Category: India

  • MIL-OSI Russia: Air India plane’s auxiliary power unit catches fire after landing

    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

    NEW DELHI, July 22 (Xinhua) — An Air India passenger plane, flight AI-315, operating from Hong Kong to Delhi, caught fire in its auxiliary power unit shortly after landing at Indira Gandhi International Airport in New Delhi, the Indian capital, on Tuesday, officials said.

    The fire was discovered as passengers were preparing to exit the plane.

    Air India said no passengers or crew were injured, but the fire caused some damage to the aircraft itself.

    Another Air India flight from Cochin to Mumbai skidded off the runway while landing on Monday, causing damage to both the plane and the road surface, according to media reports. Last month, an Air India flight to London crashed shortly after takeoff in the city of Ahmedabad, killing all 241 people on board. –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 USA: Grothman, Dingell Reintroduce Bipartisan Dillon’s Law

    Source: United States House of Representatives – Congressman Glenn Grothman (R-Glenbeulah 6th District Wisconsin)

    Congressman Glenn Grothman (R-WI) and Congresswoman Debbie Dingell (D-MI) have reintroduced Dillon’s Law, a bipartisan bill that incentivizes states to empower “good Samaritans” to save lives in critical moments. The legislation encourages trained individuals to administer epinephrine in schools during emergencies. Currently, the administration of this medication is limited solely to trained school employees. 

    Dillon’s Law is named in honor of Dillon Mueller, a native of Mishicot, Wisconsin, who tragically passed away in 2014 at just 18 years old after being stung by a bee that resulted in an anaphylactic reaction. At the time of the incident, epinephrine was not readily available and accessible. 

    Several states, including Wisconsin, Minnesota, and Indiana, have enacted versions of Dillon’s Law with strong bipartisan support. While Congress passed a similar measure in 2013 to support epinephrine programs in schools, this legislation expands access further by allowing any trained individual to administer epinephrine in the event of an emergency.  

    Read more about Dillon’s Story HERE. 

    “We’re working to prevent more heartbreaking tragedies like Dillon’s,” said Congressman Grothman. “No parent should ever have to experience the pain of losing a child simply because lifesaving medication wasn’t available in time. 

    “Dillon’s Law gives states the tools to train and empower everyday people to act in emergencies and save lives. Since Wisconsin enacted a version of this law in 2017, thousands of residents have been trained to use epinephrine in life-threatening situations. This commonsense, bipartisan solution is already making a difference in our state, and it can do the same nationwide. I urge my colleagues in Congress to support this bill, honor Dillon’s legacy, and help save lives.” 

    “Deaths like Dillon’s are heartbreaking and preventable, and we should empower good Samaritans to save lives,” said Congresswoman Dingell. “I’m proud to introduce Dillon’s Law with Rep. Grothman to help prepare individuals to respond to anaphylaxis and prevent tragedies like the one experienced by the Mueller family. We’ve seen programs like this work in my home state of Michigan, and we can help so many people by expanding this to the rest of the country.” 

    “Practicing allergists see firsthand how rapidly anaphylaxis can become life-threatening without immediate access to epinephrine,” said ACAAI President, Dr. James Tracy. “Dillon’s Law is a critical step forward in empowering trained individuals on school grounds to act swiftly and save lives. The American College of Allergy, Asthma, and Immunology (ACAAI) strongly supports this bipartisan effort to expand epinephrine access and Good Samaritan protections. This will help ensure no student or staff member loses their life because lifesaving treatment wasn’t readily available.” 

    “Expanding access to epinephrine will save lives,” said AAFA president and CEO, Kenneth Mendez. “Death from anaphylaxis – a potentially life-threatening allergic reaction – is preventable if epinephrine is administered quickly. By encouraging states to allow any trained individual to administer epinephrine at schools, Dillon’s Law will make it more likely that someone experiencing anaphylaxis receives emergency epinephrine when every second counts. We thank Representatives Grothman and Dingell for their leadership on this lifesaving legislation that helps prevent tragedies before they occur.” 

    “Dillon’s Law is about saving lives by ensuring that more people are prepared to respond to anaphylaxis emergencies when every second counts,” said Lynda Mitchell, CEO of Allergy & Asthma Network. “It empowers everyday citizens to step in during a severe allergic reaction and provide life-saving epinephrine, especially in communities where immediate medical help isn’t always available. We fully support this legislation and urge Congress to move it forward.” 

    “FARE applauds Representative Grothman on the introduction of Dillon’s Law, a common-sense, and cost-effective way to prevent future tragedies,” said Sung Poblete, PhD, RN, CEO of FARE. “Considering that on average, there are two children in every U.S. classroom affected by food allergy alone, the need for this legislation is great. Expanded definitions and protections that allow individuals to act in the event of an emergency, along with the recognition of needle-free epinephrine options are measures that are good for everyone.” 

    “On behalf of more than 431,000 nurse practitioners (NPs) nationwide, the American Association of Nurse Practitioners (AANP) thanks Congressman Grothman and all of the other Members of Congress who support Dillon’s Law for their leadership on this important bill,” said American Association of Nurse Practitioners President Valerie Fuller, PhD, DNP, AGACNP-BC, FNP-BC, FNAP, FAANP. “Prompt access to epinephrine is essential when someone is experiencing anaphylaxis and Dillon’s Law will play an important role in increasing the number of trained individuals who can administer this life-saving treatment in schools.” 

    Background Information 

    Anaphylaxis is a severe, life-threatening allergic reaction that can occur within minutes of exposure to triggers like insect stings, certain foods, or medications. In the U.S., it causes up to 1,000 deaths and hundreds of thousands of ER visits each year. 

    Dillon’s Law is named after Dillon Mueller, an 18-year-old from Mishicot, Wisconsin, who tragically died from anaphylaxis after a bee sting. Since his passing, Dillon’s parents have championed efforts to expand epinephrine training, leading to the passage of Dillon’s Law in Wisconsin in 2017. The program, certified by the Wisconsin Department of Health, has already helped save lives. 

    This legislation builds on the Public Health Service Act by prioritizing federal grant funding for states that allow trained individuals to administer epinephrine on school grounds. It also requires states to provide civil liability protections to trained responders who act in good faith. 

    By expanding access to lifesaving medication and empowering more individuals to respond in emergencies, Dillon’s Law strengthens community safety and helps prevent avoidable tragedies. 

    This bill is endorsed by the American College of Allergy, Asthma, and Immunology (ACAAI), Food Allergy Research & Education (FARE), Asthma and Allergy Foundation of America (AAFA), American Association of Nurse Practitioners (AANP), and Allergy & Asthma Network. 

    U.S. Rep. Glenn Grothman (R-Glenbeulah) proudly serves the people of Wisconsin’s 6th Congressional District in the U.S. House of Representatives 

    MIL OSI USA News

  • MIL-OSI: Buffalo Run Casino & Resort Selects QCI Go to Empower Hosts and Enhance Guest Engagement

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, July 22, 2025 (GLOBE NEWSWIRE) — Buffalo Run Casino & Resort has chosen Quick Custom Intelligence’s (QCI) Go, a native mobile app designed specifically for casino hosts, to elevate host productivity and deliver a superior guest experience.

    QCI Go provides hosts with powerful tools including player card scanning, real-time player lookup, seamless access to QCI Meet and QCI Events, and robust task management features—all in a user-friendly mobile interface. By putting these capabilities directly in the hands of hosts, QCI Go enables faster service, deeper guest relationships, and greater operational efficiency on the casino floor.

    Mary Jewett, Vice President and General Marketing at Buffalo Run Casino & Resort, expressed excitement about the implementation:
    “Bringing QCI Go to Buffalo Run Casino & Resort represents a significant advancement in how we empower our hosts to serve guests. With mobile access to key player information, events, and task management, our team can deliver personalized service in real time, enhancing both the guest experience and host effectiveness.”

    Dr. Ralph Thomas, CEO of QCI, shared his perspective on the partnership:
    “We are thrilled to deploy QCI Go at Buffalo Run Casino & Resort. By providing hosts with mobile access to the QCI platform, we enable them to deliver exceptional, timely service and foster stronger player relationships. This is a great example of how our mobile-first innovations help operators improve team productivity and guest satisfaction.”

    QCI Go is part of Quick Custom Intelligence’s broader commitment to innovation in the gaming industry, providing operators with state-of-the-art tools that support host teams, streamline operations, and drive meaningful guest engagement.

    ABOUT Buffalo Run Casino & Resort
    Owned and operated by the Peoria Tribe of Indians of Oklahoma, Buffalo Run Casino & Resort is future-focused on a gaming entertainment experience that both excites and exceeds guest expectations. Maintaining its reputation for a clean and friendly environment, it empowers team members and continues to elevate hospitality and guest experiences by investing in team member training and career development programs. Consequently, this strategic reinvestment into team members and property has resulted in earning the vote for one of the Best and Brightest Companies in the Nation to work for in 2022.

    Buffalo Run Casino & Resort has over 70,000 square feet of casino floor and features the area’s widest variety of slots and tables games. The resort also includes a non-smoking Hotel, Truckers Lounge with special amenities and offers, the Peoria Showplace in-door event center, the outdoor amphitheater, complimentary entertainment in the Backwoods Bar, an 18-hole championship golf course, two indoor Top Golf® bays, and a smoke-free high-end Player’s Lounge. Additionally, the Buffalo Run Casino & Resort offers three dining experiences including Coal Creek Restaurant with high-end cuisine, the Bistro with hand-tossed brick oven pizza, and the Backwoods Bar & Grill which claims the title for best in-house smoked barbecue in the area.

    Ongoing advancements to the property include the Peoria Showplace remodel, Hotel updates and restaurant remodel with more to come. New technology has been implemented to streamline offer redemption for guests that include self-serve kiosks for dining and promotions, digital core mail pieces, and a mobile app for monthly promotional information. Updates on the casino floor include in-game bonuses and upgraded slots. Innovation and strategic marketing decisions are powered by data driven technology (QCI), empowering the casino to customize the guest experience and increase loyalty in a highly competitive market.

    ABOUT QCI
    Quick Custom Intelligence (QCI) has pioneered the revolutionary QCI Enterprise Platform, an artificial intelligence platform that seamlessly integrates player development, marketing, and gaming operations with powerful, real-time tools designed specifically for the gaming and hospitality industries. Our advanced, highly configurable software is deployed in over 250 casino resorts across North America, Australia, New Zealand, Canada, Latin America, and Europe. The QCI AGI Platform, which manages more than $35 billion in annual gross gaming revenue, stands as a best-in-class solution, whether on-premises, hybrid, or cloud-based, enabling fully coordinated activities across all aspects of gaming or hospitality operations. QCI’s data-driven, AI-powered software propels swift, informed decision-making vital in the ever-changing casino industry, assisting casinos in optimizing resources and profits, crafting effective marketing campaigns, and enhancing customer loyalty. QCI was co-founded by Dr. Ralph Thomas and Mr. Andrew Cardno and is based in San Diego, with additional offices in Las Vegas, St. Louis, Dallas, and Tulsa. Main phone number: (858) 299.5715. Visit us at www.quickcustomintelligence.com.

    ABOUT Dr. Ralph Thomas
    Dr. Ralph Thomas is the Co-Founder and Chief Executive Officer of Quick Custom Intelligence. Ralph is a product visionary in applied analytics and the founder of two companies that deliver solutions in casino gaming, education, and adult learning. As a gaming industry veteran, Dr. Thomas has substantial experience implementing analytics into single and multi-property gaming companies to drive tangible and measurable gains to the bottom line and has built business intelligence tools for multibillion-dollar casinos. Dr. Thomas is co-author of seven books and over 80 articles on applied analytics and data science in gaming, an inventor on dozens of patents, and understands gaming from raw data up through casino operations, giving him a unique, 360-degree view of the industry.

    The MIL Network

  • MIL-OSI Submissions: Yellowknife’s Giant Mine: Canada downplayed arsenic exposure as an Indigenous community was poisoned

    Source: The Conversation – Canada – By Arn Keeling, Professor, Department of Geography, Memorial University of Newfoundland

    Giant Mine, just north of Yellowknife, N.W.T., in September 2011. The gold mine officially opened in 1948 and was operational for over 50 years before it was closed in 2004. (John Sandlos)

    Decades of gold mining at Giant Mine in Yellowknife, Northwest Territories, has left a toxic legacy: 237,000 tonnes of arsenic trioxide dust stored in underground chambers.

    As a multi-billion government remediation effort to clean up the mine site and secure the underground arsenic ramps up, the Canadian government is promising to deal with the mine’s disastrous consequences for local Indigenous communities.

    In March, the minister for Crown-Indigenous relations appointed a ministerial special representative, Murray Rankin, to investigate how historic mining affected the treaty rights of the Yellowknives Dene First Nation.

    We document this history in our forthcoming book, The Price of Gold: Mining, Pollution, and Resistance in Yellowknife, exposing how colonialism, corporate greed and lax regulation led to widespread air and water pollution, particularly affecting Tatsǫ́t’ıné (Yellowknives Dene) communities.

    We also highlight the struggle for pollution controls and public health led by Tatsǫ́t’ıné and their allies, including mine workers.

    Sickness from Giant Mine

    The story begins when prospectors discovered a rich gold ore body at Giant Mine in the 1930s. While mining started at the nearby Con Mine in the late 1930s, Giant’s development was interrupted by the Second World War. Only with new investment and the lifting of wartime labour restrictions in 1948 did Giant Mine start production.

    Mining at Giant was a challenge. Much of the gold was locked within arsenopyrite formations, and to get at it, workers needed to crush, then roast the gold ore at very high temperatures.

    This burned off the arsenic in the ore before using cyanide treatment to extract gold. One byproduct of this process was thousands of tonnes per day of arsenic trioxide, sent up a smokestack into the local environment.

    In addition to being acutely toxic, arsenic trioxide is also linked to lung and skin cancers, though scientific understanding of environmental exposures was inconclusive at the time.

    Archival records show that federal public health officials recommended the roaster be shut down until arsenic emissions could be controlled. But the company and federal mining regulators dragged their feet, fearing the economic impact.

    The result, in 1951, was the poisoning death of at least one Dene child on Latham Island (now Ndilǫ), near the mine; his family was compensated a paltry $750. Many Dene in Ndilǫ relied on snow melt for drinking water, and there were reports of widespread sickness in the community. Local animals, including dairy cattle and sled dogs, also became sick and died.

    Only after this tragedy did the federal government force the company to implement pollution controls. The control system was not terribly effective at first, though as it improved, arsenic emissions dropped dramatically from nearly 12,000 pounds per day to around 115 pounds per day in 1959. Thousands of tonnes of arsenic captured through this process was collected and stored in mined-out chambers underground.

    Fighting back against pollution

    Throughout the 1960s, public health officials continually downplayed concerns about arsenic exposure in Yellowknife, whether via drinking water or on local vegetables.

    By the 1970s, however, latent public health concerns over arsenic exposure in Yellowknife became a major national media story. It began with a CBC Radio As it Happens episode in 1975 that unearthed an unreleased government report documenting widespread, chronic arsenic exposure in the city. Facing accusations of a cover-up, the federal government dismissed health concerns even as it set up a local study group to investigate them.

    Suspicious of government studies and disregard for local health risks, Indigenous communities and workers took matters into their own hands. A remarkable alliance emerged between the Indian Brotherhood of the Northwest Territories and the United Steelworkers of America (the union representing Giant Mine workers) to undertake their own investigations.

    They conducted hair samplings of Dene children and mine workers — the population most exposed to arsenic in the community — and submitted them for laboratory analysis.

    The resulting report accused the federal government of suppressing health information and suggested children and workers were being poisoned. The controversy made national headlines yet again, prompting an independent inquiry by the Canadian Public Health Association.

    The association’s 1978 report somewhat quelled public concern. But environmental and public health advocates in Yellowknife continued their fight for pollution reduction through the 1980s.

    Giant’s toxic afterlife

    As Giant Mine entered the turbulent final decade of its life, including a violent lockout in 1992, public concern mounted over the growing environmental liabilities. Most urgently, people living in and near Yellowknife began to realize that enough arsenic trioxide had been stored underground over the years to poison every human on the planet four times over.

    Without constant pumping of groundwater out of the mine, the highly soluble arsenic could seep into local waterways, including Yellowknife Bay. When the company that owned the mine, Royal Oak Mines, went bankrupt in 1999, it left no clear plan for the remediation of this toxic material, and very little money to deal with it.

    The federal government assumed primary responsibility for the abandoned mine and, in the quarter century since, developed plans to clean up the site and stabilize the arsenic underground by freezing it — an approach that will cost more than $4 billion.

    Public concern and activism by Yellowknives Dene First Nation and other Yellowknifers prompted a highly contested environmental assessment and the creation of an independent oversight body, the Giant Mine Oversight Board in 2015. Under the current remediation strategy, the toxic waste at Giant Mine will require perpetual care, imposing a financial and environmental burden on future generations.

    The long history of historical injustice resulting from mineral development and pollution around Yellowknife remains unaddressed. In support of calls for an apology and compensation, the Yellowknives Dene First Nation recently published reports that include oral testimony and other evidence of impacts on their health and land in their traditional territory.

    Hopefully, the Canadian government’s appointment of the special representative means the colonial legacy of the mine will finally be addressed. Giant Mine serves as a warning about the current push from governments and industry to ram through development projects without environmental assessments or Indigenous consultations.

    Extractive projects may generate short-term wealth, but they also compromise the national interest if they saddle the public with enormous costs and long-term consequences.

    Arn Keeling receives funding from the Social Sciences and Humanities Research Council and National Sciences and Engineering Research Council of Canada.

    John Sandlos receives funding from the Social Sciences and Humanities Research Council of Canada.

    ref. Yellowknife’s Giant Mine: Canada downplayed arsenic exposure as an Indigenous community was poisoned – https://theconversation.com/yellowknifes-giant-mine-canada-downplayed-arsenic-exposure-as-an-indigenous-community-was-poisoned-261002

    MIL OSI

  • MIL-OSI Analysis: As Sri Lanka’s economy pivots from tourism, it’s well placed to benefit from global trade and geopolitical jostling – new research

    Source: The Conversation – UK – By Hemamali Tennakoon, Senior Lecturer in Strategy and Management, Brunel University of London

    Dmytro Buianskyi/Shutterstock

    With its natural beauty, wildlife and culture, Sri Lanka is known as the “pearl of the Indian Ocean”, and attracts millions of tourists every year.

    But my research suggests that the country might not be so reliant on tourism in the future, as it looks to become a major player in global maritime trade. The island’s numerous harbours and enviable location along international sea routes have led to major investment from China and the US, as they seek to extend their strategic influence in the region.

    That investment is being welcomed after years of economic and political turmoil in Sri Lanka.

    The Easter bombings of 2019 targeted Catholic churches and hotels, killing 269 people and devastating tourism. The same year, significant tax cuts slashed government revenue before COVID did serious damage to the economy.

    In 2021, a ban on chemical fertilisers led to nationwide agricultural failure, while excessive borrowing and money printing triggered soaring inflation, which peaked at 70% in August 2022. The country ended up failing to pay its foreign debts.

    Following huge protests in 2022 and the resignation of the president, Sri Lanka began a major political and economic shift. It secured a bailout from the International Monetary Fund and implemented reforms aimed at stabilising the economy.

    So far, some of the effects have been positive. Inflation has eased, investor confidence has improved and more tea, clothing and rubber products are being exported up.

    Key to this has been improved logistics and port infrastructure. Business at the port of Colombo, the country’s largest, is booming, aided in part by global shipping disruptions, including the Red Sea crisis, which rerouted vessels through the Indian Ocean.

    But international maritime ambitions can be a complex affair, and Sri Lanka needs to be wary of becoming just a well-positioned commodity for the world’s economic superpowers.

    China for example, has secured a controversial 99-year lease of Hambantota port. India, wary of Chinese encroachment, has ramped up its own investments, including the development of a container terminal in Colombo.

    In 2023, the US announced a US$500 million (£372 million) plan to develop a deep-water shipping container terminal at the port of Colombo. And the potential US tariffs of 30% on imports from Sri Lanka have been interpreted by some as a pressure tactic to get greater access to its waters.

    Balancing these interests is a delicate act. While foreign investment is crucial for infrastructure development, Sri Lanka needs to protect its sovereignty and ensure that port operations serve national, not just international, interests.

    My research suggests that one way of building a resilient and diverse Sri Lankan economy would be to focus on its surrounding waters. Sri Lanka’s vast “exclusive economic zone”, an area of sea where it controls marine resources, holds massive untapped potential.

    Blue economy

    This potential lies in traditional sectors like fisheries and tourism, but also emerging industries such as marine biotechnology.

    This growing field offers opportunities in things like bioengineering and marine-based pharmaceuticals. With other countries rapidly advancing in these sectors, Sri Lanka is well-positioned to follow suit and become a regional leader in the blue economy (economic activities associated with the sustainable use of ocean resources).

    Business is booming in the port of Colombo.
    shutterlk/Shutterstock

    But there is still a complex web of geopolitical interests and economic pressures to navigate, as well as environmental challenges.

    At the moment for example, the Sri Lankan government is making plans for the deep natural port at Trincomalee to become a major marine repair and refuelling centre between Dubai and Singapore. Other proposed projects include offshore wind farms and oil rig facilities.

    The country also needs to compete with the likes of Malaysia, which is investing heavily in AI-driven port operations. To stay competitive, Sri Lanka must modernise infrastructure and streamline processes.

    And despite the progress, challenges persist. Poverty in Sri Lanka has doubled since 2021, while youth unemployment remains high.

    Sri Lanka faces rising maritime threats like piracy and illegal fishing, requiring stronger maritime surveillance. Simultaneously, port expansion risks damaging marine ecosystems. Green technologies and stricter environmental regulations are essential for long-term security and sustainability.

    Sri Lanka’s strategic location and maritime heritage offer a foundation for economic renewal. With wise governance, sustainability, and balanced geopolitics, its ports could once again become vital gateways to regional prosperity and global trade.

    Hemamali Tennakoon 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. As Sri Lanka’s economy pivots from tourism, it’s well placed to benefit from global trade and geopolitical jostling – new research – https://theconversation.com/as-sri-lankas-economy-pivots-from-tourism-its-well-placed-to-benefit-from-global-trade-and-geopolitical-jostling-new-research-261231

    MIL OSI Analysis

  • MIL-OSI USA News: American Steelmakers Are Thriving Under President Trump

    Source: US Whitehouse

    The U.S. steel industry is back under President Donald J. Trump. After languishing under a Biden-era stranglehold — plagued by unfair foreign competition, job losses, and weakened national security as imports flooded the market and domestic production stalled — the steel industry is quickly roaring back to life.

    U.S. steelmakers are proving that strong leadership and protective tariffs are the keys to revitalizing American manufacturing.

    • Ohio-based Cleveland-Cliffs announced record steel shipments in Q2 2025.
      • CEO Lourenco Goncalves: “Cliffs is a major supplier of steel to the automotive manufacturers, and the Trump Administration continues to show strong support to both the domestic steel and the domestic automotive sectors. We have started to see the positive impact that tariffs have on domestic manufacturing, protecting domestic jobs and national security. We expect this trend to continue, promoting the resurgence of the American automotive industry supported by a thriving domestic steel industry.”
    • Indiana-based Steel Dynamics saw a 39% increase in operating income and a 19% increase in adjusted EBITDA in Q2 2025.
    • North Carolina-based Nucor expects its Q2 2025 earnings to be approximately four times higher than the preceding quarter.
    • President Trump’s perpetual Golden Share as part of the investment in Pittsburgh-based U.S. Steel protects the iconic American company’s financial health and ensures its jobs cannot be exported — a win-win for American workers and industry.

    MIL OSI USA News

  • MIL-OSI: BoldSign® by Syncfusion® Earns 2025 SaaS Awards Finalist Honors and Five G2 Summer Badges

    Source: GlobeNewswire (MIL-OSI)

    RESEARCH TRIANGLE PARK, N.C., July 22, 2025 (GLOBE NEWSWIRE) — Syncfusion®, Inc., the enterprise technology provider of choice, today announced that its e-signature solution, BoldSign®, has been named a finalist in the 2025 SaaS Awards in multiple categories. Additionally, BoldSign has secured five Leader badges in G2’s Summer 2025 Grid® Reports.

    BoldSign is a SaaS Awards Finalist in the Highest Customer Satisfaction with a SaaS Product and Best SaaS for Sustainability and Ethical Impact categories.

    In the latest reports from leading review platform G2, BoldSign earned the following recognitions:

    Additional information can be found on the BoldSign blog.

    “BoldSign removes friction from everyday agreements while giving developers full control,” said Daniel Jebaraj, CEO of Syncfusion®. “Recognition from the SaaS Awards judges and hundreds of verified G2 reviewers affirms that BoldSign delivers real, measurable value through its thoughtful feature set, robust security, and developer-friendly approach.”

    The SaaS Awards, operated by global cloud computing awards body The Cloud Awards, spotlight the most innovative and impactful cloud software worldwide. BoldSign is backed by enterprise-grade SOC 2®-certified security, industry-recognized customer support, qualified electronic signature support, and extensive integration capabilities. These enable development teams to embed modern, paper-free signing in any application while helping organizations reduce paper waste and meet sustainability goals.

    BoldSign offers simple, flexible pricing (as well as a free plan), straightforward APIs, and a growing feature set, giving teams a faster, more affordable path to legally binding e-signatures. For more information or to start a free trial, visit boldsign.com.

