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  • MIL-OSI: Brag House Continues Action to Protect Stockholders Against Potential Illegal Naked Short Selling

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, May 14, 2025 (GLOBE NEWSWIRE) — Brag House Holdings, Inc. (NASDAQ: TBH) (“Brag House” or the “Company”), the premier Gen Z engagement platform that operates at the intersection of gaming, college sports, and social interaction, today announced an update on its investigation into recent trading activity in its stock. With assistance from its outside advisors, the Company’s investigation has identified preliminary data suggesting the Company may have been the subject of illegal naked short selling. Accordingly, today the Company sent letters to the SEC, FINRA, and Nasdaq regarding these preliminary findings and requested they open an immediate investigation into the suspected trading activity.

    Naked short sales take time to verify, but preliminary financial indicators cause the Company to believe that abusive naked short selling may have occurred. Naked short selling is illegal and damages stockholder value in a company by artificially pushing its stock price down. Common indicators of abusive naked short selling include unusually high trading volume, high financing rates to borrow stock, and persistent failures to deliver that culminate in significant downward pressure on a company’s stock price.

    On March 31, 2025, the Company’s stock closed at $6.61 and subsequently closed at $1.27 on April 1, 2025, an 80.79% decrease in the Company’s stock price in one trading day. The Company has identified a large trade on April 1, 2025, that the Company believes may have triggered subsequent naked short selling, potentially by certain funds and traders. Moreover, based on settlement data the Company received from DTC, the Company did not see anywhere near the quantity of the settlement of shares that it expected to see based on the large number of shares that traded on April 1, 2025. The Company believes this lack of settlement of shares may be evidence of naked short selling.

    On each of April 1, 2, and 3, 2025, the total volume of shares traded nearly equaled the Company’s public float. Specifically, on April 1, 2025, the trading volume was nearly three times the size of the shares of its initial public offering. Because of this unusually high trading activity, there were a total of nine trading halts in the Company’s stock on April 1, 2025. In addition, the Company appeared on Nasdaq’s circuit breaker list on both April 1 and April 2, 2025. Meanwhile, financing rates to borrow Brag House’s stock averaged over 115% in the month of April 2025 making it extremely expensive to borrow the Company’s stock which is often an indicator of a high demand to borrow the stock. Brag House stock was also subject to persistent failures to deliver in the second half of March and the first week of April 2025.

    The Company has observed persistent discrepancies between the shares that are reported as beneficially owned by non-objecting beneficial owners (NOBOs) and objecting beneficial owners (OBOs) to Broadridge and other similar institutions and the shares that are reported to the Depository Trust Company. While minor occasional discrepancies can result from reporting delays or clerical errors, persistent discrepancies in beneficial ownership can imply that there may be fictious shares circulating in the market. The presence of fictious shares in the market would artificially increase the supply of shares available for short selling and may help facilitate naked short selling.

    Brag House is not aware of any material undisclosed information or corporate developments that contributed to the decline in its stock price or unusually high trading volume. Taken together, the Company believes that the pricing volatility in the Company’s stock, unusual trading volume, high financing rates to borrow the Company’s stock, multiple halts to trading, and persistent failures to deliver form a compelling pattern indicative of artificial selling pressure and suggests the presence of illegal naked short selling.

    Despite the turmoil in the Company’s stock price, Brag House is continuing to execute on its strategic initiatives to redefine digital engagement for casual college gamers and the brands that seek to connect with them, including our recent announcement of our partnership with Learfield. The Company continues to focus on scaling its platform, enhancing user experience, and expanding its data-driven brand partnerships to create deeper, more meaningful connections with Gen Z. The Company believes its strategy is working as Brag House is expanding its platform’s capabilities, refining its data-driven insights for brand partners, and fostering a digital community that resonates with casual gamers. Brag House remains confident in its strategic plan and the various initiatives it is executing on to create stockholder value.

    A copy of the form of letter sent to the SEC, FINRA, and Nasdaq was filed with the SEC as an exhibit to the Company’s Form 8-K filed on May 14, 2025.

    No stockholder action is required at this time.

    About Brag House

    Brag House is a leading media technology gaming platform dedicated to transforming casual college gaming into a vibrant, community-driven experience. By seamlessly merging gaming, social interaction, and cutting-edge technology, the Company provides an inclusive and engaging environment for casual gamers while enabling brands to authentically connect with the influential Gen Z demographic. The platform offers live-streaming capabilities, gamification features, and custom tournament services, fostering meaningful engagement between users and brands. For more information, please visit www.braghouse.com.

    Forward-Looking Statements 
    Certain statements in this announcement are forward-looking statements. Investors can identify these forward-looking statements by words or phrases such as “may,” “will,” “expect,” “anticipate,” “aim,” “estimate,” “intend,” “plan,” “believe,” “is/are likely to,” “potential,” “continue” or other similar expressions. These statements are subject to uncertainties and risks including, but not limited to, expectations related to the investigation of potential naked short selling, including the Company’s analysis, its ability to take appropriate corrective action, or any potential investigations by regulators and other risk factors discussed in the “Risk Factors” section of the Company’s filings with the SEC. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results discussed in the Company’s filings with the SEC, which are available for review at www.sec.gov. The Company undertakes no obligation to update or revise publicly any forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations that arise after the date hereof, except as may be required by law.

    Media Contact:

    Fatema Bhabrawala
    Director of Media Relations
    fbhabrawala@allianceadvisors.com

    Investor Relations Contact:

    Adele Carey
    VP, Investor Relations
    ir@thebraghouse.com

    The MIL Network –

  • MIL-OSI Europe: AFRICA/DR CONGO – Testimony of the forgotten conflict in eastern DRC: The “100 days of liberated Goma”

    Source: Agenzia Fides – MIL OSI

    Wednesday, 14 May 2025 wars  

    Kinshasa (Agenzia Fides) – “Goma, capital of the North Kivu region, two million inhabitants. An occupied city, on its knees. Stretched along the shores of Lake Kivu, caressed by the heat of the Nyiragongo volcano, its beauty and the peace of some thirty years are turning into tears of fear and death.” These are the words that highlight the dramatic testimony sent to Fides from Goma, a city in the eastern Democratic Republic of Congo (DRC) that fell into the hands of the M23 rebels at the end of January. For security reasons, we are publishing it in full, omitting the author’s name: On January 28, after two days of intense fighting between the regular Congolese army, supported by the “Wazalendo” (patriotic militias), against the AFC (Congo River Alliance) and M23 (March 23, an invading rebel group supported by the Rwandan army), the city was once again declared “liberated.” A liberation that left a tragic toll of thousands of innocent civilians dead, many of them in their own homes, built with precarious materials, incapable of offering any shelter. Looting, rape, and abuse perpetrated by armed men from various factions have left deep scars. More than 100 days after the fighting, the wounds remain open, both on the body and in the collective memory of the population. Freedom of expression, human dignity, and the right to life and peace have been brutally violated. Today, the law of terror is imposed at gunpoint and with the blows of batons. The judicial system has collapsed. Instead of courts, detention centers have been set up that, in practice, function as places of torture. Prisons have been emptied—some 3,000 prisoners disappeared during the city’s capture—and trials, when they are held, are summary and improvised, even in the open air. The night has become a nightmare for the most vulnerable neighborhoods. Armed men break into homes to rob and sexually assault. These individuals include former prisoners, former military deserters, militia members, and others, operating anonymously under the cover of darkness. Sometimes, the attackers are captured by neighbors trying to defend the victims; their bodies often appear the next morning, abandoned or even burned. Fear, anger, and the absence of justice fuel a form of mob justice that is faceless and merciless. The search for alleged members of the FDLR (Democratic Forces for the Liberation of Rwanda), accused of participating in the 1994 genocide and now hiding in the neighborhoods of Goma, often serves as a pretext for personal vendettas or ethnic clashes, exacerbating already existing tensions. Arbitrary arrests and disappearances are part of a policy of repression aimed at silencing any dissenting voice. The economic situation is equally critical. The financial system is paralyzed: banks remain closed, preventing the payment of salaries, including those of teachers in affiliated schools. Commerce is at a standstill, and the international airport, vital to the city’s economic life, was bombed during the fighting and is out of service. The promises to keep alive hope for a better future—occupation propaganda comparing the supposedly more effective new “liberation” regime with the corrupt and ineffective old regime in Kinshasa—are numerous; but they fade with each passing day. Many young people, disillusioned with life or desperate with rage, volunteer to enlist in the army of the new masters and fight the regular army of the central government. Solution or illusion? Dying for the sake of dying: it’s worth a try. But the struggle for life has not been broken. The population helps each other in a thousand ways. The tens of thousands of displaced people, whose camps have been dismantled by the new authorities, have found refuge in the homes of friends, relatives, or people of good will. They share the same fears, the same suffering, but also the same hopes. The number of crosses increases, sometimes even invisible, because there is no trace left of the missing. But among the black lava rocks of the Nyiragongo volcano, scattered along the neighborhood roads, flowers are sprouting. With difficulty, because the earth is still soaked with blood. They are flowers with thin stems, but fragrant and colorful: red flowers, the color of the painful tears shed every day; green flowers, of hope and resistance, so that life does not die; flowers that symbolize a new society: the new society of Congo that is being born from the ashes of war. Yes, because life is like the sun: no matter how long and stormy the night, at dawn the sun reappears. (Agenzia Fides, 14/5/2025)
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  • MIL-OSI Europe: Leo XIV to Eastern Catholics: You are precious. Continue to be outstanding for your faith, hope, and charity, and nothing else

    Source: Agenzia Fides – MIL OSI

    VaticanMedia

    Vatican City (Agenzia Fides) – “You are precious”. “The Church needs you”. “Continue to be outstanding for your faith, hope, and charity, and nothing else”. Pope Leo XIV receives in audience a multitude of baptized men and women of the Eastern Catholic Churches in the Paul VI Hall who have come to Rome accompanied by their Patriarchs and Bishops to celebrate their Jubilee of Hope. And he addresses them with an intense and important speech for the entire universal Church. He uses words which highlight the great “contribution that the Christian East can offer us today is immense”. Words that recall the suffering endured by the Eastern Christian in many war scenarios and are transformed into a new, passionate appeal for peace by the new Bishop of Rome, determined in repeating “I will make every effort so that this peace may prevail”, and that “the Holy See is always ready to help bring enemies together, face to face, to talk to one another, so that peoples everywhere may once more find hope and recover the dignity they deserve, the dignity of peace”.The topicality of Leo XIII”Christ is risen. He is truly risen”. Pope Leo thus greets the multitude that today, Wednesday, May 14, welcomed him joyfully in the Nervi Hall, and immediately recalls that with those words, “Eastern Christians in many lands never tire of repeating during the Easter season, as they profess the very heart of our faith and hope, a hope unshakably grounded in the resurrection of Jesus Christ”.Then the Pontiff born in Chicago weaves a speech full of gratitude for the treasure of faith represented by the Churches of the East, a wealth that draws from the source of the faith of the Apostles.Pope Prevost quotes Pope Francis, to repeat that the Eastern Churches with their spiritual heritage “have so much to say to us about the Christian life, synodality, and the liturgy”; he quotes John Paul II, for whom the Churches of the East have “a unique and privileged role as the original setting where the Church was born”, and some of their liturgies still use the language of the Lord Jesus.The Pontiff also disseminates in his speech quotations from Eastern Fathers, from Ephrem the Syrian to Isaac of Nineveh; he also cites Pope Leo XIII, the Pontiff who inspired him in choosing his name as Successor of Peter.Pope Pecci – recalls Leo XIV – “was the first Pope to devote a specific document to the dignity of your Churches, inspired above all by the fact that, in his words, “the work of human redemption began in the East”, and above all “made a heartfelt appeal that the “legitimate variety of Eastern liturgy and discipline… may redound to the great honor and benefit of the Church”. His concern at that time – Pope Prevost recognizes that – “In our own day too, many of our Eastern brothers and sisters, including some of you, have been forced to flee their homelands because of war and persecution, instability and poverty, and risk losing not only their native lands, but also, when they reach the West, their religious identity. As a result, with the passing of generations, the priceless heritage of the Eastern Churches is being lost”. Leo XIII, in his time, took concrete measures to promote the preservation of the rites of the Eastern Catholic Churches, prohibiting missionaries of the Latin Church from “attracting any Eastern-Rite Catholic to the Latin Rite”. With the same concreteness, Pope Leo XIV emphasized today that “in addition to establishing Eastern circumscriptions wherever possible and opportune, there is a need to promote greater awareness among Latin Christians. In this regard, I ask the Dicastery for the Eastern Churches – which I thank for its work – to help me to define principles, norms, and guidelines whereby Latin Bishops can concretely support Eastern Catholics in the diaspora in their efforts to preserve their living traditions and thus, by their distinctive witness, to enrich the communities in which they live”.Familiarity with the MysteryThe help that can come from the East to Christians throughout the world touches the most intimate fibers of their baptismal faith. “We have great need”, Pope Leo recognized, “to recover the sense of mystery that remains alive in your liturgies, liturgies that engage the human person in his or her entirety, that sing of the beauty of salvation and evoke a sense of wonder at how God’s majesty embraces our human frailty”. And “it is likewise important”, continued the US-born Pontiff, “to rediscover, especially in the Christian West, a sense of the primacy of God, the importance of mystagogy and the values so typical of Eastern spirituality: constant intercession, penance, fasting, and weeping for one’s own sins and for those of all humanity (penthos)! It is vital, then, that you preserve your traditions without attenuating them, for the sake perhaps of practicality or convenience, lest they be corrupted by the mentality of consumerism and utilitarianism”.”Your traditions of spirituality,” Pope Leo recalled in one of the most intense passages of his reflection, “are medicinal. In them, the drama of human misery is combined with wonder at God’s mercy, so that our sinfulness does not lead to despair, but opens us to accepting the gracious gift of becoming creatures who are healed, divinized and raised to the heights of heaven.”The peace of Christ and the Manichean “notions”Christians of the East – Pope Leo acknowledged – often find themselves “singing a song of hope even amid the abyss of violence” and amid the horrors of war. “From the Holy Land to Ukraine, from Lebanon to Syria, from the Middle East to Tigray and the Caucasus, how much violence do we see! And rising up from this horror,” the Pontiff continued, “from the slaughter of so many young people, which ought to provoke outrage because lives are being sacrificed in the name of military conquest, there resounds an appeal: the appeal not so much of the Pope, but of Christ himself, who repeats: “Peace be with you!”Looking at the tribulations of the Christians of the East, the Successor of Peter repeated words full of suggestions and referable to the evil roots of all the conflicts that tear the world apart. “Christ’s peace,” said the Bishop of Rome, “is not the sepulchral silence that reigns after conflict; it is not the fruit of oppression, but rather a gift that is meant for all, a gift that brings new life.” After reiterating his and the Holy See’s involvement in safeguarding and making every possible seed of peace flourish, Pope Leo XIV addressed the “leaders of the peoples: let us meet – he said -, let us talk, let us negotiate! War is never inevitable. Weapons can and must be silenced, for they do not resolve problems but only increase them. Those who make history are the peacemakers, not those who sow seeds of suffering. Our neighbours are not first our enemies, but our fellow human beings; not criminals to be hated, but other men and women with whom we can speak. Let us reject” added the Pontiff “the Manichean notions so typical of that mindset of violence that divides the world into those who are good and those who are evil”, adding that “the Church will never tire of repeating: let weapons be silenced. I would like to thank God for all those who, in silence, prayer and self-sacrifice, are sowing seeds of peace. I thank God for those Christians – Eastern and Latin alike – who, above all in the Middle East, persevere and remain in their homelands, resisting the temptation to abandon them. Christians – continued the Bishop of Rome – must be given the opportunity, and not just in words, to remain in their native lands with all the rights needed for a secure existence. Please, let us strive for this!” (GV) (Agenzia Fides, 14/5/2025)
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  • MIL-OSI Global: How does the EPA know a pesticide is safe to use in my yard?

    Source: The Conversation – USA – By Jeffrey Gore, Professor of Agricultural Science and Plant Protection, Mississippi State University

    A mosquito-control technician sprays a mixture including insecticides in a yard in Michigan. AP Photo/John Flesher

    Environmental Protection Agency head Lee Zeldin has said he wants the federal agency to accelerate scientific safety evaluations of various chemicals, including pesticides.

    The EPA reportedly has more than 500 pending reviews of proposed new pesticides and more than 12,000 overdue reevaluations of pesticides currently in use. The agency is under pressure from the chemical and agricultural industries to catch up, while health and environmental advocates demand it maintain high safety standards.

    The review process is careful for a reason – and perhaps the only real method of speeding it up is the one Zeldin has proposed: reassigning staff so there are more people to share the work.

    As a faculty member at a land-grant university who has studied the effectiveness of commercial and experimental pesticides in the southern U.S., I have seen how the federal pesticide regulatory process identifies risks to humans and the environment and mitigates them with specific use instructions. Here’s how the process works.

    First, what is a pesticide?

    The EPA, which regulates pesticides in the U.S., defines a pesticide as any substance or mixture of substances intended to prevent, destroy, repel or mitigate any pest, such as weeds, insects and organisms, that attack plants.

    Pesticides are often referred to as toxins when found in food, water bodies or other places where they are not intended. But just because something is detected doesn’t mean it’s harmful to humans or wildlife. Toxicity depends on how much of the substance a person or animal is exposed to, how they are exposed to it – such as breathing it, or getting it on their skin – and for how long.

    The Department of Agriculture began regulating pesticides in 1947 with the Federal Insecticide, Fungicide, and Rodenticide Act. Most of the department’s interest was whether a particular pesticide was effective against the target pests.

    In 1970, the newly formed EPA took over responsibility for pesticides. It shifted its focus to the safety of consumers, farmworkers and the environment after the Federal Environmental Pesticide Control Act took effect in 1972.

    A wide range of pesticides are available to consumers for use in their homes and yards.
    Jeffrey Greenberg/Universal Images Group via Getty Images

    Risk-benefit analysis

    Federal law requires the EPA to evaluate both the risks and the benefits of each pesticide – and to revisit that analysis at least every 15 years for every pesticide used in the U.S.

    The EPA determines whether the risks to people, animals or the environment are too high for the benefits the pesticide provides and whether any of those risks can be reduced. Sometimes a chemical’s risk can be lessened by recommending mitigation strategies such as wearing protective clothing, reducing environmental spread by barring the use of pesticides near the edges of a property, or decreasing the amount of a pesticide that’s legal to use.

    In its analysis of any given pesticide, the EPA requires a massive amount of data from the manufacturer about what ingredients the pesticide contains and how they work. The agency also reviews scientific research on the pesticide and uses its own scientists and independent experts to evaluate any studies that were submitted by the manufacturer.

    The EPA uses all the available data on a pesticide to evaluate the dose that would be toxic to a range of organisms, as well as what residues the pesticide may leave on plants, in the soil and in water. The data is incorporated into computer models that estimate the potential amount of the chemical that may come in contact with humans, animals and the environment. Those models’ results are then combined with toxicity data to determine risk.

    The models used by EPA scientists are very conservative. They often use significant overestimates of exposure, which means that when the models determine the risk of a pesticide is below a particular level, they are evaluating the risk posed by far higher quantities of the chemical than will ever actually be used. The risk from the amount actually used, therefore, is even less likely to cause harm.

    The EPA also provides opportunities for public comment on a pesticide and uses that information in its evaluations as well.

    Pesticides are commonly used in commercial agriculture.
    Charlie Neibergall/AP

    Additional scrutiny

    The Endangered Species Act also requires the EPA to evaluate the effects of pesticides on threatened and endangered species.

    If a pesticide is found to potentially be dangerous to a protected species or its habitat, the EPA will discuss those findings with the U.S. Fish and Wildlife Service and the National Marine Fisheries Service, which enforce the Endangered Species Act, and determine what to do to ensure the species aren’t harmed.

    The law’s requirement to reevaluate each pesticide every 15 years is based on the fact that science evolves and information becomes more precise. New data can shed light on potential risks and benefits, and even lead to pesticides being banned or more closely restricted.

    Until recently, for instance, pesticide residues on plants, food and in the environment were measured in parts per million. Newer equipment can measure even smaller amounts, determining parts per billion, which is as precise as identifying one single second in 32 years. Some chemicals can even be measured in parts per trillion, equivalent to one drop of water in 20 Olympic-size swimming pools. That means exposures can be more accurately measured. While some chemicals can be toxic in very small concentrations, most pesticides can be detected at levels that do not pose a biological risk.

    Allowing a pesticide to be used

    If the EPA determines that a pesticide’s risks outweigh its benefits, then its staff will conduct additional analyses to determine how to mitigate the risks enough to justify using it. If that’s not possible, the EPA will reject the application and not allow the pesticide to be used in the U.S.

    If the agency determines that the benefits outweigh the risks, the EPA approves the pesticide for sale and use in the U.S. The law requires the pesticide come with a label providing a strict set of guidelines for how, when and where to use the pesticide.

    The guidelines define amounts and timing for applying the pesticide safely, and specific restrictions or protection strategies to control the target pests while eliminating or minimizing harm to the environment, workers and the public.

