Category: KB

  • MIL-OSI: StoneX Completes Acquisition of Octo Finances

    Source: GlobeNewswire (MIL-OSI)

    LONDON and PARIS, Feb. 03, 2025 (GLOBE NEWSWIRE) — StoneX Group Inc. (the “Company”; NASDAQ: SNEX) today announced the completion of its acquisition of Octo Finances SA (“Octo Finances”), which will further expand the Company’s offering in fixed income and strengthen its capabilities in Europe.

    “We’re thrilled to officially welcome Octo Finances to StoneX Group and believe the company will provide us with significant new capabilities. Our joint planning is well underway, and we are excited by the opportunities for growth for the combined business in Europe,” said Anthony Di Ciollo, Global Head of Fixed Income at StoneX.

    Octo Finances is a leading fixed income broker based in Paris, France. The company has expertise in bond and convertible sales, debt capital markets and credit research, having published over 75,000 reports since their founding in 1991.

    About StoneX Group Inc.

    StoneX Group Inc., through its subsidiaries, operates a global financial services network that connects companies, organizations, traders and investors to the global market ecosystem through a unique blend of digital platforms, end-to-end clearing and execution services, high touch service and deep expertise. The Company strives to be the one trusted partner to its clients, providing its network, product and services to allow them to pursue trading opportunities, manage their market risks, make investments and improve their business performance. A Fortune 100 company headquartered in New York City and listed on the Nasdaq Global Select Market (NASDAQ:SNEX), StoneX Group Inc. and its more than 4,500 employees serve more than 54,000 commercial, institutional, and payments clients, and more than 400,000 retail accounts, from more than 80 offices spread across six continents. Further information on the Company is available at www.stonex.com.

    About Octo Finances SA

    Octo Finances SA is a premier fixed income brokerage firm based in Paris, France, specializing in bond and convertible sales, debt capital markets, and credit research. Established in 1991, Octo Finances has built a robust client base that includes banks, insurance companies, private debt funds, mutual funds, and private wealth managers. With a commitment to delivering exceptional client service and market insights, Octo Finances continues to be a trusted partner in the financial services industry.

    Investor inquiries:
    Kevin Murphy
    (212) 403 – 7296
    kevin.murphy@stonex.com

    SNEX-G

    The MIL Network

  • MIL-OSI: Sophos Completes Secureworks Acquisition

    Source: GlobeNewswire (MIL-OSI)

    OXFORD, United Kingdom and ATLANTA, Feb. 03, 2025 (GLOBE NEWSWIRE) — Sophos and Secureworks® (NASDAQ:SCWX), two global cybersecurity pioneers that have innovated and redefined services and technology solutions for defeating cyberattacks, today announced the completion of Sophos’ acquisition of Secureworks. The all-cash transaction values Secureworks at approximately $859 million. With the completion of the acquisition, Secureworks’ common stock has ceased trading on Nasdaq. Sophos is backed by Thoma Bravo, a leading software investment firm.

    With this acquisition, Sophos is now the leading pure-play cybersecurity provider of Managed Detection and Response (MDR) services, supporting more than 28,000 organizations of all sizes worldwide. The combination will enable Sophos to deliver an unparalleled security operations platform, featuring hundreds of built-in integrations for adaptive protection, detection and response for mitigating cyberattacks. The open and scalable platform helps organizations, especially those with diverse IT estates, safeguard current and future technology investments, providing greater operational efficiencies and return on cybersecurity spend. Sophos X-Ops is also expanding its threat intelligence and security services capabilities with the addition of the Secureworks Counter Threat Unit™ and security operations and advisory teams.

    As a channel-first cybersecurity provider, Sophos remains unwavering in its commitment to deliver cutting-edge security services and technologies that empower our global community of resellers, Managed Service Providers (MSPs) and Managed Security Services Providers (MSSPs). This includes expanding their reach, enhancing operational scalability and providing stronger defenses to the countless organizations that need the ability to effectively defend against today’s constant and complex cyberattacks.

    “The market is embracing MDR as a clear means to deliver positive cybersecurity outcomes, and this has meant rapid growth in the category,” said Joe Levy, CEO, Sophos. “Sophos is differentiated by our very mature competencies in ransomware detection, malware analysis and threat actor tradecraft. These defenses are further augmented by Sophos’ native artificial intelligence (AI), first innovated by our globally peer recognized AI team nearly a decade ago, and embedded in our MDR, endpoint, network, email, and cloud security to more effectively neutralize and stop threats. With the integration of Secureworks, our expanded services and product portfolio will provide even stronger end-to-end security solutions that will include identity threat detection and response (ITDR), next-gen SIEM and managed risk, all in a single open platform.

    “We will also be able to further advance our AI, threat intelligence and attack research through more diverse and deeper global telemetry that is analyst-tuned for the real-world. At every level, we are very excited about this next accelerated chapter for Sophos.”

    Available Now
    In the near term, Sophos and Secureworks are operating business as usual, working with our respective channel partners, MSPs and MSSPs worldwide to distribute our existing security services and technology. Both companies’ sales and customer experience groups will operate to support existing customers, assist with renewals and develop current and new business opportunities. Sophos protects more than 600,000 customers worldwide with its portfolio of MDR, endpoint, network, email, and cloud security solutions that integrate and adapt to provide real-time defense through the Sophos Central platform.

    Transaction Details
    Under the terms of the agreement, Sophos acquired Secureworks in an all-cash transaction valued at approximately $859 million. Secureworks shareholders, including Dell Technologies (NYSE:DELL), will receive $8.50 per share in cash. This represents a 28% premium to the unaffected 90-day volume-weighted average price (VWAP).

