Category: housing

  • MIL-OSI Europe: Press release – EP TODAY – Tuesday, 6 May

    Source: European Parliament

    EU response to US tariffs

    From 9:00, MEPs, Commissioner Šefčovič and Polish Minister for EU Affairs Szłapka will discuss how the EU should respond to the tariffs imposed by the US Administration. MEPs will consider the countermeasures adopted by the EU – which were later suspended – and review EU trade opportunities elsewhere in the world.

    Lieven COSIJN

    (+32) 473 86 41 41

    EPTrade

    MEPs’ priorities for the EU’s next long-term budget

    From around 13:00, Parliament will outline its demands and priorities for the EU’s next long-term budget (2028-2034), in a debate with Commissioner Serafin. MEPs are expected to call for a significantly more ambitious long-term budget to reflect EU citizens’ expectations amidst an increasingly complex global landscape. A resolution will be put to a vote by MEPs on Wednesday, followed by a press conference with the co-rapporteurs. An off-the-record technical briefing for journalists will take place on Tuesday after the debate, from 15:30 to16:30.

    Eszter ZALÁN

    (+32) 477 99 20 73

    EP Trade

    EP_Budgets

    Fast-tracking CO2 flexibility measures for car manufacturers: vote

    In a vote at noon, plenary will decide whether to apply its “urgent procedure” to proposed legislation giving car manufacturers more flexibility to comply with C02 emissions requirements. Ahead of the vote, there will be one round of statements from the political group representatives. If MEPs agree to fast-track the proposal, they will vote on its substance on Thursday.

    Dana POPP

    (+32) 470 95 17 07

    EP_Environment

    EP_PublicHealth

    Wolves: MEPs to vote on changing EU protection status

    At noon, MEPs will also decide on whether to apply the “urgent procedure” to draft legislation that would change the EU’s wolf protection status from ‘strictly protected’ to ‘protected’, aligning it with the Bern Convention. If the vote goes through, MEPs will vote on the substance of the proposal on Thursday.

    Thomas HAAHR

    (+32) 470 88 09 87

    EP_Environment

    MEPs to assess EU-Türkiye relations

    In the evening, MEPs and Commissioner Kos will review Türkiye’s accession progress and relations with the EU. The draft text – on which plenary will vote on Wednesday – states that Türkiye’s EU accession process cannot resume under the current circumstances, given the widening values gap between Türkiye and the EU. The rapporteur will hold a press conference on Wednesday morning ahead of the plenary vote.

    Snjezana KOBESCAK SMODIS

    (+32) 470 96 08 19

    EP_Democracy

    EP_ForeignAff

    Viktor ALMQVIST

    (+32) 470 88 29 42

    EP_ForeignAff

    EP_Defence

    EP_HumanRights

    In brief

    Kosovo and Serbia. In the evening, MEPs and Commissioner Kos will evaluate Kosovo and Serbia’s progress towards EU membership. The vote will take place on Wednesday, followed by a press conference.

    Water resilience strategy. In the early evening, Parliament and Commissioner Roswall will debate MEPs’ views on water resilience ahead of the European Commission’s strategy, due in July 2025. The vote is on Wednesday.

    Greenland. In a late afternoon debate with EU foreign policy chief Kaja Kallas, MEPs are expected to call for the protection of Greenland’s right to decide its own future.

    Budget discharge. From around 15:00, MEPs and Commissioner Serafin will assess the EU’s budget management for 2023, followed by votes on Wednesday.

    Votes

    At noon, MEPs will also vote, among other things, on

    • protecting the EU’s financial interests and combating fraud (2023 annual report);
    • the financial activities of the European Investment Bank (2023 annual report), and
    • EU aid worth €8 million for 2,400 dismissed workers in Belgium.

    Live coverage of the plenary session can be found on Parliament’s webstreaming site and on EbS+.

    For detailed information on the session, please also see our newsletter.

    Find more information regarding plenary.

    MIL OSI Europe News

  • MIL-OSI: Genie Energy Announces First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    Newark, NJ, May 06, 2025 (GLOBE NEWSWIRE) — Genie Energy, Ltd. (NYSE: GNE), a leading retail energy and renewable energy solutions provider, today announced results for the first quarter of 2025. 

    Michael Stein, Chief Executive Officer of Genie Energy, commented: 

    “Our first quarter featured strong operational and financial results, highlighted by robust increases in revenue, profitability and cash generation compared to the year ago quarter.

    “At GRE, the significant investments we made in 2024 to expand our customer base drove a year-over-year increase of over 48,000 net new meters. We ended the quarter with approximately 413,000 meters served comprising 402,000 RCEs. Customer base growth in combination with a stable pricing environment enabled GRE to generate an 18% increase in both revenue and income from operations compared to the year ago quarter.

    “At GREW, we continue to advance our utility-scale project pipeline including the construction of our first community solar project in Lansing, New York. The Lansing array is on track for completion as early as the third quarter of this year. We expect it will become EBITDA accretive immediately once online.”

    “During the first quarter, we again returned value directly to our stockholders, repurchasing approximately 127,000 shares and paying our regular quarterly dividend of $0.075 per share.”

    First Quarter 2025 Highlights
    (Unless otherwise noted, 1Q25 results are compared to 1Q24, and results of Genie Retail Energy International (GREI) are included in discontinued operations for all periods.) 

      Revenue increased 14.3% to $136.8 million from $119.7 million;
      Gross profit increased 10.6% to $37.4 million from $33.8 million. Gross margin decreased to 27.3% from 28.2%;
      Income from operations increased to $12.8 million from $9.8 million;
      Adjusted EBITDA1 increased to $14.4 million from $11.7 million;
      Net income attributable to Genie common stockholders and income per diluted share (EPS) attributable to Genie common stockholders of $10.6 million and $0.40 compared to $8.1 million and $0.30, respectively;
      Non-GAAP net income1 and non-GAAP EPS1 attributable to Genie common stockholders of $11.1 million and $0.42 compared to $8.9 million and $0.33, respectively;
      Cash and cash equivalents, short and long-term restricted cash, and marketable equity securities increased to $210.2 million at March 31, 2025;
      Genie repurchased approximately 127,000 shares of its Class B Common stock for $1.9 million during 1Q25;
      Genie will pay a $0.075 per share quarterly dividend to Class A and Class B common stockholders on May 30, 2025, with a record date of May 19, 2025.
         

    1 Adjusted EBITDA, Non-GAAP net income attributable to Genie Energy Ltd. common stockholders, and Non-GAAP EPS for all periods presented are non-GAAP measures intended to provide useful information that supplements the core operating results in accordance with GAAP for Genie Energy or the relevant segment. Please refer to the Reconciliation of Non-GAAP Financial Measures at the end of this release for an explanation of these non-GAAP metrics, as well as reconciliations to its most directly comparable GAAP measures.

    Select Financial Metrics

    (in millions except for EPS)*   1Q25     1Q24     Change  
    Total revenue   $ 136.8       $ 119.7         14.3   %
    Genie Retail Energy   $ 132.5       $ 112.5         17.8   %
    Electricity   $ 104.1       $ 89.4         16.4   %
    Natural gas    $ 28.4       $ 22.4         26.8   %
    Others   $ 0.0       $ 0.7         (99.6 ) %
    Genie Renewables    $ 4.3       $ 7.2         -40.0   %
    Gross margin      27.3   %     28.2   %     (90 ) bps
    Genie Retail Energy     27.1   %     28.6   %     (150 ) bps
    Genie Renewables     33.7   %     22.0   %     1,170   bps
    Income from operations   $ 12.8       $ 9.8         30.3   %
    Operating margin     9.4   %     8.2   %     120   bps
    Net income from continuing operations   $ 10.4       $ 8.4         23.4   %
    Loss attributable to discontinued operations, net of tax   $ (0.1 )     $ (0.3 )       (60.7 ) %
    Net income attributable to Genie common stockholders   $ 10.6       $ 8.1         30.9   %
    Diluted earnings per share   $ 0.40       $ 0.30        $ 0.10    
    Non-GAAP net income attributable to Genie common stockholders   $ 11.1       $ 8.9         24.7   %
    Non-GAAP diluted earnings per share   $ 0.42       $ 0.33       $ 0.09    
    Adjusted EBITDA   $ 14.4       $ 11.7         22.7   %
    Cash flow from continuing operating activities   $ 13.5       $ 8.7         55.1   %

    * Numbers may not add due to rounding

    Segment Highlights

    Genie Retail Energy (GRE)

    GRE’s first quarter revenue increased 17.8% to $132.5 million from $112.5 million last year. Income from operations increased 18.2% to $16.8 million from $14.2 million, and Adjusted EBITDA increased 17.1% to $17.1 million from $14.6 million. The increases primarily reflect the growth in GRE’s customer base and higher consumption per customer.

    GRE Operational Metrics

    (RCEs and Meters in thousands at end of period)*   1Q25     1Q24     Change    
    RCEs     402       348       15.6   %  
    Electricity     318       267       19.2   %  
    Natural gas     84       81       3.8   %  
    Meters     413       365       13.3   %  
    Electricity     325       281       15.6   %  
    Natural gas     88       83       5.4   %  
    Gross meter additions during the period     61       70       (12.8 ) %  
    Churn**     5.5 %     5.5 %       %  
      * Numbers may not add due to rounding
      ** Excludes the impacts of aggregation deal expirations
         

    Genie Renewables (GREW)

    GREW’s first quarter revenue decreased 40.0% to $4.3 million from $7.2 million in 1Q24, primarily reflecting Genie Solar’s exit from the commercial-scale projects business during the second half of 2024. 

    Diversegy, Genie’s energy brokerage business, increased revenue by 55% year-over-year, and contributed the significant majority of GREW revenues in 1Q25.

    GREW’s loss from operations increased to $0.9 million from $0.6 million in 1Q24.

    At March 31, 2025, Genie Solar’s operating portfolio and development pipeline comprised:

    Pipeline   Total   Operational   Site Control   Permitting   Construction
    MW   123   10   97   6   10
    Project count   18   1   14   1   2

    During the quarter, portfolio and pipeline net additions totaled 15 MW and 2 projects.

    Balance Sheet and Cash Flow Highlights

    As of March 31, 2025, Genie reported cash and cash equivalents, short and long-term restricted cash, and marketable equity securities of $210.2 million.

    Total assets as of March 31, 2025 were $384.4 million. Liabilities totaled $197.0 million, and working capital (current assets less current liabilities) totaled $121.2 million. 

    Cash provided by operating activities increased to $13.5 million in 1Q25 from $8.7 million in 1Q24.

    Trended Financial Information*

    (in millions except EPS)**     1Q24     2Q24     3Q24       4Q24       1Q25     2023       2024  
    Total Revenue     $ 119.7     $ 90.7     $ 111.9     $ 102.9     $ 136.8     $ 428.7     $ 425.2  
    Genie Retail Energy     $ 112.5     $ 86.7     $ 105.8     $ 98.4     $ 132.5     $ 409.9     $ 403.6  
    Electricity     $ 89.4     $ 78.3     $ 100.7     $ 82.1     $ 104.1     $ 350.8     $ 350.8  
    Natural gas     $ 22.4     $ 8.4     $ 5.1     $ 16.2     $ 28.4     $ 56.0     $ 52.1  
    Others     $ 0.7     $ 0.0     $ 0.1     $ 0.0     $ 0.0     $ 3.1     $ 0.7  
    Genie Renewables     $ 7.2     $ 4.0     $ 6.1     $ 4.5     $ 4.3     $ 18.8     $ 21.9  
    Gross Profit     $ 33.8     $ 33.3     $ 37.9     $ 33.5     $ 37.4     $ 146.2     $ 138.8  
    Genie Retail Energy     $ 32.2     $ 32.3     $ 35.8     $ 31.9     $ 35.9     $ 143.3     $ 132.4  
    Genie Renewables     $ 1.6     $ 1.1     $ 2.1     $ 1.5     $ 1.5     $ 2.8     $ 6.3  
    Gross Margin       28.2 %     36.8 %     33.9 %     32.5 %     27.3 %     34.1 %     32.6 %
    Genie Retail Energy       28.6 %     37.2 %     33.8 %     32.4 %     27.1 %     35.0 %     32.8 %
    Genie Renewables       22.0 %     26.8 %     34.9 %     33.9 %     33.7 %     15.1 %     29.0 %
    Income (loss) from operations     $ 9.8     $ 10.6     $ 11.7     $ (20.8 )   $ 12.8     $ 10.0     $ 11.3  
    Operating margin       8.2 %     11.6 %     10.4 %     (20.2 )%     9.4 %     2.3 %     2.7 %
    Net income (loss) attributable to Genie common stockholders     $ 8.1     $ 9.6     $ 10.2     $ (15.3 )   $ 10.6     $ 19.2     $ 12.6  
    Diluted earnings (loss) per share     $ 0.30     $ 0.36     $ 0.38     $ (0.58 )   $ 0.40     $ 0.74     $ 0.5  
    Adjusted EBITDA     $ 11.7     $ 12.0     $ 13.6     $ 11.1     $ 14.41     $ 58.2     $ 48.5  
      * Some Genie Retail Energy International (GREI) operations have been classified as a discontinued operation and their results excluded from current and historical results
      ** Numbers may not add due to rounding
         

    Earnings Announcement and Supplemental Information

    At 8:30 AM Eastern this morning, Genie Energy’s management will host a conference call to discuss the Company’s financial and operational results, business outlook, and strategy. The call will begin with management’s remarks, followed by Q&A with investors.

    To participate in the conference call, dial 1-877-545-0523 (toll-free from the US) or 1-973-528-0016 (international) and provide the following participant access code: 585907.

    Approximately three hours after the call, a call replay will be accessible by dialing 1-877-481-4010 (toll-free from the US) or 1-919-882-2331 (international) and providing the replay passcode: 52352. The replay will remain available through Tuesday, May 20, 2025. In addition, a recording of the call will be available for playback on the “Investors” section of the Genie Energy website.

    About Genie Energy Ltd.

    Genie Energy Ltd., (NYSE: GNE) is a leading retail energy and renewable energy solutions provider. The Genie Retail Energy division (GRE) supplies electricity, including electricity from renewable resources, and natural gas to residential and small business customers in the United States. The Genie Renewables division’s (GREW) holdings include Genie Solar, a vertically-integrated provider of community and utility-scale solar energy solutions, and Diversegy, an energy procurement advisor. For more information, visit Genie.com.

    In this press release, all statements that are not purely about historical facts, including, but not limited to, those in which we use the words “believe,” “anticipate,” “expect,” “plan,” “intend,” “estimate, “target” and similar expressions, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. While these forward-looking statements represent our current judgment of what may happen in the future, actual results may differ materially from the results expressed or implied by these statements due to numerous important factors, including, but not limited to, those described in our most recent report on SEC Form 10-K (under the headings “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations”), which may be revised or supplemented in subsequent reports on SEC Forms 10-Q and 8-K. We are under no obligation, and expressly disclaim any obligation, to update the forward-looking statements in this press release, whether as a result of new information, future events or otherwise.

    Contact

    Bill Ulrey
    Investor Relations
    Genie Energy, Ltd.
    wulrey@genie.com

    GENIE ENERGY LTD.
    CONSOLIDATED BALANCE SHEETS
    (in thousands, except per share amounts)

        March 31,
    2025
        December 31,
    2024
     
                 
    Assets             
    Current assets:            
    Cash and cash equivalents (including amounts related to variable interest entity of $255 and $263 at March 31, 2025 and December 31, 2024, respectively)   $ 112,544     $ 104,456  
    Restricted cash—short-term     27,178       26,608  
    Marketable equity securities     405       357  
    Trade accounts receivable, net of allowance for doubtful accounts of $8,238 and $8,086 at March 31, 2025 and December 31, 2024, respectively (including amounts related to variable interest entity of $255 and $250 at March 31, 2025 and December 31, 2024, respectively)     64,218       61,858  
    Inventory      13,726       12,188  
    Prepaid expenses (including amounts related to variable interest entity of $130 and $307 at March 31, 2025 and December 31, 2024, respectively)     9,503       9,893  
    Other current assets     9,207       8,493  
    Current assets of discontinued operations     1,727       3,594  
    Total current assets     238,508       227,447  
    Restricted cash—long-term     70,104       69,580  
    Property and equipment, net     26,866       25,246  
    Goodwill     12,686       12,749  
    Other intangibles, net     2,275       2,367  
    Deferred income tax assets, net     7,045       7,055  
    Other assets (including amounts related to variable interest entity of $364 and $363 at March 31, 2025 and December 31, 2024, respectively)     22,305       22,365  
    Noncurrent assets of discontinued operations     4,589       4,466  
    Total assets   $ 384,378     $ 371,275  
    Liabilities and equity                
    Current liabilities:                
    Trade accounts payable     29,752       31,233  
    Accrued expenses (including amounts related to variable interest entity of $476 and $502 at March 31, 2025 and December 31, 2024, respectively)     52,497       48,793  
    Income taxes payable     13,596       9,196  
    Current captive insurance liability     9,236       9,120  
    Current debt, net     2,167       357  
    Due to IDT Corporation, net     136       135  
    Other current liabilities     6,227       6,393  
    Current liabilities of discontinued operations     3,706       4,585  
    Total current liabilities     117,317       109,812  
    Noncurrent captive insurance liability     70,104       69,580  
    Noncurrent debt, net     6,838       8,668  
    Other liabilities     2,022       2,959  
    Noncurrent liabilities of discontinued operations     707       705  
    Total liabilities     196,988       191,724  
    Commitments and contingencies            
    Equity:                
    Genie Energy Ltd. stockholders’ equity:                
    Preferred stock, $0.01 par value; authorized shares – 10,000:                
    Series 2012-A, designated shares – 8,750; at liquidation preference, consisting of 0 shares issued and outstanding at March 31, 2025 and December 31, 2024            
    Class A common stock, $0.01 par value; authorized shares – 35,000; 1,574 shares issued and outstanding at March 31, 2025 and December 31, 2024     16       16  
    Class B common stock, $0.01 par value; authorized shares -200,000 ; 29,324 and 29,310 shares issued and 25,336 and 25,482 shares outstanding at March 31, 2025 and December 31, 2024, respectively     293       293  
    Additional paid-in capital     159,981       159,192  
    Treasury stock, at cost, consisting of 3,988 and 3,828 shares of Class B common stock at March 31, 2025 and December 31, 2024     (39,835 )     (37,486 )
    Accumulated other comprehensive income     4,373       3,919  
    Retained earnings     73,178       64,574  
    Total Genie Energy Ltd. stockholders’ equity     198,006       190,508  
    Noncontrolling interests:                
    Noncontrolling interests     (9,833 )     (10,174 )
    Receivable for issuance of equity of a subsidiary     (783 )     (783 )
    Total noncontrolling interests     (10,616 )     (10,957 )
    Total equity     187,390       179,551  
    Total liabilities and equity   $ 384,378     $ 371,275  


    GENIE ENERGY LTD.

    CONSOLIDATED STATEMENTS OF OPERATIONS
    (Unaudited)

        Three Months Ended March 31,  
        2025     2024  
        (in thousands, except per share data)
    Revenues:            
    Electricity   $ 104,063     $ 89,396  
    Natural gas     28,409       22,398  
    Other     4,335       7,894  
    Total revenues     136,807       119,688  
    Cost of revenues     99,444       85,902  
    Gross profit     37,363       33,786  
    Operating expenses:                
    Selling, general and administrative (i)     23,887       22,901  
    Provision for captive insurance liability     645       1,036  
    Income from operations     12,831       9,849  
    Interest income     1,981       1,340  
    Interest expense     (189 )     (32 )
    Gain on marketable equity securities and other investments     168       117  
    Other income, net     (6 )     80  
    Income before income taxes     14,785       11,354  
    Provision for income taxes     (4,380 )     (2,920 )
    Net income from continuing operations     10,405       8,434  
    Loss from discontinued operations, net of taxes     (104 )     (265 )
    Net income     10,301       8,169  
    Net income (loss) attributable to noncontrolling interests, net     (329 )     46  
    Net income attributable to Genie Energy Ltd. common stockholders   $ 10,630     $ 8,123  
                     
    Net income attributable to Genie Energy Ltd. common stockholders                
    Continuing operations   $ 10,734     $ 8,388  
    Discontinued operations     (104 )     (265 )
    Net income attributable to Genie Energy Ltd. common stockholders   $ 10,630     $ 8,123  
                     
    Earnings (loss) per share attributable to Genie Energy Ltd. common stockholders:                
    Basic:                
    Continuing operations   $ 0.40     $ 0.31  
    Discontinued operations           (0.01 )
    Earnings per share attributable to Genie Energy Ltd. common stockholders   $ 0.40     $ 0.30  
    Diluted                
    Continuing operations   $ 0.40     $ 0.31  
    Discontinued operations           (0.01 )
    Earnings per share attributable to Genie Energy Ltd. common stockholders   $ 0.40     $ 0.30  
                     
    Weighted-average number of shares used in calculation of earnings per share:                
    Basic     26,338       26,790  
    Diluted     26,612       27,298  
                     
    Dividends declared per common share    $ 0.075     $ 0.075  
    (i) Stock-based compensation included in selling, general and administrative expenses   $ 739     $ 749  


    GENIE ENERGY LTD. 