    The EPA also makes information on pesticides available to the public, so anyone can find out how to use them safely. Using the pesticide without following those directions is a violation of federal law.

    Jeffrey Gore receives funding from the USDA-ARS and has received funding from various state and national commodity boards, and chemical and biotechnology companies in the past.

    Jeffrey Gore served on the EPA’s Farm, Ranch and Rural Communities Committee from 2019 to 2024.

    – ref. How does the EPA know a pesticide is safe to use in my yard? – https://theconversation.com/how-does-the-epa-know-a-pesticide-is-safe-to-use-in-my-yard-256027

    MIL OSI – Global Reports –

  • MIL-OSI Global: Detroit’s next mayor can do these 3 things to support neighborhoods beyond downtown

    Source: The Conversation – USA – By Deyanira Nevárez Martínez, Assistant Professor of Urban and Regional Planning, Michigan State University

    Detroit stands at a pivotal moment.

    Mayor Mike Duggan is preparing to leave office after 11 years at the end of 2025. The city’s next leader will inherit not only a revitalizing downtown but also neighborhoods like Belmont, Petosky-Otsego and Van Steuban that are grappling with housing instability and decades of neglect and disinvestment.

    My research on housing insecurity, homelessness and urban governance, along with broader scholarship on equitable development, suggests that Detroit’s future depends on more than marquee developments like the Michigan Central Station Development. It depends on strengthening neighborhoods from the ground up.

    Here are three strategies that could help Detroit’s next mayor build a just and resilient city by focusing on transitional neighborhoods:

    Stabilize housing and prevent displacement

    Stable housing is the foundation of thriving communities.

    Yet, housing instability in Detroit is both widespread and deeply entrenched. Before the pandemic, roughly 13% of Detroiters, or about 88,000 people, had been evicted or forced to move within the previous year. Families with children faced the highest risk.

    Many Detroiters had little choice but to remain in deteriorating housing, crowd into shared living arrangements or relocate elsewhere because of an estimated shortfall of 24,000 habitable housing units.

    While building more housing is essential, preventing displacement requires more than new construction. It also demands policies that preserve affordability and protect tenants. Researchers have found that household stabilization policies, such as legal representation in eviction court, rent control and property tax relief, have the most immediate impact.

    In Detroit, addressing the wave of expiring Low-Income Housing Tax Credit, or LIHTC, units remains an urgent priority. When units reach the end of their compliance period in this federal program, typically 15 years, owners are no longer required to maintain affordable rents and can raise prices. This “conversion to market rate” often results in the loss of affordable housing for low-income residents.

    In response to a projected loss of 10,000 units by 2023, Detroit launched the Preservation Partnership that secured affordability commitments for about 4,000 units. However, it remains difficult to determine exactly how many of the at-risk units were ultimately lost, and when, due to reporting lags, inconsistencies and overlapping affordability programs.

    Despite the city’s efforts, a 2023 analysis found that a substantial affordability gap persists, with many households unable to comfortably afford market-rate housing without spending more than 30% of their income, which is the standard set by the Department of Housing and Urban Development for affordability.

    The Michigan State Housing Development Authority continues to support affordable housing through tax credit allocations. However, a growing number of LIHTC properties in areas experiencing redevelopment are reaching the end of their affordability periods, putting them at risk of converting to market rate. National estimates suggest that nearly 350,000 units could lose affordability by 2030 and over 1 million by 2040 without sustained local and regional preservation efforts.

    Stabilizing Detroit’s housing market means ensuring that those who stayed during the hardest times are not pushed out as reinvestment takes hold. To achieve this, the next mayor could expand rental assistance and support tenant organizing efforts. This is particularly needed in transitional neighborhoods where renters come together to fight unfair evictions, improve housing conditions and push for more stable rents.

    Reclaim and reimagine vacant land for community benefit

    Many view Detroit’s vast tracks of vacant land, estimated in the hundreds of thousands of parcels, as blight. But they could also be seen as a public asset and a generational opportunity if brought together with the right public strategies.

    Land trusts can turn empty lots into valuable neighborhood spaces. A land trust is a nonprofit that holds land for the community and keeps housing affordable over the long term, a key to preventing displacement.

    Research also shows that greening strategies can improve community health, cohesion and equity. Cities like Philadelphia and Cleveland have launched urban greening initiatives that transform vacant lots into community gardens, small parks and tree-filled spaces. Research shows that these projects can help stabilize property values and strengthen neighborhoods by reducing blight, encouraging investment and creating safer, more attractive environments.

    Detroit has a land bank, a public agency that manages vacant and foreclosed properties. The city has also invested in some green infrastructure. But experts say that these efforts require stronger city leadership, teamwork across departments and real input from residents. These are areas where Detroit still has room to grow.

    By collaborating with residents to cocreate a land use vision, the next mayor could prioritize community ownership and ecological restoration instead of speculative redevelopment.

    Invest in social infrastructure

    Neighborhood strength is about more than buildings — it’s about people.

    As the Brookings Institution notes, economic opportunity is key to long-term safety, and investing in youth is a proven violence reduction strategy.

    Detroit’s neighborhoods have long faced a lack of investment in schools, recreation centers and social services. This leaves families vulnerable and fuels cycles of poverty and criminalization. Under these conditions, young people, especially Black and brown youth, are more likely to be policed, punished and pushed into the criminal justice system.

    A 2021 study found that the Detroit Public Schools Community District reported 2% of its students experienced homelessness, despite 16% of households with children reporting recent eviction or forced moves. This gap reveals major service and awareness gaps. And when families fall through those gaps, it’s often children who suffer the most.

    Addressing these gaps requires investing in mental health services, youth development programs and violence prevention, rather than relying solely on policing or incarceration. These approaches recognize that true public safety comes from access to stable jobs, quality education and supportive services that meet people’s health, housing and social needs. Some of the most effective strategies include restorative justice in schools and outreach to older adults and residents experiencing homelessness.

    These are not luxuries. They are essential infrastructure for neighborhood vitality.

    The work ahead

    Detroit is often held up as a cautionary tale of urban decline, or more recently, as a comeback story driven by downtown revitalization. But in my opinion, its true test lies in what comes next: whether the city can translate momentum into equity for the communities that have long been left behind.

    The next mayor has the chance to shift the narrative by centering housing justice, reclaiming land for public good and investing in the people who make Detroit a city worth fighting for.

    Read more of our stories about Detroit.

    Deyanira Nevárez Martínez is a trustee of the Lansing School District Board of Education and is currently a candidate for the Lansing City Council Ward 2.

    – ref. Detroit’s next mayor can do these 3 things to support neighborhoods beyond downtown – https://theconversation.com/detroits-next-mayor-can-do-these-3-things-to-support-neighborhoods-beyond-downtown-254755

    MIL OSI – Global Reports –

  • MIL-OSI Global: Challenges to high-performance computing threaten US innovation

    Source: The Conversation – USA – By Jack Dongarra, Emeritus Professor of Computer Science, University of Tennessee

    Oak Ridge National Laboratory’s Frontier supercomputer is one of the world’s fastest. Oak Ridge Leadership Computing Facility, CC BY

    High-performance computing, or HPC for short, might sound like something only scientists use in secret labs, but it’s actually one of the most important technologies in the world today. From predicting the weather to finding new medicines and even training artificial intelligence, high-performance computing systems help solve problems that are too hard or too big for regular computers.

    This technology has helped make huge discoveries in science and engineering over the past 40 years. But now, high-performance computing is at a turning point, and the choices the government, researchers and the technology industry make today could affect the future of innovation, national security and global leadership.

    High-performance computing systems are basically superpowerful computers made up of thousands or even millions of processors working together at the same time. They also use advanced memory and storage systems to move and save huge amounts of data quickly.

    With all this power, high-performance computing systems can run extremely detailed simulations and calculations. For example, they can simulate how a new drug interacts with the human body, or how a hurricane might move across the ocean. They’re also used in fields such as automotive design, energy production and space exploration.

    Lately, high-performance computing has become even more important because of artificial intelligence. AI models, especially the ones used for things such as voice recognition and self-driving cars, require enormous amounts of computing power to train. High-performance computing systems are well suited for this job. As a result, AI and high-performance computing are now working closely together, pushing each other forward.

    Lawrence Livermore National Laboratory’s supercomputer El Capitan is currently the world’s fastest.

    I’m a computer scientist with a long career working in high-performance computing. I’ve observed that high-performance computing systems are under more pressure than ever, with higher demands on the systems for speed, data and energy. At the same time, I see that high-performance computing faces some serious technical problems.

    Technical challenges

    One big challenge for high-performance computing is the gap between how fast processors are and how well memory systems can keep up with the processors’ output. Imagine having a superfast car but being stuck in traffic – it doesn’t help to have speed if the road can’t handle it. In the same way, high-performance computing processors often have to wait around because memory systems can’t send data quickly enough. This makes the whole system less efficient.

    Another problem is energy use. Today’s supercomputers use a huge amount of electricity, sometimes as much as a small town. That’s expensive and not very good for the environment. In the past, as computer parts got smaller, they also used less power. But that trend, called Dennard scaling, stopped in the mid-2000s. Now, making computers more powerful usually means they use more energy too. To fix this, researchers are looking for new ways to design both the hardware and the software of high-performance computing systems.

    There’s also a problem with the kinds of chips being made. The chip industry is mainly focused on AI, which works fine with lower-precision math like 16-bit or 8-bit numbers. But many scientific applications still need 64-bit precision to be accurate. The greater the bit count, the more digits to the right of the decimal point a chip can process, hence the greater precision. If chip companies stop making the parts that scientists need, then it could become harder to do important research.

    This report discusses how trends in semiconductor manufacturing and commercial priorities may diverge from the needs of the scientific computing community, and how a lack of tailored hardware could hinder progress in research.

    One solution might be to build custom chips for high-performance computing, but that’s expensive and complicated. Still, researchers are exploring new designs, including chiplets – small chips that can be combined like Lego bricks – to make high-precision processors more affordable.

    A global race

    Globally, many countries are investing heavily in high-performance computing. Europe has the EuroHPC program, which is building supercomputers in places such as Finland and Italy. Their goal is to reduce dependence on foreign technology and take the lead in areas such as climate modeling and personalized medicine. Japan built the Fugaku supercomputer, which supports both academic research and industrial work. China has also made major advances, using homegrown technology to build some of the world’s fastest computers. All of these countries’ governments understand that high-performance computing is key to their national security, economic strength and scientific leadership.

    The U.S.-China supercomputer rivalry explained.

    The United States, which has been a leader in high-performance computing for decades, recently completed the Department of Energy’s Exascale Computing Project. This project created computers that can perform a billion billion operations per second. That’s an incredible achievement. But even with that success, the U.S. still doesn’t have a clear, long-term plan for what comes next. Other countries are moving quickly, and without a national strategy, the U.S. risks falling behind.

    I believe that a U.S. national strategy should include funding new machines and training for people to use them. It would also include partnerships with universities, national labs and private companies. Most importantly, the plan would focus not just on hardware but also on the software and algorithms that make high-performance computing useful.

    Hopeful signs

    One exciting area for the future is quantum computing. This is a completely new way of doing computation based on the laws of physics at the atomic level. Quantum computers could someday solve problems that are impossible for regular computers. But they are still in the early stages and are likely to complement rather than replace traditional high-performance computing systems. That’s why it’s important to keep investing in both kinds of computing.

    The good news is that some steps have already been taken. The CHIPS and Science Act, passed in 2022, provides funding to expand chip manufacturing in the U.S. It also created an office to help turn scientific research into real-world products. The task force Vision for American Science and Technology, launched on Feb. 25, 2025, and led by American Association for the Advancement of Science CEO Sudip Parikh, aims to marshal nonprofits, academia and industry to help guide the government’s decisions. Private companies are also spending billions of dollars on data centers and AI infrastructure.

    All of these are positive signs, but they don’t fully solve the problem of how to support high-performance computing in the long run. In addition to short-term funding and infrastructure investments, this means:

    • Long-term federal investment in high-performance computing R&D, including advanced hardware, software and energy-efficient architectures.
    • Procurement and deployment of leadership-class computing systems at national labs and universities.
    • Workforce development, including training in parallel programming, numerical methods and AI-HPC integration.
    • Hardware road map alignment, ensuring commercial chip development remains compatible with the needs of scientific and engineering applications.
    • Sustainable funding models that prevent boom-and-bust cycles tied to one-off milestones or geopolitical urgency.
    • Public-private collaboration to bridge gaps between academic research, industry innovation and national security needs.

    High-performance computing is more than just fast computers. It’s the foundation of scientific discovery, economic growth and national security. With other countries pushing forward, the U.S. is under pressure to come up with a clear, coordinated plan. That means investing in new hardware, developing smarter software, training a skilled workforce and building partnerships between government, industry and academia. If the U.S. does that, the country can make sure high-performance computing continues to power innovation for decades to come.

    Jack Dongarra receives funding from the NSF and the DOE.

    – ref. Challenges to high-performance computing threaten US innovation – https://theconversation.com/challenges-to-high-performance-computing-threaten-us-innovation-255188

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Celebrating one year of fostering for East Midlands Councils

    Source: City of Derby

    As the UK marks Foster Care Fortnight this May, Foster for East Midlands Councils is celebrating the milestone of a successful first 12 months of foster carer recruitment across the region.

    Formed in April 2024, Foster for East Midlands is a collaborative initiative between Derby City, Derbyshire, Nottingham City, and Nottinghamshire Councils, funded by the Department for Education. United under one name, the councils are working together to find loving, local foster homes for children in their communities.

    This regional approach brings together years of experience, good practice, and shared values. Instead of competing to recruit the same foster carers, the councils now work together making it quicker and easier for prospective foster carers to begin their journey.

    Among the new carers are Sharnie and Zak, who live with their young daughter. Inspired to foster through Foster for East Midlands Councils, they are now encouraging others to explore this life-changing path.

    Foster carer Sharnie said:

    We chose to foster through Foster for East Midlands Councils because we knew it would connect us to a supportive network within our local community. Foster carers play a vital role in helping councils provide the best care for children, and it’s comforting to know we’re part of a system that genuinely prioritises their wellbeing. The ongoing support and resources we’ve received from our local council have been invaluable—whether it’s training, guidance, or just someone to talk to when we need it.

    The moment we were approved to foster was incredible. We were excited but also nervous at first, and everyone we’ve met has been so kind and helpful. We’ve never felt alone in this journey. It’s truly rewarding to know we’re making a positive impact on children’s lives right here in our own area.

    Over the past year, Foster for East Midlands Councils has also implemented the Mockingbird programme—a global award-winning model that creates extended families of foster carers for mutual support. Led by The Fostering Network, Mockingbird nurtures relationships between children, carers, and support networks, promoting resilience and long-term stability. Following its success, two new constellations will launch this year in Nottinghamshire and Derby City, extending support to even more carers.

    Highlights from the first year of Foster for East Midlands Councils (April 2024 – March 2025) are:

    • 1,204 enquiries received
    • 420 converted into initial applications
    • 215 initial home visits completed
    • 110 households submitted a full application
    • 19 households approved following panel taking the total across the two counties to 58 over the year
    • 4 successful Mockingbird constellations

    Councillor Paul Hezelgrave, Lead Council’s Cabinet Member for Foster East Midlands said:

    The launch of Foster for East Midlands Councils is a big step forward in how we find and support foster carers in our region. By working together, we’ve created a more joined-up, user-friendly service for anyone thinking about fostering. This teamwork helps us break down barriers and make the process simpler, more consistent, and better suited to the needs of carers and the children we look after.

    At the heart of this partnership is a shared goal: to build a strong, supportive system that helps more children stay close to home—near their schools, friends, and the communities they know. We understand how important a stable, loving home is for a child’s future, and with this new approach, we’re determined to offer that chance to even more young people across the East Midlands.

    Janet Daby, Minister for Children and Families said:

    As a former fostering social work registered manager, I’ve had the privilege of seeing so many children flourish thanks to foster care. It’s fantastic to see the success of Foster for East Midlands Councils, enabling more children in the region to grow up in safe, loving homes. 

    As part of our Plan for Change, we want to encourage more people to transform a child’s life chances through fostering, which is why we’re investing £40 million across the country to increase the number of foster homes and strengthen support for families.

    Foster for East Midlands Councils welcomes people from all backgrounds, what matters most is your dedication and your desire to support children who need a safe and loving home.

    If you’re considering fostering find out more visit Foster for East Midlands web page, call 03033 132 950 or email hello@fosterforeastmidlands.org.uk

    MIL OSI United Kingdom –

  • MIL-OSI Russia: A site for the production of industrial robots has opened in the Technopolis Moscow SEZ

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    A production site entirely dedicated to the production of domestic industrial robots has opened in the Technopolis Moscow special economic zone (SEZ). This was announced by the Deputy Mayor of Moscow for Transport and Industry Maxim Liksutov.

    “On the instructions of Sergei Sobyanin, Moscow enterprises are actively introducing innovative solutions into their own production processes. Artificial intelligence, automated lines and robotic complexes are already being used in various industries. The further development of high-tech production will be facilitated by the opening of a single site in the Technopolis Moscow SEZ, where engineers and scientists will jointly develop, assemble and test industrial robots. The volume of investments in the project amounted to over 164 million rubles,” said Maxim Liksutov.

    The production capacity of the robotic center at the Pechatniki site exceeds 1.7 thousand square meters. The unique project was implemented by an enterprise localized in the SEZ — the TechnoRed company. It specializes in the production of robotic systems, components and software.

    “The robotics center houses a high-tech laboratory for testing and trialing technologies, which will speed up the cycle of producing innovative products from idea to implementation. This site will become the core and foundation for creating a key robotics cluster in the Central Federal District and will ensure the fulfillment of 30 percent of the national project goals

    “Production and automation equipment”“, – said the Minister of the Moscow Government, head of the capital’s Department of Investment and Industrial Policy Anatoly Garbuzov.

    The company has been operating in the Technopolis Moscow special economic zone since 2024. It supplies its products to enterprises not only in the capital, but also in Samara, Smolensk, Chelyabinsk, Nizhny Novgorod and Novosibirsk. The commissioning of a modern robotics center will allow the enterprise to release up to 30 high-tech standard robotic solutions and produce up to 25 thousand robots by 2030, said Gennady Degtyarev, CEO of the SEZ.

    The company’s portfolio includes patented developments that are superior in their characteristics to foreign analogues or are the only ones of their kind.

    According to the company’s CEO Artem Lukin, standard robotic systems solve the problems of shortage of qualified personnel, increase the efficiency and flexibility of production processes, contributing to the dynamic development and competitiveness of the domestic industry and economy. The opening of the robotic center will create an ecosystem for the development of Russian robotics and reaching a new level of technological sovereignty.

    Industrial robots have begun to be produced at the Pechatniki site of the Technopolis Moscow SEZ

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

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

    https: //vv.mos.ru/nevs/ite/153836073/

    MIL OSI Russia News –

  • MIL-OSI United Nations: 14 May 2025 The journey of Muthuramalingam: a life devoted to restoring sight in India

    Source: World Health Organisation

    “I thought I’d just end up as a postmaster in my hometown,” says Muthuramalingam with a soft chuckle. “But life had other plans”. 

    It all began at a Lions Club eye camp, where Muthuramalingam got involved in helping as a volunteer. He had no medical training, only a strong desire to help..  His dedication caught the attention of visiting doctors and trainers who saw potential in him. Encouraged by their support, he began learning about eye care and refraction—planting the seeds of what would become his life’s mission. 

    That  decision changed his life and brought hope to countless others. Armed with simple tools and a firm resolve, Muthuramalingam rode his bicycle from one village to another,  transforming school verandas and shaded spots beneath trees into makeshift clinics. His goal was clear: to  restore sight to those overlooked by regular healthcare. 

    “Eye care is not just treating vision,” he says. “It is giving people a whole new life.” 

    Over  the years, he witnessed  community eye care evolve – from humble beginnings with basic tools to well-equipped camps with trained teams and  modern facilities. Still, the heart of the work stayed focused on reaching  people who needed help the most.

    One of Muthuramalingam’s most cherished memeories comes from a school screening in Melur, a town near Madurai. There, he met  a 12-year-old boy who  struggled  in school and  appeared withdrawn. The reason:  a severe refractive error. “Once he started wearing eyeglasses, he became one of the best students in his class,” Muthuramalingam  recalls with pride in his voice. “That single pair of eyeglasses completely changed his path in life.” 

    Muthuramalingam estimates that over his decades-long  career, he has screened and treated tens of thousands across Tamil Nadu. From  Madurai to Salem, Erode to Coimbatore, he has travelled tirelessly, village by village, ensuring that no one is left in the dark.   

    The journey has not been easy – marked by cultural barriers, grueling travel , and constant exhaustion . Yet, the community trust and the visible impact keep him going. “Back then, we handled everything—planning, counseling, and eye exams. Now there’s support , but the mission  remains the same,” he says. 

    Muthuramalingam still organizes school screenings and guides families through care. What motivates him to keep going? “A child smiling after seeing for the first time. That’s all I need,” he says. 