    Kirkland & Ellis LLP acted as legal counsel to Sophos, Goldman Sachs & Co. LLC., Barclays, BofA Securities, HSBC Securities (USA) Inc., and UBS Investment Bank acted as financial advisors and provided debt financing for the transaction. Piper Sandler & Company and Morgan Stanley & Co. LLC acted as financial advisors to Secureworks, and Paul, Weiss, Rifkind, Wharton & Garrison LLP acted as legal counsel.

    About Sophos
    Sophos is a global leader and innovator of advanced security solutions for defeating cyberattacks. The company acquired Secureworks in February 2025, bringing together two pioneers that have redefined the cybersecurity industry with their innovative, native AI-optimized services, technologies and products. Sophos is now the largest pure-play Managed Detection and Response (MDR) provider, supporting more than 28,000 organizations. In addition to MDR and other services, Sophos’ complete portfolio includes industry-leading endpoint, network, email, and cloud security that interoperate and adapt to defend through the Sophos Central platform. Secureworks provides the innovative, market-leading Taegis XDR/MDR, identity threat detection and response (ITDR), next-gen SIEM capabilities, managed risk, and a comprehensive set of advisory services. Sophos sells all these solutions through reseller partners, Managed Service Providers (MSPs) and Managed Security Service Providers (MSSPs) worldwide, defending more than 600,000 organizations worldwide from phishing, ransomware, data theft, other every day and state-sponsored cybercrimes. The solutions are powered by historical and real-time threat intelligence from Sophos X-Ops and the newly added Counter Threat Unit (CTU). Sophos is headquartered in Oxford, U.K. More information is available at www.sophos.com

    Cautionary Statement Regarding Forward-Looking Statements
    This communication includes certain disclosures which contain “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, including but not limited to certain statements related to the merger of the wholly-owned subsidiary of Sophos, Inc., a Massachusetts corporation (“Parent”) with and into Secureworks Corp. (the “Company”), with the Company continuing as the surviving corporation and a wholly-owned subsidiary of Parent (the “Merger”). In most cases, you can identify these statements by forward-looking words such as “anticipate,” “believe,” “confidence,” “could,” “estimate,” “expect,” “guidance,” “intend,” “may,” “plan,” “potential,” “outlook,” “should,” and “would,” or similar words or expressions that refer to future events or outcomes. These forward-looking statements, including certain statements regarding the Merger and its effects, are based largely on information currently available to our management and our management’s current expectations and assumptions and are subject to various risks and uncertainties that could cause actual results to differ materially from historical results or those expressed or implied by such forward-looking statements. Although we believe our expectations are based on reasonable estimates and assumptions, they are not guarantees of performance. There is no assurance that our expectations will occur or that our estimates or assumptions will be correct, and we caution investors and all others not to place undue reliance on such forward-looking statements. Important factors, risks and uncertainties that could cause actual results to differ materially from such plans, estimates or expectations include but are not limited to: (i) potential adverse reactions or changes to business relationships resulting from the completion of the Merger; (ii) legislative, regulatory and economic developments; (iii) unpredictability and severity of catastrophic events, including but not limited to acts of terrorism, outbreaks of war or hostilities or the COVID-19 pandemic and other public health issues, as well as management’s response to any of the aforementioned factors; (iv) the impact of inflation, rising interest rates, and global conflicts, including disruptions in European economies as a result of the Ukrainian/Russian conflict and the ongoing conflicts in the Middle East, the relationship between China and Taiwan and ongoing trade disputes between the United States and China; (v) there may be liabilities that are not known, probable or estimable at this time or unexpected costs, charges or expenses; (vi) those risks and uncertainties set forth under the headings “Cautionary Note Regarding Forward Looking Statements” and “Risk Factors” in the Company’s most recent Annual Report on Form 10-K, as such risk factors may be amended, supplemented or superseded from time to time by other reports filed by the Company with the Securities and Exchange Commission (the “SEC”) from time to time, which are available via the SEC’s website at www.sec.gov. These factors should not be construed as exhaustive and should be read in conjunction with the other forward-looking statements. The forward-looking statements relate only to events as of the date on which the statements are made. Neither Parent nor the Company undertakes to update, and expressly disclaim any obligation to update, any forward-looking statements, whether resulting from circumstances or events that arise after the date the statements are made, new information, or otherwise. If one or more of these or other risks or uncertainties materialize, or if the underlying assumptions prove to be incorrect, actual results may vary materially from what we may have expressed or implied by these forward-looking statements. Furthermore, new risks and uncertainties arise from time to time, and it is impossible for us to predict those events or how they may affect Parent or the Company.

    Media Contacts
    Kelly Kane, Director of Public Relations, Americas: Kelly.Kane@sophos.com 
    Samantha Powers, VP of Public Relations: Sophos@walkersands.com 

    The MIL Network

  • MIL-OSI: MARA Announces Bitcoin Production and Mining Operation Updates for January 2025

    Source: GlobeNewswire (MIL-OSI)

    218 Blocks Won in January, 12% Decrease M/M
    Increased BTC Holdings to 45,659 BTC

    Fort Lauderdale, FL, Feb. 03, 2025 (GLOBE NEWSWIRE) — MARA (NASDAQ: MARA) (“MARA” or the “Company”), a global leader in leveraging digital asset compute to support the energy transformation, today published unaudited bitcoin (“BTC”) production and mining operation updates for January 2025.

    Management Commentary

    “In January, our production saw a 12% month-over-month decline in blocks won, largely due to fluctuations in network difficulty and intermittent curtailment,” said Fred Thiel, MARA’s chairman and CEO. “After a very busy end of 2024 during which we relocated and brought online over 100,000 miners, our energized hashrate remained consistent with December, as no new miners were brought online during the month.

