase in NPAs during the fourth quarter of 2024 resulted from the acquisition of Touchstone’s portfolio, including $1 million of additional non-accrual loans.

    Past Due Loans

    Loans past due 30-89 days and still accruing interest increased to $3.1 million, or 0.21% of total loans on December 31, 2024, compared to $2.4 million, or 0.24% of total loans on September 30, 2024, and $2.5 million, or 0.26%, of total loans on December 31, 2023. Loans past due over 90 days or more and still accruing interest on December 31, 2024, increased to $365 thousand, compared to $0 on September 30, 2024, and $524 thousand on December 31, 2023.

    Allowance for Credit Losses on Loans

    For the fourth quarter of 2024, the Company recorded a provision for credit losses of $4.8 million, compared to a provision for credit losses of $1.7 million in the prior quarter, and a provision for credit losses of $6.0 million in the fourth quarter of 2023. Included in the provision for credit losses for the fourth quarter of 2024 was a $3.8 million initial provision expense on non-PCD loans and $100 thousand on unfunded commitments, each acquired from Touchstone. As compared to the prior quarter, the decrease in provision for credit losses, outside of the initial provision expense recorded on non-PCD loans and unfunded commitments acquired from Touchstone, primarily reflects the impact of lower net charge-offs in the fourth quarter of 2024 and lower outstanding legacy loan balances. As compared to the same period in the prior year, the decrease in provision for credit losses, outside of the initial provision expense recorded on non-PCD loans and unfunded commitments acquired from Touchstone, is primarily due to higher reserves booked during the fourth quarter of 2023 due to qualitative factor adjustments related to the commercial and industrial loan pool, as well as specific reserves from identified individually evaluated loans.

    BALANCE SHEET

    At December 31, 2024, the Company’s consolidated balance sheet includes the impact of the Touchstone acquisition, which closed October 1, 2024, as discussed above. ASC 805, Business Combinations, allows for a measurement period of 12 months beyond the acquisition date to finalize the fair value measurements of the acquired Company’s net assets as additional information not existing as of the acquisition date becomes available. Any future measurement period adjustments will be recorded through an adjustment to the bargain purchase gain upon identification. Below is a summary of the related impact of the acquisition on the Company’s consolidated balance sheet as of the acquisition date.

    • The fair value of assets acquired totaled $664.3 million and included total loans of $479.3 million with an initial loan discount of $13.5 million.
    • The fair value of the liabilities assumed totaled $614.6 million and included total deposits of $555.4 million with an initial deposit mark related to time deposits of $1.1 million.
    • Core deposit intangibles and other intangibles acquired totaled $15.6 million.
    • No goodwill was recorded in the transaction, and the preliminary bargain purchase gain (included in other income) totaled $2.9 million.

    At December 31, 2024, total assets were $2.0 billion, an increase of $559.6 million or 38.6% from September 30, 2024 and $591.0 million or approximately 41.6% from December 31, 2023. The increases in total assets from the prior quarter and prior year were primarily driven by growth in loans held for investment (LHFI) (net of deferred fees and costs) and the securities portfolio, primarily due to the Touchstone acquisition.

    At December 31, 2024, LHFI net of allowance totaled $1.5 billion, an increase of $468.6 million from $982.0 million at September 30, 2024, and an increase of $493.1 million or 51.5% from December 31, 2023. LHFI increased from the prior quarter and prior year primarily due to the Touchstone acquisition, as well as organic loan growth compared to prior year.

    At December 31, 2024, total investments were $277.3 million, an increase of $7.8 million from September 30, 2024, and a decrease of $25.9 million or 8.5% from December 31, 2023. Available for sale (AFS) securities totaled $163.8 million at December 31, 2024 and $146.0 million at September 30, 2024 and $152.9 million at December 31, 2023. The increases compared to the prior quarter and prior year were primarily due to the acquisition of Touchstone. Total net unrealized losses on the AFS securities portfolio were $22.1 million at December 31, 2024, compared to $17.2 million at September 30, 2024, and $20.6 million at December 31, 2023. Held to maturity securities are carried at cost and totaled $109.7 million at December 31, 2024, $121.4 million at September 30, 2024, and $148.2 million at December 31, 2023.

    At December 31, 2024, total deposits were $1.80 billion, an increase of $550.5 million from the prior quarter, and an increase of $570.1 million or 46.2% from December 31, 2023. The increases in deposit balances from the prior quarter and prior year are primarily due to increases in interest bearing customer deposits and demand deposits, primarily related to the addition of the Touchstone acquired deposits.

    Other borrowings decreased $50.0 million during the fourth quarter as the Bank repaid borrowed funds from the Federal Reserve Bank through their Bank Term Funding Program.

    Shareholders’ equity totaled $166.5 million on December 31, 2024, which was an increase of $41.4 million from September 30, 2024. The increase in total shareholders’ equity was primarily attributable to the issuance of 2.67 million shares associated with the Touchstone acquisition. The Company declared and paid cash dividends of $0.155 per common share during the fourth quarter of 2024, up from $0.15 paid during the first three quarterly periods of 2024.

