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  • MIL-OSI Submissions: How mothers supporting mothers can help fill the health care worker shortage gap and other barriers to care

    Source: The Conversation – USA (3) – By Sona Dimidjian, Professor of Psychology and Neuroscience, University of Colorado Boulder

    For generations, women have relied on informal networks of friends, family and neighbors to navigate the complexities of birth and motherhood. Today, research is finally catching up to what generations of women have known: Peer support can be a lifeline.

    Despite growing evidence, the unique wisdom and strength that arise when mothers help mothers has been surprisingly under‑explored in the scientific literature, but that’s beginning to change. Peer-delivered programs are beginning to bring together long-standing community traditions and structured, evidence-based approaches to support the mental health of new and expectant moms.

    We are clinical psychologists at the University of Colorado Boulder Renée Crown Wellness Institute. Our work and research weaves together psychological science and the wisdom of mothers supporting mothers. Our program, Alma, supports women in restoring well-being in ways that are community-rooted, evidence-based and scalable.

    Pressure on parents

    Nearly 50% of parents report feeling overwhelmed by stress on most days. An even larger share, about 65%, experience feelings of loneliness, according to a 2024 report from the U.S. Department of Health and Human Services. These feelings hit mothers especially hard, the report says.

    Many mothers report experiencing depression during pregnancy, which is one of th emost common complications of childbirth.
    kieferpix/GettyImages

    In 2025, mothers in the United States continue to shoulder most of the caregiving of children while also managing work, personal health and household responsibilities. The transition to motherhood is often marked by emotional and psychological strain. In fact, 10% to 20% of women experience depression during pregnancy, the postpartum period or both. Depression is one of the most common complications of childbirth. A similar number of women also face significant anxiety.

    In many communities, mental health resources are scarce and stigma around mental health issues persists; therefore, many mothers are left to navigate such challenges alone and in silence. Antidepressants are widely prescribed, but research suggests that many women stop using antidepressants during pregnancy – yet they don’t start therapy or an alternative treatment instead.

    Psychotherapy is the most preferred care option among new and expectant mothers, but it is often inaccessible or nonexistent. This is due in part to a workforce shortage of mental health providers.

    The shortage has contributed to long wait times, geographic disparities and cultural and language barriers between providers and patients. This is especially true for underserved populations. In fact, more than 75% of depressed mothers do not receive the care they need.

    Science of peer support

    The science of peer support is part of a larger field exploring community health workers as one way to address the shortage of mental health providers. Peer mentors are trusted individuals from the community who share common experiences or challenges with those they serve. Through specialized training, they are equipped to deliver education, offer mental health support and connect people with needed resources.

    A study that analyzed 30 randomized clinical trials involving individuals with serious mental illness found that peer support was associated with significant improvements in clinical outcomes and personal recovery. Researchers have proposed that peer support creates space for learning and healing, especially when peers share lived experience, culture and language.

    As clinical psychologists, we heard from mothers in our work and communities that wanted to help other moms recover from depression, navigate the challenges of motherhood and avoid feeling alone. This insight led us to co-create Alma, a peer-led mental health program based on behavioral activation.

    Behavioral activation is a proven method for treating depression based on decades of randomized clinical trials, including in new and expectant mothers. It helps new and expectant mothers reengage in meaningful activities to improve mood and functioning.

    The Alma program

    Alma is based on the principle that depression must be understood in context and that changing what you do can change how you feel. One strategy we use is to help a mother identify an activity that brings a sense of accomplishment, connection or enjoyment – and then take small steps to schedule that activity. Mothers might also be guided on ways to ask for help and strengthen their support networks. Alma is offered in English and Spanish.

    Peer mentors typically meet with moms once a week for six to eight sessions. Sessions can take place in person or virtually, allowing flexibility that honors each family’s needs. Traditionally, peer mentors have been recruited through long-standing relationships with trusted community organizations and word-of-mouth referrals. This approach has helped ensure that mentors are deeply rooted in the communities they serve. Alma peer mentors are compensated for their time, which recognizes the value of their lived expertise, their training and the work involved in providing peer mentoring and support.

    “This was the first time I felt like someone understood me, without me having to explain everything,” shared one mother during a post-program interview that all participants complete after finishing Alma.

    To date, more than 700 mothers in Colorado have participated in Alma. In one of our studies, we focused on 126 Spanish-speaking Latina mothers who often face significant barriers to care, such as language differences, cost and stigma. For nearly 2 out of 3 mothers, symptoms of depression decreased enough to be considered a true, measurable recovery — not just a small change.

    Notably, most of the depression improvement occurred within the first three Alma meetings. We also observed that peer mentors delivered the Alma program consistently and as intended. This suggests the program could be reliably expanded and replicated in other settings with similar positive outcomes.

    A second study, conducted through a national survey of Spanish-speaking Latina new and expectant mothers, found that peer-led mental health support was not only perceived as effective, but also highly acceptable and deeply valued. Mothers noted that they were interested in peer-led support because it met them where they were: with language, trust and cultural understanding.

    Supporting mothers works

    Supporting mothers’ mental health is essential because it directly benefits both mothers and their children. Those improvements foster healthier emotional, cognitive and social development in their children. This interconnected impact highlights why investing in maternal mental health yields lasting benefits for the entire family.

    It also makes strong economic sense to address mood and anxiety disorders among new and expectant mothers, which cost an estimated US$32,000 for each mother and child from conception through five years postpartum. More than half of those costs occur within the first year, driven primarily by productivity losses, preterm births and increased maternal health care needs.

    Beyond the impact on individual families, the broader economic toll of untreated mood and anxiety disorders among new and expectant mothers is substantial. For example, it’s estimated that $4.7 billion a year are lost to mothers who have to miss work or reduce their job performance because of symptoms like fatigue, anxiety and depression.

    Together – as individuals, families, communities and institutions – we can cultivate a world where the challenges of parenting are met with comprehensive support, allowing the joy of parenting to be fully realized. Because no one should have to do this alone.

    Read more of our stories about Colorado.

    Sona Dimidjian reports funding from philanthropic foundations and the National Institute of Health, and founding and receiving revenue from Mindful Noggin, Inc. and Access Consulting, LLC.

    Anahi Collado reports receiving funding from philanthropic foundations.

    – ref. How mothers supporting mothers can help fill the health care worker shortage gap and other barriers to care – https://theconversation.com/how-mothers-supporting-mothers-can-help-fill-the-health-care-worker-shortage-gap-and-other-barriers-to-care-257520

    MIL OSI –

  • MIL-OSI United Kingdom: Sir Jon Cunliffe: Speech on the Independent Water Commission final report

    Source: United Kingdom – Government Statements

    Speech

    Sir Jon Cunliffe: Speech on the Independent Water Commission final report

    Chair of the Independent Water Commission spoke at the London Museum of Water & Steam

    Thank you for coming today to this wonderful museum.

    We are at one of the birthplaces of the British water industry, one which predates the Victorian age. The Grand Junction Waterworks Company was actually formed in 1811, while the Napoleonic war was still raging, to supply clean drinking water from the junction of the grand union canal in Paddington to households for Londoners. In need of cleaner sources of water, the company moved its operation to Kew, then outside London in 1838, and built this magnificent pumping station with its huge steam engines to pump the water to London. As London grew and needed more water, the company grew and became more profitable until, in 1905, it was taken over by the Metropolitan Water Board along with several other private water suppliers to provide a unified public water supply system for London.  

    The reliable supply of water that is clean and safe to drink – or to give it the description the Victorians put into law and that we still use today, the supply of water that is “wholesome”, is a prerequisite of modern life and it is something that we have become used to and take for granted. 

    And the same is true of that other prerequisite of modern life, effective sanitation. 20 years after this pumping house opened, London experienced the ‘Great Stink’ of 1858. After years of suffering a cesspit and sewer system that could not cope with London’s growth, with the Thames a “pestiferous and reeking abomination” to quote a newspaper of the time, a decision to close the cesspits followed by a hot dry summer brought matters to a head as the Thames became, to quote Disraeli, “a Stygian pool reeking with ineffable and intolerable horrors”. Parliament, literally disabled by the stench, woke up and finally acted. It gave clear direction to the newly formed London Board of Works which in turn adopted the plan of its chief engineer, Joseph Bazalgette. Over the next 15 years, he oversaw the construction of over 1,100 miles of sewers and massive pumping stations that transformed the health of London.   

    I have more than once thought of the ‘Great Stink’ when leading the Independent Commission on Water over the last 9 months. While today we enjoy safe water and clean sanitation to a level that would have been unimaginable 165 years ago, there are many parallels:  a system under huge pressure from economic and population growth, years of discussion and competing plans as the problem grew, government that did not give clear direction, a level of pollution in our waterways that the public will not tolerate and a point at which it became apparent to all that a fundamental reset was needed. And actually, there is a parallel there – that a bonus for Bazalgette was blocked because it was deemed to too high. 

    Today the Commission publishes its report which I hope will contribute to that ‘reset’ that the Government has committed to and that we sorely need. The report is long and detailed – some 460 pages with 88 recommendations covering everything from strategic direction and planning to regulator reform to the water industry supply chain. In an earlier speech I paraphrased Tolstoy to observe that ‘while all are unhappy with the current situation, everyone is unhappy in his own way’. Now, looking at the length and scope of the final report I wonder if we have written a Russian novel in response!   

    But I would defend that length and scope on two grounds. First, and most obviously, the Terms of Reference set asked the Commission to answer these questions, which we have tried to do. But second, and more importantly, if we are to achieve the water sector we need, we need to look at all the factors that have contributed to our ‘Great Stink’ moment and recognise that those factors, if not addressed, will hamper us going forward. 

    The water industry, of course, is at the heart of this. And the industry, as a whole, has not met public expectations or maintained public trust in recent years. Some companies have manifestly acted in their private interest but against the public interest. That must be prevented in future. But the industry does not exist in a vacuum. It sits within a framework of law and regulation that operates under the strategic direction of government. And it is not the only demand on our water systems, or the only contributor to the current state of our waterways. 

    The Commission’s report is long and detailed with multiple recommendations because – as I have said – there is no one, single reform, no matter how radical, that will deliver what is needed: we need to act on all of the failures that have brought us to the present pass. 

    Now, you will be very relieved to hear that I do not intend here to go through all 460 pages and 88 recommendations. But I will highlight, if you permit me, the main themes of the report and pull out some of key recommendations.   

    First, we need truly strategic direction from government. Barely a week goes by without someone calling for ‘a strategy’ from you, so it is important to set out I mean by this and the challenges it will entail.   

    We need to guide the use and development of our water systems and the restoration of our water environment as a whole and over the longer term. We need to chart a path for the delivery of the environmental improvements that the public want to see: to restore ecosystems and sustain our precious waterways for decades to come. However, there are many competing demands on our water systems. Demands to abstract water, demands to discharge into water and demands to enjoy water for recreation.   

    Only government can set the overall objectives for water and the timescale for achieving them. Only government can set the broad priorities, balance demands when they compete and coordinate the different elements of the system. And only government can decide who should pay and how much the nation can afford. It is relatively easy to set down a list of objectives. Effective strategic governance and guidance is much, much harder. It requires striking difficult balances, making difficult choices, and taking a long-term view.   

    In the report we recommend government in England and government in Wales produce a National Water Strategy. We set out in detail what it should cover, how it should be produced, and how it should be enshrined in statute to ensure consistent direction can be maintained over the long term. I have no illusions that it will be easy to produce: to govern is to choose but to govern is hard. But, as with the ‘Great Stink’ in 1858, without such direction from the very top, we will not achieve the change we need. 

    To connect that high level strategy to action, we need to learn how to manage and plan for water as a system or rather, as a set of regional water systems. Our river basins, aquifers and coasts and the demands upon them constitute complex systems and they need to be managed as such. The water industry, agriculture, transport, local development and land use, and environmental regulation all affect the regional water system and the water catchments that it comprises. 

    As many respondents to the Commission observed, we are very poor at system planning for water. There are huge, confusing and overlapping planning processes for water industry processes – the industry produces at least nine plans in a process that costs hundreds of millions. These plans drive water industry investment. But there are no such processes driving action in the other sectors that have an impact on the water system. And some water industry plans are not connected to local government development plans or to local voices or those sectors that also have an impact.   

    Opportunities for local government, agriculture, and water companies and other actors to work together are missed. Opportunities, for example, to implement sustainable drainage schemes that avoid storm water overloading our sewers and causing sewage spills into rivers, or opportunities to balance the nutrient loads that cause such unsightly and destructive algae to bloom in water bodies. And heavy engineering – concrete – solutions to environmental problems are pursued despite local preference for more natural solutions.   

    Drawing on experience from other countries, the Commission is recommending that regional water system planning bodies are established in England and a national system planner is established in Wales. These would not be advisory bodies or ‘talking shops’.  Rather, they would take over the role played by the Environment Agency and Natural Resources Wales at present with real authority over water industry investment and real influence over other funding streams that can be directed achieving regional water system objectives, such as agricultural grants.   

    To be clear, this would not be the creation of a new level of bureaucracy. Rather it would bring existing functions together on a regional water system basis, in England, and a national basis in Wales. It would streamline existing planning processes (the current water industry processes will be streamlined into two plans – one for drinking water and one for wastewater) and most importantly, it would link local development to water system investment, avoiding the situations we see at present where housing and economic development projects are blocked because the regional water systems cannot cope with them. 

    Alongside strategic direction and regional water system planning, the legislative framework for water is key a part of determining the overall framework for the management of water in England and Wales. The current framework has driven great improvements in certain areas. Drinking water and sanitation standards are now world-leading. Bathing water quality has considerably improved. But the current framework is also complex, inconsistent and out of date and highly prescriptive. The Commission has therefore recommended that it be reviewed to bring the legislation up to date, particularly with regard to the Water Framework Directive which sets the high-level objectives for the environmental quality of water bodies.   

    The Water Framework Directive sets a target to be achieved by 2027 – at a minimum – and the review will need to consider what targets should be set for after that date. We recommend, however, that the government use the opportunity to consider the scope of the legislation. One area in which we see there is a strong case for broadening the scope of the legislation is to include public health, given the increase in the recreational use of water in recent years.  We recommend in England and Wales the Chief Medical Officers are asked to chair task forces to consider how to effectively bring public health into the water quality legislation.    

    Over the last 9 months I have heard consistent criticism not of the ambition of the environmental legislation, which must be preserved in any review,  but about the inflexibility that requires and drives regulators to focus on narrow, engineering solutions rather than being able to take a broader view of  overall environmental and other benefits such as may be found in nature based solutions. We recommend also that the review should aim to make the legislation less prescriptive and provide for ‘constrained discretion’ to enable regulators and local system planning bodies to take decisions in the round on how best to meet environmental objectives. 

    Strategic guidance, systems planning and legislation – they can set the broad framework. But delivering the outcomes we want for water depends most importantly on having not just the right strategy, legislation and plans. It depends crucially on having the right regulators, regulators that command public confidence and industry respect, regulators that have the capacity and the capability to do their job effectively.  And, most important in the Commission’s view, in the same way as strategic guidance, system planning and legislation,  a structure of regulation that can focus on the water system in the round.    

    Our assessment is that the current environmental and economic regulators have not achieved what is needed and will not achieve what is needed. There are many reasons for this. It is clear that the Environment Agency has not had the resources, the people, skills, technology to hold the water industry and other sectors that impact the water environment to account. And it is beginning to change I am pleased to say. We’re calling for reform of Operator Self Monitoring – moving from water company sampling to digitalised, automated systems – ensuring real-time, accurate data. Crucially, this must sit alongside tightened enforcement of abstraction limits, sludge management, and drinking-water standards.  

    And on the economic side, for much of the last 20 years, Ofwat was encouraged to regulate with a lighter touch and to focus on keeping bills down. And it did not have the powers or the capability to supervise the financial structure of much of the industry, which allowed some companies and their owners to take decisions which reflected their private interests but badly damaged both their companies and in the longer term the public interest. We are seeing some of the consequences of that failure to defend the public interest in the news every day. I will return later to this question of how in an industry of private monopoly companies the private interest can be brought into alignment with the public interest and whether the regulator has sufficient powers to ensure that this happens. 

    When the water industry was privatised Ofwat was established to protect consumers from monopoly power by setting the prices that the water companies charge, to incentivise investment, and to create proxies for competition through financial incentives to drive efficiency. In line with other privatised utilities, Ofwat’s approach to regulation was built around econometric modelling of the notionally efficient company to provide the benchmarks for setting prices and financial incentives and sanctions. And the decades immediately following privatisation, investment and efficiency grew. The quality of treated wastewater and bathing water have improved. There has been a 41% decrease in leakage in England since privatisation, driven particularly in the 1990s. 

    But in more recent decades performance of the industry has plateaued as the public goods demanded of the water industry have grown. In response Ofwat has developed and intensified its use of econometric tools and industry wide benchmarks. The Commission recognises the motivation behind this. But our assessment is that this has taken this approach beyond the limits of its effectiveness and, indeed, to a point where it may have become counterproductive in terms of the performance of the industry as a whole and its ability to attract investment.   

    In the Commission’s view, it is important to have an objective framework for setting prices and incentives based on modelled outputs and based on comparability between companies, this approach alone, no matter how aggressively pursued, cannot drive the improvement of the sector to deliver the public goods that are necessary nor to attract the. There needs to be a fundamental rebalancing of the approach to economic regulation and oversight of water companies towards a closer, judgment-based, supervisory engagement with individual water companies. This will require an equally fundamental shift in capability and also in regulatory culture, which in the Commission’s view has become too adversarial on both sides. 

    The Commission’s report sets out how a new ‘duty to supervise’ should be enshrined in statute, how a judgement based supervisory approach might be implemented and the expert capability it would need in financing and engineering that would be necessary. We also make several important recommendations as to how the price review process – which should be retained alongside and informed by supervisory engagement – might be simplified and reformed. These include changes to the framework of delivery incentives, the allocation of bill revenues to infrastructure renewal, operational maintenance and enhancement expenditure, to the calculation of the return on capital and debt and to the appeals process.    

    While changes to economic regulation are necessary, however, they will not address the fragmented regulatory landscape for the water industry. Water companies’ costs, investments, plans and performance are overseen by four regulators at present in England – Ofwat, the Environment Agency, Natural England and the Drinking Water Inspectorate. Each has a different focus, different objectives and different requirements that overlap and are often in tension. The Environment Agency determines much of the industry’s investment needs but the industry’s revenues are determined by Ofwat. Companies can be sanctioned by both Ofwat and the EA for the same pollution incidents. Funding of maintenance and infrastructure renewal are the responsibility of Ofwat but the environmental consequences of ageing infrastructure are the responsibility of the EA, as we saw from the report that was published last week. 

    The regulatory structure at privatisation was set up with separate regulators. As the overlaps have grown and the environmental and other standards have been raised, the need for coordination and resolution of different objectives has grown. 

    The Commission has not approached the option of major structural change lightly. It is never an easy option. I am all too aware, after many years in the public service, of the costs and risks of breaking up and reforming institutional structures. These costs and risks go beyond the financial: they include the human costs of organisational change, the deflection of management time and focus, the risk of dropping the ball on key objectives, and the breaking up of internal synergies and the need to create new interfaces between organisations.   

    The Commission has looked hard at potential for coordination mechanisms to address the tensions and overlaps we have identified.  Our conclusion, however, is that if the primary objective is securing the reset and long-term change that we need in the water sector, we need an integrated regulator for water. 

    The Commission recommends, therefore, that in England, Ofwat, the water related environmental protection functions of the EA, the Drinking Water Inspectorate, and the water related function of Natural England, be brought together into a new integrated Regulator for Water. For Wales, which has a different institutional structure, we recommend that the economic regulatory functions now carried out for Wales by Ofwat be transferred to a Welsh economic regulation function located in Natural Resources Wales.  

    The new regulator for water will become responsible for Ofwat’s current duties and roles to protect consumers. But, in line with its Terms of Reference, the Commission has also looked at the broader arrangements for vulnerable customers and those for consumer redress and consumer advocacy currently carried out by CCW.  

    We have to recognise that the cost of producing water and wastewater services is likely to increase over the medium and longer term as the industry has to replace ageing assets, respond to higher environmental and public health standards and continue to adapt to the challenges of rising population growth and climate change.  Against that likely background of rising costs and rising bills, there is a need for a stronger safety net for the most vulnerable who are exposed to water poverty. Water companies already operate social tariffs, spreading the cost of supporting vulnerable customers across their customer base. But the effects of higher costs of water in different parts of the country have different impacts and there is already significant variation in bills that vulnerable customers pay, even taking into account local social tariffs.   

    It is for government to decide whether and how far to equalise support for the vulnerable in different parts of the country and it is for government to decide to what extent this should be done through water bills as part of a national social tariff, or through other means of support such as the social security system. It is of course for elected government rather than the Commission to decide between those options. The Government has now taken the powers to introduce a national social tariff, and in line with our assessment that stronger support will be needed for the most vulnerable, the Commission recommends that such a tariff be implemented. However, we make no recommendation on the design, the level of support and the degree to which there should be cross subsidy between customers of different water companies. These are highly distributional decisions, and such decisions are not for technocrats but for government to make.  

    We have also made a number of recommendations on consumer redress and consumer advocacy. On redress, unlike other regulated sectors, there is no mandatory dispute mechanism for customers.  The Commission believes that water company customers should have the protection of a statutory ombudsman as exists, for example, in energy. And given the CCW’s expertise in this area, the Commission recommends it be upgraded to become the Ombudsman for Water, with Citizens Advice, which has proved to be a powerful consumer advocate and advisory service for customers in other regulated sectors, taking over the role of consumer advocacy for water customers.  

    In addition, changes we have recommended to the water company Price Review process will also allow appeals against the price determination to be brought by consumers as well as by water companies – again as is possible in other regulated sectors. 