    “We remain focused on optimizing our fleet and implementing strategic enhancements to drive long-term efficiency and performance. At Wolf Hollow, Texas, we successfully completed the conversion of over 230 containers to immersion cooling, achieving high uptime with our S21 Pro immersion miners. These fleet upgrades not only enhance efficiency but also increase hashrate without additional power consumption. Meanwhile, at our Kearney, Nebraska site, we are nearing full conversion to S21 Pros, which we expect to improve fleet efficiency significantly.

    “Looking ahead, we are committed to expanding our mining capacity in 2025 and further strengthening our position as a leader in the BTC mining industry. Our strategy will prioritize near net zero cost energy solutions, and we look forward to sharing more on our earnings call at the end of the month.”

    Operational Highlights and Updates

    Figure 1: Operational Highlights

        Prior Month Comparison
    Metric   1/31/2025   12/31/2024   % Δ
    Number of Blocks Won 1   218     249             (12)%
    BTC Produced 2   750     865             (13)%
    Average BTC Produced per Day   24.2     27.9             (13)%
    Share of available miner rewards 3           5.1 %           5.9 %   NM
    Transaction Fees as % of Total 1           1.6 %           2.7 %   NM
    Energized Hash Rate (EH/s) 1   53.2     53.2                      %
    1. These metrics are MARAPool only and do not include blocks won from joint ventures.
    2. Includes our share of production from joint venture partnerships.
    3. Defined as the total amount of block rewards including transaction fees that MARA earned during the period divided by the total amount of block rewards and transaction fees awarded by the Bitcoin network during the period.

    NM – Not Meaningful

    Investor Notice

    Investing in our securities involves a high degree of risk. Before making an investment decision, you should carefully consider the risks, uncertainties and forward-looking statements described under the heading “Risk Factors” in our most recent annual report on Form 10-K and any other periodic reports that we may file with the U.S. Securities and Exchange Commission (the “SEC”). If any of these risks were to occur, our business, financial condition or results of operations would likely suffer. In that event, the value of our securities could decline, and you could lose part or all of your investment. The risks and uncertainties we describe are not the only ones facing us. Additional risks not presently known to us or that we currently deem immaterial may also impair our business operations. In addition, our past financial performance may not be a reliable indicator of future performance, and historical trends should not be used to anticipate results in the future. See “Forward-Looking Statements” below.

    The operational highlights and updates presented in this press release pertain solely to our BTC mining operations. Detailed information regarding our other operations can be found in our periodic reports filed with the SEC.

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of the federal securities laws. All statements, other than statements of historical fact, included in this press release are forward-looking statements. The words “may,” “will,” “could,” “anticipate,” “expect,” “intend,” “believe,” “continue,” “target” and similar expressions or variations or negatives of these words are intended to identify forward-looking statements, although not all forward-looking statements contain these identifying words. Such forward-looking statements include, among other things, statements related to our strategy, expected improvements in miner fleet efficiency and expansion of mining capacity in 2025. Such forward-looking statements are based on management’s current expectations about future events as of the date hereof and involve many risks and uncertainties that could cause our actual results to differ materially from those expressed or implied in our forward-looking statements. Subsequent events and developments, including actual results or changes in our assumptions, may cause our views to change. We do not undertake to update our forward-looking statements except to the extent required by applicable law. Readers are cautioned not to place undue reliance on such forward-looking statements. All forward-looking statements included herein are expressly qualified in their entirety by these cautionary statements. Our actual results and outcomes could differ materially from those included in these forward-looking statements as a result of various factors, including, but not limited to, the factors set forth under the heading “Risk Factors” in our most recent annual report on Form 10-K, and any other periodic reports that we may file with the SEC.

    About MARA

    MARA (NASDAQ:MARA) is a global leader in digital asset compute that develops and deploys innovative technologies to build a more sustainable and inclusive future. MARA secures the world’s preeminent blockchain ledger and supports the energy transformation by converting clean, stranded, or otherwise underutilized energy into economic value.

    For more information, visit www.mara.com, or follow us on:

    Twitter: @MARAHoldings
    LinkedIn: www.linkedin.com/company/maraholdings
    Facebook: www.facebook.com/MARAHoldings
    Instagram: @maraholdingsinc

    MARA Company Contact:
    Telephone: 800-804-1690
    Email: ir@mara.com

    MARA Media Contact:

    Email: marathon@wachsman.com

    The MIL Network

  • MIL-OSI Economics: Parkinson’s disease market across 7MM to grow at 8.9% CAGR during 2023-33, forecasts GlobalData

    Source: GlobalData

    Parkinson’s disease market across 7MM to grow at 8.9% CAGR during 2023-33, forecasts GlobalData

    Posted in Pharma

    The Parkinson’s disease (PD) market across the seven major markets (7MM*) is projected to grow at a compound annual growth rate (CAGR) of 8.9% from $3.4 billion in 2023 to $7.9 billion in 2033, driven by the introduction of 10 pipeline products, the increased adoption of novel levodopa delivery methods, and the rising prevalence of PD due to the aging population across the 7MM, according to GlobalData, a leading data and analytics company.

    GlobalData’s latest report, “Parkinson’s Disease: Seven-Market Drug Forecast and Market Analysis,”  anticipates an increase in sales across most currently marketed PD drug classes. Specifically, levodopa therapies, catechol-o-methyltransferase (COMT) inhibitors, dopamine agonists, monoamine oxidase B (MOA-B) inhibitors, other antiparkinsonian agents, and PD dementia agents.

    Among the pre-existing drug-classes, the agents targeting PD dementia are expected to see the greatest growth with a CAGR of 24.5% during the forecast period. Additionally, the launch of 10 late-stage pipeline therapies—including two disease-modifying therapies (DMT) and several symptomatic treatments targeting diverse PD needs—will collectively drive an estimated $3.5 billion in sales by 2033.