    The following table provides capital ratios at the periods ended:

        Dec 31, 2024     Sept 30, 2024     Dec 31, 2023  
    Total capital ratio (2)     12.35 %     14.29 %     14.13 %
    Tier 1 capital ratio (2)     11.19 %     13.04 %     12.88 %
    Common equity Tier 1 capital ratio (2)     11.19 %     13.04 %     12.88 %
    Leverage ratio (2)     7.95 %     9.23 %     9.17 %
    Common equity to total assets (3)     8.29 %     8.62 %     8.23 %
    Tangible common equity to tangible assets (1) (3)     7.46 %     8.43 %     8.03 %
       
    (1) These are financial measures not calculated in accordance with generally accepted accounting principles (“GAAP”). For a reconciliation of these non-GAAP financial measures, see the “Non-GAAP Reconciliation” sections of the Performance Summary tables included in this release.
       
    (2) All ratios at December 31, 2024 are estimates and subject to change pending the Company’s filing of its FR Y9-C. All other periods are presented as filed.
       
    (3) Capital ratios presented are for First National Corporation.
       

    NON-GAAP FINANCIAL MEASURES

    In addition to financial statements prepared in accordance with U.S. generally accepted accounting principles (“GAAP”), the Company uses certain non-GAAP financial measures that provide useful information for financial and operational decision making, evaluating trends, and comparing financial results to other financial institutions. The non-GAAP financial measures presented in this document include adjusted operating net income, adjusted basic and diluted earnings (loss) per share, adjusted return on average assets, adjusted return on average equity, pre-provision pre-tax earnings, adjusted pre-provision pre-tax earnings, fully taxable equivalent interest income, the net interest margin, the efficiency ratio, tangible book value per share, and tangible common equity to tangible assets.

    The Company believes certain non-GAAP financial measures enhance the understanding of its business and performance. Non-GAAP financial measures are supplemental and not a substitute for, or more important than, financial measures prepared in accordance with GAAP and may not be comparable to those reported by other financial institutions. A reconciliation of non-GAAP financial measures to the most directly comparable GAAP financial measure is included at the end of this release.

    ABOUT FIRST NATIONAL CORPORATION

    First National Corporation (NASDAQ: FXNC) is the parent company and bank holding company of First Bank, a community bank that first opened for business in 1907 in Strasburg, Virginia. The Bank offers loan and deposit products and services through its website, www.fbvirginia.com, its mobile banking platform, a network of ATMs located throughout its market area, a loan production office, a customer service center in a retirement community, and thirty-three bank branch office locations located throughout the Shenandoah Valley, the south-central regions of Virginia, the Roanoke Valley, the Richmond MSA, and in northern North Carolina. In addition to providing traditional banking services, the Bank operates a wealth management division under the name First Bank Wealth Management. First Bank also owns First Bank Financial Services, Inc., which owns an interest in an entity that provides title insurance services.

    FORWARD-LOOKING STATEMENTS

    Certain information contained in this discussion may include “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These forward-looking statements relate to the Company’s plans, objectives, expectations and intentions and other statements that are not historical facts, and other statements identified by words such as “believes,” “expects,” “anticipates,” “estimates,” “intends,” “plans,” “targets,” and “projects,” as well as similar expression. Although the Company believes that its expectations with respect to the forward-looking statements are based upon reliable assumptions within the bounds of its knowledge of its business and operations, there can be no assurance that actual results, performance, or achievements will not differ materially from any future results, performance or achievements expressed or implied by such forward-looking statements. Forward-looking statements are subject to a number of risks and uncertainties. For details on factors that could affect expectations, future events, or results, see the risk factors and other cautionary language included in First National’s Annual Report on Form 10-K for the year ended December 31, 2023, and most recent Quarterly Reports on Form 10-Q and other filings with the Securities and Exchange Commission (the “SEC”).

    Additional risks and uncertainties may include, but are not limited to: (1) the risk that the cost savings and any revenue synergies from the Touchstone merger may not be realized or take longer than anticipated to be realized, including due to the state of the economy or other competitive factors in the areas in which the parties operate, (2) disruption from the merger of customer, supplier, employee or other business partner relationships, including diversion of management’s attention from ongoing business operations and opportunities due to the merger, (3) the possibility that the costs, fees, expenses and charges related to the merger may be greater than anticipated, (4) reputational risk and the reaction of each of the parties’ customers, suppliers, employees or other business partners to the merger, (5) the risks relating to the integration of Touchstone’s operations into the operations of First National, including the risk that such integration will be materially delayed or will be more costly or difficult than expected, (6) the risk of expansion into new geographic or product markets, (7) the dilution caused by First National’s issuance of additional shares of its common stock in the merger, and (8) general competitive, economic, political and market conditions. All subsequent written and oral forward-looking statements concerning First National or any person acting on its behalf are expressly qualified in their entirety by the cautionary statements above. First National does not undertake any obligation to update any forward-looking statement to reflect circumstances or events that occur after the date the forward-looking statements are made.