    CONSOLIDATED STATEMENTS OF CASH FLOWS
    (Unaudited) 

        Three Months Ended March 31,  
        2025     2024    
        (in thousands)  
    Operating activities            
    Net income   $ 10,301     $ 8,169    
    Net loss from discontinued operations, net of tax     (104 )     (265 )  
    Net income from continuing operations     10,405       8,434    
    Adjustments to reconcile net income to net cash provided by operating activities:                
    Provision for captive insurance liability     645       1,036    
    Depreciation and amortization     235       219    
    Provision for doubtful accounts receivable     309       729    
    Stock-based compensation     739       749    
    Unrealized gain on marketable equity securities and investment and others, net     (171 )     (49 )  
    Inventory valuation allowance           417    
    Changes in assets and liabilities:                
    Trade accounts receivable     (2,668 )     1,093    
    Inventory     (1,538 )     (2,191 )  
    Prepaid expenses     390       581    
    Other current assets and other assets     (209 )     505    
    Trade accounts payable, accrued expenses and other liabilities     981       (5,694 )  
    Due to IDT Corporation, net     1       (25 )  
    Income taxes payable     4,400       2,914    
    Net cash provided by operating activities of continuing operations     13,519       8,718    
    Net cash provided by operating activities of discontinued operations     1,830       4,208    
    Net cash provided by operating activities     15,349       12,926    
    Investing activities                
    Capital expenditures     (1,773 )     (1,206 )  
    Improvement of investment property     (370 )        
    Purchase of solar system facility           (1,344 )  
    Purchases of marketable equity securities and other investment           (2,094 )  
    Purchase of equity of subsidiary           (1,200 )  
    Proceeds from return of investments     50          
    Net cash used in investing activities     (2,093 )     (5,844 )  
    Financing activities                
    Dividends paid     (2,026 )     (2,121 )  
    Repurchases of Class B common stock     (1,887 )     (4,101 )  
    Repurchases of Class B common stock from employees     (462 )     (1,508 )  
    Net cash used in financing activities     (4,375 )     (7,730 )  
    Effect of exchange rate changes on cash, cash equivalents, and restricted cash     (80 )     74    
    Net increase (decrease) in cash, cash equivalents, and restricted cash     8,801       (574 )  
    Cash, cash equivalents, and restricted cash (excluding cash held at discontinued operations) at beginning of period     201,958       165,479    
    Cash, cash equivalents and restricted cash (including cash held at discontinued operations) at end of the period     210,759       164,905    
    Less: Cash of discontinued operations at end of period     933       2,886    
    Cash, cash equivalents, and restricted cash (excluding cash held at discontinued operations) at end of period   $ 209,826     $ 162,019    


    Reconciliation of Non-GAAP Financial Measures for the First Quarter of 2025

    In addition to disclosing financial results that are determined in accordance with generally accepted accounting principles in the United States of America (GAAP), Genie Energy disclosed Adjusted EBITDA on a consolidated basis and for GRE and disclosed Non-GAAP Net Income Attributable to Genie Energy Ltd. Common Stockholders (Non-GAAP Net Income and Non-GAAP earnings per share (Non-GAAP EPS). Adjusted EBITDA, Non-GAAP Net Income and Non-GAAP EPS are non-GAAP financial measures.

    Generally, a non-GAAP financial measure is a numerical measure of a company’s performance, financial position, or cash flows that either excludes or includes amounts that are not normally excluded or included in the most directly comparable measure calculated and presented in accordance with GAAP.

    Genie’s measure of consolidated Adjusted EBITDA starts with income from operations and adds back depreciation, amortization, and stock-based compensation and deducts impairment of assets and equity in the net loss of equity method investees, net.

    Genie’s measure of Non-GAAP Net Income starts with net income attributable to Genie Energy Ltd. Common Stockholders in accordance with GAAP and adds captive insurance liability and the tax effect of this adjustment. These additions are non-cash and/or non-routine items in the relevant periods.

    Adjusted EBITDA, Non-GAAP Net Income and Non-GAAP EPS should be considered in addition to, not as a substitute for, or superior to, revenue, gross profit, income from operations, cash flow from operating activities, net income, basic and diluted earnings per share or other measures of liquidity and financial performance prepared in accordance with GAAP. In addition, Genie’s measurement of Adjusted EBITDA, Non-GAAP Net Income and Non-GAAP EPS may not be comparable to similarly titled measures reported by other companies.

    Management believes that Genie’s measure of Adjusted EBITDA, Non-GAAP Net Income and Non-GAAP EPS provide useful information to both management and investors by excluding certain expenses that may not be indicative of Genie’s or GRE’s core operating results. Management uses Adjusted EBITDA, non-GAAP Net Income and Non-GAAP EPS, among other measures, as relevant indicators of core operational strengths in its financial and operational decision-making.

    Management also uses Adjusted EBITDA, Non-GAAP Net Income and Non-GAAP EPS to evaluate operating performance in relation to Genie’s competitors. Disclosure of these non-GAAP financial measures may be useful to investors in evaluating performance and allows for greater transparency to the underlying supplemental information used by management in its financial and operational decision-making. In addition, Genie Energy has historically reported Adjusted EBITDA and believes it is commonly used by readers of financial information in assessing performance. Therefore, the inclusion of comparative numbers provides consistency in financial reporting at this time.

    Management refers to Adjusted EBITDA, Non-GAAP Net Income and Non-GAAP EPS as well as the GAAP measures revenue, gross profit, and income from operations, as well as net income, on a consolidated level to facilitate internal and external comparisons to Genie’s historical operating results, in making operating decisions, for budget and planning purposes, and to form the basis upon which management is compensated.

    Although depreciation and amortization are considered operating costs under GAAP, they primarily represent the non-cash current period allocation of costs associated with long-lived assets acquired or constructed in prior periods. Genie’s operating results exclusive of depreciation and amortization are therefore useful indicators of its current performance.

    Stock-based compensation recognized by Genie Energy and other companies may not be comparable because of the various valuation methodologies, subjective assumptions, and the variety of types of awards that are permitted under GAAP. Stock-based compensation is excluded from Genie’s calculation of Adjusted EBITDA because management believes this allows investors to make more meaningful comparisons of the operating results of Genie’s core business with the results of other companies. However, stock-based compensation will continue to be a significant expense for Genie Energy for the foreseeable future and an important part of employees’ compensation that impacts their performance. 

    Impairment of assets is a component of income (loss) from operations that is excluded from the calculation of Adjusted EBITDA. The impairment of assets is primarily dictated by events and circumstances outside the control of management that trigger an impairment analysis. While there may be similar charges in other periods, the nature and magnitude of these charges can fluctuate markedly and do not reflect the performance of Genie’s continuing operations. 

    Captive insurance liability is a non-cash charge incurred by Genie’s insurance operations. While there may be related charges in other periods, the magnitude of these changes can fluctuate markedly and do not reflect the performance of Genie’s continuing operations. Captive insurance losses are excluded from Genie’s calculation of Adjusted EBITDA, Non-GAAP Net Income and Non-GAAP EPS because management believes this allows investors to make more meaningful comparisons of the operating results of Genie’s core business with the results of other companies. 

    Following are the reconciliations of Adjusted EBITDA, Non-GAAP Net Income and Non-GAAP EPS on a consolidated basis to its most directly comparable GAAP measure. Adjusted EBITDA is reconciled to income from operations for Genie Energy on a consolidated basis as well as for GRE. 

    Non-GAAP Reconciliation – Consolidated Adjusted EBITDA

    (in millions)    1Q23     2Q23     3Q23     4Q23     1Q24     2Q24      
    3Q24
        4Q24       1Q25     2023     2024  
    Income (loss) from operations   $ 11.3     $ 15.0     $ 17.9     $ (34.2 )   $ 9.8     $ 10.6     11.7       (20.8 )     12.8     $ 10.0     $ 11.3  
    Add back                                                                                        
    Captive insurance liability   $ 0.0     $ 0.0     $ 0.0     $ 45.1     $ 1.0     $ 0.6     $ 1.0       30.9       0.6     $ 45.1     $ 33.6  
    Depreciation and amortization   $ 0.1     $ 0.1     $ 0.1     $ 0.2     $ 0.2     $ 0.2     0.2       0.2       0.2     $ 0.5     $ 0.9  
    Non-cash compensation   $ 0.8     $ 0.8     $ 0.6     $ 0.5     $ 0.7     $ 0.5     0.6       0.6       0.7     $ 2.7     $ 2.3  
    Impairment   $ 0.0     $ 0.0     $ 0.0     $ 0.0     $ 0.0     $ 0.1     0.1       0.0       0     $ 0.0     $ 0.2  
    Equity in net loss (income) of equity method investees   $ 0.2     $ (0.1 )   $ (0.1 )   $ (0.1 )   $ (0.1 )   $ 0.0     0.0       0.1       0.0     $ (0.1 )   $ 0.2  
    Adjusted EBITDA   $ 12.4     $ 15.8     $ 18.5     $ 11.5     $ 11.7     $ 12.0     13.6       11.1       14.4     $ 58.2     $ 59.5  


    Non-GAAP Reconciliation – GRE Adjusted EBITDA

    (in millions)   1Q25     1Q24     2024     2023  
    Income from operations   $ 16.8     $ 14.2     $ 56.5     $ 71.9  
    Add back                                
    Depreciation and amortization   $ 0.1     $ 0.1     $ 0.3     $ 0.3  
    Stock-based compensation   $ 0.3     $ 0.2     $ 1.1     $ 1.0  
    Impairment   $ 0.0     $ 0.0     $ 0.0     $ 0.0  
    Equity in the income of equity method investees   $ (0.1 )   $ 0.0     $ 0.5     $ 0.0  
    Adjusted EBITDA   $ 17.1     $ 14.6     $ 58.4     $ 73.3  

     Non-GAAP Reconciliation – Consolidated Non-GAAP Net Income Attributable to Genie Energy Ltd. Common Stockholders and Non-GAAP Diluted Income Per Share

    (in millions except for EPS)   1Q25     1Q24     2024     2023  
    Net income attributable to Genie Energy Ltd. common stockholders   $ 10.6     $ 8.1     $ 12.6     $ 19.2  
    Add back                                
    Captive insurance liability   $ 0.6     $ 1.0     $ 33.6     $ 45.1  
    Income tax effect of adjustment   $ (0.2 )     (0.3 )   $ (8.8 )   $ (10.5 )
    Non-GAAP net income attributable to Genie Energy Ltd. common stockholders   $ 11.1     $ 8.9     $ 37.4     $ 53.7  
                                     
    Diluted earnings per share   $ 0.40     $ 0.30     $ 0.46     $ 0.74  
    Total adjustments   $ 0.02     $ 0.03     $ 0.91     $ 1.33  
    Non-GAAP diluted earnings per share   $ 0.42     $ 0.33     $ 1.38     $ 2.06  
                                     
    Weighted average number of shares used in the calculation of diluted earnings per share     26.6       27.3       27.2       26.1  

    # # #

    The MIL Network

  • MIL-OSI: Caliber Enters Exclusive Development Agreement with Hyatt to Bring 15 Hyatt Studios Hotels to Key U.S. Markets

    Source: GlobeNewswire (MIL-OSI)

    SCOTTSDALE, Ariz., May 06, 2025 (GLOBE NEWSWIRE) — Caliber (NASDAQ: CWD), a real estate investor, developer, and manager, today announced that it has entered into a Development Rights Agreement with an affiliate of Hyatt Hotels Corporation (NYSE: H) to develop 15 new Hyatt Studios hotels in the United States. Under the terms of the agreement, Caliber Hospitality Development (“CHD”) will receive exclusive development rights for future development of Hyatt Studios hotels in target market areas within Arizona, Colorado, Nevada, Texas and Louisiana. Construction on the first hotel, located in Georgetown, Texas, a city within the Austin metropolitan district, is expected to break ground in the fourth quarter of 2025. The second hotel within the agreement will be in Scottsdale, Arizona and is expected to break ground second quarter of 2026.

    Announced in 2023, Hyatt Studios is Hyatt’s first upper-midscale extended-stay brand, concepted in direct collaboration with owners and informed by guest feedback, featuring an efficient build cost, lean operating model, and design flexibility—all supported by Hyatt’s powerful commercial engine. Each Hyatt Studios hotel will include approximately 122 apartment-style suites equipped with in room kitchens, free high-speed fiber internet, EV charging stations, complimentary grab-and-go breakfast, a 24/7 market, self-service laundry, fitness studio, and pet friendly accommodations.

    “Our new Hyatt Studios brand has been steadily growing since we announced it in 2023, and today we have more than 50 executed deals that will extend the Hyatt brand into more than 20 new markets,” said Jim Chu, Chief Growth Officer, Hyatt. “We are excited to be working with Caliber on the development of at least 15 new properties, many of which are expected to be located in new markets for Hyatt. This significant development agreement will advance Hyatt’s ongoing evolution, as we aim to make our brands even more profitable for owners and more desirable for travelers.”

    “We are very excited about our new relationship with Hyatt, a world-class brand that shares our steadfast commitment to superior service for our guests,” said Chris Loeffler, CEO of Caliber. “As a hospitality investor and developer since 2013, Caliber has taken notice that hotel inventory across the United States is lower today than it was in January of 2020. This, combined with historically low new construction starts, and a recent return of demand for hotel rooms, makes the case to develop Hyatt Studios hotels in attractive, underserved markets. The Hyatt Studios brand offers Caliber the opportunity to capture a fundamental change in the way people work and their desire to stay in a hotel that feels like home for a longer trip,” continued Mr. Loeffler.

    Caliber expects to develop 15 hotels over the course of the next three to five years, as the market bears opportunities, and will seek to expand the agreement if market conditions allow. Caliber expects these developments to deliver $400 million in additional assets under management (AUM) to the Platform, delivering an attractive operating margin and significant growth in annual and one-time Platform revenue.

    The term “Hyatt” is used in this release for convenience to refer to Hyatt Hotels Corporation and/or one or more of its affiliates.

    About Caliber (CaliberCos Inc.)
    With more than $2.9 billion of managed assets, including estimated costs to complete assets under development, Caliber’s 15-year track record of managing and developing real estate is built on a singular goal: make money in all market conditions. Our growth is fueled by our performance and our competitive advantage: we invest in projects, strategies, and geographies that global real estate institutions do not. Integral to our competitive advantage is our in-house shared services group, which offers Caliber greater control over our real estate and visibility to future investment opportunities. There are multiple ways to participate in Caliber’s success: invest in Nasdaq-listed CaliberCos Inc. and/or invest directly in our Private Funds.

    About Caliber Hospitality Trust
    Caliber Hospitality Trust (“CHT”), an externally advised private hospitality corporation, is a subsidiary of CaliberCos Inc. (NASDAQ: CWD). Led by an experienced team of agile entrepreneurs and specialists, CHT offers a unique opportunity in an UPREIT strategy for hotel owners and managers to access scale on a tax-deferred basis. CHT is targeting middle-market, full service, select service, extended stay, and lifestyle hotels in attractive geographic locations. CHT’s asset management technology enables management of mixed asset classes, top-tier brands, and third-party managers, who all interact via an integrated platform. More information at CaliberHospitality.com

    About Hyatt Hotels Corporation
    Hyatt Hotels Corporation, headquartered in Chicago, is a leading global hospitality company guided by its purpose – to care for people so they can be their best. As of March 31, 2025, the Company’s portfolio included more than 1,450 hotels and all-

    inclusive properties in 79 countries across six continents. The Company’s offering includes brands in the Luxury Portfolio, including Park Hyatt®, Alila®, Miraval®, Impression by Secrets, and The Unbound Collection by Hyatt®; the Lifestyle Portfolio, including Andaz®, Thompson Hotels®, The Standard®, Dream® Hotels, The StandardX, Breathless Resorts & Spas®, JdV by Hyatt®, Bunkhouse® Hotels, and Me and All Hotels; the Inclusive Collection, including Zoëtry® Wellness & Spa Resorts, Hyatt Ziva®, Hyatt Zilara®, Secrets® Resorts & Spas, Dreams® Resorts & Spas, Hyatt Vivid Hotels & Resorts, Sunscape® Resorts & Spas, Alua Hotels & Resorts®, and Bahia Principe Hotels & Resorts; the Classics Portfolio, including Grand Hyatt®, Hyatt Regency®, Destination by Hyatt®, Hyatt Centric®, Hyatt Vacation Club®, and Hyatt®; and the Essentials Portfolio, including Caption by Hyatt®, Hyatt Place®, Hyatt House®, Hyatt Studios, Hyatt Select, and UrCove. Subsidiaries of the Company operate the World of Hyatt® loyalty program, ALG Vacations®, Mr & Mrs Smith, Unlimited Vacation Club®, Amstar® DMC destination management services, and Trisept Solutions® technology services. For more information, please visit www.hyatt.com.

    Forward-Looking Statements
    This press release contains “forward-looking statements” that are subject to substantial risks and uncertainties. All statements, other than statements of historical fact, contained in this press release are forward-looking statements. Forward-looking statements contained in this press release may be identified by the use of words such as “anticipate,” “believe,” “contemplate,” “could,” “estimate,” “expect,” “intend,” “seek,” “may,” “might,” “plan,” “potential,” “predict,” “project,” “target,” “aim,” “should,” “will” “would,” or the negative of these words or other similar expressions, although not all forward-looking statements contain these words. Forward-looking statements are based on the Company’s current expectations and are subject to inherent uncertainties, risks and assumptions that are difficult to predict. Further, certain forward-looking statements are based on assumptions as to future events that may not prove to be accurate. These and other risks and uncertainties are described more fully in the section titled “Risk Factors” in the final prospectus related to the Company’s public offering filed with the SEC and other reports filed with the SEC thereafter. Forward-looking statements contained in this announcement are made as of this date, and the Company undertakes no duty to update such information except as required under applicable law.

    CONTACTS:
    Caliber:
    Ilya Grozovsky
    +1 480-214-1915
    Ilya@caliberco.com

    The MIL Network

  • MIL-OSI: RentRedi Launches “The Rental Pro” Newsletter to Help Landlords Grow Their Rental Businesses

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, May 06, 2025 (GLOBE NEWSWIRE) — RentRedi, the fastest-growing all-in-one property management software that makes renting easy for both landlords and renters, announces The Rental Pro newsletter, offering a powerful monthly resource designed to provide landlords, investors, real estate agents, and property managers with expert insights, real estate data, and actionable strategies. Delivered monthly, The Rental Pro is open to anyone interested in real estate investing or rental housing—not just RentRedi customers.

    The Rental Pro marks a strategic evolution with a strong focus on investment growth. The newsletter is tailored specifically to those navigating the rental housing market, offering in-depth exclusive rental market data, expert commentary, and actionable advice that helps readers make smarter investment decisions, improve operations, and unlock new opportunities in real estate investing.

    “The Rental Pro Newsletter is designed for real estate investors who want to work smarter, not harder—and grow faster because of it,” said RentRedi Co-founder and CEO Ryan Barone. “We’re giving them the tools, insights, and strategies to stay ahead of the curve and scale with confidence.”

    Whether you’re managing a single-family home or expanding a multi-unit portfolio, this newsletter offers guidance that fuels sustainable business growth.

    What readers will learn:

    • How to identify trends and capitalize on market opportunities
    • Ways to streamline property operations and reduce overhead
    • Insights into pricing strategies, maintenance planning, and tenant retention
    • Exclusive data reports and expert analysis not found anywhere else
    • Tips for navigating regulations, leveraging tech, and scaling smarter

    With The Rental Pro, RentRedi continues its mission to make property management not only more accessible and efficient, but also more strategic and growth-oriented.

    To subscribe to The Rental Pro, visit: rentredi.com/newsletter.

    About RentRedi

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

    Founded in 2016, RentRedi is VC-backed and a proven leader in the PropTech market. The company ranks No. 180 on the Inc. 5000 list and No. 13 on the Inc. 5000 Regionals list. It was also named an Inc. Power Partner in 2023 and 2024, and to Fast Company’s Next Big Things in Tech list in 2024, as well as HousingWire’s Tech100 list in 2025. To date, RentRedi has more than $28 billion in assets under management with nearly 200,000 landlords and tenants using its platform. The company partners with technology leaders such as Zillow, TransUnion, Experian, Equifax, Realtor.com, Lessen, Thumbtack, Plaid, and Stripe to create the best customer experience possible. For more information visit RentRedi.com.

    The MIL Network

  • MIL-OSI: YieldMax™ ETFs Announces Distributions on BIGY ($0.4609) and SOXY ($0.4384)

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO and MILWAUKEE and NEW YORK, May 06, 2025 (GLOBE NEWSWIRE) — YieldMax™ today announced distributions for the YieldMax™ Target 12™ ETFs listed in the table below. The Fund seeks to generate income with a 12% target annual income level.

    ETF
    Ticker
    1
    ETF Name Distribution Frequency Distribution per Share Distribution
    Rate
    2
    30-Day
    SEC Yield3
    ROC4 Ex-Date & Record Date Payment
    Date
    BIGY YieldMax™ Target 12™ Big 50 Option Income ETF Monthly   $0.4609 12.00% 0.18% 66.89% 5/7/25 5/8/25
    RNTY* YieldMax™ Target 12™ Real Estate Option Income ETF Monthly  
    SOXY YieldMax™ Target 12™ Semiconductor Option Income ETF Monthly $0.4384 12.00% 0.12% 100.00% 5/7/25 5/8/25
                     

    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.

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

    *The inception date for RNTY is April 16, 2025.

    1Each ETF’s strategy 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.

    2The Distribution Rate shown is as of close on May 5, 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.