    Lorraine Palmer, Pharma Analyst at GlobalData, comments: “The treatment of PD dementia is consistently rated one of the highest unmet needs by key opinion leaders (KOLs) and high-prescribers. Currently, there is only one agent, rivastigmine, indicated for the treatment of PD dementia within the 7MM. However, it is anticipated that two agents—Anavex’s blarcamesine and Irlab Therapeutics’s pirepemat—targeting PD dementia will launch by 2033.”

    The expansion of the levodopa delivery system AbbVie’s Produodopa/Vyalev across the 7MM (following its launch in Japan in 2023, expansion into the 5EU in 2024, and anticipated launch in the US in 2025) is expected to drive it into the highest-grossing PD treatment by 2033, with projected sales of $1.2 billion by 2033. This also reflects strong enthusiasm from KOLs regarding its broader availability.

    Palmer adds: “The anticipated launch of Roche/Prothena’s prasinezumab and Annovis Bio’s buntanetap as the first DMTs for PD will reshape the treatment space. These treatments aim to address the underlying biology of the disease by targeting α-synuclein aggregation, a key factor in disease progression. While KOL opinions are divided on their efficacy, the introduction of these DMTs will be an important step towards addressing the field’s most pressing unmet need. Therefore, it is expected that these two therapies alone will make up a large portion of the market come 2033. GlobalData forecasts sales of $1.5 billion by 2033.”

    GlobalData’s analysis also highlights the growing prevalence of PD, with diagnosed cases expected to increase from 2.6 million in 2023 to 3.1 million by 2033 across the 7MM. The number of treated cases is forecasted to rise in parallel, from 1.9 million in 2023 to 2.3 million in 2033, reflecting the aging population within the 7MM.

    However, the patent expiry of key therapies including Nuplazid (pimavanserin), Rytary (carbidopa/levodopa), Ongentys (opicapone), and Xadago (safinamide mesylate) is expected to curtail the market growth. Collectively, the therapies anticipated to lose their patent protection within the forecast period accounted for $1.1 billion in 2023 sales across the 7MM but are forecasted to decline to $202.8 million by 2033.

    Palmer concludes: “The PD market is extremely dynamic. However, the next decade is promising transformative growth. With the expansion and launch of groundbreaking therapies, particularly DMTs and novel mechanisms of action to address PD dementia and motor complications. The late-stage pipeline is well positioned to meet the needs of a growing patient population.”

    *7MM = The US, France, Germany, Italy, Spain, the UK, and Japan.

    MIL OSI Economics

  • MIL-OSI Economics: Apple Music kicks off Kendrick Lamar’s Road to Halftime ahead of Super Bowl LIX

    Source: Apple

    Headline: Apple Music kicks off Kendrick Lamar’s Road to Halftime ahead of Super Bowl LIX

    February 3, 2025

    PRESS RELEASE

    Apple Music kicks off Kendrick Lamar’s Road to Halftime ahead of Super Bowl LIX

    Tune in to the Apple Music Super Bowl LIX Halftime Show press conference for The Official Kendrick Lamar Interview on February 6 at 10 a.m. CT on Apple Music

    CUPERTINO, CALIFORNIA Apple today announced Apple Music is celebrating Kendrick Lamar’s Road to Halftime with a spotlight on the era-defining artist who has made a seismic impact on hip-hop and culture.

    Coming off of a remarkable year, Kendrick was among the top 10 artists of 2024 globally, with his latest album, GNX, soaring to No. 1 in 129 countries upon release, while “Not Like Us” was the top-streamed song on Apple Music worldwide. Throughout his career, Kendrick has seen nine albums top Apple Music’s top albums chart in more than 160 countries.

    “Throughout his career, Kendrick Lamar hasn’t met the cultural moment so much as he’s defined it,” said Rachel Newman, Apple Music’s global head of content and editorial. “He is an artist’s artist — authentic to his core. We couldn’t be more thrilled to watch him headline the third Apple Music Super Bowl Halftime Show this year, in what’s sure to be another moment we’ll all be talking about for decades.”

    Fans can get ready for the big event with a wide selection of music and exclusive content, from the first-look trailer Kendrick shared last month; to exclusive playlists curated by New Orleans musicians, NFL players, and teams; to over 100 hours of dedicated Apple Music Radio programming. It all leads up to the highly anticipated Apple Music Super Bowl LIX Halftime Show on Sunday, February 9, at the Caesars Superdome in New Orleans.

    To access it all, check out Kendrick’s Road to Halftime on Apple Music.

    The Halftime Show Press Conference

    On Thursday, February 6, at 10 a.m. CT, Apple Music Radio hosts Ebro Darden and Nadeska Alexis will sit down with Kendrick at the Apple Music Super Bowl LIX Halftime Show press conference for the headliner’s official interview. Viewers can tune in live or watch on demand on Apple Music at apple.co/applemusichalftime or Apple Podcasts; on YouTube, Facebook, and X; or on the NFL Network.

    Before the interview, fans can also tune in to the Apple Music Radio pre-show at 9:30 a.m. CT featuring Apple Music Radio hosts Zane Lowe and Eddie Francis, alongside Ebro and Nadeska. The live show will highlight Apple Music’s biggest moments of the past year and feature special guests during a look back at iconic halftime performances.