    CONTACTS

    Scott C. Harvard   Bruce E. Thomas
    President and CEO   Senior Vice President and Interim CFO
    (540) 465-9121   (540) 465-9121
    sharvard@fbvirginia.com   bthomas@fbvirginia.com
         

    FIRST NATIONAL CORPORATION
    Performance Summary
    (in thousands, except share and per share data)

    (unaudited)                                        
        For the Three Months Ended     For the Year Ended  
        Dec 31, 2024     Sept 30, 2024     Dec 31, 2023     Dec 31, 2024     Dec 31, 2023  
    Income Statement                                        
    Interest and dividend income                                        
    Interest and fees on loans   $ 21,516     $ 14,479     $ 13,255     $ 63,483     $ 49,293  
    Interest on deposits in banks     2,085       1,538       368       6,490       1,809  
    Interest on federal funds sold     189                   189        
    Interest on securities                                        
    Taxable interest on securities     1,284       1,091       1,318       4,733       5,286  
    Tax-exempt interest on securities     308       303       303       1,222       1,220  
    Dividends     104       33       30       202       111  
    Total interest and dividend income   $ 25,486     $ 17,444     $ 15,274     $ 76,319     $ 57,719  
    Interest expense                                        
    Interest on deposits   $ 6,415     $ 4,958     $ 4,232     $ 20,964     $ 13,660  
    Interest on federal funds purchased     1             1       1       1  
    Interest on subordinated debt     396       69       70       603       277  
    Interest on junior subordinated debt     68       68       68       270       271  
    Interest on other borrowings     247       600       94       2,029       97  
    Total interest expense   $ 7,127     $ 5,695     $ 4,465     $ 23,867     $ 14,306  
    Net interest income   $ 18,359     $ 11,749     $ 10,809     $ 52,452     $ 43,413  
    Provision for credit losses     4,750       1,700       5,950       7,850       6,150  
    Net interest income after provision for credit losses   $ 13,609     $ 10,049     $ 4,859     $ 44,602     $ 37,263  
    Noninterest income                                        
    Service charges on deposit accounts   $ 1,181     $ 675     $ 718     $ 3,122     $ 2,780  
    ATM and check card fees     792       934       825       3,305       3,449  
    Wealth management fees     903       952       784       3,617       3,120  
    Fees for other customer services     317       276       232       966       770  
    Brokered mortgage fees     90       92       46       252       119  
    Income from bank owned life insurance     264       191       168       755       627  
    Net gains (losses) on securities available for sale     (154 )     39             (115 )      
    Gain on sale of other investment                 186             186  
    Net gains on disposal of premises and equipment                             47  
    Bargain purchase gain     2,920                   2,920        
    Other operating income     131       44       110       1,558       686  
    Total noninterest income   $ 6,444     $ 3,203     $ 3,069     $ 16,380     $ 11,784  
    Noninterest expense                                        
    Salaries and employee benefits   $ 10,439     $ 5,927     $ 4,999     $ 28,076     $ 21,039  
    Occupancy     936       585       568       2,604       2,154  
    Equipment     1,123       726       621       3,131       2,377  
    Marketing     371       262       190       1,101       910  
    Supplies     264       123       153       618       576  
    Legal and professional fees     1,214       596       443       3,386       1,647  
    ATM and check card expense     385       394       313       1,508       1,578  
    FDIC assessment     285       195       154       860       633  
    Bank franchise tax     262       262       262       1,047       1,040  
    Data processing expense     4,142       290       327       4,841       1,047  
    Amortization expense     448       4       4       461       18  
    Other real estate owned expense (income), net     5       10       2       15       (199 )
    Net losses on disposal of premises and equipment     (4 )     2             47        
    Other operating expense     2,059       1,083       1,064       5,239       4,422  
    Total noninterest expense   $ 21,929     $ 10,459     $ 9,100     $ 52,934     $ 37,242  
    Income (loss) before income taxes   $ (1,876 )   $ 2,793     $ (1,172 )   $ 8,048     $ 11,805  
    Income tax expense (benefit)     (943 )     545       (321 )     1,082       2,181  
    Net income (loss)   $ (933 )   $ 2,248     $ (851 )   $ 6,966     $ 9,624  
                                             

    FIRST NATIONAL CORPORATION
    Performance Summary
    (in thousands, except share and per share data)

    (unaudited)                                        
        As of or For the Three Months Ended     As of or For the Year Ended  
        Dec 31, 2024     Sept 30, 2024     Dec 31, 2023     Dec 31, 2024     Dec 31, 2023  
    Common Share and Per Common Share Data                                        
    Earnings (loss) per common share, basic   $ (0.10 )   $ 0.36     $ (0.14 )   $ 1.00     $ 1.54  
    Adjusted earnings (loss) per common share, basic(1)   $ 0.66       0.39       (0.14 )   $ 2.10     $ 1.54  
    Weighted average shares, basic     8,971,649       6,287,997       6,261,500       6,955,592       6,265,394  
    Earnings (loss) per common share, diluted   $ (0.10 )   $ 0.36     $ (0.14 )   $ 1.00     $ 1.53  
    Adjusted earnings (loss) per common share, diluted(1)   $ 0.66       0.39       (0.14 )   $ 2.10     $ 1.53  
    Weighted average shares, diluted     8,994,315       6,303,282       6,282,815       6,971,089       6,279,106  
    Shares outstanding at period end     8,974,102       6,296,705       6,263,102       8,974,102       6,263,102  
    Tangible book value per share at period end (1)   $ 16.55     $ 19.37     $ 18.06     $ 16.55     $ 18.06  
    Cash dividends   $ 0.155     $ 0.150     $ 0.150     $ 0.605     $ 0.600  
                                             