    About Syncfusion®, Inc.
    Headquartered in the technology hub of Research Triangle Park, N.C., Syncfusion, Inc. delivers an award-winning ecosystem of developer control suites, embeddable BI platforms, and business software. Syncfusion was founded in 2001 with a single software component and a mission to support businesses of all sizes—from individual developers and start-ups to Fortune 500 enterprises. Though its pilot product, the Essential Studio® suite, has grown to over 1,900 developer controls, its mission remains the same. With offices in the U.S., India, and Kenya, Syncfusion prioritizes the customer experience by providing feature-rich solutions to help developers and enterprises solve complex problems, save money, and build high-performance, robust applications.

    Contact: Brittany Kearns
    Phone: 571-271-7211
    Email: brittany@crossroadsb2b.com

    The MIL Network

  • MIL-OSI Security: Bapchule Man Sentenced to 20 Years in Prison for Stabbing Death

    Source: Office of United States Attorneys

    PHOENIX, Ariz. – Daryl Patrick Johns, 46, of Bapchule, Arizona, a member of the Gila River Indian Community, was sentenced on July 17 by U.S. District Judge Douglas L. Rayes to 20 years in prison, followed by five years of supervised release.

    On February 15, 2023, Johns stabbed and killed the victim on the Gila River Indian Community. Johns pleaded guilty on November 1, 2024, to Second Degree Murder.     

    The Gila River Police Department and the FBI Phoenix Indian Country squad conducted the investigation in this case. Assistant U.S. Attorney Raynette Logan, District of Arizona, Phoenix, handled the prosecution.

    CASE NUMBER:           CR-23-1639-PHX-DLR
    RELEASE NUMBER:    2025-122_Johns

    # # #

    For more information on the U.S. Attorney’s Office, District of Arizona, visit http://www.justice.gov/usao/az/
    Follow the U.S. Attorney’s Office, District of Arizona, on Twitter @USAO_AZ for the latest news.

    MIL Security OSI

  • MIL-OSI Security: Bapchule Man Sentenced to 20 Years in Prison for Stabbing Death

    Source: Office of United States Attorneys

    PHOENIX, Ariz. – Daryl Patrick Johns, 46, of Bapchule, Arizona, a member of the Gila River Indian Community, was sentenced on July 17 by U.S. District Judge Douglas L. Rayes to 20 years in prison, followed by five years of supervised release.

    On February 15, 2023, Johns stabbed and killed the victim on the Gila River Indian Community. Johns pleaded guilty on November 1, 2024, to Second Degree Murder.     

    The Gila River Police Department and the FBI Phoenix Indian Country squad conducted the investigation in this case. Assistant U.S. Attorney Raynette Logan, District of Arizona, Phoenix, handled the prosecution.

    CASE NUMBER:           CR-23-1639-PHX-DLR
    RELEASE NUMBER:    2025-122_Johns

    # # #

    For more information on the U.S. Attorney’s Office, District of Arizona, visit http://www.justice.gov/usao/az/
    Follow the U.S. Attorney’s Office, District of Arizona, on Twitter @USAO_AZ for the latest news.

    MIL Security OSI

  • Defence, diaspora and digital: PM Modi’s UK trip to reinforce bilateral agenda

    Source: Government of India

    Source: Government of India (4)

    Prime Minister Narendra Modi will undertake a two-nation visit from July 23 to 26, starting with the United Kingdom at the invitation of British Prime Minister Keir Starmer. This will be his fourth official visit to the UK, reaffirming the growing depth and breadth of India-UK ties, particularly in defence, innovation, healthcare, education, and diaspora engagement.

    Defence cooperation between the two countries spans joint exercises, technological collaboration, and knowledge exchange. The Indian and British armed forces regularly participate in bilateral and multilateral drills. In 2023, the Indian Navy joined Exercise Konkan in the Arabian Sea, while the Indian Air Force took part in Exercise Cobra Warrior at Royal Air Force Waddington. The Indian Army participated in the seventh edition of Exercise Ajeya Warrior held in Salisbury, UK. A major multinational air exercise, Exercise Tarang Shakti, is scheduled for August 2024. These engagements reflect a strategic partnership aimed at enhancing operational synergy and promoting indigenous defence production under India’s Make in India initiative.

    In the area of science and technology, India and the UK have established themselves as close partners, with joint research programmes amounting to $387–516 million (approx. £300–400 million). The India-UK Science and Innovation Council, which convenes biennially, provides the framework for cooperation in emerging technologies such as artificial intelligence, clean energy, pandemic preparedness, and quantum science. During the April 2023 SIC meeting in the UK, an MoU was signed for expanded collaboration, including the creation of a new India-UK Net Zero Innovation Virtual Centre focused on industrial decarbonisation. India was also named a partner country in the UK’s International Science Partnership Fund, building upon the Newton-Bhabha Fund legacy.

    Healthcare cooperation saw a pivotal moment during the COVID-19 pandemic, particularly with the joint development of the AstraZeneca vaccine by the UK and the Serum Institute of India. In July 2022, both nations signed the India-UK Framework Agreement for collaboration on healthcare workforce, aiming to streamline the recruitment and training of healthcare professionals. As per UK government data from June 2023, 60,533 Indian nationals are working in the National Health Service (NHS), the second-highest after British citizens. Among doctors in the NHS, 18 percent are of Asian origin, including 10,865 Indians. There are 31,992 Indian nurses and 11,499 clinical support staff, reflecting India’s critical contribution to the UK’s healthcare system.

    Education continues to be a key pillar of the bilateral relationship. The number of Indian students enrolling in UK universities has consistently risen since 2015-16, with an estimated 170,000 currently studying in the country. A landmark development under India’s New Education Policy: the University of Southampton’s Gurugram campus was recently inaugurated, becoming the first fully operational foreign university campus in India under UGC regulations. Further boosting collaboration, both nations signed a mutual recognition of academic qualifications MoU in July 2022.

    Mobility and migration are being actively facilitated under the Migration and Mobility Partnership Agreement signed in May 2021. The Young Professional Scheme, announced in November 2022 by Prime Ministers Narendra Modi and Rishi Sunak on the sidelines of the G20 Bali Summit, enables 3,000 young graduates between 18 and 30 years of age to live and work in each other’s countries for up to two years.

    The Indian diaspora in the UK remains a cornerstone of bilateral relations. According to the 2021 Census, 1.864 million people of Indian origin reside in the UK, forming 2.6 percent of its population. Of these, 369,000 hold Indian passports. The diaspora has made significant contributions across academia, medicine, science, arts, business, and politics. A report by Grant Thornton and FICCI in 2022 identified over 65,000 Indian diaspora-owned businesses in the UK. Among them, 654 companies with annual revenues exceeding $129,000 (approx. £100,000) together generated $47.5 billion (approx. £36.84 billion) in revenue, paid over $1.29 billion (approx. £1 billion) in corporate taxes, invested more than $2.58 billion (approx. £2 billion) in capital expenditure, and supported over 174,000 jobs.

  • MIL-OSI United Nations: Supercharging Clean Energy Will Repair Humankind’s Relationship with Climate, Fuel Economic Growth, Secretary-General Says, Noting $2 Trillion Invested in 2024

    Source: United Nations General Assembly and Security Council

    Following is UN Secretary-General António Guterres’ address on climate action “A Moment of Opportunity:  Supercharging the Clean Energy Age”, in New York today:

    The headlines are dominated by a world in trouble.  By conflict and climate chaos.  By rising human suffering.  By growing geopolitical divides.  But amidst the turmoil, another story is being written.  And its implications will be profound.

    Throughout history, energy has shaped the destiny of humankind — from mastering fire to harnessing steam to splitting the atom.  Now, we are on the cusp of a new era.  Fossil fuels are running out of road.  The sun is rising on a clean energy age.

    Just follow the money.  Two trillion dollars went into clean energy last year — that’s $800 billion more than fossil fuels and up almost 70 per cent in 10 years.  And new data released today from the International Renewable Energy Agency shows that solar — not so long ago four times the cost of fossil fuels — is now 41 per cent cheaper.  Offshore wind — 53 per cent. And over 90 per cent of new renewables worldwide produced electricity for less than the cheapest new fossil fuel alternative.

    This is not just a shift in power.  This is a shift in possibility.  Yes, in repairing our relationship with the climate.  Already, the carbon emissions saved by solar and wind globally are almost equivalent to what the whole European Union produces in a year.

    But this transformation is fundamentally about energy security and people’s security.  It’s about smart economics.  Decent jobs, public health, advancing the Sustainable Development Goals.  And delivering clean and affordable energy to everyone, everywhere.

    Today, we are releasing a special report with the support of UN agencies and partners — the International Energy Agency, the International Monetary Fund (IMF), International Renewable Energy Agency, the Organisation for Economic Cooperation and Development (OECD) and the World Bank.

    The report shows how far we have come in the decade since the Paris Agreement sparked a clean energy revolution.  And it highlights the vast benefits — and actions needed — to accelerate a just transition globally.

    Renewables already nearly match fossil fuels in global installed power capacity.  And that’s just the beginning.  Last year, almost all the new power capacity built came from renewables.  And every continent on Earth added more renewables capacity than fossil fuels.  The clean energy future is no longer a promise.  It’s a fact.  No government.  No industry. No special interest can stop it.

    Of course, the fossil fuel lobby of some fossil fuel companies will try — and we know the lengths to which they will go. But I have never been more confident that they will fail — because we have passed the point of no return.

    For three powerful reasons.  First, market economics.  For decades, emissions and economic growth rose together.  No more.  In many advanced economies, emissions have peaked, but growth continues.

    In 2023 alone, clean energy sectors drove 10 per cent of global gross domestic product (GDP) growth.  In India, 5 per cent.  The United States, 6 per cent.  China — a leader in the energy transition — 20 per cent.  And in the European Union, nearly 33 per cent.  And clean energy sector jobs now outnumber fossil fuel jobs — employing almost 35 million people worldwide.

    Even Texas — the heart of the American fossil fuel industry — now leads the United States in renewables.  Why?  Because it makes economic sense.

    And yet fossil fuels still enjoy a 9-to-1 advantage in consumption subsidies globally — a clear market distortion.  Add to that the unaccounted costs of climate damages on people and planet — and the distortion is even greater.

    Countries that cling to fossil fuels are not protecting their economies — they are sabotaging them.  Driving up costs.  Undermining competitiveness.  Locking in stranded assets.  And missing the greatest economic opportunity of the twenty-first century.

    Second — renewables are here to stay because they are the foundation of energy security and sovereignty. Let’s be clear:  The greatest threat to energy security today is in fossil fuels.  They leave economies and people at the mercy of price shocks, supply disruptions and geopolitical turmoil.  Just look at Russia’s invasion of Ukraine.  A war in Europe led to a global energy crisis.  Oil and gas prices soared.  Electricity and food bills followed.  In 2022 average households around the world saw energy costs jump 20 per cent.

    Modern and competitive economies need stable, affordable energy. Renewables offer both.  There are no price spikes for sunlight.  No embargoes on wind.  Renewables can put power — literally and figuratively — in the hands of people and governments.  And almost every nation has enough sun, wind, or water to become energy self-sufficient.  Renewables mean real energy security.  Real energy sovereignty.  And real freedom from fossil-fuel volatility.

    The third and final reason why there is no going back on renewables: Easy access.  You can’t build a coal plant in someone’s backyard.  But you can deliver solar panels to the most remote village on Earth.  Solar and wind can be deployed faster, cheaper and more flexibly than fossil fuels ever could.  And while nuclear will be part of the global energy mix, it can never fill the access gaps.

    All of this is a game changer for the hundreds of millions of people still living without electricity — most of them in Africa, a continent bursting with renewable potential. By 2040, Africa could generate 10 times more electricity than it needs — entirely from renewables.

    We are already seeing small-scale and off-grid renewable technologies lighting homes, and powering schools and businesses in remote areas.  And in places like Pakistan for example, people power is fuelling a solar surge — consumers are driving the clean energy boom.

    The energy transition is unstoppable.  But the transition is not yet fast enough or fair enough.  OECD countries and China account for 80 per cent of renewable power capacity installed worldwide.  Brazil and India make up nearly 10 per cent.  Africa — just 1.5 per cent.

    Meanwhile, the climate crisis is laying waste to lives and livelihoods.  Climate disasters in small island States have wiped out over 100 per cent of GDP.  In the United States, they are pushing insurance premiums through the roof.

    And the 1.5-degree limit is in unprecedented peril.  To keep it within reach, we must drastically speed up the reduction of emissions — and the reach of the clean energy transition.  With manufacturing capacity racing, prices plummeting, and COP30 [Thirtieth Session of the Conference of the Parties to the United Nations Framework Convention on Climate Change] fast approaching…  This is our moment of opportunity.  We must seize it.  We can do so by taking action in six opportunity areas.

    First — by using new national climate plans to go all-out on the energy transition.  Too often, governments send mixed messages:  Bold renewable targets on one day.  New fossil fuel subsidies and expansions the next.

    The next national climate plans, or NDCs, are due in a matter of months.  They must bring clarity and certainty.  Group of Twenty (G20) countries must lead. They produce 80 per cent of global emissions.  The principle of common but differentiated responsibilities must apply but every country must do more.  Ahead of COP30 in Brazil this November, they must submit new plans.

    I invite leaders to present their new NDCs at an event I will host in September, during General Assembly High-level week.   These must: cover all emissions, across the entire economy; align with the 1.5-degree limit; integrate energy, climate and sustainable development priorities into one coherent vision; and deliver on global promises to double energy efficiency and triple renewables capacity by 2030, and to accelerate the transition away from fossil fuels.  These plans must be backed by long-term road maps for a just transition to net-zero energy systems — in line with global net-zero by 2050.

    And they must be underpinned by policies that show that the clean energy future is not just inevitable — but investable.  Policies that create clear regulations and a pipeline of projects.  That enhance public-private partnerships — unlocking capital and innovation.  That put a meaningful price on carbon.  And that end subsidies and international public finance for fossil fuels — as promised.

    Second, this is our moment of opportunity to build the energy systems of the twenty-first century.  The technology is moving ahead.  In just 15 years, the cost of battery storage systems for electricity grids has dropped over 90 per cent.

    But here’s the problem.  Investments in the right infrastructure are not keeping up.  For every dollar invested in renewable power, just 60 cents go to grids and storage.  That ratio should be one-to-one.

    We are building renewable power — but not connecting it fast enough.  There’s three times more renewable energy waiting to be plugged into grids than was added last year.  And fossil fuels still dominate the global total energy mix.

    We must act now and invest in the backbone of a clean energy future:  In modern, flexible and digital grids — including regional integration.  In a massive scale-up of energy storage.  In charging networks — to power the electric vehicle revolution.

    On the other hand, we need energy efficiency but also electrification — across buildings, transport and industry. This is how we unlock the full promise of renewables — and build energy systems that are clean, secure and fit for the future.

    Third, this is our moment of opportunity to meet the world’s surging energy demand sustainably.  More people are plugging in.  More cities are heating up — with soaring demand for cooling.  And more technologies — from AI to digital finance — are devouring electricity.  Governments must aim to meet all new electricity demand with renewables.

    AI can boost efficiency, innovation and resilience in energy systems.  And we must take profit in it.  But it is also energy hungry.  A typical AI data centre eats up as much electricity as 100,000 homes.  The largest ones will soon use 20 times that.  By 2030, data centres could consume as much electricity as all of Japan does today.

    This is not sustainable — unless we make it so.  And the technology sector must be out front.  Today I call on every major tech firm to power all data centres with 100 per cent renewables by 2030.

    And — along with other industries — they must use water sustainably in cooling systems.  The future is being built in the cloud.  It must be powered by the sun, the wind and the promise of a better world.

    Fourth, this is the moment of opportunity for a just energy transition. The clean energy that we must deliver must also deliver equity, dignity and opportunity for all.

    That means governments leading a just transition.  With support, education and training — for fossil fuel workers, young people, women, Indigenous Peoples and others — so that they can thrive in the new energy economy.  With stronger social protection — so no one is left behind.  And with international cooperation to help low-income countries that are highly-dependent on fossil fuels and struggling to make the shift.

    But justice doesn’t stop here.  The critical minerals that power the clean energy revolution are often found in countries that have long been exploited.  And today, we see history repeating.  Communities mistreated.  Rights trampled.  Environments trashed.  Nations stuck at the bottom of value chains — while others reap rewards.  And extractive models digging deeper holes of inequality and harm.  This must end.

    Developing countries can play a major role in diversifying sources of supply. The UN Panel on Critical Energy Transition Minerals has shown the way forward — with a path grounded in human rights, justice and equity.

    Today, I call on governments, businesses and civil society to work with us to deliver its recommendations.  Let’s build a future that is not only green — but just.  Not only fast — but fair.  Not only transformative — but inclusive.

    Fifth, we have a moment of opportunity to use trade and investment to supercharge the energy transition.  Clean energy needs more than ambition.  It needs access — to technologies, materials and manufacturing.

    But these are concentrated in just a few countries.  And global trade is fragmenting.

    Trade policy must support climate policy.  Countries committed to the new energy era must come together to ensure that trade and investment drive it forward.  By building diverse, secure and resilient supply chains.  By cutting tariffs on clean energy goods.  By unlocking investment and trade — including through South-South cooperation. And by modernizing outdated investment treaties — starting with Investor-State Dispute Settlement provisions.

    Today, fossil fuel interests are weaponizing these provisions to delay the transition, particularly in several developing countries.  Reform is urgent.  The race for the new must not be a race for the few.  It must be a relay — shared, inclusive and resilient.  Let’s make trade a tool for transformation.

    Sixth and finally, this is our moment of opportunity to unleash the full force of finance — driving investment to markets with massive potential.  Despite soaring demand and vast renewables potential — developing countries are being locked out of the energy transition.

    Africa is home to 60 per cent of the world’s best solar resources.  But it received just 2 per cent of global clean energy investment last year.  Zoom out, and the picture is just as stark.

    In the last decade, only 1 in every 5 clean energy dollars went to emerging and developing countries outside China.  To keep the 1.5-degree limit alive — and deliver universal energy access – annual clean energy investment in those countries must rise more than fivefold by 2030.

    That demands bold national policies.  And concrete international action to:  Reform the global financial architecture.  Drastically increase the lending capacity of multilateral development banks — making them bigger, bolder and better able to leverage massive amounts of private finance at reasonable costs.  And take effective action on debt relief — and scale up proven tools like debt for climate swaps.

    Today, developing countries pay outlandish sums for both debt and equity financing — in part because of outdated risk models, bias and broken assumptions that boost the cost of capital.  Credit ratings agencies and investors must modernize.

    We need a new approach to risk that reflects:  the promise of clean energy; the rising cost of climate chaos; and the danger of stranded fossil fuel assets.  I urge parties to unite to solve the complex challenges facing some developing countries in the energy transition — such as early retirement of coal plants.

    The fossil fuel age is flailing and failing.  We are in the dawn of a new energy era.  An era where cheap, clean, abundant energy powers a world rich in economic opportunity.  Where nations have the security of energy autonomy.  And the gift of power is a gift for all.

    That world is within reach.  But it won’t happen on its own.  Not fast enough.  Not fair enough.  It is up to us.  We have the tools to power the future for humanity.  Let’s make the most of them.  This is our moment of opportunity.

    MIL OSI United Nations News

  • PM Modi’s fourth UK visit to spotlight $53.75 billion bilateral trade and FTA gains

    Source: Government of India

    Source: Government of India (4)

    Prime Minister Narendra Modi will embark on a two-nation visit on Wednesday, beginning with an official tour to the United Kingdom at the invitation of UK Prime Minister Keir Starmer from July 23-24. This will mark his fourth visit to the UK, underscoring the deepening ties between the two nations, especially in the realm of economic cooperation.

    India and the UK share a strong and steadily growing economic partnership, reflected in robust trade figures and expanding investment flows. Bilateral trade between the two countries stood at approximately $53.75 billion in 2024, with Indian exports valued at around $32.5 billion and imports at about $21.25 billion. Trade in goods contributed $22.5 billion, while the services sector accounted for nearly $31.25 billion.

    Investment flows between the two countries continue to deepen. The UK ranks as the sixth-largest inward investor in India, with a cumulative equity investment of $35 billion as of September 2024. On the other hand, Indian investments in the UK amounted to $19 billion till March 2024. There are currently 971 Indian companies operating in the UK, employing over 1 lakh people. Meanwhile, 667 British companies are active in India, providing employment to more than 5 lakh people.

    A key development in bilateral economic relations has been the successful conclusion of the India-UK Free Trade Agreement (FTA) and the Double Contribution Convention. These landmark announcements were made during a telephonic conversation between the two Prime Ministers on May 6, 2025, following three years of negotiations. The FTA, one of India’s most comprehensive, spans 26 chapters, covering sectors such as goods, services, rules of origin, intellectual property rights, government procurement, digital trade, telecom, financial services, environment, and labour.

    Two institutional mechanisms have played a pivotal role in driving the India-UK economic agenda. The India-UK Joint Economic and Trade Committee (JETCO), launched on January 13, 2005, is designed to strengthen strategic economic ties through a business-driven approach. The 15th JETCO meeting took place in New Delhi on January 13, 2022, co-chaired by India’s Commerce and Industry Minister Shri Piyush Goyal and UK’s then Secretary of State for International Trade, Ms. Anne-Marie Trevelyan. It was during this meeting that both nations formally launched negotiations for the FTA.

    The India-UK Economic and Financial Dialogue (EFD), established on February 4, 2005, has been instrumental in shaping macroeconomic cooperation. The 13th EFD meeting was held in London on April 9, 2025, led by the Finance Ministers of both countries. Discussions focused on boosting infrastructure collaboration, enhancing fintech partnerships, promoting sustainable finance, and advancing knowledge exchange.

  • PM Modi’s fourth UK visit to spotlight $53.75 billion bilateral trade and FTA gains

    Source: Government of India

    Source: Government of India (4)

    Prime Minister Narendra Modi will embark on a two-nation visit on Wednesday, beginning with an official tour to the United Kingdom at the invitation of UK Prime Minister Keir Starmer from July 23-24. This will mark his fourth visit to the UK, underscoring the deepening ties between the two nations, especially in the realm of economic cooperation.

    India and the UK share a strong and steadily growing economic partnership, reflected in robust trade figures and expanding investment flows. Bilateral trade between the two countries stood at approximately $53.75 billion in 2024, with Indian exports valued at around $32.5 billion and imports at about $21.25 billion. Trade in goods contributed $22.5 billion, while the services sector accounted for nearly $31.25 billion.

    Investment flows between the two countries continue to deepen. The UK ranks as the sixth-largest inward investor in India, with a cumulative equity investment of $35 billion as of September 2024. On the other hand, Indian investments in the UK amounted to $19 billion till March 2024. There are currently 971 Indian companies operating in the UK, employing over 1 lakh people. Meanwhile, 667 British companies are active in India, providing employment to more than 5 lakh people.

    A key development in bilateral economic relations has been the successful conclusion of the India-UK Free Trade Agreement (FTA) and the Double Contribution Convention. These landmark announcements were made during a telephonic conversation between the two Prime Ministers on May 6, 2025, following three years of negotiations. The FTA, one of India’s most comprehensive, spans 26 chapters, covering sectors such as goods, services, rules of origin, intellectual property rights, government procurement, digital trade, telecom, financial services, environment, and labour.

    Two institutional mechanisms have played a pivotal role in driving the India-UK economic agenda. The India-UK Joint Economic and Trade Committee (JETCO), launched on January 13, 2005, is designed to strengthen strategic economic ties through a business-driven approach. The 15th JETCO meeting took place in New Delhi on January 13, 2022, co-chaired by India’s Commerce and Industry Minister Shri Piyush Goyal and UK’s then Secretary of State for International Trade, Ms. Anne-Marie Trevelyan. It was during this meeting that both nations formally launched negotiations for the FTA.

    The India-UK Economic and Financial Dialogue (EFD), established on February 4, 2005, has been instrumental in shaping macroeconomic cooperation. The 13th EFD meeting was held in London on April 9, 2025, led by the Finance Ministers of both countries. Discussions focused on boosting infrastructure collaboration, enhancing fintech partnerships, promoting sustainable finance, and advancing knowledge exchange.

  • MIL-OSI Banking: Samsung Launches Galaxy F36 5G with Premium Leather Finish, Segment-Leading Camera and AI Innovations in India

    Source: Samsung

     
    Samsung, India’s largest consumer electronics brand, today announced the launch of Galaxy F36 5G to deliver a superior smartphone experience to users. Galaxy F36 5G comes with several segment-leading features that sets it apart from its predecessors. Galaxy F36 5G stands out with a premium leather finish, 50MP OIS triple camera with Nightography, Corning® Gorilla® Glass Victus®+ protection and advanced AI innovations.
     
    “With Galaxy F36 5G, we are reiterating our commitment to empower our consumers’ lives with powerful, future-ready devices. Galaxy F36 5G further accelerates the democratization of mobile AI, bringing cutting-edge AI features and capabilities within everyone’s reach, enabling users to unlock their full potential,” said Akshay S Rao, Director, MX Business, Samsung India.
     
    AI Camera
    Galaxy F36 5G comes with an advanced 50MP OIS (Optical Image Stabilization) triple camera setup, enabling you to shoot high-resolution, shake free photos and blur free videos. Galaxy F36 5G features Auto Night Mode, taking the Nightography experience to a whole new level by allowing you to capture crystal-clear low-light shots and videos. You can capture sharper and clearer night portraits thanks to AI stereo depth map technology.
     