    100 Hours of Programming on Apple Music Radio

    The award-winning Apple Music Radio will be on the ground and in the stands for a full four-day takeover starting February 6 across New Orleans and Los Angeles. Exclusive programming will include daily “Live from Super Bowl LIX NOLA” broadcasts with Zane, Ebro, Nadeska, and Eddie as they shine a light on the city’s music culture while connecting with artists, athletes, and other notable voices. “Super Bowl LIX LA” broadcasts with Apple Music Radio hosts Hanuman, Brooke Reese, Estelle, Jayde Donovan, and newly added Evelyn Sicairos and Lechero will reflect on the New Orleans fanfare, as well as celebrate Kendrick’s music and hometown back in L.A.

    “Kendrick Lamar: Hip-Hop’s MVP” hosted by Ebro will celebrate Kendrick’s catalog and take listeners on a chronological journey through the milestones in Kendrick’s career and discography.

    And on Saturday before the game, Apple Music will bring the New Orleans club scene to listeners with mixes from NOLA DJs Legatron Prime, DJ Poppa, Mannie Fresh, and KLC the Drum Major. Mustard will spin a special Kendrick Lamar Megamix.

    Listeners can tune in at apple.co/_Radio.

    The Story of Kendrick Lamar in 20 Songs

    Available on Apple Music and Apple News, “The Story of Kendrick Lamar in 20 Songs” offers a captivating glimpse into Kendrick’s remarkable ability to continually redefine the tropes and forms of classic hip-hop.

    Bonus Content from Shazam

    Fans who use the Shazam app to identify Kendrick Lamar songs throughout the week leading up to the performance can access the Apple Music Super Bowl Halftime Show event page, where they’ll find bonus content like a custom Apple Watch face and iPhone wallpaper. They can also save the concert to receive timely reminders for the Set List playlist and photos from the show.

    Apple Music’s Biggest Offer Ever

    Those who are not yet subscribed can check out Apple Music’s biggest offer ever. For a limited time, new and eligible subscribers can get six months of Apple Music for $2.99.

    More to Explore Across Apple Services

    Across Apple services, fans can explore with Apple Maps Guides to New Orleans, catch up on the latest with Apple News, and get moving with a new Artist Spotlight series on Apple Fitness+.

    New Ways to Navigate New Orleans with Apple Maps
    Last week, Apple Maps unveiled new ways visitors and locals alike can explore New Orleans, including a Detailed City Experience and 3D landmarks that bring to life some of the city’s most iconic locations — including Cafe Du Monde, the Steamboat NATCHEZ, and Caesars Superdome — in a visually stunning view. The Detailed City Experience delivers amazing details to help users navigate the city, including road markings, land cover, and public transit routes.

    Apple Maps has also added a new Guide to its Hyperlocal series, this time curated by Lisa Jackson, Apple’s vice president of Environment, Policy, and Social Initiatives. Lisa shares some of her favorite spots for food, music, and more in her hometown of New Orleans.

    All the Latest Updates on Apple News
    Starting today, Apple News will offer a dedicated hub that delivers special coverage of Super Bowl LIX. From media day to kickoff, fans will find the latest news on the game from local and national sports publishers like The Athletic, Sports Illustrated, The Kansas City Star, and The Philadelphia Inquirer.

    NFL fans can also sign up for personalized news notifications to all of the week’s top football stories curated by the Apple News editors, and during the Super Bowl, the Apple News app will feature the latest highlights, as well as the buzziest commercials and halftime show.

    With the free Apple Sports app for iPhone,1 fans can follow the big game in real time right on their Lock Screen with Live Activities,2 and go deeper in-app with full play-by-play information, team stats, box scores, and live betting odds.

    A Special Fitness+ Artist Spotlight
    The Artist Spotlight series on Fitness+ dedicates entire workout playlists to a single artist, and the latest installment — available starting today — celebrates the music of Kendrick Lamar. This special series features Cycling, HIIT, Strength, Yoga, Pilates, and Kickboxing workouts, all set exclusively to his music.

    Supporting Education and Creativity in New Orleans

    Apple has long-standing community partnerships in New Orleans, with a focus on supporting education and creativity in the community. This includes working with the Ellis Marsalis Center for Music (EMCM) to expand access to youth music and technology education, helping Arts New Orleans provide opportunities for aspiring artists through their Young Artist Movement (YAM) program, and equipping students at Delgado Community College with the tools and resources to produce their own podcast about local culture and history. On Saturday, February 8, audiences around the world can tune in to the Super Bowl Host Committee Parade to see the Apple Music-sponsored float, designed on iPad by YAM artists and featuring the EMCM youth jazz ensemble.

    About Apple Apple revolutionized personal technology with the introduction of the Macintosh in 1984. Today, Apple leads the world in innovation with iPhone, iPad, Mac, AirPods, Apple Watch, and Apple Vision Pro. Apple’s six software platforms — iOS, iPadOS, macOS, watchOS, visionOS, and tvOS — provide seamless experiences across all Apple devices and empower people with breakthrough services including the App Store, Apple Music, Apple Pay, iCloud, and Apple TV+. Apple’s more than 150,000 employees are dedicated to making the best products on earth and to leaving the world better than we found it.

    1. Available in the U.S., the U.K., and Canada.
    2. Live Activities require iOS 18 and watchOS 11 or later.

    Press Contacts

    Cat Franich

    Apple

    cfranich@apple.com

    Kimberly Mai

    Apple

    k_mai@apple.com

    Apple Media Helpline

    media.help@apple.com

    MIL OSI Economics

  • MIL-OSI Economics: New Orleans students showcase their creativity with iPad and Mac

    Source: Apple

    Headline: New Orleans students showcase their creativity with iPad and Mac

    February 3, 2025

    UPDATE

    New Orleans students showcase their creativity with iPad and Mac

    With all eyes on New Orleans, Apple community partners Ellis Marsalis Center for Music and Arts New Orleans put the city’s aspiring young artists in the spotlight

    On a drizzly, overcast afternoon, all is quiet at the intersection of Bartholomew and Prieur streets in New Orleans’ historic Ninth Ward. The quiet neighborhood around the Ellis Marsalis Center for Music (EMCM) feel worlds away from the historic French Quarter packed with jazz clubs, bars, restaurants, and markets.