    Key Performance Ratios                                        
    Return on average assets     (0.18 %)     0.62 %     (0.25 %)     0.44 %     0.71 %
    Adjusted return on average assets (1)     1.15 %     0.67 %     (0.25 %)     0.92 %     0.71 %
    Return on average equity     (2.35 %)     7.28 %     (2.97 %)     5.33 %     8.59 %
    Adjusted return on average equity (1)     15.01 %     7.93 %     (2.97 %)     11.19 %     8.59 %
    Net interest margin (1)     3.83 %     3.43 %     3.35 %     3.51 %     3.41 %
    Efficiency ratio (1)     63.97 %     68.13 %     66.26 %     66.73 %     67.69 %
                                             
    Average Balances                                        
    Average assets   $ 2,051,578     $ 1,449,185     $ 1,372,365     $ 1,597,150     $ 1,363,339  
    Average earning assets     1,919,864       1,374,566       1,290,231       1,504,946       1,280,980  
    Average shareholders’ equity     157,844       122,802       113,614       130,715       112,083  
                                             
    Asset Quality                                        
    Loan charge-offs   $ 1,432     $ 1,667     $ 2,765     $ 4,033     $ 3,993  
    Loan recoveries     98       95       92       283       418  
    Net charge-offs     1,334       1,572       2,673       3,750       3,575  
    Non-accrual loans     7,058       5,929       6,763       7,058       6,763  
    Other real estate owned, net     53       56             53        
    Nonperforming assets (3)     7,111       5,985       6,763       7,111       6,763  
    Loans 30 to 89 days past due, accruing     3,085       2,358       2,484       3,085       2,484  
    Loans over 90 days past due, accruing     365             524       365       524  
    Special mention loans     7,043       516             7,043        
    Substandard loans, accruing     2,030       1,713       287       2,030       287  
                                             
    Capital Ratios (2)                                        
    Total capital   $ 181,449     $ 148,477     $ 142,333     $ 181,449     $ 142,333  
    Tier 1 capital     164,454       135,490       129,840       164,454       129,840  
    Common equity Tier 1 capital     164,454       135,490       129,840       164,454       129,840  
    Total capital to risk-weighted assets     12.35 %     14.29 %     14.05 %     12.35 %     14.05 %
    Tier 1 capital to risk-weighted assets     11.19 %     13.04 %     12.82 %     11.19 %     12.82 %
    Common equity Tier 1 capital to risk-weighted assets     11.19 %     13.04 %     12.82 %     11.19 %     12.82 %
    Leverage ratio     7.95 %     9.23 %     9.31 %     7.95 %     9.31 %
                                             

    FIRST NATIONAL CORPORATION
    Performance Summary
    (in thousands, except share and per share data)

    (unaudited)                                        
        For the Period Ended  
        Dec 31, 2024     Sept 30, 2024     Jun 30, 2024     Mar 31, 2024     Dec 31, 2023  
    Balance Sheet                                        
    Cash and due from banks   $ 24,916     $ 18,197     $ 16,729     $ 14,476     $ 17,194  
    Interest-bearing deposits in banks     137,958       108,319       118,906       124,232       69,967  
    Cash and cash equivalents   $ 162,874     $ 126,516     $ 135,635     $ 138,708     $ 87,161  
    Securities available for sale, at fair value     163,847       146,013       144,816       147,675       152,857  
    Securities held to maturity, at amortized cost (net of allowance for credit losses)     109,741       121,425       123,497       125,825       148,244  
    Restricted securities, at cost     3,741       2,112       2,112       2,112       2,078  
    Loans, net of allowance for credit losses     1,450,604       982,016       977,423       960,371       957,456  
    Other real estate owned, net     53       56                    
    Premises and equipment, net     34,824       22,960       22,205       21,993       22,142  
    Accrued interest receivable     6,020       4,794       4,916       4,978       4,655  
    Bank owned life insurance     37,873       24,992       24,802       24,652       24,902  
    Goodwill     3,030       3,030       3,030       3,030       3,030  
    Core deposit intangibles, net     14,986       104       108       113       117  
    Other assets     22,688       16,698       18,984       17,738       16,653  
    Total assets   $ 2,010,281     $ 1,450,716     $ 1,457,528     $ 1,447,195     $ 1,419,295  
                                             
    Noninterest-bearing demand deposits   $ 520,153     $ 383,400     $ 397,770     $ 384,092     $ 379,208  
    Savings and interest-bearing demand deposits     924,880       663,925       665,208       677,458       662,169  
    Time deposits     358,745       205,930       202,818       197,587       192,349  
    Total deposits   $ 1,803,778     $ 1,253,255     $ 1,265,796     $ 1,259,137     $ 1,233,726  
    Other borrowings           50,000       50,000       50,000       50,000  
    Subordinated debt, net     21,176       4,999       4,998       4,998       4,997  
    Junior subordinated debt     9,279       9,279       9,279       9,279       9,279  
    Accrued interest payable and other liabilities     9,517       8,068       7,564       5,965       5,022  
    Total liabilities   $ 1,843,750     $ 1,325,601     $ 1,337,637     $ 1,329,379     $ 1,303,024  
                                             
    Preferred stock   $     $     $     $     $  
    Common stock     11,218       7,871       7,851       7,847       7,829  
    Surplus     77,058       33,409       33,116       33,021       32,950  
    Retained earnings     96,947       99,270       97,966       96,465       94,198  
    Accumulated other comprehensive (loss), net     (18,692 )     (15,435 )     (19,042 )     (19,517 )     (18,706 )
    Total shareholders’ equity   $ 166,531     $ 125,115     $ 119,891     $ 117,816     $ 116,271  
    Total liabilities and shareholders’ equity   $ 2,010,281     $ 1,450,716     $ 1,457,528     $ 1,447,195     $ 1,419,295  
                                             