    Taken as a whole, the changes the Commission proposes should lead to more effective, joined-up regulation and stronger protections for consumers. In the Commission’s judgement, if implemented effectively, they will address the shortcomings in regulation that lie at the heart of the poor performance, underinvestment and the failure to protect the public interest that we have seen over recent years. 

    Regulation must be a key line of defence to protect the public interest. A system of private regulated monopoly utilities – as I have said – will only work if private interests of water companies and their owners are aligned with the public interest in the production of public goods.  That is the job of regulation, economic and environmental, to ensure that alignment so that companies are incentivised to produce public goods and avoid public harms.   

    But, taking the sector as a whole, water companies themselves and their owners must bear a large part of the responsibility for the failures we have seen. Water companies are private companies and their owners are entitled to a return on their investment. But those returns must not come at the expense of the public interest. Water companies operate under licence and the public purpose of their operations is inherent in those licences. Sadly, we have over recent decades seen examples in which companies have pursued their short term private interest at the expense of the public interest and of the long term resilience of the company. 

    A large number of the responses to the Commission’s Call for Evidence expressed disquiet and concern at the inclusion of the profit motives in the provision of water. And I do understand the concerns raised by many about profit in the provision of water and wastewater given some of the experiences we’ve heard. Some proposed nationalisation or municipalisation or the transfer of for-profit water companies to not-for-profit or similar models. The Commission considered these in line with our Terms of Reference which focus on a privately owned regulated sector and rule out nationalisation or the purchase of companies with public funds for transfer to other ownership models.  

    But we also examined the performance of different ownership and operational models, public and private, in other jurisdictions. We published our initial analysis in the Call for Evidence, and we invited respondents to submit further analysis and evidence. We have refined our analysis and have published it in full in the final report. I have to say, on the data and comparable metrics available, the truth is that we did not see evidence of a causal link between ownership models and a range of environmental and other performance indicators. 

    We took from this work two conclusions. First, the regulatory model is key to performance and we need to address regulation. Second, where companies are privately owned it is the business model of the owners, the level of return they seek on their investment, their time horizon for that return, their preference for dividends or capital gain and their willingness to invest further in their company for a fair return. Those are the things that make the difference.   

    At privatisation it was envisaged that water companies would be owned by long-term investors looking for relatively low risk, low return investments as might be expected form a regulated monopoly utility.  Investment vehicles have changed markedly since privatisation. Many investors, including institutional investors, now prefer private, whether listed or unlisted, it remains the case that the industry and the public interest is best served by long term, low risk, low return investors. 

    The changes to regulation, particularly to economic regulation, are intended in part to lower regulatory risk and to reduce the variability of returns that deter such investors. The Commission has also recommended that Government make the stability of the regulatory system an objective in the National Water Strategy and that maintaining the investability of the sector becomes one of the duties of new regulator for water.    

    But, just as we need to attract longer term investors to the sector with more predictable regulation, we will need to ensure that owners and managers do not act against the public interest and damage the financial resilience of companies.  

    So the Commission is recommending giving the new regulator the power where necessary to block changes of ownership, to set gearing levels and, in certain circumstances, to give direction to the ultimate controller of the company.  These powers exist in other regulated sectors and they are necessary guardrails in water.  We are also recommending making the public purpose of companies clear in the licence condition, bringing company governance in line with the governance code for listed companies and bringing in a statutory for the very senior management cadre, drawing on the experience of the senior managers regime in the financial sector.   

    I am, you will be pleased to hear, coming to the end.  I hope it will not seem like a Russian novel of a report.  The final area that all these changes have to address – from strategic guidance to planning to regulation to company performance – is the health of our water industry infrastructure and of the resilience of our water and wastewater systems.   

    We simply do not know the overall health of the system.  Ofwat last oversaw a full assessment over 20 years ago.  The asset health measures used in price reviews have been backward-looking, measuring past failure rates to determine and fund the amount and the rate of renewal and other capital maintenance necessary to keep the system operating.  Much of water industry infrastructure is underground and very difficult to assess and different companies have different ways of assessing asset health.  Not all water company assets are mapped. 

    We do not know whether enough replacement and renewal has been funded and carried out over the past.  But there is strong evidence that we may be considerably behind the game.   

    When the Scottish regulator switched from using backward-looking indicators, similar to those Ofwat have used, to a forward-looking in-depth assessment, the conclusion was that there had been material underfunding of capital maintenance. Other countries replace and renew at much faster rates than we have maintained.  And, as we heard last week from the Environment Agency, infrastructure failure is a major reason for the pollution incidents we are seeing.   

    So, the Commission is recommending that a forward-looking assessment of our infrastructure is carried out and that national resilience standards are developed for water. 

    The massive steam pumping engines that filled this engine house operated for over a hundred years and were retired only when steam gave way to diesel and electricity. A couple of weeks ago I visited a much more modern pumping engine hall, just over 50 years old filled with electric pumps that supply drinking water for one third of Londoners.  It is a single point of failure for the water supply of all of Canary Wharf. And it is on its last legs. A £400m project to replace the entire facility has finally been approved and work is about to begin on the replacement.  Given the limited space and need to keep the facility operating, it is a hugely complex project that will take at least 7 years. 

    I raise this example not merely to contrast the standard of Victorian engineering with its more modern successors, absolutely humbling though that is.  It is also an example of the forethought, timescale, planning and funding necessary to ensure that our water infrastructure continues to serve us into the future, and of the dangers of a patch and mend approach. 

    I started this speech with the Great Stink of 1858 and the reset it triggered.  Change did not happen overnight; it took Bazalgette over 15 years to complete his sewer network and for London’s health to be transformed.  I hope, following our own Great Stink moment, that the recommendations in the Commission’s report will launch the reset that is required. Likewise, change will not happen overnight, and trust will take time to come back.  But I very much hope we are now at the beginning of the road. 

    Finally, it has been a real privilege to lead this work, and as I conclude I would like to thank the Commission Advisory Group for their help, their insight and support and, most of all, the amazingly committed and hard-working Commission Secretariat team for all they’ve done.  Any credit for this report goes to them; any criticism resides with me.   

    Thank you.

    Updates to this page

    Published 21 July 2025

    MIL OSI United Kingdom –

  • MIL-OSI: Sagtec Global Limited Achieves 144% Growth in Revenue and 308% Profit Surge for 1H2025

    Source: GlobeNewswire (MIL-OSI)

    KUALA LUMPUR, Malaysia, July 21, 2025 (GLOBE NEWSWIRE) — Sagtec Global Limited (NASDAQ: SAGT) (“Sagtec” or the “Company”), a leading provider of customizable software solutions, today announced its audited financial results for the six month ended June 30, 2025 (the “Interim Results”) (the “Financial Results”).

    • Revenue surged 144% year-over-year (YoY) to US$11.4 million for six-month period ended June 30, 2025, driven by strong growth across both services and tangible products.
    • Net profit rose 308% YoY to US$1.9 million, reflecting higher operating income, improved gross margins, and increased other income.
    • Gross profit increased 173% to US$2.3 million, supported by robust demand and operating leverage.
    • Cash position strengthened significantly to US$454 thousand, compared to US$87.9 thousand at the beginning of the period.

    “Our record-breaking half-year results validate Sagtec’s growth trajectory and resilience. We are delivering innovative, high-demand solutions across Malaysia’s digital ecosystem. Our strategy to scale both recurring software services and smart hardware deployments is yielding strong returns. Looking ahead, we remain committed to expanding our regional footprint and driving sustainable, tech-powered growth across Southeast Asia,” said Kevin Ng, Chairman, Executive Director and Chief Executive Officer of Sagtec.

    FINANCIAL RESULTS

    Sagtec’s revenue for the six months ended June 30, 2025, surged to US$11.4 million, representing a 144% year-over-year increase from US$4.7 million in the same period last year. This robust performance reflects broad-based growth across the Company’s core business verticals, driven by accelerating demand for subscription-based software solutions, customized development services, and technology-enabled hardware offerings in the food & beverage (F&B) and related sectors.

    • Sagtec’s revenue from services surged by 107% to US$6.9 million for the six-month period ended June 30, 2025, compared to US$3.3 million for the same period in 2024. This significant growth was primarily driven by strong client retention through recurring subscription renewal, particularly for the Speed+ and QR ordering systems, as well as the successful onboarding of new customers across Malaysia’s F&B and adjacent industries. The Company also saw increased demand for its custom software development and social media management services, reflecting growing digitalization trends among small, mediam enterprises (SME).
    • The Company’s revenue generated from tangible products grew by 237%, reaching US$4.4 million for the first half of 2025, compared to US$1.3 million in the same period last year. This sharp increase was largely fueled by the accelerated rollout of food ordering kiosks with interactive screens, as businesses sought to automate front-of-house operations amid ongoing labor shortages. Additionally, the continued expansion of Sagtec’s power bank charging stations through strategic reseller networks contributed significantly to revenue growth in this segment.
      For the Six Month Ended June 30  
      2025   2024   Change  
      USD   USD   %  
    Revenue from services 6,912,721   3,347,184   107 %
    Revenue from tangible products 4,449,929   1,318,575   237 %
    Total Revenue 11,362,650   4,665,759   144 %
                 

    EBITDA grew 205% year-over-year, from US$809 thousand in the first half of 2024 to US$2.47 million in the first half of 2025, reflecting strong revenue expansion, increased other income, and sustained operational efficiency.

    Net income rose 308% year-over-year, increasing from US$456 thousand in the six months ended June 30, 2024, to US$1.86 million in the same period of 2025. The surge reflects strong revenue growth, improved gross margins, higher other income, and effective cost management.

    Cost of sales was US$9.1 million for the six months ended June 30, 2025, representing a 137% increase from US$3.8 million for the same period in 2024. The increase was driven by higher volume of business activities across both the services and tangible products segments, as Sagtec scaled its offerings to meet growing market demand.

    • Cost of sales from services increased by 110% to US$6.2 million, compared to US$3.0 million in the prior-year period. This increase was primarily attributed to higher infrastructure and maintenance costs resulting from the significant expansion of Sagtec’s subscriber base. Additional server capacity, enhanced technical support, and system optimization initiatives were undertaken to maintain service quality and availability. These investments were necessary to support recurring subscription models and enterprise-level software deployment across key client verticals.
    • Expenses for tangible products increased 242% to US$2.85 million, up from US$0.83 million for the same period in 2024. The increase corresponds directly to the sharp growth in unit sales of food ordering kiosks and power bank charging stations. As Sagtec expanded its hardware footprint through both direct and reseller channels, the company experienced higher procurement and assembly costs aligned with its broader commercial rollout strategy.
    • Cost of sales from rentals remained unchanged at US$39 thousand, consistent with depreciation expenses related to previously deployed rental assets. No new rental activity was recorded during the period, as Sagtec continues to shift away from rental-based models toward direct sales and third-party-supported hardware maintenance.
      2025   2024   Change  
      USD   USD   %  
    Cost of Sales – Services 6,215,145   2,965,735   110 %
    Cost of Sales – Tangible Products 2,845,834   832,878   242 %
    Cost of Sales – Rental 39,101   39,101   0 %
    Total 9,100,080   3,837,714   137 %
                 

    Operating income rose significantly to US$1.87 million for the six-month period ended June 30, 2025, representing a 222% increase from US$579 thousand in the same period of 2024. This substantial growth was fueled by strong topline performance across both services and tangible products, as well as effective and disciplined cost management. Despite rising operating expenses to support business expansion, Sagtec maintained operational efficiency and delivered enhanced profitability.

    Director compensation expenses increased by 44% from US$93 thousand in the first half of 2024 to US$135 thousand in the first half of 2025. The increase reflects Sagtec’s performance-based compensation framework, aligning rewards with strategic execution and financial performance. It also demonstrates the company’s commitment to attracting and retaining strong leadership as it continues to scale.

    As a result of these factors, net profit surged 308% year-over-year to US$1.86 million for the six months ended June 30, 2025, compared to US$456 thousand for the same period in 2024. The strong earnings growth was supported not only by higher revenue and operating leverage but also by a significant increase in other income, including foreign exchange gains.

    Basic and diluted earnings per share (EPS) stood at US$0.14, up from US$0.04 in the prior-year period. The increase in EPS highlights Sagtec’s expanding profitability and reinforces its ability to generate sustainable shareholder value as it continues executing its growth strategy.

    CASH POSITION AND CAPITAL ALLOCATION

    For the six months ended June 30, 2025, net cash used in operating activities was US$3.27 million, compared to a net inflow of US$674 thousand in the same period of 2024. This shift was primarily due to working capital movements, including a significant increase in other receivables and prepayments, as Sagtec scaled operations to meet growing client demand. While net profit and non-cash adjustments remained strong, short-term liquidity was impacted by timing differences in receivables and payables related to ongoing expansion initiatives.

    Net cash used in investing activities rose sharply to US$3.56 million in the first half of 2025, compared to US$625 thousand in the first half of 2024. The increase reflects Sagtec’s continued investment in strategic assets, including major upgrades to plant and equipment, as well as new software license acquisitions to support long-term scalability and product innovation.

    In contrast, net cash generated from financing activities surged to US$7.20 million during the period, up from US$81 thousand a year earlier. The strong inflow was primarily driven by the successful issuance of new share capital and additional financing facilities, which were used to support infrastructure investments and balance sheet strengthening.

    As a result of these movements, cash and cash equivalents increased to US$454 thousand as of June 30, 2025, up from US$87.9 thousand at the beginning of the period. This improvement reflects Sagtec’s enhanced capital management and reinforces the company’s ability to support growth through a combination of equity and internally generated capital.

    About Sagtec Global Limited

    Sagtec is a leading provider of customizable software solutions, primarily serving the Food & Beverage (F&B) sector. The Company also offers software development, data management, and social media management to enhance operational efficiency across various industries, including Key Opinion Leaders (KOLs). Additionally, Sagtec operates power-bank charging stations at 300 locations across Malaysia through its subsidiary, CL Technology (International) Sdn Bhd.

    For more information on the Company, please log on to https://www.sagtec-global.com/.

    Contact Information:

    Sagtec Global Limited Contact:
    Ng Chen Lok
    Chairman, Executive Director & Chief Executive Officer
    Telephone +6011-6217 3661  
    Email: info@sagtec-global.com

    The MIL Network –

  • MIL-OSI: First Community Bankshares, Inc. Announces Acquisition of Hometown Bancshares, Inc.

    Source: GlobeNewswire (MIL-OSI)

    BLUEFIELD, Va., July 21, 2025 (GLOBE NEWSWIRE) — First Community Bankshares, Inc. (“First Community”) (NASDAQ: FCBC), headquartered in Bluefield, VA, and Hometown Bancshares, Inc. (“Hometown”), headquartered in Middlebourne, WV, jointly announced today their entry into an Agreement and Plan of Merger (the “Agreement”). Pursuant to this Agreement, First Community will acquire Hometown, and First Community’s banking subsidiary, First Community Bank, will acquire Hometown’s banking subsidiary, Union Bank, Inc. As of June 30, 2025, Union Bank had total assets of approximately $402 million. Upon completion of the transaction, First Community is expected to have total consolidated assets of approximately $3.6 billion with 60 branch locations in four states.

    This merger aligns with First Community’s strategic focus on growing low-cost core deposits and positions the combined entity to expand its presence in the Parkersburg-Marietta-Vienna MSA. “First Community has a 150-year history of community banking excellence in West Virginia. Our partnership with Hometown and Union Bank is a natural expansion into West Virginia markets that are similar in size and makeup to the locations where we’ve had great success across our broader banking footprint. We look forward to bringing the two franchises together to better serve our customers and local communities” said Gary R. Mills, President and CEO of First Community Bank.

    Tim Aiken, President, CEO and Director of Hometown and Union Bank, commented, “When considering a long-term partner, we sought a community-minded bank that shares our commitment to providing top-tier banking services with that personal touch. Also, First Community Bank will bring services to our communities that Union Bank currently does not provide, such as Trust and Wealth Management services. We are confident that our combined franchise will serve our communities well and continue to create value for our customers, shareholders, and employees.”

    “We are pleased to announce our partnership with Union Bank. This collaboration will further strengthen our robust banking franchise in West Virginia. We believe First Community will benefit from Union’s strong deposit base, while Union’s customers will enjoy the advantages of increased scale, higher lending limits, and enhanced product and technology offerings from First Community,” said William (Will) P. Stafford, II, Chairman and Chief Executive Officer of First Community.

    The Agreement provides for the merger of Hometown with and into First Community, with First Community as the surviving corporation. Under the terms of the Agreement, each outstanding share of Hometown common stock will be converted into the right to receive 11.706 shares of First Community common stock, which equates to $472.10 per share of Hometown common stock and an aggregate transaction value of approximately $41.5 million based on a closing price for First Community common stock of $40.33 as of July 18, 2025. First Community expects the transaction to be minimally dilutive to tangible book value per share (non-GAAP) and to provide high-single digit accretion to earnings per share.

    The transaction, which received unanimous approval from both First Community’s and Hometown’s Boards of Directors, is subject to customary closing conditions, including the approval of Hometown’s shareholders and the receipt of all required regulatory approvals. The transaction is expected to be consummated in the first quarter of 2026. At that time, First Community anticipates welcoming Union Bank’s Chief Executive Officer, Tim Aiken, to the First Community team.

    D.A. Davidson & Co. served as financial advisor to First Community, and Bowles Rice LLP served as legal counsel. Hovde Group, LLC served as financial advisor to Hometown, and Hunton Andrews Kurth LLP served as legal counsel.

    About First Community Bankshares, Inc.

    First Community is a financial holding company headquartered in Bluefield, Virginia that provides banking products and services through its wholly owned subsidiary First Community Bank. First Community Bank operates 52 branch banking locations in Virginia, West Virginia, North Carolina, and Tennessee. The company reported consolidated assets of $3.2 billion as of March 31, 2025. The company’s common stock is listed on the NASDAQ Global Select Market under the trading symbol “FCBC.” Additional investor information is available on the company’s website at www.firstcommunitybank.com.

    About Hometown Bancshares, Inc.

    Hometown, located in Middlebourne, WV, offers banking products and services through its wholly owned subsidiary Union Bank. Union Bank operates eight locations in Northern West Virginia and has assets totaling $402 million as of June 30, 2025. Union Bank is committed to providing exceptional service to its customers while being an exemplary corporate citizen in the communities it serves.

    Investor Contacts:

    David D. Brown
    Chief Financial Officer
    First Community Bankshares, Inc.
    Phone: (276) 326-9000

    Important Information for Shareholders
    This press release shall not constitute an offer to sell, the solicitation of an offer to sell, or the solicitation of an offer to buy any securities or the solicitation of any vote or approval, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation, or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. In connection with the proposed transaction, First Community Bankshares, Inc. (“First Community or FCBC”) will file a registration statement on Form S-4 with the Securities and Exchange Commission (the “SEC”), which will contain the proxy statement of Hometown Bancshares, Inc. (“Hometown”) and a prospectus of First Community. Shareholders of Hometown are encouraged to read the registration statement, including the proxy statement/prospectus that will be part of the registration statement, because it will contain important information about the proposed transaction, Hometown, and First Community. After the registration statement is filed with the SEC, the proxy statement/prospectus and other relevant documents will be mailed to Hometown shareholders and will be available for free on the SEC’s website (www.sec.gov) and First Community’s website at https://ir.fcbresource.com under the tab “SEC Filings”. The proxy statement/prospectus will also be made available for free by contacting the Corporate Secretary of First Community at P.O. Box 989, Bluefield, Virginia 24605-0989; telephone (276) 326-9000. No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended.

    Participants in the Transactions
    First Community, Hometown and their respective directors, executive officers and certain other members of management and employees may be deemed “participants” in the solicitation of proxies from Hometown’s shareholders in favor of the merger with First Community. Information regarding the persons who may, under the rules of the SEC, be considered participants in the solicitation of the Hometown shareholders in connection with the proposed merger will be set forth in the proxy statement/prospectus when it is filed with the SEC.

    You can find information about the executive officers and directors of First Community in its Annual Report on Form 10-K for the year ended December 31, 2024 filed with the SEC on March 7, 2025, and in its definitive proxy statement filed with the SEC on March 10, 2025. You can find information about Hometown’s executive officers and directors by accessing Hometown’s website at www.hometownbanc.bank under the tab “About Union Bank” and then under the heading “About Us”. You can obtain free copies of these documents from First Community using the contact information above.