    3The 30-Day SEC Yield represents net investment income, which excludes option income, earned by such ETF over the 30-Day period ended April 30, 2025, expressed as an annual percentage rate based on such ETF’s share price at the end of the 30-Day period.

    4ROC 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.

    Standardized Performance

    For BIGY, click here. For SOXY, click here. For RNTY, click here.

    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.

    Important Information
    Investors should consider the investment objectives, risks, charges and expenses carefully before investing. For a prospectus or summary prospectus with this and other information about each Fund, visit our website at www.YieldMaxETFs.com. Read the prospectus or summary prospectus carefully before investing.

    There is no guarantee that any Fund’s investment strategy will be properly implemented, and an investor may lose some or all of its investment in any such Fund.

    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

    Investing involves risk. Principal loss is possible.

    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.

    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.

    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: Greenbacker’s Cider solar project awarded North American Solar Deal of the Year

    Source: GlobeNewswire (MIL-OSI)

    • Utility-scale solar farm awarded for its innovative financing package—which includes one of the market’s earliest tax credit transfer bridge loans—on an industry-leading clean energy infrastructure project.
    • Financing supports construction and operation of 674 MWdc / 500 MWac Cider, Greenbacker’s largest clean energy asset to date, expected to be the largest solar farm in the state of New York when completed in 2026.

    NEW YORK, May 06, 2025 (GLOBE NEWSWIRE) — Greenbacker Renewable Energy Company LLC (“Greenbacker”), an energy transition-focused investment manager and independent power producer, is proud to announce today that its Cider solar project (“Cider”) has been named the 2024 North American Solar Deal of the Year by Proximo Infra.

    The award honors the innovative multi-tranche financing package behind the project, which includes one of the market’s earliest tax credit transfer bridge loans. The nearly $1 billion project financing supports the construction and operation of the 674 MWdc / 500 MWac utility-scale project in Genesee County, New York—the largest solar project ever built in the state and the largest clean energy asset in Greenbacker’s portfolio to date.

    The financing package comprises a $418 million tax equity bridge loan, a $373 million construction-to-term loan, and $79 million in letters of credit. It also includes an additional $81 million mezzanine financing in the form of a development loan.

    This recognition underscores Greenbacker’s continued commitment to advancing the energy transition through strong industry partnerships and innovative financing packages.

    “We’re incredibly proud of our team’s innovation, dedication, and expertise in bringing this financing to life,” said Carl Weatherley-White, interim CFO of Greenbacker. “While this award recognizes the innovative deal structure behind Cider, it’s also a reflection of the successful collaboration with our financing partners, our development partner Hecate Energy, our engineering, procurement, and construction managers, and a number of specialty firms we partnered with to make this project a reality. Greenbacker was able to realize this milestone with the commitment and precision of all parties involved.”

    “Cider’s financing structure combined a range of innovative instruments—including the tax credit transfer bridge loan, deal-contingent interest rate hedges, and dual tranche construction and term-loan facilities—while at the same time balancing and optimizing between two different sources of capital: traditional bank financing and mezzanine financing,” said Michael Dudum, VP on Greenbacker’s infrastructure investment team. “This thoughtful layering allowed us to optimize the capital stack and deliver the project in a highly efficient, cost-effective way.”

    The project was acquired from long-standing partner Hecate Energy, a leading US developer with a renewable energy and energy storage pipeline exceeding 43.7 GWac of projects. Cider broke ground in November 2024 and is expected to reach commercial operation in late 2026. Once operational, the project is estimated that Cider will generate enough clean energy to power more than 120,000 homes annually.1

    Over its lifetime, Cider is expected to generate approximately $100 million in tax revenue to the local community, funds that can support essential community services, such as local first responders, and important infrastructure, including area roadways, libraries, and schools.

    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 carbon2 and saving nearly 8 billion gallons of water.3 Greenbacker’s fleet of operating and pre-operating projects currently support, or are expected to support, thousands of green jobs.4

    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.

    Forward-Looking Statements
    This press release contains forward-looking statements within the meaning of the federal securities laws. Forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties and other factors that may cause the actual results to differ materially from those anticipated at the time the forward-looking statements are made. Although Greenbacker believes the expectations reflected in such forward-looking statements are based upon reasonable assumptions, it can give no assurance that the expectations will be attained or that any deviation will not be material. Greenbacker undertakes no obligation to update any forward-looking statement contained herein to conform to actual results or changes in its expectations.

    Greenbacker media contact
    Chris Larson
    Media Communications
    646.569.9532
    c.larson@greenbackercapital.com

    1Governor Hochul Announces Siting Approval of New York’s Largest Solar Facility to Date, governor.ny.gov.
    2 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.
    3 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.
    4 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 Video: Meet Oconee Nuclear Station

    Source: United States of America – Federal Government Departments (video statements)

    Oconee Nuclear Station is located in Seneca, South Carolina and is one of the largest nuclear power plants in the country.

    The plant is home to three reactors that provide enough reliable power for 1.9 million homes.

    It was the first U.S. nuclear plant to use digital sensors to monitor operations and the first nuclera plant to generate more than 500 million megawatt-hours of electricity.

    Oconee is also the first Duke Energy plant cleared to operate for 80 years and will operate through 2053-2054.

    Learn more about nuclear energy: https://www.energy.gov/ne/office-nuclear-energy

    Follow us

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    https://www.youtube.com/watch?v=-spPs8j3NEQ

    MIL OSI Video

  • MIL-OSI United Kingdom: Inverness commemorates VE Day 80th anniversary

    Source: Scotland – Highland Council

    The Highland Council is supporting public commemorations for the 80th anniversary of VE Day (Thursday 8 May) both in Inverness and at Saint-Valery-en-Caux, France to mark 80 years since the end of the Second World War. 

    On 8 May at 11:30 there will be a service and laying of wreaths at Cavell Gardens War Memorial, Inverness led by the Inverness Branch of Royal British Legion, Scotland.

    Leader of Inverness and Area Cllr Ian Brown and Depute Provost Cllr Jackie Hendry will lay a wreath at the service at Cavell Gardens War Memorial.

    Cllr Brown said: “We will honour the people of Inverness who were deployed during World War II and we will remember them.”

    Depute Provost Cllr Jackie Hendry added: “Victory Europe was a day in history full of relief and joy after six long, dark years of war.  We remember those who fought but did not come home.  Never forget.”

    Following the service, a reception for veterans has been supported by the Inverness Common Good Fund.

    The Provost of Inverness and Area Cllr Glynis Campbell Sinclair and Depute Provost Cllr Morven Reid along with members of the City of Inverness Pipe Band will attend ceremonies at Inverness’s twinned town Saint-Valery-en-Caux.

    Provost Campbell Sinclair said: “It is an honour and a privilege to represent Inverness at Saint-Valery-en-Caux to mark the ultimate sacrifice made by thousands in the defence and ultimate liberation of our twinned town 80 years ago including the many soldiers from the 51st Highland Division.”

    On the morning of 8 May, they will attend a mass at the Church of Saint-Valery-en-Caux then a wreath laying ceremony at the Place de la Gare. In the afternoon there will be ceremonies at the monument of the 51st Highland Division and at the Military Cemetery

    6 May 2025

    MIL OSI United Kingdom

  • MIL-OSI Russia: 15 years in hockey: anniversary photo exhibition opens at GUU

    Translation. Region: Russian Federal

    Source: State University of Management – Official website of the State –

    On May 6, 2025, the State University of Management opened an exhibition dedicated to the 15th anniversary of the SUM hockey team.

    Rector Vladimir Stroev welcomed the guests and noted the importance of university sports.

    “The number of people who are interested in the game in general and our team in particular is growing steadily. Many watch the matches of student hockey leagues and it is nice when our teams stand out with success. The guys finished the season quite confidently, the playoffs are ahead, I encourage everyone to go and support, because these are the most interesting matches. Congratulations on the intermediate end of the season and the St. Petersburg championship!” – concluded Vladimir Vitalyevich.

    Also speaking at the opening was 2011 team player Dmitry Neidorf, who became a professional coach and opened his own hockey school in Moscow.

    “It’s nice to visit my home university. I want to note the positive changes in the field of university sports. In 2011, when we started playing, it was more on a volunteer basis, and now the team is supported by both students and the rector’s office, which is very valuable. I wish today’s players to be united, we still communicate with our team and carry our friendship through life,” Dmitry noted.

    The grand opening was concluded by the current captain of our university’s hockey team, Andrei Larin.

    “Thank you to the rector’s office for opening the exhibition. It is especially nice to see those who previously defended the honor of our university. It is important that sports are actively developing at GUU: a student sports club has been created, there are curators from among the staff, the support of the rector’s office is felt, and not only during victories, but also when the team fails at something. This is very important and valuable for us. We strive to be the best, to occupy only the highest steps of the podium, and we will do everything to achieve this,” Andrey emphasized.

    The GUU hockey team was founded in 2010, and the official start in the Moscow Student Hockey League is considered to be April 9, 2011.

    Over 15 years, the team has become one of the most titled in the MSHL and pre-season tournaments, demonstrating consistent success. Among the key achievements are the Moscow championship among universities, victories in the Mayor’s Cup, bronze in the Russian Championship and success in the Bachelor and Master divisions.

    In the 2024/2025 season, the team was updated, changing its nickname from “hippos” to “GUUsi” in honor of the unification of the university sports club. Now HC GUU plays in two capital leagues – MSHL and NSHL, occupying confident positions in the tournament tables.

    The photo exhibition is located in the covered passage between the Administrative Building and the Flow Auditorium Building and reflects key moments in the team’s history, including outstanding matches, memorable seasons and player achievements. The exhibition will allow visitors to follow the team’s path from its founding to its current successes and inspire the further development of student hockey at the State University of Management.

    Subscribe to the TG channel “Our GUU” Date of publication: 05/06/2025

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

    MIL OSI Russia News

  • MIL-OSI Russia: Rosneft opened a photo exhibition in Ufa and laid out an alley of oil workers in honor of the 80th anniversary of the Victory

    Translation. Region: Russian Federal

    Source: Rosneft – Rosneft – An important disclaimer is at the bottom of this article.

    ANK Bashneft (part of Rosneft) opened a photo exhibition in Ufa called “Bashkir Oil of Victory” and laid a memorial Alley of Bashkir Oil Workers. Representatives of the Government of the Republic, employees of the Company and schoolchildren of the “Movement of the First” took part in the ceremonial event. The patriotic initiative is aimed at preserving the historical memory of the contribution of Bashkir oil workers who fought at the front and home front workers to achieving Victory.

    The photo exhibition and memorial alley are located in the park near the memorial complex “Ufa – the city of labor valor” on the bank of the Belaya River. The exhibition tells about the milestones in the development of the republic’s oil industry and the labor feat of Bashkir oil workers during the war years. The historical shots depict working teams of the Ufa cracking plant and the Ishimbay oil refinery, and oil workers at the fields.

    During the Great Patriotic War, Bashkortostan became one of the significant centers of the country’s fuel and energy complex. The republic produced more than 5 million tons of oil, processed 6.5 million tons of oil, and produced 2.5 million tons of oil products. New fields and deposits were discovered in the republic, and the capacity of oil refineries was significantly increased. Bashkiria became the key center of the Volga-Ural oil province, which was called “Second Baku”.

    The photo chronicle tells about the people who forged the common Victory. Including the heroism of women in the rear, who worked in harsh conditions in several shifts for 12 hours at the fields and factories. Bashkir oil workers were repeatedly awarded the Challenge Red Banner of the State Defense Committee (GKO). In 1946, the Red Banners of the GKO as a symbol of labor glory were transferred for eternal storage to Field No. 1 of the Tuymazaneft Trust and the Ufa Oil Refinery.

    Rosneft and its subsidiaries actively participate in patriotic events that help strengthen historical memory, foster civic responsibility and preserve cultural heritage.

    Reference:

    ANK Bashneft is one of the oldest enterprises in the oil and gas industry of the country, carrying out activities in the extraction and processing of oil and gas, the company’s key assets are located in the Republic of Bashkortostan. Exploration and production of oil and gas are also carried out in the Khanty-Mansiysk Autonomous Okrug – Yugra, Nenets Autonomous Okrug, Orenburg Region and the Republic of Tatarstan.

    Department of Information and Advertising of PJSC NK Rosneft May 6, 2025

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

    MIL OSI Russia News

  • MIL-OSI Russia: The HSE team is the champion of the All-Russian student festival in advertising and PR

    Translation. Region: Russian Federal

    Source: State University Higher School of Economics – State University Higher School of Economics –

    “PR and Advertising Week on Yenisei” – “Yarpiar” – All-Russian student festival on advertising and PR brought the School of Communications of the National Research University Higher School of Economics 22 awards.

    Photo by: Yulia Korogod

    The festival was held from April 21 to 24 and included an advertising Olympiad, the Blue Cone competition, a scientific and practical conference and master classes. This year’s concept was “Eco-communications”, as well as the role of advertising and PR in sustainable development. This year, 27 teams from three countries, 16 cities and 25 universities took part in the Festival.

    The Yes.My team, led by Rimma Pogodina, Associate Professor of the School of Communications, received 22 awards. This year, the team has 8 first, 6 second, 3 third places and 4 special nominations. And Karina Amdieva was awarded the individual championship cup.

    Photo by: Yulia Korogod

    – The individual assessment included the Olympiad: it is very similar to the Unified State Exam in advertising, only with open tasks – ten questions with atypical cases or situations. For example, you are a PR manager for a mayor who has spoken out sharply on some issue, and you need to conduct anti-crisis communication because he was “exposed” on a federal channel. Or another example: you are a PR manager for a gamer streamer who was invited to give a lecture to students of the journalism department of Moscow State University. What advice would you give him? That is, these are questions that require reflection and a professional approach.

    The second part of the individual championship is the analysis of a communication case. This year it consisted of two stages: online and offline. The online stage is a classic case solution: you are given a problem, you do analytics, formulate input and propose a strategy. At the in-person stage, it was necessary to analyze the Silver Archer case according to the criteria in an hour and a half: evaluate it for compliance with the target audience, the stated results and generally give your expert assessment, – said Karina Admieva, a bachelor’s student “Advertising and Public Relations”.

    Representatives of the companies that provided cases for the Festival – market leaders – emphasized the high level of training of students from HSE.

    As Elena Kharlamova, Deputy Director for Communications of the Krasnoyarsk Representative Office of the Norilsk Nickel Mining and Metallurgical Company, noted: HSE teachers have an incredibly broad vision of everything, they teach students to look at the task from a different angle, in an unconventional way. “The team managed to offer a comprehensive approach, which we take and do! This will all be implemented, you will see it all,” she said at the award ceremony.

    The “Promotion of Territories” competition is part of the team championship of the All-Russian Olympiad in Advertising and Public Relations. It consists of two stages. The first is solving a task in an online format before the festival: this year the task was presented in the form of an analysis of existing narratives for promoting territories to choose from.

    Photo by: Yulia Korogod

    – My team and I analyzed the campaign to promote Kolomna and proposed improved approaches. Following this stage, we and seven other teams were shortlisted, – shared Yulia Korogod, a master’s student “Integrated Communications”.

    The second stage was carried out directly at the festival and included two competitions. The first was related to homework and involved creating creative slogans for the chosen territory. The second competition involved creating a communications campaign to promote one of the places in Southern Yenisei Siberia.

    Photo by: Yulia Korogod

    – The creative framework of our solution was expressed in the contact of man with the universe, which was positively noted by the jury members. Based on the results of two stages of the competition, our team took first place. This result was incredibly desirable and significant. Moreover, for us personally, this became another proof of high preparation at the university, since in the conditions of limited time, various theories and creative frameworks seemed to be in the subcortex, – Yulia Korogod.

    Congratulations to Karina Amdieva, Yulia Korogod, Evgenia Guseva, Ekaterina Solovieva and Stefania Bochkareva on their awards!

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

    MIL OSI Russia News

  • MIL-OSI United Kingdom: Foster Care Fortnight 2025 Celebrating the Power of Relationships

    Source: City of Derby

    Foster for East Midlands part of Derby City Council is proud to support Foster Care Fortnight, running from 12 to 25 May 2025—the UK’s largest campaign to raise awareness of fostering, led by national charity The Fostering Network.

    This year’s theme, The Power of Relationships, celebrates the vital connections that sit at the heart of every fostering journey. From the deep bonds between foster carers and children to the support of social workers, friendships within fostering communities, and relationships with birth families—these connections shape lives, create stability, and open doors to brighter futures.

    Across the fortnight, we’ll be celebrating how relationships transform the lives of children and young people in care. Here in the East Midlands, we’re shining a spotlight on powerful Fostering Moments—real stories that show just how life-changing these bonds can be.

    Foster for East Midlands is a regional fostering hub, bringing together Derby, Derbyshire, Nottingham, and Nottinghamshire. Our mission is to increase the number of foster carers across the region and ensure they have the support needed to thrive in their roles. When more foster carers are available in local communities, fewer children need to be moved to unfamiliar areas, helping them maintain connections with friends, schools, and families.

    Foster carers currently look after around three-quarters of the 100,000+ children in care across the UK. Every day, they provide safe, loving, and supportive homes—and it’s the relationships they build that make a lasting difference.

    Fostering Moments from Our Region

    Kerry and Neil – Derbyshire

    Fostering isn’t just love—it’s being a professional parent. The process was detailed but necessary. Training, especially in therapeutic parenting, helped us understand and support each child’s needs. Intuition alone isn’t enough. We’ve grown so much through fostering and feel proud to make a real difference in children’s lives.

    Pat – Derby City

    Fostering has transformed my life. Over 36 years, we’ve welcomed countless children into our home, offering love and stability. Each child leaves a lasting impression. It’s not always easy, but the joy and growth we witness make it profoundly rewarding.

    Mavis – Nottingham City

    My fostering journey began in a one-bedroom flat, driven by a desire to help. Decades later, I’ve cared for many children who became family. Watching them succeed, stay connected, and support each other shows the power of love and stability. Fostering truly transforms lives—including your own.

    Sharnie and Zak – Nottingham City

    Fostering isn’t about being perfect—it’s about showing up with love. We’re new to this, learning every day, but already it’s changed us. Seeing our daughter bond with children, building trust and connection—it’s beautiful. With support from Foster for East Midlands, we know we’re never alone on this journey.

    Shelly and Lyn – Nottinghamshire  

    Fostering is about making kids feel like they belong. From first trips to the seaside to Christmas presents—they’re memories that show love. Over 100 children later, some still call us grandparents. Every child we’ve cared for has left a mark on our hearts—and hopefully, we’ve done the same.

    In celebration of the relationships within our foster care community, there will be two special events for foster carers and their families to enjoy a heart warming Fostering’s Got Talent showcase and a fun-filled family picnic. These events are a chance to come together, recognise the incredible bonds formed through fostering, and celebrate the people who make it all possible.

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

    Foster Care Fortnight is an important opportunity to recognise and celebrate the incredible commitment of our foster carers across the East Midlands. Their dedication provides children and young people with the stability, care, and support they need to thrive. As a region, we are proud to work together through Foster for East Midlands to raise awareness and recruit more amazing individuals to join our fostering community. Thank you to every foster carer for the life-changing difference you make.

    Chief executive of The Fostering Network, Sarah Thomas, said:

    Foster Care Fortnight is a time to celebrate foster carers and raise awareness of the incredible impact they have on children and young people.

    Strong, supportive relationships are at the heart of fostering. They connect foster carers, children, families, and professionals, creating a community that surrounds children with the care they need to thrive. But with more children entering care, we urgently need more people to step forward so every child can have the right home for their needs.

    “There’s no such thing as a ‘typical’ foster carer. The fostering community is made up of people from all walks of life- regardless of age, gender, relationship status, or sexual orientation. So, if you do one thing this Foster Care Fortnight, take a moment to find out more about fostering.

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

    You can get behind the campaign by sharing your support on social media, using #FCF25

    Join us at a Foster Care information events:

    Online Events (Zoom)
    Register online at fosterforeastmidlands.org.uk/events and a link will be sent to join the call.

    • Tuesday 13 May, 2pm – 1pm
    • Wednesday 4 June, 6:30pm – 7:30pm
    • Friday 20 June, 12pm – 1pm

    In-Person Events
    Register to attend in person at fosterforeastmidlands.org.uk/events

    • Thursday 22 May, 6pm – 7:30pm
      Derby Council House, Corporation Street, Alice Wheeldon Room, Derby DE1 2FS
    • Friday 13 June, 3:30pm – 7pm
      Arnold Library, 161 Front St, Arnold, NG5 7EE
    • Wednesday 25 June, 6pm – 7pm
      Belper Leisure Centre, John O’Gaunts Way, Belper DE56 0DA

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Justified Gatekeeping

    Source: United Kingdom – Government Statements

    Press release

    Justified Gatekeeping

    One important role held by the Traffic Commissioners is that of gatekeepers to the industry. In a recent public inquiry heard by Traffic Commissioner for Wales, Victoria Davies, the importance of this can readily be seen.

    JB Plant & Co Groundworks Limited had applied for a restricted goods vehicle operator’s licence to operate six vehicles and six trailers, but the commissioner had concerns around the applicant’s fitness to hold a licence, his ability to maintain vehicles in a fit and serviceable condition and a failure to submit required financial and attendance information before the hearing.