    Users can record 4K videos with both the front and rear cameras. Galaxy F36 5G comes with fantastic mobile AI features such as Object Eraser, which instantly removes unwanted objects or people from photos; Image Clipper, which helps users extract a subject from an image and separate it from the background; and Edit Suggestions, which provides AI-powered recommendations for photo and video editing, taking the user experience to a whole new level.
     
    AI-Led Convenience
    Furthering the democratization of mobile AI to even more devices in the Galaxy ecosystem, Galaxy F36 5G comes with Circle to Search with Google. Additionally, it introduces new AI experience with Gemini Live, bringing real-time visual conversations with AI to Galaxy users. It allows for natural, conversational interactions with the Gemini AI assistant through voice, camera, and screen sharing. You can talk to Gemini, ask it to brainstorm ideas, explore topics, or even practice for important moments.
     
    Design and Display
    Designed for young consumers and built to impress, Galaxy F36 5G features a premium leather finish which is crafted to perfection and will come in three refreshing colours – Luxe Violet, Coral Red and Onyx Black. Galaxy F36 5G is only 7.7mm slim and features segment-leading Corning® Gorilla® Glass Victus®+ protection – making it extremely tough as well as ergonomic.
     
    Galaxy F36 5G features a 6.7-inch Full HD+ Super AMOLED display with 120Hz refresh rate and Vision Booster technology making it the perfect device for an unparalleled viewing experience even in the harsh outdoor lighting conditions.
     
    Powerful Processor
    Galaxy F36 5G is powered by the fast and power-efficient Exynos 1380 processor. Along with the 5nm based processor, Galaxy F36 5G also comes with a large vapor cooling chamber, which ensures efficient heat dissipation, providing users with a lag-free gaming experience and super smooth processing. For long sessions of browsing, binge watching and gaming, Galaxy F36 5G packs in 5000mAh battery. The device supports 25W fast charging, giving more power in less time.
     
    Galaxy Experiences
    Galaxy F36 5G offers segment-best 6 generations of Android upgrades and 6 years of security updates, ensuring a future-ready experience. Galaxy F36 5G comes with One UI 7 out of the box, bringing simple, impactful and emotive design as well as streamlined and cohesive experience to Galaxy users.
     
    Galaxy F36 5G aims to revolutionize consumer experience with ‘made in India’ innovations such as Voice Focus that cuts the ambient noise for an amazing calling experience. Galaxy F36 5G also features Quick Share which enables users to instantly share files, photos and documents with other devices, even if they are faraway, including your laptop and tab, privately.
     
    Galaxy F36 5G also features one of Samsung’s most innovative security features: Samsung Knox Vault. The hardware-based security system offers comprehensive protection against both hardware and software attacks. It includes Samsung’s innovative Tap & Pay feature with Samsung Wallet allowing consumers to make secure payments effortlessly.
     

    Product
    Variant
    Introductory Price
    Offers

    Galaxy F36 5G
    6GB+128GB
    INR 16499
     
     
    Including INR 1000 Introductory Offer

    8GB+128GB
    INR 17999

    8GB+256GB
    INR 20999

     
     
     
     

    MIL OSI Global Banks

  • India’s global outreach continues: PM Modi to visit UK, Maldives

    Source: Government of India

    Source: Government of India (4)

    Prime Minister Narendra Modi will embark on a two-nation tour on Wednesday, visiting the United Kingdom and the Maldives from July 23 to 26, aiming to strengthen India’s global diplomatic engagements.

    At the invitation of UK Prime Minister Keir Starmer, Prime Minister Modi will undertake an official visit to the United Kingdom from July 23 to 24. This will be his fourth visit to the UK, reflecting the growing warmth and depth of the bilateral relationship.

    India and the United Kingdom share historical ties that have evolved into a robust and mutually beneficial partnership. A major milestone in the relationship was achieved during the India-UK virtual summit on 4 May 2021, when Prime Minister Modi and then UK Prime Minister Boris Johnson established a Comprehensive Strategic Partnership and adopted an ambitious India-UK Roadmap 2030. This roadmap continues to steer cooperation across various sectors including trade, security, education, technology, and climate change.

    The visit also comes in the wake of the recent general elections in the UK held on 4 July 2024, where the Labour Party returned to power after 14 years, winning 412 out of 650 seats. Keir Starmer assumed office as Prime Minister, and PM Modi extended his congratulations during a telephonic conversation on 6 July, also inviting him for an early visit to India.

    In its election manifesto, the Labour Party pledged to pursue a new strategic partnership with India, focusing on the conclusion of a Free Trade Agreement (FTA) and deepening cooperation in critical sectors. The two leaders had earlier met on the sidelines of the G20 Leaders’ Summit in Brazil in November 2024 and briefly interacted again during the G7 Summit in Canada in June 2025.

    Following the terrorist attack in Pahalgam in April 2025, Prime Minister Starmer had spoken to PM Modi to convey his condolences and support. On 6 May 2025, both leaders held a telephonic conversation and announced the successful conclusion of the India-UK FTA and the Double Taxation Avoidance Convention, marking a historic development in bilateral ties.

    High-level exchanges have been a consistent feature of India-UK relations. President Droupadi Murmu visited London in September 2022 to attend the State Funeral of Her Majesty Queen Elizabeth II and met King Charles III during her visit. Vice President Jagdeep Dhankhar represented India at the Coronation of King Charles III in May 2023 and engaged with global leaders during his visit. He also addressed members of the Indian community and interacted with Indian-origin UK MPs and students.

    Prime Minister Modi had earlier met former UK Prime Minister Rishi Sunak on multiple occasions, including during the G20 Summit in India in September 2023 and at the G7 Summit in Italy in June 2024. Their discussions covered progress on the India-UK FTA and other key areas under the Roadmap 2030. Sunak’s official visit to India in 2023 and bilateral engagements in Japan and Bali further contributed to the growing momentum in the relationship. Notably, the Young Professionals Scheme was launched following their meeting in Bali in 2022, enhancing mobility for youth between the two countries.

    In April 2022, then UK Prime Minister Boris Johnson visited India and held wide-ranging discussions with PM Modi. The visit saw the announcement of an ‘Open General Export Licence’ for Indian companies and the signing of MoUs in nuclear energy and global innovation, along with a joint statement on cyber cooperation.

    Earlier, in November 2021, Prime Minister Modi had visited the UK to attend the COP26 World Leaders’ Summit in Glasgow, where he and Prime Minister Boris Johnson jointly launched the One Sun, One World, One Grid (OSOWOG) initiative under the International Solar Alliance and the Infrastructure for Resilient Island States (IRIS) initiative under the Coalition for Disaster Resilient Infrastructure.

    Lok Sabha Speaker Om Birla visited the UK in January 2025 and held bilateral talks with the Speaker of the House of Commons, Lindsay Hoyle, underscoring the strong parliamentary ties between the two democracies.

  • MIL-OSI United Nations: Secretary-General’s remarks on Climate Action “A Moment of Opportunity: Supercharging the Clean Energy Age” [as delivered; scroll down for All-French]

    Source: United Nations secretary general

    Excellencies,

    Ladies and gentlemen,

    Friends joining us from around the world,  

    The headlines are dominated by a world in trouble. 

    By conflict and climate chaos.

    By rising human suffering.

    By growing geo-political divides.

    But amidst the turmoil, another story is being written.

    And its implications will be profound.

    Throughout history, energy has shaped the destiny of humankind – from mastering
    fire, to harnessing steam, to splitting the atom.

    Now, we are on the cusp of a new era. 

    Fossil fuels are running out of road.

    The sun is rising on a clean energy age.

    Just follow the money.

    $2 trillion went into clean energy last year – that’s $800 billion more than fossil fuels, and up almost 70% in ten years.

    And new data released today from the International Renewable Energy Agency shows that solar – not so long ago four times the cost of fossil fuels – is now 41% cheaper.

    Offshore wind – 53%.

    And over 90% of new renewables worldwide produced electricity for less than the cheapest new fossil fuel alternative.

    This is not just a shift in power.  This is a shift in possibility.

    Yes, in repairing our relationship with the climate.

    Already, the carbon emissions saved by solar and wind globally are almost equivalent to what the whole European Union produces in a year.

    But this transformation is fundamentally about energy security and people’s security.

    It’s about smart economics.

    Decent jobs, public health, advancing the Sustainable Development Goals. 

    And delivering clean and affordable energy to everyone, everywhere.

    Today, we are releasing a special report with the support of UN agencies and partners — the International Energy Agency, the IMF, IRENA, the OECD and the World Bank.

    The report shows how far we have come in the decade since the Paris Agreement sparked a clean energy revolution.  And it highlights the vast benefits – and actions needed – to accelerate a just transition globally.

    Renewables already nearly match fossil fuels in global installed power capacity.

    And that’s just the beginning. 

    Last year, almost all the new power capacity built came from renewables. 

    And every continent on Earth added more renewables capacity than fossil fuels.

    The clean energy future is no longer a promise.  It’s a fact. 

    No government.  No industry.  No special interest can stop it. 

    Of course, the fossil fuel lobby of some fossil fuel companies will try – and we know the lengths to which they will go.

    But I have never been more confident that they will fail – because we have passed the point of no return.  

    For three powerful reasons. 

    First, market economics.

    For decades, emissions and economic growth rose together.

    No more.

    In many advanced economies, emissions have peaked, but growth continues.

    In 2023 alone, clean energy sectors drove 10% of global GDP growth.

    In India, 5%.  The United States, 6%. China – a leader in the energy transition – 20%.

    And in the European Union, nearly 33%.

    And clean energy sector jobs now outnumber fossil fuel jobs – employing almost 35 million people worldwide.

    Even Texas – the heart of the American fossil fuel industry – now leads the US in renewables.

    Why?  Because it makes economic sense.

    And yet fossil fuels still enjoy a 9 to 1 advantage in consumption subsidies globally – a clear market distortion. 

    Add to that the unaccounted costs of climate damages on people and planet – and the distortion is even greater.

    Countries that cling to fossil fuels are not protecting their economies – they are sabotaging them.

    Driving up costs.

    Undermining competitiveness.

    Locking-in stranded assets.

    And missing the greatest economic opportunity of the 21st century.

    Excellencies,
    Dear friends,

    Second — renewables are here to stay because they are the foundation of energy security and sovereignty.

    Let’s be clear:  The greatest threat to energy security today is in fossil fuels.

    They leave economies and people at the mercy of price shocks, supply disruptions, and geopolitical turmoil. 

    Just look at Russia’s invasion of Ukraine.  

    A war in Europe led to a global energy crisis.

    Oil and gas prices soared.

    Electricity and food bills followed.
     
    In 2022 average households around the world saw energy costs jump 20%. 

    Modern and competitive economies need stable, affordable energy.  Renewables offer both.

    There are no price spikes for sunlight.

    No embargoes on wind.

    Renewables can put power – literally and figuratively – in the hands of people and governments.

    And almost every nation has enough sun, wind, or water to become energy self-sufficient.

    Renewables mean real energy security.  Real energy sovereignty. And real freedom from fossil-fuel volatility.

    Dear friends,

    The third and final reason why there is no going back on renewables:  Easy access.

    You can’t build a coal plant in someone’s backyard.

    But you can deliver solar panels to the most remote village on earth.

    Solar and wind can be deployed faster, cheaper and more flexibly than fossil fuels ever could.

    And while nuclear will be part of the global energy mix, it can never fill the access gaps.

    All of this is a game-changer for the hundreds of millions of people still living without electricity – most of them in Africa, a continent bursting with renewable potential.

    By 2040, Africa could generate 10 times more electricity than it needs – entirely from renewables.   

    We are already seeing small-scale and off-grid renewable technologies lighting homes, and powering schools and businesses in remote areas.

    And in places like Pakistan for example, people-power is fueling a solar surge – consumers are driving the clean energy boom. 

    Excellencies,
    Dear friends,

    The energy transition is unstoppable.

    But the transition is not yet fast enough or fair enough. 

    OECD countries and China account for 80% of renewable power capacity installed worldwide.

    Brazil and India make up nearly 10%.

    Africa — just 1.5%.

    Meanwhile, the climate crisis is laying waste to lives and livelihoods.

    Climate disasters in small island states have wiped out over 100% of GDP. 

    In the United States, they are pushing insurance premiums through the roof. 

    And the 1.5 degree limit is in unprecedented peril.

    To keep it within reach, we must drastically speed up the reduction of emissions – and the reach of the clean energy transition.

    With manufacturing capacity racing, prices plummeting, and COP30 fast approaching…

    This is our moment of opportunity.

    We must seize it.

    We can do so by taking action in six opportunity areas.  

    First – by using new national climate plans to go all-out on the energy transition. 

    Too often, governments send mixed messages:

    Bold renewable targets on one day.  New fossil fuel subsidies and expansions the next. 

    The next national climate plans, or NDCs, are due in a matter of months.

    They must bring clarity and certainty.

    G20 countries must lead.  They produce 80% of global emissions. 

    The principle of common but differentiated responsibilities must apply but every country must do more.

    Ahead of COP30 in Brazil this November, they must submit new plans.

    I invite leaders to present their new NDCs at an event I will host in September, during General Assembly High-level week. These must:

    Cover all emissions, across the entire economy.

    Align with the 1.5 degree limit.

    Integrate energy, climate and sustainable development priorities into one coherent vision.

    And deliver on global promises:

    To double energy efficiency and triple renewables capacity by 2030.

    And to accelerate the transition away from fossil fuels.

    These plans must be backed by long-term roadmaps for a just transition to net-zero energy systems – in line with global net-zero by 2050.

    And they must be underpinned by policies that show that the clean energy future is not just inevitable – but investable. 

    Policies that create clear regulations and a pipeline of projects.

    That enhance public-private partnerships – unlocking capital and innovation.

    That put a meaningful price on carbon.

    And that end subsidies and international public finance for fossil fuels – as promised. 

    Second, this is our moment of opportunity to build the energy systems of the 21st century. 

    The technology is moving ahead.   

    In just fifteen years, the cost of battery storage systems for electricity grids has dropped over 90%. 

    But here’s the problem. 

    Investments in the right infrastructure are not keeping up. 

    For every dollar invested in renewable power, just 60 cents go to grids and storage. 

    That ratio should be one-to-one. 

    We are building renewable power – but not connecting it fast enough.

    There’s three times more renewable energy waiting to be plugged into grids than was added last year.

    And fossil fuels still dominate the global total energy mix.

    We must act now and invest in the backbone of a clean energy future:

    In modern, flexible and digital grids – including regional integration.

    In a massive scale-up of energy storage.

    In charging networks – to power the electric vehicle revolution.

    On the other hand we need energy efficiency but also  electrification — across buildings, transport and industry.

    This is how we unlock the full promise of renewables – and build energy systems that are clean, secure and fit for the future.

    Third, this is our moment of opportunity to meet the world’s surging energy demand sustainably.

    More people are plugging in.

    More cities are heating up – with soaring demand for cooling.

    And more technologies – from AI to digital finance – are devouring electricity.

    Governments must aim to meet all new electricity demand with renewables.

    AI can boost efficiency, innovation, and resilience in energy systems. And we must take profit in it.

    But it is also energy-hungry.

    A typical AI data-center eats-up as much electricity as 100,000 homes.

    The largest ones will soon use twenty times that. 

    By 2030, data centres could consume as much electricity as all of Japan does today.

    This is not sustainable – unless we make it so.

    And the technology sector must be out front.

    Today I call on every major tech firm to power all data centres with 100% renewables by 2030.

    And – along with other industries – they must use water sustainably in cooling systems.

    The future is being built in the cloud.

    It must be powered by the sun, the wind, and the promise of a better world.  

    Excellencies
    Dear friends,

    Fourth, this is the moment of opportunity for a just energy transition.

    The clean energy that we must deliver  must also deliver equity, dignity and opportunity for all.

    That means governments leading a just transition.

    With support, education and training – for fossil fuel workers, young people, women, Indigenous Peoples and others – so that they can thrive in the new energy economy.

    With stronger social protection – so no one is left behind. 

    And with international cooperation to help low-income countries that are highly-dependent on fossil fuels and struggling to make the shift.

    But justice doesn’t stop here.

    The critical minerals that power the clean energy revolution are often found in countries that have long been exploited.

    And today, we see history repeating. 

    Communities mistreated.

    Rights trampled.

    Environments trashed.

    Nations stuck at the bottom of value chains – while others reap rewards.

    And extractive models digging deeper holes of inequality and harm.

    This must end.

    Developing countries can play a major role in diversifying sources of supply. 

    The UN Panel on Critical Energy Transition Minerals has shown the way forward – with a path grounded in human rights, justice and equity.

    Today, I call on governments, businesses and civil society to work with us to deliver its recommendations.

    Let’s build a future that is not only green – but just.

    Not only fast – but fair. 

    Not only transformative – but inclusive.

    Fifth, we have a moment of opportunity to use trade and investment to supercharge the energy transition.

    Clean energy needs more than ambition.

    It needs access – to technologies, materials, and manufacturing.

    But these are concentrated in just a few countries.

    And global trade is fragmenting.

    Trade policy must support climate policy.

    Countries committed to the new energy era must come together to ensure that trade and investment drive it forward.

    By building diverse, secure, and resilient supply chains.

    By cutting tariffs on clean energy goods.

    By unlocking investment and trade – including through South-South cooperation.

    And by modernizing outdated investment treaties – starting with Investor-State Dispute Settlement provisions.

    Today, fossil fuel interests are weaponizing these provisions to delay the transition, particularly in several developing countries.

    Reform is urgent.

    The race for the new must not be a race for the few.

    It must be a relay – shared, inclusive and resilient.

    Let’s make trade a tool for transformation. 

    Sixth and finally, this is our moment of opportunity to unleash the full force of finance – driving investment to markets with massive potential.

    Despite soaring demand and vast renewables potential — developing countries are being locked out of the energy transition.

    Africa is home to 60% of the world’s best solar resources.  But it received just 2% of global clean energy investment last year.

    Zoom out, and the picture is just as stark. 

    In the last decade, only one in every five clean energy dollars went to emerging and developing countries outside China.

    To keep the 1.5 degree limit alive — and deliver universal energy access – annual clean energy investment in those countries must rise more than fivefold by 2030. 

    That demands bold national policies.  And concrete international action to: 

    Reform the global financial architecture.

    Drastically increase the lending capacity of multilateral development banks — making them bigger, bolder, and better able to leverage massive amounts of private finance at reasonable costs;

    And take effective action on debt relief – and scale up proven tools like debt for climate swaps. 

    Today, developing countries pay outlandish sums for both debt and equity financing – in part because of outdated risk models, bias and broken assumptions that boost the cost of capital.

    Credit ratings agencies and investors must modernize.
     
    We need a new approach to risk that reflects:

    The promise of clean energy.

    The rising cost of climate chaos.

    And the danger of stranded fossil fuel assets.

    I urge parties to unite to solve the complex challenges facing some developing countries in the energy transition – such as early retirement of coal plants. 

    Excellencies,
    Dear friends,

    The fossil fuel age is flailing and failing.

    We are in the dawn of a new energy era.

    An era where cheap, clean, abundant energy powers a world rich in economic opportunity.

    Where nations have the security of energy autonomy.

    And the gift of power is a gift for all.

    That world is within reach.

    But it won’t happen on its own.

    Not fast enough.

    Not fair enough.

    It is up to us. 

    We have the tools to power the future for humanity.   

    Let’s make the most of them. 

    This is our moment of opportunity. 

    And I Thank you.

                                                                                                                                                                                                  ****
    [All-French]

    Excellences,

    Mesdames et Messieurs,

    Chers amis présents avec nous depuis le monde entier,

    L’actualité est dominée par les maux de la planète.

    Par les conflits et le chaos climatique.

    Par la multiplication des souffrances humaines.

    Par des dissensions géopolitiques croissantes.

    Mais au milieu de cette tourmente, autre chose est en train de se jouer.

    Quelque chose qui aura de profondes répercussions.

    Tout au long de l’histoire, l’énergie a présidé aux destinées de l’humanité
    – du feu à l’atome, en passant par la vapeur.

    Aujourd’hui, nous entrons dans une ère nouvelle.

    Les énergies fossiles sont en bout de course.

    Nous sommes à l’aube d’une ère des énergies propres.

    Il suffit d’observer les flux financiers.

    L’année dernière, 2 000 milliards de dollars ont été investis dans les énergies propres : c’est 800 milliards de dollars de plus que pour les énergies fossiles et cela représente une hausse de près de 70 % en 10 ans.

    Et de nouvelles données publiées aujourd’hui par l’Agence internationale pour les énergies renouvelables montrent que l’énergie solaire, qui était quatre fois plus chère que les énergies fossiles il y a peu de temps encore, est aujourd’hui 41 % moins chère.

    L’éolien en mer – 53 % moins cher.

    Et le coût de l’électricité produite par plus de 90 % des nouvelles énergies renouvelables dans le monde est inférieur au coût du nouveau combustible fossile le moins cher.

    C’est un tournant. Non seulement sur le plan énergétique, mais aussi du point de vue des possibilités qui s’offrent à nous.

    Car oui, nous pouvons assainir notre rapport au climat.

    Les énergies solaire et éolienne permettent d’ores et déjà d’économiser au niveau mondial une quantité d’émissions de carbone presque équivalente à l’ensemble des émissions annuelles de l’Union européenne.

    Mais plus fondamentalement, il y va de la sécurité énergétique et de la sécurité des personnes.

    De la gestion avisée de l’économie.

    Des emplois décents, de la santé publique et de la réalisation des objectifs de développement durable.

    Et de la capacité de mettre à la disposition des populations du monde entier une énergie propre et abordable.

    Aujourd’hui, nous publions un rapport spécial avec le soutien d’organismes des Nations Unies et d’organisations partenaires – l’Agence internationale de l’énergie, le Fonds monétaire international, l’Agence internationale pour les énergies renouvelables, l’Organisation de coopération et de développement économiques et la Banque mondiale.

    Ce rapport illustre le chemin parcouru au cours de la décennie écoulée, depuis que l’Accord de Paris a ouvert la voie à une révolution de l’énergie propre. Il montre que nous avons beaucoup à gagner d’une transition rapide et juste à l’échelle mondiale, pour peu que nous prenions les mesures voulues.

    Au niveau mondial, la puissance installée des énergies renouvelables est déjà presque comparable à celle des énergies fossiles.

    Et ce n’est qu’un début.

    L’année dernière, la quasi-totalité de l’énergie fournie par les nouvelles capacités de production était renouvelable.

    Sur tous les continents, on a créé plus de capacités de production d’énergie provenant de sources renouvelables que provenant de combustibles fossiles.

    Les sources d’énergie renouvelable ont généré près d’un tiers de l’électricité mondiale.

    L’énergie propre n’est plus une promesse d’avenir. C’est une réalité.

    Aucun gouvernement, aucune industrie, aucun intérêt particulier ne saurait l’arrêter.

    Bien entendu, le lobby des combustibles fossiles de certaines entreprises s’y emploiera, et nous savons jusqu’où il peut aller.

    Mais – j’en ai désormais la certitude – tous ses efforts sont voués à l’échec, car il est trop tard pour revenir en arrière.

    Il y a trois raisons de poids à cela.

    Premièrement, les marchés.

    Pendant des décennies, l’augmentation des émissions est allée de pair avec celle de la croissance économique.

    Ce n’est plus le cas.

    Dans de nombreuses économies avancées, les émissions plafonnent, mais l’économie continue de croître.

    Rien qu’en 2023, le secteur de l’énergie propre a contribué à hauteur de 10 % à la croissance du PIB mondial.

    En Inde, 5 %. Aux États-Unis, 6 %. En Chine – l’un des leaders de la transition énergétique –, 20 %.

    Et dans l’Union européenne, près de 33 %.

    Et le secteur des énergies propres emploie désormais 35 millions de personnes dans le monde, soit plus que le secteur des énergies fossiles.

    Même le Texas, cœur de l’industrie fossile américaine, est aujourd’hui le premier producteur d’énergies renouvelables aux États-Unis.

    Pourquoi ? Parce que c’est une question de bon sens économique.

    Et ce, en dépit d’une distorsion manifeste du marché au profit des énergies fossiles, qui bénéficient de subventions à la consommation neuf fois plus importantes que les renouvelables au niveau mondial.

    Si l’on ajoute à cela le coût non comptabilisé des dommages subis par les populations et la planète à cause des changements climatiques, la distorsion est encore plus marquée.

    Les pays qui s’accrochent aux énergies fossiles ne protègent pas leur économie, ils la sabotent.

    Ils poussent les coûts à la hausse.

    Ils freinent leur compétitivité.

    Ils se condamnent à avoir des actifs bloqués.

    Et ils passent à côté de la plus grande promesse économique du XXIe siècle.

    Excellences, Chers amis,

    En deuxième lieu, les énergies renouvelables sont promises à un bel avenir, car elles sont au cœur de la sécurité et de la souveraineté énergétiques.

    Disons-le clairement : les combustibles fossiles constituent aujourd’hui la plus grande menace pour la sécurité énergétique.

    Ils laissent les économies et les populations à la merci des variations de prix, des ruptures d’approvisionnement et des turbulences géopolitiques.

    C’est ce que l’on a vu lors de l’invasion de l’Ukraine par la Russie.

    Une guerre en Europe a entraîné une crise énergétique mondiale.

    Les cours du pétrole et du gaz ont grimpé en flèche.

    Et les factures d’électricité et les dépenses alimentaires leur ont emboîté le pas.
     
    En 2022, les ménages ont vu leurs dépenses énergétiques augmenter de 20 % en moyenne dans le monde.