    As India grapples with rising  preventable vision problems, his journey highlights the crucial role of  grassroots health workers . “We can’t sit back and wait for people to come to the hospitals,” he explains. “We have to reach  them. That’s how we build stronger, healthier communities .” 

     In a time  when most step back from work, Muthuramalingam refuses to slow down. “The body might feel its age,” he says, “but the spirit should never get tired.” 

     

     

    Photo credits: Aravind Eye Foundation

    “,”datePublished”:”2025-05-14T11:53:31.0000000+00:00″,”image”:”https://cdn.who.int/media/images/default-source/topics/health-and-well-being/disability/blindness-and-vision-impairment/muthuramalingam-have-vision-1.png?sfvrsn=c4ddfe1e_4″,”publisher”:{“@type”:”Organization”,”name”:”World Health Organization: WHO”,”logo”:{“@type”:”ImageObject”,”url”:”https://www.who.int/Images/SchemaOrg/schemaOrgLogo.jpg”,”width”:250,”height”:60}},”dateModified”:”2025-05-14T11:53:31.0000000+00:00″,”mainEntityOfPage”:”https://www.who.int/news-room/feature-stories/detail/the-journey-of-muthuramalingam–a-life-devoted-to-restoring-sight-in-india”,”@context”:”http://schema.org”,”@type”:”Article”};
    ]]>

    MIL OSI United Nations News –

  • MIL-OSI Asia-Pac: Hong Kong Customs seizes suspected dangerous drugs worth about $10.25 million (with photos)

    Source: Hong Kong Government special administrative region

    Hong Kong Customs on May 12 and yesterday (May 13) seized about 21 kilograms of suspected ketamine and about 1.1kg of suspected cannabis buds with a total estimated market value of about $10.25 million at Hong Kong International Airport and in Sau Mau Ping.

    Through risk assessment, Customs on May 12 inspected an air cargo consignment, declared as audio cable and arriving in Hong Kong from Belgium, at the airport. The consignee address was a residential address in Sau Mau Ping. Upon inspection, Customs officers found about 21kg of suspected ketamine, with an estimated market value of about $10 million, concealed in the consignment.

    After a follow-up investigation, Customs officers conducted a controlled delivery operation yesterday (May 13) and arrested a male consignee, aged 24, in the aforesaid residential unit in Sau Mau Ping. Customs officers later searched the premises and further seized about 1.1kg of suspected cannabis buds with an estimated market value of about $250,000.

    The arrested person has been charged with two counts of trafficking in a dangerous drug. He will appear at the Kwun Tong Magistrates’ Courts tomorrow (May 15).

    Customs will continue to step up enforcement against drug trafficking activities through intelligence analysis. The department also reminds members of the public to stay alert and not to participate in drug trafficking activities for monetary return. They must not accept hiring or delegation from another party to carry controlled items into and out of Hong Kong. They are also reminded not to carry unknown items for other people, nor to release their personal data or home address to others for receiving parcels or goods.

    Customs will continue to apply a risk assessment approach and focus on selecting passengers from high-risk regions for clearance to combat transnational drug trafficking activities.

    Under the Dangerous Drugs Ordinance, trafficking in a dangerous drug is a serious offence. The maximum penalty upon conviction is a fine of $5 million and life imprisonment.

    Members of the public may report any suspected drug trafficking activities to Customs’ 24-hour hotline 182 8080 or its dedicated crime-reporting email account (crimereport@customs.gov.hk) or online form (eform.cefs.gov.hk/form/ced002).

    MIL OSI Asia Pacific News –

  • MIL-OSI Global: Trump is making it easier to fire federal workers, but they have some legal protections – 3 essential reads

    Source: The Conversation – USA – By Amy Lieberman, Politics + Society Editor, The Conversation

    An estimated 2% of federal civil servants could soon find their jobs are no longer secure under the Trump administration. iStock/Getty Images Plus

    The Trump administration is moving ahead with policy changes that would make it easier to fire some federal workers.

    The Office of Personnel Management, or OPM, filed proposed regulations in the Federal Register on April 23, 2025, that would reclassify about 50,000 career civil servants as “at-will” employees.

    Trump’s first administration attempted similar changes, known as by some as Schedule F but those plans were not implemented.

    An estimated 2% of nearly all of the 3 million federal workers would then experience a shift in how the government classifies their jobs, renaming their classification “Schedule Policy/Career.”

    It is not entirely clear which workers will be reclassified, since the process is largely at Trump’s discretion.

    “This will allow agencies to quickly remove employees from critical positions who engage in misconduct, perform poorly, or undermine the democratic process by intentionally subverting Presidential directives,” the Office of Personnel Management proposal reads.

    Trump supports these changes and says they can help remove corrupt or unqualified workers. Critics maintain that the changes will allow the administration to fire federal employees the administration sees as not supporting its agenda.

    Trump is expected to sign another executive order in the next few weeks that would formally reclassify certain federal job positions as Schedule Policy/Career.

    Here are three stories from The Conversation’s archive about the rights of federal civil servants.

    Former U.S. Agency for International Development employees terminated by the Trump administration collect their belongings at USAID headquarters in February 2025.
    Chip Somodevilla/Gety Images

    1. When a president fired half of the civil service

    Before Trump was elected to a second term in November 2024, he promised he would fire as many as 50,000 civil servants and replace them with people loyal to him.

    Nearly 200 years before that, President Andrew Jackson took office in 1828 and promptly fired about half of the government’s civil service. He replaced these employees with political loyalists. This shift became known as the spoils system.

    “The result was not only an utterly incompetent administration, but widespread corruption,” write Sidney Shapiro, a professor of law at Wake Forest University, and Joseph P. Tomain, a professor of law at the University of Cincinnati.

    Samuel Swartwout, for example, was a Jackson former Army friend whom he selected to serve as collector of customs in New York. The job was well paid and prestigious, and “involved collecting taxes and fees on imported goods that arrived in the nation’s busiest port.”

    “But a congressional investigation showed that Swartwout had stolen a little more than US$1.2 million during his tenure, or about $40 million in today’s dollars,” Shapiro and Tomain write.

    Jackson also found that he could not legally influence hiring at all federal agencies, including the U.S. Post Office, and easily place his own high-level appointees there.

    Today, some federal workers, including U.S. Border Patrol agents, would be exempt from Trump’s reclassification plans.



    Read more:
    Donald Trump wants to reinstate a spoils system in federal government by hiring political loyalists regardless of competence

    An 1830 political cartoon by Thomas Nast about civil service reform shows five people bowing down at a statue of Andrew Jackson.
    Fotosearch/Getty Images

    2. Federal workers have protections against partisan attacks

    Federal workers have had federal legal protections for their hiring and firing in place since the 1880s. This has helped federal employees thwart moves by presidents like Jackson aiming to “control a lot of workers who would serve the president,” and not the American people, according to James L. Perry, a scholar of public affairs at Indiana University, Bloomington.

    The 1883 Pendleton Act ensures that “government workers are hired based on their skills and abilities, not their political views,” Perry says. Congress updated this law in 1978 with the Civil Service Reform Act, which provides additional “protections for workers against being fired for political reasons.”

    “Those rules cover about 99% of staff in the federal civil service. Currently, there are just about 4,000 political appointees,” Perry told Jeff Inglis, an editor at The Conversation U.S., in February 2025.

    Perry points out that the Trump administration’s proposed restructuring would also likely be unpopular among Americans. As many as 87% of Americans have said they want a merit-based, politically neutral civil services, according to Perry



    Read more:
    Trump’s moves to strip employment protections from federal workers threaten to make government function worse – not better

    .

    3. A precarious moral and ethical tightrope

    Leading into Trump’s second term, federal government workers were advised by colleagues to “stay calm and keep their heads down,” and draw minimal attention to their work. This includes not directly using terms like climate change and human rights, which they correctly thought the administration would target, according to Jaime L. Kucinskas, a sociologist at Hamilton College.

    There were some unknowns about how Trump’s second administration would act. But many civil servants also likely understood that “this pressure is real” under the new administration and could affect their day-to-day work, Kucinskas writes.

    Kucinskas interviewed 66 career civil servants from 2017 through 2020. A number of these workers told Kucinskas that working under the first Trump administration caused their mental health and morale to decline. The experience also worsened their productivity and innovation at work.

    “Among a sizable proportion of the people I spoke with, the pressures at work became too much; about a quarter of those I spoke with quit during the first Trump administration,” Kucinskas wrote in January 2025.

    Some civil servants chose to not speak openly about their work experiences with the first Trump administration, including mid-level civil service workers who watched as political appointees “fought over policy agendas levels above them,” according to Kucinskas. Other employees tried to simply keep their work moving, regardless of the politics at play.

    “Yet, even among those who felt most alone, I found they had many experiences in common with others who also felt isolated in trying to walk a precarious moral and ethical tightrope between their desire to faithfully serve the elected president – under chaotic leadership and insufficient and sometimes questionably legal guidance,” Kucinskas wrote, “and do quality work upholding the law and benefiting the nation and the American public



    Read more:
    Civil servants brace for a second Trump presidency

    .”

    This story is a roundup of articles from The Conversation’s archives.

    – ref. Trump is making it easier to fire federal workers, but they have some legal protections – 3 essential reads – https://theconversation.com/trump-is-making-it-easier-to-fire-federal-workers-but-they-have-some-legal-protections-3-essential-reads-256313

    MIL OSI – Global Reports –

  • MIL-OSI: Waterfall Network Augments Web3 Tools with Cascadify and The Lamb

    Source: GlobeNewswire (MIL-OSI)

    Zug, Switzerland , May 14, 2025 (GLOBE NEWSWIRE) — Waterfall Network, a rapidly growing BlockDAG ecosystem focused on scalability and seamless user experience, today announced the launch of Cascadify and The Lamb, two new tools designed to enhance the Web3 builder experience.

    Built on the Waterfall Network, these two complementary platforms offer end-to-end support—from MVP development to secure, transparent fundraising. Together, they provide the technical infrastructure and launch support Web3 projects need to thrive.

    Cascadify and The Lamb benefit from Waterfall’s toolkits, responsive developer support, and ecosystem momentum, helping them deploy faster, engage users efficiently, and reduce technical risk early in the product lifecycle. This powerful combination acts as a CTO-like resource for projects, allowing teams to go from idea to deployment to funding without building from scratch or relying on multiple fragmented services.

    “In the fast-paced world of Web3, startups often face a tough challenge: how to quickly move from idea to product to fundraising, all without a full in-house technical team. That’s where Cascadify and The Lamb come in,” said Sergii Grybniak, Head of Research at Waterfall Network. “These two projects fill a critical gap in the builder’s journey from MVP to community launch. Waterfall’s high-speed DAG architecture and low fees enable them to scale fast and securely.”

    Cascadify is a modular Web3 framework that allows startups to quickly assemble and deploy dApps. Instead of rebuilding the same backend and frontend logic, Cascadify offers a flexible environment where teams can customize user flows, choose only the modules they need, deploy on their own infrastructure or in the cloud. This drastically reduces time-to-market, allowing developers to focus on growth, design, and user experience.

    The Lamb is a compliant OTC token investing platform that wraps allocations into NFTs. Each NFT contains structured vesting logic, giving investors a clear view of unlock schedules, timelines, and project information, all while maintaining decentralization and transparency. With built-in KYC, support for stablecoins and fiat, and monthly withdrawal options, The Lamb is built for serious builders and early supporters alike.

    One of the first projects launching on Cascadify and the Waterfall Network is Petami,  a fresh take on traditional DeFi staking that transforms it into an emotional, gamified experience. Instead of passively blocking tokens, users feed and care for adorable NFT pets. These pets visibly respond to care and nurturing, evolving both emotionally and economically depending on the player’s actions. It was Cascadify and its rich set of different mechanics that allowed for a quick transition into development and more time to focus on the idea and user experience.

    Waterfall Network, launched in 2024, is uniquely positioned to support ecosystem-level growth. Its DAG structure enables parallel processing across multiple levels, significantly increasing throughput while keeping costs low. With more than 20 projects already deployed or in progress, Waterfall is rapidly becoming a go-to network for developers seeking both performance and decentralization.

    For more information, please visit https://cascadify.io and https://thelamb.io or follow @waterfall_dag on X and other channels: 

    Discord: https://discord.gg/Nwb8aR2XvR 
    Telegram: https://t.me/waterfall_network

    About Waterfall
    Waterfall is a leading layer one (L1) architecture aiming to provide a solution for scalability and decentralization to help dAPP developers change the world.  Waterfall’s Directed Acyclic Graph (“DAG”) achieves and allows it to run a validator node from any device, including low-cost laptops and mobile phones in future. Waterfall is Ethereum Virtual Machine (EVM) compatible, allowing for portability of decentralized applications (dAPPs), and has very low hardware requirements for the participants to become validators. 

    The MIL Network –

  • MIL-OSI: Redfin and Magnite Join Forces to Give Advertisers Priority Access to Audience Targeting Across the Homebuying Journey

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, May 14, 2025 (GLOBE NEWSWIRE) —  Redfin (NASDAQ: RDFN), the technology-powered real estate brokerage, has selected Magnite (NASDAQ: MGNI), the largest independent sell-side advertising company, as its preferred SSP to power data-driven deals. Leveraging Magnite’s programmatic technology, Redfin can connect advertisers with exclusive real estate audiences at key moments in their home-buying journey.

    Redfin Media uniquely connects brands with 46 million upwardly mobile customers at each stage of their buying journey. With a vast network including Redfin, Rent.com, ApartmentGuide.com and WalkScore.com, the partnership delivers national scale and hyper-local targeting in a brand safe environment. Using sophisticated intent signals, Redfin uniquely knows when people move, where they are going, and what type of home they are looking for, enabling marketers to reach high-value, hard-to-reach customers.

    “As we build Redfin’s Commerce Media Network, we’re partnering with leading brands and platforms to connect high-intent homebuyers and movers with the right products and services at pivotal moments in their journey—creating meaningful value for both advertisers and consumers,” said Conny Mirza, General Manager of Digital Ads and Partnerships at Redfin.

    “Our collaboration with Magnite gives us the tools to package and activate that opportunity through scalable, transparent programmatic solutions,” said Amit Grover, Head of Programmatic Partnerships at Redfin.

    “Redfin is a trusted source for millions of homebuyers and renters and their insights provide advertisers with a unique opportunity to reach consumers at key decision-making moments,” said Ashley Wheeler, SVP, DV+ Platform at Magnite. “We’re excited to work closely with the Redfin team to enrich their omnichannel inventory and create more impactful advertising experiences.”

    About Magnite

    We’re Magnite (NASDAQ: MGNI), the world’s largest independent sell-side advertising company. Publishers use our technology to monetize their content across all screens and formats including CTV, online video, display, and audio. The world’s leading agencies and brands trust our platform to access brand-safe, high-quality ad inventory and execute billions of advertising transactions each month. Anchored in bustling New York City, sunny Los Angeles, mile high Denver, historic London, colorful Singapore, and down under in Sydney, Magnite has offices across North America, EMEA, LATAM, and APAC.

    About Redfin

    Redfin (www.redfin.com) is a technology-powered real estate company. We help people find a place to live with brokerage, rentals, lending, and title insurance services. We run the country’s #1 real estate brokerage site. Our customers can save thousands in fees while working with a top agent. Our home-buying customers see homes first with on-demand tours, and our lending and title services help them close quickly. Our rentals business empowers millions nationwide to find apartments and houses for rent. Since launching in 2006, we’ve saved customers more than $1.8 billion in commissions. We serve approximately 100 markets across the U.S. and Canada and employ over 4,000 people.

    Media Contact:

    Megan Hughes
    mhughes@magnite.com

    Investor Relations Contact:

    Nick Kormeluk
    nkormeluk@magnite.com
    949-500-0003

    The MIL Network –

  • MIL-OSI: Enphase Energy Announces IQ Batteries Qualify for New York Battery Incentive Program

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., May 14, 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, today announced that homeowners in all of New York’s major investor-owned electric utility service territories who install Enphase IQ® Batteries can now qualify to enroll in the NYSERDA New York Battery Incentive Program. Qualifying homeowners can receive an upfront payment of up to $6,250 through the program.

    Homeowners in the Central Hudson, ConEd, NYSEG, National Grid, Orange and Rockland, and Rochester G&E service areas could receive the upfront incentive. Homeowners in the ConEd territory of New York City and Westchester County are eligible for an upfront incentive of $250/kWh, capped at $6,250 per site. For example, customers who install five IQ® Battery 5Ps could earn $6,250 upfront. Additionally, homeowners in all other utility territories are eligible for an upfront incentive of $200/kWh, capped at $5,000 per site. Homeowners who install five IQ Battery 5Ps can earn up to $5,000 upfront.

    “This incentive program significantly reduces the upfront cost of energy storage for our customers,” said Michael Catizone, president and co-founder at Long Island Power Solutions, an installer of Enphase products in New York. “The combination of the IQ Battery’s reliability with NYSERDA’s incentives creates a compelling value proposition for homeowners looking to gain energy independence.”

    “Our customers consistently praise the seamless integration between Enphase solar and battery products,” said Achilles Tzoulafis, owner of Infinity Energy, an installer of Enphase products in New York. “With this new incentive program, the advanced monitoring and control features of the IQ Battery are now more accessible to New York homeowners concerned about rising energy costs.”

    “With nearly a million homes losing power during major storms in 2024 alone, and unprecedented utility rate hikes across New York, homeowners urgently need reliable backup solutions,” said Steve Kasselman, president and CEO of Kasselman Solar, a Platinum level installer of Enphase products in New York. “At Kasselman Solar, we’ve deployed multiple generations of Enphase battery systems statewide — and the IQ Battery 5P is their smartest, most advanced, and dependable technology yet. NYSERDA’s new incentive makes this proven solution more affordable than ever, providing residents immediate energy independence, lasting savings, and peace of mind that the lights will stay on, no matter what.”

    “There are hundreds of active installers of Enphase products and tens of thousands of existing Enphase solar-only systems that could benefit from this program,” said Ken Fong, senior vice president and general manager of the Americas and APAC at Enphase Energy. “This program can help accelerate the adoption of reliable home energy storage by supporting homeowner energy independence while potentially providing significant savings.”

    NYSERDA opened its registration portal for participating contractors on April 22, 2025, and will start receiving residential incentive applications on June 10, 2025. Enphase IQ Battery 5Ps and soon-to-be-released IQ® Battery 10Cs are expected to qualify for the program. For instructions on how to register and submit an incentive, installers can view the program manual. For more information about the New York Battery Incentive Program, please visit the NYSERDA 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 81.5 million microinverters, and approximately 4.8 million Enphase-based systems have been deployed in over 160 countries. For more information, visit https://investor.enphase.com.

    ©2025 Enphase Energy, Inc. All rights reserved. Enphase Energy, Enphase, the “e” logo, IQ, IQ8, and certain other marks listed at https://enphase.com/trademark-usage-guidelines are trademarks or service marks of Enphase Energy, Inc. 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; expectations regarding NYSERDA New York Battery Incentive Program; and timing and availability of qualifying under the various programs. 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 Security: Toppenish Man Pleads Guilty to Assault and Firearm Charges for Shooting at Law Enforcement

    Source: Office of United States Attorneys

    Yakima, Washington – Acting United States Attorney Richard R. Barker announced that Leland James Vijarro, age 26, of Toppenish, Washington, pled guilty in the U.S. District Court for the Eastern District of Washington to assault and firearm charges for shooting at federal officers.

    Based on court documents and information presented at the change-of-plea hearing, at around 9 p.m. on February 10, 2024, law enforcement in Toppenish, Washington, responded to reports that two vehicles were chasing one another.  According to these reports, the vehicles’ occupants were firing gunshots at one another

    When officers responded to the scene and stopped one of the vehicles involved, Vijarro, who was a passenger in the vehicle, got out and ran from the scene, armed with a .45 caliber pistol and ammunition. Vijarro then fled into a nearby home in attempt to hide from law enforcement. At this point, law enforcement set up a permitter around the home where Vijarro was apparently hiding.

    Just before 11p.m., Vijarro walked into the backyard of the home and fired three shots at law enforcement. Vijarro then stood on top a pallet in the backyard, took up a shooting stance while aiming at law enforcement, and fired two more shots. Two Yakima County Sheriff’s Office vehicles were hit by bullets fired by Vijarro.

    Vijarro eventually surrendered to law enforcement after breaking into a home next door and barricading himself inside. These events, including the shots fired at law enforcement, occurred on the Yakama Nation Indian Reservation. Mr. Vijarro is not an enrolled member of the Yakama Nation.

    At the change-of-plea hearing, Vijarro admitted that he intentionally fired at law enforcement officers, who had set up a perimeter around the home he had barricaded himself in.

    “Firing at law enforcement officers is an intolerable act of violence that puts lives at risk and undermines public safety,” stated Acting United States Attorney Rich Barker. Mr. Vijarro’s reckless and dangerous actions could have resulted in tragedy. I commend the officers involved for their professionalism and restraint.  The U.S. Attorney’s Office is committed to working closely with our federal, state, local, and Tribal partners to hold violent offenders accountable and protect our communities.”