    Sole director Samuel Burton was convicted in 2019 for serious environmental offences related to illegal waste dumping. He failed to comply with the inquiry case management directions y, claiming non-receipt of inquiry letter until a few days before the hearing, although that was confirmed to have been properly delivered and emailed to him six weeks previously. He produced financial documents very late and after deadlines.

    The Commissioner also heard that the previous operator’s licence held by Burton was revoked in 2001 due to poor maintenance. More recently, he was stopped by DVSA in October 2024 driving an unsafe 12-tonne vehicle; issued an “S” marked prohibition for serious roadworthiness defects, which he attempted to downplay the severity of. An investigation is still ongoing into that matter.

    Commissioner Davies said “The offences for which Mr Burton was previously convicted and sentenced are serious and resulted in a lengthy sentence of imprisonment… he was imprisoned for illegally dumping vast quantities of controlled waste at sites in Swansea and Carmarthenshire.  He also dumped skip loads of rubbish at the rear and front of a house in Llanelli when the customer for whom he had carried out work failed to pay him.  I note the comments made by Judge Thomas in sentencing Burton that he showed a “complete and utter contempt for any regulatory regime” … I also note the evidence about the revocation of the sole trader licence previously held by Samuel Burton and him being stopped by the DVSA on 19 October last year… His ability to maintain vehicles in a fit and roadworthy state has not improved on the evidence before me.”

    The licence application was refused because the applicant failed to satisfy the traffic commissioner that it met the requirements to hold an operator’s licence. The full written decision can be found here.

    For any further details or enquiries, please contact:

    Office of the Traffic Commissioner

    Email: pressoffice@otc.gov.uk

    Updates to this page

    Published 6 May 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Reforms to get Britain building will boost economy by billions

    Source: United Kingdom – Executive Government & Departments

    Press release

    Reforms to get Britain building will boost economy by billions

    New analysis shows economy could be boosted by up to £7.5 billion over the next decade thanks to the pro-growth Planning and Infrastructure Bill

    Planning reforms to accelerate the delivery of new homes, roads and railways, and clean energy projects will boost the UK economy by billions of pounds, according to new analysis.

    The Planning and Infrastructure Bill’s Impact Assessment, published today (Tuesday, May 6) has shown the government’s pro-growth changes to get Britain building could benefit the economy by up to £7.5 billion over the next 10 years.

    A growing economy is at the heart of our Plan for Change to improve the lives of hard working people and by making it quicker and easier to build 1.5 million new homes, the reforms will turn the tide of the housing crisis and ensure critical infrastructure – including public transport links and clean energy projects that will protect billpayers – is sped up.

    Lower costs for businesses, fewer delays and more certainty as a result of the Bill’s measures could lead to further investment and provide an additional boost to the economy.

    Even this assessment is expected to be an underestimate of the true economic value the reforms will have in boosting development. The current assessment also does not account for recent amendments to the Bill to overhaul the pre-application stage for critical infrastructure, which government analysis suggests will add another £1 billion over this Parliament. 

    This huge boost to the economy is on top of the measures already implemented in the new pro-growth National Planning Policy Framework (NPPF). The Office for Budget Responsibility recently said the changes to NPPF alone will drive housebuilding to its highest level in over 40 years, and deliver an additional £6.8 billion by 2029/2030. 

    Deputy Prime Minister and Housing Secretary, Angela Rayner said:

    “Getting Britain building will not only boost economic growth but ensure we deliver the homes and infrastructure working people deserve. 

    “This landmark pro-growth Bill will get spades in the ground and the foundations laid for a new generation of homes, as we deliver on our Plan for Change.” 

    The analysis has also been given a ‘green rating’ by the Regulatory Policy Committee, which means the assessment is considered robust and fit for purpose by the independent scrutiny body that considers them.

    The Bill will help deliver on the Plan for Change by streamlining the building of 1.5 million homes and crucial infrastructure needed to make Britain a clean energy superpower and protect billpayers and reduce future energy shocks.

    This will help put money back into the pockets of working people and support the government’s push to make at least 150 decisions on major infrastructure projects this Parliament, with 17 decided so far.  

    Further reforms tabled at Committee Stage, and not included in the impact assessment, will streamline the pre-application process for windfarms, new roads and other major infrastructure projects. 

    For more information:

    • The government has now published its impact assessment for the Planning and Infrastructure Bill, which has now received a green rating from the Regulatory Policy Committee. This can be read in full here.
    • The analysis includes higher, central and lower estimates for how much money the Bill could add to the economy over 10 years. The highest estimate was up to £7.5 billion, the central estimate was £3.2 billion and the lower estimate was £1.3 billion. 
    • This assessment does not include the amendments tabled at the Committee Stage, which the government predicts will further boost the economy by £1 billion over the course of this Parliament. 
    • It is expected to be an underestimate of the true impact as there will be ‘wider, un-monetised benefits such as the benefit to society from quicker delivery of housing and infrastructure, and the macroeconomic contribution of increased development supported by the Bill”. 

    • The Bill will deliver a range of measures to speed up the delivery of critical infrastructure and 1.5 million homes.

    • The OBR analysis of the National Planning Policy Framework forecast 0.2% to be added to GDP by 2029/30– worth around £6.8bn in today’s prices.

    Updates to this page

    Published 6 May 2025

    MIL OSI United Kingdom

  • MIL-OSI: Bilibili Inc. to Report First Quarter 2025 Financial Results on Tuesday, May 20, 2025

    Source: GlobeNewswire (MIL-OSI)

    SHANGHAI, May 06, 2025 (GLOBE NEWSWIRE) — Bilibili Inc. (“Bilibili” or the “Company”) (NASDAQ: BILI and HKEX: 9626), an iconic brand and a leading video community for young generations in China, today announced that it will report its first quarter 2025 unaudited financial results on Tuesday, May 20, 2025, before the open of U.S. markets.

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

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

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

    About Bilibili Inc.

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

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

    For investor and media inquiries, please contact:

    In China:

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

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

    In the United States:

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

    The MIL Network

  • MIL-OSI: Marquette National Corporation Reports First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, May 06, 2025 (GLOBE NEWSWIRE) — Marquette National Corporation (OTCQX: MNAT) today reported net loss of $2.9 million for the quarter ended March 31, 2025, compared to net income of $8.5 million for the first three months of 2024. The loss per share for the first three months of 2025 was $(0.67), as compared to income of $1.93 per share for the comparable period in 2024.

    At March 31, 2025, total assets were $2.217 billion, an increase of $9.6 million, compared to $2.208 billion at December 31, 2024. Total loans increased by $4.6 million, to $1.410 billion compared to $1.405 billion at the end of 2024. Total deposits increased by $10.3 million, or 1%, to $1.750 billion compared to $1.740 billion at the end of 2024.

    Paul M. McCarthy, Chairman & CEO, said, “the primary reason for the decrease in consolidated earnings was a lower level of unrealized gains on the Company’s equity portfolio in the first quarter of 2025. The decrease in unrealized gains on the Company’s equity portfolio was partially offset by an increase in net interest income. Other comprehensive income was positive for the first quarter and helped deliver an increase to tangible book value per share for the first quarter.”

    Marquette National Corporation is a diversified financial holding company and the parent of Marquette Bank, a full-service, community bank that serves the financial needs of communities in Chicagoland. The Bank has branches located in: Chicago, Bolingbrook, Bridgeview, Evergreen Park, Hickory Hills, Lemont, New Lenox, Oak Forest, Oak Lawn, Orland Park, Summit and Tinley Park, Illinois.

    For further information on financial results, visit: https://www.otcmarkets.com/stock/MNAT/disclosure.

    Special Note Concerning Forward-Looking Statements. 
    This document contains, and future oral and written statements of the Company and its management may contain, forward-looking statements with respect to the financial condition, results of operations, plans, objectives, future performance and business of the Company. Forward-looking statements, which may be based upon beliefs, expectations and assumptions of the Company’s management and on information currently available to management, are generally identifiable by the use of words such as “believe,” “expect,” “anticipate,” “bode”, “predict,” “suggest,” “project”, “appear,” “plan,” “intend,” “estimate,” ”annualize,” “may,” “will,” “would,” “could,” “should,” “likely,” “might,” “potential,” “continue,” “annualized,” “target,” “outlook,” as well as the negative forms of those words, or other similar expressions. Additionally, all statements in this document, including forward-looking statements, speak only as of the date they are made, and the Company undertakes no obligation to update any statement in light of new information or future events.

    A number of factors, many of which are beyond the ability of the Company to control or predict, could cause actual results to differ materially from those in its forward-looking statements. These factors include, but are not limited to: (i) the strength of the local, state, national and international economies and financial markets (including effects of inflationary pressures and supply chain constraints); (ii) effects on the U.S. economy resulting from the implementation of policies proposed by the new presidential administration, including tariffs, mass deportations and tax regulations; (iii) the economic impact of any future terrorist threats and attacks, widespread disease or pandemics, acts of war or threats thereof (including the Russian invasion of Ukraine and ongoing conflicts in the Middle East), or other adverse events that could cause economic deterioration or instability in credit markets, and the response of the local, state and national governments to any such adverse external events; (iv) new or revised accounting policies and practices, as may be adopted by state and federal regulatory agencies, the Financial Accounting Standards Board or the Public Company Accounting Oversight Board; (v) changes in local, state and federal laws, regulations and governmental policies concerning the Company’s general business and any changes in response to the bank failures in 2023; (vi) the imposition of tariffs or other governmental policies impacting the value of products produced by the Company’s commercial borrowers; (vii) increased competition in the financial services sector, including from non-bank competitors such as credit unions and fintech companies, and the inability to attract new customers; (viii) changes in technology and the ability to develop and maintain secure and reliable electronic systems; (ix) unexpected results of acquisitions which may include failure to realize the anticipated benefits of the acquisitions and the possibility that transaction costs may be greater than anticipated; (x) the loss of key executives and employees, talent shortages and employee turnover; (xi) changes in consumer spending; (xii) unexpected outcomes and costs of existing or new litigation or other legal proceedings and regulatory actions involving the Company; (xiii) the economic impact on the Company and its customers of climate change, natural disasters and exceptional weather occurrences such as tornadoes, floods and blizzards; (xiv) fluctuations in the value of securities held in our securities portfolio, including as a result of changes in interest rates; (xv) credit risk and risks from concentrations (by type of borrower, geographic area, collateral and industry) within our loan portfolio and large loans to certain borrowers (including CRE loans); (xvi) the overall health of the local and national real estate market; (xvii) the ability to maintain an adequate level of allowance for credit losses on loans; (xviii) the concentration of large deposits from certain clients who have balances above current FDIC insurance limits and who may withdraw deposits to diversify their exposure; (xix) the ability to successfully manage liquidity risk, which may increase dependence on non-core funding sources such as brokered deposits, and may negatively impact the Company’s cost of funds; (xx) the level of non-performing assets on our balance sheets; (xxi) interruptions involving our information technology and communications systems or third-party servicers; (xxii) the occurrence of fraudulent activity, breaches or failures of our third-party vendors’ information security controls or cybersecurity-related incidents, including as a result of sophisticated attacks using artificial intelligence and similar tools or as a result of insider fraud; (xxiii) changes in the interest rates and repayment rates of the Company’s assets; (xxiv) the effectiveness of the Company’s risk management framework, and (xxv) the ability of the Company to manage the risks associated with the foregoing as well as anticipated. These risks and uncertainties should be considered in evaluating forward-looking statements and undue reliance should not be placed on such statements.

    Marquette National Corporation and Subsidiaries
    Financial Highlights
    (Unaudited)
    (in thousands, except share and per share data)
                     
    Balance Sheet
      03/31/25   12/31/24   Percent
    Change
     
                     
    Total assets $2,217,293     $2,207,663     0 %
    Total loans, net 1,395,105     1,390,799     0 %
    Total deposits 1,750,071     1,739,799     1 %
    Total stockholders’ equity 174,216     173,579     0 %
                     
    Shares outstanding 4,367,449     4,367,477     0 %
    Book value per share $39.89     $39.74     0 %
    Tangible book value per share $31.80     $31.65     0 %
                     
    Operating Results
      Three Months Ended March 31,   Percent
    Change
     
      2025   2024      
    Net Interest income $12,098     $11,025     10 %
    Provision for credit losses 328     200     64 %
    Realized securities gains, net 6,316     215       *
    Unrealized holding gains (losses) on equity securities and exchange traded funds (11,963 )   9,860       *
    Other income 3,658     4,331     -16 %
    Other expense 14,086     13,835     2 %
    Income tax expense (benefit) (1,357 )   2,930       *
                     
    Net income (loss) (2,948 )   8,466       *
                     
    Basic and fully diluted earnings (loss) per share $(0.67 )   $1.93       *
    Weighted average shares outstanding 4,367,473     4,381,148     0 %
                     
    Cash dividends declared per share $0.31     $0.28     11 %
                     
    Comprehensive income $1,992     $7,404     -73 %
                     
    * Not meaningful
                     

    For more information:
    Patrick Hunt
    EVP & CFO
    708-364-9019
    phunt@emarquettebank.com

    The MIL Network

  • MIL-OSI: Carlos Scarpero Helps Veterans with Bad Credit Unlock the Door to Homeownership with VA Loans

    Source: GlobeNewswire (MIL-OSI)

    Dayton, Ohio, May 06, 2025 (GLOBE NEWSWIRE) — Veterans facing credit challenges now have a powerful ally in the mortgage process. Carlos Scarpero, a trusted mortgage broker based in Dayton, Ohio, is offering expert guidance to help veterans secure VA home loans, even with poor credit.

    Carlos Scarpero, a mortgage broker with Edge Home Finance

    In his newly published article, “How to Get a VA Home Loan with Bad Credit,” Scarpero outlines practical steps for veterans to qualify for home financing using their VA benefits, dispelling common myths about credit score requirements and loan eligibility.

    “Many veterans assume bad credit disqualifies them from homeownership,” says Scarpero. “That’s simply not true. With the right guidance and a little planning, it’s possible to buy a home—even with less-than-perfect credit.”

    Key Insights from the Guide:
    No Minimum Credit Score Set by the VA
    The VA doesn’t require a minimum credit score for home loans. However, individual lenders often set their own thresholds, commonly around 580 to 620.

    Lender Flexibility Exists
    Some lenders may consider applicants with scores as low as 500, especially if other financial strengths, such as stable income or savings, are present.

    Manual Underwriting as an Option
    For borrowers with unique financial circumstances or limited credit history, manual underwriting allows lenders to evaluate alternative data like rent and utility payment history.

    Handling Collections and Financial Setbacks
    Scarpero details how medical collections, child support, credit card debt, and IRS obligations are treated during the VA loan process—and how to address them effectively.

    Post-Bankruptcy and Foreclosure Recovery
    Veterans with a history of bankruptcy or foreclosure may still qualify for a VA loan, often with shorter waiting periods compared to other mortgage options.

    About Carlos Scarpero

    Carlos Scarpero is a licensed mortgage broker with Edge Home Finance, specializing in VA and non-traditional home loans. With over a decade of experience and a passion for helping veterans achieve homeownership, he serves clients throughout Ohio, including Dayton, Cincinnati, and Columbus.

    Scarpero’s approach is built on transparency, education, and tailored solutions—especially for those who may feel left behind by traditional lenders.

    To read the full guide or get started with a VA loan, visit:
    www.scarpero.com/how-to-get-a-va-home-loan-with-bad-credit

    The MIL Network

  • MIL-OSI Russia: 12 killed, over five injured in Indonesia road accident

    Translation. Region: Russian Federal

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

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

    JAKARTA, May 6 (Xinhua) — At least 12 people were killed and more than five others were injured in a bus accident in Padang Panjang city in Indonesia’s West Sumatra province on Tuesday morning, a city transport department official confirmed.

    The Antar Lintas Sumatra (ALS) bus, which was travelling from Medan to Jakarta, reportedly lost control due to brake failure and overturned.

    “The ALS bus had brake failure while driving at high speed. The driver lost control on a turn and the bus overturned,” said Arkes Refagus, head of the Padang Panjang Transport Department.

    He added that the bus lurched to the left and crashed into the fence of a residential building. “The driver survived because he was sitting on the right side,” A. Refagus told Xinhua.

    The official said there were 25 passengers on the bus. All the injured were taken to two local hospitals. –0–

    MIL OSI Russia News

  • MIL-OSI Russia: Iceland: Staff Concluding Statement of the 2025 Article IV Mission

    Source: IMF – News in Russian

    May 6, 2025

    A Concluding Statement describes the preliminary findings of IMF staff at the end of an official staff visit (or ‘mission’), in most cases to a member country. Missions are undertaken as part of regular (usually annual) consultations under Article IV of the IMF’s Articles of Agreement, in the context of a request to use IMF resources (borrow from the IMF), as part of discussions of staff monitored programs, or as part of other staff monitoring of economic developments.

    The authorities have consented to the publication of this statement. The views expressed in this statement are those of the IMF staff and do not necessarily represent the views of the IMF’s Executive Board. Based on the preliminary findings of this mission, staff will prepare a report that, subject to management approval, will be presented to the IMF Executive Board for discussion and decision.

    Washington, DC: An International Monetary Fund mission, led by Magnus Saxegaard and comprising Thomas Gade, Amit Kara, and Yurii Sholomytskyi, conducted discussions for the 2024 Article IV consultation with Iceland virtually during April 7-11, 2025, and in Reykjavik, Iceland, during April 28 to May 5, 2025. At the conclusion of the visit, the mission issued the following statement:

    A successful tightening of macroeconomic policies has slowed the economy and reduced imbalances accumulated after the pandemic. The challenges now are to fully return inflation back to target while ensuring a soft landing for the economy; to build resilience by gradually increasing fiscal buffers; and to strengthen productivity and further diversify the economy to support medium-term growth and reduce Iceland’s vulnerability to shocks.

    The economy slowed sharply in 2024, but growth is expected to pick up in 2025 and medium-term prospects remain favorable. Growth slowed to 0.5 percent in 2024 (from 5.6 percent in 2023) due largely to idiosyncratic factors (e.g., a disappointing fishing season and constraints on energy supply) that reduced exports, as well as subdued consumption growth. Growth is expected to rise to 1.8 percent in 2025 and 2.4 percent in 2026 supported by a recovery in exports, higher real wages, and continued monetary easing. The direct impact of escalating global trade tensions is projected to be limited given that most goods exports are destined for Europe; this projection assumes that the pharmaceutical sector, which is more reliant on the US market, remains exempt from tariffs. However, Iceland will be indirectly affected by lower growth in its trading partners. Inflation is projected to remain sticky due to elevated inflation expectations and still high wage growth, declining gradually to the Central Bank of Iceland’s (CBI’s) 2.5 percent inflation target in the second half of 2026. The medium-term growth outlook is positive, with the expansion of higher value-added export-oriented sectors expected to boost productivity growth, and migrant labor inflows facilitating a modest increase in employment.

    Risks to growth are tilted to the downside while risks to inflation are broadly balanced. The impact of rising trade tensions could be larger than projected if US tariffs are extended to pharmaceuticals products, or if Iceland is affected by potential EU retaliation. Also, a reduction in the number of tourists travelling to and from the US could negatively impact tourism. Inflation could rise if trade tensions trigger supply chain disruptions or capital flight weakens the exchange rate. Conversely, capital inflows could put upward pressure on the exchange rate and weaken competitiveness. On the domestic side, attacks on physical or digital infrastructure could disrupt payment flows and thus economic activity and financial stability. A continuation of recent years’ dry weather could curtail energy supply and weaken exports. Second-round effects from higher wage growth could keep inflation elevated, while a premature loosening of monetary policy could further de-anchor inflation expectations. Upside risk include a reduction in household savings that would bolster consumption, and a faster-than-anticipated expansion of activity in pharmaceuticals and aquaculture.

    Fiscal Policy: Building Buffers to Bolster Resilience

    The authorities’ fiscal targets are suitably ambitious. The Medium-Term Fiscal Strategy (MTFS) projects a general government deficit this year of 1.3 percent of GDP, close to staff’s projection of 1.2 percent of GDP and down from 3.5 percent of GDP in 2024. The resulting 0.6 percentage point contractionary fiscal impulse is appropriate given still elevated inflation. The authorities’ medium-term fiscal targets, which entail turning the fiscal deficit into a surplus by 2028, are suitably ambitious considering that Iceland’s public indebtedness is higher than that of most Nordic countries despite the economy being more shock prone.

    The consolidation measures in the MTFS will help the authorities achieve their fiscal targets. Staff welcomes that this year’s MTFS identifies all fiscal measures planned by the authorities to achieve their medium-term fiscal targets; this significantly increases the credibility of the consolidation. Measures appropriately include a combination of expenditure reductions (e.g., streamlining operations and merging of institutions) and revenue measures (e.g., expanding kilometer-based taxation to all vehicles and increasing natural resource rent taxation on tourism and fisheries). Staff projections that only include measures that have been presented to Parliament in a legislative proposal, indicate that about 0.5 percent of GDP in additional measures will be needed over the next five years to meet the authorities’ targets. The measures outlined in the MTFS would cover this gap, but additional fiscal effort could be necessary if spending increases more than anticipated or if the yield from revenue measures falls short of expectations (see below).