    At 3 p.m., the tempo begins to shift — slowly at first, as youth ranging in age from 8 to 18 file through the blue building’s front gate, instruments in tow. The hallways grow steadily louder with the sounds of laughter, footsteps, stray musical notes, and teachers greeting their students. The fledgling musicians begin cycling through their four classes for the day: piano, homework help, an instrument of their choosing, and coding — a required course that stems from the center’s ongoing partnership with Apple.

    Launched in 2019, the collaboration with Apple has allowed EMCM to expand its curriculum, adding a suite of tech-focused courses that complement the world-class music education the center provides to students.

    “I know some people wonder, ‘Why is a music institution teaching coding?’ For us, it’s all connected — it’s part of a digital tapestry,” says Lisa Dabney, the center’s executive director. “It’s about closing the digital divide by giving students access to technology and introducing them to different types of diverse, long-term career opportunities, including pathways in music technology and beyond. In a community where many homes lack access to iPads and computers, this partnership with Apple helps us put the power of technology directly in our students’ hands, opening doors to creative and professional futures they might have never imagined.”

    Apple’s support for EMCM is part of the company’s broader long-standing commitment to uplift and amplify youth creativity in New Orleans through technology. As budding musicians at EMCM learn to code and mix new tracks with Logic Pro and GarageBand, students at Delgado Community College are producing their own podcast about local cultural icons, and young artists at Arts New Orleans have used iPad to design a new mural fans will see on their way to the Superdome this weekend.

    “We love to see technology and creativity supporting one another, and it’s such a joy to see that in action here in my hometown of New Orleans,” said Lisa Jackson, Apple’s vice president of Environment, Policy, and Social Initiatives. “Creativity, art, and music are in our DNA. Our teams are really excited to keep working with our amazing community partners and the talented young people who light up this city.”

    EMCM’s holistic and ever-evolving programming stems directly from its namesake, who wanted to ensure that the next generation had the chance to carry on the city’s vibrant cultural legacy. This work felt especially important in the Ninth Ward — a neighborhood renowned for being home to many iconic musicians, civil rights activists, and educators — that had been disproportionately impacted by Hurricane Katrina in 2005.

    “At the heart of the center’s curriculum is our founder’s belief that truly understanding music begins with learning to hear it,” explains Dabney. “Piano plays a key role in this process by helping students develop critical listening skills, connect deeply with music, and build a strong foundation in music theory. For this reason, piano has been a required class for all students, in addition to their primary instrument.”

    That same foundational approach to learning now extends to coding and audio engineering courses. In the center’s Mac lab, students use the latest hardware and software to learn coding basics with Apple’s Everyone Can Code and Swift Playgrounds frameworks. And in the on-site music studio, they learn how to engineer their own tracks with apps like GarageBand and Logic Pro. Students also get access to their own iPad every semester, allowing them to take what they’ve learned in their classes and build on those skills at home.

    The audio engineering courses — made possible through Apple’s support — are among the center’s newer offerings for high school-aged students.

    “Here in New Orleans, we have hotels, we have clubs, we have conventions, and we have probably more festivals than anybody in the world. And all of them need audio,” explains Dr. Daryl Dickerson, the center’s longtime director of music education. “This is a job you can learn now, and for the rest of your life, you can do it. If you learn how to capture and edit audio at a young age, you can evolve that into a career.”

    For Jacob Jones Jr., a high school senior who plays the saxophone, trumpet, and piano, Dr. Dickerson’s Saturday afternoon audio engineering class has created a whole new framework for thinking about music.

    “You can make a sound on an instrument, and that’s great,” says Jones. “But then when you play that sound back through the computer, you can expound on it, and play around and make something totally brand-new that no one has ever heard before.”

    Outside of his classes, Jones often finds himself using the skills he’s learned in Logic and GarageBand on his iPhone whenever — and wherever — inspiration strikes. “GarageBand is really essential to me, because I’ll hear something and be like, ‘Wow, I just got to get it out.’ I’ll go on my iPhone, open GarageBand, be able to play out that melody, record it, and even make a whole song out of it,” he explains.

    This same spirit of creative experimentation is fostered in the school’s coding courses, where students like Donte Allen, 14, are encouraged to merge their passion for music and the arts with the foundational technological skills they’re acquiring in class.

    Allen has had a passion for music since he was in diapers. “My dad has a picture of me from when I was 6 months old with the trumpet in my carseat,” he notes with a smile.

    But learning how to code has opened up new creative interests.

    “Swift teaches you the fundamentals, and you can go on from there,” he explains of his newfound affinity for coding. “You can build your own apps, make your own games, and make your own stories… Music and Swift both help with my creativity.”

    This type of exposure — across a wide range of creative and technological mediums, often with surprising points of intersection in between — is what it’s all about for the center’s faculty.

    “These students want this type of education,” says Dr. Dickerson, whose next endeavor will be bringing podcasting classes into the center. “But if it’s not presented to them, they never get it. And it’s the same thing with music and everything else we do around here. So we’re always trying to present them with something new.”

    Beyond the football fervor already enveloping the Superdome, students from Arts New Orleans are putting the finishing touches on a project of their own. Their garden-themed mural, which will cover an exterior wall of the Orleans Justice Center along Interstate 10, highlights stories of previously incarcerated locals while also imparting a message of hope to the community.