    Les économies modernes et compétitives ont besoin d’un approvisionnement énergétique stable, à un prix abordable. Les énergies renouvelables permettent d’avoir les deux.

    La lumière du soleil n’est pas sujette aux flambées de prix.

    Le vent ne peut être soumis à aucun embargo.

    En leur fournissant de l’électricité, les énergies renouvelables peuvent mettre le pouvoir entre les mains des citoyens et des États.

    Or, presque tous les pays ont suffisamment de soleil, de vent ou d’eau pour devenir autosuffisants sur le plan énergétique.

    Les énergies renouvelables sont la solution pour une véritable sécurité énergétique. Une véritable souveraineté énergétique. Et une véritable protection contre la volatilité associée aux combustibles fossiles.

    Chers amis,

    Troisième et dernière raison pour laquelle les énergies renouvelables sont désormais incontournables : la facilité d’accès.

    On ne peut pas construire une centrale à charbon au fond d’un jardin.

    Mais on peut installer des panneaux solaires dans le village le plus isolé de la planète.

    Le solaire et l’éolien peuvent être déployés plus rapidement, plus facilement, et pour moins cher que les énergies fossiles ne pourront jamais l’être.

    Et bien que le nucléaire soit amené à faire partie du bouquet énergétique mondial, il ne pourra jamais résorber les inégalités d’accès.

    Tout cela change la donne pour les centaines de millions de personnes qui vivent encore sans électricité, pour la plupart en Afrique, continent qui regorge de sources d’énergies renouvelables inexploitées.

    À l’horizon 2040, l’Afrique pourrait avoir une production d’électricité 10 fois supérieure à ses besoins, uniquement grâce au renouvelable.

    Déjà, des dispositifs autonomes de production d’énergie renouvelable à petite échelle servent à éclairer des maisons et à alimenter des écoles et des entreprises dans les zones reculées.

    Et dans des pays comme le Pakistan, le solaire s’impose grâce à l’impulsion des citoyens : ce sont les consommateurs qui sont à l’origine du boom des énergies propres.

    Excellences, Chers amis,

    Rien ne peut arrêter la transition énergétique.

    Mais cette transition n’est encore ni assez rapide ni assez équitable.

    Les pays de l’OCDE et la Chine représentent 80 % de la capacité de production d’énergie renouvelable installée dans le monde.

    Le Brésil et l’Inde, près de 10 %.

    L’Afrique, seulement 1,5 %.

    Pendant ce temps, des vies et des moyens de subsistance sont anéantis par la crise climatique.

    Dans certains petits États insulaires, les catastrophes climatiques ont coûté plus de 100 % du PIB.

    Aux États-Unis, elles font exploser les primes d’assurance.

    Et la limite de 1,5 degré devient plus que jamais un vœu pieux.

    Pour que cet objectif reste à notre portée, nous devons au plus vite réduire les émissions et étendre l’envergure de la transition vers les énergies propres.

    Les capacités de production se multiplient, les prix chutent et la COP30 approche à grands pas.

    Nous nous trouvons donc à un moment décisif.

    Ne le laissons pas passer.

    Le moment est venu d’agir dans six domaines porteurs.

    Premièrement, nous devons saisir l’occasion de faire des nouveaux plans climatiques nationaux le moteur d’une transition énergétique irréversible.

    Trop souvent, les gouvernements envoient des messages contradictoires :

    Un jour, des objectifs ambitieux en matière d’énergies renouvelables. Le lendemain, de nouvelles subventions aux combustibles fossiles et des mesures qui favorisent leur expansion.

    Les prochains plans d’action nationaux sur le climat – également connus sous le nom de contributions déterminées au niveau national – doivent être présentés dans quelques mois.

    Ils devront être source de clarté et de certitude.

    Les pays du G20 doivent être à la manœuvre. Ils sont responsables de 80 % des émissions mondiales.

    Le principe des responsabilités communes mais différenciées doit être appliqué, mais tous les pays doivent redoubler d’effort.

    En prévision de la COP30, qui se tiendra au Brésil en novembre, ils doivent présenter de nouveaux plans.

    J’invite les dirigeants à présenter leurs nouvelles contributions déterminées au niveau national lors d’une manifestation que j’organiserai en septembre, durant la semaine de haut niveau de l’Assemblée générale. Ces contributions devront :

    Couvrir toutes les émissions, dans tous les secteurs de l’économie.

    Ne pas dépasser la limite de 1,5 degré.

    Se fonder sur une approche cohérente intégrant les priorités liées à l’énergie, au climat et au développement durable.

    Et tenir les promesses qui ont été faites au niveau mondial, à savoir :

    Multiplier par deux l’efficacité énergétique et par trois les capacités en énergies renouvelables d’ici à 2030.

    Et accélérer l’abandon progressif des combustibles fossiles.

    Ces plans devront être assortis de feuilles de route à long terme permettant d’assurer une transition équitable vers des systèmes énergétiques à zéro émission nette, conformément à l’objectif fixé pour 2050.

    Et ils doivent s’accompagner de politiques qui montrent qu’un avenir alimenté par des énergies propres est inéluctable et mérite d’être soutenu par des investissements.

    Des politiques qui instaurent un cadre réglementaire clair et favorisent l’émergence d’un vivier de projets.

    Qui renforcent les partenariats public-privé en mobilisant des capitaux et en stimulant l’innovation.

    Qui assurent la tarification effective du carbone.

    Et qui marquent la fin des subventions et des financements publics internationaux destinés aux combustibles fossiles – comme promis.

    Deuxièmement, nous devons saisir l’occasion de bâtir les systèmes énergétiques du XXIe siècle.

    La technologie progresse.

    En l’espace de quinze ans seulement, le coût des systèmes de stockage par batterie pour réseaux électriques a chuté de plus de 90 %.

    Mais il y a un problème.

    Les investissements dans les infrastructures nécessaires ne suivent pas.

    Pour chaque dollar investi dans les énergies renouvelables, 0,6 dollar seulement est consacré aux réseaux et au stockage.

    Le rapport devrait être d’un pour un.

    Nous produisons de l’énergie renouvelable, mais nous ne l’intégrons pas assez vite aux réseaux.

    La quantité d’énergie renouvelable en attente de raccordement est trois fois supérieure à celle effectivement mise en service l’an dernier.

    Et le bouquet énergétique mondial reste dominé par les combustibles fossiles.

    Nous devons agir dès maintenant et investir dans l’architecture d’un avenir placé sous le signe des énergies propres.

    Dans des réseaux modernes, souples et informatisés – ainsi que dans l’intégration régionale.

    Dans une augmentation massive de la capacité de stockage d’énergie.

    Dans les réseaux de recharge – pour alimenter la révolution des véhicules électriques.

    D’un autre côté, nous avons besoin l’efficacité énergétique et l’électrification dans les secteurs du bâtiment, des transports et de l’industrie.

    C’est ainsi que nous tirerons pleinement parti des possibilités offertes par les énergies renouvelables et que nous bâtirons des systèmes propres, sûrs et adaptés au monde de demain.

    Troisièmement, nous devons saisir l’occasion de répondre durablement à l’augmentation de la demande énergétique mondiale.

    De plus en plus de personnes sont raccordées aux réseaux.

    De plus en plus de villes se réchauffent, ce qui entraîne une hausse de la demande de climatisation.

    Et de plus en plus de technologies – de l’intelligence artificielle à la finance numérique – consomment une quantité d’électricité colossale.

    Pour répondre à l’augmentation de la demande d’électricité, les gouvernements doivent privilégier le renouvelable.

    L’intelligence artificielle peut rendre les systèmes énergétiques plus efficaces, plus innovants et plus résilients.

    Mais elle est aussi extrêmement énergivore.

    Un centre de données IA typique engloutit autant d’électricité que 100 000 foyers.

    Bientôt, les plus grands centres consommeront 20 fois plus.

    D’ici à 2030, ils pourraient utiliser autant d’électricité que l’ensemble de la population japonaise actuelle.

    Cette situation n’est pas viable – et c’est à nous d’y remédier.

    Le secteur de la technologie doit montrer la voie.

    Aujourd’hui, je demande à toutes les grandes entreprises technologiques de faire en sorte que tous leurs centres de données fonctionnent aux énergies renouvelables d’ici à 2030.

    Elles doivent également veiller – tout comme d’autres secteurs – à utiliser durablement l’eau nécessaire aux systèmes de refroidissement.

    L’avenir se construit dans le nuage.

    Il doit être alimenté par le soleil, le vent et la promesse d’un monde meilleur.

    Excellences, Chers amis,

    Quatrièmement, nous devons saisir l’occasion d’assurer une transition énergétique juste.

    L’ère de l’énergie propre doit garantir l’équité et la dignité et ouvrir de nouvelles perspectives pour l’humanité tout entière.

    Cela signifie que les gouvernements doivent prendre les rênes d’une transition juste.

    En assurant l’accompagnement, l’éducation et la formation des personnes qui travaillent pour l’industrie fossile, des jeunes, des femmes, des peuples autochtones et d’autres, afin qu’ils puissent prospérer dans une économie reposant sur les énergies nouvelles.

    En assurant une meilleure protection sociale pour que personne ne soit laissé pour compte.

    Et en renforçant la coopération internationale en vue d’aider les pays à faible revenu qui sont largement tributaires des combustibles fossiles et pour lesquels la transition est difficile.

    Mais la justice ne se limite pas à cela.

    Les minéraux critiques qui alimentent la révolution des énergies propres se trouvent souvent dans des pays qui ont longtemps été exploités.

    Aujourd’hui, nous voyons l’histoire se répéter.

    Des populations malmenées.

    Leurs droits bafoués.

    Leur environnement saccagé.

    Des nations reléguées aux échelons inférieurs des chaînes de valeur, tandis que d’autres en accaparent le produit.

    Et des modèles d’extraction qui creusent encore les inégalités et amplifient les dégradations.

    Il faut que cela cesse.

    Les pays en développement peuvent jouer un rôle majeur dans la diversification des sources d’approvisionnement.

    Le Groupe chargé de la question des minéraux critiques pour la transition énergétique a défini une trajectoire ancrée dans le respect des droits humains, de la justice et de l’équité.

    Aujourd’hui, je demande aux gouvernements, aux entreprises et à la société civile de se joindre à nous pour mettre en œuvre ses recommandations.

    Bâtissons un avenir qui soit respectueux de l’environnement et fondé sur l’équité.

    Qui advienne rapidement et soit guidé par le principe de justice.

    Qui soit porteur de transformation et favorise l’inclusion.

    Cinquièmement, nous devons saisir l’occasion de mettre le commerce et l’investissement au service de l’accélération de la transition énergétique.

    L’ambition seule ne suffira pas à assurer le passage à une énergie propre.

    Il faut aussi des technologies, des matériaux et des minéraux critiques.

    Mais ces éléments sont concentrés dans quelques pays seulement.

    Et le commerce mondial se fragmente.

    La politique commerciale doit soutenir l’action climatique.

    Les pays mobilisés en faveur d’une nouvelle ère énergétique doivent unir leurs forces pour lui donner corps grâce au commerce et à l’investissement.

    En diversifiant les chaînes d’approvisionnement et en les rendant plus sûres et plus résilientes.

    En abaissant les droits de douane sur les biens nécessaires à la production d’énergie propre.

    En débloquant les investissements et en renforçant les échanges, notamment dans le cadre de la coopération Sud-Sud.

    Et en actualisant des traités d’investissement dépassés, à commencer par les dispositions relatives au règlement des différends entre investisseurs et États.

    À l’heure actuelle, le secteur des combustibles fossiles instrumentalise ces dispositions pour retarder la transition, en particulier dans plusieurs des pays en développement.

    Une réforme s’impose d’urgence.

    La course à l’innovation ne doit pas être réservée à une minorité privilégiée.

    Il doit s’agir d’une course de relais – collective, inclusive et source de résilience.

    Faisons du commerce un outil de transformation.

    Sixièmement, nous devons saisir l’occasion d’exploiter toute la puissance de la finance en dirigeant les investissements vers des marchés à très fort potentiel.

    Malgré une demande en forte hausse et un potentiel indéniable en matière d’énergies renouvelables, les pays en développement sont exclus de la transition énergétique.

    L’Afrique abrite 60 % des meilleures ressources solaires au monde. Mais elle n’a comptabilisé que 2 % des investissements mondiaux dans les énergies propres au cours de l’année écoulée.

    En élargissant le cadre, on obtient un tableau tout aussi alarmant.

    Au cours des dix dernières années, seul un dollar sur cinq consacré à l’énergie propre est allé à des pays émergents ou en développement autres que la Chine.

    Si nous voulons contenir le réchauffement à 1,5 degré et assurer un accès universel à l’énergie, les investissements annuels dans les énergies propres doivent être multipliés par plus de cinq dans ces pays d’ici à 2030.

    Cela exige de prendre des mesures audacieuses à l’échelon national, mais aussi de mener une action concrète au niveau mondial pour :

    Réformer l’architecture financière internationale.

    Renforcer considérablement la capacité de prêt des banques multilatérales de développement, afin qu’elles gagnent en envergure et en audace et soient plus à même de canaliser des flux massifs de capitaux privés à un coût raisonnable.

    Et prendre des mesures efficaces en matière d’allégement de la dette, notamment en intensifiant le recours à des outils éprouvés tels que la conversion de dettes en mesures en faveur du climat.

    À l’heure actuelle, les pays en développement paient des sommes exorbitantes pour accéder à des financements par emprunt et par prise de participation, en partie à cause de modèles de risque obsolètes, de préjugés et d’hypothèses erronées qui accroissent considérablement le coût du capital.

    Les agences de notation et les investisseurs doivent moderniser leurs pratiques.
     
    Il nous faut une nouvelle approche du risque qui tienne compte :

    Du potentiel des énergies propres.

    Du coût croissant du chaos climatique.

    Et du danger associé aux actifs fossiles échoués.

    Je demande instamment aux parties de s’atteler ensemble à régler les problèmes complexes auxquels se heurtent certains pays en développement dans le cadre de la transition énergétique, notamment la mise hors service anticipée des centrales à charbon.

    Excellences, chers amis,

    L’ère des combustibles fossiles est à bout de souffle et en bout de course.

    Nous sommes à l’aube d’une nouvelle ère énergétique.

    Une ère dans laquelle une énergie abondante, propre et peu coûteuse viendra alimenter un monde riche en perspectives économiques.

    Où la sécurité énergétique des nations sera assurée.

    Et où l’énergie sera un bien universel.

    Ce monde est à notre portée.

    Mais cela ne se fera pas tout seul.

    Pas assez rapidement.

    Pas assez équitablement.

    C’est à nous de prendre les choses en main.

    Nous disposons des outils nécessaires pour doter l’humanité de l’énergie de demain.

    Utilisons-les à bon escient.

    Nous ne devons pas laisser passer ce moment.

    Je vous remercie.
     

    MIL OSI United Nations News

  • MIL-OSI Security: Gary Man Sentenced to 480 Months in Prison

    Source: US FBI

    HAMMOND- Yesterday, Taquan Clarke, age 31, of Gary, Indiana, was sentenced by United States District Court Judge Philip P. Simon after a jury found him guilty of conspiring to distribute and possess with intent to distribute cocaine and using a firearm to commit murder, following a 6-day jury trial, announced Acting United States Attorney M. Scott Proctor.

    Clarke was sentenced to 480 months in prison for using a firearm to commit murder.  He was also sentenced to 240 months in prison for conspiring to distribute and possess with intent to distribute cocaine.  He was also sentenced to 3 years of supervised release.  Both sentences are to run concurrently. 

    According to documents in the case, between June 2016 and February 2018, Taquan Clarke and numerous others conspired to possess and possess with intent to distribute cocaine.  On July 28, 2017, Clarke was involved in a plot to rob an individual of cocaine and money.  During this attempted robbery, Clarke shot the victim, K.H., in the head, resulting in K.H.’s death. 

    “Taquan Clarke cut short the life of another man,” said Acting U.S. Attorney Proctor.  “Thanks to the coordinated efforts of law enforcement, he has been brought to justice for that act.  It is an honor to serve with the dedicated agents, officers, and prosecutors who made that happen.”

    This case was investigated by the Federal Bureau of Investigation Gang Response Investigative Team, the Gary Police Department, and the Lake County Sheriff’s Department.  The trial was handled by Assistant United States Attorneys David J. Nozick and Caitlin M. Padula.

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

    MIL Security OSI

  • MIL-OSI Analysis: There is no known cure for ALS, but medical tourism exploits desperation for profit

    Source: The Conversation – Canada – By Judy Illes, Professor, Neurology, University of British Columbia

    Amyotrophic lateral sclerosis (ALS) is a devastating neurological disorder of unknown cause, in which motor nerve cells of the brain and spinal cord that transmit signals to muscles progressively degenerate. This weakens limbs and affects speech, swallowing and ultimately the ability to breathe, resulting in death, typically within just a few years.

    Each year in Canada, approximately two people per 100,000 are diagnosed with ALS, amounting to about 1,000 cases based on the current population. In British Columbia, where we are located, the rate is estimated at just over three per 100,000 or roughly 190 new cases per year.

    This equates to approximately 4,000 Canadiansand 400 British Columbians — living with ALS at any given time.

    Rigorous ALS research is underway locally, nationally and internationally to slow — and ideally reverse — the relentless progression of this disease. Significant advances in understanding the genetic and environmental drivers of ALS are providing genuine hope that motor neuron diseases will one day be defeated.

    As experts in neurology and ethics, we are committed to delivering the best available health care and information throughout B.C. and across Canada. Trust in science and informed hope are essential to achieving the best possible outcomes and the longest possible trajectories in enjoying life when facing the overwhelming odds of ALS.

    A disturbing case

    In June, CBC’s The National reported on the case of Geoff Sando, a person living with ALS who pursued an unproven intervention for his condition. Sando travelled to Moose Jaw, Sask., to seek treatment at a clinic that claims to provide a cure for ALS.

    CBC’s The National reports on a Saskatchewan clinic claiming to offer ALS treatments.

    The ALS Society of Saskatchewan and the provincial New Democrat Party allege the clinic attended by Sando and several other patients is a form of medical tourism — travelling elsewhere to seek treatment — that can prey on the most vulnerable in society: those whose quality of life is deteriorating, and whose futures are tragically cut short.

    Medical tourism for a wide variety of other health-related conditions is not new. For example, treatments for cancer, strokes and orthopedic conditions have been available abroad for decades.

    In the United States and Mexico, unfounded stem cell interventions for ALS have been advertised for years. But until recently, it had been unusual to find such offerings in Canada. Their emergence speaks to the need for Health Canada to revisit its guidance on both regulated health and unregulated wellness products, including all forms of treatments, medications and device-based approaches.




    Read more:
    Giving patients the ‘right to try’ experimental drugs is a political maneuver, not a lifesaver


    We understand the urgency and desire to pursue any thread of hope in the face of desperation, but claims of dramatic improvement or cures from ALS by unregulated clinics that seem too good to be true are likely just that.

    Before investing in alternative treatments, we recommend that patients conduct their due diligence by consulting with their health-care team and their provincial ALS society for guidance. Ineffective interventions can jeopardize not only recipients, but also caregivers, especially when financial resources are drained.

    Trusted sources

    Developing approved therapies for ALS has been painfully slow, as evidenced by the failure of more than 95 per cent of ALS clinical trials in the past 28 years. Only three drugs — riluzole, edaravone and tofersen — have been approved by Health Canada and the U.S. Food and Drug Administration.

    Although riluzole and edaravone are only modestly effective, they remain the only widely approved pharmacological options for all forms of ALS. Tofersen is the first gene therapy recently approved to treat hereditary ALS caused by SOD1 gene abnormalities. Other treatments are being evaluated worldwide.

    This marks only the beginning of such treatment approaches to not only hereditary ALS but also non-hereditary ALS, which makes up about 90 per cent of all cases.




    Read more:
    A promising new study could lead to a reduction in symptoms of amyotrophic lateral sclerosis (ALS)


    For those affected by ALS and their families, ample resources are provided by various organizations, including ALS Canada and related provincial organizations, including the ALS Society of BC.

    Future hope

    Canadians generally trust science and scientists more than citizens of other countries and, on the whole, value science and believe in our government’s support for the work that scientists do.

    But in this time of geopolitical upheaval, vast incursions of disinformation and reversals of prior evidence-based human and health rights abroad means keeping up this level of trust — trust that leads to hope — will only become more challenging.

    The disproportionate suffering and impact on people who are marginalized by serious health conditions will only grow if dubious treatment offerings become normalized in Canada.

    Erik P Pioro consults for MT Pharma, which manufactures edaravone (Radicava) and for Biogen, which manufactures tofersen (Qalsody). He has received funding support for ALS research from the ALS Association and the National Institutes of Health.

    Judy Illes 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. There is no known cure for ALS, but medical tourism exploits desperation for profit – https://theconversation.com/there-is-no-known-cure-for-als-but-medical-tourism-exploits-desperation-for-profit-261057

    MIL OSI Analysis

  • MIL-OSI: First Financial Corporation Reports Second Quarter Results

    Source: GlobeNewswire (MIL-OSI)

    TERRE HAUTE, Ind., July 22, 2025 (GLOBE NEWSWIRE) — First Financial Corporation (NASDAQ:THFF) today announced results for the second quarter of 2025.

    • Net income was $18.6 million compared to $11.4 million reported for the same period of 2024;
    • Diluted net income per common share of $1.57 compared to $0.96 for the same period of 2024;
    • Return on average assets was 1.34% compared to 0.94% for the three months ended June 30, 2024;
    • Provision for credit losses was $2.0 million compared to provision of $3.0 million for the second quarter 2024; and
    • Pre-tax, pre-provision net income was $24.9 million compared to $16.2 million for the same period in 2024.1

    The Corporation further reported results for the six months ended June 30, 2025:

    • Net income was $37.0 million compared to $22.3 million reported for the same period of 2024;
    • Diluted net income per common share of $3.12 compared to $1.89 for the same period of 2024;
    • Return on average assets was 1.34% compared to 0.93% for the six months ended June 30, 2024;
    • Provision for credit losses was $3.9 million compared to provision of $4.8 million for the six months ended June 30, 2024; and
    • Pre-tax, pre-provision net income was $50.6 million compared to $31.2 million for the same period in 2024.1

    ________________________
    1
    Non-GAAP financial measure that Management believes is useful for investors and management to understand pre-tax profitability before giving effect to credit loss expense and to provide additional perspective on the Corporations performance over time as well as comparison to the Corporations peers and evaluating the financial results of the Corporation – please refer to the Non GAAP reconciliations contained in this release.

    Average Total Loans

    Average total loans for the second quarter of 2025 were $3.88 billion versus $3.20 billion for the comparable period in 2024, an increase of $680 million or 21.25%. On a linked quarter basis, average loans increased $35 million or 0.92% from $3.84 billion as of March 31, 2025. Increases in average loans year-over-year were a combination of the acquisition of SimplyBank on July 1, 2024, and organic growth.

    Total Loans Outstanding

    Total loans outstanding as of June 30, 2025, were $3.90 billion compared to $3.20 billion as of June 30, 2024, an increase of $693 million or 21.62%. On a linked quarter basis, total loans increased $42.6 million or 1.11% from $3.85 billion as of March 31, 2025. The year-over-year increase was impacted by the $467 million in loans acquired in the SimplyBank acquisition in July 2024. Organic growth was primarily driven by increases in Commercial Construction and Development, Commercial Real Estate, and Consumer Auto loans.

    Norman D. Lowery, President and Chief Executive Officer, commented “We are pleased with our second quarter results, as we have experienced our 7th consecutive quarter of loan growth. We also had another record quarter of net interest income and saw our net margin expand to 4.15%. We expect continued improvement in coming quarters.”

    Average Total Deposits

    Average total deposits for the quarter ended June 30, 2025, were $4.65 billion versus $4.11 billion as of June 30, 2024, an increase of $537 million, or 13.06%. On a linked quarter basis, average deposits remained stable when compared to March 31, 2025. Increases in average deposits year-over-year were mostly a result of the acquisition of SimplyBank.

    Total Deposits

    Total deposits were $4.66 billion as of June 30, 2025, compared to $4.13 billion as of June 30, 2024. On a linked quarter basis, total deposits increased $22.9 million or 0.49% from $4.64 billion as of March 31, 2025. $622 million in deposits were acquired in the SimplyBank acquisition in July 2024. Non-interest bearing deposits were $860 million, and time deposits were $710 million as of June 30, 2025, compared to $749 million and $586 million, respectively for the same period of 2024.

    Shareholders’ Equity

    Shareholders’ equity at June 30, 2025, was $587.7 million compared to $530.7 million on June 30, 2024. During the last twelve months, the Corporation has not repurchased any shares of its common stock. 518,860 shares remain available for repurchase under the current repurchase authorization. The Corporation paid a $0.51 per share quarterly dividend in April and declared a $0.51 quarterly dividend, which was paid on July 15, 2025.

    Book Value Per Share

    Book Value per share was $49.59 as of June 30, 2025, compared to $44.92 as of June 30, 2024, an increase of $4.67 per share, or 10.40%. Tangible Book Value per share was $39.74 as of June 30, 2025, compared to $37.12 as of June 30, 2024, an increase of $2.62 per share or 7.06%.

    Tangible Common Equity to Tangible Asset Ratio

    The Corporation’s tangible common equity to tangible asset ratio was 8.58% at June 30, 2025, compared to 9.14% at June 30, 2024.