    Increasing infrastructure spending while safeguarding fiscal sustainability would bolster Iceland’s growth prospects. The government’s intention to scale up public investment is welcome given infrastructure gaps in transport and energy. However, the MTFS projects a medium-term decline in government investment as a share of GDP compared to recent years. Staff recommends to, at a minimum, maintain the current level of government investment within the MTFS deficit targets. As noted in the MTFS, identifying opportunities for Iceland’s pension funds to scale up their financing of infrastructure in a manner consistent with their fiduciary duties could help complement these efforts, though care should be taken to contain any increase in fiscal risks. Partnering with multilateral investment banks or international infrastructure funds could provide useful expertise with private financing of infrastructure projects. Streamlining permitting and licensing procedures would help speed up infrastructure deployment.

    Additional fiscal effort could be required if planned measures fall short of expectations, or to scale up government investment. In such a scenario, the authorities could consider: (i) increasing the preferential VAT rate and/or limiting the items that benefit from it; (ii) increasing housing taxation (see below); (iii) streamlining R&D incentives including by reassessing the 2020 increase in the ceiling on eligible business R&D expenditure (see below); and (iv) carrying out a comprehensive review of public expenditure to identify potential savings.

    Activation of revised fiscal rules in 2026 is welcome; however, their credibility would be enhanced by strengthening the Fiscal Council.

    • The revised fiscal framework—which broadly aligns with staff’s recommendations in the 2024 Article IV—includes a net expenditure growth rule instead of the previous budget balance rule. It preserves the 30 percent of GDP net debt ceiling though the speed at which this is to be achieved will be more flexible than in the past. The revised framework will allow the authorities to factor in the state of the economy in their consolidation plans and reduce procyclicality.
    • The Fiscal Council, which will be responsible for monitoring compliance with the fiscal rules, should be tasked with evaluating the macroeconomic and fiscal projections underpinning the MTFS. The intention is also that the Council will be responsible for monitoring productivity developments and for making proposals for reforms. This would require a significant increase in the capacity and resources of the Fiscal Council.
    • To bolster transparency and enable the Fiscal Council to monitor fiscal developments and compliance with the fiscal rules on an ongoing basis, the authorities should start publishing fiscal data corresponding to the coverage of the fiscal rules on a quarterly rather than annual basis as is currently the case, and ensure that these data are independently verifiable. Expanding the coverage of the budget and the fiscal rules to encompass the entirety of the central government would facilitate these efforts. This would also reduce incentives to shift spending and borrowing to parts of the government not covered by the fiscal rules.

    Monetary Policy: Calibrating the Pace of Monetary Easing

    As inflation declines toward the target, the policy rate should be reduced. The current monetary stance is appropriately tight given still elevated inflation and inflation expectations. Staff’s inflation forecast, which envisions reaching the 2.5 percent target in the second half of 2026, is in the IMF’s view consistent with a 250 basis points reduction in the policy rate over the next 4–5 quarters. This policy trajectory, which maintains a tight policy stance (but progressively less so) until inflation expectations become reanchored to the inflation target, would balance the trade-offs between bringing inflation sustainably to target and the risk to the economy from an overly restrictive policy stance. Persistent wage increases above productivity growth or a rise in imported inflation would warrant a more gradual easing of the monetary policy stance, while indications that inflation is likely to undershoot the target on a sustained basis would call for a more rapid reduction in the policy rate. The current elevated uncertainty suggests the pace of monetary easing should be guided more than usual by incoming data. As uncertainty declines the CBI should transition to a more forecast-based inflation targeting environment to increase predictability and reduce financial market volatility.

    The CBI’s decision to commence regular purchases of foreign exchange is opportune given current favorable market conditions and will strengthen its ability to stabilize the foreign exchange market during times of stress. The purchase program, which will be revised as conditions warrant, will help offset a projected decline in reserve coverage over the next two years. Staff agree that, given the current uncertain external environment and the shock prone nature of the economy, it is prudent to maintain a level of reserves well above the lower end of the 100-150 percent of the Fund’s Reserve Adequacy (ARA) range. As noted in the 2024 Article IV consultation, the authorities should also explore options to gradually deepen the foreign currency derivatives market when conditions allow, to encourage greater participation of foreign investors in the domestic bond market and to facilitate hedging of foreign currency risk.

    Financial Sector: Maintaining a Robust Financial System

    The banking system remains resilient and systemic risks are contained, but pockets of vulnerabilities remain that require continued vigilance. Financial institutions are well capitalized and have ample liquidity buffers, while non-performing loans remain low compared to their pre-pandemic average. The financial cycle has decelerated but remains somewhat elevated, while the CBI’s domestic systemic risk indicator has increased slightly although it is below its long-term average. These indicators suggest risks are primarily concentrated in the housing market. An abrupt fall in house prices combined with higher-for-longer interest rates and an economic slowdown could result in a deterioration in asset quality. Risks are partially mitigated by conservative loan-to-value ratios and the strong equity position of most borrowers. Corporate credit risk has increased modestly, including in the hospitality sector, and could rise further if rising trading tensions trigger a decline in tourist arrivals. Meanwhile, cybersecurity threats are an increasing concern, and staff welcomes the authorities’ efforts to enhance operational security and enhance the resilience of the domestic payment system.

    The current macroprudential stance is broadly appropriate, though there may be scope for some easing if financial conditions improve as anticipated. Overall capital requirements on Icelandic banks are relatively high compared to other European countries, bolstering banks’ resilience in a shock prone economy. While these requirements are broadly appropriate given still elevated risks in the housing market, there may be scope for some easing if systemic risks recede. It would be prudent to defer such a decision until the impact of the Capital Requirements Regulation (CRR) III—expected to take effect by mid-2025—is clear. Any easing of the macroprudential stance should take care to safeguard the availability of releasable capital under the countercyclical capital buffer (CCyB). Borrower-based measures (BBMs) have contributed to contain household credit risk and should remain on hold for now. The government’s plans to reduce the prevalence of CPI-indexed mortgage loans should be carefully timed given the beneficial impact indexation has had on borrower resilience and financial stability.

    Sustaining the momentum in implementing Financial Sector Assessment Program (FSAP) recommendations will require continued efforts. Staff welcomes the significant progress achieved in implementing the recommendations from the 2023 FSAP. Since the 2024 Article IV, progress has been made on operationalizing an Emergency Liquidity Assistance (ELA) framework, while efforts are ongoing with technical assistance from the Fund to enhance AML/CFT supervision of banks. Steps have been taken to strengthen the supervision of pension funds, but more progress is needed on legislative changes to enhance pension fund governance, internal risk controls, and risk management. Focusing on incremental changes rather than comprehensive reforms may facilitate progress moving forward. Further steps are also needed to safeguard the independence and effectiveness of the CBI’s supervisory activities, including through a streamlined and independent budgetary process for financial supervision and improved legal protection for supervisors. Lastly, efforts should continue to strengthen the CBI’s and the financial sector’s operational risk management capacity.

    Structural Policies to Boost Productivity and Diversify the Economy

    Investments in physical and human capital, along with continued efforts to promote innovation and improve allocative efficiency are needed to sustain productivity growth.

    • While the level of labor productivity is high, productivity growth has slowed since the global financial crisis due to lower total factor productivity (TFP) growth and decreasing capital intensity. Staff analysis suggests this is largely the result of a lower share of jobs in high productivity sectors (likely due to the financial sector shrinking to more sustainable levels and the expansion of the tourism sector) rather than a decline in within-sector productivity growth. Meanwhile, the share of fast-growing firms that can drive economy-wide productivity gains is below the EU average.
    • The authorities’ ambition to increase productivity growth is welcome. To achieve this they should: (i) focus on improving infrastructure to facilitate firms’ access to domestic and international markets; (ii) continue their efforts to promote innovation and the creation of more high-growth businesses; (iii) work with stakeholders in the labor market to strengthen incentives for pursuing higher education in fields where there is a shortage of skills; and (iv) streamline professional licensing requirements for foreign nationals.

    Incentives to promote innovation and diversification of the economy are bearing fruit, but there is scope to improve the efficiency of R&D support schemes. Generous tax incentives have made Iceland one of the most attractive jurisdictions in the OECD for R&D investment and contributed to the emergence of several fast-growing innovative firms. However, the sharp increase in public R&D spending has raised concerns about budgetary costs and efficiency. Plans to revise the R&D legislation provide an opportunity to clarify eligibility criteria and thus increase the predictability of the scheme. Also, as noted previously, there may be merit in reassessing the 2020 increase in the ceilings on eligible business R&D expenditures given that it primarily benefits medium and large firms where research suggests R&D support has less impact. Allowing businesses to deduct R&D expenses from payroll taxes could bolster the impact of the scheme given evidence that payroll tax offsets have a greater impact on firms’ R&D tax expenditure. This would also reduce administrative costs by eliminating the need for refunds to loss-making companies.

    Integration of Artificial Intelligence (AI) could bolster productivity growth. Iceland’s strong digital infrastructure, relatively high levels of human capital, and robust legal framework suggest that it is well placed to benefit from AI. Staff analysis indicates that the proportion of jobs that are well positioned to take advantage of productivity gains from AI is higher than in other advanced economies. Conversely, the share of jobs at risk of displacement from AI is smaller, though still significant. To mitigate potential disruptions to the labor market the authorities should provide opportunities for re-skilling and scale up active labor market policies to facilitate the movement of workers between sectors and provide support to the most vulnerable.

    Further efforts are needed to develop a housing strategy that meets the needs of Iceland’s growing population. The government’s plans to tighten control over short-term rentals and increase the supply of housing could help improve housing affordability. Targeted homeowner assistance programs can play a complementary role, though such programs would need to be designed in a way that minimizes fiscal risks and risks to macroeconomic and financial stability. Housing taxation can also play a supportive role in reducing housing market imbalances. For instance, increasing capital gains taxation on secondary homes and investment properties and raising the tax rate on vacant lots in urban areas could not only raise revenue but also play a supportive role in curbing speculative demand and incentivizing supply.

    The IMF team would like to thank the authorities and other interlocutors for their generous hospitality and constructive dialogue.

    IMF Communications Department
    MEDIA RELATIONS

    PRESS OFFICER: Boris Balabanov

    Phone: +1 202 623-7100Email: MEDIA@IMF.org

    https://www.imf.org/en/News/Articles/2025/05/05/mcs-iceland-staff-concluding-statement-of-the-2025-article-iv-mission

    MIL OSI

    MIL OSI Russia News

  • MIL-OSI Asia-Pac: President Lai meets Japanese Diet Member and former Minister of Economy, Trade, and Industry Nishimura Yasutoshi

    Source: Republic of China Taiwan

    Details
    2025-05-02
    President Lai meets Atlantic Council delegation
    On the afternoon of May 2, President Lai Ching-te met with a delegation from the Atlantic Council, a think tank based in Washington, DC. In remarks, President Lai said that we have already proposed a roadmap for deepening Taiwan-US trade ties to achieve a common objective of reducing all bilateral tariffs. At the same time, the president said, we will expand investments across the United States and create win-win outcomes for both sides through the trade and economic strategy of “Taiwan plus the US.” The president also emphasized that Taiwan is not only a bastion of freedom and democracy, but also an indispensable hub for global supply chains. He expressed hope that, given shared economic and security interests, Taiwan and the US will generate even greater synergy and prove to be each other’s strongest support. A translation of President Lai’s remarks follows: I welcome you all to Taiwan. In particular, Vice President Matthew Kroenig visited Taiwan last June and now is making another trip less than a year later. He also contributed an important article supporting Taiwan to a major international publication, highlighting the concern that our international friends have for Taiwan. We are truly moved and thankful. On behalf of the people of Taiwan, I sincerely thank all sectors of the US for their longstanding and steadfast support for Taiwan. Especially, as we face the challenges arising from the regional situation, we hope to continue deepening the Taiwan-US partnership. Holding a key position on the first island chain, Taiwan faces military threats and gray-zone aggression from China. We will continue to show our unwavering determination to defend ourselves. I want to emphasize that Taiwan is accelerating efforts to enhance its overall defense capabilities. The government will also prioritize special budget allocations to increase Taiwan’s defense spending from 2.5 percent of GDP to more than 3 percent. This reflects the efforts we are putting into safeguarding our nation and demonstrates our determination to safeguard regional peace and stability. During President Donald Trump’s first term, Taiwan purchased 66 new F-16V fighter jets. The first of these rolled off the assembly line in South Carolina at the end of this March. This is crucial for Taiwan’s strategy of achieving peace through strength. In the future, we will continue to procure defense equipment from the US that helps ensure peace and stability across the Taiwan Strait. We also look forward to bilateral security collaboration evolving beyond arms sales to a partnership that encompasses joint research and development and joint manufacturing, further strengthening our cooperation and exchanges. Taiwan firmly believes in fair, free, and mutually beneficial trade ties. Indeed, we have already proposed a roadmap for deepening Taiwan-US trade ties. This includes our common objective of reducing all bilateral tariffs as well as narrowing the trade imbalance through the procurement of energy and agricultural and other industrial products from the US. At the same time, we will expand investments across the US. We will promote our “Taiwan plus one” policy, that is, the new trade and economic strategy of “Taiwan plus the US,” to build non-red supply chains and create win-win outcomes for both sides. As the US is moving to reindustrialize its manufacturing industry and may hope to become a global manufacturing center for AI, Taiwan is willing to join in the efforts. Taiwan is not only a bastion of freedom and democracy, but also an indispensable hub for global supply chains. We have every confidence that, given shared Taiwan-US economic and security interests, we can generate even greater synergy and prove to be each other’s strongest support. In closing, I thank Vice President Kroenig once again for leading this delegation, demonstrating support for Taiwan. I look forward to exchanging opinions with you all in just a few moments. I wish you a smooth and successful trip. Vice President Kroenig then delivered remarks, first thanking President Lai for hosting them. He said that it is an honor to be here and to lead a delegation from the Atlanta Council, which consists of a mix of former senior US government officials with responsibility for Taiwan and also rising stars visiting Taiwan for the first time. Vice President Kroenig said that they are here at a critical moment, as there is an ongoing war in Europe, multiple conflicts in the Middle East, and increased Chinese aggression in the Indo-Pacific. Moreover, he pointed out, the regimes of China, Russia, Iran, and North Korea are increasingly working together in a new axis of aggressors. Vice President Kroenig indicated that the challenge facing the US and its allies and partners, including Taiwan, is how to deter these autocracies and maintain global peace, prosperity, and freedom, especially in Taiwan, whose security and stability matter, not only for Taiwan, but also for the US and the world. Vice President Kroenig assured President Lai and the people of Taiwan that the US is a reliable partner for Taiwan. The vice president stated that the administration under President Trump is prioritizing the deterrence of China, and that President Trump has announced an intention to have the largest US defense budget in history, more than US$1 trillion, to resource this priority. Pointing out that an America-first president will not help a country that is not helping itself, Vice President Kroenig said that their delegation has been impressed with the steps President Lai and the administration are taking to strengthen Taiwan’s security, including increasing defense spending, developing a societal resilience strategy, and using cutting edge technologies like unmanned systems to promote indigenous defense production. Vice President Kroenig said that more than money and equipment are necessary to secure a democracy against a powerful and ruthless neighbor, adding that history shows that the human factor is the most important. In the end, he said, it will be the will of the people of Taiwan to resist coercion and to defend their home which will be the most important factor determining the future fate of Taiwan and for the ability of the people of Taiwan to chart their own destiny. Vice President Kroenig emphasized that Americans are willing to support Taiwan in this endeavor, but it will be the people of Taiwan and strong and capable leaders like President Lai at the forefront of this struggle, with the firm support of America. Vice President Kroenig said that as the US and Taiwan work together on these challenges, the Atlantic Council looks forward to offering support behind the scenes. Founded in 1961 to support the Transatlantic Alliance, he said, the Atlantic Council is a global think tank, and part of its DNA is working closely with friends and allies in the Indo-Pacific, including Taiwan. He said they look forward to continuing their close and longstanding cooperation with Taiwan through visiting delegations, research and reports, and public and private events. In closing, Vice President Kroenig thanked President Lai again for hosting them and for the work he is doing to secure the free world. The delegation also included former Deputy Assistant Secretary of Defense for East Asia Heino Klinck and former Director for Taiwan Affairs at the White House National Security Council Marvin Park.

    Details
    2025-05-01
    President Lai meets Japan’s LDP Youth Division delegation
    On the morning of May 1, President Lai Ching-te met with a delegation from Japan’s Liberal Democratic Party (LDP) Youth Division. In remarks, President Lai thanked the guests for demonstrating support for deepening Taiwan-Japan ties through concrete actions. The president expressed hope that Taiwan and Japan can continue to conduct exchanges in such areas as national defense, the economy, education, culture, sports, and the arts so that bilateral relations reach even greater heights. A translation of President Lai’s remarks follows: I want to welcome our distinguished guests, who include Diet members in the LDP Youth Division and guests from Junior Chamber International (JCI) Japan, to the Presidential Office. It is also a pleasure to see LDP Youth Division Director Nakasone Yasutaka, House of Representatives Member Hiranuma Shojiro, and House of Councillors Member Kamiya Masayuki again today. I look forward to discussions with all our distinguished guests. The LDP Youth Division and JCI Japan have once again demonstrated support for deepening Taiwan-Japan ties through concrete actions. On behalf of the people of Taiwan, I also want to thank the LDP Youth Division for launching a fundraising campaign to help those affected by the earthquake in Hualien County on April 3 last year. LDP Youth Division members will be important leaders in Japan’s political arena in the future. Taiwan deeply values our exchanges with the Youth Division and hopes to bring about concrete results from such exchanges. Peace and stability in the Taiwan Strait are critical to the security and prosperity of the world, and Taiwan and Japan can work together to promote peace and stability in the Indo-Pacific region. Former Prime Ministers Abe Shinzo and Kishida Fumio, and current Prime Minister Ishiba Shigeru have repeatedly stressed the importance of peace and stability in the Taiwan Strait at important international venues. Taiwan is deeply grateful to Japan’s current and former prime ministers for their concern and support for this issue. Taiwan and Japan can also cooperate in industry and the economy. As our industries are complementary, further cooperation can create win-win outcomes. In the semiconductor industry, for instance, Taiwan’s strengths lie in manufacturing, while Japan’s strengths lie in materials, equipment, and technology. If we work together, the semiconductor industry is sure to see even more robust development. In addition to the economy and national defense, Taiwan and Japan can also conduct exchanges in such areas as education, culture, sports, and the arts. Our countries have long shared deep ties – Director Nakasone’s grandfather, former Prime Minister Nakasone Yasuhiro, was stationed in Taiwan and lived in what is now the Mingde New Residential Quarter of Kaohsiung City’s Zuoying District. I am confident that on the basis of our already solid foundations, Taiwan-Japan relations can reach even greater heights. Director Nakasone then delivered remarks, first thanking President Lai for finding time in his busy schedule to meet with the visiting delegation. He said that the LDP Youth Division sends a visiting delegation to Taiwan each year and is always granted the opportunity to meet with the president, demonstrating his high regard for the delegation, for which the director again expressed his gratitude. He remarked that he, together with House of Representatives Member Suzuki Keisuke, visited Taiwan last July, and that whenever he visits Taiwan, it feels as if he is returning home. Director Nakasone recalled President Lai’s earlier remarks, saying that he hopes the young people of Taiwan and Japan can fully engage in exchanges in the areas of national defense, the economy, culture, education, and the arts. The director said he believes that in today’s complex and difficult international situation, such directives are necessary. This is especially so, he emphasized, during United States President Donald Trump’s second term, when things once taken for granted are no longer so, and when the global economy is undergoing significant changes. Director Nakasone expressed his full support for strengthening Taiwan and Japan’s practical and strategic cooperation. He said he believes each side will be able to benefit from such cooperation and hopes that exchanges will progress toward shared goals. He pointed out that, as maritime nations, Taiwan and Japan share the goals of protecting the ocean and using marine resources wisely, goals that we ought to cooperate on and devote our full efforts to. The peace and stability of the Taiwan Strait are critical to the peace and stability of East Asia and even the world, he said, so we must ensure that the world and its leaders recognize this point, and Japan will do its utmost to advocate for it. Director Nakasone said, on the topic of semiconductors, that Taiwan Semiconductor Manufacturing Company’s new fab in Japan’s Kumamoto Prefecture has made the area very lively, adding that the Japanese government is providing more than 1.25 trillion yen in subsidies. Moving forward, the Japanese government plans to inject an additional 10 trillion yen, he said, to aid in the development of AI and other fields. Noting that Taiwan and Japan both excel in semiconductors, he expressed his hope that each can give free rein to its strengths to produce an even greater effect. Director Nakasone said that despite Taiwan’s facing formidable internal and external circumstances, it saw 4.6 percent economic growth last year under President Lai’s strong leadership, and it continued to promote measures to enhance overall societal resilience, all of which is admirable. In closing, the director thanked President Lai once again for taking the time to meet with them. Also in attendance were Japanese House of Representatives Members Nemoto Taku and Fukuda Kaoru, and Japan-Taiwan Exchange Association Taipei Office Chief Representative Katayama Kazuyuki.