    The 6,600-square-foot piece was designed by participants in the Young Artist Movement (YAM), Arts New Orleans’ arts education and workforce development program, which works primarily with students ages 14 to 22. Through YAM, founded in 2016, local youth learn the mural-making process from guest artists and are then given the opportunity to create their own across the city. The participants will also complete the installation of the mural.

    The design process for this particular mural began in the Procreate app on iPad. Using Apple Pencil, the 19 students designed the digital images that appear on the mural’s panels. Lead artists Journey Allen, Gabrielle Tolliver, and Jade Meyers then organized the final designs, and sent them to a mural cloth company to have them ghost-printed on large swaths of mural cloth. From there, the pieces are painted and will then be installed along the wall using a specific gel medium.

    Allen, a visual artist and arts educator who serves as Arts New Orleans’ director of youth education, has enjoyed watching the students blossom. “I love to see the ones who are intimidated at first by the materials,” she shares. “But then when you connect with them and they begin to open up, the artwork becomes a source of transparency, a source of trust, where they share with you a little bit of who they are. Some of them never even really drew or painted before, and here they are creating this huge mural. They ask, ‘When are we going to do the next one?’”

    For some of the young artists, the project holds an added layer of meaning — they came to YAM through its arts diversion program, an alternative to prosecution and incarceration for youth facing low-level, nonviolent offenses. Founded in 2021, it draws on the healing and restorative qualities of artistic expression, with the goal of students having their charges dismissed upon completion.

    Arts New Orleans is also piloting a standalone arts diversion program this spring to help meet participants’ unique needs. “There are many things that they need to engage in, conversations that need to be had, that we can’t have amongst the main YAM group, which are kids who have not been impacted in the same way by the criminal justice system,” Allen explains. “Giving them their own program gives them a true opportunity to expand and move beyond whatever it is they are facing.”

    The idea for YAM and its arts diversion program was sparked by now-retired Judge Arthur Hunter and Xavier University professor Ron Bechet, who is also an artist. Through his career as a police officer, a lawyer, and finally as a judge in his native New Orleans, Hunter had a firsthand look at the factors that lead to young people getting swept into the city’s criminal justice system and saw the potential for art to provide an alternate path.

    “It’s not just the art — it’s an economic opportunity as well, where they should be able to make a living using their talent,” explains Hunter, a board member at Arts New Orleans. “That’s just as much a part of it as seeing that beautiful picture on a canvas.”

    For Hunter, the timing of the mural’s unveiling couldn’t feel more fitting. “This project will be not just a culmination, but also I see it as the beginning of more art throughout the city, letting people know in the city, in the region, in the state, around the country, and around the world what kids can do in the city of New Orleans when it comes to art,” he says.

    Press Contacts

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    MIL OSI Economics

  • MIL-OSI NGOs: Freezing US foreign aid will result in humanitarian disaster News Feb 02, 2025

    Source: Doctors Without Borders –

    We are talking about countless refugees and other displaced persons, children threatened by malaria, and people who need HIV and tuberculosis treatment, whose care risks being stopped. Already we are hearing from local organizations who have closed their doors and are unsure when or if they will be able to reopen.

    The latest reports follow two weeks of partners trying to grapple with sweeping changes that imperil the delivery of humanitarian and health assistance to those who need it most around the world. The existing humanitarian waiver is insufficient and needs to be expanded to cover all necessary health and humanitarian programs. 

    We urge the US government to immediately resume funding of critical humanitarian and health aid, either through rescinding relevant orders freezing funding or expanding the current narrow humanitarian waiver to cover all necessary health and humanitarian programs.

    The broad halt in foreign assistance, coupled with limitations to and a lack of clarity around humanitarian waivers, has already resulted in the loss of lifesaving medical humanitarian aid and harmful impacts on patient communities. In the last week, MSF’s medical teams have witnessed confusion as clinics and other critical services previously supported by USAID were shut down without warning.

    MSF does not accept US government funding and our programs will not be directly affected. However, the massive role that the United States government plays in funding international aid cannot be rapidly filled by others.

    We urge the US government to halt the ad hoc waiver system and allow for all critical humanitarian and medical assistance to continue as the administration reviews its foreign assistance priorities.

    MIL OSI NGO

  • MIL-OSI Global: Kinshasa’s traffic cops run an extortion scheme generating five times more revenue than fines

    Source: The Conversation – Africa – By Raúl Sanchez de la Sierra, Assistant Professor, University of Chicago

    Commuting in Kinshasa, the capital of the Democratic Republic of Congo, presents challenges for its 17 million residents. Massive traffic jams and unsafe driving cause chaos on the roads, leading to long delays.

    The chaos has become a pressing concern for residents. Reaching Gombe, Kinshasa’s central business district, for instance, can take up to five hours from surrounding neighbourhoods.

    When he came to power in January 2019, President Felix Tshisekedi promised to combat Kinshasa’s traffic chaos by targeting road infrastructure. This included constructing an interchange and flyover. One-way traffic was introduced on certain streets. These have had little effect. Kinshasa’s traffic issues persist.

    While congestion in the capital is usually blamed on poor infrastructure, there are some harder-to-see causes. As social science researchers, we set out to understand what institutional factors might be behind the city’s gridlock.

    In a recent paper, we analysed an illegal revenue-generating scheme inside Kinshasa’s traffic police agency involving a coalition of traffic police agents, their managers and judicial officers. We studied the role this scheme plays in the city’s traffic conditions.

    Under the scheme, known as the quota system, station managers (police commanders) assign street agents a daily quota of drivers to escort to the station, often based on fabricated allegations.

    Our findings and analysis provide insights into how the quota system causes traffic jams and accidents, undermining the police agency’s mandate of traffic regulation. We also detail how corruption operates as a coordinated system rather than as isolated acts of individual misconduct.