    Forward-Looking Statements
    This joint press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Such forward-looking statements, including statements regarding the intent, belief, or current expectations of First Community’s management regarding the company’s strategic direction, prospects, or future results or the benefits of the proposed transaction, are subject to numerous risks and uncertainties. These forward-looking statements are based upon the current beliefs and expectations of the respective managements of First Community and Hometown and are inherently subject to significant business, economic and competitive uncertainties and contingencies, many of which are beyond the control of First Community and Hometown. In addition, these forward-looking statements are subject to assumptions with respect to future business strategies and decisions that are subject to change. Actual results may differ materially from the anticipated results discussed in these forward-looking statements because of possible uncertainties. The following factors, among others, could cause actual results to differ materially from the anticipated results or other expectations expressed in the forward-looking statements: (1) the risk that the cost savings and revenue synergies anticipated in connection with the proposed transaction may not be realized or may take longer than anticipated to be realized, (2) disruption from the proposed transaction with customers, suppliers, or employee or other business relationships, (3) the occurrence of any event, change, or other circumstances that could give rise to the termination of the Agreement and plan of merger, (4) the risk of successful integration of the two organizations’ businesses, (5) the failure of Hometown shareholders to approve the proposed transaction, (6) the amount of costs, fees, expenses, and charges related to the proposed transaction, (7) the ability to obtain required governmental and regulatory approvals for the proposed transaction, (8) reputational risk and the reaction of the parties’ customers to the proposed transaction, (9) the failure of the conditions to closing of the proposed transaction to be satisfied, (10) the risk that the integration of Hometown’s operations with those of First Community will be materially delayed or will be more costly or difficult than expected, (11) the possibility that the proposed transaction may be more expensive to complete than anticipated, including as a result of unexpected factors or events, (12) the dilution caused by First Community’s issuance of additional shares of its common stock in the proposed transaction, (13) changes in management’s plans for the future, (14) prevailing economic and political conditions, particularly in our market areas, (15) credit risk associated with our lending activities, (16) changes in interest rates, loan demand, real estate values, and competition, (17) changes in accounting principles, policies, or guidelines, (18) changes in applicable laws, rules, or regulations, and (19) other competitive, economic, political, and market factors affecting our business, operations, pricing, products, and services. Certain additional factors which could affect the forward-looking statements can be found in First Community’s annual reports on Form 10-K, quarterly reports on Form 10-Q, and current reports on Form 8-K, in each case filed with or furnished to the SEC and available on the SEC’s website at http://www.sec.gov. First Community and Hometown caution that the foregoing list of factors is not exclusive. All subsequent written and oral forward-looking statements concerning the proposed transaction or other matters attributable to First Community or Hometown or any person acting on their behalf are expressly qualified in their entirety by the cautionary statements above. First Community and Hometown disclaim any obligation to update or revise any forward-looking statements contained in this press release, which speak only as of the date hereof, whether as a result of new information, future events, or otherwise.

    The MIL Network –

  • Veteran communist leader and former Kerala CM V.S. Achuthanandan passes away at 101

    Source: Government of India

    Source: Government of India (4)

    Veteran Communist leader and former Kerala Chief Minister V.S. Achuthanandan passed away on Monday afternoon at a private hospital in Thiruvananthapuram. He was 101.

    Achuthanandan had been battling for his life for over a month after suffering a cardiac arrest at his son’s residence in the state capital on June 23. Since then, he had been on ventilator support in the intensive care unit.

    Chief Minister Pinarayi Vijayan, along with CPI(M) state secretary M.V. Govindan, rushed to the hospital to meet Achuthanandan’s family and consult with the attending doctors. Following their visit, a steady stream of political leaders arrived at the hospital to pay their respects.

    A special medical board comprising experts from the Medical College had been overseeing his treatment in coordination with hospital staff. He was also undergoing dialysis, which was temporarily suspended during the course of his illness.

    Achuthanandan’s son-in-law, a doctor, administered cardiopulmonary resuscitation (CPR) at home before the veteran leader was taken to the hospital last month.

    Since stepping down as Chairman of the Administrative Reforms Commission in January 2021, Achuthanandan had been living alternately with his son and daughter in Thiruvananthapuram. His own residence in Alappuzha, which he had built during his long political career, remained closed.

    Achuthanandan was a towering figure in Kerala’s political landscape. As Leader of the Opposition from 2001 to 2006, he relentlessly attacked the then A.K. Antony-led UDF government. His populist stance and uncompromising image earned him admiration across party lines, particularly among apolitical and first-time voters.

    He led the CPI(M)-led Left Democratic Front (LDF) to victory in the 2006 Assembly elections and served as Chief Minister from 2006 to 2011. In 2011, he once again spearheaded the LDF campaign and came close to securing a second term. However, the Oommen Chandy-led UDF narrowly won, securing 72 seats in the 140-member Assembly.

    Achuthanandan’s passing marks the end of an era in Kerala politics—one defined by fierce ideological battles, grassroots activism, and an unwavering commitment to public life.

    —IANS

  • MIL-OSI: XRP price rises, CJB Crypto one-day mining contract becomes more popular

    Source: GlobeNewswire (MIL-OSI)

    London, UK, July 21, 2025 (GLOBE NEWSWIRE) — With the rising prices of mainstream cryptocurrencies such as XRP, ETH and BTC, CJB Crypto has attracted more and more users. In order to meet the needs of users to obtain passive income from digital assets such as Ripple (XRP), Bitcoin, Dogecoin, Ethereum, etc., the platform innovatively launched the mobile-first “One-Day Mining Contract”. The service relies on cloud facilities deployed in global data centers for mining, and users can get returns within 24 hours.

    Founded in London in November 2016, CJB Crypto is a leading global registered cryptocurrency cloud mining service provider. The platform has invested in and built more than 100 large mining farms and data centers in Canada, Kazakhstan, the United States, Russia and other countries. Its business covers 175 countries and regions around the world, and has served more than 7.5 million users in total.

    Start your CJB Crypto mining journey

    Easy registration: New users can enjoy a $10 reward upon registration, and can also get $0.6 for daily check-in.

    Choose a contract: After successful registration, choose a suitable mining contract based on your investment goals and budget. The platform provides a variety of contract plans, which can be easily participated by both novice and experienced users.

    Referral Bonus (Affiliate Program):

    Recommend friends to join, and you have the opportunity to win up to $20,000 in extra income every month.

    After your friend successfully registers and completes the first mining contract, you can immediately receive a 3% reward of their contract amount (for example: if your friend buys a $10,000 contract, you get $300).

    Cumulatively invite a certain number of active users, and you will have the opportunity to receive a one-time fixed bonus of up to $50,000.

    Unlimited income potential! The invitation mechanism is transparent and traceable, truly realizing “zero investment, home income generation”.

    Rich contracts, adapt to diverse needs
    After selecting and activating the contract, the system will automatically handle the subsequent mining process. CJB Crypto uses advanced technology to ensure efficient mining and help you maximize your potential income.

    Example contract returns (average daily):

    $10 contract (period: 1 day): $0.60

    $100 contract (period: 2 days): $3.50

    $500 contract (period: 5 days): $6.25

    $1,000 contract (period: 10 days): $13.00

    $5,000 contract (period: 30 days): $75.00

    Click to explore more contract options.

    Flexible settlement, support for multiple cryptocurrencies
    Mining income is settled in USDT by default. But you can freely choose to exchange the income for mainstream digital assets such as XRP, Solana, ETH or BTC. Asset allocation, control at will.

    Reasons why CJB Crypto is popular
    Since its launch, the platform has gathered more than 7.5 million users worldwide, and its core advantages of “zero threshold, security, convenience and efficiency” have been widely recognized. A 70-year-old American user shared: “Through sign-in and invitation rewards, I can steadily increase my income by thousands of dollars every month. The platform’s smart mining really helps me achieve my passive income goal.” This is exactly the original intention of CJB Crypto to open smart mining services-to allow everyone to easily participate, share the growth dividends of digital assets, and experience the fun of multiple feedback.

    About CJB Crypto
    As the world’s leading compliant cloud mining platform, CJB Crypto is committed to serving mass investors, not just technical experts, with high-quality applications, green and environmentally friendly global cloud infrastructure and perfect support. The platform adheres to the principle of “user first, safety and efficiency, and controllable risks”, lowers the threshold for industry participation through technological innovation, and promotes the development of inclusive finance.

    For more details and how to participate: https://cjb.top/

    The MIL Network –

  • MIL-OSI: XRP price rises, CJB Crypto one-day mining contract becomes more popular

    Source: GlobeNewswire (MIL-OSI)

    London, UK, July 21, 2025 (GLOBE NEWSWIRE) — With the rising prices of mainstream cryptocurrencies such as XRP, ETH and BTC, CJB Crypto has attracted more and more users. In order to meet the needs of users to obtain passive income from digital assets such as Ripple (XRP), Bitcoin, Dogecoin, Ethereum, etc., the platform innovatively launched the mobile-first “One-Day Mining Contract”. The service relies on cloud facilities deployed in global data centers for mining, and users can get returns within 24 hours.

    Founded in London in November 2016, CJB Crypto is a leading global registered cryptocurrency cloud mining service provider. The platform has invested in and built more than 100 large mining farms and data centers in Canada, Kazakhstan, the United States, Russia and other countries. Its business covers 175 countries and regions around the world, and has served more than 7.5 million users in total.

    Start your CJB Crypto mining journey

    Easy registration: New users can enjoy a $10 reward upon registration, and can also get $0.6 for daily check-in.

    Choose a contract: After successful registration, choose a suitable mining contract based on your investment goals and budget. The platform provides a variety of contract plans, which can be easily participated by both novice and experienced users.

    Referral Bonus (Affiliate Program):

    Recommend friends to join, and you have the opportunity to win up to $20,000 in extra income every month.

    After your friend successfully registers and completes the first mining contract, you can immediately receive a 3% reward of their contract amount (for example: if your friend buys a $10,000 contract, you get $300).

    Cumulatively invite a certain number of active users, and you will have the opportunity to receive a one-time fixed bonus of up to $50,000.

    Unlimited income potential! The invitation mechanism is transparent and traceable, truly realizing “zero investment, home income generation”.

    Rich contracts, adapt to diverse needs
    After selecting and activating the contract, the system will automatically handle the subsequent mining process. CJB Crypto uses advanced technology to ensure efficient mining and help you maximize your potential income.

    Example contract returns (average daily):

    $10 contract (period: 1 day): $0.60

    $100 contract (period: 2 days): $3.50

    $500 contract (period: 5 days): $6.25

    $1,000 contract (period: 10 days): $13.00

    $5,000 contract (period: 30 days): $75.00

    Click to explore more contract options.

    Flexible settlement, support for multiple cryptocurrencies
    Mining income is settled in USDT by default. But you can freely choose to exchange the income for mainstream digital assets such as XRP, Solana, ETH or BTC. Asset allocation, control at will.

    Reasons why CJB Crypto is popular
    Since its launch, the platform has gathered more than 7.5 million users worldwide, and its core advantages of “zero threshold, security, convenience and efficiency” have been widely recognized. A 70-year-old American user shared: “Through sign-in and invitation rewards, I can steadily increase my income by thousands of dollars every month. The platform’s smart mining really helps me achieve my passive income goal.” This is exactly the original intention of CJB Crypto to open smart mining services-to allow everyone to easily participate, share the growth dividends of digital assets, and experience the fun of multiple feedback.

    About CJB Crypto
    As the world’s leading compliant cloud mining platform, CJB Crypto is committed to serving mass investors, not just technical experts, with high-quality applications, green and environmentally friendly global cloud infrastructure and perfect support. The platform adheres to the principle of “user first, safety and efficiency, and controllable risks”, lowers the threshold for industry participation through technological innovation, and promotes the development of inclusive finance.

    For more details and how to participate: https://cjb.top/

    The MIL Network –

  • MIL-OSI Economics: Digitorial_Awesome Intelligence: How AI is Changing the Way You Use Your Smartphone with the Galaxy A56 5G & A36 5G

    Source: Samsung

    Samsung’s latest Galaxy A series marks a bold step into the AI-powered mobile future. With the introduction of the Galaxy A56 5G and Galaxy A36 5G, Samsung is bringing what it calls “Awesome Intelligence” directly to users’ fingertips. These new models offer futuristic features designed for everyday use – making advanced AI experiences more accessible than ever before.
     
    What Samsung has done with these devices is make AI accessible — not as a gimmick, but as a true daily companion. Whether it’s discovering something cool online, cleaning up your pics, or getting the perfect snap on the first try, Awesome Intelligence is all about helping you do more, better, and faster.
     
    These devices aren’t just about better specs — they’re about smarter experiences. Here’s a look at three AI-powered features changing the way you interact with your phone daily.
     
    Circle to Search: When Curiosity Strikes, You’re Covered
    We’ve all been there. You’re scrolling Instagram or TikTok, and someone’s wearing an outfit you love or using a gadget you need in your life. But there’s no tag, no caption, no clue.
     
    Circle to Search is one of the most powerful and practical AI tools on the Galaxy A56 5G and A36 5G. Just press and hold the home button, circle what you’re curious about – a shoe, a landmark, a makeup product — and boom, instant Google-powered search results, right on your screen. Or say you spot a streetwear hoodie you like as you’re scrolling through your newsfeed. Instead of playing detective, you ‘Circle to Search’ it and get links related to the item online — all without leaving the app. Less switching, more discovering.
     

     
    This is not just next-gen browsing. This is instant, intuitive discovery built into your daily scrolling.
     
    Object Eraser: Fix Your Photos in a Tap
    Let’s be honest — the perfect shot is often ruined by someone walking into frame at the wrong time or a random object in the background. In the past, that meant either retaking the photo (if possible), using a third-party app, or just learning to live with it.
     
    With Object Eraser, those days are gone. Tap on the unwanted element in your photo — maybe it’s a photo bomber, a random shadow, or a messy pile of stuff in the background. The AI does the rest, removing the distraction and blending the image naturally.
     

     
    You’re snapping a photo at the beach. It’s an epic time out, your outfit’s fire, but there’s a stranger walking their dog in the background. One tap with Object Eraser and it’s like they were never there.
     
    Object Eraser makes every shot Insta-worthy — no filters, no stress.
     
    Enhanced Camera AI: Bring Out Your Creativity
    The Galaxy A56 5G and A36 5G come equipped with a 50MP main lens, a 10-bit HDR selfie camera, and in the case of the A56 5G, an ultra-wide 12MP lens and enhanced Nightography — but it’s the AI doing the behind-the-scenes magic that levels up every shot.
     
    AI isn’t just helping take photos — it’s helping you take better ones by automatically adjusting lighting and contrast to suit your scene, recognising different subjects (like people, pets, or food) and optimising settings on the fly, and smoothing low-light noise for cleaner night shots.
     
    When you’re out for a night with friends, and the lighting in the club is, well, not ideal, there’s no need to panic because there’s a solve. But with AI-enhanced Nightography and selfie optimisation, your photos come out looking sharp, balanced, and ready to post. No edits needed.
     
    And for the group shots, the Galaxy A56 5G offers Best Face — a clever AI tool that lets you select the best expressions from a burst of photos and merge them. No more “let’s take one more” because someone blinked or looked away.
     

     
    One of the best parts is that you’re getting all this in stylish, powerful devices with immersive Super AMOLED displays, long-lasting 5000mAh batteries, and fast, reliable 5G connectivity — all wrapped in a design that’s built to last with IP67 water and dust resistance.

    MIL OSI Economics –

  • MIL-OSI Economics: Digitorial_Awesome Intelligence: How AI is Changing the Way You Use Your Smartphone with the Galaxy A56 5G & A36 5G

    Source: Samsung

    Samsung’s latest Galaxy A series marks a bold step into the AI-powered mobile future. With the introduction of the Galaxy A56 5G and Galaxy A36 5G, Samsung is bringing what it calls “Awesome Intelligence” directly to users’ fingertips. These new models offer futuristic features designed for everyday use – making advanced AI experiences more accessible than ever before.
     
    What Samsung has done with these devices is make AI accessible — not as a gimmick, but as a true daily companion. Whether it’s discovering something cool online, cleaning up your pics, or getting the perfect snap on the first try, Awesome Intelligence is all about helping you do more, better, and faster.
     
    These devices aren’t just about better specs — they’re about smarter experiences. Here’s a look at three AI-powered features changing the way you interact with your phone daily.
     
    Circle to Search: When Curiosity Strikes, You’re Covered
    We’ve all been there. You’re scrolling Instagram or TikTok, and someone’s wearing an outfit you love or using a gadget you need in your life. But there’s no tag, no caption, no clue.
     
    Circle to Search is one of the most powerful and practical AI tools on the Galaxy A56 5G and A36 5G. Just press and hold the home button, circle what you’re curious about – a shoe, a landmark, a makeup product — and boom, instant Google-powered search results, right on your screen. Or say you spot a streetwear hoodie you like as you’re scrolling through your newsfeed. Instead of playing detective, you ‘Circle to Search’ it and get links related to the item online — all without leaving the app. Less switching, more discovering.
     

     
    This is not just next-gen browsing. This is instant, intuitive discovery built into your daily scrolling.
     
    Object Eraser: Fix Your Photos in a Tap
    Let’s be honest — the perfect shot is often ruined by someone walking into frame at the wrong time or a random object in the background. In the past, that meant either retaking the photo (if possible), using a third-party app, or just learning to live with it.
     
    With Object Eraser, those days are gone. Tap on the unwanted element in your photo — maybe it’s a photo bomber, a random shadow, or a messy pile of stuff in the background. The AI does the rest, removing the distraction and blending the image naturally.
     

     
    You’re snapping a photo at the beach. It’s an epic time out, your outfit’s fire, but there’s a stranger walking their dog in the background. One tap with Object Eraser and it’s like they were never there.
     
    Object Eraser makes every shot Insta-worthy — no filters, no stress.
     
    Enhanced Camera AI: Bring Out Your Creativity
    The Galaxy A56 5G and A36 5G come equipped with a 50MP main lens, a 10-bit HDR selfie camera, and in the case of the A56 5G, an ultra-wide 12MP lens and enhanced Nightography — but it’s the AI doing the behind-the-scenes magic that levels up every shot.
     
    AI isn’t just helping take photos — it’s helping you take better ones by automatically adjusting lighting and contrast to suit your scene, recognising different subjects (like people, pets, or food) and optimising settings on the fly, and smoothing low-light noise for cleaner night shots.
     
    When you’re out for a night with friends, and the lighting in the club is, well, not ideal, there’s no need to panic because there’s a solve. But with AI-enhanced Nightography and selfie optimisation, your photos come out looking sharp, balanced, and ready to post. No edits needed.
     
    And for the group shots, the Galaxy A56 5G offers Best Face — a clever AI tool that lets you select the best expressions from a burst of photos and merge them. No more “let’s take one more” because someone blinked or looked away.
     

     
    One of the best parts is that you’re getting all this in stylish, powerful devices with immersive Super AMOLED displays, long-lasting 5000mAh batteries, and fast, reliable 5G connectivity — all wrapped in a design that’s built to last with IP67 water and dust resistance.

    MIL OSI Economics –

  • MIL-OSI: HBT Financial, Inc. Announces Second Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    Second Quarter Highlights

    • Net income of $19.2 million, or $0.61 per diluted share; return on average assets (“ROAA”) of 1.53%; return on average stockholders’ equity (“ROAE”) of 13.47%; and return on average tangible common equity (“ROATCE”)(1) of 15.55%
    • Adjusted net income(1) of $19.8 million; or $0.63 per diluted share; adjusted ROAA(1) of 1.58%; adjusted ROAE(1) of 13.87%; and adjusted ROATCE(1) of 16.02%
    • Asset quality remained strong with nonperforming assets to total assets of 0.13% and net charge-offs to average loans of 0.12%, on an annualized basis
    • Net interest margin increased 2 basis points to 4.14% and net interest margin (tax-equivalent basis)(1)increased 3 basis points to 4.19%

    BLOOMINGTON, Ill., July 21, 2025 (GLOBE NEWSWIRE) — HBT Financial, Inc. (NASDAQ: HBT) (the “Company” or “HBT Financial” or “HBT”), the holding company for Heartland Bank and Trust Company, today reported net income of $19.2 million, or $0.61 diluted earnings per share, for the second quarter of 2025. This compares to net income of $19.1 million, or $0.60 diluted earnings per share, for the first quarter of 2025, and net income of $18.1 million, or $0.57 diluted earnings per share, for the second quarter of 2024.

    J. Lance Carter, President and Chief Executive Officer of HBT Financial, said, “During the second quarter of 2025, our team continued to deliver consistently strong earnings with adjusted net income(1) of $19.8 million, or $0.63 per diluted share. This was driven by an increase in adjusted pre-provision net revenue(1) of 5.2%, compared to the first quarter of 2025. Adjusted ROAA(1) was 1.58% and adjusted ROATCE(1) was 16.02% for the second quarter while our net interest margin on a tax equivalent basis(1) increased 3 basis points to 4.19%. Our strong profitability coupled with an improvement in our accumulated other comprehensive income due to lower interest rates resulted in a $0.59 increase in our tangible book value per share(1) to $16.02, an increase of 3.8% for the quarter and 17.4% over the last 12 months.

    Our balance sheet remains strong as all capital ratios increased during the quarter and asset quality remained stable with nonperforming assets to total assets of only 0.13%. We saw a decrease in loans during the quarter as seasonal paydowns on grain elevator lines of credit caused a decrease in commercial and industrial loans and a higher amount of property sales caused higher payoffs in several other portfolios. We expect to see loan growth return in the third quarter of 2025 due to higher loan pipelines at the end of the second quarter than at the end of the first quarter and fewer payoffs projected.

    Our credit discipline, strong profitability and solid balance sheet give us confidence that we are prepared for a variety of economic and interest rate environments. Our capital levels and operational structure support attractive acquisition opportunities should the right opportunity arise.”
    ____________________________________
    (1) See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.

    Adjusted Net Income

    In addition to reporting GAAP results, the Company believes non-GAAP measures such as adjusted net income and adjusted earnings per share, which adjust for acquisition expenses, branch closure expenses, gains (losses) on closed branch premises, realized gains (losses) on sales of securities, mortgage servicing rights fair value adjustments, and the tax effect of these pre-tax adjustments, provide investors with additional insight into its operational performance. The Company reported adjusted net income of $19.8 million, or $0.63 adjusted diluted earnings per share, for the second quarter of 2025. This compares to adjusted net income of $19.3 million, or $0.61 adjusted diluted earnings per share, for the first quarter of 2025, and adjusted net income of $18.1 million, or $0.57 adjusted diluted earnings per share, for the second quarter of 2024 (see “Reconciliation of Non-GAAP Financial Measures” tables below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures).

    Net Interest Income and Net Interest Margin

    Net interest income for the second quarter of 2025 was $49.7 million, an increase of 2.0% from $48.7 million for the first quarter of 2025. The increase was primarily attributable to improved yields on debt securities and lower funding costs which were partially offset by a decrease in average loan balances.