    Details
    2025-04-29
    President Lai meets NBR delegation  
    On the morning of April 29, President Lai Ching-te met with a delegation from the National Bureau of Asian Research (NBR). In remarks, President Lai stated that as Taiwan stands at the very frontline of defense of global democracy, we are actively implementing our Four Pillars of Peace action plan, which includes continuing to enhance our national defense capabilities, demonstrating our commitment to defending freedom and democracy. The president said he hopes to further advance national security and industrial cooperation between Taiwan and the United States. He also expressed hope that this will help boost economic resilience for both sides and establish each as a key pillar of regional security, elevating our relations to even higher levels. A translation of President Lai’s remarks follows: I am delighted to meet with Admiral John Aquilino again today. I also warmly welcome NBR President Michael Wills and our distinguished guests from the bureau to Taiwan. I look forward to exchanging views with you all on Taiwan-US relations and the regional situation. During his tenure as commander of the US Indo-Pacific Command, Admiral Aquilino placed much attention on the Taiwan Strait issue. And the NBR has conducted a wealth of research and analysis focusing on matters of regional security. Thanks to all of your outstanding contributions and efforts, the international community has gained a better understanding of the role Taiwan plays in the Indo-Pacific region and in global democratic development. For this, I want to extend my deepest gratitude. Taiwan stands at the very frontline of defending global democracy and is located at a strategically important location in the first island chain. We are actively implementing our Four Pillars of Peace action plan, which includes continuing to enhance our national defense capabilities, building economic security, demonstrating stable and principled cross-strait leadership, and standing side-by-side with the democratic community to jointly demonstrate the strength of deterrence and safeguard regional peace and stability. At the beginning of this month, I announced an increase in military allowances for volunteer service members and combat troops. The government will also continue to reform national defense and enhance self-sufficiency in defense. In addition, we will prioritize special budget allocations to ensure that Taiwan’s defense budget exceeds 3 percent of GDP. These efforts continue to strengthen Taiwan’s self-defense capabilities and demonstrate our commitment to defending freedom and democracy. As we mark the 46th anniversary of the enactment of the Taiwan Relations Act, we thank the US government for continuing its arms sales to Taiwan and strengthening the Taiwan-US partnership over the years. We believe that, in addition to engaging in military exchanges and cooperation, Taiwan and the US can build an even closer economic and trade relationship, boosting each other’s economic resilience and establishing each as a key pillar of regional security. I expect that your continued assistance will help advance national security and industrial cooperation between Taiwan and the US, elevating our relations to even higher levels. Once again, I welcome our distinguished guests to Taiwan and wish you a pleasant and successful trip. I hope that through this visit, you gain a more comprehensive and in-depth understanding of Taiwan’s economy and national defense. Admiral Aquilino then delivered remarks, thanking the Ministry of National Defense for the invitation and President Lai for receiving and spending time with them. Mentioning that this is his second visit in five months, he said he continues to be incredibly impressed with the president’s leadership and the actions he has taken to secure Taiwan and defend its people. Admiral Aquilino said that he has watched the efforts of the ministers on whole-of-society defense to demonstrate deterrence and added that the pace of the work is nothing short of inspiring. Admiral Aquilino noted that Taiwan’s thriving democracy is incredibly important to the peace and stability of the region. He stated that he, alongside the NBR, will continue to offer support, noting that President Wills and his team are an asset to Taiwan and the US that helps continue our close relationship and ensure peace and stability in the region.  

    Details
    2025-04-28
    President Lai meets Japanese Diet Member and former Minister of State for Economic Security Takaichi Sanae
    On the afternoon of April 28, President Lai Ching-te met with a delegation led by Member of the Japanese House of Representatives and former Minister of State for Economic Security Takaichi Sanae. In remarks, President Lai thanked the government of Japan for repeatedly emphasizing the importance of peace and stability across the Taiwan Strait at important international venues. The president expressed hope that in the face of China’s continually expanding red supply chains, Taiwan and Japan can continue to cooperate closely in such fields as semiconductors, energy, and AI technology to create non-red supply chains that enhance economic resilience and industrial competitiveness for both sides, and jointly pave the way for further prosperity and growth in the Indo-Pacific region. A translation of President Lai’s remarks follows: First, I would like to extend a warm welcome to Representative Takaichi as she returns for another visit to Taiwan. I am also very happy to have Members of the House of Representatives Kikawada Hitoshi and Ozaki Masanao, and Member of the House of Councillors Sato Kei all gathered together here to engage in these very important exchanges. Our visitors will be taking part in many exchange activities during this trip. Earlier today at the Indo-Pacific Strategy Thinktank’s International Political and Economic Forum, Representative Takaichi delivered a speech in which she clearly demonstrated the great importance she places upon the friendship between Taiwan and Japan. For this I want to express my deepest appreciation to each of our guests. The peoples of Taiwan and Japan have a deep friendship and mutual trust. We have a shared commitment to the universal values of democracy, freedom, and respect for human rights, but beyond that, we both have striven to contribute to regional peace and stability. I also want to thank the government of Japan for repeatedly emphasizing the importance of peace and stability across the Taiwan Strait at important international venues. Tomorrow you will all make a trip to Kaohsiung to visit a bronze statue of former Prime Minister Abe Shinzo, who once said, “If Taiwan has a problem, then Japan has a problem.” We will always remember the firm support and friendship he showed Taiwan. Since taking office last year, I have worked hard to improve Taiwan’s whole-of-society defense resilience and implement our Four Pillars of Peace action plan. By strengthening our national defense capabilities, building up economic security, demonstrating stable and principled cross-strait leadership, and deepening partnerships with democratic countries including Japan, we can together maintain peace and stability in the Indo-Pacific region and across the Taiwan Strait. At the same time, in the face of China’s continually expanding red supply chains, we hope that Taiwan and Japan, as important economic and trade partners, can continue to cooperate closely in such fields as semiconductors, energy, and AI technology to create non-red supply chains that further enhance economic resilience and industrial competitiveness for both sides. Going forward, Taiwan will work hard to play an important role in the international community and contribute its key strengths. I hope that, with the support of our guests, Taiwan can soon accede to the Comprehensive and Progressive Agreement for Trans-Pacific Partnership and sign an economic partnership agreement (EPA) with Japan so that we can jointly pave the way for further prosperity and growth in the Indo-Pacific region. Lastly, I thank each of you once again for taking concrete action to support Taiwan. I am confident that your visit will help deepen Taiwan-Japan ties and create even greater opportunities for cooperation. Let us all strive together to keep propelling Taiwan-Japan relations forward.  Representative Takaichi then delivered remarks, first thanking President Lai and Taiwanese political leaders for the warm hospitality they extended to the delegation, and mentioning that the visiting delegation members are all like-minded partners carrying on the legacy of former Prime Minister Abe. July 8 this year will mark the third anniversary of the passing of former Prime Minister Abe, she said, and when the former prime minister unfortunately passed away, President Lai, then serving as vice president, was among the first to come offer condolences, for which she expressed sincere admiration and gratitude. Representative Takaichi stated that Taiwan and Japan are island nations that face the same circumstances and problems, and that Japan’s trade activities rely heavily on ocean transport, so once a problem arises nearby that threatens maritime shipping lanes, it will be a matter of life and death for Japan. Taiwan and Japan are similar, as once a problem arises, both will face food and energy security issues, and supply chains may even be threatened, she said. Regarding Taiwan-Japan cooperation, Representative Takaichi stated that both sides must first protect and strengthen supply chain resilience. President Lai has previously said that he wants to turn Taiwan into an AI island, she said, and in semiconductors, Taiwan has the world’s leading technology. Representative Takaichi went on to say that Taiwan and Japan can collaborate in the fields of AI and semiconductors, quantum computing, and dual-use industries, as well as in areas such as drones and new energy technologies to build more resilient supply chains, so that if problems arise, we can maintain our current standard of living with peace of mind. Representative Takaichi indicated that cooperation in the defense sector is also crucial, and that by uniting like-minded countries including Taiwan, the United States, Japan, the Philippines, and Australia, and even countries in Europe, we can build a stronger network to jointly maintain our security guarantees. Representative Takaichi expressed hope that Taiwan and Japan will continue to strengthen substantive non-governmental relations, including personnel exchange visits and information sharing, so that we can jointly face and respond to crises when they arise. Regarding the hope to sign a Taiwan-Japan EPA that President Lai had mentioned earlier, she also expressed support and said she looks forward to upcoming exchanges and talks. The visiting delegation also included Japan-Taiwan Exchange Association Taipei Office Chief Representative Katayama Kazuyuki.

    Details
    2025-04-23
    President Lai delivers remarks at International Holocaust Remembrance Day event
    On the afternoon of April 23, President Lai Ching-te attended an International Holocaust Remembrance Day event and delivered remarks, in which he emphasized that peace is priceless, and war has no winners, while morality, democracy, and respect for human rights are powerful forces against violence and tyranny. The president stated that Taiwan will continue to expand cooperation with democratic partners and safeguard regional and global peace and stability, defending democracy, freedom, and human rights. He said we must never forget history, and must overcome our differences and join in solidarity to ensure that the next generations live in a world that is more just and more peaceful. Upon arriving at the event, President Lai heard a testimony from the granddaughter of a Holocaust survivor, followed by a rabbi’s recitation of the prayer “El Maleh Rachamim.” He then joined other distinguished guests in lighting candles in memory of the victims. A transcript of President Lai’s remarks follows: To begin, I want to thank the Israel Economic and Cultural Office (ISECO) in Taipei, German Institute Taipei, Taiwan Foundation for Democracy, and Ministry of Foreign Affairs for co-organizing this deeply significant memorial ceremony again this year. I also want to thank everyone for attending. We are here today to remember the victims of the Holocaust, express sympathy for the survivors, honor the brave individuals who protected the victims, and acknowledge all who were impacted by this atrocity. It was deeply moving to hear Ms. [Orly] Sela share the story of how her grandmother, Yehudit Biksz, escaped the Nazi regime. I want to thank her specially for traveling so far to attend this event. From the 1930s through World War II, the Nazi regime sought to exclude Jewish people from society. In their campaign, they perpetrated systematic genocide driven by their ideology. Policies and directives under the authoritarian Nazi regime resulted in the deaths of approximately 6 million Jews. Millions of others were persecuted, including Romani people, persons with disabilities, the gay community, and anyone who disagreed with Nazi ideology. It is one of the darkest chapters in human history. Many countries, including Taiwan, have enacted anti-massacre legislation, and observe a remembrance day each year. Those occasions help us remember the victims, preserve historical memory, and most importantly, reinforce our resolve to fight against hatred and discrimination. Twenty-three years ago, Chelujan (車路墘) Church in Tainan founded the Taiwan Holocaust Memorial Museum. It is the first Jewish museum in Taiwan, and the second Holocaust museum in Asia. Its founding mission urges us to forget hatred and love one another; put an end to war and advocate peace. Many of the exhibition items come from Jewish people, connecting Taiwan closer with Israel and helping Taiwanese better understand the experiences of Jewish people. In this way, we grow to more deeply cherish peace. When I was mayor of Tainan, I took part in an exhibition event at Chelujan Church. I was also invited by the Israeli government to join the International Mayors Conference in Israel, where I visited the World Holocaust Remembrance Center. I will never forget how deeply that experience moved me, and as a result, peace and human rights became even more important issues for me. These issues are valued by Taiwan and our friends and allies. They are also important links connecting Taiwan with the world. Peace is priceless, and war has no winners. We will continue to expand cooperation with democratic partners and safeguard regional and global peace and stability. We will also continue to make greater contributions and work with the international community to defend democracy, freedom, and human rights. This year also marks the 80th anniversary of the end of World War II. However, we still see wars raging around the world. We see a resurgence of authoritarian powers, which could severely impact global democracy, peace, and prosperous development. Today’s event allows for more than reflection on the past; it also serves as a warning for the future. We are reminded of the threats that hatred, prejudice, and extremism pose to humanity. But we are also reminded that morality, democracy, and respect for human rights are powerful forces against violence and tyranny. We must never forget history. We must overcome our differences and join in solidarity for a better future. Let’s work together to ensure that the next generations live in a world that is more just and more peaceful. Also in attendance at the event were Member of the Israeli Knesset (parliament) and Taiwan friendship group Chair Boaz Toporovsky, ISECO Representative Maya Yaron, and German Institute Taipei Deputy Director General Andreas Hofem.

    Details
    2025-04-06
    President Lai delivers remarks on US tariff policy response
    On April 6, President Lai Ching-te delivered recorded remarks regarding the impact of the 32 percent tariff that the United States government recently imposed on imports from Taiwan in the name of reciprocity. In his remarks, President Lai explained that the government will adopt five response strategies, including making every effort to improve reciprocal tariff rates through negotiations, adopting a support plan for affected domestic industries, adopting medium- and long-term economic development plans, forming new “Taiwan plus the US” arrangements, and launching industry listening tours. The president emphasized that as we face this latest challenge, the government and civil society will work hand in hand, and expressed hope that all parties, both ruling and opposition, will support the measures that the Executive Yuan will take to open up a broader path for Taiwan’s economy. A translation of President Lai’s remarks follows: My fellow citizens, good evening. The US government recently announced higher tariffs on countries around the world in the name of reciprocity, including imposing a 32 percent tariff on imports from Taiwan. This is bound to have a major impact on our nation. Various countries have already responded, and some have even adopted retaliatory measures. Tremendous changes in the global economy are expected. Taiwan is an export-led economy, and in facing future challenges there will inevitably be difficulties, so we must proceed carefully to turn danger into safety. During this time, I want to express gratitude to all sectors of society for providing valuable opinions, which the government regards highly, and will use as a reference to make policy decisions.  However, if we calmly and carefully analyze Taiwan’s trade with the US, we find that last year Taiwan’s exports to the US were valued at US$111.4 billion, accounting for 23.4 percent of total export value, with the other 75-plus percent of products sold worldwide to countries other than the US. Of products sold to the US, competitive ICT products and electronic components accounted for 65.4 percent. This shows that Taiwan’s economy does still have considerable resilience. As long as our response strategies are appropriate, and the public and private sectors join forces, we can reduce impacts. Please do not panic. To address the reciprocal tariffs by the US, Taiwan has no plans to adopt retaliatory tariffs. There will be no change in corporate investment commitments to the US, as long as they are consistent with national interests. But we must ensure the US clearly understands Taiwan’s contributions to US economic development. More importantly, we must actively seek to understand changes in the global economic situation, strengthen Taiwan-US industry cooperation, elevate the status of Taiwan industries in global supply chains, and with safeguarding the continued development of Taiwan’s economy as our goal, adopt the following five strategies to respond. Strategy one: Make every effort to improve reciprocal tariff rates through negotiations using the following five methods:  1. Taiwan has already formed a negotiation team led by Vice Premier Cheng Li-chiun (鄭麗君). The team includes members from the National Security Council, the Office of Trade Negotiations, and relevant Executive Yuan ministries and agencies, as well as academia and industry. Like the US-Mexico-Canada free trade agreement, negotiations on tariffs can start from Taiwan-US bilateral zero-tariff treatment. 2. To expand purchases from the US and thereby reduce the trade deficit, the Executive Yuan has already completed an inventory regarding large-scale procurement plans for agricultural, industrial, petroleum, and natural gas products, and the Ministry of National Defense has also proposed a military procurement list. All procurement plans will be actively pursued. 3. Expand investments in the US. Taiwan’s cumulative investment in the US already exceeds US$100 billion, creating approximately 400,000 jobs. In the future, in addition to increased investment in the US by Taiwan Semiconductor Manufacturing Company, other industries such as electronics, ICT, petrochemicals, and natural gas can all increase their US investments, deepening Taiwan-US industry cooperation. Taiwan’s government has helped form a “Taiwan investment in the US” team, and hopes that the US will reciprocate by forming a “US investment in Taiwan” team to bring about closer Taiwan-US trade cooperation, jointly creating a future economic golden age.  4. We must eliminate non-tariff barriers to trade. Non-tariff barriers are an indicator by which the US assesses whether a trading partner is trading fairly with the US. Therefore, we will proactively resolve longstanding non-tariff barriers so that negotiations can proceed more smoothly. 5. We must resolve two issues that have been matters of longstanding concern to the US. One regards high-tech export controls, and the other regards illegal transshipment of dumped goods, otherwise referred to as “origin washing.” Strategy two: We must adopt a plan for supporting our industries. For industries that will be affected by the tariffs, and especially traditional industries as well as micro-, small-, and medium-sized enterprises, we will provide timely and needed support and assistance. Premier Cho Jung-tai (卓榮泰) and his administrative team recently announced a package of 20 specific measures designed to address nine areas. Moving forward, the support we provide to different industries will depend on how they are affected by the tariffs, will take into account the particular features of each industry, and will help each industry innovate, upgrade, and transform. Strategy three: We must adopt medium- and long-term economic development plans. At this point in time, our government must simultaneously adopt new strategies for economic and industrial development. This is also the fundamental path to solutions for future economic challenges. The government will proactively cooperate with friends and allies, develop a diverse range of markets, and achieve closer integration of entities in the upper, middle, and lower reaches of industrial supply chains. This course of action will make Taiwan’s industrial ecosystem more complete, and will help Taiwanese industries upgrade and transform. We must also make good use of the competitive advantages we possess in such areas as semiconductor manufacturing, integrated chip design, ICT, and smart manufacturing to build Taiwan into an AI island, and promote relevant applications for food, clothing, housing, and transportation, as well as military, security and surveillance, next-generation communications, and the medical and health and wellness industries as we advance toward a smarter, more sustainable, and more prosperous new Taiwan. Strategy four: “Taiwan plus one,” i.e., new “Taiwan plus the US” arrangements: While staying firmly rooted in Taiwan, our enterprises are expanding their global presence and marketing worldwide. This has been our national economic development strategy, and the most important aspect is maintaining a solid base here in Taiwan. We absolutely must maintain a solid footing, and cannot allow the present strife to cause us to waver. Therefore, our government will incentivize investments, carry out deregulation, and continue to improve Taiwan’s investment climate by actively resolving problems involving access to water, electricity, land, human resources, and professional talent. This will enable corporations to stay in Taiwan and continue investing here. In addition, we must also help the overseas manufacturing facilities of offshore Taiwanese businesses to make necessary adjustments to support our “Taiwan plus one” policy, in that our national economic development strategy will be adjusted as follows: to stay firmly rooted in Taiwan while expanding our global presence, strengthening US ties, and marketing worldwide. We intend to make use of the new state of supply chains to strengthen cooperation between Taiwanese and US industries, and gain further access to US markets. Strategy five: Launch industry listening tours: All industrial firms, regardless of sector or size, will be affected to some degree once the US reciprocal tariffs go into effect. The administrative teams led by myself and Premier Cho will hear out industry concerns so that we can quickly resolve problems and make sure policies meet actual needs. My fellow citizens, over the past half-century and more, Taiwan has been through two energy crises, the Asian financial crisis, the global financial crisis, and pandemics. We have been able to not only withstand one test after another, but even turn crises into opportunities. The Taiwanese economy has emerged from these crises stronger and more resilient than ever. As we face this latest challenge, the government and civil society will work hand in hand, and I hope that all parties in the legislature, both ruling and opposition, will support the measures that the Executive Yuan will take to open up a broader path for Taiwan’s economy. Let us join together and give it our all. Thank you.

    MIL OSI Asia Pacific News

  • MIL-OSI Russia: Breaking: Romanian Interior Minister Appointed Acting Prime Minister

    Translation. Region: Russian Federal

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

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

    Xinhua | 06. 05. 2025

    Keywords: duties of the prime minister, affairs of romania, minister, ministers, temporarily, urgently, resignation of marcel ciolacu, countries, I will, announced

    BUCHAREST, May 6 (Xinhua) — Romanian Interior Minister Catalin Predoiu has been appointed acting prime minister following the resignation of Marcel Ciolacu, the country’s presidential office announced on Tuesday. -0-

    Source: Xinhua

    Breaking News: Romanian Interior Minister Appointed Acting Prime Minister Breaking News: Romanian Interior Minister Appointed Acting Prime Minister

    MIL OSI Russia News

  • MIL-OSI Asia-Pac: Property sales rise 8.5%

    Source: Hong Kong Information Services

    The Land Registry logged 7,229 sale and purchase agreements for all building units received for registration in April, up 8.5% compared with March and down 26.8% year-on-year.

    The total consideration for such agreements in April rose 9.8% from the previous month to $50.1 billion, representing a 40.3% year-on-year decrease.

    Of the agreements, 5,694 were for residential units, amounting to a 6.1% increase from March and a 33.4% drop from a year ago.

    The total consideration for residential units was $42.2 billion, up 8.7% compared with March and 45.5% lower year-on-year.

    There were 368,426 land register searches last month.

    MIL OSI Asia Pacific News

  • MIL-OSI: Correction: Director/PDMR Shareholding

    Source: GlobeNewswire (MIL-OSI)

    Volta Finance Limited (VTA/VTAS)

    Notification of transactions by directors, persons discharging managerial
    responsibilities and persons closely associated with them

    NOT FOR RELEASE, DISTRIBUTION OR PUBLICATION, IN WHOLE OR IN PART, IN OR INTO THE UNITED STATES

    *****
    Guernsey, 2 May 2025

    Pursuant to the announcements made on 5 April 2019 and 26 June 2020 relating to changes to the payment of directors fees, Volta Finance Limited (the “Company” or “Volta”) has purchased 3,307 ordinary shares of no par value in the Company (“Ordinary Shares”) at an average price of €6.18 per share.

    Each director receives 30% of their Director’s fees for any year in the form of shares, which they are required to retain for a period of no less than one year from their respective date of issue.

    The shares will be issued to the Directors, who for the purposes of Regulation (EU) No 596/2014 on Market Abuse (“MAR“) are “persons discharging managerial responsibilities” (a “PDMR“).