    “During Police Week, we are especially reminded of how law enforcement place themselves daily in harm’s way to protect us. FBI Seattle and our partners are committed to combatting violent crime to keep our communities safe, including on tribal lands,” said W. Mike Herrington, Special Agent in Charge of the FBI Seattle field office. “From the vehicle chase to the hiding in houses, so many parts of this scenario were dangerous and could have resulted in far worse results than the damaged sheriff’s office vehicles. We are thankful no one was injured by Mr. Vijarro’s actions.”

    United States District Judge Mary K. Dimke accepted Vijarro’s plea and set sentencing for August 11, 2025. 

    This case was investigated by the Federal Bureau of Investigation. It is being prosecuted by Assistant United States Attorney Bree R. Black Horse.

    1:24-cr-02055-MKD

    MIL Security OSI –

  • MIL-OSI Security: Fatal crash on Blackfeet Indian Reservation sends Browning man to prison

    Source: Office of United States Attorneys

    GREAT FALLS – A Browning man who admitted to driving while under the influence of drugs and alcohol when he crashed into another vehicle killing the driver was sentenced today to 16 months in prison to be followed by 3 years of supervised release, U.S. Attorney Kurt Alme said.

    Chasen James Kipp, 25, pleaded guilty in December 2024 to involuntary manslaughter.

    Chief U.S. District Judge Brian M. Morris presided.

    The government alleged in court documents that on October 21, 2023, Kipp was driving his 2022 Dodge Charger near the Cut Bank airport when he crossed the center lane of traffic, collided with a sedan, and killed the driver, Jane Doe.

    When law enforcement officers arrived at the scene, they saw Kipp trying to flee. An officer described Kipp staggering and could smell alcohol on him. The officers detained Kipp, who said he had consumed two mixed drinks at the Pioneer Bar in Cut Bank and was returning to his home in Birch Creek. Kipp was arrested and consented to a blood draw, where he told the medical provider he was too drunk to remember the crash and he “came to” when the airbags deployed. He estimated he was driving 60 mph at the time of the crash.

    Paramedics pronounced Jane Doe dead at the scene. She died from blunt force trauma sustained from the crash. The Montana Highway Patrol conducted the crash investigation and determined Kipp was going 82 mph in a 65-mph zone when he crossed the center line and struck Doe’s vehicle. The toxicology report showed his blood alcohol content was .114 and he had cocaine in his system.

    The U.S. Attorney’s Office prosecuted the case. The investigation was conducted by the FBI, Blackfeet Law Enforcement Services, the Cut Bank Police Department, the Glacier County Sheriff’s Office, and the Montana Highway Patrol.

    This case is part of Project Safe Neighborhoods (PSN), a program bringing together all levels of law enforcement and the communities they serve to reduce violent crime and gun violence, and to make our neighborhoods safer for everyone. On May 26, 2021, the Department launched a violent crime reduction strategy strengthening PSN based on these core principles: fostering trust and legitimacy in our communities, supporting community-based organizations that help prevent violence from occurring in the first place, setting focused and strategic enforcement priorities, and measuring the results. For more information about Project Safe Neighborhoods, please visit Justice.gov/PSN.

    XXX

    MIL Security OSI –

  • MIL-OSI Security: Wolf Point man pleads guilty to multiple assault charges on the Fort Peck Indian Reservation

    Source: Office of United States Attorneys

    GREAT FALLS – A Wolf Point man accused of assaulting two individuals on the Fort Peck Indian Reservation admitted to charges today, U.S. Attorney Kurt Alme said.

    The defendant, Philip Ray Azure, 22, pleaded guilty to two counts of assault with a dangerous weapon related to two separate incidents. Azure faces a term of imprisonment of ten years, a $250,000 fine, and three years of supervised release.

    Chief U.S. District Judge Brian M. Morris presided and will determine any sentence after considering the U.S. Sentencing Guidelines and other statutory factors. Sentencing was set for September 24, 2025. Azure was detained pending further proceedings.

    The first incident occurred on March 16, 2023, when Azure went to John Doe’s residence in Wolf Point, on the Fort Peck Indian Reservation. Azure and John Doe were friends and were drinking alcohol together. Azure became intoxicated and was asked to leave for being too loud. A family member of Doe’s, who also lives in the home, started to walk Azure out. As he was leaving, he struck the family member. John Doe confronted Azure about hitting his family member. Azure pulled out a knife and stabbed Doe in the chest and then turned and walked away without saying anything.

    Doe was rushed to the hospital for treatment of his serious injuries. The stab wound pierced his lung, causing a partial collapse that caused blood, gas, and air to build in the space between his lungs and rib cage. Doe was airlifted to Billings for surgery. After surgery to repair his lung, Doe spent a week in the hospital before being discharged.

    The second incident happened on January 27, 2024. Azure and several friends, including two co-defendants, and the victim, John Doe 2, were in a yard in Wolf Point, on the Fort Peck Indian Reservation, playing a game of “slap-boxing.” The fighting escalated and eventually the group separated. Azure and his co-defendants returned home, and John Doe 2 arrived a short time later asking for his phone. Azure and his co-defendants exited the home and confronted Doe 2 in the driveway.

    Several people witnessed the assault. One witness described seeing Azure and his co-defendants hitting John Doe 2 and saw someone using a bat and someone else using a hammer. A second witness saw Azure and his two co-defendants approach Doe 2 while he backed away and said all three “jumped” Doe 2. That witness saw Azure use a bat during the assault.

    Doe 2 died at the scene before law enforcement arrived. According to an autopsy, he died from blunt and sharp force injuries to the head and chest, including a stab wound to the chest that perforated Doe 2’s sternum, heart, and esophagus.

    Azure was arrested the day after the second assault. He initially claimed he wasn’t there when Doe 2 was assaulted. He later admitted he was involved but didn’t remember the details because he was intoxicated. He claimed Doe 2 had a big knife and he ultimately hit Doe 2 with a bat to stop him from using the knife. None of the other witnesses reported seeing Doe 2 with a knife.

    The U.S. Attorney’s Office prosecuted the case. The FBI, Fort Peck Tribes Department of Law and Justice, and Wolf Point Police Department conducted the investigation.

    This case is part of Project Safe Neighborhoods (PSN), a program bringing together all levels of law enforcement and the communities they serve to reduce violent crime and gun violence, and to make our neighborhoods safer for everyone. On May 26, 2021, the Department launched a violent crime reduction strategy strengthening PSN based on these core principles: fostering trust and legitimacy in our communities, supporting community-based organizations that help prevent violence from occurring in the first place, setting focused and strategic enforcement priorities, and measuring the results. For more information about Project Safe Neighborhoods, please visit https://www.justice.gov/psn.

    XXX

    MIL Security OSI –

  • MIL-OSI Security: Troy Man Pleads Guilty to Marijuana Trafficking and Money Laundering Conspiracies

    Source: Office of United States Attorneys

    ALBANY, NEW YORK – Isiah Ti-Quan Clements, aka “Zay,” age 38, of Troy, New York, pled guilty today to marijuana trafficking and money laundering.

    United States Attorney John A. Sarcone III; Bryan Miller, Special Agent in Charge of the New York Field Division of the Bureau of Alcohol, Tobacco, Firearms, and Explosives (ATF); Frank A. Tarentino III, Special Agent in Charge, U.S. Drug Enforcement Administration (DEA), New York Division; Troy Police Chief Daniel DeWolf; and Erin Keegan, Special Agent in Charge of the Buffalo Field Office of Homeland Security Investigations (HSI), made the announcement.

    United States Attorney John A. Sarcone III stated: “This prosecution of a sophisticated marijuana trafficking and money laundering organization was made possible by the close collaboration of federal, state and local law enforcement agencies on both coasts. Marijuana remains illegal under federal law and we continue to investigate and prosecute the criminal organizations profiting mightily from its illicit distribution.”

    Clements admitted to being a member of a marijuana and tetrahydrocannabinols (THC) trafficking organization that cultivated marijuana on a commercial scale in Fresno, California, and shipped thousands of kilograms of marijuana and THC from Fresno to locations throughout the United States, including the Capital Region of New York.  Clements also admitted to laundering marijuana and THC proceeds for the organization. 

    Clements admitted to receiving packages of marijuana shipped by Dwight A. Singletary, II, aka “Nutt” and “Mike Jones,” and McKenzie Merrialice Coles, aka “Kenzie,” from a shipping store in Fresno, Fast Pack & Ship, at his home and a restaurant in Troy.  Clements also arranged shipments of marijuana to his sister, LaFay Pearson, aka “Lala,” at her apartment in Troy, and coordinated the receipt of shipments of marijuana by his aunt, Consanga Harris, aka “Sondy,” at her home in Troy.  After the packages of marijuana were delivered to the defendant, Harris, and Pearson, they were picked up by or dropped off to David Singletary, aka “DB.” 

    Clements was notified of the shipments of marijuana by Coles and Dwight Singletary and was paid between $300 and $400 for each package of marijuana received.  Between June 2018 and May 2022, the defendant received and coordinated the receipt of approximately 1,102 kilograms (2,429 pounds) of marijuana. 

    Clements also laundered marijuana and THC proceeds for the organization, including by exchanging $110,200 in cash drug proceeds consisting of small bills for large bills at a bank and credit union in the Capital Region; purchasing over $127,000 in cashier’s checks with cash drug proceeds; flying from the Capital Region to Fresno with suitcases full of cash drug proceeds; depositing cash drug proceeds into business and other accounts held by Coles and Dwight Singletary; sending over $20,000 in money transfers purchased with cash drug proceeds from the Capital Region to Fresno and Modesto, California; and paying contractors working on properties in the Capital Region owned by Dwight Singletary and his company, DAS Empire, Inc., with cash drug proceeds. 

    Clements faces at least 10 years and up to life in prison on the two counts to which he pled guilty, conspiring to distribute marijuana and conspiring to commit money laundering; fines of up to $10.25 million; and a term of supervised release of between 5 years and life.  A defendant’s sentence is imposed by a judge based on the particular statutes the defendant is charged with violating, the U.S. Sentencing Guidelines and other factors.

    Clements was charged in an indictment with Dwight Singletary, David Singletary, Coles, Pearson, Harris, and 18 other people charging marijuana distribution and money laundering conspiracies, firearms offenses, and other crimes.  Dwight Singletary, David Singletary, and Coles have pled not guilty and are presumed innocent unless and until proven guilty.  The charges in the indictment are merely accusations as to them. 

    In addition to Clements, Person, and Harris, 15 other defendants – Rosemary Coles, Latrice Mumphrey, Lawrence Mumphrey, aka “L,” Sammy Olague, Victor Turner, Kristle Walker, Niara Banks, aka “Nie,” Ruby Ledesma, Lateek White, Onisha Smith, Jazell Shuler, Earnest Flood, aka “Pop,” James Tyrell Daniels, aka “Red” and “Ghost,” Alyssa June White, and Toquanda Ketchmore, aka “Quannie” – previously pled guilty. 

    The ATF, DEA, Troy Police Department and HSI are investigating the case. Assistant U.S. Attorneys Cyrus P.W. Rieck and Dustin C. Segovia are prosecuting the case.

    This prosecution is part of an Organized Crime Drug Enforcement Task Forces (OCDETF) investigation. OCDETF identifies, disrupts, and dismantles the highest-level drug traffickers, money launderers, gangs, and transnational criminal organizations that threaten the United States by using a prosecutor-led, intelligence-driven, multi-agency approach that leverages the strengths of federal, state, and local law enforcement agencies against criminal networks.

    MIL Security OSI –

  • MIL-OSI United Kingdom: Cycle Saturday event at Les Quennevais14 May 2025 Islanders are invited to come along to a free cycling event this Saturday at Les Quennevais Cycle Track, 11am to 4pm. A range of activities will be on offer for all ages and abilities, whether a regular… Read more

    Source: Channel Islands – Jersey

    14 May 2025

    Islanders are invited to come along to a free cycling event this Saturday at Les Quennevais Cycle Track, 11am to 4pm. 

    A range of activities will be on offer for all ages and abilities, whether a regular cycle commuter or learning to ride for the first time: 

    • Try-a-bike: test ride cycles including adapted cycles, cargo cycles, e-bikes and pedal bikes with Powerhouse, Bicycle Workshop and Cycle Without Limits 
    • Learn to ride: join a session with Jersey Sport, open to all ages 
    • Guided cycle rides: to Corbière or St Peter’s Village and return 
    • Cycle clinic: get your cycle safety checked for free by a qualified mechanic 
    • Talk to representatives: from Better Journeys Week and States of Jersey Police 
    • Get a free heart health check: with the cardiology nursing team.

    The event is being hosted by I&E’s Climate Change Engagement team with Jersey Sport and local cycle shops also taking part. 

    More information about the event, including timings of activities can be found on gov.je: Cycle Saturday.​

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: £10 million regeneration scheme set to breathe new life into St James Street

    Source: City of Derby

    A bold £10 million regeneration project has been unveiled, breathing new life into the heart of Derby city centre.

    Developer St James Street (Derby) Ltd, working in partnership with Derby City Council, has launched ambitious plans to restore, regenerate and revitalise more than a dozen properties on St James Street, one of the city’s most historically significant but underused areas.

    The developer acquired the properties from Clowes Developments in summer 2024, supported by Derby City Council and the Government’s Future High Streets Fund (FHSF).

    The properties comprise a mix of long-term vacant ground floor shops and extensive redundant upper floor spaces.

    Marc and Rebecca Brough, owners of the development company, recently acquired Allestree Hall from Derby City Council and are also founders of Cubo, the UK’s fastest growing high-end flex office company.

    St James Street has long been considered an ‘at risk’ street, with vacancy rates consistently exceeding 50%. However, with the opening of the city’s brand-new live entertainment venue, Vaillant Live, and the restored Derby Market Hall, the street is set to gain enhanced visibility and footfall.

    Beginning with the transformation of The Tramshed, a disused historic warehouse space, into Grade A office space, the scheme aims to completely overhaul ground-floor retail units and repurpose extensive, unused upper floors.

    A planning application is now ready to be submitted to create 29 apartments on the upper floors of the properties, stretching from The Strand to the end of St James Street, as well as new shopfronts on the vacant ground floor units.

    Future phases include plans to rejuvenate St James’s Yard and reinstate the pedestrian link from Sadler Gate through to St James Street.

    Rigby & Co acted on behalf of St James Street (Derby) Ltd to acquire the site from Clowes Developments.

    Commenting on the launch of the scheme, Marc Brough said:

    We opened the first Cubo flexible office space at the corner of St James Street in 2020 and it has saddened me to see how this once-thriving street has become so run down and neglected since then.

    As a company we are committed to breathing new life into these buildings – bringing long term vacant buildings back into economic use, driving higher footfall and vibrancy and creating a vibrant environment that will benefit businesses, residents and visitors.

    We could not have embarked on this journey without the unwavering support from Derby City Council and their extended team and partners who have played a key role in helping bring our vision to life through the Future High Streets Fund.

    Councillor Nadine Peatfield, Leader of Derby City Council and Cabinet Member for City Centre, Regeneration, Strategy and Policy, welcomed the news:

    We were thrilled to partner with St James Street (Derby) Ltd on this project to revitalise this key area of our city centre. The team have made rapid progress and we’re looking forward to seeing the first phase of the scheme come to life.

     Working closely with our partners, we’ve been able to make great progress in revitalising areas of our city centre. St James Street is a prime example of how, by collaborating with private sector partners, we can bring our vision for a vibrant city centre to life.

    Commercial property and regeneration specialists Rigby & Co acted for St James Street (Derby) Ltd in acquiring the properties from Clowes Developments.

    Russell Rigby, managing director of Rigby & Co added:

    This is a massive shot in the arm for Derby city centre – the scheme needs vision, pace, experience and a ‘can-do’ attitude to overcome a number of barriers which have previously held this street back from releasing its full potential.

    This ambitious scheme not only signals a new chapter for St James Street, but it also reinforces Derby’s commitment to transforming Derby city centre through innovation and partnership working.

    MIL OSI United Kingdom –

  • MIL-OSI: YieldMax™ ETFs Announces Distributions on TSLY, SNOY, YBIT, ULTY, and Others

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO and MILWAUKEE and NEW YORK, May 14, 2025 (GLOBE NEWSWIRE) — YieldMax™ today announced distributions for the YieldMax™ Weekly Payers and Group A ETFs listed in the table below.

    ETF Ticker1 ETF Name Distribution Frequency Distribution per Share Distribution Rate2,4 30-Day
    SEC Yield3    		 ROC5 Ex-Date & Record Date Payment Date
    CHPY YieldMax™ Semiconductor Portfolio Option Income ETF Weekly $0.3820 – – 100.00% 5/15/25 5/16/25
    GPTY YieldMax™ AI & Tech Portfolio Option Income ETF Weekly $0.2712 33.18% 0.00% 100.00% 5/15/25 5/16/25
    LFGY YieldMax™ Crypto Industry & Tech Portfolio Option Income ETF Weekly $0.4747 61.54% 0.00% 100.00% 5/15/25 5/16/25
    QDTY YieldMax™ Nasdaq 100 0DTE Covered Call ETF Weekly $0.2347 28.60% 0.00% 100.00% 5/15/25 5/16/25
    RDTY YieldMax™ R2000 0DTE Covered Call ETF Weekly $0.2447 27.81% 0.00% 98.80% 5/15/25 5/16/25
    SDTY YieldMax™ S&P 500 0DTE Covered Call ETF Weekly $0.2448 28.90% 0.00% 100.00% 5/15/25 5/16/25
    ULTY YieldMax™ Ultra Option Income Strategy ETF Weekly $0.1059 87.93% 0.00% 100.00% 5/15/25 5/16/25
    YMAG YieldMax™ Magnificent 7 Fund of Option Income ETFs Weekly $0.1998 65.64% 70.00% 94.77% 5/15/25 5/16/25
    YMAX YieldMax™ Universe Fund of Option Income ETFs Weekly $0.1910 71.26% 95.10% 96.24% 5/15/25 5/16/25
    CRSH YieldMax™ Short TSLA Option Income Strategy ETF Every 4 weeks $0.3153 75.37% 1.81% 97.39% 5/15/25 5/16/25
    FEAT YieldMax™ Dorsey Wright Featured 5 Income ETF Every 4 weeks $1.4429 51.04% 55.86% 0.00% 5/15/25 5/16/25
    FIVY YieldMax™ Dorsey Wright Hybrid 5 Income ETF Every 4 weeks $0.9723 32.71% 38.10% 0.00% 5/15/25 5/16/25
    GOOY YieldMax™ GOOGL Option Income Strategy ETF Every 4 weeks $0.3449 37.15% 3.52% 81.91% 5/15/25 5/16/25
    OARK YieldMax™ Innovation Option Income Strategy ETF Every 4 weeks $0.3118 51.21% 3.10% 94.42% 5/15/25 5/16/25
    SNOY YieldMax™ SNOW Option Income Strategy ETF Every 4 weeks $1.3068 101.54% 2.87% 97.27% 5/15/25 5/16/25
    TSLY YieldMax™ TSLA Option Income Strategy ETF Every 4 weeks $0.7600 105.58% 3.27% 97.90% 5/15/25 5/16/25
    TSMY YieldMax™ TSM Option Income Strategy ETF Every 4 weeks $0.7880 65.94% 3.43% 95.70% 5/15/25 5/16/25
    XOMO YieldMax™ XOM Option Income Strategy ETF Every 4 weeks $0.3976 38.87% 3.42% 85.39% 5/15/25 5/16/25
    YBIT YieldMax™ Bitcoin Option Income Strategy ETF Every 4 weeks $0.8697 100.89% 1.20% 99.08% 5/15/25 5/16/25
    Weekly Payers & Group B ETFs scheduled for next week: CHPY GPTY LFGY QDTY RDTY SDTY UTLY YMAG YMAX BABO DIPS FBY GDXY JPMO MARO MRNY NVDY PLTY


    Standardized Performance and Fund details can be obtained by clicking the ETF Ticker in the table above or by visiting us at     www.yieldmaxetfs.com

    Performance data quoted represents past performance and is no guarantee of future results. Investment return and principal value of an investment will fluctuate so that an investor’s shares, when sold or redeemed, may be worth more or less than their original cost and current performance may be lower or higher than the performance quoted above. Performance current to the most recent month-end can be obtained by calling (833) 378-0717.

    Note: DIPS, FIAT, CRSH, YQQQ and WNTR are hereinafter referred to as the “Short ETFs.”

    Distributions are not guaranteed. The Distribution Rate and 30-Day SEC Yield are not indicative of future distributions, if any, on the ETFs. In particular, future distributions on any ETF may differ significantly from its Distribution Rate or 30-Day SEC Yield. You are not guaranteed a distribution under the ETFs. Distributions for the ETFs (if any) are variable and may vary significantly from period to period and may be zero. Accordingly, the Distribution Rate and 30-Day SEC Yield will change over time, and such change may be significant.

    Investors in the Funds will not have rights to receive dividends or other distributions with respect to the underlying reference asset(s).