    Relative to the second quarter of 2024, net interest income increased 5.6% from $47.0 million. The increase was primarily attributable to lower funding costs, improved yields on debt securities, and higher average loan balances. Additionally, a $0.5 million increase in nonaccrual interest recoveries and loan fees contributed to the increase in net interest income.

    Net interest margin for the second quarter of 2025 was 4.14%, compared to 4.12% for the first quarter of 2025, and net interest margin (tax-equivalent basis)(1) for the second quarter of 2025 was 4.19%, compared to 4.16% for the first quarter of 2025. The increase was primarily attributable to improved yields on debt securities, which increased 11 basis points to 2.60%, and lower funding costs, which decreased 3 basis points to 1.29%.

    Relative to the second quarter of 2024, net interest margin increased 19 basis points from 3.95% and net interest margin (tax-equivalent basis)(1) increased 19 basis points from 4.00%. The increase was primarily attributable to lower funding costs, higher yields on interest-earning assets, and an increase in nonaccrual interest recoveries and loan fees. The increase in the contribution of nonaccrual interest recoveries and loan fees accounted for 4 basis points of the increase in net interest margin.
    ____________________________________
    (1) See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.

    Noninterest Income

    Noninterest income for the second quarter of 2025 was $9.1 million, a 1.8% decrease from $9.3 million for the first quarter of 2025. The decrease was primarily attributable to changes in the mortgage servicing rights (“MSR”) fair value adjustment, with a $0.8 million negative MSR fair value adjustment included in the second quarter 2025 results compared to a $0.3 million negative MSR fair value adjustment included in the first quarter 2025 results. Partially offsetting this decrease were seasonal increases in card income of $0.2 million and gains on sale of mortgage loans of $0.2 million.

    Relative to the second quarter of 2024, noninterest income decreased 4.9% from $9.6 million. The decrease was primarily attributable to changes in the MSR fair value adjustment, with a $0.8 million negative MSR fair value adjustment included in the second quarter 2025 results compared to a $0.1 million negative MSR fair value adjustment included in the second quarter 2024 results. Partially offsetting the decrease was a $0.2 million increase in wealth management fees.

    Noninterest Expense

    Noninterest expense for the second quarter of 2025 was $31.9 million, nearly unchanged from the first quarter of 2025. A $0.6 million decrease in salaries expense, which was impacted by seasonal variations in vacation accruals, was largely offset by a $0.4 million increase in other noninterest expense and a $0.3 million increase in employee benefits expense, primarily driven by higher medical benefit costs.

    Relative to the second quarter of 2024, noninterest expense increased 4.6% from $30.5 million. The increase was primarily attributable to a $0.7 million increase in employee benefits expense, primarily driven by higher medical benefit costs, a $0.3 million increase in other noninterest expense, and a $0.2 million increase in bank occupancy expense, primarily due to planned building maintenance and upgrades.

    Income Taxes

    During the second quarter of 2025 our effective tax rate increased to 27.0% when compared to 25.2% during the first quarter of 2025. This increase was primarily related to $0.3 million of additional tax expense related to the nonrecurring reversal of a stranded tax effect included in accumulated other comprehensive income, in connection with the maturity of a derivative designated as a cash flow hedge during the second quarter of 2025. Additionally, the first quarter of 2025 included a $0.2 million tax benefit from stock-based compensation that vested during the quarter.

    Loan Portfolio

    Total loans outstanding, before allowance for credit losses, were $3.35 billion at June 30, 2025, compared with $3.46 billion at March 31, 2025, and $3.39 billion at June 30, 2024. The $113.6 million decrease from March 31, 2025 was primarily attributable to $72.0 million of paydowns from property sales, a seasonal reduction of $25.1 million in grain elevator lines of credit included in the commercial and industrial segment, and additional payoffs across other segments. These reductions were partially offset by draws on existing loans in the construction and development segment and new originations to existing customers. Additionally, increases in the multi-family and commercial real estate – non-owner occupied segments were primarily due to completed projects being moved out of the construction and land development category.

    Deposits

    Total deposits were $4.31 billion at June 30, 2025, compared with $4.38 billion at March 31, 2025, and $4.32 billion at June 30, 2024. The $78.1 million decrease from March 31, 2025 was primarily attributable to higher outflows for tax payments by depositors and lower balances maintained in existing retail accounts which were partially offset by higher public funds balances.

    Asset Quality

    Nonperforming assets totaled $6.5 million, or 0.13% of total assets, at June 30, 2025, compared with $5.6 million, or 0.11% of total assets, at March 31, 2025, and $8.8 million, or 0.17% of total assets, at June 30, 2024. Additionally, of the $5.6 million of nonperforming loans held as of June 30, 2025, $1.9 million were either wholly or partially guaranteed by the U.S. government. The $0.9 million increase in nonperforming assets from March 31, 2025 was primarily attributable to higher nonperforming loan balances in the commercial and industrial and the construction and land development segments.

    The Company recorded a provision for credit losses of $0.5 million for the second quarter of 2025. The provision for credit losses primarily reflects a $1.0 million increase in required reserves driven by changes in the economic forecast; a $0.8 million increase in required reserves resulting from changes in qualitative factors; a $1.2 million decrease in required reserves driven by changes within the portfolio; and a $0.1 million decrease in specific reserves.
    The Company had net charge-offs of $1.0 million, or 0.12% of average loans on an annualized basis, for the second quarter of 2025, compared to net charge-offs of $0.4 million, or 0.05% of average loans on an annualized basis, for the first quarter of 2025, and net charge-offs of $0.7 million, or 0.08% of average loans on an annualized basis, for the second quarter of 2024. Charge-offs during second quarter of 2025 were primarily recognized in the commercial and industrial and one-to-four family residential segments.

    The Company’s allowance for credit losses was 1.24% of total loans and 741% of nonperforming loans at June 30, 2025, compared with 1.22% of total loans and 825% of nonperforming loans at March 31, 2025. In addition, the allowance for credit losses on unfunded lending-related commitments totaled $3.1 million as of June 30, 2025, compared with $3.2 million as of March 31, 2025.

    Capital

    As of June 30, 2025, the Company exceeded all regulatory capital requirements under Basel III as summarized in the following table:

        June 30, 2025   For Capital
    Adequacy Purposes
    With Capital
    Conservation Buffer
             
    Total capital to risk-weighted assets   17.74 %   10.50 %
    Tier 1 capital to risk-weighted assets   15.60     8.50  
    Common equity tier 1 capital ratio   14.26     7.00  
    Tier 1 leverage ratio   11.86     4.00  
                 

    The ratio of tangible common equity to tangible assets(1) increased to 10.21% as of June 30, 2025, from 9.73% as of March 31, 2025, and tangible book value per share(1) increased by $0.59 to $16.02 as of June 30, 2025, when compared to March 31, 2025.

    During the second quarter of 2025, the Company repurchased 135,997 shares of its common stock at a weighted average price of $21.30 under its stock repurchase program. The Company’s Board of Directors has authorized the repurchase of up to $15.0 million of HBT Financial common stock under its stock repurchase program, which is in effect until January 1, 2026. As of June 30, 2025, the Company had $12.1 million remaining under the stock repurchase program.
    ____________________________________
    (1) See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.

    About HBT Financial, Inc.

    HBT Financial, Inc., headquartered in Bloomington, Illinois, is the holding company for Heartland Bank and Trust Company, and has banking roots that can be traced back to 1920. HBT Financial provides a comprehensive suite of financial products and services to consumers, businesses, and municipal entities throughout Illinois and eastern Iowa through 66 full-service branches. As of June 30, 2025, HBT Financial had total assets of $5.0 billion, total loans of $3.3 billion, and total deposits of $4.3 billion.

    Non-GAAP Financial Measures

    Some of the financial measures included in this press release are not measures of financial performance recognized in accordance with GAAP. These non-GAAP financial measures include adjusted net income, adjusted earnings per share, adjusted ROAA, pre-provision net revenue, pre-provision net revenue less charge-offs (recoveries), adjusted pre-provision net revenue, adjusted pre-provision net revenue less charge-offs (recoveries), net interest income (tax-equivalent basis), net interest margin (tax-equivalent basis), efficiency ratio (tax-equivalent basis), adjusted efficiency ratio (tax-equivalent basis), the ratio of tangible common equity to tangible assets, tangible book value per share, adjusted ROAE, ROATCE, and adjusted ROATCE. Our management uses these non-GAAP financial measures, together with the related GAAP financial measures, in its analysis of our performance and in making business decisions. Management believes that it is a standard practice in the banking industry to present these non-GAAP financial measures, and accordingly believes that providing these measures may be useful for peer comparison purposes. These disclosures should not be viewed as substitutes for the results determined to be in accordance with GAAP; nor are they necessarily comparable to non-GAAP financial measures that may be presented by other companies. See our reconciliation of non-GAAP financial measures to their most directly comparable GAAP financial measures in the “Reconciliation of Non-GAAP Financial Measures” tables.

    Forward-Looking Statements

    Readers should note that in addition to the historical information contained herein, this press release contains, and future oral and written statements of the Company and its management may contain, “forward-looking statements” within the meanings of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements generally can be identified by the use of forward-looking terminology such as “will,” “propose,” “may,” “plan,” “seek,” “expect,” “intend,” “estimate,” “anticipate,” “believe,” “continue,” or “should,” or similar terminology. Any forward-looking statements presented herein are made only as of the date of this press release, and the Company does not undertake any obligation to update or revise any forward-looking statements to reflect changes in assumptions, the occurrence of unanticipated events, or otherwise.

    Factors that could cause actual results to differ materially from these forward-looking statements 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 threat or implementation of, or changes to, existing policies and executive orders including tariffs, immigration policy, regulatory or other governmental agencies, foreign policy and tax regulations; (iii) the economic impact of any future terrorist threats and attacks, widespread disease or pandemics, acts of war or other 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 and revised accounting policies and practices, as may be adopted by state and federal regulatory banking 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 bank failures; (vi) the imposition of tariffs or other governmental policies impacting the value of products produced by the Company’s commercial borrowers; (vii) changes in interest rates and prepayment rates of the Company’s assets; (viii) 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; (ix) technological changes implemented by us and other parties, including our third-party vendors, which may have unforeseen consequences to us and our customers, including the development and implementation of tools incorporating artificial intelligence; (x) unexpected results of acquisitions, which may include failure to realize the anticipated benefits of acquisitions and the possibility that transaction costs may be greater than anticipated; (xi) the loss of key executives and employees, talent shortages and employee turnover; (xii) changes in consumer spending; (xiii) unexpected outcomes or costs of existing or new litigation or other legal proceedings and regulatory actions involving the Company; (xiv) the economic impact on the Company and its customers of climate change, natural disasters and of exceptional weather occurrences such as tornadoes, floods and blizzards; (xv) fluctuations in the value of securities held in our securities portfolio, including as a result of changes in interest rates; (xvi) credit risks and risks from concentrations (by type of borrower, geographic area, collateral and industry) within our loan portfolio (including commercial real estate loans) and large loans to certain borrowers; (xvii) the overall health of the local and national real estate market; (xviii) the ability to maintain an adequate level of allowance for credit losses on loans; (xix) 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; (xx) 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; (xxi) the level of nonperforming assets on our balance sheet; (xxii) interruptions involving our information technology and communications systems or third-party servicers; (xxiii) 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; (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. Readers should note that the forward-looking statements included in this press release are not a guarantee of future events, and that actual events may differ materially from those made in or suggested by the forward-looking statements. Additional information concerning the Company and its business, including additional factors that could materially affect the Company’s financial results, is included in the Company’s filings with the Securities and Exchange Commission.

    CONTACT:
    Peter Chapman
    HBTIR@hbtbank.com 
    (309) 664-4556

    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
             
        As of or for the Three Months Ended   Six Months Ended June 30,
    (dollars in thousands, except per share data)   June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025       2024  
    Interest and dividend income   $ 63,919     $ 63,138     $ 62,824     $ 127,057     $ 124,785  
    Interest expense     14,261       14,430       15,796       28,691       31,069  
    Net interest income     49,658       48,708       47,028       98,366       93,716  
    Provision for credit losses     526       576       1,176       1,102       1,703  
    Net interest income after provision for credit losses     49,132       48,132       45,852       97,264       92,013  
    Noninterest income     9,140       9,306       9,610       18,446       15,236  
    Noninterest expense     31,914       31,935       30,509       63,849       61,777  
    Income before income tax expense     26,358       25,503       24,953       51,861       45,472  
    Income tax expense     7,128       6,428       6,883       13,556       12,144  
    Net income   $ 19,230     $ 19,075     $ 18,070     $ 38,305     $ 33,328  
                         
    Earnings per share – diluted   $ 0.61     $ 0.60     $ 0.57     $ 1.21     $ 1.05  
                         
    Adjusted net income (1)   $ 19,803     $ 19,253     $ 18,139     $ 39,056     $ 36,212  
    Adjusted earnings per share – diluted (1)     0.63       0.61       0.57       1.23       1.14  
                         
    Book value per share   $ 18.44     $ 17.86     $ 16.14          
    Tangible book value per share (1)     16.02       15.43       13.64          
                         
    Shares of common stock outstanding     31,495,434       31,631,431       31,559,366          
    Weighted average shares of common stock outstanding, including all dilutive potential shares     31,588,541       31,711,671       31,666,811       31,649,766       31,734,999  
                         
    SUMMARY RATIOS                    
    Net interest margin *     4.14 %     4.12 %     3.95 %     4.13 %     3.95 %
    Net interest margin (tax-equivalent basis) * (1)(2)     4.19       4.16       4.00       4.18       3.99  
                         
    Efficiency ratio     53.10 %     53.85 %     52.61 %     53.47 %     55.40 %
    Efficiency ratio (tax-equivalent basis) (1)(2)     52.61       53.35       52.10       52.97       54.83  
                         
    Loan to deposit ratio     77.75 %     78.95 %     78.39 %        
                         
    Return on average assets *     1.53 %     1.54 %     1.45 %     1.53 %     1.34 %
    Return on average stockholders’ equity *     13.47       13.95       14.48       13.70       13.46  
    Return on average tangible common equity * (1)     15.55       16.20       17.21       15.87       16.03  
                         
    Adjusted return on average assets * (1)     1.58 %     1.55 %     1.45 %     1.56 %     1.45 %
    Adjusted return on average stockholders’ equity * (1)     13.87       14.08       14.54       13.97       14.63  
    Adjusted return on average tangible common equity * (1)     16.02       16.36       17.27       16.18       17.42  
                         
    CAPITAL                    
    Total capital to risk-weighted assets     17.74 %     16.85 %     16.01 %        
    Tier 1 capital to risk-weighted assets     15.60       14.77       13.98          
    Common equity tier 1 capital ratio     14.26       13.48       12.66          
    Tier 1 leverage ratio     11.86       11.64       10.83          
    Total stockholders’ equity to total assets     11.58       11.10       10.18          
    Tangible common equity to tangible assets (1)     10.21       9.73       8.74          
                         
    ASSET QUALITY                    
    Net charge-offs (recoveries) to average loans *     0.12 %     0.05 %     0.08 %     0.09 %     0.03 %
    Allowance for credit losses to loans, before allowance for credit losses     1.24       1.22       1.21          
    Nonperforming loans to loans, before allowance for credit losses     0.17       0.15       0.25          
    Nonperforming assets to total assets     0.13       0.11       0.17          
                                     

    ____________________________________

    (1) See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.
    (2) On a tax-equivalent basis assuming a federal income tax rate of 21% and a state tax rate of 9.5%. 

    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
    Consolidated Statements of Income
     
      Three Months Ended   Six Months Ended June 30,
    (dollars in thousands, except per share data) June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025       2024  
    INTEREST AND DIVIDEND INCOME                  
    Loans, including fees:                  
    Taxable $ 53,156     $ 53,369     $ 52,177     $ 106,525     $ 104,103  
    Federally tax exempt   1,215       1,168       1,097       2,383       2,191  
    Debt securities:                  
    Taxable   7,434       6,936       6,315       14,370       12,519  
    Federally tax exempt   457       469       521       926       1,118  
    Interest-bearing deposits in bank   1,544       1,065       2,570       2,609       4,522  
    Other interest and dividend income   113       131       144       244       332  
    Total interest and dividend income   63,919       63,138       62,824       127,057       124,785  
    INTEREST EXPENSE                  
    Deposits   12,835       12,939       14,133       25,774       27,726  
    Securities sold under agreements to repurchase   —       22       129       22       281  
    Borrowings   30       109       121       139       246  
    Subordinated notes   469       470       469       939       939  
    Junior subordinated debentures issued to capital trusts   927       890       944       1,817       1,877  
    Total interest expense   14,261       14,430       15,796       28,691       31,069  
    Net interest income   49,658       48,708       47,028       98,366       93,716  
    PROVISION FOR CREDIT LOSSES   526       576       1,176       1,102       1,703  
    Net interest income after provision for credit losses   49,132       48,132       45,852       97,264       92,013  
    NONINTEREST INCOME                  
    Card income   2,797       2,548       2,885       5,345       5,501  
    Wealth management fees   2,826       2,841       2,623       5,667       5,170  
    Service charges on deposit accounts   1,915       1,944       1,902       3,859       3,771  
    Mortgage servicing   1,042       990       1,111       2,032       2,166  
    Mortgage servicing rights fair value adjustment   (751 )     (308 )     (97 )     (1,059 )     (17 )
    Gains on sale of mortgage loans   459       252       443       711       741  
    Realized gains (losses) on sales of securities   —       —       —       —       (3,382 )
    Unrealized gains (losses) on equity securities   23       8       (96 )     31       (112 )
    Gains (losses) on foreclosed assets   14       13       (28 )     27       59  
    Gains (losses) on other assets   (128 )     54       —       (74 )     (635 )
    Income on bank owned life insurance   167       164       166       331       330  
    Other noninterest income   776       800       701       1,576       1,644  
    Total noninterest income   9,140       9,306       9,610       18,446       15,236  
    NONINTEREST EXPENSE                  
    Salaries   16,452       17,053       16,364       33,505       33,021  
    Employee benefits   3,580       3,285       2,860       6,865       5,665  
    Occupancy of bank premises   2,471       2,625       2,243       5,096       4,825  
    Furniture and equipment   575       445       548       1,020       1,098  
    Data processing   2,687       2,717       2,606       5,404       5,531  
    Marketing and customer relations   1,020       1,144       996       2,164       1,992  
    Amortization of intangible assets   694       695       710       1,389       1,420  
    FDIC insurance   551       562       565       1,113       1,125  
    Loan collection and servicing   360       383       475       743       927  
    Foreclosed assets   67       5       10       72       59  
    Other noninterest expense   3,457       3,021       3,132       6,478       6,114  
    Total noninterest expense   31,914       31,935       30,509       63,849       61,777  
    INCOME BEFORE INCOME TAX EXPENSE   26,358       25,503       24,953       51,861       45,472  
    INCOME TAX EXPENSE   7,128       6,428       6,883       13,556       12,144  
    NET INCOME $ 19,230     $ 19,075     $ 18,070     $ 38,305     $ 33,328  
                       
    EARNINGS PER SHARE – BASIC $ 0.61     $ 0.60     $ 0.57     $ 1.21     $ 1.05  
    EARNINGS PER SHARE – DILUTED $ 0.61     $ 0.60     $ 0.57     $ 1.21     $ 1.05  
    WEIGHTED AVERAGE SHARES OF COMMON STOCK OUTSTANDING   31,510,759       31,584,989       31,579,457       31,547,669       31,621,205  
                                           
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
    Consolidated Balance Sheets
               
    (dollars in thousands) June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024
    ASSETS          
    Cash and due from banks $ 25,563     $ 25,005     $ 22,604  
    Interest-bearing deposits with banks   170,179       186,586       172,636  
    Cash and cash equivalents   195,742       211,591       195,240  
               
    Interest-bearing time deposits with banks   —       —       520  
    Debt securities available-for-sale, at fair value   773,206       706,135       669,055  
    Debt securities held-to-maturity   481,942       490,398       512,549  
    Equity securities with readily determinable fair value   3,346       3,323       3,228  
    Equity securities with no readily determinable fair value   2,609       2,629       2,613  
    Restricted stock, at cost   4,979       5,086       5,086  
    Loans held for sale   2,316       2,721       858  
               
    Loans, before allowance for credit losses   3,348,211       3,461,778       3,385,483  
    Allowance for credit losses   (41,659 )     (42,111 )     (40,806 )
    Loans, net of allowance for credit losses   3,306,552       3,419,667       3,344,677  
               
    Bank owned life insurance   24,320       24,153       24,235  
    Bank premises and equipment, net   68,523       67,272       65,711  
    Bank premises held for sale   140       190       317  
    Foreclosed assets   890       460       320  
    Goodwill   59,820       59,820       59,820  
    Intangible assets, net   16,454       17,148       19,262  
    Mortgage servicing rights, at fair value   17,768       18,519       18,984  
    Investments in unconsolidated subsidiaries   1,614       1,614       1,614  
    Accrued interest receivable   20,624       22,735       22,425  
    Other assets   37,553       38,731       59,685  
    Total assets $ 5,018,398     $ 5,092,192     $ 5,006,199  
               
    LIABILITIES AND STOCKHOLDERS’ EQUITY          
    Liabilities          
    Deposits:          
    Noninterest-bearing $ 1,034,387     $ 1,065,874     $ 1,045,697  
    Interest-bearing   3,272,144       3,318,716       3,272,996  
    Total deposits   4,306,531       4,384,590       4,318,693  
               
    Securities sold under agreements to repurchase   556       2,698       29,330  
    Federal Home Loan Bank advances   7,240       7,209       13,734  
    Subordinated notes   39,593       39,573       39,514  
    Junior subordinated debentures issued to capital trusts   52,879       52,864       52,819  
    Other liabilities   30,702       40,201       42,640  
    Total liabilities   4,437,501       4,527,135       4,496,730  
               