    Net Interest Income

    Net interest income for the second quarter of 2025 was a record $52.7 million, compared to $39.3 million reported for the same period of 2024, an increase of $13.4 million, or 34.0%. Interest income increased $13.4 million and interest expense increased $29 thousand year over year. As mentioned by in the president’s comments above, loan growth has continued for seven consecutive quarters, which contributed to steadily increasing net interest income.

    Net Interest Margin

    The net interest margin for the quarter ended June 30, 2025, was 4.15% compared to the 3.57% reported at June 30, 2024.

    Nonperforming Loans

    Nonperforming loans as of June 30, 2025, were $9.8 million versus $15.9 million as of June 30, 2024. The ratio of nonperforming loans to total loans and leases was 0.25% as of June 30, 2025, versus 0.50% as of June 30, 2024. On a linked quarter basis, nonperforming loans were $10.2 million, and the ratio of nonperforming loans to total loans and leases was 0.26% as of March 31, 2025.

    Credit Loss Provision

    The provision for credit losses for the three months ended June 30, 2025, was $2.0 million, compared to $3.0 million for the same period 2024.

    Net Charge-Offs

    In the second quarter of 2025 net charge-offs were $1.7 million compared to $4.7 million in the same period of 2024.

    Allowance for Credit Losses

    The Corporation’s allowance for credit losses as of June 30, 2025, was $47.1 million compared to $38.3 million as of June 30, 2024. The allowance for credit losses as a percent of total loans was 1.21% as of June 30, 2025, compared to 1.20% as of June 30, 2024. On a linked quarter basis, the allowance for credit losses as a percent of total loans decreased one basis point from 1.22% as of March 31, 2025.

    Non-Interest Income

    Non-interest income for the three months ended June 30, 2025 and 2024 was $10.4 million and $9.9 million, respectively.

    Non-Interest Expense

    Non-interest expense for the three months ended June 30, 2025, was $38.3 million compared to $32.7 million in 2024.

    Efficiency Ratio

    The Corporation’s efficiency ratio was 59.37% for the quarter ending June 30, 2025, versus 64.56% for the same period in 2024.

    Income Taxes

    Income tax expense for the three months ended June 30, 2025, was $4.2 million versus $2.2 million for the same period in 2024. The effective tax rate for 2025 was 18.58% compared to 16.29% for 2024.

    About First Financial Corporation

    First Financial Corporation (NASDAQ:THFF) is the holding company for First Financial Bank N.A., which is the fifth oldest national bank in the United States, operating 83 banking centers in Illinois, Indiana, Kentucky, Tennessee, and Georgia. Additional information is available at www.first-online.bank.

    Investor Contact:
    Rodger A. McHargue
    Chief Financial Officer
    P: 812-238-6334
    E: rmchargue@first-online.com

                                   
        Three Months Ended   Six Months Ended
        June 30,    March 31,   June 30,    June 30,    June 30, 
           2025      2025      2024      2025      2024
    END OF PERIOD BALANCES                              
    Assets   $ 5,602,969   $ 5,549,094   $ 4,891,068   $ 5,602,969   $ 4,891,068
    Deposits   $ 4,662,889   $ 4,640,003   $ 4,132,327   $ 4,662,889   $ 4,132,327
    Loans, including net deferred loan costs   $ 3,896,563   $ 3,854,020   $ 3,204,009   $ 3,896,563   $ 3,204,009
    Allowance for Credit Losses   $ 47,087   $ 46,835   $ 38,334   $ 47,087   $ 38,334
    Total Equity   $ 587,668   $ 571,945   $ 530,670   $ 587,668   $ 530,670
    Tangible Common Equity (a)   $ 470,894   $ 451,874   $ 438,569   $ 470,894   $ 438,569
                                   
    AVERAGE BALANCES                              
    Total Assets   $ 5,529,225   $ 5,508,767   $ 4,813,308   $ 5,518,996   $ 4,808,836
    Earning Assets   $ 5,213,220   $ 5,194,478   $ 4,556,839   $ 5,203,849   $ 4,561,650
    Investments   $ 1,244,208   $ 1,266,300   $ 1,279,278   $ 1,255,254   $ 1,293,800
    Loans   $ 3,877,246   $ 3,841,752   $ 3,197,695   $ 3,859,499   $ 3,188,921
    Total Deposits   $ 4,651,051   $ 4,650,883   $ 4,113,826   $ 4,650,967   $ 4,079,832
    Interest-Bearing Deposits   $ 3,843,143   $ 3,837,679   $ 3,413,752   $ 3,840,411   $ 3,369,921
    Interest-Bearing Liabilities   $ 269,338   $ 261,174   $ 152,303   $ 265,256   $ 186,864
    Total Equity   $ 576,288   $ 564,742   $ 517,890   $ 570,515   $ 520,305
                                   
    INCOME STATEMENT DATA                              
    Net Interest Income   $ 52,671   $ 51,975   $ 39,294   $ 104,646   $ 78,214
    Net Interest Income Fully Tax Equivalent (b)   $ 54,091   $ 53,373   $ 40,673   $ 107,464   $ 80,970
    Provision for Credit Losses   $ 1,950   $ 1,950   $ 2,966   $ 3,900   $ 4,766
    Non-interest Income   $ 10,381   $ 10,511   $ 9,905   $ 20,892   $ 19,336
    Non-interest Expense   $ 38,276   $ 36,759   $ 32,651   $ 75,035   $ 66,073
    Net Income   $ 18,586   $ 18,406   $ 11,369   $ 36,992   $ 22,293
                                   
    PER SHARE DATA                              
    Basic and Diluted Net Income Per Common Share   $ 1.57   $ 1.55   $ 0.96   $ 3.12   $ 1.89
    Cash Dividends Declared Per Common Share   $ 0.51   $ 0.51   $ 0.45   $ 1.02   $ 0.90
    Book Value Per Common Share   $ 49.59   $ 48.26   $ 44.92   $ 49.59   $ 44.92
    Tangible Book Value Per Common Share (c)   $ 38.78   $ 38.13   $ 36.04   $ 39.74   $ 37.12
    Basic Weighted Average Common Shares Outstanding     11,851     11,842     11,814     11,847     11,809

    ________________________
    (a)   Tangible common equity is a non-GAAP financial measure derived from GAAP-based amounts. We calculate tangible common equity by excluding goodwill and other intangible assets from shareholder’s equity.
    (b)   Net interest income fully tax equivalent is a non-GAAP financial measure derived from GAAP-based amounts. We calculate net interest income fully tax equivalent by adding back the tax equivalent factor of tax exempt income to net interest income. We calculate the tax equivalent factor of tax exempt income by dividing tax exempt income by the net of tax rate of 75%.
    (c)   Tangible book value per common share is a non-GAAP financial measure derived from GAAP-based amounts. We calculate the factor by dividing average tangible common equity by average shares outstanding. We calculate average tangible common equity by excluding average intangible assets from average shareholder’s equity.

                                   
    Key Ratios      Three Months Ended     Six Months Ended  
        June 30,         March 31,        June 30,         June 30,         June 30,   
        2025     2025     2024           2025     2024  
    Return on average assets   1.34 %   1.34 %   0.94 %   1.34 %   0.93 %
    Return on average common shareholder’s equity   12.90 %   13.04 %   8.78 %   12.97 %   8.57 %
    Efficiency ratio   59.37 %   57.54 %   64.56 %   58.46 %   65.87 %
    Average equity to average assets   10.42 %   10.25 %   10.76 %   10.34 %   10.82 %
    Net interest margin (a)   4.15 %   4.11 %   3.57 %   4.13 %   3.55 %
    Net charge-offs to average loans and leases   0.18 %   0.19 %   0.59 %   0.18 %   0.39 %
    Credit loss reserve to loans and leases   1.21 %   1.22 %   1.20 %   1.21 %   1.20 %
    Credit loss reserve to nonperforming loans   480.72 %   460.57 %   240.85 %   480.72 %   240.85 %
    Nonperforming loans to loans and leases   0.25 %   0.26 %   0.50 %   0.25 %   0.50 %
    Tier 1 leverage   10.91 %   10.63 %   12.14 %   10.91 %   12.14 %
    Risk-based capital – Tier 1   12.86 %   12.70 %   14.82 %   12.86 %   14.82 %

    ________________________
    (a)   Net interest margin is calculated on a tax equivalent basis.

                                   
    Asset Quality   Three Months Ended   Six Months Ended
           June 30,       March 31,      June 30,       June 30,       June 30, 
        2025   2025   2024   2025   2024
    Accruing loans and leases past due 30-89 days   $ 22,303   $ 17,007   $ 14,913   $ 22,303   $ 14,913
    Accruing loans and leases past due 90 days or more   $ 1,917   $ 1,109   $ 1,353   $ 1,917   $ 1,353
    Nonaccrual loans and leases   $ 7,878   $ 9,060   $ 14,563   $ 7,878   $ 14,563
    Other real estate owned   $ 383   $ 560   $ 170   $ 383   $ 170
    Nonperforming loans and other real estate owned   $ 10,178   $ 10,729   $ 16,086   $ 10,178   $ 16,086
    Total nonperforming assets   $ 13,087   $ 13,631   $ 18,978   $ 13,087   $ 18,978
    Gross charge-offs   $ 2,928   $ 3,241   $ 6,091   $ 6,169   $ 9,283
    Recoveries   $ 1,230   $ 1,394   $ 1,414   $ 2,624   $ 3,084
    Net charge-offs/(recoveries)   $ 1,698   $ 1,847   $ 4,677   $ 3,545   $ 6,199
                   
    Non-GAAP Reconciliations   Three Months Ended June 30, 
           2025      2024
    ($in thousands, except EPS)              
    Income before Income Taxes   $ 22,826     $ 13,582  
    Provision for credit losses     1,950       2,966  
    Provision for unfunded commitments     100       (300 )
    Pre-tax, Pre-provision Income   $ 24,876     $ 16,248  
                   
    Non-GAAP Reconciliations   Six Months Ended June 30, 
           2025      2024
    ($ in thousands, except EPS)              
    Income before Income Taxes   $ 46,603     $ 26,711  
    Provision for credit losses     3,900       4,766  
    Provision for unfunded commitments     100       (300 )
    Pre-tax, Pre-provision Income   $ 50,603     $ 31,177  
     
    CONSOLIDATED BALANCE SHEETS
    (Dollar amounts in thousands, except per share data)
     
           June 30,       December 31, 
        2025   2024
        (unaudited)
    ASSETS            
    Cash and due from banks   $ 97,265     $ 93,526  
    Federal funds sold     853       820  
    Securities available-for-sale     1,169,956       1,195,990  
    Loans:            
    Commercial     2,222,015       2,196,351  
    Residential     987,738       967,386  
    Consumer     681,538       668,058  
          3,891,291       3,831,795  
    (Less) plus:            
    Net deferred loan costs     5,272       5,346  
    Allowance for credit losses     (47,087 )     (46,732 )
          3,849,476       3,790,409  
    Restricted stock     17,528       17,555  
    Accrued interest receivable     25,888       26,934  
    Premises and equipment, net     79,741       81,508  
    Bank-owned life insurance     130,072       128,766  
    Goodwill     98,229       100,026  
    Other intangible assets     18,545       21,545  
    Other real estate owned     383       523  
    Other assets     115,033       102,746  
    TOTAL ASSETS   $ 5,602,969     $ 5,560,348  
                 
    LIABILITIES AND SHAREHOLDERS’ EQUITY            
    Deposits:            
    Non-interest-bearing   $ 859,699     $ 859,014  
    Interest-bearing:            
    Certificates of deposit exceeding the FDIC insurance limits     143,780       144,982  
    Other interest-bearing deposits     3,659,410       3,714,918  
          4,662,889       4,718,914  
    Short-term borrowings     149,512       187,057  
    FHLB advances     122,677       28,120  
    Other liabilities     80,223       77,216  
    TOTAL LIABILITIES     5,015,301       5,011,307  
                 
    Shareholders’ equity            
    Common stock, $.125 stated value per share;            
    Authorized shares-40,000,000            
    Issued shares-16,190,157 in 2025 and 16,165,023 in 2024            
    Outstanding shares-11,850,645 in 2025 and 11,842,539 in 2024     2,020       2,018  
    Additional paid-in capital     146,391       145,927  
    Retained earnings     712,271       687,366  
    Accumulated other comprehensive income/(loss)     (118,234 )     (132,285 )
    Less: Treasury shares at cost-4,339,512 in 2025 and 4,322,484 in 2024     (154,780 )     (153,985 )
    TOTAL SHAREHOLDERS’ EQUITY     587,668       549,041  
    TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY   $ 5,602,969     $ 5,560,348  
     
    CONSOLIDATED STATEMENTS OF INCOME AND COMPREHENSIVE INCOME
    (Dollar amounts in thousands, except per share data)
     
        Three Months Ended   Six Months Ended
        June 30,    June 30, 
           2025      2024      2025      2024
                      (unaudited)
    INTEREST INCOME:                          
    Loans, including related fees   $ 64,775     $ 51,459     $ 128,387     $ 101,511  
    Securities:                           
    Taxable     5,915       5,833       11,917       11,764  
    Tax-exempt     2,622       2,601       5,226       5,204  
    Other     865       878       1,679       1,695  
    TOTAL INTEREST INCOME     74,177       60,771       147,209       120,174  
    INTEREST EXPENSE:                              
    Deposits     18,495       19,694       36,694       37,425  
    Short-term borrowings     1,398       959       3,091       1,935  
    Other borrowings     1,613       824       2,778       2,600  
    TOTAL INTEREST EXPENSE     21,506       21,477       42,563       41,960  
    NET INTEREST INCOME     52,671       39,294       104,646       78,214  
    Provision for credit losses     1,950       2,966       3,900       4,766  
    NET INTEREST INCOME AFTER PROVISION                              
    FOR LOAN LOSSES     50,721       36,328       100,746       73,448  
    NON-INTEREST INCOME:                             
    Trust and financial services     1,490       1,318       2,883       2,652  
    Service charges and fees on deposit accounts     7,554       6,730       15,139       13,437  
    Other service charges and fees     256       286       572       509  
    Securities gains (losses), net     (3 )           (3 )      
    Interchange income     180       135       394       314  
    Loan servicing fees     326       414       492       683  
    Gain on sales of mortgage loans     430       299       655       475  
    Other     148       723       760       1,266  
    TOTAL NON-INTEREST INCOME     10,381       9,905       20,892       19,336  
    NON-INTEREST EXPENSE:                              
    Salaries and employee benefits     19,689       17,380       38,937       34,710  
    Occupancy expense     2,472       2,201       5,148       4,560  
    Equipment expense     4,587       4,312       9,092       8,456  
    FDIC Expense     795       501       1,545       1,163  
    Other     10,733       8,257       20,313       17,184  
    TOTAL NON-INTEREST EXPENSE     38,276       32,651       75,035       66,073  
    INCOME BEFORE INCOME TAXES     22,826       13,582       46,603       26,711  
    Provision for income taxes     4,240       2,213       9,611       4,418  
    NET INCOME     18,586       11,369       36,992       22,293  
    OTHER COMPREHENSIVE INCOME (LOSS)                              
    Change in unrealized gains/(losses) on securities, net of reclassifications and taxes     2,946       3,535       14,046       (7,561 )
    Change in funded status of post retirement benefits, net of taxes     2       74       5       147  
    COMPREHENSIVE INCOME (LOSS)   $ 21,534     $ 14,978     $ 51,043     $ 14,879  
    PER SHARE DATA                              
    Basic and Diluted Earnings per Share   $ 1.57     $ 0.96     $ 3.12     $ 1.89  
    Weighted average number of shares outstanding (in thousands)     11,851       11,814       11,847       11,809  

    The MIL Network

  • MIL-OSI: MiddleGround Capital Announces Seven Promotions Across Multiple Offices

    Source: GlobeNewswire (MIL-OSI)

    LEXINGTON, Ky., July 22, 2025 (GLOBE NEWSWIRE) — MiddleGround Capital (“MiddleGround”), an operationally focused private equity firm that makes control investments in North American and European headquartered middle-market B2B industrial and specialty distribution companies, today announced that it has promoted seven of its professionals to more senior positions within the firm. The individuals serve in a range of roles across the organization, including investment, business development, operations, and accounting.

    • Shelby Hundley has been promoted to Managing Director, Chief of Staff. Based in the firm’s Lexington, KY headquarters, Shelby acts as a strategic and operational cornerstone, partnering with the Managing Partner to translate the firm’s vision into actionable goals while driving optimization and efficiency. Shelby joined MiddleGround in 2021 following her time at General Electric, where she led long-term synergies, organizational growth, and both employee and union relations for Oil & Gas and Steam Power segments. Shelby holds a master’s degree in human resource management from the University of Central Florida as well as a master’s degree in safety, security, and emergency management from Eastern Kentucky University.
    • Erica Richardson has been named Vice President. Based in MiddleGround’s headquarters in Lexington, KY, Erica works on the transaction team. She joined the firm in 2022, bringing experience from Wells Fargo, where she was an Investment Banking Analyst, and from Harbor View Advisors, where she was an Associate. Erica holds a bachelor’s degree in business administration from the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill.
    • Zachary Spencer has been named Vice President. Working out of MiddleGround’s New York office, Zachary is a member of the investment team focusing on due diligence and underwriting activities. He joined MiddleGround in 2021 after working at Wells Fargo in the Industrials group, where he concentrated on building product manufacturers. He holds a bachelor’s degree in business administration from Auburn University.
    • Taylor Hall has been named Vice President. Working from MiddleGround’s headquarters in Lexington, KY, Taylor collaborates with management teams across the portfolio to drive value creation through operational initiatives. Prior to joining MiddleGround in 2021, he held roles at GE Appliances within its financial development program. He holds a master’s in business administration from Indiana University.
    • Graham Sparks has been promoted to Senior Associate. Based in MiddleGround’s New York office, he works on deal origination as part of the firm’s Business Development team. Before joining MiddleGround in 2022, Graham worked at JP Morgan where he was a Private Banking Analyst. Graham holds a bachelor’s degree in finance and administration from the University of Kentucky.
    • Sebastian Ruff has been elevated to Senior Associate in MiddleGround’s EU location in Amsterdam. In this role, Sebastian provides the deal team with support in evaluating and executing transactions, specifically analyzing portfolio company performance and business initiatives. He was an Associate at global investment bank Harris Williams prior to coming to MiddleGround in 2023. Sebastian holds a bachelor’s degree in business administration from the University of Eichstätt-Ingolstadt and a master’s degree in management from the University of Mannheim.
    • Tyler Sebastian has been named Senior Accountant. Working from MiddleGround’s headquarters in Lexington, KY, he participates in various accounting activities for the firm, including accounts payable and prepaids, along with other financial reporting tasks. Tyler holds a bachelor’s degree in finance and a master’s degree in accounting and data from Northern Kentucky University, and first joined the firm in 2022.

    “These promotions reflect the depth of talent across our firm and the meaningful contributions each individual has made in their respective areas,” said John Stewart, Founding and Managing Partner of MiddleGround. “We’re proud to recognize their hard work spanning various business units and offices – from investment and business development to accounting and operations – and are excited to support their continued growth as we scale to meet the evolving needs of our investors and portfolio companies.”

    About MiddleGround Capital
    MiddleGround Capital is a private equity firm based in Lexington, Kentucky with over $4.1 billion of assets under management. MiddleGround makes control equity investments in middle market B2B industrial and specialty distribution businesses. MiddleGround works with its portfolio companies to create value through a hands-on operational approach and partners with its management teams to support long-term growth strategies. For more information, please visit: https://middleground.com/.

    MiddleGround Capital Media Contacts
    Doug Allen/Maya Hanowitz
    Dukas Linden Public Relations
    MiddleGround@dlpr.com
    +1 (646) 722-6530

    The MIL Network

  • MIL-OSI: MiddleGround Capital Announces Seven Promotions Across Multiple Offices

    Source: GlobeNewswire (MIL-OSI)

    LEXINGTON, Ky., July 22, 2025 (GLOBE NEWSWIRE) — MiddleGround Capital (“MiddleGround”), an operationally focused private equity firm that makes control investments in North American and European headquartered middle-market B2B industrial and specialty distribution companies, today announced that it has promoted seven of its professionals to more senior positions within the firm. The individuals serve in a range of roles across the organization, including investment, business development, operations, and accounting.

    • Shelby Hundley has been promoted to Managing Director, Chief of Staff. Based in the firm’s Lexington, KY headquarters, Shelby acts as a strategic and operational cornerstone, partnering with the Managing Partner to translate the firm’s vision into actionable goals while driving optimization and efficiency. Shelby joined MiddleGround in 2021 following her time at General Electric, where she led long-term synergies, organizational growth, and both employee and union relations for Oil & Gas and Steam Power segments. Shelby holds a master’s degree in human resource management from the University of Central Florida as well as a master’s degree in safety, security, and emergency management from Eastern Kentucky University.
    • Erica Richardson has been named Vice President. Based in MiddleGround’s headquarters in Lexington, KY, Erica works on the transaction team. She joined the firm in 2022, bringing experience from Wells Fargo, where she was an Investment Banking Analyst, and from Harbor View Advisors, where she was an Associate. Erica holds a bachelor’s degree in business administration from the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill.
    • Zachary Spencer has been named Vice President. Working out of MiddleGround’s New York office, Zachary is a member of the investment team focusing on due diligence and underwriting activities. He joined MiddleGround in 2021 after working at Wells Fargo in the Industrials group, where he concentrated on building product manufacturers. He holds a bachelor’s degree in business administration from Auburn University.
    • Taylor Hall has been named Vice President. Working from MiddleGround’s headquarters in Lexington, KY, Taylor collaborates with management teams across the portfolio to drive value creation through operational initiatives. Prior to joining MiddleGround in 2021, he held roles at GE Appliances within its financial development program. He holds a master’s in business administration from Indiana University.
    • Graham Sparks has been promoted to Senior Associate. Based in MiddleGround’s New York office, he works on deal origination as part of the firm’s Business Development team. Before joining MiddleGround in 2022, Graham worked at JP Morgan where he was a Private Banking Analyst. Graham holds a bachelor’s degree in finance and administration from the University of Kentucky.
    • Sebastian Ruff has been elevated to Senior Associate in MiddleGround’s EU location in Amsterdam. In this role, Sebastian provides the deal team with support in evaluating and executing transactions, specifically analyzing portfolio company performance and business initiatives. He was an Associate at global investment bank Harris Williams prior to coming to MiddleGround in 2023. Sebastian holds a bachelor’s degree in business administration from the University of Eichstätt-Ingolstadt and a master’s degree in management from the University of Mannheim.
    • Tyler Sebastian has been named Senior Accountant. Working from MiddleGround’s headquarters in Lexington, KY, he participates in various accounting activities for the firm, including accounts payable and prepaids, along with other financial reporting tasks. Tyler holds a bachelor’s degree in finance and a master’s degree in accounting and data from Northern Kentucky University, and first joined the firm in 2022.

    “These promotions reflect the depth of talent across our firm and the meaningful contributions each individual has made in their respective areas,” said John Stewart, Founding and Managing Partner of MiddleGround. “We’re proud to recognize their hard work spanning various business units and offices – from investment and business development to accounting and operations – and are excited to support their continued growth as we scale to meet the evolving needs of our investors and portfolio companies.”

    About MiddleGround Capital
    MiddleGround Capital is a private equity firm based in Lexington, Kentucky with over $4.1 billion of assets under management. MiddleGround makes control equity investments in middle market B2B industrial and specialty distribution businesses. MiddleGround works with its portfolio companies to create value through a hands-on operational approach and partners with its management teams to support long-term growth strategies. For more information, please visit: https://middleground.com/.

    MiddleGround Capital Media Contacts
    Doug Allen/Maya Hanowitz
    Dukas Linden Public Relations
    MiddleGround@dlpr.com
    +1 (646) 722-6530

    The MIL Network

  • Vadhavan Port to add 23.2 million TEUs to India’s maritime capacity

    Source: Government of India

    Source: Government of India (4)

    The Vadhavan Port, a major infrastructure initiative located on the India-Middle East-Europe Economic Corridor (IMEC), is expected to significantly boost India’s container handling capacity by 23.2 million TEUs (Twenty-foot Equivalent Unit). The development of this deep-draft port is set to strengthen India’s position as a leading global maritime hub.

    The project is not only focused on enhancing port infrastructure but is also creating avenues for skill development and livelihood generation for local communities.

    In a written reply to the Rajya Sabha, Union Minister of Ports, Shipping and Waterways, Sarbananda Sonowal shared key updates on the progress of the Vadhavan Port Project. He said that the project is not only focused on expanding maritime infrastructure but also aims to create employment opportunities through targeted skilling initiatives in the region.

    As part of these efforts, a Memorandum of Understanding has been signed between Vadhavan Port Project Ltd (VPPL) and Yashwantrao Chavan Maharashtra Open University (YCMOU) to promote education and training for local communities. Another MoU has been signed between the Jawaharlal Nehru Port Authority and the Directorate General of Shipping to provide skill development training to local residents and project-affected individuals through selected Maritime Training Institutes.

    To support rural entrepreneurship and the agricultural value chain, VPPL has also entered into a strategic partnership with Sahyadri Farms. In addition, skill training programmes for heavy vehicle driving and mechanical work are being conducted in collaboration with non-governmental organisations in the region.

    Further enhancing outreach, VPPL has launched a dedicated WhatsApp Chatbot to connect directly with the youth of Vadhavan. This platform enables interested candidates to easily access information and register for skilling programmes.