    1 All YieldMax™ ETFs shown in the table above (except YMAX, YMAG, FEAT, FIVY and ULTY) have a gross expense ratio of 0.99%. YMAX, FEAT have a Management Fee of 0.29% and Acquired Fund Fees and Expenses of 0.99% for a gross expense ratio of 1.28%. YMAG has a management fee of 0.29% and Acquired Fund Fees and Expenses of 0.83% for a gross expense ratio of 1.12%. FIVY has a Management Fee of 0.29% and Acquired Fund Fees and Expenses of 0.59% for a gross expense ratio of 0.88%. “Acquired Fund Fees and Expenses” are indirect fees and expenses that the Fund incurs from investing in the shares of other investment companies, namely other YieldMax™ ETFs. ULTY has a gross expense ratio of 1.40%, and a net expense ratio after the fee waiver of 1.30%. The Advisor has agreed to a fee waiver of 0.10% through at least February 28, 2026.
    2 The Distribution Rate shown is as of close on May 13, 2025. The Distribution Rate is the annual distribution rate an investor would receive if the most recent distribution, which includes option income, remained the same going forward. The Distribution Rate is calculated by annualizing an ETF’s Distribution per Share and dividing such annualized amount by the ETF’s most recent NAV. The Distribution Rate represents a single distribution from the ETF and does not represent its total return. Distributions may also include a combination of ordinary dividends, capital gain, and return of investor capital, which may decrease an ETF’s NAV and trading price over time. As a result, an investor may suffer significant losses to their investment. These Distribution Rates may be caused by unusually favorable market conditions and may not be sustainable. Such conditions may not continue to exist and there should be no expectation that this performance may be repeated in the future.
    3 The 30-Day SEC Yield represents net investment income, which excludes option income, earned by such ETF over the 30-Day period ended April 31, 2025, expressed as an annual percentage rate based on such ETF’s share price at the end of the 30-Day period.
    4 Each ETF’s strategy (except those of the Short ETFs) will cap potential gains if its reference asset’s shares increase in value, yet subjects an investor to all potential losses if the reference asset’s shares decrease in value. Such potential losses may not be offset by income received by the ETF. Each Short ETF’s strategy will cap potential gains if its reference asset decreases in value, yet subjects an investor to all potential losses if the reference asset increases in value. Such potential losses may not be offset by income received by the ETF.
    5 ROC refers to Return of Capital. The ROC percentage is the portion of the distribution that represents an investor’s original investment.
       

    Each Fund has a limited operating history and while each Fund’s objective is to provide current income, there is no guarantee the Fund will make a distribution. Distributions are likely to vary greatly in amount.

    Important Information

    This material must be preceded or accompanied by the prospectus. For all prospectuses, click here.

    Tidal Financial Group is the adviser for all YieldMax™ ETFs.

    THE FUND, TRUST, AND ADVISER ARE NOT AFFILIATED WITH ANY UNDERLYING REFERENCE ASSET.

    Risk Disclosures (applicable to all YieldMax ETFs referenced above, except the Short ETFs)

    YMAX, YMAG, FEAT and FIVY generally invest in other YieldMax™ ETFs. As such, these two Funds are subject to the risks listed in this section, which apply to all the YieldMax™ ETFs they may hold from time to time.

    Investing involves risk. Principal loss is possible.

    Referenced Index Risk. The Fund invests in options contracts that are based on the value of the Index (or the Index ETFs). This subjects the Fund to certain of the same risks as if it owned shares of companies that comprised the Index or an ETF that tracks the Index, even though it does not.

    Indirect Investment Risk. The Index is not affiliated with the Trust, the Fund, the Adviser, or their respective affiliates and is not involved with this offering in any way. Investors in the Fund will not have the right to receive dividends or other distributions or any other rights with respect to the companies that comprise the Index but will be subject to declines in the performance of the Index.

    Russell 2000 Index Risks. The Index, which consists of small-cap U.S. companies, is particularly susceptible to economic changes, as these firms often have less financial resilience than larger companies. Market volatility can disproportionately affect these smaller businesses, leading to significant price swings. Additionally, these companies are often more exposed to specific industry risks and have less diverse revenue streams. They can also be more vulnerable to changes in domestic regulatory or policy environments.

    Call Writing Strategy Risk. The path dependency (i.e., the continued use) of the Fund’s call writing strategy will impact the extent that the Fund participates in the positive price returns of the underlying reference asset and, in turn, the Fund’s returns, both during the term of the sold call options and over longer periods.

    Counterparty Risk. The Fund is subject to counterparty risk by virtue of its investments in options contracts. Transactions in some types of derivatives, including options, are required to be centrally cleared (“cleared derivatives”). In a transaction involving cleared derivatives, the Fund’s counterparty is a clearing house rather than a bank or broker. Since the Fund is not a member of clearing houses and only members of a clearing house (“clearing members”) can participate directly in the clearing house, the Fund will hold cleared derivatives through accounts at clearing members.

    Derivatives Risk. Derivatives are financial instruments that derive value from the underlying reference asset or assets, such as stocks, bonds, or funds (including ETFs), interest rates or indexes. The Fund’s investments in derivatives may pose risks in addition to, and greater than, those associated with directly investing in securities or other ordinary investments, including risk related to the market, imperfect correlation with underlying investments or the Fund’s other portfolio holdings, higher price volatility, lack of availability, counterparty risk, liquidity, valuation and legal restrictions.

    Options Contracts. The use of options contracts involves investment strategies and risks different from those associated with ordinary portfolio securities transactions. The prices of options are volatile and are influenced by, among other things, actual and anticipated changes in the value of the underlying instrument, including the anticipated volatility, which are affected by fiscal and monetary policies and by national and international political, changes in the actual or implied volatility or the reference asset, the time remaining until the expiration of the option contract and economic events.

    Distribution Risk. As part of the Fund’s investment objective, the Fund seeks to provide current income. There is no assurance that the Fund will make a distribution in any given period. If the Fund does make distributions, the amounts of such distributions will likely vary greatly from one distribution to the next.

    High Portfolio Turnover Risk. The Fund may actively and frequently trade all or a significant portion of the Fund’s holdings. A high portfolio turnover rate increases transaction costs, which may increase the Fund’s expenses.

    Liquidity Risk. Some securities held by the Fund, including options contracts, may be difficult to sell or be illiquid, particularly during times of market turmoil.

    Non-Diversification Risk. Because the Fund is “non-diversified,” it may invest a greater percentage of its assets in the securities of a single issuer or a smaller number of issuers than if it was a diversified fund.

    New Fund Risk. The Fund is a recently organized management investment company with no operating history. As a result, prospective investors do not have a track record or history on which to base their investment decisions.

    Price Participation Risk. The Fund employs an investment strategy that includes the sale of call option contracts, which limits the degree to which the Fund will participate in increases in value experienced by the underlying reference asset over the Call Period.

    Single Issuer Risk. Issuer-specific attributes may cause an investment in the Fund to be more volatile than a traditional pooled investment which diversifies risk or the market generally. The value of the Fund, which focuses on an individual security (ARKK, TSLA, AAPL, NVDA, AMZN, META, GOOGL, NFLX, COIN, MSFT, DIS, XOM, JPM, AMD, PYPL, SQ, MRNA, AI, MSTR, Bitcoin ETP, GDX®, SNOW, ABNB, BABA, TSM, SMCI, PLTR, MARA, CVNA, HOOD), may be more volatile than a traditional pooled investment or the market as a whole and may perform differently from the value of a traditional pooled investment or the market as a whole.

    Inflation Risk. Inflation risk is the risk that the value of assets or income from investments will be less in the future as inflation decreases the value of money. As inflation increases, the present value of the Fund’s assets and distributions, if any, may decline.

    Indirect Investment Risk. The Index is not affiliated with the Trust, the Fund, the Adviser, or their respective affiliates and is not involved with this offering in any way.

    Risk Disclosures (applicable only to GPTY)

    Artificial Intelligence Risk. Issuers engaged in artificial intelligence typically have high research and capital expenditures and, as a result, their profitability can vary widely, if they are profitable at all. The space in which they are engaged is highly competitive and issuers’ products and services may become obsolete very quickly. These companies are heavily dependent on intellectual property rights and may be adversely affected by loss or impairment of those rights. The issuers are also subject to legal, regulatory, and political changes that may have a large impact on their profitability. A failure in an issuer’s product or even questions about the safety of the product could be devastating to the issuer, especially if it is the marquee product of the issuer. It can be difficult to accurately capture what qualifies as an artificial intelligence company.

    Technology Sector Risk. The Fund will invest substantially in companies in the information technology sector, and therefore the performance of the Fund could be negatively impacted by events affecting this sector. Market or economic factors impacting technology companies and companies that rely heavily on technological advances could have a significant effect on the value of the Fund’s investments. The value of stocks of information technology companies and companies that rely heavily on technology is particularly vulnerable to rapid changes in technology product cycles, rapid product obsolescence, government regulation and competition, both domestically and internationally, including competition from foreign competitors with lower production costs. Stocks of information technology companies and companies that rely heavily on technology, especially those of smaller, less-seasoned companies, tend to be more volatile than the overall market. Information technology companies are heavily dependent on patent and intellectual property rights, the loss or impairment of which may adversely affect profitability.

    Risk Disclosure (applicable only to MARO)

    Digital Assets Risk: The Fund does not invest directly in Bitcoin or any other digital assets. The Fund does not invest directly in derivatives that track the performance of Bitcoin or any other digital assets. The Fund does not invest in or seek direct exposure to the current “spot” or cash price of Bitcoin. Investors seeking direct exposure to the price of Bitcoin should consider an investment other than the Fund. Digital assets like Bitcoin, designed as mediums of exchange, are still an emerging asset class. They operate independently of any central authority or government backing and are subject to regulatory changes and extreme price volatility.

    Risk Disclosures (applicable only to BABO and TSMY)

    Currency Risk: Indirect exposure to foreign currencies subjects the Fund to the risk that currencies will decline in value relative to the U.S. dollar. Currency rates in foreign countries may fluctuate significantly over short periods of time for a number of reasons, including changes in interest rates and the imposition of currency controls or other political developments in the U.S. or abroad.

    Depositary Receipts Risk: The securities underlying BABO and TSMY are American Depositary Receipts (“ADRs”). Investment in ADRs may be less liquid than the underlying shares in their primary trading market.

    Foreign Market and Trading Risk: The trading markets for many foreign securities are not as active as U.S. markets and may have less governmental regulation and oversight.

    Foreign Securities Risk: Investments in securities of non-U.S. issuers involve certain risks that may not be present with investments in securities of U.S. issuers, such as risk of loss due to foreign currency fluctuations or to political or economic instability, as well as varying regulatory requirements applicable to investments in non-U.S. issuers. There may be less information publicly available about a non-U.S. issuer than a U.S. issuer. Non-U.S. issuers may also be subject to different regulatory, accounting, auditing, financial reporting, and investor protection standards than U.S. issuers.

    Risk Disclosures (applicable only to GDXY)

    Risk of Investing in Foreign Securities. The Fund is exposed indirectly to the securities of foreign issuers selected by GDX®’s investment adviser, which subjects the Fund to the risks associated with such companies. Investments in the securities of foreign issuers involve risks beyond those associated with investments in U.S. securities.

    Risk of Investing in Gold and Silver Mining Companies. The Fund is exposed indirectly to gold and silver mining companies selected by GDX®’s investment adviser, which subjects the Fund to the risks associated with such companies.

    The Fund invests in options contracts based on the value of the VanEck Gold Miners ETF (GDX®), which subjects the Fund to some of the same risks as if it owned GDX®, as well as the risks associated with Canadian, Australian and Emerging Market Issuers, and Small-and Medium-Capitalization companies.

    Risk Disclosures (applicable only to YBIT)

    YBIT does not invest directly in Bitcoin or any other digital assets. YBIT does not invest directly in derivatives that track the performance of Bitcoin or any other digital assets. YBIT does not invest in or seek direct exposure to the current “spot” or cash price of Bitcoin. Investors seeking direct exposure to the price of Bitcoin should consider an investment other than YBIT.

    Bitcoin Investment Risk: The Fund’s indirect investment in Bitcoin, through holdings in one or more Underlying ETPs, exposes it to the unique risks of this emerging innovation. Bitcoin’s price is highly volatile, and its market is influenced by the changing Bitcoin network, fluctuating acceptance levels, and unpredictable usage trends.

    Digital Assets Risk: Digital assets like Bitcoin, designed as mediums of exchange, are still an emerging asset class. They operate independently of any central authority or government backing and are subject to regulatory changes and extreme price volatility. Potentially No 1940 Act Protections. As of the date of this Prospectus, there is only a single eligible Underlying ETP, and it is an investment company subject to the 1940 Act.

    Bitcoin ETP Risk: The Fund invests in options contracts that are based on the value of the Bitcoin ETP. This subjects the Fund to certain of the same risks as if it owned shares of the Bitcoin ETP, even though it does not. Bitcoin ETPs are subject, but not limited, to significant risk and heightened volatility. An investor in a Bitcoin ETP may lose their entire investment. Bitcoin ETPs are not suitable for all investors. In addition, not all Bitcoin ETPs are registered under the Investment Company Act of 1940. Those Bitcoin ETPs that are not registered under such statute are therefore not subject to the same regulations as exchange traded products that are so registered.

    Risk Disclosures (applicable only to the Short ETFs)

    Investing involves risk. Principal loss is possible.

    Price Appreciation Risk. As part of the Fund’s synthetic covered put strategy, the Fund purchases and sells call and put option contracts that are based on the value of the underlying reference asset. This strategy subjects the Fund to certain of the same risks as if it shorted the underlying reference asset, even though it does not. By virtue of the Fund’s indirect inverse exposure to changes in the value of the underlying reference asset, the Fund is subject to the risk that the value of the underlying reference asset increases. If the value of the underlying reference asset increases, the Fund will likely lose value and, as a result, the Fund may suffer significant losses.

    Put Writing Strategy Risk. The path dependency (i.e., the continued use) of the Fund’s put writing (selling) strategy will impact the extent that the Fund participates in decreases in the value of the underlying reference asset and, in turn, the Fund’s returns, both during the term of the sold put options and over longer periods.

    Purchased OTM Call Options Risk. The Fund’s strategy is subject to potential losses if the underlying reference asset increases in value, which may not be offset by the purchase of out-of-the-money (OTM) call options. The Fund purchases OTM calls to seek to manage (cap) the Fund’s potential losses from the Fund’s short exposure to the underlying reference asset if it appreciates significantly in value. However, the OTM call options will cap the Fund’s losses only to the extent that the value of the underlying reference asset increases to a level that is at or above the strike level of the purchased OTM call options. Any increase in the value of the underlying reference asset to a level that is below the strike level of the purchased OTM call options will result in a corresponding loss for the Fund. For example, if the OTM call options have a strike level that is approximately 100% above the then-current value of the underlying reference asset at the time of the call option purchase, and the value of the underlying reference asset increases by at least 100% during the term of the purchased OTM call options, the Fund will lose all its value. Since the Fund bears the costs of purchasing the OTM calls, such costs will decrease the Fund’s value and/or any income otherwise generated by the Fund’s investment strategy.

    Counterparty Risk. The Fund is subject to counterparty risk by virtue of its investments in options contracts. Transactions in some types of derivatives, including options, are required to be centrally cleared (“cleared derivatives”). In a transaction involving cleared derivatives, the Fund’s counterparty is a clearing house rather than a bank or broker. Since the Fund is not a member of clearing houses and only members of a clearing house (“clearing members”) can participate directly in the clearing house, the Fund will hold cleared derivatives through accounts at clearing members.

    Derivatives Risk. Derivatives are financial instruments that derive value from the underlying reference asset or assets, such as stocks, bonds, or funds (including ETFs), interest rates or indexes. The Fund’s investments in derivatives may pose risks in addition to, and greater than, those associated with directly investing in securities or other ordinary investments, including risk related to the market, imperfect correlation with underlying investments or the Fund’s other portfolio holdings, higher price volatility, lack of availability, counterparty risk, liquidity, valuation and legal restrictions.

    Options Contracts. The use of options contracts involves investment strategies and risks different from those associated with ordinary portfolio securities transactions. The prices of options are volatile and are influenced by, among other things, actual and anticipated changes in the value of the underlying reference asset, including the anticipated volatility, which are affected by fiscal and monetary policies and by national and international political, changes in the actual or implied volatility or the reference asset, the time remaining until the expiration of the option contract and economic events.

    Distribution Risk. As part of the Fund’s investment objective, the Fund seeks to provide current income. There is no assurance that the Fund will make a distribution in any given period. If the Fund does make distributions, the amounts of such distributions will likely vary greatly from one distribution to the next.

    High Portfolio Turnover Risk. The Fund may actively and frequently trade all or a significant portion of the Fund’s holdings.

    Liquidity Risk. Some securities held by the Fund, including options contracts, may be difficult to sell or be illiquid, particularly during times of market turmoil.

    Non-Diversification Risk. Because the Fund is “non-diversified,” it may invest a greater percentage of its assets in the securities of a single issuer or a smaller number of issuers than if it was a diversified fund.

    New Fund Risk. The Fund is a recently organized management investment company with no operating history. As a result, prospective investors do not have a track record or history on which to base their investment decisions.

    Price Participation Risk. The Fund employs an investment strategy that includes the sale of put option contracts, which limits the degree to which the Fund will participate in decreases in value experienced by the underlying reference asset over the Put Period.

    Single Issuer Risk. Issuer-specific attributes may cause an investment in the Fund to be more volatile than a traditional pooled investment which diversifies risk or the market generally. The value of the Fund, for any Fund that focuses on an individual security (e.g., TSLA, COIN, NVDA, MSTR), may be more volatile than a traditional pooled investment or the market as a whole and may perform differently from the value of a traditional pooled investment or the market as a whole. Inflation Risk. Inflation risk is the risk that the value of assets or income from investments will be less in the future as inflation decreases the value of money. As inflation increases, the present value of the Fund’s assets and distributions, if any, may decline.

    Risk Disclosures (applicable only to CHPY)

    Semiconductor Industry Risk. Semiconductor companies may face intense competition, both domestically and internationally, and such competition may have an adverse effect on their profit margins. Semiconductor companies may have limited product lines, markets, financial resources or personnel. Semiconductor companies’ supply chain and operations are dependent on the availability of materials that meet exacting standards and the use of third parties to provide components and services.

    The products of semiconductor companies may face obsolescence due to rapid technological developments and frequent new product introduction, unpredictable changes in growth rates and competition for the services of qualified personnel. Capital equipment expenditures could be substantial, and equipment generally suffers from rapid obsolescence. Companies in the semiconductor industry are heavily dependent on patent and intellectual property rights. The loss or impairment of these rights would adversely affect the profitability of these companies.

    Risk Disclosures (applicable only to YQQQ)

    Index Overview. The Nasdaq 100 Index is a benchmark index that includes 100 of the largest non-financial companies listed on the Nasdaq Stock Market, based on market capitalization.

    Index Level Appreciation Risk. As part of the Fund’s synthetic covered put strategy, the Fund purchases and sells call and put option contracts that are based on the Index level. This strategy subjects the Fund to certain of the same risks as if it shorted the Index, even though it does not. By virtue of the Fund’s indirect inverse exposure to changes in the Index level, the Fund is subject to the risk that the Index level increases. If the Index level increases, the Fund will likely lose value and, as a result, the Fund may suffer significant losses. The Fund may also be subject to the following risks: innovation and technological advancement; strong market presence of Index constituent companies; adaptability to global market trends; and resilience and recovery potential.

    Index Level Participation Risk. The Fund employs an investment strategy that includes the sale of put option contracts, which limits the degree to which the Fund will benefit from decreases in the Index level experienced over the Put Period. This means that if the Index level experiences a decrease in value below the strike level of the sold put options during a Put Period, the Fund will likely not experience that increase to the same extent and any Fund gains may significantly differ from the level of the Index losses over the Put Period. Additionally, because the Fund is limited in the degree to which it will participate in decreases in value experienced by the Index level over each Put Period, but has significant negative exposure to any increases in value experienced by the Index level over the Put Period, the NAV of the Fund may decrease over any given period. The Fund’s NAV is dependent on the value of each options portfolio, which is based principally upon the inverse of the performance of the Index level. The Fund’s ability to benefit from the Index level decreases will depend on prevailing market conditions, especially market volatility, at the time the Fund enters into the sold put option contracts and will vary from Put Period to Put Period. The value of the options contracts is affected by changes in the value and dividend rates of component companies that comprise the Index, changes in interest rates, changes in the actual or perceived volatility of the Index and the remaining time to the options’ expiration, as well as trading conditions in the options market. As the Index level changes and time moves towards the expiration of each Put Period, the value of the options contracts, and therefore the Fund’s NAV, will change. However, it is not expected for the Fund’s NAV to directly inversely correlate on a day-to-day basis with the returns of the Index level. The amount of time remaining until the options contract’s expiration date affects the impact that the value of the options contracts has on the Fund’s NAV, which may not be in full effect until the expiration date of the Fund’s options contracts. Therefore, while changes in the Index level will result in changes to the Fund’s NAV, the Fund generally anticipates that the rate of change in the Fund’s NAV will be different than the inverse of the changes experienced by the Index level.