    Stockholders’ Equity          
    Common stock   329       329       328  
    Surplus   297,479       297,024       296,430  
    Retained earnings   341,750       329,169       290,386  
    Accumulated other comprehensive income (loss)   (32,739 )     (38,446 )     (54,656 )
    Treasury stock at cost   (25,922 )     (23,019 )     (23,019 )
    Total stockholders’ equity   580,897       565,057       509,469  
    Total liabilities and stockholders’ equity $ 5,018,398     $ 5,092,192     $ 5,006,199  
    SHARES OF COMMON STOCK OUTSTANDING   31,495,434       31,631,431       31,559,366  
                           
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
               
    (dollars in thousands) June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024
               
    LOANS          
    Commercial and industrial $ 419,430   $ 441,261   $ 400,276
    Commercial real estate – owner occupied   317,475     321,990     289,992
    Commercial real estate – non-owner occupied   907,073     891,022     889,193
    Construction and land development   310,252     376,046     365,371
    Multi-family   453,812     424,096     429,951
    One-to-four family residential   451,197     455,376     484,335
    Agricultural and farmland   271,644     292,240     285,822
    Municipal, consumer, and other   217,328     259,747     240,543
    Total loans $ 3,348,211   $ 3,461,778   $ 3,385,483
                     
    (dollars in thousands) June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024
               
    DEPOSITS          
    Noninterest-bearing deposits $ 1,034,387   $ 1,065,874   $ 1,045,697
    Interest-bearing deposits:          
    Interest-bearing demand   1,097,086     1,143,677     1,094,797
    Money market   831,292     812,146     769,386
    Savings   568,971     575,558     582,752
    Time   774,795     787,335     796,069
    Brokered   —     —     29,992
    Total interest-bearing deposits   3,272,144     3,318,716     3,272,996
    Total deposits $ 4,306,531   $ 4,384,590   $ 4,318,693
                     
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
       
      Three Months Ended
      June 30, 2025   March 31, 2025   June 30, 2024
    (dollars in thousands) Average Balance   Interest   Yield/Cost *   Average Balance   Interest   Yield/Cost *   Average Balance   Interest   Yield/Cost *
                                       
    ASSETS                                  
    Loans $ 3,417,582     $ 54,371   6.38 %   $ 3,460,906     $ 54,537   6.39 %   $ 3,374,058     $ 53,274   6.35 %
    Debt securities   1,217,386       7,891   2.60       1,204,424       7,405   2.49       1,187,795       6,836   2.31  
    Deposits with banks   160,726       1,544   3.85       120,014       1,065   3.60       211,117       2,570   4.90  
    Other   12,519       113   3.66       12,677       131   4.19       12,588       144   4.60  
    Total interest-earning assets   4,808,213     $ 63,919   5.33 %     4,798,021     $ 63,138   5.34 %     4,785,558     $ 62,824   5.28 %
    Allowance for credit losses   (42,118 )             (42,061 )             (40,814 )        
    Noninterest-earning assets   270,580               276,853               283,103          
    Total assets $ 5,036,675             $ 5,032,813             $ 5,027,847          
                                       
    LIABILITIES AND STOCKHOLDERS’ EQUITY                                  
    Liabilities                                  
    Interest-bearing deposits:                                  
    Interest-bearing demand $ 1,125,787     $ 1,569   0.56 %   $ 1,120,608     $ 1,453   0.53 %   $ 1,123,592     $ 1,429   0.51 %
    Money market   813,531       4,463   2.20       807,728       4,397   2.21       788,744       4,670   2.38  
    Savings   569,193       374   0.26       569,494       370   0.26       592,312       393   0.27  
    Time   780,536       6,429   3.30       784,099       6,719   3.48       763,507       7,117   3.75  
    Brokered   —       —   —       —       —   —       38,213       524   5.51  
    Total interest-bearing deposits   3,289,047       12,835   1.57       3,281,929       12,939   1.60       3,306,368       14,133   1.72  
    Securities sold under agreements to repurchase   1,420       —   0.05       8,754       22   1.02       30,440       129   1.70  
    Borrowings   7,225       30   1.70       12,890       109   3.41       13,466       121   3.60  
    Subordinated notes   39,582       469   4.76       39,563       470   4.82       39,504       469   4.78  
    Junior subordinated debentures issued to capital trusts   52,871       927   7.03       52,856       890   6.83       52,812       944   7.18  
    Total interest-bearing liabilities   3,390,145     $ 14,261   1.69 %     3,395,992     $ 14,430   1.72 %     3,442,590     $ 15,796   1.85 %
    Noninterest-bearing deposits   1,044,539               1,045,733               1,043,614          
    Noninterest-bearing liabilities   29,486               36,373               39,806          
    Total liabilities   4,464,170               4,478,098               4,526,010          
    Stockholders’ Equity   572,505               554,715               501,837          
    Total liabilities and stockholders’ equity $ 5,036,675             $ 5,032,813             $ 5,027,847          
                                       
    Net interest income/Net interest margin (1)     $ 49,658   4.14 %       $ 48,708   4.12 %       $ 47,028   3.95 %
    Tax-equivalent adjustment (2)       548   0.05           545   0.04           553   0.05  
    Net interest income (tax-equivalent basis)/
    Net interest margin (tax-equivalent basis) (2) (3)    		     $ 50,206   4.19 %       $ 49,253   4.16 %       $ 47,581   4.00 %
    Net interest rate spread (4)         3.64 %           3.62 %           3.43 %
    Net interest-earning assets (5) $ 1,418,068             $ 1,402,029             $ 1,342,968          
    Ratio of interest-earning assets to interest-bearing liabilities   1.42               1.41               1.39          
    Cost of total deposits         1.19 %           1.21 %           1.31 %
    Cost of funds         1.29             1.32             1.42  
                                             

    ____________________________________

    * Annualized measure.

    (1) Net interest margin represents net interest income divided by average total interest-earning assets.
    (2) On a tax-equivalent basis assuming a federal income tax rate of 21% and a state income tax rate of 9.5%.
    (3) See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.
    (4) Net interest rate spread represents the difference between the yield on average interest-earning assets and the cost of average interest-bearing liabilities.
    (5) Net interest-earning assets represents total interest-earning assets less total interest-bearing liabilities. 

    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
     
      Six Months Ended
      June 30, 2025   June 30, 2024
    (dollars in thousands) Average Balance   Interest   Yield/Cost *   Average Balance   Interest   Yield/Cost *
                           
    ASSETS                      
    Loans $ 3,439,124     $ 108,908   6.39 %   $ 3,372,640     $ 106,294   6.34 %
    Debt securities   1,210,941       15,296   2.55       1,200,871       13,637   2.28  
    Deposits with banks   140,483       2,609   3.75       189,207       4,522   4.81  
    Other   12,597       244   3.93       12,787       332   5.22  
    Total interest-earning assets   4,803,145     $ 127,057   5.33 %     4,775,505     $ 124,785   5.25 %
    Allowance for credit losses   (42,089 )             (40,526 )        
    Noninterest-earning assets   273,193               280,676          
    Total assets $ 5,034,249             $ 5,015,655          
                           
    LIABILITIES AND STOCKHOLDERS’ EQUITY                      
    Liabilities                      
    Interest-bearing deposits:                      
    Interest-bearing demand $ 1,123,212     $ 3,022   0.54 %   $ 1,125,638     $ 2,740   0.49 %
    Money market   810,645       8,860   2.20       800,714       9,467   2.38  
    Savings   569,343       744   0.26       601,768       836   0.28  
    Time   782,307       13,148   3.39       714,003       13,042   3.67  
    Brokered   —       —   —       60,181       1,641   5.48  
    Total interest-bearing deposits   3,285,507       25,774   1.58       3,302,304       27,726   1.69  
    Securities sold under agreements to repurchase   5,067       22   0.89       31,448       281   1.80  
    Borrowings   10,042       139   2.79       13,235       246   3.73  
    Subordinated notes   39,573       939   4.79       39,494       939   4.78  
    Junior subordinated debentures issued to capital trusts   52,864       1,817   6.93       52,804       1,877   7.15  
    Total interest-bearing liabilities   3,393,053     $ 28,691   1.71 %     3,439,285     $ 31,069   1.82 %
    Noninterest-bearing deposits   1,045,133               1,040,007          
    Noninterest-bearing liabilities   32,404               38,457          
    Total liabilities   4,470,590               4,517,749          
    Stockholders’ Equity   563,659               497,906          
    Total liabilities and stockholders’ equity $ 5,034,249               5,015,655          
                           
    Net interest income/Net interest margin (1)     $ 98,366   4.13 %       $ 93,716   3.95 %
    Tax-equivalent adjustment (2)       1,093   0.05           1,128   0.04  
    Net interest income (tax-equivalent basis)/
    Net interest margin (tax-equivalent basis) (2) (3)    		     $ 99,459   4.18 %       $ 94,844   3.99 %
    Net interest rate spread (4)         3.62 %           3.43 %
    Net interest-earning assets (5) $ 1,410,092             $ 1,336,220          
    Ratio of interest-earning assets to interest-bearing liabilities   1.42               1.39          
    Cost of total deposits         1.20 %           1.28 %
    Cost of funds         1.30             1.39  

    ____________________________________
    (1) Net interest margin represents net interest income divided by average total interest-earning assets.
    (2) On a tax-equivalent basis assuming a federal income tax rate of 21% and a state income tax rate of 9.5%.
    (3) See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.
    (4) Net interest rate spread represents the difference between the yield on average interest-earning assets and the cost of average interest-bearing liabilities.
    (5) Net interest-earning assets represents total interest-earning assets less total interest-bearing liabilities. 

    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
               
    (dollars in thousands) June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024
               
    NONPERFORMING ASSETS          
    Nonaccrual $ 5,615     $ 5,102     $ 8,425  
    Past due 90 days or more, still accruing   9       4       7  
    Total nonperforming loans   5,624       5,106       8,432  
    Foreclosed assets   890       460       320  
    Total nonperforming assets $ 6,514     $ 5,566     $ 8,752  
               
    Nonperforming loans that are wholly or partially guaranteed by the U.S. Government $ 1,878     $ 1,350     $ 2,132  
               
    Allowance for credit losses $ 41,659     $ 42,111     $ 40,806  
    Loans, before allowance for credit losses   3,348,211       3,461,778       3,385,483  
               
    CREDIT QUALITY RATIOS          
    Allowance for credit losses to loans, before allowance for credit losses   1.24 %     1.22 %     1.21 %
    Allowance for credit losses to nonaccrual loans   741.92       825.38       484.34  
    Allowance for credit losses to nonperforming loans   740.74       824.74       483.94  
    Nonaccrual loans to loans, before allowance for credit losses   0.17       0.15       0.25  
    Nonperforming loans to loans, before allowance for credit losses   0.17       0.15       0.25  
    Nonperforming assets to total assets   0.13       0.11       0.17  
    Nonperforming assets to loans, before allowance for credit losses, and foreclosed assets   0.19       0.16       0.26  
                           
      Three Months Ended   Six Months Ended June 30,
    (dollars in thousands) June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025       2024  
                       
    ALLOWANCE FOR CREDIT LOSSES                  
    Beginning balance $ 42,111     $ 42,044     $ 40,815     $ 42,044     $ 40,048  
    Provision for credit losses   595       496       677       1,091       1,237  
    Charge-offs   (1,252 )     (665 )     (870 )     (1,917 )     (1,097 )
    Recoveries   205       236       184       441       618  
    Ending balance $ 41,659     $ 42,111     $ 40,806     $ 41,659     $ 40,806  
                       
    Net charge-offs $ 1,047     $ 429     $ 686     $ 1,476     $ 479  
    Average loans   3,417,582       3,460,906       3,374,058       3,439,124       3,372,640  
                       
    Net charge-offs to average loans *   0.12 %     0.05 %     0.08 %     0.09 %     0.03 %
                                           

    ____________________________________

    * Annualized measure.

      Three Months Ended   Six Months Ended June 30,
    (dollars in thousands) June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025     2024
                       
    PROVISION FOR CREDIT LOSSES                  
    Loans $ 595     $ 496   $ 677   $ 1,091   $ 1,237
    Unfunded lending-related commitments   (69 )     80     499     11     466
    Total provision for credit losses $ 526     $ 576   $ 1,176   $ 1,102   $ 1,703
                                   
    Reconciliation of Non-GAAP Financial Measures –
    Adjusted Net Income and Adjusted Return on Average Assets
        Three Months Ended   Six Months Ended June 30,
    (dollars in thousands)   June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025       2024  
                         
    Net income   $ 19,230     $ 19,075     $ 18,070     $ 38,305     $ 33,328  
    Less: adjustments                    
    Gains (losses) on closed branch premises     (50 )     59       —       9       (635 )
    Realized gains (losses) on sales of securities     —       —       —       —       (3,382 )
    Mortgage servicing rights fair value adjustment     (751 )     (308 )     (97 )     (1,059 )     (17 )
    Total adjustments     (801 )     (249 )     (97 )     (1,050 )     (4,034 )
    Tax effect of adjustments (1)     228       71       28       299       1,150  
    Total adjustments after tax effect     (573 )     (178 )     (69 )     (751 )     (2,884 )
    Adjusted net income   $ 19,803     $ 19,253     $ 18,139     $ 39,056     $ 36,212  
                         
    Average assets   $ 5,036,675     $ 5,032,813     $ 5,027,847     $ 5,034,249     $ 5,015,655  
                         
    Return on average assets *     1.53 %     1.54 %     1.45 %     1.53 %     1.34 %
    Adjusted return on average assets *     1.58       1.55       1.45       1.56       1.45  
                                             

    ____________________________________

    * Annualized measure.

    (1) Assumes a federal income tax rate of 21% and a state tax rate of 9.5%.

    Reconciliation of Non-GAAP Financial Measures –
    Adjusted Earnings Per Share — Basic and Diluted
        Three Months Ended   Six Months Ended June 30,
    (dollars in thousands, except per share amounts)   June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025     2024
                         
    Numerator:                    
    Net income   $ 19,230   $ 19,075   $ 18,070   $ 38,305   $ 33,328
                         
    Adjusted net income   $ 19,803   $ 19,253   $ 18,139   $ 39,056   $ 36,212
                         
    Denominator:                    
    Weighted average common shares outstanding     31,510,759     31,584,989     31,579,457     31,547,669     31,621,205
    Dilutive effect of outstanding restricted stock units     77,782     126,682     87,354     102,097     113,794
    Weighted average common shares outstanding, including all dilutive potential shares     31,588,541     31,711,671     31,666,811     31,649,766     31,734,999
                         
    Earnings per share – basic   $ 0.61   $ 0.60   $ 0.57   $ 1.21   $ 1.05
    Earnings per share – diluted   $ 0.61   $ 0.60   $ 0.57   $ 1.21   $ 1.05
                         
    Adjusted earnings per share – basic   $ 0.63   $ 0.61   $ 0.57   $ 1.24   $ 1.15
    Adjusted earnings per share – diluted   $ 0.63   $ 0.61   $ 0.57   $ 1.23   $ 1.14
                                   
    Reconciliation of Non-GAAP Financial Measures –
    Pre-Provision Net Revenue, Pre-Provision Net Revenue Less Net Charge-offs (Recoveries),
    Adjusted Pre-Provision Net Revenue, and Adjusted Pre-Provision Net Revenue Less Net Charge-offs (Recoveries)
        Three Months Ended   Six Months Ended June 30,
    (dollars in thousands)   June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025       2024  
                         
    Net interest income   $ 49,658     $ 48,708     $ 47,028     $ 98,366     $ 93,716  
    Noninterest income     9,140       9,306       9,610       18,446       15,236  
    Noninterest expense     (31,914 )     (31,935 )     (30,509 )     (63,849 )     (61,777 )
    Pre-provision net revenue     26,884       26,079       26,129       52,963       47,175  
    Less: adjustments                    
    Gains (losses) on closed branch premises     (50 )     59       —       9       (635 )
    Realized gains (losses) on sales of securities     —       —       —       —       (3,382 )
    Mortgage servicing rights fair value adjustment     (751 )     (308 )     (97 )     (1,059 )     (17 )
    Total adjustments     (801 )     (249 )     (97 )     (1,050 )     (4,034 )
    Adjusted pre-provision net revenue   $ 27,685     $ 26,328     $ 26,226     $ 54,013     $ 51,209  
                         
    Pre-provision net revenue   $ 26,884     $ 26,079     $ 26,129     $ 52,963     $ 47,175  
    Less: net charge-offs     1,047       429       686       1,476       479  
    Pre-provision net revenue less net charge-offs   $ 25,837     $ 25,650     $ 25,443     $ 51,487     $ 46,696  
                         
    Adjusted pre-provision net revenue   $ 27,685     $ 26,328     $ 26,226     $ 54,013     $ 51,209  
    Less: net charge-offs     1,047       429       686       1,476       479  
    Adjusted pre-provision net revenue less net charge-offs   $ 26,638     $ 25,899     $ 25,540     $ 52,537     $ 50,730  
                                             
    Reconciliation of Non-GAAP Financial Measures –
    Net Interest Income (Tax-equivalent Basis) and Net Interest Margin (Tax-equivalent Basis)
        Three Months Ended   Six Months Ended June 30,
    (dollars in thousands)   June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025       2024  
                         
    Net interest income (tax-equivalent basis)                    
    Net interest income   $ 49,658     $ 48,708     $ 47,028     $ 98,366     $ 93,716  
    Tax-equivalent adjustment (1)     548       545       553       1,093       1,128  
    Net interest income (tax-equivalent basis) (1)   $ 50,206     $ 49,253     $ 47,581     $ 99,459     $ 94,844  
                         
    Net interest margin (tax-equivalent basis)                    
    Net interest margin *     4.14 %     4.12 %     3.95 %     4.13 %     3.95 %
    Tax-equivalent adjustment * (1)     0.05       0.04       0.05       0.05       0.04  
    Net interest margin (tax-equivalent basis) * (1)     4.19 %     4.16 %     4.00 %     4.18 %     3.99 %
                         
    Average interest-earning assets   $ 4,808,213     $ 4,798,021     $ 4,785,558     $ 4,803,145     $ 4,775,505  
                                             

    ____________________________________

    * Annualized measure.

    (1) On a tax-equivalent basis assuming a federal income tax rate of 21% and a state tax rate of 9.5%. 

    Reconciliation of Non-GAAP Financial Measures –
    Efficiency Ratio (Tax-equivalent Basis) and Adjusted Efficiency Ratio (Tax-equivalent Basis)
        Three Months Ended   Six Months Ended June 30,
    (dollars in thousands)   June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025       2024  
                         
    Total noninterest expense   $ 31,914     $ 31,935     $ 30,509     $ 63,849     $ 61,777  
    Less: amortization of intangible assets     694       695       710       1,389       1,420  
    Noninterest expense excluding amortization of intangible assets   $ 31,220     $ 31,240     $ 29,799     $ 62,460     $ 60,357  
                         
    Net interest income   $ 49,658     $ 48,708     $ 47,028     $ 98,366     $ 93,716  
    Total noninterest income     9,140       9,306       9,610       18,446       15,236  
    Operating revenue     58,798       58,014       56,638       116,812       108,952  
    Tax-equivalent adjustment (1)     548       545       553       1,093       1,128  
    Operating revenue (tax-equivalent basis) (1)     59,346       58,559       57,191       117,905       110,080  
    Less: adjustments to noninterest income                    
    Gains (losses) on closed branch premises     (50 )     59       —       9       (635 )
    Realized gains (losses) on sales of securities     —       —       —       —       (3,382 )
    Mortgage servicing rights fair value adjustment     (751 )     (308 )     (97 )     (1,059 )     (17 )
    Total adjustments to noninterest income     (801 )     (249 )     (97 )     (1,050 )     (4,034 )
    Adjusted operating revenue (tax-equivalent basis) (1)   $ 60,147     $ 58,808     $ 57,288     $ 118,955     $ 114,114  
                         
    Efficiency ratio     53.10 %     53.85 %     52.61 %     53.47 %     55.40 %
    Efficiency ratio (tax-equivalent basis) (1)     52.61       53.35       52.10       52.97       54.83  
    Adjusted efficiency ratio (tax-equivalent basis) (1)     51.91       53.12       52.02       52.51       52.89  
                                             

    ____________________________________
    (1) On a tax-equivalent basis assuming a federal income tax rate of 21% and a state tax rate of 9.5%.