    • Dagmar Kershaw, Chairman and a PDMR for the purposes of MAR, acquired 1,018 additional Ordinary Shares in the Company. Following the settlement of this transaction, Ms Kershaw will have an interest in 34,903 Ordinary Shares, representing 0.09% of the issued shares of the Company;
    • Stephen Le Page, Director and a PDMR for the purposes of MAR, acquired 712 additional Ordinary Shares in the Company. Following the settlement of this transaction, Mr Le Page will have an interest in 52,707 Ordinary Shares, representing 0.14% of the issued shares of the Company;
    • Yedau Ogoundele, Director and a PDMR for the purposes of MAR acquired 712 additional Ordinary Shares in the Company. Following the settlement of this transaction, Mrs Ogoundele will have an interest in 9,007 Ordinary Shares, representing 0.02% of the issued shares of the Company; and
    • Joanne Peacegood, Director and a PDMR for the purposes of MAR acquired 865 additional Ordinary Shares in the Company. Following the settlement of this transaction, Mrs Peacegood will have an interest in 6,110 Ordinary Shares, representing 0.01% of the issued shares of the Company;

    The notifications below, made in accordance with the requirements of MAR, provide further detail in relation to the above transactions:

    1. Details of the person discharging managerial responsibilities / person closely associated
    a)   Dagmar Kershaw
    CHAIRMAN & DIRECTOR  
    b) Stephen Le Page
    DIRECTOR
      c) Yedau Ogoundele
    DIRECTOR
    d) Joanne Peacegood
    DIRECTOR
    1. Reason for the notification
    a. Position/status Director
    b. Initial notification/Amendment Initial notification
    1. Details of the issuer, emission allowance market participant, auction platform, auctioneer or auction monitor
    a. Name Volta Finance Limited
    b. LEI 2138004N6QDNAZ2V3W80
    1. Details of the transaction(s): section to be repeated for (i) each type of instrument; (ii) each type of transaction; (iii) each date; and (iv) each place where transactions have been conducted
    a. Description of financial instrument, type of instrument Ordinary Shares
    b. Identification code GG00B1GHHH78
    c. Nature of the transaction Purchase and allocation of Ordinary Shares relation to the part-payment of Directors’ fees for the quarter ended 30 April 2025.
    d. Price(s) €6.18 per share
    e. Volume(s) Total: 3,307
    f. Date of transaction 2 May 2025
    g. Place of transaction On-market – London
    1. Aggregate Purchase Information
    a)
    Dagmar Kershaw
    Chairman and Director
    b)
    Stephen Le Page
    Director
      c)
    Yedau Ogoundele
    Director
    d)
    Joanne Peacegood
    Director
    Aggr. Volume:
    1,018

    Price:
    €6.18 per share

    Aggr. Volume:
    712

    Price:
    €6.18per share

      Aggr. Volume:
    712

    Price:
    €6.18 per share

    Aggr. Volume:
    865

    Price:
    €6.18 per share

    CONTACTS

    For the Investment Manager
    AXA Investment Managers Paris
    François Touati
    francois.touati@axa-im.com
    +33 (0) 1 44 45 80 22

    Olivier Pons
    Olivier.pons@axa-im.com
    +33 (0) 1 44 45 87 30

    Company Secretary and Administrator
    BNP Paribas S.A, Guernsey Branch
    guernsey.bp2s.volta.cosec@bnpparibas.com 
    +44 (0) 1481 750 853

    Corporate Broker
    Cavendish Securities plc
    Andrew Worne
    Daniel Balabanoff
    +44 (0) 20 7397 8900

    *****
    ABOUT VOLTA FINANCE LIMITED

    Volta Finance Limited is incorporated in Guernsey under the Companies (Guernsey) Law, 2008 (as amended) and listed on Euronext Amsterdam and the London Stock Exchange’s Main Market for listed securities. Volta’s home member state for the purposes of the EU Transparency Directive is the Netherlands. As such, Volta is subject to regulation and supervision by the AFM, being the regulator for financial markets in the Netherlands.

    Volta’s Investment objectives are to preserve its capital across the credit cycle and to provide a stable stream of income to its Shareholders through dividends that it expects to distribute on a quarterly basis. The Company currently seeks to achieve its investment objectives by pursuing exposure predominantly to CLO’s and similar asset classes. A more diversified investment strategy across structured finance assets may be pursued opportunistically. The Company has appointed AXA Investment Managers Paris an investment management company with a division specialised in structured credit, for the investment management of all its assets.

    *****

    ABOUT AXA INVESTMENT MANAGERS
    AXA Investment Managers (AXA IM) is a multi-expert asset management company within the AXA Group, a global leader in financial protection and wealth management. AXA IM is one of the largest European-based asset managers with 2,800 professionals and €859 billion in assets under management as of the end of June 2024.  

    *****

    This press release is published by AXA Investment Managers Paris (“AXA IM”), in its capacity as alternative investment fund manager (within the meaning of Directive 2011/61/EU, the “AIFM Directive”) of Volta Finance Limited (the “Volta Finance”) whose portfolio is managed by AXA IM.

    This press release is for information only and does not constitute an invitation or inducement to acquire shares in Volta Finance. Its circulation may be prohibited in certain jurisdictions and no recipient may circulate copies of this document in breach of such limitations or restrictions. This document is not an offer for sale of the securities referred to herein in the United States or to persons who are “U.S. persons” for purposes of Regulation S under the U.S. Securities Act of 1933, as amended (the “Securities Act”), or otherwise in circumstances where such offer would be restricted by applicable law. Such securities may not be sold in the United States absent registration or an exemption from registration from the Securities Act. Volta Finance does not intend to register any portion of the offer of such securities in the United States or to conduct a public offering of such securities in the United States.

    *****

    This communication is only being distributed to and is only directed at (i) persons who are outside the United Kingdom or (ii) investment professionals falling within Article 19(5) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2005 (the “Order”) or (iii) high net worth companies, and other persons to whom it may lawfully be communicated, falling within Article 49(2)(a) to (d) of the Order (all such persons together being referred to as “relevant persons”). The securities referred to herein are only available to, and any invitation, offer or agreement to subscribe, purchase or otherwise acquire such securities will be engaged in only with, relevant persons. Any person who is not a relevant person should not act or rely on this document or any of its contents. Past performance cannot be relied on as a guide to future performance.

    *****
    This press release contains statements that are, or may deemed to be, “forward-looking statements”. These forward-looking statements can be identified by the use of forward-looking terminology, including the terms “believes”, “anticipated”, “expects”, “intends”, “is/are expected”, “may”, “will” or “should”. They include the statements regarding the level of the dividend, the current market context and its impact on the long-term return of Volta Finance’s investments. By their nature, forward-looking statements involve risks and uncertainties and readers are cautioned that any such forward-looking statements are not guarantees of future performance. Volta Finance’s actual results, portfolio composition and performance may differ materially from the impression created by the forward-looking statements. AXA IM does not undertake any obligation to publicly update or revise forward-looking statements.

    Any target information is based on certain assumptions as to future events which may not prove to be realised. Due to the uncertainty surrounding these future events, the targets are not intended to be and should not be regarded as profits or earnings or any other type of forecasts. There can be no assurance that any of these targets will be achieved. In addition, no assurance can be given that the investment objective will be achieved.

    The figures provided that relate to past months or years and past performance cannot be relied on as a guide to future performance or construed as a reliable indicator as to future performance. Throughout this review, the citation of specific trades or strategies is intended to illustrate some of the investment methodologies and philosophies of Volta Finance, as implemented by AXA IM. The historical success or AXA IM’s belief in the future success, of any of these trades or strategies is not indicative of, and has no bearing on, future results.

    The valuation of financial assets can vary significantly from the prices that the AXA IM could obtain if it sought to liquidate the positions on behalf of the Volta Finance due to market conditions and general economic environment. Such valuations do not constitute a fairness or similar opinion and should not be regarded as such.

    Editor: AXA INVESTMENT MANAGERS PARIS, a company incorporated under the laws of France, having its registered office located at Tour Majunga, 6, Place de la Pyramide – 92800 Puteaux. AXA IMP is authorized by the Autorité des Marchés Financiers under registration number GP92008 as an alternative investment fund manager within the meaning of the AIFM Directive.

    *****

    The MIL Network

  • MIL-OSI United Kingdom: Labour to cut school buses for over 8,000 pupils in South Lanarkshire

    Source: Scottish National Party

    The SNP candidate in the Hamilton, Larkhall & Stonehouse by-election has voiced her to opposition to plans by Labour-run South Lanarkshire Council to only provide free transport to students who live more than 3 miles from their catchment secondary school, rather than the current 2 mile limit.

    The Interim Executive Director of Education Resources has confirmed these plans, starting from August this year, are a £2 million cut “based on a 35% to 40% reduction in the number of eligible pupils.”

    According to 2024 school census data, there were 20,616 secondary pupils in South Lanarkshire in that year. Therefore, this would amount to cutting bus services for as many as 8,246 school children. For pupils from St John Ogilvie High School, for example, 98% will no longer qualify for school bus transport under Labour’s plans – leaving just two eligible pupils.

    The SNP strongly opposes these cuts, with late local MSP Christina McKelvie working tirelessly to improve local transport, saving the crucial X1 bus route.

    Already 91,526 concessionary fare passes have been issued to over-60s and disabled people in South Lanarkshire, and 48,041 passes have been issued to young people under 22.

    Under this SNP Scottish Government, free bus travel for disabled people, over 60s and other qualifying groups remains in safe hands.

    The SNP’s Katy Loudon has vowed to continue “delivering for this community” if elected as the next MSP for Hamilton, Larkhall and Stonehouse on 5th June, saying a vote for her will send a message to Labour that parents are not wanting these Labour cuts.

    Councillor Loudon, a former teacher, said she is appalled to see Labour inflict such sweeping cuts on children and families across this community.

    She added, “Keir Starmer’s first decision in office was to cut vital support for pensioners; and this spring his Labour government cut £5 billion of support to disabled people.

    “Now, in South Lanarkshire, Labour are doing the same, cutting vital services to thousands of families and letting down local children.”

    She described these decisions as “Tory decisions, made by Labour; a party that has lost its way.”

    The SNP on South Lanarkshire council has opposed this decision at every turn, whilst the SNP Scottish Government has been delivering free bus travel for tens of thousands of people across South Lanarkshire.

    Councillor Loudon concluded saying, “The SNP always wants what’s best for Scotland, while Labour are balancing the books on the backs of pensioners, people with disabilities and children, I will always put the people of Hamilton, Larkhall and Stonehouse first.”.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Horsebridge Hill roadworks 6 May 2025 Horsebridge Hill roadworks

    Source: Aisle of Wight

    The Isle of Wight Council is working with the developers of the Horsebridge Hill site to issue regular updates on the works impacting the A3020, Cowes Road.

    Dates: 12 May – 4 July, traffic heading towards Cowes will be diverted via Forest Road, Whitehouse Road, Rolls Hill and Pallance Road.

    The timing and importance of the works: While there is never a ‘good time’ for roadworks, these works are being carried out now to expedite the delivery of much-needed social housing on the Island. Due to the number of parties involved and various contracts in place, the plan was signed off recently and all parties involved apologise for the short notice.

    Scale and duration: Teams will be undertaking junction improvement works and installing utilities to the site.

    To ensure that there is minimal impacted to the road network long term, the developer is required to put in a right-hand turn (from Newport to Cowes). This will involve widening the road and putting in a third lane. Given the nature of the works on the highway, a traffic management plan was a requirement on the developer.

    Reason for the diversion:

    Traffic will continue to operate as usual, in both directions, north of the road works at Horsebridge Hill. The one-way diversion will be affect those travelling from the south side of the roadworks (those travelling north from Newport towards Cowes).

    A one-way system for around the roadwork site has been chosen for two main reasons.

    1. Due to the volume of traffic, traffic lights will cause more disruption. They will only let a few cars through at a time and if the exit is not clear the other lane of traffic will not be able to move through freely when their lights are on green.

    2. Shutting one carriage way allows more workers and plant machinery to be on site and working on various jobs at once and it will be safer for the work crews too.

    Exemptions: During the roadworks, local buses will have priority and will be able to pass through the roadworks in both directions. A crew member will be onsite to ensure that buses get through, helping commuters and children getting to school, especially during exams, get to their destinations on time. We encourage as many people as possible to switch their car for the bus during the roadworks.

    Emergency Services will also be able to use the road network in both directions during this time.

    Arrangements during the IW Festival: We can confirm that the road will be open as normal during the Isle of Wight Festival.

    Further updates from the site developers will be available through these newsletters as well as being posted on our social media pages.

    MIL OSI United Kingdom

  • MIL-OSI Australia: Sky News First Edition with Peter Stefanovic

    Source: Australia’s climate in 2024: 2nd warmest and 8th wettest year on record

    PETER STEFANOVIC, HOST: Joining us live is the Foreign Minister, Penny Wong. Minister, good to see you this morning. Thank you for your time. Before we get into the post-mortem of the election, I’d just like to ask you about this. It’s all about getting the remaining hostages that Hamas still has. What’s your response to this move?

    PENNY WONG, FOREIGN MINISTER: Well, first, my principled response is Australia continues to call for a ceasefire. We want to see the hostages returned and we want to see humanitarian aid delivered. The humanitarian situation in Gaza is catastrophic. No aid has gone in for weeks. So, we will continue to call on all parties – ceasefire, hostage returns and humanitarian aid to be delivered.

    STEFANOVIC: Do you think the election result justified your stance on Israel and Gaza?

    FOREIGN MINISTER: Look, I don’t think that was a central issue in the campaign. I think that Australians were very focused on cost of living, were very focused on issues that were relevant to their lives. And I want to say how humbled and grateful we are for the privilege that’s been given to us. We really understand it’s a privilege and a responsibility. And what you will see, Pete, is us working every day for the Australian people, knowing the responsibility we’ve been given.

    STEFANOVIC: On trade, a few items of note from firstly, the US and also the EU today. So, the Prime Minister will reportedly scrap the luxury car tax if the EU opens up its market for our ag exports. Is that a fair trade if it’s true?

    FOREIGN MINISTER: I wanted to say broadly, when we announced our response to tariffs, you will recall, we laid out a set of principles and a set of responses that we would put in place, and one of them was continued trade diversification. Now, we’ve done a lot of work on that. You would have heard me, in the context of having some impediments and some $20 billion worth of trade into China lifted during our term of government, I always say to people, we need to diversify, we need to continue to diversify. That’s part of our economic resilience. And we had another Free Trade Agreement with the United Arab Emirates. We’ve had a lot more engagement economically with Southeast Asia on both investment and trade. But obviously, the EU Free Trade Agreement would be an important part of that trade diversification. So, we will keep working on that because we’re a trading nation. We don’t want to be part of trade barriers because it’s not good for us. It’s an act of economic self-harm. So, of course we’ll engage with the European Union and others.

    STEFANOVIC: And on the US how concerned are you about Donald Trump’s tariffs on foreign-made films hurting our industry here?

    FOREIGN MINISTER: I was just asked this by Karl, in fact, and the point I’d make is we have a lot of collaboration between our film industries. You get Aussie actors in US films. You get US films made here or filmed here. There’s a lot of collaboration in the creative area. So, we hope that President Trump, in the context of his discussions with the studio, will come to see the extent to which Australian and American film industries do work together to the benefit of both countries.

    STEFANOVIC: Ok, let’s get to your thoughts on how the election turned out. Are you expecting many, if at all, frontbench changes?

    FOREIGN MINISTER: Well, that’s a matter for, first, the caucus and the Prime Minister. The Prime Minister has made clear his view about some of the senior leadership and us staying in our roles. But beyond that, the decision will be for caucus and for the Prime Minister about which portfolios he allocates. But my thoughts on the election really are summed up in this: the Liberal Party does not represent middle Australia. We see that in the seat results in the suburbs and cities of this country. Families looked at the Liberal Party and thought, you don’t represent my hopes, my aspirations or reflect my concerns.

    STEFANOVIC: Did Liberal preferences help you win seats from the Greens?

    FOREIGN MINISTER: Well, I have looked at a few seats and, for example, I think Renee Coffey in the seat of Griffiths was ahead of Max Chandler-Mather on primaries. So, we live in a preferential system. But I would say the Labor primary vote was obviously very strong and we really respect and are grateful for the opportunity – the choice of Australians and the opportunity we’ve been given.

    STEFANOVIC: But I suppose when it comes to the Liberal Party and its preferences, you were above the Greens. So, might you have Peter Dutton to thank for that by flipping some of those seats?

    FOREIGN MINISTER: Well, Pete, that’s an interesting take. I think that the majority of the contests in the 150 plus seats around the country, as you know, were between us and the Liberal Party. And out of that, I think out of 88 metropolitan seats they hold, I think it’s nine or 10. And there’s obviously some outstanding. But that really says something about the extent to which the Coalition were rejected by middle Australia. That’s the key issue, not the Greens.

    STEFANOVIC: Ok, just a final note. I mean, there was some scuttlebutt back before the election and you are a young person, but there was still rumour that you might be heading for retirement. Given the size of the win, how does that change your calculations with how much time you want to spend?

    FOREIGN MINISTER: That’s a very good question. Obviously, I made a commitment to serve the whole of this term. But yes, the size of the win, we can genuinely do the work for the Australian people and set the country up for a long-term stable Labor Government. And I’m really privileged to be part of that.

    STEFANOVIC: So at least one term, Penny, then we’ll see.

    FOREIGN MINISTER: At least one term. At least one term.

    STEFANOVIC: Can I also ask, I mean, your comments on potentially resurrecting the Voice, that was seized upon by your opponents, but did you fear that that could derail the Labor campaign?

    FOREIGN MINISTER: Yeah, so, and I know, Sky ran on this a lot and obviously, you never want to give people the opportunity to dial up the conflict during a campaign. But you know what I think it demonstrated? It demonstrated a reflex to have a go on these culture war issues, rather than talk about the issues that really mattered to Australians, which were cost of living, Medicare, health, education. Rather than talk about how we maintain steady leadership in a time of great uncertainty. Most Australians were not where the Liberal Party were on those issues. It was a beat-up. We’ve made clear the Voice is gone. I’ve said that many times. But what’s more important is, I think what is said to Australians is you keep talking about issues and getting aggro and playing the politics of conflict. Actually, I’m worried about, are you going to give me tax cuts? Are you going to make it easy to see a doctor? Are you going to make sure my school is funded? Are you going to make sure you build more houses? I want the 20 per cent reduction in HECS debt and I want fee-free TAFE. That’s where people were, that’s where Australians were, it’s not where the Liberal Party was.

    STEFANOVIC: Ok, I know you’ve got another interview to get to, but thank you so much for your time.

    MIL OSI News

  • MIL-OSI: Best Online Casinos Canada | Experts Name 7Bit Casino as the #1 Choice

    Source: GlobeNewswire (MIL-OSI)

    WINNIPEG, Manitoba, May 06, 2025 (GLOBE NEWSWIRE) — We checked out several crypto casinos in Canada, but most didn’t live up to the hype. The bonuses were weak, the game libraries were limited, and the overall experience felt lacking.

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    This article is for informational and entertainment purposes only, not legal or financial advice. Content is based on research and user reviews as of writing. No warranties are made, and users must verify information before acting.

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    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/4279a210-7c59-48a8-8b7e-4137a50005bb

    The MIL Network

  • MIL-OSI: Launch of Atigro AI-ERP CEM for Construction & Engineering Management Companies Expands Atigro’s ERP Transformation Industry Leadership

    Source: GlobeNewswire (MIL-OSI)

    MCLEAN, Va., May 06, 2025 (GLOBE NEWSWIRE) — Atigro, a proven ERP transformation firm that leverages its modular augmentation capabilities paired with AI-native frameworks, expanded its industry leadership today with the launch of Atigro AI-ERP CEM for construction and engineering management (CEM) companies. Atigro AI-ERP CEM is a set of practical ERP augmentation services and a secure AI toolkit that revitalizes existing ERP assets with modularly augmented functionality paired with strategically layered AI-native frameworks to quickly and effectively provide CEMs with real oversight, control and efficiency in their business operations.

    Atigro AI-ERP CEM is tailored to meet the needs of the labor intensive CEM industry, delivering executives new levels of ERP capabilities, specifically the ability to collect granular, contextual data and business processes to lay the foundation for strategically layering on AI capabilities. It flexibly captures, manages and controls a combination of data and contextual changes in business processes CEMs have adopted due to the changing micro-and macro-business environment. This gives them a revitalized asset that can be exploited to gain more control over their operations, address more business opportunities and drive profitability through true advancements in productivity.

    “Most “ERP transformations” essentially tear down and rebuild the ERP platforms with new functionality, which is both costly and time consuming. Even worse, they still don’t address one of the biggest issues, revamping ERP systems quickly enough to meet the fast changing business environment. This means the very processes that a company is looking to manage within the ERP platform have likely changed since the customization request was made,” said Ken Fischer, CEO of Atigro, Inc. “At Atigro, our proven methodology of ERP transformation consists of augmenting ERP assets with more granular, contextual data collection and functionality capabilities, in combination with strategic and impactful AI integration. Atigro’s AI-ERP CEM augmentation allows for rapid development and provisioning of new functionality that address dynamically changing business processes. Atigro’s transformation through augmentation quickly revitalizes ERP assets, at lower costs, while significantly increasing our clients’ productivity and ROI.”