    YieldMax™ ETFs are distributed by Foreside Fund Services, LLC. Foreside is not affiliated with Tidal Financial Group, or YieldMax™ ETFs.

    © 2025 YieldMax™ ETFs

    The MIL Network –

  • MIL-OSI: Construction begins on New York’s largest solar energy project

    Source: GlobeNewswire (MIL-OSI)

    ELBA, N.Y., May 14, 2025 (GLOBE NEWSWIRE) — Greenbacker Renewable Energy Company LLC (“Greenbacker”), an energy transition-focused investment manager and independent power producer, today announced the start of major construction activities on its Cider Solar Farm (“Cider”) in Genesee County, New York. Cider, which broke ground on early construction activities in late 2024, was the first renewable energy project of its kind to receive a siting permit from the state’s Office of Renewable Energy Siting and Transmission (“ORES”) under Section 94-c rules and, upon completion in late 2026, will be New York’s largest solar farm to date.

    “We are pleased to begin major construction on New York’s largest solar energy project yet,” said Dan de Boer, Greenbacker Interim CEO and Head of Infrastructure. “Cider offers tangible economic benefits to Genesee County communities and the broader region, and it represents an important milestone in New York’s clean energy transition that will power the state forward for years to come.”

    Cider will deliver significant energy and economic benefits to its surrounding communities. Once it enters commercial operation, Cider is expected to supply about one million megawatt-hours of renewable electricity per year – enough to power approximately 120,000 New York households.1 The project is also projected to generate roughly $100 million in revenue to the Genesee County community over its operational lifespan through property taxes, host community agreements, and tax benefits.

    Cider’s initial construction phase will focus on substantive civil and mechanical activities, including placement of steel piling and racking for solar modules. All phases of construction are expected to be fully underway by mid-summer, including electrical wiring and installation of the high-voltage utility interconnection infrastructure.

    The utility-scale photovoltaic solar project, which spans approximately 2,500 acres, will also support hundreds of construction jobs. Since day one, Greenbacker has committed to working with local Genesee County organized labor whenever possible and seeks to meet – and exceed – all wage and hiring requirements outlined by the state. Additionally, Greenbacker has secured a Project Labor Agreement with a New York-based bona fide building and construction trade organization to ensure Cider is staffed with experienced, skilled, and trained union workers.

    “Our union is pleased to provide local, highly skilled labor supporting Cider’s construction,” said Carpenter’s Local 276 Business Manager Chris Austin. “While this is an important moment for New York’s green energy ambitions, it is an even bigger indicator of the growing strength of our state’s specialized workforce—which is drawn chiefly from labor unions like ours—to support projects like Cider in the Empire State.”

    Greenbacker became Cider’s long-term owner and operator following its acquisition of the project from Hecate Energy LLC (“Hecate”), a leading developer of renewable power projects and energy storage solutions in the U.S. Cider is Greenbacker’s largest clean energy project to date, for which it secured $950 million in aggregate financing to support its acquisition, construction, and operation.

    The project also plans to employ agrivoltaics—the practice of utilizing a site for both solar photovoltaic power generation and agricultural activities. Initially, Cider plans to host rotational sheep grazing on over 300 acres, with the potential to host additional acreage over Cider’s operational lifetime, as part of a more cost-effective, nature-based approach to vegetation management at the site.

    The start of Cider’s construction marks an important milestone in New York’s efforts to build a robust green energy workforce and achieve its clean energy goals. Solar projects like Cider have created 14,000 good-paying jobs statewide.2 During its first year of operation, the energy generated by Cider is expected to offset approximately 680,000 metric tons of carbon dioxide,3 which according to the U.S. Environmental Protection Agency is equivalent to the annual emissions from over 150,000 passenger vehicles.

    As of December 31, 2024, Greenbacker’s clean energy assets had cumulatively produced more than 11 million MWh of clean power since January 2016, abating over 7 million metric tons of carbon4 and saving nearly 8 billion gallons of water.5 Greenbacker’s fleet of operating and pre-operating projects currently support, or are expected to support, thousands of green jobs.6

    Additional information regarding Greenbacker can also be found in the company’s impact report. For more information on Hecate Energy and the Cider Solar Farm, visit www.CiderSolarFarm.com.

    About Greenbacker Renewable Energy Company
    Greenbacker Renewable Energy Company LLC is a publicly reporting, non-traded limited liability sustainable infrastructure company that both acquires and manages income-producing renewable energy and other energy-related businesses, including solar and wind farms, and provides asset management services to other renewable energy investment vehicles. We seek to acquire and operate high-quality projects that sell clean power under long-term contracts to high-creditworthy counterparties such as utilities, municipalities, and corporations. We are long-term owner-operators, who strive to be good stewards of the land and responsible members of the communities in which we operate. Greenbacker conducts its asset management business through its wholly owned subsidiary, Greenbacker Capital Management, LLC, an SEC-registered investment adviser. We believe our focus on power production and asset management creates value that we can then pass on to our shareholders—while facilitating the transition toward a clean energy future. For more information, please visit https://greenbackercapital.com.

    1Governor Hochul Announces Siting Approval of New York’s Largest Solar Facility to Date, governor.ny.gov.

    2New York State Has Achieved Major Solar Milestone A Year Early, NYSERDA, October 2024.

    3Greenhouse Gas Equivalencies Calculator, US EPA.

    4 Data is as of December 31, 2024. When compared with a similar amount of power generation from fossil fuels. Carbon abatement is calculated using the EPA Greenhouse Gas Equivalencies Calculator which uses the Avoided Emissions and generation Tool (AVERT) US national weighted average CO2 marginal emission rate to convert reductions of kilowatt-hours into avoided units of carbon dioxide emissions.

    5 Data is as of December 31, 2024. Water saved by Greenbacker’s clean energy projects is compared to the amount of water needed to produce the same amount of power by burning coal. Gallons of water saved are calculated based on Operational water consumption and withdrawal factors for electricity generating technologies: a review of existing literature – IOPscience, J Macknick et al 2012 Environ. Res. Lett. 7 045802.

    6 Data is as of December 31, 2024. Green jobs calculated using The National Renewable Energy Laboratory (NREL) State Clean Energy Employment Projection Support, nrel.gov.

    The MIL Network –

  • MIL-OSI: Calian Reports Results for the Second Quarter

    Source: GlobeNewswire (MIL-OSI)

    (All amounts in release are in Canadian dollars)

    OTTAWA, Ontario, May 14, 2025 (GLOBE NEWSWIRE) — Calian® Group Ltd. (TSX:CGY), a mission critical solutions company, with a focus on defence, space, healthcare and strategic growth markets, today released its results for the second quarter ended March 31, 2025.

    “Our consolidated second quarter results reflect momentum in some areas, whilst challenging headwinds in others,” said Kevin Ford, Calian CEO. “Our defence solutions in both North America and Europe grew by 13%, highlighting the increasing need for global security and operational readiness. Our ITCS business saw a more challenging environment due to slower customer demand, and one-time investments we have made to re-position our offerings for long-term growth.”

    Q2-25 Highlights:

    • Revenue at $194 million
    • Gross margin at 33.4%
    • Adjusted EBITDA1 of $17 million
    • Operating free cash flow1 of $10 million
    • Very strong signings of $248 million
    • Growth in our defence end market solutions of 13%
    • Since the launch of the NCIB, the Company repurchased 416,812 shares, or 4% of the float, in consideration of $19.7 million
    • Increasing NCIB – plan to repurchase up to 6% of float in FY25
    • Guidance withdrawn due to ongoing economic and geopolitical uncertainty as well as limited visibility and timing of key opportunities in the ITCS segment
    • Completed the acquisition of Advanced Medical Solutions (“AMS”) after quarter end

    “Given ongoing economic and geopolitical uncertainty as well as limited visibility and timing of key opportunities in the ITCS segment,  we have made the decision to withdraw our guidance. Despite this, we remain confident in the future growth of Calian given strong momentum in signings, our backlog of close to $1.4 billion, including AMS, optimism around defence spending and a robust M&A pipeline – underscored by our most recent acquisition of AMS.”

                       
    Financial Highlights Three months ended Six months ended
    (i(in millions of $, except per share & margins) March 31, March 31,
      2025     20242   %   2025     20242   %
    Revenue 193.7     201.3   (4)%   378.7     380.4   — %
    Adjusted EBITDA1 17.4     27.2   (36)%   35.2     48.5   (27)%
    Adjusted EBITDA %1 9.0 %   13.5 % (450)bps   9.3 %   12.7 % (340)bps 
    Adjusted Net Profit1 11.1     19.0   (42)%   21.5     33.0   (35)%
    Adjusted EPS Diluted1 0.93     1.58   (41)%   1.81     2.73   (34)%
    Operating Free Cash Flow1 9.8     21.0   (53)%   22.9     38.2   (40)%
                       
                       

    1 This is a non-GAAP measure. Please refer to the section “Reconciliation of non-GAAP measures to most comparable IFRS measures” at the end of this press release.
    2 Certain comparative figures have been reclassified to align with the current year’s presentation. For more information, please see the selected consolidated financial information section of the management discussion and analysis.

    Access the full report on the Calian Financials web page.

    Register for the conference call on Wednesday, May 14, 2025, 8:30 a.m. Eastern Time.

    Second Quarter Results

    Revenues decreased 4%, from $201 million to $194 million. Acquisitive growth was 4% and was generated by the acquisitions of the nuclear assets from MDA Ltd and Mabway completed last year. Organic growth was down 8% primarily due to reductions in the ITCS segment, partially offset by 51% organic growth in nuclear services, GNSS antenna products and defence solutions.

    Gross margin stood at 33.4% slightly down compared to the same period last year and it represents the 12th quarter above the 30% mark. Adjusted EBITDA1 stood at $17 million, down 36% from $27 million last year, due to revenue slow downs in the current year, combined with a slight decrease in margin percentage, and investments made in selling and marketing efforts to build pipeline for future years. In the United States macro-economic uncertainty resulted in more cautious customer behavior and the Canadian election one month prior to our quarter end did impact the timing of revenues. As a result, adjusted EBITDA1 margin decreased to 9.0%, from 13.5% last year.  

    Net profit decreased to $0.3 million, or $0.02 per diluted share, from $4.9 million, or $0.41 per diluted share last year. This decrease in profitability is primarily due to investments in our selling capacity, amortization and deemed compensation expenses related to acquisitions. Adjusted net profit1 was $11.1 million, or $0.93 per diluted share, down from $19.0 million, or $1.58  per diluted share last year.

    1 This is a non-GAAP measure. Please refer to the section “Reconciliation of non-GAAP measures to most comparable IFRS measures” at the end of the press release.

    Liquidity and Capital Resources

    “In the second quarter we generated $10 million in operating free cash flow1, representing a 56% conversion rate from adjusted EBITDA1,” said Patrick Houston, Calian CFO. “We used our cash and a portion of our credit facility to make capital expenditure investments for $2 million. We also provided a return to shareholders in the form of dividends for $3 million and share buybacks for $4 million. We ended the quarter with a net debt to adjusted EBITDA1 ratio of 0.7x, well-positioned to pursue our growth objectives,” concluded Mr. Houston.

    1 This is a non-GAAP measure. Please refer to the section “Reconciliation of non-GAAP measures to most comparable IFRS measures” at the end of the press release.

    Normal Course Issuer Bid

    In the three-month period ended March 31, 2025, the Company repurchased 93,900 shares for cancellation in consideration of $4.4 million. For the six-month period ended March 31, 2025, the Company repurchased 195,250 shares for cancellation in consideration of $9.3 million. For the remainder of the fiscal year, the Company plans on accelerating its share buybacks by combining daily repurchases with block trades. Its intention is to repurchase up to 6% of the Company’s public float as defined at the time of the NCIB announcement on August 16, 2024.

    Appointed New Regional VP of Defence for Europe, U.K. and NATO

    On January 23, 2025, Calian announced the appointment of Major-General (Ret.) Roch Pelletier to the role of Regional Vice President (RVP) Global Defence & Security. This newly created role addresses the growth of Calian’s defence business, driven by increased global military spending, geopolitical instability and the rising demand for advanced technologies. This appointment will advance Calian’s strategic business development, strengthen relationships with stakeholders, and provide operational support to drive growth and efficiencies within the region.

    Appointed New Board Member

    On April 24, 2025, Calian announced the appointment of Eric Demirian to its Board of Directors. Demirian is currently chair of Descartes and a director of IMAX Corporation. He has held board and audit committee roles at a number of public and private companies including Enghouse. With the recent additions of Josh Blair and Lisa Greatrix in February, the appointment of Demirian brings the total number of board members to 10, of which nine are independent and half are women.

    Completed the Acquisition of Advanced Medical Solutions

    On May 14, 2025, Calian acquired Advanced Medical Solutions (AMS), a leading provider of remote and emergency healthcare services in Northern Canada. Headquartered in Yellowknife, Northwest Territories (NWT), AMS is a Canadian-owned company that specializes in the delivery of 24/7/365 operational and medical support across Canada’s northern regions, including the NWT, Yukon, Nunavut and parts of Canada’s northern provinces.  Founded in 1995, the company employs over 300 frontline medical personnel who deliver well-rounded, full-spectrum healthcare services through six distinct divisions.

    Quarterly Dividend

    On May 13, 2025, Calian declared a quarterly dividend of $0.28 per share. The dividend is payable June 10, 2025, to shareholders of record as of May 27, 2025. Dividends paid by the Company are considered “eligible dividend” for tax purposes.

    About Calian

    www.calian.com

    We keep the world moving forward. Calian® helps people communicate, innovate, learn and lead safe and healthy lives. Every day, our employees live our values of customer commitment, integrity, innovation, respect and teamwork to engineer reliable solutions that solve complex challenges. That’s Confidence. Engineered. A stable and growing 40-year company, we are headquartered in Ottawa with offices and projects spanning North American, European and international markets. Visit calian.com to learn about innovative healthcare, communications, learning and cybersecurity solutions.

    Product or service names mentioned herein may be the trademarks of their respective owners. 

    Media inquiries:
    media@calian.com
    613-599-8600

    Investor Relations inquiries:
    ir@calian.com

    —————————————————————————–
    DISCLAIMER

    Certain information included in this press release is forward-looking and is subject to important risks and uncertainties. The results or events predicted in these statements may differ materially from actual results or events. Such statements are generally accompanied by words such as “intend”, “anticipate”, “believe”, “estimate”, “expect” or similar statements. Factors which could cause results or events to differ from current expectations include, among other things: the impact of price competition; scarce number of qualified professionals; the impact of rapid technological and market change; loss of business or credit risk with major customers; technical risks on fixed price projects; general industry and market conditions and growth rates; international growth and global economic conditions, and including currency exchange rate fluctuations; and the impact of consolidations in the business services industry. For additional information with respect to certain of these and other factors, please see the Company’s most recent annual report and other reports filed by Calian with the Ontario Securities Commission. Calian disclaims any intention or obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. No assurance can be given that actual results, performance or achievement expressed in, or implied by, forward-looking statements within this disclosure will occur, or if they do, that any benefits may be derived from them.

    Calian · Head Office · 770 Palladium Drive · Ottawa · Ontario · Canada · K2V 1C8
    Tel: 613.599.8600 · Fax: 613-592-3664 · General info email: info@calian.com

     
    CALIAN GROUP LTD.
    UNAUDITED INTERIM CONDENSED CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
    As at March 31, 2025 and September 30, 2024
    (Canadian dollars in thousands, except per share data)
                   
      March 31,   September 30,
      2025   2024
    ASSETS              
    CURRENT ASSETS              
    Cash and cash equivalents $ 64,150     $ 51,788  
    Accounts receivable   213,476       157,376  
    Work in process   19,537       20,437  
    Inventory   26,805       23,199  
    Prepaid expenses   23,328       23,978  
    Derivative assets   71       32  
    Total current assets   347,367       276,810  
    NON-CURRENT ASSETS              
    Property, plant and equipment   40,835       40,962  
    Right of use assets   41,556       36,383  
    Prepaid expenses   7,018       7,820  
    Deferred tax asset   3,464       3,425  
    Investments   3,875       3,875  
    Acquired intangible assets   116,457       128,253  
    Goodwill   214,640       210,392  
    Total non-current assets   427,845       431,110  
    TOTAL ASSETS $ 775,212     $ 707,920  
    LIABILITIES AND SHAREHOLDERS’ EQUITY              
    CURRENT LIABILITIES              
    Accounts payable and accrued liabilities $ 171,962     $ 124,884  
    Provisions   1,873       3,075  
    Unearned contract revenue   41,447       41,723  
    Lease obligations   6,103       5,645  
    Contingent earn-out   30,978       39,136  
    Derivative liabilities   151       92  
    Total current liabilities   252,514       214,555  
    NON-CURRENT LIABILITIES              
    Debt facility   120,750       89,750  
    Lease obligations   38,714       33,798  
    Unearned contract revenue   17,164       14,503  
    Contingent earn-out   2,692       2,697  
    Deferred tax liabilities   21,557       25,862  
    Total non-current liabilities   200,877       166,610  
    TOTAL LIABILITIES   453,391       381,165  
                   
    SHAREHOLDERS’ EQUITY              
    Issued capital   226,347       225,747  
    Contributed surplus   5,193       6,019  
    Retained earnings   78,501       91,268  
    Accumulated other comprehensive income (loss)   11,780       3,721  
    TOTAL SHAREHOLDERS’ EQUITY   321,821       326,755  
    TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY $ 775,212     $ 707,920  
    Number of common shares issued and outstanding   11,690,276       11,802,364  
                   
    CALIAN GROUP LTD.
    UNAUDITED INTERIM CONDENSED CONSOLIDATED STATEMENTS OF NET PROFIT
    For the three months and six months ended March 31, 2025 and 2024
    (Canadian dollars in thousands, except per share data)
                   
      Three months ended   Six months ended
      March 31,   March 31,
      2025   2024   2025   2024
    Revenue $ 193,667     $ 201,268     $ 378,714     $ 380,447  
    Cost of revenues   129,025       131,231       255,271       252,192  
    Gross profit   64,642       70,037       123,443       128,255  
                   
    Selling, general and administrative   44,477       40,192       82,582       74,337  
    Research and development   2,771       2,695       5,667       5,414  
    Share based compensation   949       1,128       2,040       2,318  
    Profit before under noted items   16,445       26,022       33,154       46,186  
                   
    Restructuring expense   372       1,495       1,064       1,495  
    Depreciation and amortization   11,474       10,113       23,014       19,119  
    Mergers and acquisition costs   2,373       5,329       4,693       7,309  
    Profit before interest income and income tax expense   2,226       9,085       4,383       18,263  
                   
    Interest expense   2,111       1,734       3,894       3,281  
    Income tax expense (recovery)   (180)       2,426       1,170       4,532  
    NET PROFIT (LOSS) $ 295     $ 4,925     $ (681)     $ 10,450  
                   
    Net profit (loss) per share:              
    Basic $ 0.03     $ 0.42     $ (0.06)     $ 0.88  
    Diluted $ 0.02     $ 0.41     $ (0.06)     $ 0.87  
                                   
    CALIAN GROUP LTD.
    UNAUDITED INTERIM CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS
    For the three months and six months ended March 31, 2025 and 2024
    (Canadian dollars in thousands)
                           
      Three months ended   Six months ended
      March 31,   March 31,
      2025   2024   2025   2024
    CASH FLOWS GENERATED FROM (USED IN) OPERATING ACTIVITIES                      
    Net profit $ 295     $ 4,925     $ (681 )   $ 10,450  
    Items not affecting cash:                      
    Interest expense   1,612       1,426       2,907       2,524  
    Changes in fair value related to contingent earn-out   558       4,088       1,116       4,814  
    Lease obligations interest expense   499       308       987       757  
    Income tax expense (recovery)   (180 )     2,426       1,170       4,532  
    Employee share purchase plan expense   115       134       289       296  
    Share based compensation expense   834       1,010       1,751       2,023  
    Depreciation and amortization   11,474       10,113       23,014       19,119  
    Deemed compensation   1,470       911       3,033       1,515  
        16,677       25,341       33,586       46,030  
    Change in non-cash working capital                      
    Accounts receivable   (55,935 )     (49,996 )     (56,102 )     (61,185 )
    Work in process   668       1,341       900       443  
    Prepaid expenses and other   3,884       (3,483 )     1,146       (3,557 )
    Inventory   2,637       3,570       (3,605 )     980  
    Accounts payable and accrued liabilities   48,068       59,181       47,210       74,697  
    Unearned contract revenue   1,092       4,534       2,386       4,740  
        17,091       40,488       25,521       62,148  
    Interest paid   (2,111 )     (1,734 )     (3,894 )     (3,281 )
    Income tax paid   (5,120 )     (2,966 )     (7,385 )     (5,541 )
        9,860       35,788       14,242       53,326  
    CASH FLOWS GENERATED FROM (USED IN) FINANCING ACTIVITIES                      
    Issuance of common shares net of costs   664       945       1,545       1,639  
    Dividends   (3,292 )     (3,319 )     (6,584 )     (6,633 )
    Net draw on debt facility   5,000       (24,750 )     31,000       31,250  
    Payment of lease obligations   (1,664 )     (1,429 )     (3,106 )     (2,600 )
    Repurchase of common shares   (4,384 )     —       (9,310 )     (1,357 )
        (3,676 )     (28,553 )     13,545       22,299  
    CASH FLOWS USED IN INVESTING ACTIVITIES                      
    Business acquisitions   (678 )     (10,840 )     (11,893 )     (58,297 )
    Property, plant and equipment   (2,396 )     (2,796 )     (3,532 )     (5,196 )
        (3,074 )     (13,636 )     (15,425 )     (63,493 )
                           
    NET CASH INFLOW (OUTFLOW) $ 3,110     $ (6,401 )   $ 12,362     $ 12,132  
    CASH AND CASH EQUIVALENTS, BEGINNING OF PERIOD   61,040       52,267       51,788       33,734  
    CASH AND CASH EQUIVALENTS, END OF PERIOD $ 64,150     $ 45,866     $ 64,150     $ 45,866  
                                   
                                   

    Reconciliation of Non-GAAP Measures to Most Comparable IFRS Measures

    These non-GAAP measures are mainly derived from the consolidated financial statements, but do not have a standardized meaning prescribed by IFRS; therefore, others using these terms may calculate them differently. The exclusion of certain items from non-GAAP performance measures does not imply that these are necessarily nonrecurring. From time to time, we may exclude additional items if we believe doing so would result in a more transparent and comparable disclosure. Other entities may define the above measures differently than we do. In those cases, it may be difficult to use similarly named non-GAAP measures of other entities to compare performance of those entities to the Company’s performance.