    Reconciliation of Non-GAAP Financial Measures –
    Ratio of Tangible Common Equity to Tangible Assets and Tangible Book Value Per Share
    (dollars in thousands, except per share data)   June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024
                 
    Tangible Common Equity            
    Total stockholders’ equity   $ 580,897     $ 565,057     $ 509,469  
    Less: Goodwill     59,820       59,820       59,820  
    Less: Intangible assets, net     16,454       17,148       19,262  
    Tangible common equity   $ 504,623     $ 488,089     $ 430,387  
                 
    Tangible Assets            
    Total assets   $ 5,018,398     $ 5,092,192     $ 5,006,199  
    Less: Goodwill     59,820       59,820       59,820  
    Less: Intangible assets, net     16,454       17,148       19,262  
    Tangible assets   $ 4,942,124     $ 5,015,224     $ 4,927,117  
                 
    Total stockholders’ equity to total assets     11.58 %     11.10 %     10.18 %
    Tangible common equity to tangible assets     10.21       9.73       8.74  
                 
    Shares of common stock outstanding     31,495,434       31,631,431       31,559,366  
                 
    Book value per share   $ 18.44     $ 17.86     $ 16.14  
    Tangible book value per share     16.02       15.43       13.64  
                             
    Reconciliation of Non-GAAP Financial Measures –
    Return on Average Tangible Common Equity,
    Adjusted Return on Average Stockholders’ Equity and Adjusted Return on Average Tangible Common Equity
        Three Months Ended   Six Months Ended June 30,
    (dollars in thousands)   June 30,
    2025    		   March 31,
    2025    		   June 30,
    2024    		     2025       2024  
                         
    Average Tangible Common Equity                    
    Total stockholders’ equity   $ 572,505     $ 554,715     $ 501,837     $ 563,659     $ 497,906  
    Less: Goodwill     59,820       59,820       59,820       59,820       59,820  
    Less: Intangible assets, net     16,782       17,480       19,605       17,130       19,970  
    Average tangible common equity   $ 495,903     $ 477,415     $ 422,412     $ 486,709     $ 418,116  
                         
    Net income   $ 19,230     $ 19,075     $ 18,070     $ 38,305     $ 33,328  
    Adjusted net income     19,803       19,253       18,139       39,056       36,212  
                         
    Return on average stockholders’ equity *     13.47 %     13.95 %     14.48 %     13.70 %     13.46 %
    Return on average tangible common equity *     15.55       16.20       17.21       15.87       16.03  
                         
    Adjusted return on average stockholders’ equity *     13.87 %     14.08 %     14.54 %     13.97 %     14.63 %
    Adjusted return on average tangible common equity *     16.02       16.36       17.27       16.18       17.42  

    ____________________________________

    * Annualized measure.

    The MIL Network –

  • Bedouin civilians evacuate Syria’s Sweida as tense truce holds

    Source: Government of India

    Source: Government of India (4)

    Hundreds of Bedouin civilians were evacuated from Syria’s predominantly Druze city of Sweida on Monday as part of a U.S.-backed truce meant to end fighting that has killed hundreds of people, state media and witnesses said.

    With hundreds reported killed, the violence in the southern province of Sweida has posed a major test for interim President Ahmed al-Sharaa, drawing Israeli airstrikes last week and deepening fissures in a country fractured by 14 years of war.

    A ceasefire took hold on Sunday as interior ministry security forces deployed on Sweida’s outskirts. Interior Minister Anas Khattab said on Sunday the truce would allow for the release of hostages and detainees held by the warring sides.

    On Monday morning, ambulances, trucks and buses ferried hundreds of Bedouin civilians including women, children and wounded people out of Sweida to nearby displacement camps, Reuters footage showed.

    The initial batch included some 300 Bedouins, and a second group of about 550 civilians will be evacuated within the next 24 hours if the situation remains calm, said Shoaib Asfour, a member of the Syrian security forces overseeing the evacuation.

    The next phase would see the evacuation of Bedouin fighters detained by Druze militias and the transfer of bodies of Bedouins killed in the fighting, Asfour said.

    Syria’s state news agency said a total of 1,500 Bedouins would be evacuated from Sweida city.

    Citing Ahmed al-Dalati, head of Syria’s internal security forces in Sweida, state media said those forces would also facilitate the return to Sweida of others displaced from it.

    According to the United Nations, at least 93,000 people have been uprooted by the fighting – most of them within Sweida province but others to Daraa province to the west, or north to the countryside around the capital Damascus.

    The U.N. said on Sunday that humanitarian convoys with medical supplies had been waiting to enter Sweida for two days but were not granted access. It said only a convoy of the Syrian Arab Red Crescent had been allowed to enter.

    PRESSURES ON SYRIA’S MOSAIC

    The Druze are a small but influential minority in Syria, Israel and Lebanon who follow a religion that is an offshoot of a branch of Islam. Some ultra-conservative Sunni Muslims deem Druze beliefs to be heretical.

    Citing the goal of protecting the Druze and keeping southern Syria demilitarized, Israel attacked government forces last week in the south and struck the defence ministry in Damascus.

    Washington, which has expressed support for Damascus since Sharaa met U.S. President Donald Trump in May, said it did not approve of Israel’s strikes.

    U.S. envoy Tom Barrack said on Monday the Syrian government needed to be held accountable. “They also need to be given the responsibility that they’re there to do,” he said, speaking on a visit to Beirut.

    Israeli Defence Minister Israel Katz defended Israel’s attacks on government targets, saying they were “the only way to stop the massacre of Druze in Syria”.

    The fighting began a week ago with clashes between Bedouin and Druze fighters. Damascus sent troops to quell the fighting, but they were drawn into the violence and accused of widespread violations against the Druze.

    Residents of Sweida said friends and neighbours were shot at close range in their homes or in the streets by Syrian troops, identified by their fatigues and insignia.

    Luna Albassit, a Druze activist in the town of Shahba in Sweida province, said the situation after so much bloodshed remained tense despite the end to clashes late on Sunday.

    “People were killed in the streets, in their homes, they were humiliated and it was in the name of the state,” she said.

    Hamzah Mustafa, Syria’s information minister, told Reuters last week that the Damascus government strongly condemned all abuses and rejected sectarian violence in all its forms.

    Interim President al-Sharaa has promised to protect the rights of Druze and hold to account those who committed violations against “our Druze people”.

    He has blamed the violence on “outlaw groups”.

    After Israel bombed Syrian government forces in Sweida and hit the defence ministry in Damascus last week, Prime Minister Benjamin Netanyahu demanded the demilitarisation of southern Syrian territory near the border, stretching from the Israeli-occupied Golan Heights to the Druze Mountain, east of Sweida.

    He also said Israel would protect the Druze.

    (Reuters)

  • Israel sends tanks into Gaza’s Deir Al-Balah, raising concerns among hostages’ families

    Source: Government of India

    Source: Government of India (4)

    Israeli tanks pushed into southern and eastern areas of the Gazan city of Deir Al-Balah for the first time on Monday, an area where Israeli sources said the military believes some of the remaining hostages may be being held.

    Gaza medics said at least three Palestinians were killed and several were wounded in tank shelling that hit eight houses and three mosques in the area, and which came a day after the military ordered residents to leave, saying it planned to fight Hamas militants.

    The raid and bombardment pushed dozens of families who had remained to flee and head west towards the coastal area of Deir Al-Balah and nearby Khan Younis.

    In Khan Younis, earlier on Monday, an Israeli airstrike killed at least five people, including a man, his wife, and their two children, in a tent, medics said.

    There was no immediate Israeli comment on the Deir Al-Balah and Khan Younis incidents.

    Israel’s military said it had not entered the districts of Deir Al-Balah subject to the evacuation order during the current conflict and that it was continuing “to operate with great force to destroy the enemy’s capabilities and terrorist infrastructure in the area.”

    Israeli sources have said the reason the army has so far stayed out is that they suspect Hamas might be holding hostages there. At least 20 of the remaining 50 hostages in captivity in Gaza are believed to be still alive.

    Families of the hostages expressed their concern for their relatives and demanded an explanation from the army of how it would protect them.

    HUNGER CRISIS

    The military escalation comes as Gaza health officials warned of potential “mass deaths” in the coming days due to mounting hunger, which has killed at least 19 people since Saturday, according to the territory’s health ministry.

    Health officials said hospitals were running out of fuel, food aid, and medicine, risking a halt to vital operations.

    Health ministry spokesperson, Khalil Al-Deqran, said medical staff have been depending on one meal a day, and that hundreds of people flock to hospitals every day, suffering from fatigue and exhaustion because of hunger.

    At least 67 people were killed by Israeli fire on Sunday as they waited for UN aid trucks to enter Gaza.

    Israel’s military said its troops had fired warning shots towards a crowd of thousands of people in northern Gaza to remove what it said was “an immediate threat.”

    It said initial findings suggested reported casualty figures were inflated, and it “certainly does not intentionally target humanitarian aid trucks.”

    The new raid and escalating number of fatalities appeared to be complicating ceasefire talks between Hamas and Israel that are being mediated by Qatar and Egypt, with U.S. backing.

    A Hamas official told Reuters on Sunday that the militant group was angered over the mounting deaths and the hunger crisis in the enclave, and that this could badly affect ceasefire talks underway in Qatar.

    Israel and Hamas are engaged in indirect talks in Doha aimed at reaching a 60-day truce and hostage deal, although there has been no sign of breakthrough.

    UNRWA, the U.N. refugee agency dedicated to Palestinians, said in a post on X on Monday, it was receiving desperate messages from Gaza warning of starvation, including from its own staff as food prices have increased 40-fold.

    “Meanwhile, just outside Gaza, stockpiled in warehouses UNRWA has enough food for the entire population for over three months. Lift the siege and let aid in safely and at scale,” it said.

    Israel’s military said on Sunday that it “views the transfer of humanitarian aid into the Gaza Strip as a matter of utmost importance, and works to enable and facilitate its entry in coordination with the international community.”

    The war began when Hamas-led militants stormed into Israel on October 7, 2023, killing 1,200 people and taking 251 hostages back to Gaza, according to Israeli tallies.

    The Israeli military campaign against Hamas in Gaza has since killed more than 58,000 Palestinians, according to health officials, displaced almost the entire population and plunged the enclave into a humanitarian crisis.

    (Reuters)

  • MIL-OSI United Kingdom: Finding funding for the Bakerloo line extension

    Source: Mayor of London

    Transport for London (TfL) has proposed an extension of the Bakerloo line from Elephant and Castle, to Lewisham, including the potential for a further extension beyond Lewisham to Hayes and Beckenham Junction.

    The project is estimated to cost between £5.2 billion to £8.7 billion (at 2021 prices), with an additional £800 million to £1.9 billion required to extend the line further to Hayes.1

    The scheme would support over 53,000 new homes along the route, transform access to public transport in southeast London, significantly reducing journey times and increasing sustainable travel options. However, questions remain over how this project will be funded.

    Tomorrow, the London Assembly Budget and Performance Committee will hear from experts and TfL on the potential funding options for the Bakerloo line extension, and other new and future capital projects.

    Guests are:

    • Professor Tony Travers, Professor in Practice and Associate Dean, the London School of Economics
    • John Kavanagh, Programme Director, Infrastructure, Business LDN 
    • Chris Whitehouse, Technical Director, WSP 
    • Maurice Lange, Analyst, Centre for Cities 
    • Manish Gupta, Corporate Finance Director, TfL 
    • Lucinda Turner, Director of Spatial Planning, TfL

    The meeting will take place on Tuesday 22 July 2025 from 10am in the Chamber at City Hall, Kamal Chunchie Way, E16 1ZE.

    Media and members of the public are invited to attend.

    The meeting can also be viewed LIVE or later via webcast or YouTube.

    Follow us @LondonAssembly.

    MIL OSI United Kingdom –

  • MIL-OSI Africa: Africa Finance Corporation Secures Inaugural AED 937.5 Million Sustainability-Linked Loan Backed by United Arab Emirates (UAE) Banks

    Source: APO

    Africa Finance Corporation (AFC) (www.AfricaFC.org), the continent’s leading infrastructure solutions provider, has secured an inaugural Sustainability-Linked Term Loan Facility, marking a significant milestone in the Corporation’s innovative funding strategy and deepening its financial ties with the UAE.

    The AED 937.50 million (US$255 million) facility reflects AFC’s commitment to use financial innovation tools to optimise funding for transformative infrastructure. Along with further expanding AFC’s geographical funding base, the transaction aligns future borrowing costs with measurable environmental outcomes through predefined Sustainability Performance Targets (SPTs). The structure allows AFC to benefit from reduced loan costs upon achieving key sustainability targets, signaling to investors and stakeholders the importance of environmental responsibility to its infrastructure investment mandate.

    The loan facility was anchored by a syndicate of prominent UAE-based financial institutions. Abu Dhabi Commercial Bank PJSC, Emirates NBD Capital Limited, First Abu Dhabi Bank PJSC, Mashreqbank PSC, and the National Bank of Ras Al Khaimah (P.S.C.) acted as Initial Mandated Lead Arrangers and Bookrunners (IMLABs). Mashreqbank PSC additionally served as Global Coordinator and Documentation Agent, while First Abu Dhabi Bank PJSC acted as Sustainability Coordinator and Emirates NBD Bank (P.J.S.C.) acted as the Facility Agent.

    “This facility represents a key milestone in AFC’s journey,” said Banji Fehintola, Executive Board Member & Head, Financial Services, AFC. “By tapping the UAE Dirham market and embedding sustainability performance into our funding terms, we are not only diversifying our funding sources but also aligning our financing strategy with our mission to catalyse infrastructure-driven economic growth and industrial development across Africa. This transaction is a testament to the strength of our partnerships in the UAE and our continued commitment to sustainable infrastructure development across Africa.”

    This facility builds on AFC’s strong momentum in diversified and sustainable capital raising. Following a record US$1.16 billion syndicated loan in 2024, AFC debuted a US$500 million hybrid capital issuance and a US$400 million Murabaha facility in 2025. The Corporation also expanded its climate finance instruments – having issued a CHF150 million Green Bond in 2020, and in 2024, pioneering Green Shares with a US$30 million equity investment from the African Development Bank. These efforts complement AFC’s strategic stake in Lekela Power, through Infinity, forming Africa’s largest renewable energy platform with over 1 GW of clean power capacity, reaching 1.2 million homes and avoiding 7.9 million tonnes of CO₂ emissions annually.

    Distributed by APO Group on behalf of Africa Finance Corporation (AFC).

    Media Enquiries:
    Yewande Thorpe
    Communications
    Africa Finance Corporation
    Mobile: +234 1 279 9654
    Email: yewande.thorpe@africafc.org

    About AFC:
    AFC was established in 2007 to be the catalyst for pragmatic infrastructure and industrial investments across Africa. AFC’s approach combines specialist industry expertise with a focus on financial and technical advisory, project structuring, project development, and risk capital to address Africa’s infrastructure development needs and drive sustainable economic growth.

    Eighteen years on, AFC has developed a track record as the partner of choice in Africa for investing and delivering on instrumental, high-quality infrastructure assets that provide essential services in the core infrastructure sectors of power, natural resources, heavy industry, transport, and telecommunications. AFC has 45 member countries and has invested over US$15 billion in 36 African countries since its inception.

    www.AfricaFC.org

    Media files

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    MIL OSI Africa –

  • MIL-OSI United Kingdom: Grand ambition calls on city’s musicians to revive Victorian golden oldies

    Source: City of Leeds

    They were the boisterous barroom ballads that once rattled the rafters of Victorian music halls across Leeds.

    Now librarians are calling on the city’s modern-day musicians and singers to help them bring an incredible collection of vintage sheet music to life for the first time in more than a century.

    The array of late 19th and early 20th century songs is part of a vast collection at Leeds Central Library, which includes a combination of well-known musical classics alongside forgotten songs penned by local composers.

    Usually having comic, satirical or political themes, the raucous melodies would have been a hit with the eager crowds who packed into music halls and theatres which were hugely popular at the turn of the 20th century.

    With a small selection of sheet music currently on display outside the building’s newly refurbished music library, the search is now on for pianists and vocalists to perform more pieces at a series of events planned to celebrate Heritage Open Days this September.

    The library is keen to hear from local pianists and singers who think they can take on the challenge of performing the historic hits, some of which have not been played in more than a hundred years.

    Tunes which make up the collection include famed classics such as Ride a Cock Horse, billed as a “drawing room comic song” performed by Harry Liston, and George Leybourne’s “great comic song” The Organ Man which he both wrote and performed.

    They are joined by titles including The Parson and the Clerk, sung by G H MacDermott and The Mouse-Trap Man, also by George Leybourne.

    Other highlights include Mr and Mrs Baggs, described as “a most thrilling narrative giving an account of the frightful apparition, the appearance of which so affected Mrs B’s nerves that she was laid up for seven weeks after.”

    The front cover shows the eponymous, pyjama clad Mr Baggs brandishing a blunderbuss at a terrified cat as his horrified wife looks on.

    Lee Noon, music librarian at Leeds Central Library, said: “Music hall tunes like these were once a hugely popular part of leisure and entertainment in cities like Leeds, and would have been enjoyed by people of all different classes and backgrounds- they were very much the pop songs of their day.

    “Many of these songs won’t have been performed or heard by an audience for more than a century now, and we’d love to give people in Leeds the chance to experience them again and for our local musicians to try and recapture a bit of what was really the golden age of music halls.

    “Each of these pieces of music represents a little bit of the city’s musical history and it would be a really special moment to help bring them back to life again.”

    The music hall songs are just one element of Leeds Central Library’s huge collection of sheet music. One of the biggest collections in the UK, the library loans pieces to orchestras and musical institutions across the country.

    As well as a piano available to use, the building’s newly refurbished music library also includes specially created walk-in recording studios and podcasting facilities.

    Councillor Mary Harland, Leeds City Council’s executive member for communities, customer service and community safety, said: “Our music library and its collection is an incredible resource for the city and a great example of the multi-faceted role which libraries have in our city and its communities.

    “Having such a historic and unique array of music housed in Leeds is a real privilege and it will be wonderful if we can involve local talent in performing some pieces to celebrate the city and its heritage.”

    Any pianists, singers and groups interested in performing some of the pieces this September can contact lee.noon@leeds.gov.uk using the subject line “Heritage Week Piano.”

    More information about Leeds Central Library including facilities and opening hours can be found at: Central Library | Leeds Library

    ENDS

    MIL OSI United Kingdom –

  • MIL-OSI Russia: Dmitry Chernyshenko: The plan for the Decade of Science and Technology is aimed at achieving technological leadership

    Translation. Region: Russian Federal

    Source: Government of the Russian Federation – Government of the Russian Federation –

    An important disclaimer is at the bottom of this article.

    A meeting of the Coordination Committee for the Decade of Science and Technology was held under the chairmanship of Deputy Prime Minister Dmitry Chernyshenko. Participants discussed the interim results of the Decade’s initiatives for 2025 and preparations for the V Congress of Young Scientists.

    “The Decade of Science and Technology, announced by President Vladimir Putin, is aimed at strengthening the role of science and technology in solving key development problems of the country. Its main goal is to achieve technological leadership of Russia. To achieve this, a special plan has been developed, which provides for the popularization of modern scientific knowledge and obtaining a real socio-economic effect. One of the main annual events – the Congress of Young Scientists – has been included in the national project “Youth and Children” since this year. The event will traditionally bring together representatives of the scientific community, business leaders, as well as representatives of state and public organizations from Russia and other countries,” said Deputy Prime Minister, Co-Chairman of the Coordination Committee for the Decade of Science and Technology Dmitry Chernyshenko.

    Last year, more than 7,000 people from 85 regions of Russia and abroad took part in the Congress of Young Scientists.

    The Decade’s initiatives strengthen the human resources potential of the scientific and technological sphere.

    “Holding the Decade of Science and Technology in Russia is, of course, a very important initiative of the President of the Russian Federation Vladimir Putin. It is aimed at popularizing scientific achievements and creating conditions for doing science. I believe that the organizers and all participants of the Decade of Science and Technology are, on the whole, successfully coping with these tasks,” said Gennady Krasnikov, President of the Russian Academy of Sciences.

    Minister of Education and Science Valery Falkov noted that the Decade of Science and Technology forms the correct perception of science and the profession of a scientist. According to surveys, the proportion of parents who welcome their children’s choice of a career in the scientific field is increasing, now there are more than 60%.

    “We also see a growing interest among young people in engineering specialties, which is associated with the extensive work within the Decade of Science and Technology. Compared to 2022, admission to engineering programs in 2024 increased by 7% – from 213 thousand to 228 thousand people,” the minister emphasized.

    Deputy Minister of Science and Higher Education Denis Sekirinsky reported that scientific volunteering is developing, the study of the legacy of the Soviet scientific school continues, the network of scientific playgrounds for children is expanding – today there are 55 of them in 41 cities in Russia. In the “Science and Innovation” domain, 26 services are available for the research community. In Russia, 12 new routes for popular science tourism have been launched in the regions, and in general, there are 87 of them in the country.

    “Since the beginning of 2025, more than 3,000 events of the Decade of Science and Technology have been held, reaching more than 4 million people. This reflects the scale of the work done and sets a high bar for the second half of the year. The development of existing formats continues, new areas are emerging so that more and more young people see science as an opportunity for professional growth and participation in the future of the country,” he said.

    Sofia Malyavina, Director General, spoke about the work of the operator of the Decade of Science and Technology, ANO National Priorities: “Since the beginning of the Decade of Science and Technology in 2022, we have organized more than a hundred excursions and lectures “Science is Nearby”, created dozens of thematic TV projects and podcasts, and attracted over 100 thousand schoolchildren and students to participate in competitions. Since the beginning of 2025 alone, over 24 thousand publications about science have been published – on television, radio, in the press, and online. Interest in this topic is growing, and our task is to ensure that as many people as possible learn about scientific achievements and the specialists behind them.”

    The head of Rosmolodezh Grigory Gurov noted that the scientific volunteer community consists of more than 60 thousand people, and in 2025, more than 3 thousand volunteers joined it: “Rosmolodezh, together with the “Movement of the First”, is implementing the direction “Science and Technology. “DARE AND DISCOVER”, which helps popularize science among children and young people, including through the flagship project “First in Science”. This year, we plan to launch at least 600 “First” scientific clubs in 30 pilot regions. We support young people who strive to develop in science, we create conditions so that children and young people can implement their ideas and propose innovative projects within the framework of the national project “Youth and Children”, launched on the initiative of the President of Russia.”

    Anton Kobyakov, Advisor to the President and Head of the Interdepartmental Working Group for the Preparation and Holding of the Congress of Young Scientists and Associated Events, spoke about the preparations for the anniversary V Congress of Young Scientists to be held on November 26–28, 2025.