  • MIL-OSI: Schurz Communications Appoints John Smarrella as General Counsel

    Source: GlobeNewswire (MIL-OSI)

    MISHAWAKA, Ind., July 22, 2025 (GLOBE NEWSWIRE) — Schurz Communications, Inc. (“Schurz”) today announced that John Smarrella, Esq. has been appointed as General Counsel, effective July 28, 2025. As General Counsel, Smarrella will join the executive leadership team to manage and direct Schurz’s legal and enterprise risk management operations.

    “We are excited to welcome John to the Schurz team,” said John Reardon, President and CEO, Schurz Communications. “He brings decades of legal expertise and a wealth of knowledge of our family-owned business, having worked as outside counsel to the Company for the past decade. He is a team player who works productively with our shareholders, executives, and board to achieve successful results. John will be a valuable addition to the business as we continue to grow and expand.”

    Smarrella brings more than two decades of legal expertise as a corporate and M&A transactional attorney with a strong background of serving as outside counsel for closely held and family-owned businesses. Prior to joining Schurz Communications, he was a partner at Barnes & Thornburg, one of the 100 largest law firms in the United States. With a concentration in corporate and business law, he has deep experience in acquisitions, joint ventures, minority investments, as well as contracts, regulations, policies, and more. Smarrella earned a J.D. (magna cum laude) from the University of Notre Dame and holds a Bachelor of Science (magna cum laude) in Business and History/Political Science from Greenville University.

    “Schurz is a multi-generational family business that has stood the test of time, evolving and advancing to become a leader in connecting and empowering people through innovative technologies,” said Smarrella. “I greatly admire the entire team and am excited to join this dynamic company. I look forward to contributing to the future of the business.”

    Smarrella will be based in the Schurz Communications headquarters office in Mishawaka, Indiana.

    About Schurz Communications
    Schurz is a family-owned corporation that has been helping businesses, communities and individuals make meaningful connections for five generations. The Schurz legacy began in newspaper publishing, radio, and television, and today, the company remains committed to making information more accessible through the platforms and technology of the digital age. Schurz Communications’ recent investments include regional broadband companies and cloud managed services providers, and the company’s portfolio also includes a variety of minority investments. For more information, visit: www.schurz.com.

    The MIL Network

  • MIL-OSI: Old National Bancorp Reports Second Quarter 2025 Results and Names New President and COO

    Source: GlobeNewswire (MIL-OSI)

    EVANSVILLE, Ind., July 22, 2025 (GLOBE NEWSWIRE) —

    Old National Bancorp (NASDAQ: ONB) reports 2Q25 net income applicable to common shares of $121.4 million, diluted EPS of $0.34; $190.9 million and $0.53 on an adjusted1basis, respectively.


    CEO COMMENTARY
    :

    “Old National’s impressive second quarter results were achieved through a strong focus on the fundamentals: Growing our balance sheet, expanding our fee-based businesses, and controlling expenses,” said Chairman and CEO Jim Ryan. “Additionally, with the successful closing of our partnership with Bremer on May 1, 2025, Old National is well-positioned for the remainder of the year, benefiting from a larger balance sheet and a stronger capital position.”

    “We are thrilled to welcome Tim Burke as Old National’s President and Chief Operating Officer,” said Chairman and CEO Jim Ryan. “Tim brings nearly 30 years of extensive banking expertise to this critical role. I am confident that his infectious energy, strong strategic vision, and collaborative leadership approach will ensure that Old National continues to exceed client expectations for years to come, while also working to strengthen the communities we serve.”


    SECOND
    QUARTER HIGHLIGHTS2:

    Net Income
    • Net income applicable to common shares of $121.4 million; adjusted net income applicable to common shares1 of $190.9 million
    • Earnings per diluted common share (“EPS”) of $0.34; adjusted EPS1 of $0.53
       
    Net Interest Income/NIM
    • Net interest income on a fully taxable equivalent basis1 of $521.9 million
    • Net interest margin on a fully taxable equivalent basis1 (“NIM”) of 3.53%, up 26 basis points (“bps”)
       
    Operating Performance
    • Pre-provision net revenue1 (“PPNR”) of $269.6 million; adjusted PPNR1 of $289.9 million
    • Noninterest expense of $384.8 million; adjusted noninterest expense1 of $343.6 million
    • Efficiency ratio1 of 55.8%; adjusted efficiency ratio1 of 50.2%
       
    Deposits and Funding
    • Period-end total deposits of $54.4 billion, up $13.3 billion; core deposits up $11.6 billion
      • Period-end core deposits up 0.8% annualized excluding deposits assumed from Bremer Financial Corporation (“Bremer”)
    • Granular low-cost deposit franchise; total deposit costs of 193 bps, up 2 bps
       
    Loans and Credit Quality
    • End-of-period total loans3 of $48.0 billion, up $11.5 billion
      • End-of-period loans3 up 3.7% annualized excluding loans acquired from Bremer
    • Provision for credit losses4 (“provision”) of $106.8 million; $31.2 million excluding $75.6 million of current expected credit loss (“CECL”) Day 1 non-purchased credit deteriorated (“non-PCD”) provision expense5
    • Net charge-offs of $26.5 million, or 24 bps of average loans; 21 bps excluding purchased credit deteriorated (“PCD”) loans that had an allowance at acquisition
    • 30+ day delinquencies of 0.30% and nonaccrual loans of 1.24% of total loans
     
    Return Profile & Capital
    • Return on average tangible common equity1 (“ROATCE”) of 12.0%; adjusted ROATCE1 of 18.1%
    • Preliminary regulatory Tier 1 common equity to risk-weighted assets of 10.74%, down 88 bps
       
    Notable Items
    • Closing of Bremer partnership on May 1, 2025
    • $75.6 million of pre-tax CECL Day 1 non-PCD provision expense5
    • $41.2 million of pre-tax merger-related charges
    • $21.0 million of pre-tax pension plan gain6

    Non-GAAP financial measure that management believes is useful in evaluating the financial results of the Company – refer to the Non-GAAP reconciliations contained in this release Comparisons are on a linked-quarter basis, unless otherwise noted Includes loans held-for-sale Includes the provision for unfunded commitments Refers to the initial increase in allowance for credit losses required on acquired non-PCD loans, including unfunded loan commitments, through the provision for credit losses Includes a gain associated with freezing benefits of the Bremer pension plan

    TIM BURKE TO JOIN OLD NATIONAL AS PRESIDENT AND COO
    Timothy M. Burke, Jr. will join Old National Bancorp (“Old National”) on July 22, 2025 as President and Chief Operating Officer, assuming the role previously held by Mark Sander who announced his retirement earlier this year. Mr. Burke most recently served as Executive Vice President of the Central Region and Field Enablement for the Commercial Bank for a large Midwestern super-regional bank, where he was responsible for the full range of commercial banking in 12 Midwestern markets including those in Illinois, Indiana and Michigan.

    Mr. Burke’s nearly 30-year banking career has centered on serving clients and communities in the Midwest. His prior leadership experience includes roles as Northeast Ohio Market President for the same regional institution, where he was responsible for driving collaboration across all business lines including Retail, Business Banking, Commercial, Private Banking and Mortgage.

    “I’m truly thrilled to join a team that’s so deeply committed to relationship banking and making a real impact on our communities,” said Burke. “Old National’s core values and mission strongly align with my personal values, positioning me well to jump into the role, take care of clients and deliver standout products and services consistently across all of our markets.”

    As President and COO, Burke will be responsible for guiding the success of Old National’s Commercial, Community and Wealth segments, and Credit and Marketing teams. He and his family will reside in Evansville, Ind., and he will maintain offices in Evansville and Chicago.

    RESULTS OF OPERATIONS2
    Old National Bancorp reported second quarter 2025 net income applicable to common shares of $121.4 million, or $0.34 per diluted common share.

    Included in second quarter results were $75.6 million of pre-tax CECL Day 1 non-PCD provision expense related to the allowance for credit losses established on acquired non-PCD loans (including unfunded loan commitments), pre-tax charges of $41.2 million for merger-related expenses, and a $21.0 million pre-tax gain associated with freezing benefits of the Bremer pension plan. Excluding these items and realized debt securities losses from the current quarter, adjusted net income1 was $190.9 million, or $0.53 per diluted common share.

    DEPOSITS AND FUNDING
    Growth in core deposits driven by Bremer including public fund and business checking increases partly offset by normal seasonal outflows of retail deposits.

    • Period-end total deposits were $54.4 billion, up $13.3 billion; core deposits up $11.6 billion; includes $11.5 billion of period-end core deposits assumed in the Bremer transaction.
      • Period-end core deposits up 0.8% annualized excluding Bremer.
    • On average, total deposits for the second quarter were $49.8 billion, up $9.3 billion.
    • Granular low-cost deposit franchise; total deposit costs of 193 bps, up 2 bps.
    • A loan to deposit ratio of 88%, combined with existing funding sources, provides strong liquidity.

    LOANS
    Loan growth driven by Bremer and strong commercial loan production; pipeline increasing.

    • Period-end total loans3 were $48.0 billion, up $11.5 billion; includes $11.2 billion of period end loans acquired in the Bremer transaction.
      • Excluding loans3 acquired in the Bremer transaction, period-end total loans were up 3.7% annualized.
    • Commercial loans, excluding Bremer, grew 4.6% annualized
      • Total commercial loan production in the second quarter was $2.3 billion; period-end commercial pipeline totaled $4.8 billion, up approximately 40%.
    • Average total loans in the second quarter were $44.1 billion, an increase of $7.8 billion.

    CREDIT QUALITY
    Resilient credit quality continues to be a hallmark of Old National.

    • Provision4 expense was $106.8 million; $31.2 million excluding $75.6 million of CECL Day 1 non-PCD provision expense5 related to the allowance for credit losses established on acquired non-PCD loans (including unfunded loan commitments) in the Bremer transaction, consistent with the prior quarter.
    • Net charge-offs were $26.5 million, or 24 bps of average loans, consistent with the prior quarter.
      • Excluding PCD loans that had an allowance for credit losses established at acquisition, net charge-offs to average loans were 21 bps.
    • 30+ day delinquencies as a percentage of loans were 0.30% compared to 0.22%.
    • Nonaccrual loans as a percentage of total loans were 1.24% compared to 1.29%.
    • The allowance for credit losses, including the allowance for credit losses on unfunded loan commitments, stood at $594.7 million, or 1.24% of total loans, compared to $424.0 million, or 1.16% of total loans, reflecting $75.6 million of CECL Day 1 non-PCD provision expense5 related to acquired non-PCD loans (including unfunded loan commitments) and $90.4 million of allowance related to acquired PCD loans.

    NET INTEREST INCOME AND MARGIN
    Higher reflective of larger balance sheet and higher asset yields.

    • Net interest income on a fully taxable equivalent basis1 increased to $521.9 million compared to $393.0 million, driven by Bremer, loan growth, higher asset yields and more days in the quarter, partly offset by higher funding costs.
    • Net interest margin on a fully taxable equivalent basis1 increased 26 bps to 3.53%.
    • Cost of total deposits was 1.93%, increasing 2 bps and the cost of total interest-bearing deposits increased 6 bps to 2.52%.

    NONINTEREST INCOME
    Increase driven by Bremer and organic growth of fee-based businesses.

    • Total noninterest income was $132.5 million, $111.6 million excluding a $21.0 million pre-tax gain associated with the freezing of benefits of the Bremer pension plan, compared to $93.8 million.
    • Excluding the pension plan gain and realized debt securities losses, noninterest income was up 18.8% driven by Bremer revenue as well as higher wealth fees, mortgage fees, and capital markets revenue.

    NONINTEREST EXPENSE
    Higher reflective of Bremer, disciplined expense management drives efficiency ratio lower.

    • Noninterest expense was $384.8 million and included $41.2 million of merger-related charges.
    • Excluding merger-related charges, adjusted noninterest expense1 was $343.6 million, compared to $262.6 million, driven primarily by elevated operating costs and additional intangibles amortization, both related to the Bremer transaction.
    • The efficiency ratio1 was 55.8%, while the adjusted efficiency ratio1 was 50.2% compared to 53.7% and 51.8%, respectively.

    INCOME TAXES

    • Income tax expense was $30.3 million, resulting in an effective tax rate of 19.5% compared to 20.3%. On an adjusted fully taxable equivalent (“FTE”) basis, the effective tax rate was 24.6% compared to 22.5%.
      • The effective tax rate for the second quarter of 2025 was impacted by the Bremer transaction and the first quarter of 2025 was impacted by a $1.2 million benefit for the vesting of employee stock compensation.
    • Income tax expense included $5.8 million of tax credit benefit compared to $5.3 million.

    CAPITAL
    Capital ratios remain strong.

    • Preliminary total risk-based capital down 109 bps to 12.59% and preliminary regulatory Tier 1 capital down 103 bps to 11.20%, as strong retained earnings were more than offset by the Bremer transaction and loan growth.
    • Tangible common equity to tangible assets was 7.26%, down 6.4%.

    CONFERENCE CALL AND WEBCAST
    Old National will host a conference call and live webcast at 9:00 a.m. Central Time on Tuesday, July 22, 2025, to review second quarter financial results. The live audio webcast link and corresponding presentation slides will be available on the Company’s Investor Relations website at oldnational.com and will be archived there for 12 months. To listen to the live conference call, dial U.S. (800) 715-9871 or International (646) 307-1963, access code 9394540. A replay of the call will also be available from approximately noon Central Time on July 22, 2025 through August 5, 2025. To access the replay, dial U.S. (800) 770-2030 or International (647) 362-9199; Access code 9394540.

    ABOUT OLD NATIONAL
    Old National Bancorp (NASDAQ: ONB) is the holding company of Old National Bank. As the fifth largest commercial bank headquartered in the Midwest, Old National proudly serves clients primarily in the Midwest and Southeast. With approximately $71 billion of assets and $38 billion of assets under management, Old National ranks among the top 25 banking companies headquartered in the United States. Tracing our roots to 1834, Old National focuses on building long-term, highly valued partnerships with clients while also strengthening and supporting the communities we serve. In addition to providing extensive services in consumer and commercial banking, Old National offers comprehensive wealth management and capital markets services. For more information and financial data, please visit Investor Relations at oldnational.com. In 2025, Points of Light named Old National one of “The Civic 50” – an honor reserved for the 50 most community-minded companies in the United States.

    USE OF NON-GAAP FINANCIAL MEASURES
    The Company’s accounting and reporting policies conform to U.S. generally accepted accounting principles (“GAAP”) and general practices within the banking industry. As a supplement to GAAP, the Company provides non-GAAP performance results, which the Company believes are useful because they assist investors in assessing the Company’s operating performance. Where non-GAAP financial measures are used, the comparable GAAP financial measure, as well as the reconciliation to the comparable GAAP financial measure, can be found in the tables at the end of this release.

    The Company presents EPS, the efficiency ratio, return on average common equity, return on average tangible common equity, and net income applicable to common shares, all adjusted for certain notable items. These items include CECL Day 1 non-PCD provision expense, merger-related charges associated with completed and pending acquisitions, a pension plan gain, debt securities gains/losses, separation expense, distribution of excess pension assets expense, and FDIC special assessment expense. Management believes excluding these items from EPS, the efficiency ratio, return on average common equity, and return on average tangible common equity may be useful in assessing the Company’s underlying operational performance since these items do not pertain to its core business operations and their exclusion may facilitate better comparability between periods. Management believes that excluding merger-related charges from these metrics may be useful to the Company, as well as analysts and investors, since these expenses can vary significantly based on the size, type, and structure of each acquisition. Additionally, management believes excluding these items from these metrics may enhance comparability for peer comparison purposes.

    Income tax expense, provision for credit losses, and the certain notable items listed above are excluded from the calculation of pre-provision net revenues, adjusted due to the fluctuation in income before income tax and the level of provision for credit losses required. Management believes adjusted pre-provision net revenues may be useful in assessing the Company’s underlying operating performance and their exclusion may facilitate better comparability between periods and for peer comparison purposes.

    The Company presents adjusted noninterest expense, which excludes merger-related charges associated with completed and pending acquisitions, separation expense, distribution of excess pension assets expense, and FDIC special assessment expense, as well as adjusted noninterest income, which excludes a pension plan gain and debt securities gains/losses. Management believes that excluding these items from noninterest expense and noninterest income may be useful in assessing the Company’s underlying operational performance as these items either do not pertain to its core business operations or their exclusion may facilitate better comparability between periods and for peer comparison purposes.

    The tax-equivalent adjustment to net interest income and net interest margin recognizes the income tax savings when comparing taxable and tax-exempt assets. Interest income and yields on tax-exempt securities and loans are presented using the current federal income tax rate of 21%. Management believes that it is standard practice in the banking industry to present net interest income and net interest margin on a fully tax-equivalent basis and that it may enhance comparability for peer comparison purposes.

    In management’s view, tangible common equity measures are capital adequacy metrics that may be meaningful to the Company, as well as analysts and investors, in assessing the Company’s use of equity and in facilitating comparisons with peers. These non-GAAP measures are valuable indicators of a financial institution’s capital strength since they eliminate intangible assets from stockholders’ equity and retain the effect of accumulated other comprehensive loss in stockholders’ equity.

    Although intended to enhance investors’ understanding of the Company’s business and performance, these non-GAAP financial measures should not be considered an alternative to GAAP. In addition, these non-GAAP financial measures may differ from those used by other financial institutions to assess their business and performance. See the following reconciliations in the “Non-GAAP Reconciliations” section for details on the calculation of these measures to the extent presented herein.

    FORWARD-LOOKING STATEMENTS
    This earnings release contains certain “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 (the “Act”), Section 27A of the Securities Act of 1933 and Rule 175 promulgated thereunder, and Section 21E of the Securities Exchange Act of 1934 and Rule 3b-6 promulgated thereunder, notwithstanding that such statements are not specifically identified as such. In addition, certain statements may be contained in our future filings with the Securities and Exchange Commission (“SEC”), in press releases, and in oral and written statements made by us that are not statements of historical fact and constitute forward‐looking statements within the meaning of the Act. These statements include, but are not limited to, descriptions of Old National’s financial condition, results of operations, asset and credit quality trends, profitability and business plans or opportunities. Forward-looking statements can be identified by the use of words such as “anticipate,” “believe,” “contemplate,” “continue,” “could,” “estimate,” “expect,” “guidance,” “intend,” “may,” “outlook,” “plan,” “potential,” “predict,” “should,” “would,” and “will,” and other words of similar meaning. These forward-looking statements express management’s current expectations or forecasts of future events and, by their nature, are subject to risks and uncertainties. There are a number of factors that could cause actual results or outcomes to differ materially from those in such statements, including, but not limited to: competition; government legislation, regulations and policies, including trade and tariff policies; the ability of Old National to execute its business plan; unanticipated changes in our liquidity position, including but not limited to changes in our access to sources of liquidity and capital to address our liquidity needs; changes in economic conditions and economic and business uncertainty which could materially impact credit quality trends and the ability to generate loans and gather deposits; inflation and governmental responses to inflation, including increasing interest rates; market, economic, operational, liquidity, credit, and interest rate risks associated with our business; our ability to successfully manage our credit risk and the sufficiency of our allowance for credit losses; the expected cost savings, synergies and other financial benefits from the merger (the “Merger”) between Old National and Bremer not being realized within the expected time frames and costs or difficulties relating to integration matters being greater than expected; potential adverse reactions or changes to business or employee relationships, including those resulting from the completion of the Merger; the impact of purchase accounting with respect to the Merger, or any change in the assumptions used regarding the assets acquired and liabilities assumed to determine their fair value and credit marks; the potential impact of future business combinations on our performance and financial condition, including our ability to successfully integrate the businesses, the success of revenue-generating and cost reduction initiatives and the diversion of management’s attention from ongoing business operations and opportunities; failure or circumvention of our internal controls; operational risks or risk management failures by us or critical third parties, including without limitation with respect to data processing, information systems, cybersecurity, technological changes, vendor issues, business interruption, and fraud risks; significant changes in accounting, tax or regulatory practices or requirements; new legal obligations or liabilities; disruptive technologies in payment systems and other services traditionally provided by banks; failure or disruption of our information systems; computer hacking and other cybersecurity threats; the effects of climate change on Old National and its customers, borrowers, or service providers; the impacts of pandemics, epidemics and other infectious disease outbreaks; other matters discussed in this earnings release; and other factors identified in our Annual Report on Form 10-K for the year ended December 31, 2024 and other filings with the SEC. These forward-looking statements are based on assumptions and estimates, which although believed to be reasonable, may turn out to be incorrect. Old National does not undertake an obligation to update these forward-looking statements to reflect events or conditions after the date of this earnings release. You are advised to consult further disclosures we may make on related subjects in our filings with the SEC.

    CONTACTS:    
    Media: Rick Jillson   Investors: Lynell Durchholz
    (812) 465-7267   (812) 464-1366
    Rick.Jillson@oldnational.com   Lynell.Durchholz@oldnational.com
                   
    Financial Highlights (unaudited)
    ($ and shares in thousands, except per share data)
                     
      Three Months Ended   Six Months Ended
      June 30, March 31, December 31, September 30, June 30,   June 30, June 30,
        2025     2025     2024     2024     2024       2025     2024  
    Income Statement                
    Net interest income $ 514,790   $ 387,643   $ 394,180   $ 391,724   $ 388,421     $ 902,433   $ 744,879  
    FTE adjustment1,3   7,063     5,360     5,777     6,144     6,340       12,423     12,593  
    Net interest income – tax equivalent basis3   521,853     393,003     399,957     397,868     394,761       914,856     757,472  
    Provision for credit losses   106,835     31,403     27,017     28,497     36,214       138,238     55,105  
    Noninterest income   132,517     93,794     95,766     94,138     87,271       226,311     164,793  
    Noninterest expense   384,766     268,471     276,824     272,283     282,999       653,237     545,316  
    Net income available to common shareholders $ 121,375   $ 140,625   $ 149,839   $ 139,768   $ 117,196     $ 262,000   $ 233,446  
    Per Common Share Data                
    Weighted average diluted shares   361,436     321,016     318,803     317,331     316,461       340,250     304,207  
    EPS, diluted $ 0.34   $ 0.44   $ 0.47   $ 0.44   $ 0.37     $ 0.77   $ 0.77  
    Cash dividends   0.14     0.14     0.14     0.14     0.14       0.28     0.28  
    Dividend payout ratio2   41 %   32 %   30 %   32 %   38 %     36 %   36 %
    Book value $ 20.12   $ 19.71   $ 19.11   $ 19.20   $ 18.28     $ 20.12   $ 18.28  
    Stock price   21.34     21.19     21.71     18.66     17.19       21.34     17.19  
    Tangible book value3   12.60     12.54     11.91     11.97     11.05       12.60     11.05  
    Performance Ratios                
    ROAA   0.77 %   1.08 %   1.14 %   1.08 %   0.92 %     0.91 %   0.95 %
    ROAE   6.7 %   9.1 %   9.8 %   9.4 %   8.2 %     7.8 %   8.4 %
    ROATCE3   12.0 %   15.0 %   16.4 %   16.0 %   14.1 %     13.4 %   14.5 %
    NIM (FTE)3   3.53 %   3.27 %   3.30 %   3.32 %   3.33 %     3.41 %   3.31 %
    Efficiency ratio3   55.8 %   53.7 %   54.4 %   53.8 %   57.2 %     54.9 %   57.7 %
    NCOs to average loans   0.24 %   0.24 %   0.21 %   0.19 %   0.16 %     0.24 %   0.15 %
    ACL on loans to EOP loans   1.18 %   1.10 %   1.08 %   1.05 %   1.01 %     1.18 %   1.01 %
    ACL4 to EOP loans   1.24 %   1.16 %   1.14 %   1.12 %   1.08 %     1.24 %   1.08 %
    NPLs to EOP loans   1.24 %   1.29 %   1.23 %   1.22 %   0.94 %     1.24 %   0.94 %
    Balance Sheet (EOP)                
    Total loans $ 47,902,819   $ 36,413,944   $ 36,285,887   $ 36,400,643   $ 36,150,513     $ 47,902,819   $ 36,150,513  
    Total assets   70,979,805     53,877,944     53,552,272     53,602,293     53,119,645       70,979,805     53,119,645  
    Total deposits   54,357,683     41,034,572     40,823,560     40,845,746     39,999,228       54,357,683     39,999,228  
    Total borrowed funds   7,346,098     5,447,054     5,411,537     5,449,096     6,085,204       7,346,098     6,085,204  
    Total shareholders’ equity   8,126,387     6,534,654     6,340,350     6,367,298     6,075,072       8,126,387     6,075,072  
    Capital Ratios3                
    Risk-based capital ratios (EOP):                
    Tier 1 common equity   10.74 %   11.62 %   11.38 %   11.00 %   10.73 %     10.74 %   10.73 %
    Tier 1 capital   11.20 %   12.23 %   11.98 %   11.60 %   11.33 %     11.20 %   11.33 %
    Total capital   12.59 %   13.68 %   13.37 %   12.94 %   12.71 %     12.59 %   12.71 %
    Leverage ratio (average assets)   9.26 %   9.44 %   9.21 %   9.05 %   8.90 %     9.26 %   8.90 %
    Equity to assets (averages)   11.38 %   12.01 %   11.78 %   11.60 %   11.31 %     11.66 %   11.31 %
    TCE to TA   7.26 %   7.76 %   7.41 %   7.44 %   6.94 %     7.26 %   6.94 %
    Nonfinancial Data                
    Full-time equivalent employees   5,313     4,028     4,066     4,105     4,267       5,313     4,267  
    Banking centers   351     280     280     280     280       351     280  
    1 Calculated using the federal statutory tax rate in effect of 21% for all periods.          
    2 Cash dividends per common share divided by net income per common share (basic).          
    3 Represents a non-GAAP financial measure. Refer to the “Non-GAAP Measures” table for reconciliations to GAAP financial measures.
        June 30, 2025 capital ratios are preliminary.
         