    CEM IT Challenges
    Construction and engineering management companies face some daunting IT challenges. Their projects are diverse so one system typically does not fit all the needs of any given project. This is compounded by the fact that the number of activities CEMs need to carry out intersect with many state, federal and local regulations. The level of IT products and services utilized varies from vendor to vendor, so what they need to track and check can vary greatly from job to job. Most of their IT, and specifically their ERP systems, are off-the-shelf with little customization. Their ERP platforms have been supplemented by physical workarounds, like managers using spreadsheets and other ad hoc means.

    Unfortunately, most ERP implementations are too rigid to quickly or effectively adapt to CEMs’ dynamic operations in the necessary timeframe. Usually, pockets of a CEM company’s business operations have been addressed by the ERP integration. Their data storage has been housed in disparate databases, or more commonly, on excel spreadsheets or even paper. Very little contextual data, the business processes employees perform outside of digitized workflow, has been integrated either. This has hindered ROI and hampered the addition of practical and useful ERP advancements.

    Atigro AI-ERP CEM – Developed to Meet the Needs of CEMs
    CEM companies operate long supply chains, have dispersed assets and personnel and have projects that vary greatly in requirements, size and scope. An ERP is an excellent way to gain control of assets, billing, purchasing, internal assets rental and payroll management, among other key functions.

    With its practical data management and application coordination capabilities, paired with AI intelligence integration, Atigro AI-ERP CEM acts as a force multiplier. Atigro augments CEM’s existing ERP assets, mapping them to true business workflows, rationalizing and tying in disparate data sources and strategically interspersing intelligent AI agents. These scalable system enhancements deliver real-time insights, drive efficiencies, improve accountability, clarify reporting and provide construction management and engineering companies with actionable intelligence to exploit previously unrecognized business opportunities. 

    Atigro AI-ERP CEM has tailored solutions to revitalize, augment and fully integrate with CEM’s ERP platforms, including:

    • Asset Management – Streamlines maintenance, optimizes service management, simplifies workflows, and lets companies gain full visibility of assets across their lifecycle.
    • Billing Management – Simplifies billing, optimizes processes, and automates tasks; while helping construction management and engineering companies realize accurate usage costs, detailed project billing and precise invoicing.
    • Purchasing Management – Optimizes purchase, procurement, and supplier management at every step, while enhancing transparency, control and decision making.
    • Internal Asset Rental – Modernizes operations, optimizes asset tracking, automates maintenance and other tasks, and ensures seamless integration.
    • Payroll Management – Simplifies personnel hour tracking, vacation tracking, leave requests, shift differentials and allow/allowance approval and tracking to make salary / wage payments and reimbursements fast and accurate. 

    Atigro AI-ERP CEM Intelligent Agents
    ERP systems are supposed to track and mirror a construction and engineering management company’s business operations and requirements. However, for employees across a spectrum of business units, ERPs are often difficult to get answers from because they have very set ways of presenting data. Therefore, getting an answer might require combining data in spreadsheets, looking at records one at a time or having a database administrator research it for them. Additionally, the data reports presented to employees and executives is not provided in a manner that is easy to consume.

    Atigro harnesses the power of AI to create tailored AI agents that dynamically interact with people and databases throughout ERP workflows. These intelligent AI agents accept requests from employees and access information from databases and other data sources, solve tasks and provide results in an easy to consume manner. This makes it easier for construction management and engineering companies’ employees to focus on work activities instead of data entry – increasing employee efficiency, satisfaction and retention. 

    Atigro AI-ERP CEM Security Compliance
    Atigro AI-ERP CEM’s toolkit complies with enterprise security and DevSecOps best-practices, can be integrated with Entra-A or Corporate Google Workspace logins and use multiple enterprise-ready databases. It also can be integrated with custom mobile apps. It also contains an AI-friendly event system which makes it easy to research and understand past transactions in the system. All of Atigro AI-ERP CEM’s systems are hosted in a closed environment and do not share information with external services or partners.

    Pricing & Availability
    Atigro AI-ERP CEM is available today. It is sold as a platform in conjunction with Atigro’s configuration services. Pricing is based on discovery, which begins at $25,000. Interested parties may contact Atigro for additional information.

    About Atigro, Inc.
    Founded in 2005, Atigro is a proven ERP transformation firm because it leverages its modular augmentation capabilities paired with AI-native frameworks. It allows for rapid development and provisioning of new ERP functionality that meets dynamically changing business processes. Atigro’s proven methodology of ERP transformation consists of augmenting clients’ existing ERP assets with more granular, contextual data collection, fully capturing and integrating business processes, while strategically layering on AI capabilities. Atigro’s transformation through augmentation quickly revitalizes ERP assets, at lower costs, while significantly increasing its clients’ productivity and ROI. For more information, please visit www.atigro.com.

    Atigro and Atigro AI-ERP and Atigro AI-ERP CEM are the property of Atigro, Inc. All other names, trademarks and service marks are the property of their respective holders. 

    Media & Industry Analyst Contact Only:
    Ed Schauweker
    AVID Public Relations for Atigro
    ed@avidpr.com
    703.963.5238

    The MIL Network

  • MIL-OSI United Nations: Nearly 110,000 Afghans Returned from Pakistan in a Month; IOM Seeks Urgent Funding

    Source: International Organization for Migration (IOM)

    Geneva/Kabul, 6 May 2025 – Amid a sharp increase in the number of Afghan nationals returning from Pakistan – including 109,891 between 3 April and 3 May – the International Organization for Migration (IOM) and partners today launched an appeal to scale up urgently needed support at border and neighbouring areas, where dire conditions and funding shortfalls are compounding risks for the most vulnerable. 

    This appeal for additional funding by the IOM-led Border Consortium in Afghanistan seeks to address the needs of between 600,000 and 1.5 million Afghan returnees – most of whom are undocumented – driven by the second phase of Pakistan’s Illegal Foreigners Repatriation Plan (IFRP), which is expected to continue triggering large-scale returns in the coming months.  

    “Most of the people returning to Afghanistan are in a state of acute vulnerability, having been forced to leave behind their homes, possessions, and jobs. The most vulnerable of them, especially women and girls, are often separated from their families and they don’t have access to shelter and other essential services,” said Ugochi Daniels, IOM Deputy Director General for Operations. “At this most fragile time, we appeal to the international community to help us meet these urgent humanitarian needs.” 

    In April, an average of 3,000 people per day returned through key border crossings in Nangarhar and Kandahar provinces, according to the latest IOM data. Women and children make up most of these crossings, which until that month were averaging just 100 per day.  

    Equally alarming is the condition of deportees from Iran. Between January and April, IOM recorded over 265,000 undocumented Afghan returnees – with 75 per cent forcibly returned. 

    IOM and its partners also reiterated a call for all countries to immediately halt the forced returns of Afghans until conditions are in place to ensure safe and dignified returns and reintegration, regardless of a person’s immigration status. 

    Over 48,000 returnees have received critical support at IOM-run reception centres and two transit facilities. After screening, IOM and partners provide food, temporary shelter, transport, healthcare, and psychosocial support – especially for vulnerable groups like women and children. 

    However, the current conditions in Afghanistan make absorbing the rising number of returnees difficult, as communities are already strained by limited resources and weakened infrastructure. Sharp reductions in funding compound these difficulties, leaving local systems under severe pressure as the influx grows, threatening access to essential services for both returnees and host populations alike. 

    “As the lead agency of the border consortium of humanitarian partners, IOM is prepared to ramp up its response and expand operations at critical entry points. However, without immediate additional funding, efforts to meet the growing demand and support vulnerable returnees and receiving communities will remain severely constrained,” said DDG Daniels.

     

    For more information, please contact IOM Media Centre  

    MIL OSI United Nations News

  • MIL-OSI New Zealand: Stepping up in a changing global environment

    Source: NZ Music Month takes to the streets

    Good evening.

    Thank you to the New Zealand Institute of International Affairs for organising this event, and for your efforts to foster New Zealand’s understanding of international affairs. I am grateful for the opportunity to speak here today. 

    As keen observers and practitioners of international relations, you will all be aware of the degree to which the global environment has changed, even in the past two years.  

    We in New Zealand have enjoyed for a long time the benefits of a strategic environment in which we could focus heavily on growing our economy, seeking trading relationships and pursuing our interests safe in the knowledge that the stable post-war, liberal, international rules-based order provided the guardrails.  

    We believe in that order, and we will act to preserve it. But it is not enough on its own. We rely on our ally, our friends and our partners to help make us more secure, and they rely on us for support. Few countries can go it alone, and we are no exception.  

    We are no longer in a world – and I would argue that maybe we never were – where prosperity and security are mutually exclusive. There is no economic security without national security.  

    As Minister of Defence, I am keenly aware that our Defence Force needs to be acknowledged for its core functions. It plays a vital in contributing to national defence and resilience, and helping deliver whole-of government security objectives.  

    But we have a Defence Force with military capabilities for a reason. We choose to hold at readiness a credible force of highly trained and capable men and women who are prepared and ready to act with force if needed, to defend our country. 

    Unfortunately 35 years of underinvestment has allowed this capability to deteriorate.  

    Defence Capability Plan 

    I was therefore very proud to last month launch with the Prime Minister, the Chief of Defence Force and the Secretary of Defence our new Defence Capability Plan – or, given the military’s fondness for acronyms, the DCP. 

    This plan sets out $12 billion of planned commitments over the next four years, including $9 billion of new spending, with a path to reaching 2 percent of GDP in the next eight years. 

    The release of the DCP represents the culmination of several years of focused work by the Defence agencies to ensure our defence policy settings and our defence capability investments best support New Zealand’s interests in a changed and changing world through to 2040. 

    As you can imagine, the content of the DCP was the subject of some intense discussions with my Cabinet colleagues. We know the critical importance of getting this right, of having a plan that is both appropriately ambitious and achievable, and firmly focused on what is in New Zealand’s best interests. 

    I am proud of the DCP, and I welcome the very positive reactions to it, both domestically and internationally. 

    New Zealanders understand that our world has changed, and the highly skilled and professional personnel of the New Zealand Defence Force need to be ready to do what the New Zealand Government and people ask of it, often at short notice. 

    Defence is not something that can be mothballed until you need it. Because when the chips are down, you need a force that is ready and equipped to do whatever is asked of it – and it needs to be able about to do it immediately.  

    That means it must be empowered and equipped appropriately. 

    I have been particularly pleased with the broad support the DCP has received from across Parliament. National security is one area of public policy that benefits strongly from a bipartisan approach, and I welcome the support for a more capable Defence Force. 

    I have been able to discuss the DCP with a number of my international counterparts, and I can tell you it has been received very positively by New Zealand’s security partners. Our partners have welcomed our updated approach and our intention to invest more in New Zealand’s defence capabilities. 

    The first step to turning the DCP into action was taken on Sunday, when I announced the Government is putting aside $2 billion plus to replace the Defence Force’s ageing maritime helicopters. Alongside that, we are investing $957 million over four years in Defence Force activities, personnel and estate in Budget 25. I will have more to say on Budget Day on additional defence investment. 

    The increase in defence investment has generated quite a range of questions about elements of New Zealand’s defence policy, both long-standing and newly introduced, that could usefully be explained in greater detail. And that is what I would like to do this evening. 

    I will talk in particular to our assessment of New Zealand’s strategic environment, our alliance with Australia, our approach to deterrence, the importance of combat capability, and opportunities for innovation. 

    New Zealand’s strategic environment 

    The first line in the first chapter of the DCP sets the scene well for the policy settings that follow: “New Zealand is facing its most challenging and dangerous strategic environment for decades.” 

    Security challenges that we are familiar with remain with us. At home and in our immediate region these include ongoing risks of natural disasters and maritime security challenges of all kinds. And some of these are becoming worse – for example, we are seeing increasing use of the Pacific as a transhipment route for illegal drugs. 

    And for our Pacific partners in particular, climate change and its wide-ranging security impacts continue to represent the primary security concern.  

    Increasingly, however, the defining character of our strategic environment is strategic competition. 

    Globally, in the wider Indo-Pacific and in our immediate region, we are seeing some states increasingly acting in ways that undermine existing international rules and norms, and seeking to reshape both regional orders and the global order as a whole.  

    Recent events in our immediate region – including the PRC Task Group operating in the Tasman Sea and last year’s Intercontinental Ballistic Missile test – have demonstrated that New Zealand’s geographic location no longer shelters us from threats to the extent that it once did. Our region is of increasing strategic significance, and global challenges and tensions are having direct impacts on our security. 

    And the wider Indo Pacific contains a number of potential security flashpoints – be that cross-Strait tensions, the Korean Peninsula or competing claims in the South China Sea. 

    Perhaps the most acute – and still shocking – example of the deteriorating strategic environment is Russia’s ongoing illegal war against Ukraine. 

    New Zealand remains fully committed to supporting Ukraine’s self-defence and national resilience. The Prime Minister announced last month during his trip to the United Kingdom and Türkiye that New Zealand is extending its military assistance in support of Ukraine’s self-defence through to December 2026. 

    New Zealand welcomes efforts to achieve a just and lasting peace, and is following the negotiations on a potential ceasefire very closely. 

    Overview of DCP policy settings 

    As a government, we need to ensure we are employing our full range of tools of statecraft to best effect in service of New Zealand’s national interests.  

    We are a small island nation that relies on trade for its economic growth and – as I have previously said, we cannot have economic security without national security. 

    A compromised supply chain can lead to disruptions, financial losses, reputational damage and compromised products or services. And our supply chains rely on the security of maritime, air, land, space and cyber domains.  

    As Defence Minister, I need to ensure the Defence Force has the right capabilities, is using those capabilities to support peace and security, and is prepared for scenarios in which competition tips into confrontation and conflict. 

    That is why the DCP has three new defence policy objectives. These aren’t a radical shift in our policy, but they provide a sharper focus.  

    The first is to protect and promote New Zealand’s security, and that of our immediate region. New Zealand’s security is indivisible from the strategic situation our region is facing. 

    Defence plays a key part in ensuring the security, stability, and resilience of our immediate region by deterring actions contrary to the security of New Zealand and our regional partners and helping sustain wider regional conditions favourable to New Zealand’s security interests. An important part of this is delivering our defence and security constitutional responsibilities to the Realm.  

    Second is enhancing our alliance and other key security partnerships, which I’ll expand on shortly.  

    And third is to contribute to achieving our global interests, particularly in the Indo-Pacific. Defence will continue its pattern of operations in support of maritime security and the existing liberal international rules-based order, and we will work closely with our international security partners to promote collective security approaches in accordance with international law, in particular the United National Convention on the Law of the Sea (UNCLOS), including freedom of navigation and oversight. 

    But Defence’s activities are truly global as well, as demonstrated by NZDF’s ongoing support to Ukraine and operations in the Middle East. Just last month, the Royal New Zealand Navy deployed the frigate HMNZS Te Kaha to conduct anti-smuggling operations in the Indian Ocean as part of the New Zealand-led Combined Task Force 150. The taskforce has already had very real impact, disrupting the trade of $600 million worth of illegal drugs so far. 

    Taken together, these three new objectives set the direction for Defence, as part of an all-of-Government approach, to promote and protect our national interests.  

    Our Alliance and security partnerships 

    But I want to expand specifically on our security partnerships. New Zealand has always valued the importance of collective security and supporting international mechanisms that enable collective action and support sovereign equality of states. 

    This is reflected in the policy settings in the DCP. We have always worked with others that share our values and our interests to shape the world as we would wish it to be, and to prepare together should the worst happen.  

    Indeed, since becoming the Minister of Defence, I have taken every opportunity to meet with my international defence counterparts, to demonstrate that New Zealand is internationally engaged and willing to step up to respond to new opportunities and emerging threats.  

    But within that, we will always maintain our independent foreign policy, making our own decisions about what is in New Zealand’s interests – just as other countries do.  

    It is worth saying more about our relationship with our closest friend and only ally Australia. For this Government, it was essential that the DCP reinforce the importance we place on our alliance with Australia, and the importance in our evolving strategic environment to speak directly about these issues.  

    I’ve been in touch with my Australian defence counterpart Richard Marles, who is also their Deputy Prime Minister, to offer my congratulations following the weekend’s election. Minister Marles and I both look forward to continuing to work together on a range of issues, including our shared security. 

    We have specifically referenced the ANZUS Treaty in the DCP, as it continues to underpin the strategic relationship between New Zealand and Australia and formalises the commitments that we have to each other as allies.   

    It has done so since 1951, and the DCP does not represent any change in its interpretation. And as the Prime Minister stated, our nuclear free policy has not, and will not, change. 

    We are working to create an increasingly integrated Anzac force, which means we will be better prepared, exercised and equipped to combine our Defence Forces to defend our shared interests. To enhance our interoperability, we have committed to removing tactical, technical and procedural information-sharing barriers where they restrict our ability to operate as an integrated force.  

    Of course, this Government is also committed to maintaining and investing in a range of other security partnerships, including with our Pacific partners and our Five Eyes partners. As the Prime Minister has indicated, we are also focused on strengthening our relationships across Asia.  

    Recently, we have signed a number of agreements with partner countries. These include the India-New Zealand Defence Cooperation Arrangement, which is a milestone bilateral arrangement facilitating closer defence relations – including the establishment of regular bilateral defence engagements and opening new areas for collaboration such as deploying and training together.  

    I was in the Philippines last week to sign a Status of Visiting Forces Agreement, which sets out the legal conditions for military cooperation between our countries. 

    And as part of the NATO Indo-Pacific 4 grouping, we’re working with NATO and Indo-Pacific partners to uphold the international rules-based order and democratic values that are fundamental to our security and prosperity.  

    Deterrence and combat capability 

    We’ve also observed commentary on the much more explicit inclusion of, and focus on, deterrence in the DCP. 

    Deterrence is a normal part of how states operate and what defence forces do. At its core it is about influencing behaviour, or denying opportunities, by making other actors aware of the risks and consequences of undertaking those unwanted activities. Deterrence can be delivered through various tools. But having a credible and capable military force is a key way states deter activities and behaviours they don’t want.  

    As the DCP itself points out, deterrence is underpinned by having the necessary tools to act. In that respect the DCP recognises the increasing importance of building greater lethality into the force to be able to achieve deterrent effects.  

    It’s also important here to be clear on what the purpose of a military is. And I referred earlier to the core functions of a Defence Force.  

    Of course, modern militaries carry out a range of functions. But with the challenging world we now face, we need to reinforce the primary purpose of the military. There is no opting out from today’s strategic realities.  

    That is why the DCP signals increased strike capabilities which will increase our ability to use force if needed to protect our interests. This will be achieved through the procurement of new missile systems, which will provide an ability to respond to hostile vessels at a greater range.  

    Options for this include arming existing air and maritime platforms with missiles, such as the P-8A Poseidon fleet and the Anzac frigates, or options such as land-based strike. 

    Opportunities for innovation 

    I’m very aware of the importance of innovation and new technologies in defence.  

    Experience in Ukraine shows that conventional systems are still needed, but we’ve also seen the use of new technologies in new ways. Tanks and drones in the same battlefield are a reality.  

    New technologies and innovations will help the NZDF with intelligence, surveillance, and reconnaissance activities. In the short and medium term, Defence will focus on uncrewed technology, including long-range uncrewed aerial vehicles to provide more persistent maritime surveillance. The DCP also describes uncrewed surface and subsurface vessels to help monitor and protect our Exclusive Economic Zone, and support our Pacific partners.  

    There will also be a focus on strengthened cyber and information capabilities to protect the NZDF’s networks and systems, and provide defensive cyber, electronic and information warfare effects. 

    A two-yearly review cycle of this DCP will provide greater flexibility by adopting technologies earlier in their lifecycle, and by incorporating new but proven technologies. Defence is also exploring joint procurement opportunities with Australia, where it makes sense to do so. 

    A technology accelerator as part of the DCP will enable New Zealand’s high technology sector to quickly develop advanced platforms and systems specifically focused on New Zealand defence problems, and the ability to deliver these rapidly. It would help transition technology from the prototype phase to ‘service ready’ capabilities that could be readily acquired by the NZDF, albeit at limited scale.  

    We have an opportunity to partner in a better way with industry, and particularly New Zealand industry. How we intend to do this will be set out in a Defence Industry Strategy that will support implementation of the DCP. 

    One area we see innovation and scope to adapt is in the space industry. As you may know, I am also the Minister for Space.  

    I believe that here we have an opportunity to harness the incredible innovation across the New Zealand space industry to make contributions across all applications of space.  

    The world’s reliance on space technologies means that irresponsible behaviour in space has global impacts, and New Zealand has no protection from those effects.  

    Guaranteeing access to satellite communications and other systems that rely on space is critical to a range of new and existing technologies and systems used by the NZDF.  

    Part of supporting that access is ensuring we take broader action to support New Zealand’s interest in the safe, secure and responsible use of space. We are developing a new regulatory regime to ensure that operators of ground-based space infrastructure register their operations to deter foreign interference in New Zealand’s space infrastructure.  

    With partners and allies, New Zealand’s Defence agencies and our innovative space industry can contribute to international efforts to preserve and protect freedom of access to space and all the space-based services we need to prosper.   

     Closing remarks 

    I believe this DCP represents change. It is a change to a more deliberate defence policy and is a significant change in the level of investment in our defence.  

    It is a message to New Zealanders that we are prepared to invest in their security. It is a message to our partners and ally that we will contribute what we need to. And it is a message to the NZDF that we believe in them and what they do.  

    Change can be hard, and deciding to invest this amount of funding was difficult. We did not, and won’t ever, take that decision lightly.  

    MIL OSI New Zealand News