    “Special attention in 2025 is being paid to expanding the international component of the Congress of Young Scientists – active work is underway to invite foreign scientists from friendly countries to participate in the congress. As part of the international promotion, the congress was presented at external communication platforms, including off-site events and presentation sessions of the SPIEF in Mexico, Turkey, India, and Arab countries. Also this year, the partner of the invitation campaign is Friends for Leadership – an association created following the XIX World Festival of Youth and Students, which operates in 130 countries. As a result of the work, to date, more than 1.6 thousand participants have submitted applications to participate in the congress,” said Anton Kobyakov.

    Among the innovations of the upcoming congress, the Presidential Advisor named the holding of the BRICS Social and Humanitarian Research Forum on the sidelines of the congress. In addition, exhibition clusters dedicated to industry, technological development, healthcare, ecology, and digitalization will be organized within the framework of the congress exhibition.

    The Director General of the State Corporation Rosatom, Alexey Likhachev, spoke about the events of the V Congress of Young Scientists related to the topic of the atom and the 80th anniversary of the nuclear industry.

    The Governor of the Yamalo-Nenets Autonomous Okrug Dmitry Artyukhov paid attention to the regional experience of implementing the Decade’s initiatives.

    The director of the National Center “Russia” Natalia Virtuozova spoke about the activities of the National Center “Russia” to implement the tasks of the Decade. According to her, one of the strategic areas was the popularization of science fiction – through exhibition projects, international discussion platforms and educational programs. The flagship of this work was the international symposium “Creating the Future”.

    The head of the Educational Foundation “Talent and Success” Elena Shmeleva, the rector of the Lomonosov Moscow State University Viktor Sadovnichy, the rector of the Presidential Academy Alexey Komissarov put forward a number of proposals for holding projects and events within the framework of the Decade and the Congress of Young Scientists.

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News –

  • MIL-OSI Russia: Conversation between Mikhail Mishustin and the Governor of the Amur Region Vasily Orlov

    Translation. Region: Russian Federal

    Source: Government of the Russian Federation – Government of the Russian Federation –

    An important disclaimer is at the bottom of this article.

    Current issues of the region’s socio-economic development were discussed.

    From the transcript:

    M. Mishustin: Dear Vasily Alexandrovich!

    Conversation between Mikhail Mishustin and the Governor of the Amur Region Vasily Orlov

    July 21, 2025

    Governor of the Amur Region Vasily Orlov

    July 21, 2025

    Previous news Next news

    Conversation between Mikhail Mishustin and the Governor of the Amur Region Vasily Orlov

    Not so long ago, about five years ago, we met here and spoke in detail about the infrastructure elements that were sorely needed in the Amur Region. I remember very well, then we looked at the bridge towards Heihe, talked about checkpoints, a new airport, coastal protection, the creation of modern embankment elements and much more.

    Today, these projects are being implemented systematically. The result of this was a twofold increase in the regional domestic product. This is a very good result. Today, we have seen from the implementation that everything is going as usual.

    The airport we visited is almost ready. I hope that it will welcome and serve the millionth passenger in the new terminal in December, as planned.

    Drive

    The projects “Golden Mile”, “Silver Mile”, the expo center, the hotel, the cable car, all the elements on the embankment, which we also discussed in detail with you – they are all being implemented, and I hope on time.

    It is also pleasing to see the creation of infrastructure for the movement of goods and, of course, for passenger transportation, tourism – both within the country and for tourism towards China. You are a border city.

    And here it is very important that Kanikurgan, as an infrastructure, as a customs and logistics warehouse, as a checkpoint, will become, I think, an anchor for the expansion of the entire transport and logistics system of the Far East.

    To be continued…

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News –

  • MIL-OSI USA: Catherine Staggs: Advancing Artemis Through Contracting Expertise

    Source: NASA

    A lifelong baseball fan, Catherine Staggs set out with her family to visit all 30 Major League Baseball stadiums across the United States. That love of the game eventually led them to settle in Houston about eight years ago – a choice that helped lead Staggs to NASA’s Johnson Space Center, where she is a contracting officer for the agency’s Commercial Lunar Payload Services (CLPS) initiative. Through CLPS, she helps manage the contracts with commercial companies delivering science and technology to the Moon. These efforts support NASA’s Artemis campaign and lay the groundwork for continuous human presence on the lunar surface.

    She joined NASA as a civil servant in 2018, but Staggs’ career in the federal government stretches back to her college days. She completed an accounting co-op with the Department of Defense as a student at Clemson University in Clemson, South Carolina, and secured a full-time accounting position with the agency following her graduation. She transitioned to a business financial manager position supporting U.S. Marine Corps projects while earning an MBA from The Citadel in Charleston, South Carolina. “That position is where I started to dabble in contracting,” she said.
    Staggs moved to Texas in 2014 to be closer to her boyfriend – now husband – who was stationed at Fort Hood in Killeen. She was hired as a contract compliance manager for a small, Killeen-based business that specialized in government contracts, officially launching her career in contracting. When Staggs’ husband retired from the Army, the couple decided to move to Houston because they loved to watch the Houston Astros play ball. Staggs continued working for the contracting company from her new home but missed meeting new people and collaborating with colleagues in person.
    “I applied for a contract specialist job with NASA to get back into the office, and the rest is history,” she said.
    Her current role at Johnson involves managing the administrative contract functions for the 13 base contracts that support CLPS, which are valued at $2.6 billion. She is also the contracting officer for Firefly’s Blue Ghost Mission-3 and helps to train and develop up-and-coming contract specialists. “I love to see the development each contract specialist has over their career,” she said. “My first Pathways intern is now working full-time for NASA as a contract specialist, and they are working to become a limited warrant contracting officer.”

    Her training experience provides valuable perspective on new team members. “Everyone starts at the bottom, not knowing what they don’t know,” she said. “We all have a beginning, and we need to remember that as we welcome new employees.”
    Staggs said that navigating change has at times been difficult in her career, but she strives to remain flexible and open to adjusting work and life to meet the needs of the mission. “My time at NASA has helped develop my leadership skills through confidence in myself and my team,” she said.

    She looks forward to mentoring the Artemis Generation and sharing her contracting knowledge with new team members. She also anticipates crossing more baseball stadiums off her family’s list this summer.  

    MIL OSI USA News –

  • MIL-OSI USA: Six Months of Keeping America Safe Under President Trump and Secretary Noem

    Source: US Federal Emergency Management Agency

    Headline: Six Months of Keeping America Safe Under President Trump and Secretary Noem

    lass=”text-align-center”>DHS has accomplished more in six months than most Administrations achieve in an entire term
    WASHINGTON – In just six months, President Trump and Secretary Noem have delivered the American people a long list of victories in their mission to secure the homeland and Make America Safe Again

     
    Under their leadership, the Department of Homeland Security (DHS) has closed the southern border, removed violent criminal illegal aliens, restored law and order to our immigration system, supported Americans in times of crisis, revolutionized our Coast Guard to meet the challenges of the 21st Century, and kept Americans safe

     
    Secured the Southern Border 

    On day one, President Trump declared a national emergency at the southern border

        
    President Trump immediately reinstated “Remain in Mexico” and ended catch-and-release

     
    Daily border encounters have plunged by 93% since President Trump took office

    Under President Trump’s leadership, Immigration and Customs Enforcement (ICE) Homeland Security Investigations (HSI) has located over 10,000 unaccompanied children

    Migrants are turning BACK before they even reach our border— migration through Panama’s Darien Gap is down 99%

    President Trump—with $46

    5 billion from the Big Beautiful Bill—is finishing the border wall

    DHS already has more than 85 miles either planned or under construction with funding from the prior year, in addition to hundreds of miles that are now planned to be funded by the bill

     President Trump’s Big Beautiful Bill also includes over $5 billion for new technology and border surveillance

    With the Big Beautiful Bill, CBP will get the resources they need to keep America safe, including $4

    1 billion to hire additional personnel, including 5,000 more customs officers and 3,000 new Border Patrol agents

    In June, Customs and Border Protection (CBP) had the lowest number of nationwide encounters in CBP history at 25,228

    The number of nationwide apprehensions in June was also a historic low of just 8,024

       
    Notably, on June 28, Border Patrol recorded only 136 apprehensions across the entire Southwest Border—the lowest single-day total in agency history

    And in both May and June, U

    S

    Border Patrol reported zero parole releases—reinforcing the Administration’s commitment to ending catch-and-release policies

    Removed the Worst of the Worst Illegal Aliens  

    The Trump Administration empowered our brave men and women in law enforcement to use common sense to do their jobs effectively

     
    DHS returned to using the term “illegal alien” which is the statutory language

    President Trump will not allow political correctness to hinder law enforcement

     
    The Trump administration has arrested more than 300,000 illegal aliens in 2025 alone

    70% of ICE arrests are criminal illegal aliens with criminal charges or convictions

         
    The Big Beautiful Bill will allow ICE to arrest and remove even more criminal aliens by providing $14

    4 billion for removals, 10,000 new ICE agents, 80,000 new ICE beds, and a $10,000 signing bonus for new ICE agents

    This will help ICE achieve as many as 1 million deportations per year

    As part of 287(g), DHS partnered with the State of Florida and opened Alligator Alcatraz, giving the Trump administration the capability to lock up some of the worst scumbags who entered the country illegally under the previous administration

    The new facility expands facility and bed space by the thousands

    Operation Tidal Wave, the first 287(g) enforcement operation coordinated with state and federal law enforcement partners, resulted in over 800 arrests

    President Trump and Secretary Noem are empowering state and local law enforcement to get these criminal illegal aliens off our streets

    DHS has secured more than 800 signed agreements with state and local partnerships under 287(g)

        
    At the direction of President Trump, CBP and ICE began widescale immigration enforcement operations in sanctuary city Los Angeles and southern California

    The month-long operation resulted in arresting some of the worst of the worst criminal illegal aliens

    In July, federal law enforcement officers executed criminal warrant operations at marijuana grow sites in Carpinteria and Camarillo

    At least 14 migrant children have been rescued from potential exploitation, forced labor and human trafficking

    Federal officers also arrested at least 361 illegal aliens from both sites in Carpinteria and Camarillo

    After weeks of delays by activist judges, the Department of Homeland Security finally deported eight barbaric, violent criminal illegal aliens to South Sudan

    Delivering Justice for Victims of Illegal Immigration  

    President Trump and Secretary Noem reopened the Victims of Immigration Crime Engagement (VOICE) office, which was shuttered by the Biden Administration

    President Trump and Secretary Noem are standing up for the victims of illegal alien crime and ensuring they have access to much needed resources and support they deserve

    Incentivizing Historic Self-Deportations 

    President Trump ended the CBP One app that allowed more than one million aliens to illegally enter the U

    S

    The Trump Administration replaced this disastrous program with the CBP Home app, which has a new self-deportation reporting feature for aliens illegally in the country

    President Trump launched Project Homecoming through a presidential EO

    The United States is also offering any illegal alien who uses the CBP Home App a stipend of $1,000 dollars, paid after their return to their home country has been confirmed through the app

    So far, tens of thousands of illegal aliens have used the app to self-deport

     
    In addition to offering CBP Home, DHS announced illegal aliens who self-deport through the app will receive forgiveness of any civil fines or penalties for failing to depart the United States

     DHS also made CBP Home more user friendly by eliminating certain steps and making it easier than ever for illegal aliens to self-deport

    DHS and DOJ are enforcing our immigration laws and fining illegal aliens who do not depart when they are supposed to

    So far, nearly 10,000 fine notices have been issued by ICE

    Restoring Common Sense to America’s Legal Immigration System 

    President Trump ended the broad abuse of humanitarian parole and returned the program to a case-by-case basis

    As part of this effort, Secretary Noem terminated the Cuba, Haiti, Nicaragua, and Venezuela parole programs

    Following victory at the U

    S

    Supreme Court, DHS began sending termination notices in June, informing the illegal aliens both their parole is terminated, and their parole-based employment authorization is revoked – effective immediately

    DHS has returned the Temporary Protected Status immigration program to its original status: temporary

    No longer will this program be abused and exploited by illegal aliens

    Secretary Noem rescinded the previous administration’s extension of Venezuelan, Haitian, Nicaraguan, Honduran, and Afghan TPS

    Secretary Noem terminated Harvard University’s Student and Exchange Visitor Program (SEVP) certification—meaning Harvard can no longer enroll foreign students and existing foreign students must transfer or lose their legal status—for fostering violence, antisemitism, and coordinating with the Chinese Communist Party

    It is a privilege, not a right, for universities to enroll foreign students and benefit from higher tuition to help pad their multibillion-dollar endowments

    Harvard University repeatedly abused this privilege and even stonewalled DHS’s request for information

    Initiating a Golden Age in American Air Travel 

    Secretary Noem terminated the politically motivated Quiet Skies Program, which since its existence has failed to stop a single terrorist attack while costing US taxpayers $200 million a year

    The program, under the guise of “national security,” was used to target political opponents and benefit political allies

    TSA ended the “shoes-off” travel policy, allowing passengers traveling through domestic airports to keep their shoes on while passing through security screening at TSA checkpoints

    This change will drastically decrease passenger wait times at our TSA checkpoints, leading to a more pleasant and efficient passenger experience

    The Trump administration fully implemented REAL ID enforcement measures nationwide—a law signed 20 years ago

    REAL ID helps ensure that travelers are who they say they are and prevents fraud by criminals, terrorists, and illegal aliens

    Most travelers have not even noticed a difference because nearly 94% of travelers are already REAL ID compliant

    Secretary Noem ended collective bargaining for the Transportation Security Administration’s (TSA) Transportation Security Officers, which constrained TSA’s chief mission to safeguard our transportation systems

    Fixing Disaster Relief for the 21st Century 

    The Federal Emergency Management Agency is now shifting from bloated, DC-centric dead weight to a lean, deployable disaster force that empowers state actors to provide relief for their citizens

    The old processes are being replaced because they failed Americans in real emergencies for decades

    President Trump has established the FEMA Review Council to provide recommendations on how to best conduct disaster relief at the federal level

     
    Under Secretary Noem’s leadership, the FEMA Review Council is developing a comprehensive plan for necessary change

    DHS has empowered state and local governments to lead disaster relief efforts without interference from the federal government

    Provided Rapid and Effective Support to Flood Victims in Texas 

    Within moments of the flooding in Texas, DHS assets, including the U

    S

    Coast Guard (USCG), CBP Border Search, CBP BORSTAR, and FEMA personnel surged into unprecedented action alongside Texas first responders for search and rescue operations

    FEMA deployed 311 staffers delivering critical intelligence, aerial imagery, and shelter for 171 survivors

    Combined state and federal rescue efforts evacuated and rescued over 1,500 people

    Getting CISA Back on Mission 

    Under the Biden Administration, the Cybersecurity and Infrastructure Agency (CISA) censored free speech and targeted Americans

    Under President Trump’s direction, DHS closed CISA’s politically weaponized offices and fired those responsible for abusing their power

    CISA is now back on-mission: Protecting Americans and critical infrastructure from cyberthreats

    CISA is shifting away from an all-hazards approach to a risk-informed approach, prioritizing resilience and action over mere information sharing

     
    CISA personnel are deployed across 10 regions in support of all 56 states/territories

     
    CISA is also on the front lines of defending America from cyberattacks

     
    CISA partnered with the FBI and NSA to ensure state and local governments have information and resources necessary for protection

    CISA is also providing security support for next year’s FIFA World Cup

    Secretary Noem discontinued the Critical Infrastructure Partnership Advisory Council (CIPAC) as a part of the implementation of President Trump’s Executive Order 14217, Commencing the Reduction of the Federal Bureaucracy, and removed members of the Cyber Safety Review Board (CSRB), which CISA oversees

    Revolutionizing the Coast Guard 

    When President Trump came back into office, the Coast Guard faced its greatest readiness crisis since World War II because the Biden Administration left it underfunded and neglected

    President Trump’s order to surge Coast Guard assets to our maritime border changed the game

    In the first few months of the Trump Administration, the Coast Guard seized more cocaine and other illegal drugs than during the entirety of 2024

    For the first time in years, the Coast Guard expects to exceed its recruiting goals

    In Fiscal Year 2025, the Coast Guard has brought in more than 4,250 recruits – 1,200 more than the same time last year

    That’s 108% over the goal

    Under Biden, the Coast Guard fell short of its recruiting goals four years straight

    Under President Trump and Secretary Noem, the Coast Guard is unleashing “Force Design 2028,” a revolutionary new blueprint that will make the Coast Guard more agile, more capable, and more responsive than ever before

    Standing up for the American taxpayer 

    The United States Coast Guard (USCG) eliminated an ineffective information technology (IT) program, saving nearly $33 million, and is now focusing resources where they’re most needed to protect our homeland

     
    USCG partially terminated a wasteful Offshore Patrol Cutter (OPC) contract with Eastern Shipbuilding Group (ESG), which has been slow to deliver four OPCs, harming U

    S

    defense capabilities

    The Trump Administration stopped aliens on the Terror Watchlist from receiving Medicaid benefits

         
    Secretary Noem cancelled CISA’s expensive headquarters project, saving taxpayers over half a billion dollars

    To stop policies that were magnets for illegal immigration, DHS froze all funding to non-governmental organizations that facilitate illegal immigration and announced a partnership with the U

    S

    Department of Housing and Urban Development to ensure taxpayer dollars do not go to housing illegal aliens

     
    ###  

    MIL OSI USA News –

  • MIL-OSI USA: Burnet County Disaster Recovery Center Opens July 20

    Source: US Federal Emergency Management Agency

    Headline: Burnet County Disaster Recovery Center Opens July 20

    Burnet County Disaster Recovery Center Opens July 20

    AUSTIN, Texas – A Disaster Recovery Center will open Sunday, July 20, in Burnet County to offer face-to-face help to survivors who had damage or losses from the severe storms and flooding in Central Texas

    Homeowners, renters and eligible non-residents may receive FEMA assistance for losses not covered by insurance

    Survivors with homeowner’s or renter’s insurance should first file a claim with their insurance company as soon as possible

    If your policy does not cover all your damage expenses, you may be eligible for federal assistance

    The Disaster Recovery Center is located at:Burnet Community Center401 E

    Jackson St

    Burnet, TX 78611Hours: 8 a

    m

    to 7 p

    m

    dailyFEMA and the U

    S

    Small Business Administration are supporting the Texas Division of Emergency Management, which is leading efforts to help survivors apply for federal disaster assistance

    Center specialists can also identify potential needs and connect survivors with local, state and federal agencies as well as nonprofit organizations and community groups

     Disaster Recovery Centers are accessible to people with disabilities and those with access and functional needs

    They are also equipped with assistive technology

    If you need a reasonable accommodation or an American Sign Language interpreter, call 833-285-7448 (press 2 for Spanish)

    You have until Thursday, Sept

    4, to apply for FEMA disaster assistance

    Here’s how:The fastest way to apply is online at DisasterAssistance

    govYou may also use the FEMA mobile appCall the FEMA Helpline at 800-621-3362

     Lines are open from 6 a

    m

    to 10 p

    m

    CT daily

    If you use a relay service, captioned telephone or other service, you can give FEMA your number for that service

    Helpline specialists speak many languages

    Press 2 for Spanish

    Visit any Disaster Recovery Center to receive in-person assistance

    To find one close to you, use your ZIP code to search FEMA

    gov/DRC

    To view an accessible video on how to apply, visit What You Need to Know Before Applying for FEMA Assistance

    For the latest information about the Texas recovery, visit fema

    gov/disaster/4879

    Follow FEMA Region 6 on social media at x

    com/FEMARegion6 and at facebook

    com/FEMARegion6
    toan

    nguyen
    Sat, 07/19/2025 – 21:09

    MIL OSI USA News –

  • MIL-OSI USA: St. Louis County Disaster Recovery Centers to Close July 24

    Source: US Federal Emergency Management Agency

    Headline: St

    Louis County Disaster Recovery Centers to Close July 24

    St

    Louis County Disaster Recovery Centers to Close July 24

    ST

    LOUIS – The two Disaster Recovery Centers in St

    Louis County are scheduled to close permanently on Thursday, July 24 at 7 p

    m

    The three Disaster Recovery Centers in the City of St

    Louis are staying open

    At all locations, FEMA and the U

    S

    Small Business Administration are helping impacted residents with their disaster assistance applications, answering questions, and uploading required documents

    St

    Louis County Locations – Closing July 24LOCATIONSHOURS OF OPERATIONSt

    Louis County Library                  Mid-County Branch7821 Maryland Ave

    Clayton, MO 63105Monday–Thursday: 8 a

    m

    – 7 p

    m

    Friday: 8 a

    m

    -5 p

    m

    Saturday: 9 a

    m

    – 4 p

    m

    Sunday: ClosedClosing Permanently: Thursday, July 24   St

    Louis County LibraryPrairie Commons Branch                        915 Utz Ln

    Hazelwood, MO 63042Monday–Thursday: 8 a

    m

    – 7 p

    m

    Friday: 8 a

    m

    -5 p

    m

    Saturday: 9 a

    m

    – 4 p

    m

    Sunday: ClosedClosing Permanently: Thursday, July 24You can visit any Disaster Recovery Center, no matter where you are staying now

    Three additional Disaster Recovery Centers are open in St

    Louis City to assist residents and businesses affected by the May 16 tornado and storms

     St

    Louis City Locations – Staying OpenLOCATIONSHOURS OF OPERATIONUnion Tabernacle M

    B

    Church626 N

    Newstead Ave

    St

    Louis, MO 63108Monday-Friday: 8 a

    m

    -7 p

    m

                         Saturday: 9 a

    m

    -4 p

    m

     Sunday: ClosedUrban League Entrepreneurship and    Women’s Business Center 4401 Natural Bridge Ave

    St

    Louis, MO 63115Monday-Friday: 8 a

    m

    -7 p

    m

    Saturday: 9 a

    m

    -4 p

    m

     Sunday: ClosedSumner High School — Parking Lot4248 Cottage Ave

    St

    Louis, MO 63113Monday-Friday: 8 a

    m

    -7 p

    m

    Saturday: 9 a

    m

    -4 p

    m

     Sunday: ClosedTo save time, please apply for FEMA assistance before coming to the Disaster Recovery Center

    Apply online at DisasterAssistance

    gov or by calling 1-800-621-3362

     If you are unable to apply online or by phone, someone at the Disaster Recovery Center can assist you

     The FEMA application deadline for the May 16 disaster is August 11, 2025

    If your home or personal property sustained damage not covered by insurance, FEMA may be able to provide money to help you pay for home repairs, a temporary place to live, and replace essential personal property that was destroyed

    sara

    zuckerman
    Fri, 07/18/2025 – 20:30

    MIL OSI USA News –

  • MIL-OSI Asia-Pac: Inflation at 1.4% in June

    Source: Hong Kong Information Services

    Overall consumer prices rose 1.4% year on year in June, less than the 1.9% increase in May, the Census & Statistics Department announced today.