    4 Includes the allowance for credit losses on loans and unfunded loan commitments.          
                     
    FTE – Fully taxable equivalent basis ROAA – Return on average assets ROAE – Return on average equity ROATCE – Return on average tangible common equity NCOs – Net Charge-offs ACL – Allowance for Credit Losses EOP – End of period actual balances NPLs – Non-performing Loans TCE – Tangible common equity TA – Tangible assets      
                     
    Income Statement (unaudited)
    ($ and shares in thousands, except per share data)
      Three Months Ended   Six Months Ended
      June 30, March 31, December 31, September 30, June 30,   June 30, June 30,
        2025     2025     2024     2024     2024       2025     2024  
    Interest income $ 824,961   $ 630,399   $ 662,082   $ 679,925   $ 663,663     $ 1,455,360   $ 1,259,644  
    Less: interest expense   310,171     242,756     267,902     288,201     275,242       552,927     514,765  
    Net interest income   514,790     387,643     394,180     391,724     388,421       902,433     744,879  
    Provision for credit losses   106,835     31,403     27,017     28,497     36,214       138,238     55,105  
    Net interest income
    after provision for credit losses
      407,955     356,240     367,163     363,227     352,207       764,195     689,774  
    Wealth and investment services fees   35,817     29,648     30,012     29,117     29,358       65,465     57,662  
    Service charges on deposit accounts   23,878     21,156     20,577     20,350     19,350       45,034     37,248  
    Debit card and ATM fees   12,922     9,991     10,991     11,362     10,993       22,913     21,047  
    Mortgage banking revenue   10,032     6,879     7,026     7,669     7,064       16,911     11,542  
    Capital markets income   7,114     4,506     5,244     7,426     4,729       11,620     7,629  
    Company-owned life insurance   6,625     5,381     6,499     5,315     5,739       12,006     9,173  
    Other income   36,170     16,309     15,539     12,975     10,036       52,479     20,506  
    Debt securities gains (losses), net   (41 )   (76 )   (122 )   (76 )   2       (117 )   (14 )
    Total noninterest income   132,517     93,794     95,766     94,138     87,271       226,311     164,793  
    Salaries and employee benefits   202,112     148,305     146,605     147,494     159,193       350,417     308,996  
    Occupancy   30,432     29,053     29,733     27,130     26,547       59,485     53,566  
    Equipment   12,566     8,901     9,325     9,888     8,704       21,467     17,375  
    Marketing   13,759     11,940     12,653     11,036     11,284       25,699     21,918  
    Technology   31,452     22,020     21,429     23,343     24,002       53,472     44,025  
    Communication   5,014     4,134     4,176     4,681     4,480       9,148     8,480  
    Professional fees   21,931     7,919     11,055     7,278     10,552       29,850     16,958  
    FDIC assessment   13,409     9,700     11,970     11,722     9,676       23,109     20,989  
    Amortization of intangibles   19,630     6,830     7,237     7,411     7,425       26,460     12,880  
    Amortization of tax credit investments   5,815     3,424     4,556     3,277     2,747       9,239     5,496  
    Other expense   28,646     16,245     18,085     19,023     18,389       44,891     34,633  
    Total noninterest expense   384,766     268,471     276,824     272,283     282,999       653,237     545,316  
    Income before income taxes   155,706     181,563     186,105     185,082     156,479       337,269     309,251  
    Income tax expense   30,298     36,904     32,232     41,280     35,250       67,202     67,738  
    Net income $ 125,408   $ 144,659   $ 153,873   $ 143,802   $ 121,229     $ 270,067   $ 241,513  
    Preferred dividends   (4,033 )   (4,034 )   (4,034 )   (4,034 )   (4,033 )     (8,067 )   (8,067 )
    Net income applicable to common shares $ 121,375   $ 140,625   $ 149,839   $ 139,768   $ 117,196     $ 262,000   $ 233,446  
                     
    EPS, diluted $ 0.34   $ 0.44   $ 0.47   $ 0.44   $ 0.37     $ 0.77   $ 0.77  
    Weighted Average Common Shares Outstanding                
    Basic   360,155     315,925     315,673     315,622     315,585       338,162     303,283  
    Diluted   361,436     321,016     318,803     317,331     316,461       340,250     304,207  
    (EOP)   391,818     319,236     318,980     318,955     318,969       391,818     318,969  
                     
                     
     
    End of Period Balance Sheet (unaudited)
    ($ in thousands)
      June 30, March 31, December 31, September 30, June 30,
        2025     2025     2024     2024     2024  
    Assets          
    Cash and due from banks $ 637,556   $ 486,061   $ 394,450   $ 498,120   $ 428,665  
    Money market and other interest-earning investments   1,171,015     753,719     833,518     693,450     804,381  
    Investments:          
    Treasury and government-sponsored agencies   2,445,733     2,364,170     2,289,903     2,335,716     2,207,004  
    Mortgage-backed securities   9,632,206     6,458,023     6,175,103     6,085,826     5,890,371  
    States and political subdivisions   1,590,272     1,589,555     1,637,379     1,665,128     1,678,597  
    Other securities   852,687     755,348     781,656     783,079     775,623  
    Total investments   14,520,898     11,167,096     10,884,041     10,869,749     10,551,595  
    Loans held-for-sale, at fair value   77,618     40,424     34,483     62,376     66,126  
    Loans:          
    Commercial   14,662,916     10,650,615     10,288,560     10,408,095     10,332,631  
    Commercial and agriculture real estate   21,879,785     16,135,327     16,307,486     16,356,216     16,016,958  
    Residential real estate   8,212,242     6,771,694     6,797,586     6,757,896     6,894,957  
    Consumer   3,147,876     2,856,308     2,892,255     2,878,436     2,905,967  
    Total loans   47,902,819     36,413,944     36,285,887     36,400,643     36,150,513  
    Allowance for credit losses on loans   (565,109 )   (401,932 )   (392,522 )   (380,840 )   (366,335 )
    Premises and equipment, net   682,539     584,664     588,970     599,528     601,945  
    Goodwill and other intangible assets   2,944,372     2,289,268     2,296,098     2,305,084     2,306,204  
    Company-owned life insurance   1,046,693     859,211     859,851     863,723     862,032  
    Accrued interest receivable and other assets   2,561,404     1,685,489     1,767,496     1,690,460     1,714,519  
    Total assets $ 70,979,805   $ 53,877,944   $ 53,552,272   $ 53,602,293   $ 53,119,645  
               
    Liabilities and Equity          
    Noninterest-bearing demand deposits $ 12,652,556   $ 9,186,314   $ 9,399,019   $ 9,429,285   $ 9,336,042  
    Interest-bearing:          
    Checking and NOW accounts   9,194,738     7,736,014     7,538,987     7,314,245     7,680,865  
    Savings accounts   5,058,819     4,715,329     4,753,279     4,781,447     4,983,811  
    Money market accounts   16,564,125     11,638,653     11,807,228     11,601,461     10,485,491  
    Other time deposits   7,613,377     6,212,898     5,819,970     6,010,070     5,688,432  
    Total core deposits   51,083,615     39,489,208     39,318,483     39,136,508     38,174,641  
    Brokered deposits   3,274,068     1,545,364     1,505,077     1,709,238     1,824,587  
    Total deposits   54,357,683     41,034,572     40,823,560     40,845,746     39,999,228  
               
    Federal funds purchased and interbank borrowings   340,246     170     385     135,263     250,154  
    Securities sold under agreements to repurchase   297,637     290,256     268,975     244,626     240,713  
    Federal Home Loan Bank advances   5,835,918     4,514,354     4,452,559     4,471,153     4,744,560  
    Other borrowings   872,297     642,274     689,618     598,054     849,777  
    Total borrowed funds   7,346,098     5,447,054     5,411,537     5,449,096     6,085,204  
    Accrued expenses and other liabilities   1,149,637     861,664     976,825     940,153     960,141  
    Total liabilities   62,853,418     47,343,290     47,211,922     47,234,995     47,044,573  
    Preferred stock, common stock, surplus, and retained earnings   8,725,995     7,183,163     7,086,393     6,971,054     6,866,480  
    Accumulated other comprehensive income (loss), net of tax   (599,608 )   (648,509 )   (746,043 )   (603,756 )   (791,408 )
    Total shareholders’ equity   8,126,387     6,534,654     6,340,350     6,367,298     6,075,072  
    Total liabilities and shareholders’ equity $ 70,979,805   $ 53,877,944   $ 53,552,272   $ 53,602,293   $ 53,119,645  
     
                             
    Average Balance Sheet and Interest Rates (unaudited)
    ($ in thousands)
                             
                             
        Three Months Ended   Three Months Ended   Three Months Ended
        June 30, 2025   March 31, 2025   June 30, 2024
        Average Income1/ Yield/   Average Income1/ Yield/   Average Income1/ Yield/
    Earning Assets:   Balance Expense Rate   Balance Expense Rate   Balance Expense Rate
    Money market and other interest-earning investments   $ 1,424,700   $ 14,791 4.16 %   $ 791,067   $ 8,815 4.52 %   $ 814,944   $ 11,311 5.58 %
    Investments:                        
    Treasury and government-sponsored agencies     2,396,691     20,820 3.47 %     2,318,869     20,019 3.45 %     2,208,935     21,531 3.90 %
    Mortgage-backed securities     8,567,318     87,734 4.10 %     6,287,825     54,523 3.47 %     5,828,225     47,904 3.29 %
    States and political subdivisions     1,596,899     13,402 3.36 %     1,610,819     13,242 3.29 %     1,686,994     14,290 3.39 %
    Other securities     970,581     15,770 6.50 %     770,839     10,512 5.45 %     788,571     12,583 6.38 %
    Total investments     13,531,489     137,726 4.07 %     10,988,352     98,296 3.58 %     10,512,725     96,308 3.66 %
    Loans:2                        
    Commercial     13,240,876     219,446 6.63 %     10,397,991     165,595 6.37 %     10,345,098     183,425 7.09 %
    Commercial and agriculture real estate     20,022,403     316,422 6.32 %     16,213,606     245,935 6.07 %     15,870,809     260,407 6.56 %
    Residential real estate loans     7,792,440     88,852 4.56 %     6,815,091     67,648 3.97 %     6,952,942     67,683 3.89 %
    Consumer     3,049,341     54,787 7.21 %     2,871,213     49,470 6.99 %     2,910,331     50,869 7.03 %
    Total loans     44,105,060     679,507 6.16 %     36,297,901     528,648 5.83 %     36,079,180     562,384 6.24 %
                             
    Total earning assets   $ 59,061,249   $ 832,024 5.64 %   $ 48,077,320   $ 635,759 5.30 %   $ 47,406,849   $ 670,003 5.66 %
                             
    Less: Allowance for credit losses on loans     (404,871 )         (398,765 )         (331,043 )    
                             
    Non-earning Assets:                        
    Cash and due from banks   $ 426,513         $ 372,428         $ 430,256      
    Other assets     6,403,239           5,394,600           5,341,022      
                             
    Total assets   $ 65,486,130         $ 53,445,583         $ 52,847,084      
                             
    Interest-Bearing Liabilities:                        
    Checking and NOW accounts   $ 8,594,591   $ 29,291 1.37 %   $ 7,526,294   $ 23,850 1.29 %   $ 8,189,454   $ 34,398 1.69 %
    Savings accounts     4,968,232     3,777 0.30 %     4,692,239     3,608 0.31 %     5,044,800     5,254 0.42 %
    Money market accounts     15,055,735     110,933 2.96 %     11,664,650     88,381 3.07 %     10,728,156     102,560 3.84 %
    Other time deposits     7,092,124     67,204 3.80 %     5,996,108     56,485 3.82 %     5,358,103     56,586 4.25 %
    Total interest-bearing core deposits     35,710,682     211,205 2.37 %     29,879,291     172,324 2.34 %     29,320,513     198,798 2.73 %
    Brokered deposits     2,530,726     28,883 4.58 %     1,546,756     18,171 4.76 %     1,244,237     17,008 5.50 %
    Total interest-bearing deposits     38,241,408     240,088 2.52 %     31,426,047     190,495 2.46 %     30,564,750     215,806 2.84 %
                             
    Federal funds purchased and interbank borrowings     88,603     953 4.31 %     148,130     1,625 4.45 %     148,835     1,986 5.37 %
    Securities sold under agreements to repurchase     295,948     636 0.86 %     272,961     551 0.82 %     249,939     639 1.03 %
    Federal Home Loan Bank advances     6,037,462     59,042 3.92 %     4,464,590     41,896 3.81 %     4,473,978     44,643 4.01 %
    Other borrowings     828,214     9,452 4.58 %     675,759     8,189 4.91 %     891,609     12,168 5.49 %
    Total borrowed funds     7,250,227     70,083 3.88 %     5,561,440     52,261 3.81 %     5,764,361     59,436 4.15 %
                             
    Total interest-bearing liabilities   $ 45,491,635   $ 310,171 2.73 %   $ 36,987,487   $ 242,756 2.66 %   $ 36,329,111   $ 275,242 3.05 %
                             
    Noninterest-Bearing Liabilities and Shareholders’ Equity                      
    Demand deposits   $ 11,568,854         $ 9,096,676         $ 9,558,675      
    Other liabilities     973,525           944,935           980,322      
    Shareholders’ equity     7,452,116           6,416,485           5,978,976      
                             
    Total liabilities and shareholders’ equity   $ 65,486,130         $ 53,445,583         $ 52,847,084      
                             
    Net interest rate spread       2.91 %       2.64 %       2.61 %
                             
    Net interest margin (GAAP)       3.49 %       3.23 %       3.28 %
                             
    Net interest margin (FTE)3       3.53 %       3.27 %       3.33 %
                             
    FTE adjustment     $ 7,063       $ 5,360       $ 6,340  
                             
    1 Interest income is reflected on a FTE basis.  
    2 Includes loans held-for-sale.  
    3 Represents a non-GAAP financial measure. Refer to the “Non-GAAP Measures” table for reconciliations to GAAP financial measures.  
     
                     
    Average Balance Sheet and Interest Rates (unaudited)
    ($ in thousands)
                     
                     
        Six Months Ended   Six Months Ended
        June 30, 2025   June 30, 2024
        Average Income1/ Yield/   Average Income1/ Yield/
    Earning Assets:   Balance Expense Rate   Balance Expense Rate
    Money market and other interest-earning investments   $ 1,109,634   $ 23,606 4.29 %   $ 786,094   $ 21,296 5.45 %
    Investments:                
    Treasury and government-sponsored agencies     2,357,995     40,839 3.46 %     2,285,706     44,797 3.92 %
    Mortgage-backed securities     7,433,868     142,257 3.83 %     5,592,655     86,792 3.10 %
    States and political subdivisions     1,603,821     26,644 3.32 %     1,683,585     28,266 3.36 %
    Other securities     871,262     26,282 6.03 %     779,504     24,756 6.35 %
    Total investments   $ 12,266,946   $ 236,022 3.85 %   $ 10,341,450   $ 184,611 3.57 %
    Loans:2                
    Commercial     11,827,287     385,041 6.51 %     9,942,741     350,688 7.05 %
    Commercial and agriculture real estate     18,128,526     562,357 6.20 %     15,119,590     490,493 6.49 %
    Residential real estate loans     7,306,465     156,500 4.28 %     6,823,378     130,686 3.83 %
    Consumer     2,960,769     104,257 7.10 %     2,777,711     94,463 6.84 %
    Total loans     40,223,047     1,208,155 6.01 %     34,663,420     1,066,330 6.16 %
                     
    Total earning assets   $ 53,599,627   $ 1,467,783 5.48 %   $ 45,790,964   $ 1,272,237 5.56 %
                     
    Less: Allowance for credit losses on loans     (401,835 )         (322,256 )    
                     
    Non-earning Assets:                
    Cash and due from banks   $ 399,620         $ 396,466      
    Other assets     5,901,705           5,151,308      
                     
    Total assets   $ 59,499,117         $ 51,016,482      
                     
    Interest-Bearing Liabilities:                
    Checking and NOW accounts   $ 8,063,393   $ 53,141 1.33 %   $ 7,665,327   $ 59,650 1.56 %
    Savings accounts     4,830,998     7,385 0.31 %     5,035,100     10,271 0.41 %
    Money market accounts     13,369,560     199,314 3.01 %     10,322,808     196,773 3.83 %
    Other time deposits     6,547,143     123,689 3.81 %     5,023,620     104,018 4.16 %
    Total interest-bearing core deposits     32,811,094     383,529 2.36 %     28,046,855     370,712 2.66 %
    Brokered deposits     2,041,459     47,054 4.65 %     1,145,744     30,533 5.36 %
    Total interest-bearing deposits     34,852,553     430,583 2.49 %     29,192,599     401,245 2.76 %
                     
    Federal funds purchased and interbank borrowings     118,202     2,578 4.40 %     108,962     2,947 5.44 %
    Securities sold under agreements to repurchase     284,518     1,187 0.84 %     273,088     1,556 1.15 %
    Federal Home Loan Bank advances     5,255,372     100,938 3.87 %     4,430,236     85,810 3.90 %
    Other borrowings     752,408     17,641 4.73 %     858,727     23,207 5.43 %
    Total borrowed funds     6,410,500     122,344 3.85 %     5,671,013     113,520 4.03 %
                     
    Total interest-bearing liabilities     41,263,053     552,927 2.70 %     34,863,612     514,765 2.97 %
                     
    Noninterest-Bearing Liabilities and Shareholders’ Equity              
    Demand deposits   $ 10,339,594         $ 9,408,406      
    Other liabilities     959,309           972,205      
    Shareholders’ equity     6,937,161           5,772,259      
                     
    Total liabilities and shareholders’ equity   $ 59,499,117         $ 51,016,482      
                     
    Net interest rate spread       2.78 %       2.59 %
                     
    Net interest margin (GAAP)       3.37 %       3.25 %
                     
    Net interest margin (FTE)3       3.41 %       3.31 %
                     
    FTE adjustment     $ 12,423       $ 12,593  
                     
    1 Interest income is reflected on a FTE.
    2 Includes loans held-for-sale.                
    3 Represents a non-GAAP financial measure. Refer to the “Non-GAAP Measures” table for reconciliations to GAAP financial measures.    
     
                     
    Asset Quality (EOP) (unaudited)
    ($ in thousands)
                     
      Three Months Ended   Six Months Ended
      June 30, March 31, December 31, September 30, June 30,   June 30, June 30,
        2025     2025     2024     2024     2024       2025     2024  
    Allowance for credit losses:                
    Beginning allowance for credit losses on loans $ 401,932   $ 392,522   $ 380,840   $ 366,335   $ 319,713     $ 392,522   $ 307,610  
    Allowance established for acquired PCD loans   90,442             2,803     23,922       90,442     23,922  
    Provision for credit losses on loans   99,263     31,026     30,417     29,176     36,745       130,289     60,598  
    Gross charge-offs   (29,954 )   (24,540 )   (21,278 )   (18,965 )   (17,041 )     (54,494 )   (31,061 )
    Gross recoveries   3,426     2,924     2,543     1,491     2,996       6,350     5,266  
    NCOs   (26,528 )   (21,616 )   (18,735 )   (17,474 )   (14,045 )     (48,144 )   (25,795 )
    Ending allowance for credit losses on loans $ 565,109   $ 401,932   $ 392,522   $ 380,840   $ 366,335     $ 565,109   $ 366,335  
    Beginning allowance for credit losses on unfunded commitments $ 22,031   $ 21,654   $ 25,054   $ 25,733   $ 26,264     $ 21,654   $ 31,226  
    Provision (release) for credit losses on unfunded commitments   7,572     377     (3,400 )   (679 )   (531 )     7,949     (5,493 )
    Ending allowance for credit losses on unfunded commitments $ 29,603   $ 22,031   $ 21,654   $ 25,054   $ 25,733     $ 29,603   $ 25,733  
    Allowance for credit losses $ 594,712   $ 423,963   $ 414,176   $ 405,894   $ 392,068     $ 594,712   $ 392,068  
    Provision for credit losses on loans $ 99,263   $ 31,026   $ 30,417   $ 29,176   $ 36,745     $ 130,289   $ 60,598  
    Provision (release) for credit losses on unfunded commitments   7,572     377     (3,400 )   (679 )   (531 )     7,949     (5,493 )
    Provision for credit losses $ 106,835   $ 31,403   $ 27,017   $ 28,497   $ 36,214     $ 138,238   $ 55,105  
    NCOs / average loans1   0.24 %   0.24 %   0.21 %   0.19 %   0.16 %     0.24 %   0.15 %
    Average loans1 $ 44,075,472   $ 36,284,059   $ 36,410,414   $ 36,299,544   $ 36,053,845     $ 40,201,289   $ 34,648,292  
    EOP loans1   47,902,819     36,413,944     36,285,887     36,400,643     36,150,513       47,902,819     36,150,513  
    ACL on loans / EOP loans1   1.18 %   1.10 %   1.08 %   1.05 %   1.01 %     1.18 %   1.01 %
    ACL / EOP loans1   1.24 %   1.16 %   1.14 %   1.12 %   1.08 %     1.24 %   1.08 %
    Underperforming Assets:                
    Loans 90 days and over (still accruing) $ 16,893   $ 6,757   $ 4,060   $ 1,177   $ 5,251     $ 16,893   $ 5,251  
    Nonaccrual loans   594,709     469,211     447,979     443,597     340,181       594,709     340,181  
    Foreclosed assets   7,986     6,301     4,294     4,077     8,290       7,986     8,290  
    Total underperforming assets $ 619,588   $ 482,269   $ 456,333   $ 448,851   $ 353,722     $ 619,588   $ 353,722  
    Classified and Criticized Assets:                
    Nonaccrual loans $ 594,709   $ 469,211   $ 447,979   $ 443,597   $ 340,181     $ 594,709   $ 340,181  
    Substandard loans (still accruing)   1,969,260     1,479,630     1,073,413     1,074,243     841,087       1,969,260     841,087  
    Loans 90 days and over (still accruing)   16,893     6,757     4,060     1,177     5,251       16,893     5,251  
    Total classified loans – “problem loans”   2,580,862     1,955,598     1,525,452     1,519,017     1,186,519       2,580,862     1,186,519  
    Other classified assets   43,495     53,239     58,954     59,485     60,772       43,495     60,772  
    Special Mention   1,008,716     828,314     908,630     837,543     967,655       1,008,716     967,655  
    Total classified and criticized assets $ 3,633,073   $ 2,837,151   $ 2,493,036   $ 2,416,045   $ 2,214,946     $ 3,633,073   $ 2,214,946  
    Loans 30-89 days past due (still accruing) $ 128,771   $ 72,517   $ 93,141   $ 91,750   $ 51,712     $ 128,771   $ 51,712  
    Nonaccrual loans / EOP loans1   1.24 %   1.29 %   1.23 %   1.22 %   0.94 %     1.24 %   0.94 %
    ACL / nonaccrual loans   100 %   90 %   92 %   92 %   115 %     100 %   115 %
    Under-performing assets/EOP loans1   1.29 %   1.32 %   1.26 %   1.23 %   0.98 %     1.29 %   0.98 %
    Under-performing assets/EOP assets   0.87 %   0.90 %   0.85 %   0.84 %   0.67 %     0.87 %   0.67 %
    30+ day delinquencies/EOP loans1   0.30 %   0.22 %   0.27 %   0.26 %   0.16 %     0.30 %   0.16 %
                     
    1 Excludes loans held-for-sale.            
                     
                     
    Non-GAAP Measures (unaudited)
    ($ and shares in thousands, except per share data)
                     
      Three Months Ended   Six Months Ended
      June 30, March 31, December 31, September 30, June 30,   June 30, June 30,
        2025     2025     2024     2024     2024       2025     2024  
    Earnings Per Share:                
    Net income applicable to common shares $ 121,375   $ 140,625   $ 149,839   $ 139,768   $ 117,196     $ 262,000   $ 233,446  
    Adjustments:                
    CECL Day 1 non-PCD provision expense   75,604                 15,312       75,604     15,312  
    Tax effect1   (20,802 )               (3,476 )     (20,802 )   (3,476 )
    CECL Day 1 non-PCD provision expense, net   54,802                 11,836       54,802     11,836  
    Merger-related charges   41,206     5,856     8,117     6,860     19,440       47,062     22,348  
    Tax effect1   (11,337 )   (1,089 )   (2,058 )   (1,528 )   (4,413 )     (12,426 )   (5,123 )
    Merger-related charges, net   29,869     4,767     6,059     5,332     15,027       34,636     17,225  
    Pension plan gain   (21,001 )                     (21,001 )    
    Tax effect1   5,778                       5,778      
    Pension plan gain, net   (15,223 )                     (15,223 )    
    Debt securities (gains) losses   41     76     122     76     (2 )     117     14  
    Tax effect1   (11 )   (14 )   (31 )   (17 )   1       (25 )   (3 )
    Debt securities (gains) losses, net   30     62     91     59     (1 )     92     11  
    Separation expense               2,646                
    Tax effect1               (589 )              
    Separation expense, net               2,057                
    Distribution of excess pension assets                           13,318  
    Tax effect1                           (3,250 )
    Distribution excess pension assets, net                             10,068  
    FDIC special assessment                             2,994  
    Tax effect1                             (731 )
    FDIC special assessment, net                             2,263  
    Total adjustments, net   69,478     4,829     6,150     7,448     26,862       74,307     41,403  
    Net income applicable to common shares, adjusted $ 190,853   $ 145,454   $ 155,989   $ 147,216   $ 144,058     $ 336,307   $ 274,849  
    Weighted average diluted common shares outstanding   361,436     321,016     318,803     317,331     316,461       340,250     304,207  
    EPS, diluted $ 0.34   $ 0.44   $ 0.47   $ 0.44   $ 0.37     $ 0.77   $ 0.77  
    Adjusted EPS, diluted $ 0.53   $ 0.45   $ 0.49   $ 0.46   $ 0.46     $ 0.99   $ 0.90  
    NIM:                
    Net interest income $ 514,790   $ 387,643   $ 394,180   $ 391,724   $ 388,421     $ 902,433   $ 744,879  
    Add: FTE adjustment2   7,063     5,360     5,777     6,144     6,340       12,423     12,593  
    Net interest income (FTE) $ 521,853   $ 393,003   $ 399,957   $ 397,868   $ 394,761     $ 914,856   $ 757,472  
    Average earning assets $ 59,061,249   $ 48,077,320   $ 48,411,803   $ 47,905,463   $ 47,406,849     $ 53,599,627   $ 45,790,964  
    NIM (GAAP)   3.49 %   3.23 %   3.26 %   3.27 %   3.28 %     3.37 %   3.25 %
    NIM (FTE)   3.53 %   3.27 %   3.30 %   3.32 %   3.33 %     3.41 %   3.31 %
                     
    Refer to last page of Non-GAAP reconciliations for footnotes.            
                     