    Loan Data                                        
    Mortgage real estate loans:                                        
    Construction and land development   $ 84,480     $ 61,446     $ 60,919     $ 53,364     $ 52,680  
    Secured by farmland     14,133       9,099       8,911       9,079       9,154  
    Secured by 1-4 family residential     547,576       351,004       346,976       347,014       344,369  
    Other real estate loans     658,029       440,648       440,857       436,006       438,118  
    Loans to farmers (except those secured by real estate)     940       633       349       332       455  
    Commercial and industrial loans (except those secured by real estate)     140,393       114,190       115,951       113,230       112,619  
    Consumer installment loans     7,582       5,396       5,068       4,808       4,753  
    Deposit overdrafts     450       253       365       251       222  
    All other loans     13,421       12,051       10,580       8,890       7,060  
    Total loans   $ 1,467,004     $ 994,720     $ 989,976     $ 972,974     $ 969,430  
    Allowance for credit losses     (16,400 )     (12,704 )     (12,553 )     (12,603 )     (11,974 )
    Loans, net   $ 1,450,604     $ 982,016     $ 977,423     $ 960,371     $ 957,456  
                                             

    FIRST NATIONAL CORPORATION
    Non-GAAP Reconciliation
    (in thousands, except share and per share data)

    (unaudited)                              
      For the Three Months Ended   For the Year Ended  
      Dec 31, 2024   Sept 30, 2024   Dec 31, 2023   Dec 31, 2024   Dec 31, 2023  
    Operating Net Income                              
    Net income (GAAP) $ (933 ) $ 2,248   $ (851 ) $ 6,966   $ 9,624  
    Add: Merger-related expenses   7,316     219         8,107      
    Add: Day 2 Non-PCD Provision   3,931             3,931      
    Subtract: Bargain purchase gain   (2,920 )           (2,920 )    
    Subtract: Tax effect of adjustment (4)   (1,439 )   (19 )       (1,463 )    
    Adjusted operating net income (non-GAAP) $ 5,955   $ 2,448   $ (851 ) $ 14,621   $ 9,624  
                                   
    Adjusted Earnings Per Share, Basic                              
    Weighted average shares, basic   8,971,649     6,287,997     6,261,500     6,955,592     6,265,394  
    Basic earnings (loss) per share (GAAP) $ (0.10 ) $ 0.36   $ (0.14 ) $ 1.00   $ 1.54  
    Adjusted earnings (loss) per share, basic (non-GAAP) $ 0.66   $ 0.39   $ (0.14 ) $ 2.10   $ 1.54  
                                   
    Adjusted Earnings Per Share, Diluted                              
    Weighted average shares, diluted   8,994,315     6,303,282     6,282,815     6,971,089     6,279,106  
    Diluted earnings (loss) per share (GAAP) $ (0.10 ) $ 0.36   $ (0.14 ) $ 1.00   $ 1.53  
    Adjusted diluted earnings (loss) per share (non-GAAP) $ 0.66   $ 0.39   $ (0.14 ) $ 2.10   $ 1.53  
                                   
    Adjusted Pre-Provision, Pre-Tax Earnings                              
    Net interest income $ 18,359   $ 11,749   $ 10,809   $ 52,452   $ 43,413  
    Total noninterest income   6,444     3,203     3,069     16,380     11,784  
    Net revenue $ 24,803   $ 14,952   $ 13,878   $ 68,832   $ 55,197  
    Total noninterest expense   21,929     10,459     9,100     52,934     37,242  
    Pre-provision, pre-tax earnings $ 2,874   $ 4,493   $ 4,778   $ 15,898   $ 17,955  
    Add: Merger expenses   7,316     219         8,107      
    Add: Day 2 Non-PCD Provision   3,931             3,931      
    Subtract: Bargain purchase gain   (2,920 )           (2,920 )    
    Adjusted pre-provision, pre-tax, earnings $ 7,270   $ 4,712   $ 4,778   $ 21,085   $ 17,955  
                                   
    Adjusted Performance Ratios                              
    Average assets $ 2,051,578   $ 1,449,185   $ 1,372,365   $ 1,597,150   $ 1,363,339  
    Return on average assets (GAAP)   (0.18 %)   0.62 %   (0.25 %)   0.44 %   0.71 %
    Adjusted return on average assets (non-GAAP)   1.15 %   0.67 %   (0.25 %)   0.92 %   0.71 %
                                   
    Average shareholders’ equity $ 157,844   $ 122,802     113,614   $ 130,715   $ 112,083  
    Return on average equity (GAAP)   (2.35 %)   7.28 %   (2.97 %)   5.33 %   8.59 %
    Adjusted return on average equity (non-GAAP)   15.01 %   7.93 %   (2.97 %)   11.19 %   8.59 %
                                   
    Pre-provision, pre-tax return on average assets (non-GAAP)   0.56 %   1.24 %   1.39 %   1.00 %   1.32 %
    Adjusted pre-provision, pre-tax return on average assets (non-GAAP)   1.42 %   1.30 %   1.39 %   1.32 %   1.32 %
                                   