    Management believes that providing certain non-GAAP performance measures, in addition to IFRS measures, provides users of the Company’s financial reports with enhanced understanding of the Company’s results and related trends and increases transparency and clarity into the core results of the business. Adjusted EBITDA excludes items that do not reflect, in our opinion, the Company’s core performance and helps users of our MD&A to better analyze our results, enabling comparability of our results from one period to another.

    Adjusted EBITDA

        Three months ended     Six months ended
        March 31,     March 31,
      2025   20241
    		   2025   20241
    Net profit $ 295     $ 4,925     $ (681 )   $ 10,450  
    Share based compensation   949       1,128       2,040       2,318  
    Restructuring expense   372       1,495       1,064       1,495  
    Depreciation and amortization   11,474       10,113       23,014       19,119  
    Mergers and acquisition costs   2,373       5,329       4,693       7,309  
    Interest expense   2,111       1,734       3,894       3,281  
    Income tax   (180 )     2,426       1,170       4,532  
    Adjusted EBITDA $ 17,394     $ 27,150     $ 35,194     $ 48,504  
    Adjusted EBITDA per share – Basic   1.48       2.29       3.00       4.10  
    Adjusted EBITDA per share – Diluted $ 1.46     $ 2.26     $ 2.95     $ 4.02  
                                   

    Adjusted Net Profit and Adjusted EPS

        Three months ended     Six months ended
        March 31,     March 31,
      2025
    		   20241
    		   2025   20241
    Net profit $ 295     $ 4,925     $ (681 )   $ 10,450  
    Share based compensation   949       1,128       2,040       2,318  
    Restructuring expense   372       1,495       1,064       1,495  
    Mergers and acquisition costs   2,373       5,329       4,693       7,309  
    Amortization of intangibles   7,066       6,149       14,400       11,384  
    Adjusted net profit   11,055       19,026       21,516       32,956  
    Weighted average number of common shares basic   11,726,127       11,846,338       11,749,796       11,829,456  
    Adjusted EPS Basic   0.94       1.61       1.83       2.79  
    Adjusted EPS Diluted $ 0.93     $ 1.58     $ 1.81     $ 2.73  
                                   

    Operating Free Cash Flow

        Three months ended     Six months ended
        March 31,     March 31,
      2025   20241   2025   20241
    Cash flows generated from operating activities (free cash flow) $ 9,860     $ 35,788     $ 14,242     $ 53,326  
    Adjustments:                      
       M&A costs included in operating activities   345       330       544       980  
       Change in non-cash working capital   (414)       (15,147)       8,065       (16,118)  
    Operating free cash flow $ 9,791     $ 20,971     $ 22,851     $ 38,188  
    Operating free cash flow per share – basic   0.83       1.77       1.94       3.23  
    Operating free cash flow per share – diluted   0.82       1.74       1.92       3.17  
    Operating free cash flow conversion   56 %     77 %     65 %     79 %
                                   

    Net Debt to Adjusted EBITDA

      March 31,   September 30,
      2025
    		   20241
    Cash $ 64,150     $ 45,866  
    Debt facility   120,750       69,000  
    Net debt (net cash)   56,600       23,134  
    Trailing twelve month adjusted EBITDA   78,846       86,355  
    Net debt to adjusted EBITDA   0.7       0.3  
                   

    Operating free cash flow measures the company’s cash profitability after required capital spending when excluding working capital changes. The Company’s ability to convert adjusted EBITDA to operating free cash flow is critical for the long term success of its strategic growth. These measurements better align the reporting of our results and improve comparability against our peers. We believe that securities analysts, investors and other interested parties frequently use non-GAAP measures in the evaluation of issuers. Management also uses non-GAAP measures in order to facilitate operating performance comparisons from period to period, prepare annual operating budgets and assess our ability to meet our capital expenditure and working capital requirements. Non-GAAP measures should not be considered a substitute for or be considered in isolation from measures prepared in accordance with IFRS. Investors are encouraged to review our financial statements and disclosures in their entirety and are cautioned not to put undue reliance on non-GAAP measures and view them in conjunction with the most comparable IFRS financial measures. The Company has reconciled adjusted profit to the most comparable IFRS financial measure as shown above.

    1 Certain comparative figures have been reclassified to align with the current year’s presentation. For more information, please see the selected quarterly financial information section of the management discussion and analysis.

    The MIL Network –

  • MIL-OSI: Peter Lambrinakos, O.O.M., CPP, Joins Draganfly’s Public Safety Advisory Board, Strengthening Canadian Leadership in Public Safety

    Source: GlobeNewswire (MIL-OSI)

    Veteran leader in public safety, national security, and critical infrastructure protection brings strategic, operational, and innovation expertise to advance Draganfly’s public safety mission

    Saskatoon, SK, May 14, 2025 (GLOBE NEWSWIRE) — Draganfly Inc. (NASDAQ: DPRO; CSE: DPRO; FSE: 3U8), an industry-leading drone solutions and systems developer, is proud to announce the appointment of Peter Lambrinakos, O.O.M., CPP, to its Public Safety Advisory Board. An internationally recognized authority in public safety leadership, national security, and the responsible deployment of emerging technologies, Mr. Lambrinakos brings more than three decades of operational, strategic, and innovation experience to advance Draganfly’s next phase of growth.

    Mr. Lambrinakos previously served as the inaugural Chief of Police and Chief of Corporate Security for VIA Rail Canada, where he established and led Canada’s first dedicated intercity rail police service, protecting critical transportation infrastructure across a 12,500-kilometre national network. Before his tenure at VIA Rail, Mr. Lambrinakos held senior executive leadership roles with the Montreal Police Service (SPVM), where he commanded key divisions including Major Crimes, Economic Crimes, Organized Crime, Intelligence, and Crisis Response. He spearheaded transformational public safety reforms, created the Montreal Metro Police Division for North America’s third-busiest subway system, oversaw counter-terrorism and national security initiatives, and led the development of major crisis management structures for the City of Montreal. His leadership was instrumental in advancing public safety innovation, protecting critical infrastructure, and enhancing public trust in Canada’s second-largest urban police service.

    Currently, Mr. Lambrinakos serves as a Commission Member with the Military Police Complaints Commission of Canada, an independent federal body providing civilian oversight of military policing. He is also the Distinguished Fellow and Director of the Public Safety Program at the University of Ottawa’s Professional Development Institute, and Co-Founder of the IJIS Institute’s Center of Excellence on Artificial Intelligence for Justice, Public Safety, and Security, advancing ethical AI integration across public safety sectors.

    A recipient of the prestigious Officer of the Order of Merit of the Police Forces (O.O.M.), Lambrinakos’s career exemplifies a steadfast dedication to innovation, operational excellence, and public trust. His appointment strengthens Draganfly’s mission to develop secure, ethical drone technologies that address the evolving needs of public safety agencies and national security stakeholders.

    “Canada has long been a global leader in integrating technology into public safety operations,” said Peter Lambrinakos. “Draganfly’s commitment to responsible, secure drone innovation that supports front-line responders is critical—not only to Canada’s evolving safety landscape but to setting global standards for public protection and critical infrastructure resilience.”

    Lambrinakos’s appointment comes at a pivotal time as governments and agencies increase their demand for domestically developed, secure, and non-foreign-made drone technologies that meet stringent operational and national security standards. Draganfly, proudly Canadian-founded and headquartered, is uniquely positioned to support North American and allied public safety agencies with secure, scalable solutions that align with national defence and homeland security priorities.

    “We are honoured to welcome Peter to our Public Safety Advisory Board,” said Cameron Chell, CEO of Draganfly. “His track record of service and dedication to Canadian public safety is unmatched. With his guidance, Draganfly will continue to lead the way in deploying advanced, ethical drone technologies that protect communities, support law enforcement, and empower emergency response teams.”

    Draganfly’s Public Safety Advisory Board brings together experienced leaders from law enforcement, emergency management, and defence sectors to guide the development and deployment of its public safety drone ecosystem. This includes situational awareness platforms, AI-enhanced aerial systems, and integrated response tools—many of which are designed, engineered, and manufactured in Canada.

    With Lambrinakos’s expertise, Draganfly will continue to strengthen its position as a trusted Canadian ally in public safety, upholding the country’s legacy of innovation, integrity, and operational excellence.

    For more information about Draganfly and its leadership team, visit draganfly.com.

    About Draganfly

    Draganfly Inc. (NASDAQ: DPRO; CSE: DPRO; FSE: 3U8) is a global leader in drone technology, AI, and autonomous systems, providing innovative solutions for public safety, defense, agriculture, and industrial applications. With over 25 years of experience, Draganfly is recognized for its groundbreaking contributions to the UAV industry and commitment to delivering cutting-edge, North American-made technology.

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    Media Contact
    Erika Racicot
    Email: media@draganfly.com

    Company Contact
    Email: info@draganfly.com

    The MIL Network –

  • MIL-OSI Global: South African companies aren’t innovating enough: why support during tough economic times matters

    Source: The Conversation – Africa – By Amy Kahn, Research Specialist at the Centre for Science, Technology and Innovation Indicators, Human Sciences Research Council

    South Africa’s innovation fund, announced by President Cyril Ramaphosa in the 2025 state of the nation address, was a response to the country’s urgent need for inclusive and sustainable economic growth.

    Evidence from South Africa shows that public financial support for innovation influences the investment that businesses make in innovation.

    The fund will focus on providing venture capital to tech start-ups from higher education institutions. In practice, its activities will complement several programmes that offer different forms of investment for innovation. These include the long-standing research and development tax incentives; the Technology Acquisition and Development Fund; and the SA SME Fund.

    For these programmes to be effective, it’s important to understand the factors that either prohibit or enable innovation activity and innovation in businesses.

    The South African Business Innovation Survey provides unique data on innovation activity and performance in the industry and services sectors. It’s performed over a three-year cycle by the Human Sciences Research Council’s Centre for Science, Technology and Innovation Indicators for the Department of Science, Technology and Innovation.

    Analysis of data from 2019-2021 provides important evidence for designing effective innovation policy support.

    A key finding of the survey was that 62% of South African businesses carried out innovation activities between 2019 and 2021. This was noticeably lower than in the previous (2014-2016) survey round, when the rate was 70%. The reason might be the impact of the COVID-19 pandemic. Many businesses said that they had to make changes to their existing innovation activities between 2019 and 2021.

    It is expected that the innovation-active rate may rise again in the next round. (Data for the 2022-2024 reference period will be collected in 2025.)

    These results show that support for businesses is more pressing during times of economic crisis. It allows them to adapt and mitigate the negative impacts on their innovation projects.

    South Africa’s business innovation picture

    Less than two-thirds of South African businesses were innovation-active during 2019-2021. In addition, a significant proportion had innovation activities that did not result in product or process innovations.

    An innovation-active business is one that undertakes activities intended to result in an innovation. Examples include research and experimental development, training or acquiring new equipment or machinery.

    An innovation can be a new or improved product (including goods or services), introduced to the market. Or it can be a new or improved business process, implemented by the business.

    Businesses that are innovation-active make a greater contribution to the economy and society compared with businesses that don’t innovate. The most recent Business Innovation Survey found that the computer sector had the highest proportion of businesses with innovation activities. It also found that innovation-active businesses had more skilled labour and greater access to external knowledge than other businesses.

    Building human capabilities was an important component of innovation activity. Nearly half (47%) of innovation-active businesses reported training as an activity.

    Businesses that did not carry out formal innovation activities (such as R&D or patenting), and did not collaborate with other institutions, were most likely to have abandoned or not completed their innovation activities.

    Innovations tended to be incremental rather than radical. More businesses with product innovations reported improving existing goods and services rather than making new goods and services available to their customers. Only 10% of product innovators had “new to the world” innovations. Just over 50% had innovations that were new to their business only.

    Innovation-active businesses were more likely to sell their goods and services in international markets. Businesses with novel product innovations that were attractive to international markets were likely to be from the technical sectors and acquired more intellectual property rights.

    Over a third (36%) of innovative businesses considered the high costs of innovating to be highly important. Competition and the dominance of established businesses were also commonly cited barriers. Just over 40% of businesses that operated in domestic markets only, and innovated by modifying existing products from elsewhere, had more than 50 competitors. Businesses that introduced new-to-market (more novel) products faced less competition.

    Innovation has two types of social effects. New goods or services can affect the lives of consumers and end users; and the innovation that happens within a business can have positive impacts on employees.

    The survey revealed both effects. The most important outcomes of innovations were improved working conditions, improved quality of goods and services, and improved quality of life and well-being.

    Growing South Africa’s innovation economy

    Encouraging innovation requires targeted incentives for business. But can the precision of the support be improved?

    We make a number of recommendations:

    • Support mechanisms, including funding, should be tailored for different targets. This can be done by grouping businesses according to the types of activities they undertake to innovate.

    • Businesses should also be grouped according to their R&D and collaboration activities. That makes it possible to design more targeted support mechanisms.

    For example, we recommend that businesses that perform R&D and that collaborate with others require interventions to support those activities.

    • Improve South Africa’s R&D as a proportion of its GDP. At the moment it is too low. Countries that innovate with a healthy ratio of gross domestic expenditure on R&D have delivered robust economic growth. Government can promote business R&D through policy tools like tax incentives.

    • Policy instruments for businesses that do not perform R&D or collaborate should encourage knowledge-intensive innovation and building interactive capabilities.

    • Group businesses based on their innovation outcomes to help design more tailored support. We suggest several examples of policy interventions based on the novelty of innovations, market reach, and the ability of businesses to develop innovations in-house.

    Finally, policymakers should recognise that most businesses aren’t able to produce radical innovations. Support should rather help them take smaller innovative steps.

    Gerard Ralphs and Katharine McKenzie contributed to the research for this article.

    The Human Sciences Research Council (HSRC) receives funding from the Department of Science, Technology and Innovation (DSTI) to conduct the Business Innovation Survey (BIS). Amy Kahn is the project manager of the BIS.

    – ref. South African companies aren’t innovating enough: why support during tough economic times matters – https://theconversation.com/south-african-companies-arent-innovating-enough-why-support-during-tough-economic-times-matters-253881

    MIL OSI – Global Reports –

  • MIL-OSI China: Regular Press Briefing of the Ministry of National Defense on May 8th, 2025 2025-05-14 Senior Colonel Zhang Xiaogang, spokesperson for the Ministry of National Defense (MND) of the People’s Republic of China (PRC), answers recent media queries concerning the military on March 8th, 2025.

    Source: People’s Republic of China – Ministry of National Defense 2

    On the afternoon of May 8th, 2025, Senior Colonel Zhang Xiaogang, Spokesperson for the Ministry of National Defense (MND), answered recent media queries concerning the military.

    Senior Colonel Zhang Xiaogang, spokesperson for the Ministry of National Defense (MND) of the People’s Republic of China (PRC), answers recent media queries concerning the military on May 8th, 2025.  (mod.gov.cn/Photo by Zhang Zhicheng)

    (The following English text is for reference. In case of any divergence of interpretation, the Chinese text shall prevail.)

    Zhang Xiaogang: I have two pieces of information to announce on the top.

    Firstly, in mid-to-late May, the Chinese and Cambodian militaries will hold the “Golden Dragon-2025” joint exercise in Cambodia. Focusing on joint counter-terrorism and humanitarian assistance and disaster relief (HADR) operations, the exercise will be conducted both on land and at sea, as well as in relevant air spaces. Cultural and sports exchanges, and vessel open day activities will also be conducted. This exercise will be the 7th of its kind between the Chinese and Cambodian militaries. It will facilitate practical cooperation between the two sides and contribute to the building of a China-Cambodia all-weather community with a shared future for the new era.

    Secondly, from May 13th to 14th, the Chinese Ministry of National Defense will host the 2025 Shanghai Cooperation Organization (SCO) Military Medicine Seminar in Xi’an. Under the theme of “Building an SCO Community with a Shared Future: Contributions from Military Medicine”, leaders of military health departments and medical experts from countries including Russia, Cambodia and Sri Lanka will attend the event. As the rotating presidency of the SCO this year, China will host multiple events including the SCO Defense Ministers’ Meeting and the Military Medicine Seminar, and actively contribute to building a closer SCO Community with a Shared Future.

    Journalist: It is reported that the “Eagles of Civilization-2025” joint air force training between China and Egypt has recently concluded. Could you please review this joint training and brief us on its features?

    Zhang Xiaogang: From April 17th to May 4th, the air forces of China and Egypt held the first “Eagles of Civilization-2025” joint training at an Egyptian air force base. The Chinese Air Force dispatched J-10C, KJ-500 and YY-20 aircraft to participate. This was the first time that China sent force packages to Africa for joint training, during which the two sides conducted drills on such subjects as air superiority operations, suppression of enemy air defenses (SEAD), battlefield search and rescue, and mixed grouping. Discussions and exchanges on training models, air combat tactics and aerial refueling were also held. This joint training marks a new starting point for the cooperation between the Chinese and Egyptian militaries. It enhanced the technical and tactical competence of the participating troops, and deepened friendship, mutual trust, and practical cooperation between the two militaries. It is also an effective test of the Chinese Air Force’s capabilities in long-range force projection, agile deployment and systemic operations.

    (Video by Yu Hongchun, Jia Chong and Li Kangxi)

    Journalist: NATO recently released its annual report, labeling China as a “systemic challenge” and claiming that the country is rapidly expanding its nuclear arsenal and that its policies pose a threat to the interests, security, and values of NATO member states. What’s your comment on that?

    Zhang Xiaogang: The relevant report by NATO reflects nothing but the Cold War mentality. The hype-up of the so-called “China threat” is in blatant disregard of the facts and simply barking up the wrong tree. China never seeks to challenge or threaten anyone. China’s nuclear policy is highly stable, consistent, and predictable. China unswervingly follows a nuclear strategy of self-defense, with its nuclear forces always kept at the minimum level required for national security.

    In contrast, NATO has been overreaching in recent years, expanding its remit, and interfering in the Asia-Pacific. These actions seriously undermine regional peace and stability. NATO possesses the world’s largest nuclear arsenal through its nuclear-sharing arrangements. Some member states are investing heavily in upgrading their strategic forces and there are plans to pursue nuclear submarine cooperation that would involve the large-scale transfer of weapon-grade nuclear material to non-nuclear-weapon states. Relevant practices constitute a grave violation of the Treaty on the Non-Proliferation of Nuclear Weapons (NPT), severely undermine the international nuclear non-proliferation system, and deal a huge blow to global strategic security and stability. We urge NATO to take a hard look at its own actions instead of making groundless accusations and shifting blame onto others.

    Journalist: It is reported that during the Philippine-U.S. “Balikatan” exercise, the Chinese aircraft carrier Shandong appeared in the waters north of the Philippines. Some analysts believe this might be a response to the Philippine-U.S. military exercise, or to the Philippine patrol vessel’s entering into the waters near Huangyan Dao. Furthermore, the Philippine Navy spokesperson claimed that the Philippine military and Taiwan troops are only one step away from holding joint exercises. What is your comment on this?

    Zhang Xiaogang: The Shandong aircraft carrier task group was conducting its annual training mission in relevant waters to further test and enhance the integrated combat capabilities of the carrier task group. This is in accordance with international law and common practice, and is not directed at any specific country or target.