                     
    Non-GAAP Measures (unaudited)
    ($ in thousands)
                     
      Three Months Ended   Six Months Ended
      June 30, March 31, December 31, September 30, June 30,   June 30, June 30,
        2025     2025     2024     2024     2024       2025     2024  
    PPNR:                
    Net interest income (FTE)2 $ 521,853   $ 393,003   $ 399,957   $ 397,868   $ 394,761     $ 914,856   $ 757,472  
    Add: Noninterest income   132,517     93,794     95,766     94,138     87,271       226,311     164,793  
    Total revenue (FTE)   654,370     486,797     495,723     492,006     482,032       1,141,167     922,265  
    Less: Noninterest expense   (384,766 )   (268,471 )   (276,824 )   (272,283 )   (282,999 )     (653,237 )   (545,316 )
    PPNR $ 269,604   $ 218,326   $ 218,899   $ 219,723   $ 199,033     $ 487,930   $ 376,949  
    Adjustments:                
    Pension plan termination gain $ (21,001 ) $   $   $   $     $ (21,001 ) $  
    Debt securities (gains) losses $ 41   $ 76   $ 122   $ 76   $ (2 )   $ 117   $ 14  
    Noninterest income adjustments   (20,960 )   76     122     76     (2 )     (20,884 )   14  
    Adjusted noninterest income   111,557     93,870     95,888     94,214     87,269       205,427     164,807  
    Adjusted revenue $ 633,410   $ 486,873   $ 495,845   $ 492,082   $ 482,030     $ 1,120,283   $ 922,279  
    Adjustments:                
    Merger-related charges $ 41,206   $ 5,856   $ 8,117   $ 6,860   $ 19,440     $ 47,062   $ 22,348  
    Separation expense               2,646                
    Distribution of excess pension assets                             13,318  
    FDIC Special Assessment                             2,994  
    Noninterest expense adjustments   41,206     5,856     8,117     9,506     19,440       47,062     38,660  
    Adjusted total noninterest expense   (343,560 )   (262,615 )   (268,707 )   (262,777 )   (263,559 )     (606,175 )   (506,656 )
    Adjusted PPNR $ 289,850   $ 224,258   $ 227,138   $ 229,305   $ 218,471     $ 514,108   $ 415,623  
    Efficiency Ratio:                
    Noninterest expense $ 384,766   $ 268,471   $ 276,824   $ 272,283   $ 282,999     $ 653,237   $ 545,316  
    Less: Amortization of intangibles   (19,630 )   (6,830 )   (7,237 )   (7,411 )   (7,425 )     (26,460 )   (12,880 )
    Noninterest expense, excl. amortization of intangibles   365,136     261,641     269,587     264,872     275,574       626,777     532,436  
    Less: Amortization of tax credit investments   (5,815 )   (3,424 )   (4,556 )   (3,277 )   (2,747 )     (9,239 )   (5,496 )
    Less: Noninterest expense adjustments   (41,206 )   (5,856 )   (8,117 )   (9,506 )   (19,440 )     (47,062 )   (38,660 )
    Adjusted noninterest expense, excluding amortization $ 318,115   $ 252,361   $ 256,914   $ 252,089   $ 253,387     $ 570,476   $ 488,280  
    Total revenue (FTE)2 $ 654,370   $ 486,797   $ 495,723   $ 492,006   $ 482,032     $ 1,141,167   $ 922,265  
    Less: Debt securities (gains) losses   41     76     122     76     (2 )     117     14  
    Less: Pension plan gain   (21,001 )                     (21,001 )    
    Total adjusted revenue $ 633,410   $ 486,873   $ 495,845   $ 492,082   $ 482,030     $ 1,120,283   $ 922,279  
    Efficiency Ratio   55.8 %   53.7 %   54.4 %   53.8 %   57.2 %     54.9 %   57.7 %
    Adjusted Efficiency Ratio   50.2 %   51.8 %   51.8 %   51.2 %   52.6 %     50.9 %   52.9 %
                     
    Refer to last page of Non-GAAP reconciliations for footnotes.            
                     
    Non-GAAP Measures (unaudited)
    ($ in thousands)
                     
      Three Months Ended   Six Months Ended
      June 30, March 31, December 31, September 30, June 30,   June 30, June 30,
        2025     2025     2024     2024     2024       2025     2024  
    ROAE and ROATCE:                
    Net income applicable to common shares $ 121,375   $ 140,625   $ 149,839   $ 139,768   $ 117,196     $ 262,000   $ 233,446  
    Amortization of intangibles   19,630     6,830     7,237     7,411     7,425       26,460     12,880  
    Tax effect1   (4,908 )   (1,708 )   (1,809 )   (1,853 )   (1,856 )     (6,615 )   (3,220 )
    Amortization of intangibles, net   14,722     5,122     5,428     5,558     5,569       19,845     9,660  
    Net income applicable to common shares, excluding intangibles amortization   136,097     145,747     155,267     145,326     122,765       281,845     243,106  
    Total adjustments, net (see pg.12)   69,478     4,829     6,150     7,448     26,862       74,307     41,403  
    Adjusted net income applicable to common shares, excluding intangibles amortization $ 205,575   $ 150,576   $ 161,417   $ 152,774   $ 149,627     $ 356,152   $ 284,509  
    Average shareholders’ equity $ 7,452,116   $ 6,416,485   $ 6,338,953   $ 6,190,071   $ 5,978,976     $ 6,937,161   $ 5,772,259  
    Less: Average preferred equity   (243,719 )   (243,719 )   (243,719 )   (243,719 )   (243,719 )     (243,719 )   (243,719 )
    Average shareholders’ common equity $ 7,208,397   $ 6,172,766   $ 6,095,234   $ 5,946,352   $ 5,735,257     $ 6,693,442   $ 5,528,540  
    Average goodwill and other intangible assets   (2,670,710 )   (2,292,526 )   (2,301,177 )   (2,304,597 )   (2,245,405 )     (2,482,663 )   (2,171,872 )
    Average tangible shareholder’s common equity $ 4,537,687   $ 3,880,240   $ 3,794,057   $ 3,641,755   $ 3,489,852     $ 4,210,779   $ 3,356,668  
    ROAE   6.7 %   9.1 %   9.8 %   9.4 %   8.2 %     7.8 %   8.4 %
    ROAE, adjusted   10.6 %   9.4 %   10.2 %   9.9 %   10.0 %     10.0 %   9.9 %
    ROATCE   12.0 %   15.0 %   16.4 %   16.0 %   14.1 %     13.4 %   14.5 %
    ROATCE, adjusted   18.1 %   15.5 %   17.0 %   16.8 %   17.1 %     16.9 %   17.0 %
                     
    Refer to last page of Non-GAAP reconciliations for footnotes.            
               
    Non-GAAP Measures (unaudited)
    ($ in thousands)
               
      As of
      June 30, March 31, December 31, September 30, June 30,
        2025     2025     2024     2024     2024  
    Tangible Common Equity:          
    Shareholders’ equity $ 8,126,387   $ 6,534,654   $ 6,340,350   $ 6,367,298   $ 6,075,072  
    Less: Preferred equity   (243,719 )   (243,719 )   (243,719 )   (243,719 )   (243,719 )
    Shareholders’ common equity $ 7,882,668   $ 6,290,935   $ 6,096,631   $ 6,123,579   $ 5,831,353  
    Less: Goodwill and other intangible assets   (2,944,372 )   (2,289,268 )   (2,296,098 )   (2,305,084 )   (2,306,204 )
    Tangible shareholders’ common equity $ 4,938,296   $ 4,001,667   $ 3,800,533   $ 3,818,495   $ 3,525,149  
               
    Total assets $ 70,979,805   $ 53,877,944   $ 53,552,272   $ 53,602,293   $ 53,119,645  
    Less: Goodwill and other intangible assets   (2,944,372 )   (2,289,268 )   (2,296,098 )   (2,305,084 )   (2,306,204 )
    Tangible assets $ 68,035,433   $ 51,588,676   $ 51,256,174   $ 51,297,209   $ 50,813,441  
               
    Risk-weighted assets3 $ 52,517,871   $ 40,266,670   $ 40,314,805   $ 40,584,608   $ 40,627,117  
               
    Tangible common equity to tangible assets   7.26 %   7.76 %   7.41 %   7.44 %   6.94 %
    Tangible common equity to risk-weighted assets3   9.40 %   9.94 %   9.43 %   9.41 %   8.68 %
    Tangible Common Book Value:          
    Common shares outstanding   391,818     319,236     318,980     318,955     318,969  
    Tangible common book value $ 12.60   $ 12.54   $ 11.91   $ 11.97   $ 11.05  
               
    1 Tax-effect calculations use management’s estimate of the full year FTE tax rates (federal + state).
    2 Calculated using the federal statutory tax rate in effect of 21% for all periods.
    3 June 30, 2025 figures are preliminary.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/1e11c9d1-b9ea-4a5c-a250-cb6dc83091a5

    The MIL Network

  • Trump’s Golden Dome looks for alternatives to Musk’s SpaceX

    Source: Government of India

    Source: Government of India (4)

    The Trump administration is expanding its search for partners to build the Golden Dome missile defense system, courting Amazon.com’s Project Kuiper and big defense contractors as tensions with Elon Musk threaten SpaceX’s dominance in the program, according to three sources familiar with the matter.

    The shift marks a strategic pivot away from reliance on Musk’s SpaceX, whose Starlink and Starshield satellite networks have become central to U.S. military communications.

    It comes amid a deteriorating relationship between Trump and Musk, which culminated in a public falling-out on June 5. Even before the spat, officials at the Pentagon and White House had begun exploring alternatives to SpaceX, wary of over-reliance on a single partner for huge portions of the ambitious, $175 billion space-based defense shield, two of the sources said.

    Musk and SpaceX did not respond to requests for comment. After Reuters reported initially that SpaceX was a frontrunner to build parts of Golden Dome, Musk said on X that the company had “not tried to bid for any contract in this regard. Our strong preference would be to stay focused on taking humanity to Mars.”

    Due to its size, track record of launching more than 9,000 of its own Starlink satellites, and experience in government procurement, SpaceX still has the inside track to assist with major portions of the Golden Dome, especially launch contracts, sources say.

    Project Kuiper, which has launched just 78 of a planned constellation of 3,000 low-earth orbit satellites, has been approached by the Pentagon to join the effort, signaling the administration’s openness to integrating commercial tech firms into national defense infrastructure and going beyond traditional defense players.

    Jeff Bezos, Amazon’s executive chairman, told Reuters in January that Kuiper would be “primarily commercial,” but acknowledged “there will be defense uses for these [low-earth orbit] constellations, no doubt.”

    A spokesperson for Project Kuiper declined to comment for this story. The Pentagon declined to comment. The White House did not respond to requests for comment.

    Golden Dome’s ambitions mirror those of Israel’s Iron Dome – a homeland missile defense shield – but a larger, more complex layered defense system requires a vast network of orbiting satellites covering more territory.

    In the search for more vendors for the satellite layers of Golden Dome, “Kuiper is a big one,” a U.S. official said.

    While SpaceX remains a frontrunner due to its unmatched launch capabilities, its share of the program could shrink, two of the people said. Officials have reached out to new entrants like rocket companies Stoke Space and Rocket Lab RKLB.O are gaining traction and will be able to bid on individual launches as the program matures, according to the U.S. official.

    Later in the development of Golden Dome “each individual launch is going to get bid, and we have to actually give bids to other people,” besides SpaceX, the official said.

    NEED FOR SATELLITES

    There is an urgent need for more satellite production. Last year Congress gave Space Force a $13 billion mandate – up from $900 million – to buy satellite-based communication services in what was widely seen as one of many efforts to stimulate private sector satellite production.

    Amazon’s Project Kuiper, a $10 billion initiative led by former Starlink managers dismissed by Musk for slow progress, Reuters has reported, has lagged behind SpaceX in deployment. But its potential defense applications – such as communications that could aid missile tracking – have drawn renewed interest as the administration prepares to allocate the first $25 billion tranche of funding authorized under Trump’s sweeping tax and spending bill.

    Traditional defense giants Northrop Grumman, Lockheed Martin, and L3Harris are also in talks to support Golden Dome. L3Harris CFO Kenneth Bedingfield told Reuters in an interview the company has seen a surge in interest in its missile warning and tracking technologies, which are expected to play a key role in the system.

    Northrop, meanwhile, is pursuing several efforts including a space-based interceptor, a component that would enable missile strikes from orbit, Robert Flemming, the head of the company’s space business, told Reuters in an interview.

    “Lockheed Martin is ready to support Golden Dome for America as a proven mission partner,” Robert Lightfoot, president of Lockheed Martin Space, said in a statement.

    Golden Dome’s initial outreach this spring invited smaller, newer Silicon Valley firms seen as nimbler, more sophisticated and potentially less expensive alternatives to the big defense firms to the table – but that was before the Musk-Trump feud upended that calculus.

    Several with close ties to Trump aside from SpaceX, including Palantir and Anduril – were considered early frontrunners to win big pieces of the $175 billion project.

    But the Musk-Trump feud has reshaped the competitive landscape. Musk recently launched the “America Party,” a tech-centric, centrist political movement aimed at defeating Republicans who backed Trump’s tax-and-spend agenda.

    RAPID TIMEFRAME

    Trump launched the Golden Dome initiative just a week into his second term, pushing for rapid deployment. Space Force General Michael Guetlein, confirmed by the Senate on July 17, is set to lead the program with sweeping authority.

    Under a previously unreported directive from Defense Secretary Pete Hegseth, Guetlein has 30 days from confirmation to build a team, 60 days to deliver an initial system design, and 120 days to present a full implementation plan, including satellite and ground station details, two people briefed on the memo said.

    The inclusion of commercial platforms like Kuiper raises security concerns. Its satellites would need to be hardened against cyberattacks and electronic warfare, a challenge that has plagued even SpaceX’s Starlink network. In May 2024, Elon Musk said SpaceX was spending “significant resources combating Russian jamming efforts. This is a tough problem.”

    Beyond the technical and political challenges, Golden Dome could reshape global security dynamics. A fully operational space-based missile shield may prompt adversaries to develop new offensive capabilities or accelerate the militarization of space.

    (Reuters)

  • India implements world’s largest grain storage plan in cooperative sector

    Source: Government of India

    Source: Government of India (4)

    The central government is moving swiftly to implement the “World’s Largest Grain Storage Plan in the Cooperative Sector,” an ambitious initiative aimed at revolutionizing rural agri-infrastructure and empowering Primary Agricultural Credit Societies (PACS) across the country. Approved on May 31, 2023, the plan is currently being rolled out as a pilot project and is set to transform grain storage and agricultural logistics at the grassroots level.

    Minister of Cooperation, Amit Shah, shared these updates in a written reply in the Lok Sabha, emphasizing the Government’s commitment to transforming the cooperative sector into a pillar of rural economic development.

    The plan focuses on the creation of infrastructure at the PACS level, including godowns, custom hiring centers, food processing units, and Fair Price Shops. These developments are being implemented through convergence of various government schemes such as the Agriculture Infrastructure Fund (AIF), Agricultural Marketing Infrastructure Scheme (AMI), Sub-Mission on Agricultural Mechanization (SMAM), and the Pradhan Mantri Formalization of Micro Food Processing Enterprises (PMFME) scheme.

    As part of the pilot phase, construction of godowns has been completed in 11 PACS across 11 states, including Maharashtra, Uttar Pradesh, Madhya Pradesh, Gujarat, Tamil Nadu, Rajasthan, Telangana, Karnataka, Tripura, Assam, and Uttarakhand. The total storage capacity developed so far stands at 9,750 metric tonnes, with integrated facilities such as seed grading units, processing centers, and Grameen Haats also being established in some locations. More than 500 additional PACS have been identified for godown construction, with a completion target set for December 2026.

    To support the initiative’s expansion, the Government has approved a parallel plan to establish new multipurpose PACS, dairy, and fisheries cooperatives, with the aim of reaching every panchayat and village within five years. Supported by NABARD, NDDB, NFDB, and State/UT governments, this plan has already resulted in the registration of 22,933 new cooperative societies since February 15, 2023—including 5,937 multipurpose PACS. A comprehensive implementation guide, Margadarshika, was launched on September 19, 2024, to outline the timelines and responsibilities of all stakeholders.

    Additionally, in a move to digitally empower PACS, the Government has approved a ₹2,925.39 crore project for their computerization. This project will bring all functional PACS under a common ERP-based national software, ensuring integration with NABARD through State Cooperative Banks (StCBs) and District Central Cooperative Banks (DCCBs). As of June 30, 2025, a total of 73,492 PACS across 31 States and Union Territories have been sanctioned for inclusion. Of these, 59,920 have already been onboarded onto the ERP system, with hardware delivered to 64,323 PACS.

    The project is not only streamlining agricultural operations but is also expected to improve transparency, record-keeping, and credit delivery across the cooperative sector. States like Maharashtra, Rajasthan, Tamil Nadu, Gujarat, and Uttar Pradesh are leading in the number of PACS onboarded and operationalized under the ERP system.

  • Govt pushes cooperative growth: Over 22,600 new societies registered under national plan

    Source: Government of India

    Source: Government of India (4)

    The government’s plan to strengthen the cooperative movement across rural India has made significant progress, with 22,606 new Primary Agricultural Credit Societies (PACS), dairies, and fishery cooperative societies registered across the country as of June 30, said Union Minister Amit Shah in a written reply to the Lok Sabha on Monday.

    The initiative, approved on February 15, 2023, aims to establish two lakh multipurpose cooperative societies in five years, covering every panchayat and village.

    The plan is being implemented through convergence of various central government schemes – such as the Dairy Infrastructure Development Fund (DIDF), National Programme for Dairy Development (NPDD), and PM Matsya Sampada Yojana (PMMSY) – with support from National Bank for Agriculture and Rural Development (NABARD), National Dairy Development Board (NDDB), National Fisheries Development Board (NFDB), and state governments. Importantly, the scheme uses the existing outlays of these programs and integrates them at the PACS level.

    To guide this rollout, the Ministry of Cooperation launched a standard operating procedure (Margdarshika) on September 19, 2024. This document outlines clear targets, timelines, and responsibilities for all stakeholders.

  • India expected to clock 6.6 pc growth in FY26 despite uncertain global outlook

    Source: Government of India

    Source: Government of India (4)

    India is expected to expand close to its trend growth in FY26, supported by better consumption demand on recent monetary easing, income tax reductions, good monsoon rains, and the prospect of continued lower oil prices, according to a report on Tuesday.

    The Standard Chartered global outlook report expects India to clock steady GDP growth of 6.6 per cent in FY26 compared to 6.5 per cent in FY25. While strong macro fundamentals provide the cushion, the bank also flags that India is not immune to tariff risk and the outcome of trade talks with the US and the EU will be key to growth prospects.

    The confidence on India’s growth outlook comes even as the bank has lowered its 2025 global growth forecast slightly to 3.1 per cent from the 3.2 per cent earlier amid still-elevated trade policy uncertainty.

    Anubhuti Sahay, Head of India Economic research, expects improvement in real purchasing power in FY26. However, she also said, “While urban demand is expected to stay supported on countercyclical measures, urban households may partially use the benefits from lower rates and tax cuts to deleverage and boost savings.”

    “A combined fiscal deficit sustainably below 7 per cent of GDP is an important criterion for a rating upgrade, as highlighted by S&P when it upgraded India’s sovereign rating outlook to positive in 2024. FY26 will be the first year when combined fiscal deficit will be below 7 per cent of GDP. We also see a high probability of it staying below 7 per cent on a medium-term basis,” Sahay added.

    Overall, globally, the report sees growing downside risks to the US economy in H2 (second half) 2025, after greater resilience than expected in H1 (first half). The inflationary impact of US tariffs is likely to constrain Fed monetary easing, with scope for one more 25bps rate cut in 2025, although there is a risk of a bigger 50 bps move at the September meeting.

    China’s trend growth is likely to slow. While the worst of the US-China trade war appears to be over, with China’s dominance of rare-earths production proving to be an effective bargaining tool, China’s economy remains vulnerable to higher effective tariffs. Export growth, a key source of growth since COVID-19, could slow meaningfully by the end of 2025, the report added.

    (IANS)

  • Toxic algae bloom off South Australia devastates marine life, tourism

    Source: Government of India

    Source: Government of India (4)

    A massive outbreak of toxic algae off South Australia, which has devastated hundreds of species of marine life and disrupted local tourism and fishing, is a “natural disaster,” state Premier Peter Malinauskas said on Tuesday.

    The algal bloom, first detected in March, spans an area 4,500 square km (1,737 square miles) in size and has been aggravated by rising ocean temperatures, according to environment officials.

    “There are over 400 different species of marine life that have been killed off or have had deaths as a result of this algal bloom,” Malinauskas told national broadcaster ABC’s News Breakfast program.

    “This is a natural disaster and should be acknowledged as such.”

    Malinauskas announced a A$14 million ($9.11 million) support package to tackle the outbreak, matching a package by the federal government. The combined A$28 million would assist with clean-up efforts, research, and business support.

    The toxic bloom has been caused by overgrowth of the Karenia mikimotoi algal species, which affects fish gills and sucks oxygen out of the water as it decomposes, the state’s environment department said.

    Contributing to its growth was a marine heatwave that started in 2024, when sea temperatures were about 2.5 degrees Celsius (36.5 degrees Fahrenheit) warmer than usual.

    The bloom has impacted tourism and forced oyster and mussel farms to temporarily shut due to a waterborne toxin caused by the algae, local media said.

    Over 13,850 dead animals, including sharks, rays and invertebrates, have been recorded by the public on the iNaturalist app.

    Federal Environment Minister Murray Watt said on Monday the algal bloom was a “very serious environmental event,” but stopped short of declaring it a national disaster, which would allow for greater federal support.

    (Reuters)

  • PLI schemes see actual investment of Rs 1.76 lakh crore, create over 12 lakhs jobs: Minister

    Source: Government of India

    Source: Government of India (4)

    The production-linked incentive (PLI) schemes have realised actual investment of Rs 1.76 lakh crore till March 2025 across 14 sectors, which has resulted in incremental production/sales of over Rs 16.5 lakh crore and employment generation of over 12 lakhs (direct and indirect), the Parliament was informed on Tuesday.

    To date, 806 applications have been approved under PLI schemes across 14 sectors. These schemes have incentivized domestic manufacturing, leading to increased production, job creation and a boost in exports, said Minister of State for Commerce and Industry Jitin Prasada in a written reply to the Lok Sabha.

    The pharmaceuticals sector has witnessed cumulative sales of Rs 2.66 lakh crore which includes exports of Rs 1.70 lakh crore achieved in the first three years of the scheme.

    The scheme has contributed to India becoming a net exporter of bulk drugs (Rs 2,280 crore) from net importer (Rs 1,930 crore) as was the case in FY 2021-22. It has also resulted in significant reduction in gap between the domestic manufacturing capacity and demand of critical drugs.

    Under the PLI Scheme for medical devices, 21 projects have started manufacturing of 54 unique medical devices, which include high end devices such as Linear Accelerator (LINAC), MRI, CT-Scan, Heart Valve, Stent, Dialyzer Machine, C-Arm, Cath Lab, Mammograph, MRI Coils, etc, the minister informed the House.

    The production of mobiles in value terms has increased by around 146 per cent from Rs 2,13,773 crore in 2020-21 to Rs 5,25,000 crore in 2024-25 as per industry association and DGCIS.

    During the same period, exports of mobile phones in value terms has increased by around 775 per cent from Rs 22,870 crore in 2020-21 to Rs 2,00,000 crore in 2024-25, he added.

    “Cumulative incentive amount of Rs 21,534 crore have been disbursed as on 24.06.2025 under PLI Scheme for 12 sectors, namely Large Scale Electronics Manufacturing (LSEM), IT Hardware, Bulk Drugs, Medical Devices, Pharmaceuticals, Telecom & Networking Products, Food Processing, White Goods, Drones & Drone Components, Specialty Steel, Textile products and Automobiles & Auto components, the minister highlighted.

    (IANS)