    Net Interest Margin                              
    Tax-equivalent net interest income $ 18,461   $ 11,842   $ 10,889   $ 52,821   $ 43,738  
    Average earning assets   1,919,864     1,374,566     1,290,231     1,504,946     1,280,980  
    Net interest margin (non-GAAP)   3.83 %   3.43 %   3.35 %   3.51 %   3.41 %
                                   

    FIRST NATIONAL CORPORATION
    Non-GAAP Reconciliation
    (in thousands, except share and per share data)
    (unaudited)              

     
      For the Three Months Ended   For the Year Ended  
      Dec 31, 2024   Sept 30, 2024   Dec 31, 2023   Dec 31, 2024   Dec 31, 2023  
    Efficiency Ratio                              
    Total noninterest expense (GAAP) $ 21,929   $ 10,459   $ 9,100   $ 52,934   $ 37,242  
    Add: other real estate owned income, net   (5 )   (10 )   (2 )   (15 )   199  
    Subtract: amortization of intangibles   (448 )   (4 )   (4 )   (461 )   (18 )
    Subtract: loss on disposal of premises and equipment, net   3     (2 )       (47 )    
    Subtract: merger expenses   (7,316 )   (219 )       (8,107 )    
    Adjusted non-interest expense (non-GAAP) $ 14,163   $ 10,224   $ 9,094   $ 44,304   $ 37,423  
    Tax-equivalent net interest income (non-GAAP) $ 18,461   $ 11,842   $ 10,889   $ 52,821   $ 43,738  
    Total noninterest income (GAAP)   6,444     3,203     3,069     16,380     11,784  
    (Gain) loss on disposal of premises and equipment           (47 )       (47 )
    Gain on sale of other investment           (186 )       (186 )
    Bargain purchase gain   (2,920 )           (2,920 )    
    Securities losses (gains), net   154     (39 )       115      
    Adjusted income for efficiency ratio (non-GAAP) $ 22,139   $ 15,006   $ 13,725   $ 66,396   $ 55,289  
                                   
    Efficiency ratio (non-GAAP)   63.97 %   68.13 %   66.26 %   66.73 %   67.69 %
                                   

    FIRST NATIONAL CORPORATION
    Non-GAAP Reconciliation
    (in thousands, except share and per share data)

    (unaudited)                                        
        For the Three Months Ended     For the Year Ended  
        Dec 31, 2024     Sept 30, 2024     Dec 31, 2023     Dec 31, 2024     Dec 31, 2023  
    Tax-Equivalent Net Interest Income                                        
    GAAP measures:                                        
    Interest income – loans   $ 21,516     $ 14,479     $ 13,255     $ 63,483     $ 49,293  
    Interest income – investments and other     3,970       2,965       2,019       12,836       8,426  
    Interest expense – deposits     (6,415 )     (4,958 )     (4,232 )     (20,964 )     (13,660 )
    Interest expense – federal funds purchased     (1 )                 (1 )      
    Interest expense – subordinated debt     (396 )     (69 )     (70 )     (603 )     (277 )
    Interest expense – junior subordinated debt     (68 )     (68 )     (68 )     (270 )     (271 )
    Interest expense – other borrowings     (247 )     (600 )     (95 )     (2,029 )     (98 )
    Net interest income   $ 18,359     $ 11,749     $ 10,809     $ 52,452     $ 43,413  
    Non-GAAP measures:                                        
    Add: Tax benefit realized on non-taxable interest income – loans (4)   $ 18     $ 13     $     $ 43     $  
    Add: Tax benefit realized on non-taxable interest income – municipal securities (4)     84       80       80       326       325  
    Tax benefit realized on non-taxable interest income   $ 102     $ 93     $ 80     $ 369     $ 325  
    Tax-equivalent net interest income   $ 18,461     $ 11,842     $ 10,889     $ 52,821     $ 43,738  
                                             
                                             
    Tangible Common Equity and Tangible Assets                                        
    Total assets (GAAP)   $ 2,010,281     $ 1,450,716     $ 1,419,295     $ 2,010,281     $ 1,419,295  
    Subtract: goodwill     (3,030 )     (3,030 )     (3,030 )     (3,030 )     (3,030 )
    Subtract: core deposit intangibles, net     (14,986 )     (104 )     (117 )     (14,986 )     (117 )
    Tangible assets (Non-GAAP)   $ 1,992,265     $ 1,447,582     $ 1,416,148     $ 1,992,265     $ 1,416,148  
                                             
    Total shareholders’ equity (GAAP)   $ 166,531     $ 125,115     $ 116,271     $ 166,531     $ 116,271  
    Subtract: goodwill     (3,030 )     (3,030 )     (3,030 )     (3,030 )     (3,030 )
    Subtract: core deposit intangibles, net     (14,986 )     (104 )     (117 )     (14,986 )     (117 )
    Tangible common equity (Non-GAAP)   $ 148,515     $ 121,981     $ 113,124     $ 148,515     $ 113,124  
                                             
    Tangible common equity to tangible assets ratio     7.45 %     8.43 %     7.99 %     7.45 %     7.99 %
                                             
                                             
    Tangible Book Value Per Share                                        
    Tangible common equity (non-GAAP)   $ 148,515     $ 121,981     $ 113,124     $ 148,515     $ 113,124  
    Common shares outstanding, ending     8,974,102       6,296,705       6,263,102       8,974,102       6,263,102  
    Tangible book value per share   $ 16.48     $ 19.37     $ 18.06     $ 16.48     $ 18.06  
       
    (1) Non-GAAP financial measure.  See “Non-GAAP Financial Measures” and “Non-GAAP Reconciliations” for additional information and detailed calculations of adjustments.
       