    Netting out the effects of the Government’s one-off relief measures, underlying inflation was 1%, the same as that in May.

    Compared with a year before, price increases were recorded in May in the following categories: housing; transport; electricity, gas and water; alcoholic drinks and tobacco; meals out and takeaway food; miscellaneous goods; and miscellaneous services.

    Meanwhile, year-on-year decreases were logged in clothing and footwear; durable goods; and basic food.

    The Government said consumer price inflation stayed modest in June, and that price pressures on various major components were contained in general.

    It expects that overall inflation should remain modest in the near term, with pressures from domestic costs and external prices staying broadly in check.

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: Development Bureau and relevant departments proactively follow up on relief work after passage of Typhoon Wipha

    Source: Hong Kong Government special administrative region – 4

    A spokesman for the Development Bureau today (July 20) said that its departments and relevant departments are making all-out efforts to carry out relief work after the passage of Typhoon Wipha, with a view to enabling the community to resume normalcy as soon as possible.
     
    As at 8pm today, the Government’s 1823 Call Centre and the Fire Services Department received 286 and 425 reports of fallen trees respectively. In order to remove fallen trees affecting carriageways and footpaths as early as possible, prior to the issuance of Strong Wind Signal No. 3 by the Hong Kong Observatory, the Highways Department has commenced inspections of carriageways across the territory to immediately remove fallen trees when necessary.
     
    During the passage of Typhoon Wipha, five reports of collapsed scaffolding were received as at 7pm. Among these, the Housing Department removed the scaffolding affecting Choi Hung Road at around 3pm and is making arrangement to dismantle the scaffolding collapsed on Wah King Street near Wah Fu Estate. The Architectural Services Department is striving to remove the scaffolding collapsed on Siu Sai Wan Road, with a view to resuming traffic soonest. There are two separate scaffoldings collapsed at private housing estates at Cloud View Road, North Point and Tin Hau Temple Road respectively. The former is affecting the outdoor carpark of the estate while the latter is affecting Tin Hau Temple Road. The Buildings Department (BD) is proactively following up with relevant owners’ corporations and the scaffolding affecting Tin Hau Temple Road will be removed as soon as possible.
     
    As at 6pm, the BD received 21 reports of building-related incidents, which mainly involve unstable windows. The BD is following up on 15 cases and has referred the remaining six cases to relevant departments for follow up.
     
    As at 8pm, the Drainage Services Department (DSD) has received seven confirmed cases of flooding at Lam Kam Road in Tai Po, Lung Cheung Road near Lung Cheung Mall, Lung Cheung Road near Ngau Chi Wan Village, Tai Hom Road in Wai Tai Sin, Clear Water Bay Road in Sai Kung, Chuk Yuen Road in Wong Tai Sin, and Ko Chiu Road in Yau Tong. The aforementioned cases have been resolved.
     
    As storm surge might lead to a rise in sea levels and increase the flooding risk in the area of Tai Po Market, the DSD made early preparation and implemented various flood prevention measures last night (July 19), including installing temporary water-filled flood barriers near Kwong Fuk Bridge along Lam Tsuen River in Tai Po, and placing water pumps in the vicinity of Tai Po Market and Sam Mun Tsai New Village. No report of flooding at the aforementioned locations has been received so far.
     
    Moreover, Typhoon Wipha did not result in any landslide incidents.
     
    The spokesman said the relevant departments have commenced a new round of special inspections after the issuance of Strong Wind Signal No. 3 by the Hong Kong Observatory to inspect roadside trees, structures (including external walls and signboards), slopes and construction sites, etc. to identity locations with potential risks after the passage of strong wind to ensure public safety. The Government urges members of the public to remain vigilant when going outdoors, and avoid staying under trees, signboards or structures with signs of concrete spalling, as well as in the vicinity of slopes. They may call the Government’s 1823 hotline to report dangerous trees, slopes and structures.

    MIL OSI Asia Pacific News –

  • MIL-OSI United Kingdom: Automated passenger services permitting scheme

    Source: United Kingdom – Executive Government & Departments 2

    Written statement to Parliament

    Automated passenger services permitting scheme

    Have your say on the proposals that will help regulate new self-driving vehicle passenger services.

    I wish to provide the House with an update on steps the government is taking to progress the implementation of automated passenger services (APS) regulations to kickstart economic growth, a top priority in the government’s Plan for Change.

    The APS permitting regime was created to address complexities of applying current taxi, private hire vehicle and public service vehicle legislation to passenger services that would operate without a driver. This scheme will help facilitate commercial pilots of services with paying passengers and no safety driver to be deployed from spring 2026.

    In June, I announced the government’s intention to accelerate the introduction of APS regulations, subject to the outcome of a consultation launching in summer. Today (21 July 2025) I can announce that the consultation on the draft regulations and wider considerations in respect of the management and use of the permitting scheme has been published. The consultation will run until 28 September 2025.

    Through the APS permitting scheme, we intend to provide businesses with the regulatory confidence to invest in testing and deploying these innovative services on our streets, reinforcing Great Britain’s position among the world leaders in tech deployment.

    Safety, including the safeguarding of passengers, is at the heart of the proposed permitting scheme. Where automated vehicle technology needs approval by government before it can be used, government will use comprehensive safety standards that take into account the developing United Nations regulation for automated driving systems.

    Government intends that the accessibility of services will be a factor in consideration of whether to grant a permit, alongside a reporting requirement placed on to permit holders. Pilot deployments will continue building government’s understanding of new ways in which accessibility can be achieved through these services. Government will continue to explore the role for research in further understanding of how self-driving passenger services can best enable older and disabled people to travel, alongside others with limited or restricted mobility.

    Consultation proposals

    The consultation is divided into 7 chapters, covering a range of matters relevant to the implementation of APS permitting.

    These chapters consider the outline of the legislative scheme, necessary guidance regarding the consent process for local licensing authorities and bus franchising authorities, the application process, the variation, suspension and withdrawal of a permit, accessibility, the review process and disclosure of information.

    A copy of this publication and associated annexes will be placed in the libraries of both houses and published on GOV.UK.

    Updates to this page

    Published 21 July 2025

    MIL OSI United Kingdom –

  • MIL-OSI Russia: Japan’s PM vows to stay in office after election defeat

    Translation. Region: Russian Federal

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

    An important disclaimer is at the bottom of this article.

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

    TOKYO, July 21 (Xinhua) — Japanese Prime Minister Shigeru Ishiba vowed on Monday to remain in office despite a major defeat in the House of Councillors (upper house) election where the ruling Liberal Democratic Party (LDP) and its coalition partner failed to secure a majority.

    Speaking at a press conference, he acknowledged the poor election results and stressed that he felt a great responsibility. “The most important thing now is to avoid stagnation in national politics,” the prime minister said, promising to make efforts to fulfill the duties befitting a leading party.

    His comments come amid growing public discontent over rising living costs and policy mistakes that analysts say contributed to the ruling coalition’s election defeat.

    In the current election, Japanese people voted for candidates for 125 of the 248 seats in the House of Councillors. After the final vote count ended Monday morning, the LDP had won only 39 seats, while its partner, the Komeito Party, had won eight. The coalition had planned to win 50 seats, but failed to do so.

    Now the coalition’s MPs have 122 seats in the upper house, which is less than the 125 needed for a majority.

    Despite the failure, S. Ishiba stressed the need for stability and continuity in the government and officially announced his intention to continue as prime minister. –0–

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News –

  • MIL-OSI Europe: Where will we live? The urgent need for affordable housing in Estonia

    Source: European Investment Bank

    To further strengthen our engagement, the EIB has recently opened a local office in Tallinn, enhancing our ability to work closely with partners on the ground.

    The EIB is ready to support Estonia’s efforts to expand access to such housing. This includes supporting innovative and sustainable construction methods, financing energy-efficient renovations to reduce emissions and utility costs, and helping to increase the supply of affordable homes through both direct and intermediated financing.

    Encouragingly, Estonia welcomes our initiative and is already engaged in negotiations to design a model and implementation strategy in collaboration with the EIB.

    To make it easier for local authorities, developers, and communities to access support, we’ve created the “More homes. Better homes.” online portal. It connects housing stakeholders with the advice, funding, and financing they need. The response so far has been encouraging—clear proof of both the urgent demand and the opportunity ahead.

    But the EIB is not acting alone. We are working closely with the European Commission, national governments, cities, and promotional banks. Because solving the housing crisis requires strong partnerships at every level.

    And this is about more than just housing. Affordable homes are essential for economic competitiveness, climate resilience, and social cohesion. They support a more inclusive economy, reduce emissions through energy-efficient living, and help communities thrive. In short, affordable housing is a foundation for a fairer, greener, and more prosperous future.

    That’s why I’m pleased to announce that the EIB Group will soon conduct a roadshow in several EU members led by my colleague Vice-President Ioannis Tsakiris. We aim to bring together housing stakeholders from every corner of Europe as we promote new financing and support opportunities for the sector.

    Estonia has the talent, the tools, and the determination to lead in this space. Together, we can ensure that every Estonian, regardless of income or background, has a place to call home.

    MIL OSI Europe News –

  • MIL-OSI Europe: Fighting climate change with financial finesse

    Source: European Investment Bank

    The Central Bank of Kenya. Central Bank of Kenya

    Climate change knows no borders – as Kenya can tell you. The country is routinely hit by weather disasters.

    “Every five to ten years, the country experiences either very heavy rains that cause floods or persistent drought,” says Reuben Chepng’ar, the senior manager in the Banking Supervision Department at the Central Bank of Kenya.

    By the year 2030, Kenya aspires to reduce greenhouse gas emissions by 32%. This work is expected to cost $62 billion, but the government says it can raise only $8 billion. The investment shortfall of $54 billion is expected to come from the private sector and global development institutions, such as the European Investment Bank and the Internal Monetary Fund.

    The Central Bank of Kenya is trying to help commercial banks support more green projects, enhance their climate-related risk reporting and attract foreign investors. The Central Bank used technical assistance from the European Investment Bank to create new climate investing and reporting guidelines in the country.

    The European Investment Bank collaborated with Kenya’s Central Bank to develop two guidelines under a programme known as Greening Financial Systems technical assistance. EIB consultants worked with the Central Bank and local banks from 2023 to 2025 to develop regulations that commercial banks must follow for climate reporting and green investments.

    The EIB support to the Central Bank was financed through the IKI Fund, an EIB trust fund backed by Germany to help climate action initiatives in emerging countries. The IKI Fund highlights the importance of international cooperation and knowledge sharing. Since climate risks transcend borders, coordinated action among global institutions is essential to ensure that local financial systems are aligned with global sustainability objectives. The European Investment Bank oversees a group of trust funds that are financed by EU countries and the European Commission. These funds provide grants, technical assistance and loan guarantees around the world.

    Marjan Stojiljkovic was a team lead for the EIB technical assistance programme in Kenya. He is a climate finance consultant who offers training around the world to banks on sustainability reporting requirements and managing risks related to green lending.

    “One objective of this project was how to internalise and measure the impacts of climate risk on banking operations in Kenya, because climate risks are real and they have impacts on the financial sector,” Stojiljkovic says.

    After a series of meetings and workshops, the central bank created two sets of policy guidelines to help commercial banks improve climate risk reporting. One is the Kenya Green Finance Taxonomy and the other is the Climate Risk Management Framework. The green taxonomy is the fourth to be adopted in Africa, after South Africa, Rwanda and Ghana. The taxonomy is based on the EU green taxonomy that provides a clear classification system for sustainable economic activities and guidance on assessment and reporting. One aim is to prevent greenwashing, or the exaggeration of the benefits projects bring. Another aim is to increase sustainable investments, particularly by attracting foreign investment. The climate risk framework was designed to increase transparency in Kenya’s financial sector and encourage businesses to adopt more sustainable practices.

    MIL OSI Europe News –

  • MIL-OSI Asia-Pac: Consumer Price Indices for June 2025

    Source: Hong Kong Government special administrative region

    Consumer Price Indices for June 2025 
    On a seasonally adjusted basis, the average monthly rate of change in the Composite CPI for the 3-month period ending June 2025 was 0.0%, and that for the 3-month period ending May 2025 was -0.1%. Netting out the effects of all Government’s one-off relief measures, the corresponding rates of change were both 0.1%.
     
    Analysed by sub-index, the year-on-year rates of increase in the CPI(A), CPI(B) and CPI(C) were 2.1%, 1.3% and 0.9% respectively in June 2025, as compared to 2.8%, 1.6% and 1.2% respectively in May 2025. Netting out the effects of all Government’s one-off relief measures, the year-on-year rates of increase in the CPI(A), CPI(B) and CPI(C) were 1.5%, 0.9% and 0.7% respectively in June 2025, as compared to 1.3%, 0.8% and 0.8% respectively in May 2025.
     
    On a seasonally adjusted basis, for the 3-month period ending June 2025, the average monthly rates of change in the CPI(A), CPI(B) and CPI(C) were all 0.0%. The corresponding rates of change for the 3-month period ending May 2025 were all -0.1%. Netting out the effects of all Government’s one-off relief measures, the average monthly rates of change in the seasonally adjusted CPI(A), CPI(B) and CPI(C) for the 3-month period ending June 2025 were 0.2%, 0.1% and 0.0% respectively, and the corresponding rates of change for the 3-month period ending May 2025 were 0.1%, 0.1% and 0.0% respectively.
     
    Amongst the various components of the Composite CPI, year-on-year increases in prices were recorded in June 2025 for housing (2.8%), transport (1.9%), electricity, gas and water (1.6%), alcoholic drinks and tobacco (1.4%), meals out and takeaway food (1.4%), miscellaneous goods (1.3%), and miscellaneous services (1.0%).
     
    On the other hand, year-on-year decreases in the components of the Composite CPI were recorded in June 2025 for clothing and footwear (-4.1%), durable goods (-2.5%), and basic food (-0.4%).
     
    For the first half of 2025 as a whole, the Composite CPI rose by 1.7% over a year earlier. The respective increases in the CPI(A), CPI(B) and CPI(C) were 2.3%, 1.5% and 1.2% respectively. The corresponding increases after netting out the effects of all Government’s one-off relief measures were 1.2%, 1.5%, 1.0% and 1.0% respectively.
     
    In the second quarter of 2025, the Composite CPI rose by 1.8% over a year earlier, while the CPI(A), CPI(B) and CPI(C) rose by 2.4%, 1.6% and 1.3% respectively. The corresponding increases after netting out the effects of all Government’s one-off relief measures were 1.1%, 1.4%, 1.0% and 0.9% respectively.
     
    For the 12 months ending June 2025, the Composite CPI was on average 1.8% higher than that in the preceding 12-month period. The respective increases in the CPI(A), CPI(B) and CPI(C) were 2.3%, 1.6% and 1.4% respectively. The corresponding increases after netting out the effects of all Government’s one-off relief measures were 1.2%, 1.4%, 1.1% and 1.0% respectively.
     
    Commentary
     
    A Government spokesman said that consumer price inflation stayed modest in June.  The underlying Composite CPI increased by 1.0% over a year earlier, same as the preceding month. Price pressures on various major components were contained in general.
     
    Looking ahead, overall inflation should remain modest in the near term, as pressures from domestic costs and external prices should stay broadly in check. The Government will monitor the situation closely.
     
    Further information
     
    The CPIs and year-on-year rates of change at section level for June 2025 are shown in Table 1. The time series on the year-on-year rates of change in the CPIs before and after netting out the effects of all Government’s one-off relief measures are shown in Table 2. For discerning the latest trend in consumer prices, it is also useful to look at the changes in the seasonally adjusted CPIs. The time series on the average monthly rates of change during the latest 3 months for the seasonally adjusted CPIs are shown in Table 3. The rates of change in the original and the seasonally adjusted Composite CPI and the underlying inflation rate are presented graphically in Chart 1.
     
    More detailed statistics are given in the “Monthly Report on the Consumer Price Index”. Users can browse and download this publication at the website of the C&SD (www.censtatd.gov.hk/en/EIndexbySubject.html?pcode=B1060001&scode=270 
    For enquiries about the CPIs, please contact the Consumer Price Index Section of the C&SD (Tel: 3903 7374 or email:     cpi@censtatd.gov.hkIssued at HKT 16:30

    NNNN

    MIL OSI Asia Pacific News –

  • MIL-OSI United Kingdom: Ready, set, go – popular Get Active events return for 2025

    Source: City of Portsmouth

    Portsmouth City Council has announced the return of its popular Get Active events this summer, following a break in 2024. These free, family-friendly fun days are back and bigger than ever, offering residents the chance to enjoy the city’s open spaces while discovering the benefits of greener, healthier travel.

    Running throughout August, these free events offer a mix of exciting activities, giveaways, and expert advice, including free lessons to get people of all ages into cycling. The events are designed to inspire people of all ages to leave the car at home and explore Portsmouth by foot or bike.

    The events take place in four locations on four dates in August, with each date running from 11am to 2pm:

    • Tuesday 5 August – Canoe Lake, Southsea
    • Wednesday 6 August – Baffins Park
    • Wednesday 13 August – Alexandra Park, Hilsea
    • Thursday 14 August – Paulsgrove Park

    At the events, people can enjoy a cycling obstacle course, free bike safety checks and security marking, free facepainting and inflatable slide for children and, for those looking to get back in the saddle, up to 50% off used bikes (max £50 discount) in partnership with Portsmouth Cycle Exchange. Attendees also have the chance to win a brand-new bike, lock and helmet in a prize draw.

    Cllr Peter Candlish, Portsmouth City Council Cabinet Member for Transport, said:

    “I’m really pleased that our popular Get Active events are returning for 2025. These free, fun activities are a brilliant way to get families outdoors, enjoying our parks and learning about the benefits of active travel. Whether you’re a seasoned cyclist or just looking for a great day out for families, this is a great way to make it easier and more enjoyable for people to choose cleaner, greener and healthier ways to get around our city.”

    No booking is necessary, but people are encouraged to sign up on Eventbrite so the council can manage the events effectively. Full details are available at www.travel.portsmouth.gov.uk/getactive.

    MIL OSI United Kingdom –

  • MIL-Evening Report: Labor to put disclaimer under Mark Latham’s caucus room picture

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

    The picture of Mark Latham on the caucus room gallery of Labor leaders will have an annotation under it saying he was expelled for life and his actions do not accord with Labor values.

    The first meeting of the new caucus agreed unanimously to this compromise, after pressure from some in Labor to remove the photo of Latham, who led the party in 2003–05.

    Latham’s former partner recently accused him of a “sustained pattern” of domestic abuse, in a civil court application for an apprehended violence order. It will be heard next week.

    In other condemned behaviour – the latest of a string of controversial incidents over the years – Latham, now an independent in the NSW upper house, also photographed women members without their consent.

    The wording under the picture will read:

    In 2017, Mark Latham was expelled from the Australian Labor Party and banned for life. His actions do not accord with Labor values and fail to meet the standards we expect and demand.

    Opinion in the party about what to do about the picture has been divided. The matter was discussed by both the right and left factions at their meetings.

    The Minister for Women, Katy Gallagher, told the ABC, “I think there’s a recognition, on balance, that you can’t erase history”. But acknowledging that Latham was expelled and his actions “don’t align with modern Australian Labor Party values or standards” was important, she said.

    “I wasn’t there at the time but I think it was a style of leadership that didn’t sit well with the values of the Australian Labor Party and it’s a type of leadership people wouldn’t want to return to.”

    Ahead of the new parliament’s opening on Tuesday, both Prime Minister Anthony Albanese and Opposition Leader Sussan Ley addressed their respective party rooms.

    Albanese told his huge caucus, which includes 94 members of the House of Representatives, that if Labor maintained its sense of discipline and purpose there was no reason why they could not all be returned at the next election – and their numbers added to as well.

    He said Labor was embarking on “our year of delivery. That is our focus. We’ve just been through an election, we had clear commitments and we want to deliver them.”

    Ley told the Coalition party room Albanese was giving interviews “suggesting that we should just get out of the way. Well we won’t be getting out of the way.”

    The opposition would cooperate with constructive government policies, as it was doing on child care safety reforms.

    But if the government brought forward legislation that was not in the national interest “we will fight them every step of the way”, she said, flagging the Coalition’s opposition to potential tax increases.

    The first parliamentary week comes against a background of further depressing news for the Coalition, after its election rout.

    The latest Newspoll shows Labor improving its position since the election, to lead 57–43 on a two-party basis. Labor has a primary vote of 36%, while the Coalition is down to 29%, which is the lowest in the history of Newspoll, that goes back to the mid-1980s.

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

    – ref. Labor to put disclaimer under Mark Latham’s caucus room picture – https://theconversation.com/labor-to-put-disclaimer-under-mark-lathams-caucus-room-picture-261097

    MIL OSI Analysis – EveningReport.nz –