    Certain individuals in the Philippines are colluding with external forces such as the U.S., to “stir up the sea” for selfish gains, undermining peace and stability in the South China Sea region. They even attempt to play with fire on the Taiwan question. We sternly warn the Philippine side to cease its infringements and provocations, and stop offending China’s core interest in any form. China will continue to take resolute and forceful measures to defend its territorial sovereignty and maritime rights and interests.

    Senior Colonel Zhang Xiaogang, spokesperson for the Ministry of National Defense (MND) of the People’s Republic of China (PRC), answers recent media queries concerning the military on May 8th, 2025.  (mod.gov.cn/Photo by Zhang Zhicheng)

    Journalist: According to reports, the US Secretary of Defense has directed the development of the 2025 National Defense Strategy (NDS), with a particular focus on strengthening deterrence against China in the Indo-Pacific region. Besides, the US military also plans to establish a large storage facility in Subic Bay, the Philippines before 2026, to store weapons, equipment, and logistical supplies. What’s your comment?

    Zhang Xiaogang: To maintain its hegemony and selfish gains, the US has repeatedly made an issue out of China in a vain attempt to turn the Asia-Pacific into a powder keg and reduce certain countries to pawns on the front line. Such actions seriously undermine the security and well-being of peoples across the region. Facts have repeatedly proved that being America’s enemy is dangerous, but being America’s friend can be fatal. We urge the countries concerned not to invite the wolf into the house or willingly become its pawns, and not to undermine the hard-won peace and stability in the Asia-Pacific.

    MIL OSI China News –

  • MIL-OSI Africa: South African companies aren’t innovating enough: why support during tough economic times matters

    Source: The Conversation – Africa – By Amy Kahn, Research Specialist at the Centre for Science, Technology and Innovation Indicators, Human Sciences Research Council

    South Africa’s innovation fund, announced by President Cyril Ramaphosa in the 2025 state of the nation address, was a response to the country’s urgent need for inclusive and sustainable economic growth.

    Evidence from South Africa shows that public financial support for innovation influences the investment that businesses make in innovation.

    The fund will focus on providing venture capital to tech start-ups from higher education institutions. In practice, its activities will complement several programmes that offer different forms of investment for innovation. These include the long-standing research and development tax incentives; the Technology Acquisition and Development Fund; and the SA SME Fund.

    For these programmes to be effective, it’s important to understand the factors that either prohibit or enable innovation activity and innovation in businesses.

    The South African Business Innovation Survey provides unique data on innovation activity and performance in the industry and services sectors. It’s performed over a three-year cycle by the Human Sciences Research Council’s Centre for Science, Technology and Innovation Indicators for the Department of Science, Technology and Innovation.

    Analysis of data from 2019-2021 provides important evidence for designing effective innovation policy support.

    A key finding of the survey was that 62% of South African businesses carried out innovation activities between 2019 and 2021. This was noticeably lower than in the previous (2014-2016) survey round, when the rate was 70%. The reason might be the impact of the COVID-19 pandemic. Many businesses said that they had to make changes to their existing innovation activities between 2019 and 2021.

    It is expected that the innovation-active rate may rise again in the next round. (Data for the 2022-2024 reference period will be collected in 2025.)

    These results show that support for businesses is more pressing during times of economic crisis. It allows them to adapt and mitigate the negative impacts on their innovation projects.

    South Africa’s business innovation picture

    Less than two-thirds of South African businesses were innovation-active during 2019-2021. In addition, a significant proportion had innovation activities that did not result in product or process innovations.

    An innovation-active business is one that undertakes activities intended to result in an innovation. Examples include research and experimental development, training or acquiring new equipment or machinery.

    An innovation can be a new or improved product (including goods or services), introduced to the market. Or it can be a new or improved business process, implemented by the business.

    Businesses that are innovation-active make a greater contribution to the economy and society compared with businesses that don’t innovate. The most recent Business Innovation Survey found that the computer sector had the highest proportion of businesses with innovation activities. It also found that innovation-active businesses had more skilled labour and greater access to external knowledge than other businesses.

    Building human capabilities was an important component of innovation activity. Nearly half (47%) of innovation-active businesses reported training as an activity.

    Businesses that did not carry out formal innovation activities (such as R&D or patenting), and did not collaborate with other institutions, were most likely to have abandoned or not completed their innovation activities.

    Innovations tended to be incremental rather than radical. More businesses with product innovations reported improving existing goods and services rather than making new goods and services available to their customers. Only 10% of product innovators had “new to the world” innovations. Just over 50% had innovations that were new to their business only.

    Innovation-active businesses were more likely to sell their goods and services in international markets. Businesses with novel product innovations that were attractive to international markets were likely to be from the technical sectors and acquired more intellectual property rights.

    Over a third (36%) of innovative businesses considered the high costs of innovating to be highly important. Competition and the dominance of established businesses were also commonly cited barriers. Just over 40% of businesses that operated in domestic markets only, and innovated by modifying existing products from elsewhere, had more than 50 competitors. Businesses that introduced new-to-market (more novel) products faced less competition.

    Innovation has two types of social effects. New goods or services can affect the lives of consumers and end users; and the innovation that happens within a business can have positive impacts on employees.

    The survey revealed both effects. The most important outcomes of innovations were improved working conditions, improved quality of goods and services, and improved quality of life and well-being.

    Growing South Africa’s innovation economy

    Encouraging innovation requires targeted incentives for business. But can the precision of the support be improved?

    We make a number of recommendations:

    • Support mechanisms, including funding, should be tailored for different targets. This can be done by grouping businesses according to the types of activities they undertake to innovate.

    • Businesses should also be grouped according to their R&D and collaboration activities. That makes it possible to design more targeted support mechanisms.

    For example, we recommend that businesses that perform R&D and that collaborate with others require interventions to support those activities.

    • Improve South Africa’s R&D as a proportion of its GDP. At the moment it is too low. Countries that innovate with a healthy ratio of gross domestic expenditure on R&D have delivered robust economic growth. Government can promote business R&D through policy tools like tax incentives.

    • Policy instruments for businesses that do not perform R&D or collaborate should encourage knowledge-intensive innovation and building interactive capabilities.

    • Group businesses based on their innovation outcomes to help design more tailored support. We suggest several examples of policy interventions based on the novelty of innovations, market reach, and the ability of businesses to develop innovations in-house.

    Finally, policymakers should recognise that most businesses aren’t able to produce radical innovations. Support should rather help them take smaller innovative steps.

    Gerard Ralphs and Katharine McKenzie contributed to the research for this article.

    – South African companies aren’t innovating enough: why support during tough economic times matters
    – https://theconversation.com/south-african-companies-arent-innovating-enough-why-support-during-tough-economic-times-matters-253881

    MIL OSI Africa –

  • MIL-OSI United Kingdom: Thousands of Civil Service roles moved out of London in latest reform to the state

    Source: United Kingdom – Executive Government & Departments

    Press release

    Thousands of Civil Service roles moved out of London in latest reform to the state

    Civil servant roles, including senior leadership, will be relocated to 13 locations across the UK to develop and deliver policy closer to communities

    • Thousands of Civil Servants – including senior leaders – will be based in towns and cities across the UK to work with frontline workers and local leaders.

    • New digital and AI campus in Manchester and energy campus in Aberdeen to turbocharge local talent and expertise in these communities.

    • As part of our Plan for Change to re-wire the state, 11 central London offices will be closed including one of the largest Whitehall buildings – saving £94m per year – as the number of roles in the capital is reduced by 12,000.

    Thousands of civil service jobs will be relocated to 13 towns and cities across the country as part of our Plan for Change.

    The shake up will require more senior and policy roles to be based outside London. This will deliver and develop government policy closer to the communities it affects as part of a more productive and agile state.

    The plans will see officials working closely with frontline workers, facilitating greater understanding of the real issues facing local services and people, and how central government policy can support them.

    Changes will be introduced so talented young people from across the UK are able to progress straight from school or university into the Civil Service and rise all the way up to the most senior roles, without ever having worked in Whitehall.

    Chancellor of the Duchy of Lancaster Pat McFadden, said:

    To deliver our Plan for Change, we are taking more decision-making out of Whitehall and moving it closer to communities all across the UK.

    By relocating thousands of Civil Service roles we will not only save taxpayers money, we will make this Government one that better reflects the country it serves. We will also be making sure that Government jobs support economic growth throughout the country.

    As we radically reform the state, we are going to make it much easier for talented people everywhere to join the Civil Service and help us rebuild Britain.

    As part of the spending review, Chancellor of the Duchy of Lancaster Pat McFadden has written to all departments requiring them to relocate key roles and strengthen the Government’s presence around the UK. 

    Government departments now will submit plans for how many roles they plan to move to each of the locations as part of the spending review.

    Departments will be assessed on their commitments to the programme as part of the spending review. As well as increasing the number of officials working in Greater Manchester and Aberdeen, where two new government campuses will be created, roles will be created in Birmingham, Leeds, Cardiff, Glasgow, Darlington, Newcastle and Tyneside, Sheffield, Bristol, Edinburgh, Belfast and York.

    The changes are projected to bring £729m in local economic benefits to these areas between 2024 and 2030.

    New Regional Government Campuses

    Under the plans and to accelerate the delivery of the Missions, three major new Government campuses will be created. 

    Government campuses involve departments moving skilled roles to the same town or city to boost collaboration – bringing civil servants with different skills and expertise but the same policy or delivery focus, to solve issues and improve services for working people across the country.

    The first two of these, the new Government Digital and AI Innovation Campus and Energy Campus, will be in Manchester and Aberdeen.

    Manchester is already home to the second HQs of DSIT and DCMS, as well as a key base for GCHQ. The new campus will harness the city’s reputation as a global digital hub. 

    Aberdeen is the site of DESNZ’s second HQ, and the new HQ for Great British Energy.

    The new campuses will partner with local government and universities to deliver the government’s missions, improve the talent pipeline into Government and boost growth and opportunity. 

    Supporting Senior Civil Service Careers Outside London

    To ensure those based outside of London have equal professional growth and development opportunities, with full end-to-end careers, the Government will locate 50% of UK-based Senior Civil Servants in regional offices by 2030. 

    This will be supported by a new ambition for the Fast Stream programme to have 50% of placements offered outside of London by 2030, making it increasingly possible for future leaders and managers to progress in their careers without ever needing to work in the capital. 

    A new ‘Career Launch Apprenticeship’ programme will also open for applications this Summer, starting in 2026. The Level 3 Business Administrator apprenticeship programme will train up future civil servants based in Birmingham and Manchester, as well as London. 

    A new secondment scheme will also be developed and launched, in partnership with the Local Government Association, with Civil Servants placed directly with local authorities, building links within regions, and ensuring those delivering policy, experience first hand the work of local government and the services they provide.

    Making Savings in London

    Alongside the relocation of jobs, 11 London office buildings will be closed over the next five years and the number of London based civil servants will reduce by 12,000 by 2030 – down from 95,000 FTE staff to 83,000 – as the government focuses on saving taxpayer money and delivering better public services across all parts of the UK. 

    The move is set to deliver £94 million in savings annually by 2032, by getting rid of large, expensive London real estate. The plans include the closure of two major Westminster government buildings – 102 Petty France, one of the largest government buildings in London and home to 7,000 FTE staff, and 39 Victoria Street – which together cost tens of millions of pounds a year. 

    Updates to this page

    Published 14 May 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Alexandra Jones, Sally McInnes, Sally Sheard, James Strachan, Aruna Verma and Simon Wessely appointed to the ACNRA Board.

    Source: United Kingdom – Executive Government & Departments

    News story

    Alexandra Jones, Sally McInnes, Sally Sheard, James Strachan, Aruna Verma and Simon Wessely appointed to the ACNRA Board.

    The Secretary of State has appointed 6 Board Members to the Advisory Council on National Records and Archives for four years from 10 March 2025 to 09 March 2029.

    Alexandra Jones

    Alexandra Jones, the Director of Anti-Money Laundering at the Solicitors Regulation Authority, brings a wealth of experience in governance, compliance, and leadership to her role. At the SRA, Alexandra leads the development and implementation of AML policies, ensuring regulatory compliance across the legal sector. Her career spans diverse sectors, including finance and regulation, providing her with a unique perspective on risk management and ethical considerations.

    Before joining the SRA, Alexandra served as CEO of the Registry Trust, where she gained deep insight into legal and ethical issues related to data access, copyright, and privacy. She also held senior roles at the Financial Ombudsman Service and HSBC Bank, where she managed teams while upholding confidentiality and compliance standards. Her leadership experience is complemented by her commitment to professional development, including studying data ethics at the London School of Economics.

    Alexandra’s career reflects a dedication to promoting transparency and integrity. She is motivated by the vision of safeguarding collective heritage and leveraging it as a resource for education and public engagement.

    Sally McInnes

    Sally McInnes was formerly Head of Unique and Contemporary Content at the National Library of Wales. A professionally trained archivist, she has extensive experience in promoting, preserving and providing access to unique content of national significance, as well as policy development within the Welsh cultural sector.

    Sally has a particular interest in managing digital content, as well as improving professional competence in digital preservation, for which she has earned international recognition. As a former Director of the Digital Preservation Coalition, she worked to raise public and institutional awareness of digital preservation issues in Wales and beyond.

    She has played a leading role in a number of national and international professional networks. In recognition of her contribution to recordkeeping, she was awarded an MBE in 2024 for Services to Documentary History. She is a Fellow of the Archives and Records Association.

    Sally Sheard

    Professor Sally Sheard is Executive Dean of the Institute of Population Health at the University of Liverpool, where she also holds the Andrew Geddes and John Rankin Chair of Modern History. She is a health policy analyst and historian, with a research focus on the interface between expert advisers and policymakers. 

    Sally has extensive experience of using history in public and policy engagement, including working with national and local government organisations and health authorities. She has written for and appeared in numerous television and radio programmes. In 2018 she wrote and presented the twenty-part BBC Radio 4 series National Health Stories, to mark the seventieth anniversary of the NHS. Her books include The Passionate Economist: how Brian Abel-Smith shaped global health and social welfare (Policy Press, 2013); Making Genetics and Genomics Policy in Britain: from Personal to Population Health (co-authored with Philip Begley; Routledge, 2022) and NICE: A Contemporary History of the National Institute for Health and Care Excellence (co-authored with Paul Atkinson; Routledge, 2025).

    James Strachan

    James is Chief Executive of Eastleigh Borough Council in south Hampshire, and has been a senior leader in Hampshire local government for 16 years.  In addition to overseeing local services such as waste collection, planning, homelessness support and elections, James is ultimately responsible for information governance at the Council.  Prior to moving to Hampshire, James was Director of Public Services and Marketing at The National Archives, and served as Secretary to the official review of the 30-year rule, which was commissioned by Prime Minister Gordon Brown. 

    James has also worked at the Cabinet Office, and had a career in publishing prior to joining the civil service.  He oversaw the online launch of Encyclopaedia Britannica in Europe and was among the first employees of the mobile network ‘3’, negotiating the first ever mobile highlights deal with the Premier League.  James lives in Salisbury and serves as a magistrate on the West Hampshire Bench, based in Southampton.

    Aruna Verma

    Aruna Verma is a distinguished lawyer, associate professor, and Campus Dean at The University of Law, Moorgate. With a strong background in legal education and practice, she has played a pivotal role in shaping the next generation of legal professionals. As an academic leader, she combines her expertise in law with a passion for teaching, ensuring that students gain both theoretical knowledge and practical skills essential for success in the legal profession.

    Her career spans legal practice, academia, and educational leadership, making her a respected figure in the field. At The University of Law, she oversees academic programs, fosters student engagement, and works closely with industry professionals to bridge the gap between law school and legal practice.

    Beyond academia, Aruna is known for her contributions to legal scholarship, mentorship, and commitment to advancing diversity in the legal profession. Her leadership ensures that the Moorgate campus remains a hub for aspiring solicitors and barristers, preparing them for the challenges of the ever-evolving legal Landscape.

    With her wealth of experience and dedication to legal education, Aruna Verma continues to make a lasting impact on both students and the legal community. Aruna also sits as a Chair at The Valuation Tribunal and the Chair of Governors at a local school. Aruna is a trained mediator and online dispute resolution specialist.

    Simon Wessely

    Sir Simon Wessely FRS is the Regius Chair of Psychiatry at the Institute of Psychiatry, Psychology and Neuroscience (IOPPN), part of King’s College London (KCL), the first such chair in the United Kingdom. He is also a Consultant Liaison Psychiatrist at the Maudsley and King’s College Hospitals.

    After studying medicine and History of Art at Cambridge, he finished his medical training at Oxford. He is an active clinical academic psychiatrist with >1000 publications, a Fellow of the Academy of Medical Sciences and a Fellow of the Royal Society (FRS). He is a Past President of the Royal College of Psychiatrists and the Royal Society of Medicine. He was Dean of the IOPPN (2022-23) and is now a Non Executive Director of NHS-England.

    In 2003 he founded the King’s Centre for Military Health Research, which is now ranked 1st globally for publications on military health. He remains the Honorary Consultant Advisor in Psychiatry to the British Army, and works with several charities for Veterans. He was knighted in 2013 for services to military health and psychological medicine. He continues to have a broad interest in how people and populations react to adversity, past present and future.

    He chaired the government’s Independent Review of the Mental Health Act (2017-19), which should receive Royal Assent at Easter. He also was a member of the Judicial Appointments Commission (2017-23). His amateur interests revolve around history, and he is proud of having written some papers in “proper” history journals. Finally, if you are a follower of “Desert Island Discs” you will know his favourite occupation is arguing in Viennese cafes , perhaps reflecting the fact that his father was born in Central Europe, coming over to the UK in 1939.

    Remuneration and Governance Code

    Board Members will be remunerated at a rate of £386 per day. James Strachan requested not to be remunerated for this role. This appointment has been made in accordance with the Cabinet Office’s Governance Code on Public Appointments.

    The appointments process is regulated by the Commissioner for Public Appointments. Under the Code, any significant political activity undertaken by an appointee in the last five years must be declared. This is defined as including holding office, public speaking, making a recordable donation, or candidature for election. None of the candidates have declared any significant political activity.

    Updates to this page

    Published 14 May 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Interactive hub opens to provide support during major city centre transformation works

    Source: City of Wolverhampton

    The ‘Urban Room’ will provide drop in sessions at set times, pre-booked meeting opportunities and direct assistance from staff at City of Wolverhampton Council and contractor, Taylor Woodrow.

    It will give businesses, residents and visitors easy access to information about the scheme and dedicated support for any concerns or issues they have as the 2 and a half year programme, which started in January, progresses.

    The first Urban Room sessions will initially take place between 12pm and 1.30pm on Tuesdays, with the plan to increase the number of sessions over time.

    Works on the major £19 million transformation of Wolverhampton city centre are underway on Darlington Street and will move onto Lichfield Street and Queen Square. It follows extensive consultation with businesses, the public and key stakeholders.

    The completed scheme will deliver high quality improvements such as wider, brighter, safer streets; vibrant public events spaces; more trees, greenery and seating; and easy access for buses, cycles and taxis.

    The aim is to stimulate more visitors and spend with businesses and act as a catalyst for further investment, while contributing to creating a pleasant environment to support and encourage healthy city living lifestyles.

    It is the third and final phase of City of Wolverhampton Council’s city centre improvements programme following completed schemes in the Victoria Street and University of Wolverhampton at The Halls areas that have seen regular events staged in the new spaces, increasing city centre footfall and economic spend and attracting new investment such as Superbowl UK, set to open their new venue in the Mander Centre units off Victoria Street on 21 May.

    Councillor Chris Burden, the council’s Cabinet Member for City Development, Jobs and Skills, said: “We want people to enjoy our city centre from the moment they arrive, and these works are the next step in our transformation plans that are delivering positive outcomes.

    “This is a scheme for everyone, and the Urban Room is another way we are connecting with businesses, residents and visitors to ensure they are supported during the works and fully understand it so they can maximise the opportunities it presents to them.

    “Funded totally by external funding, it will create an enhanced walking, cycling and dwell space, as well as infrastructure for events and attractions, and a better environment for city centre living, which will all help boost the local economy.

    “The works will also complement other transformational development schemes already underway or in the pipeline in the city centre, including the £150 million Interchange and commercial district, and thousands of new homes coming at Smithgate and Canalside – all helping to create hundreds of new jobs and further investment opportunities.”

    Stuart Townsend, Taylor Woodrow Operations Manager, said: “We are excited to announce our drop in sessions for businesses and members of the public to address any queries, concerns, or compliments.

    “During these sessions, we will showcase drawings of the scheme, have updates on our social value projects locally, and we will be displaying information, including a video about the scheme.

    “Additionally, we will provide information about our chosen charities, The Way Youth Project Board, and have brochures available for career opportunities. “This is a positive step in keeping stakeholders and the passing public updated on how we Taylor Woodrow and the council are working together to deliver a better city centre.”

    Funding for the scheme consists of £13.5 million from the City Region Sustainable Transport Settlement (CRSTS) fund, £3 million from the Towns Fund and £2.6 million from the Active Travel Fund.

    MIL OSI United Kingdom –