    (2) Capital ratios are for First Bank.
       
    (3) Nonperforming assets are comprised of nonaccrual loans and other real estate owned.
       
    (4) The tax rate utilized in calculating the tax benefit is 21%. Certain merger-related expenses were non-deductible.

    The MIL Network

  • MIL-OSI United Kingdom: OSCE Co-operation with the Council of Europe: UK statement to the OSCE, February 2025

    Source: United Kingdom – Government Statements

    Ambassador Holland thanks Minister Bettel for outlining Luxembourg’s priorities at the Council of Europe, and for the close collaboration with the OSCE.

    Thank you Chair. And may I express my condolences – and those of my delegation and country – to our Swedish colleagues for the tragic school attack this week. Our thoughts are with you and the families and friends of the victims.

    Minister Bettel welcome to the Permanent Council. Thank you for your presentation and for your commitment to the work of the Council of Europe as Chair of the Committee of Ministers. The Council of Europe has been, and will continue to be, hugely important to the UK’s human rights and foreign policy agenda.

    The longstanding relationship between the OSCE and the Council of Europe is rooted in the promotion of human rights, democracy and rule of law – values that the UK is firmly committed to uphold. Respect for these common principles defines our shared endeavours in Vienna and in Strasbourg. Values such as the rule of law not only provide the freedoms which allow people to interact with each other in their day-to-day lives but also matter for growth, jobs and people’s livelihoods.

    We meet today at a particularly challenging time for European Security, with Russia‘s unprovoked and unjustified war in Ukraine about to enter a fourth year. We call on all OSCE participating States to uphold our common commitments to shared security on our continent.  We must strengthen Ukraine’s position to keep fighting through 2025 and beyond – for the sake of Ukraine itself, and Euro-Atlantic security.

    The UK is proud to be Chair of the Conference of Participants for the Register of Damage for Ukraine. The Register, now with over 14,000 claims, serves as a significant step towards securing justice for the Ukrainian people.

    The Council of Europe and the OSCE share much common ground – tackling serious organised crime and human trafficking, counter-terrorism, as well as promoting free and fair elections, media freedom, and gender rights. As both the OSCE and the Council of Europe face up to a series of common challenges this year, including a difficult security environment and – as you rightly say – the challenges of democratic backsliding, it is important that we continue to recognise each organisation’s individual merits and distinctiveness. We need to work in a coordinated way to employ the unique set of instruments and tools which each organisation offers to its States.

    Minister Bettel – like your country, the UK is, and will remain, a steadfast supporter of the work of both the Council of Europe and the OSCE. We offer you, and your team, our best wishes for your work throughout your Presidency.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom

  • MIL-OSI USA: Greene County Awarded $6.2 Million to Replace Poplar Springs Bridge

    Source: US Federal Emergency Management Agency

    Headline: Greene County Awarded $6.2 Million to Replace Poplar Springs Bridge

    Greene County Awarded $6.2 Million to Replace Poplar Springs Bridge

    The State of Tennessee and FEMA have approved $6.2 million to replace Greene County’s Poplar Bridge, which spans the Nolichucky River and was destroyed and submerged in the river when Tropical Storm Helene swept across Eastern Tennessee in late September.The nearly 10,000 square foot bridge, also known as Easterly Bridge, will be demolished and restored with funding from FEMA’s Public Assistance program. Work to be completed includes architectural and engineering design services that use best construction practices and applicable codes and standards.FEMA’s share for this project is $4,656,288; the nonfederal share is $1,552,096.The cost estimate was generated using FEMA’s Rapid Assessment with Public Infrastructure Data, which uses geospatial and aerial imagery as well as available Federal Highway Administration and State Department of Transportation data. The scope of work will be updated when the method of repair, surveys and assessments are completed. Property insurance coverage for road, road rights-of-way, embankment erosion, bridges or culvert damage represented on this project are not insured or insurable.Because Public Assistance is a cost-sharing program, FEMA reimburses state applicants 75% of the eligible costs of repairs to existing structures. The federal share is paid directly to the state to disburse to agencies, local governments and certain private nonprofit organizations that incurred those costs. The remaining 25% represents nonfederal funds.The Public Assistance program is FEMA’s largest grant program, providing funding to help communities responding to and recovering from major presidentially declared disasters or emergencies. Tropical Storm Helene swept across Tennessee Sept. 26-30, and the president approved a major disaster declaration on Oct. 2.
    kwei.nwaogu
    Thu, 02/06/2025 – 03:46

    MIL OSI USA News

  • MIL-OSI USA: Carter County Awarded $10.77 Million for Bridges Destroyed by Helene

    Source: US Federal Emergency Management Agency

    Headline: Carter County Awarded $10.77 Million for Bridges Destroyed by Helene

    Carter County Awarded $10.77 Million for Bridges Destroyed by Helene

    The State of Tennessee and FEMA have approved $10.77 million for emergency measures and the restoration of two Carter County bridges that cross the Elk River in Elizabethton. Both were destroyed when Tropical Storm Helene swept across Eastern Tennessee in late September. The two-lane bridges, both built in 1957, are each 230-foot-long and located about a mile apart along the winding Elk River. Known as the Poga Bridge, they were washed away by Helene’s floodwaters and will be restored with funding from FEMA’s Public Assistance program. The bridge replacement projects will follow best construction practices and meet applicable codes and standards.FEMA’s estimated share for each bridge replacement project is $3,504,046; the nonfederal share for each project is estimated at $1,168,015. Both Poga Bridges were also approved for an additional $1.07 million from FEMA for emergency protective measures taken during the response to Helene. The nonfederal share for that Category B Public Assistance funding was estimated at $358,427. Cost estimates were generated using FEMA’s Rapid Assessment with Public Infrastructure Data, which uses geospatial and aerial imagery as well as available Federal Highway Administration and State Department of Transportation data. Because Public Assistance is a cost-sharing program, FEMA reimburses state applicants 75% of the eligible costs of repairs to existing structures. The federal share is paid directly to the state to disburse to agencies, local governments and certain private nonprofit organizations that incurred those costs. The remaining 25% represents nonfederal funds.The Public Assistance program is FEMA’s largest grant program, providing funding to help communities responding to and recovering from major presidentially declared disasters or emergencies. Tropical Storm Helene swept across Tennessee Sept. 26-30, and the president approved a major disaster declaration on Oct. 2.
    kwei.nwaogu
    Thu, 02/06/2025 – 03:50

    MIL OSI USA News

  • MIL-OSI USA: State, FEMA Approve $9.77 Million to Replace Chestoa Pike Road Bridge

    Source: US Federal Emergency Management Agency

    Headline: State, FEMA Approve $9.77 Million to Replace Chestoa Pike Road Bridge

    State, FEMA Approve $9.77 Million to Replace Chestoa Pike Road Bridge

    The State of Tennessee and FEMA have approved $9.77 million to replace Unicoi County’s Chestoa Pike Road Bridge which straddles the Nolichucky River and was destroyed when floodwaters from Tropical Storm Helene swept across Eastern Tennessee in late September.Funding from FEMA’s Public Assistance program covers eligible costs to replace 13,451 square feet of the two-lane concrete bridge built in 1991, using best construction practices, modern means and methods, and Codes and Standards set by the American Association of State Highway and Transportation Officials.FEMA’s share for this project is $7,334,310; the nonfederal share is $2,444,770.The federal funding approved for the Chestoa Pike Road Bridge, which has four spans, is based on estimates derived from FEMA’s Rapid Assessment of Public Infrastructure Data. That process uses geospatial and aerial imagery as well as assessor information to develop an estimated cost for public infrastructure that was destroyed or damaged in a disaster. Because Public Assistance is a cost-sharing program, FEMA reimburses state applicants 75% of the eligible costs of repairs to existing structures. The federal share is paid directly to the state to disburse to agencies, local governments and certain private nonprofit organizations that incurred those costs. The remaining 25% represents nonfederal funds. The Public Assistance program is FEMA’s largest grant program, providing funding to help communities responding to and recovering from major presidentially declared disasters or emergencies. Tropical Storm Helene swept across Tennessee Sept. 26-30, and the president approved a major disaster declaration on Oct. 2.
    kwei.nwaogu
    Thu, 02/06/2025 – 03:41

    MIL OSI USA News

  • MIL-OSI USA: Reminder: Rental Requirement Begins March 1st for Direct Housing Participants

    Source: US Federal Emergency Management Agency

    Headline: Reminder: Rental Requirement Begins March 1st for Direct Housing Participants

    Reminder: Rental Requirement Begins March 1st for Direct Housing Participants

    LAHAINA, Maui – Wildfire survivors currently in FEMA’s Direct Housing Program will be required to begin paying rent on March 1, 2025. The rental requirement will be in effect for the remainder of FEMA’s housing assistance program, which has been extended through Feb. 10, 2026.  Participants in the program have received their 90-day, 60-day and 30-day notification letters regarding upcoming rent collection.The rental rate is based on the U.S. Department of Housing and Urban Development’s 2025 Fair Market Rent on Maui along with the household’s ability to pay. HUD Portal: FY 2025 Final Fair Market Rents Documentation System — Select GeographyHouseholds are encouraged to remain in touch with their recertification advisor who will work with them to determine a feasible rental rate. Occupants can appeal FEMA’s decision on their ability to pay rent. Although occupants have 60 days to appeal for rent reduction from the date they received the hand delivered 30-day notice of the rental requirement, it is highly encouraged to submit their appeal and supporting documents as soon as possible.FEMA strongly suggests that households submit their appeal as soon as possible in order to process the request prior to the March 1 start date. A delay in submitting appeal paperwork may prolong the rental decision process. In this case, households awaiting a final decision on their rental rate would be required to pay the full amount in rent until a decision is made. Once the decision has been made FEMA would refund the difference. FEMA remains committed to the continued recovery on Maui and will support wildfire survivors as they work towards their permanent housing solution.For the latest information on the Maui wildfire recovery efforts, visit mauicounty.gov, mauirecovers.org, fema.gov/disaster/4724 and Hawaii Wildfires – YouTube. Follow FEMA on social media: @FEMARegion9 and facebook.com/fema. 
    shannon.carley
    Wed, 02/05/2025 – 20:43

    MIL OSI USA News