    The problem

    Like many traffic police agencies worldwide, Kinshasa’s traffic police are tasked with managing key intersections and enforcing traffic rules.

    Similar to many other civil servants in the Democratic Republic of Congo, police officers earn meagre salaries – around US$70 monthly. Anecdotal observation suggests that the police service lacks funds for basic necessities such as fuel or communication costs. Low resources have contributed to police officers extracting funds from drivers, partly for personal profit, partly to cover the costs for their police work.

    A major way in which this is done is through a specific scheme involving traffic police agents. We found that station managers assign different street agents a daily quota of drivers to bring to the station.

    To meet this quota, agents often use brute force and have the discretion to invent infractions that they report at the police station. The dilapidated state of most cars in Kinshasa helps police officers with this task.

    At the station, agents pass the allegations to judicial officers, who have the power to issue charges – or demand bribes so drivers avoid formal penalties. Many drivers try to avoid this extortion by developing relationships with influential protectors. These are people who can intervene on a driver’s behalf and are often high-placed security officers or politicians.

    Our research

    After three years of qualitative fieldwork, we built trust with a large number of individuals inside and around the traffic police agency. This enabled us to design data collection systems in 2015 to study the traffic police agency’s practices.

    We relied on the cooperation of 160 individuals and generated the following data:

    • direct observations of over 13,000 interactions between officers and drivers at intersections

    • station records of 1,255 escorted vehicles, including bribe negotiations and outcomes

    • traffic flow and accident data from 6,399 hourly observations.

    To quantify the cost of this scheme on public service, we added an experiment: we collaborated with police commanders to reduce the daily quotas for some teams and days.

    We encouraged commanders to temporarily cut their teams’ quotas in half. Reducing quotas could be expected to lower corruption demands on agents, reducing corruption overall. It would also enable agents to focus more of their time on managing traffic – an outcome later confirmed by our findings.

    To ensure this approach worked, we compensated commanders for the private income losses they would experience due to the quota reduction, which we carefully estimated before implementing the study. This compensation is not unlike traditional anti-corruption incentives routinely used across the world, except that rather than it being targeted at street-level agents, it targeted the node of this particular scheme: the police commanders.

    What we found

    1. The scheme generates large illicit revenue. The traffic police agency’s real revenue is five times larger than its official income from fines. We found that 68% of the illicit revenue generated through the quota scheme came from bribes paid by drivers after they’d been escorted to the station. The rest of the illicit revenue comes from street-level bribes outside of this quota scheme.

    2. The revenue raised relies on extortion at police stations. Judicial police officers had the power to threaten to issue arbitrary charges. We found that, first, 82% of the allegations were unverifiable by third parties. Second, the amount raised in station bribes was strongly linked to whether a driver was able to call a powerful “protector”.

    3. Extortion in police stations relies on the street agents’ power to arbitrarily escort drivers. These agents use their discretion to fabricate allegations and/or physical force to bring drivers to the station. When a driver was not seen making an infraction, force was more likely to be used.

    Overall, this means that the scheme hinged on a coalition of managers, agents and judicial officers.

    Through the reduction in the quota scheme levels, our scheme also revealed some social costs of this scheme. We found two important results.

    Worse traffic: the quota scheme was accountable for a significant share of traffic jams and accidents observed at street intersections from where the agents operate. Partly through their induced absence and partly through their behaviour, the police officers also create numerous traffic jams and accidents. While this is suggestive rather than conclusive, our estimates suggest that 40% of traffic jams at the main intersections of the city are due to the scheme.

    Diluted incentives to respect the law: the scheme made it less likely that drivers would respect the law. They could be escorted to a police station regardless of whether they complied with the traffic code.

    Why the findings matter

    Our study, which provides rare, detailed evidence of how corruption operates, has three policy implications.

    1. Target officials’ managers, rather than the officials themselves. Visible corruption is only the tip of the iceberg, and hinges on relationships of power and coalitions inside the state.

    2. Limit the discretion of judicial officers to charge the public, or that of agents to escort drivers to police stations arbitrarily.

    3. Incentivise “good” corruption. Encouraging station officials to take a significant share of fines for genuine infractions could give agents an incentive to escort drivers who actually break traffic rules. However, the trade-offs between traffic flow, safety and compliance must be carefully weighed, as quotas tied to fines could worsen congestion.

    Raúl Sanchez de la Sierra is a co-founder of Marakuja Kivu Research, a data collection organization specialized in data collection in war-torn zones especially eastern Democratic Republic of the Congo.

    Kristof Titeca is an associate Senior Research Fellow at the Egmont Institute in Belgium.

    Albert Malukisa Nkuku and Haoyang (Stan) Xie do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    ref. Kinshasa’s traffic cops run an extortion scheme generating five times more revenue than fines – https://theconversation.com/kinshasas-traffic-cops-run-an-extortion-scheme-generating-five-times-more-revenue-than-fines-246786

    MIL OSI – Global Reports

  • MIL-OSI Global: Is there life out there? The existence of other technological species is highly likely

    Source: The Conversation – Canada – By Maikel Rheinstadter, Professor of Biophysics, McMaster University

    We live in a golden age for space exploration. Scientists are gathering massive amounts of new information and scientific evidence at a record pace. Yet the age-old question remains unanswered: are we alone?

    New telescope technologies, including space-based tools such as the James Webb Telescope, have enabled us to discover thousands of potentially habitable exoplanets that could support life similar to that on Earth.

    Gravitational wave detectors have opened a new avenue for space exploration by detecting space-time distortions caused by black holes and supernovae millions of light-years away.

    Commercial space ventures have further accelerated these advancements, leading to increasingly sophisticated spacecraft and reusable rockets, signifying a new era in space exploration.

    NASA’s OSIRIS-REx mission successfully touched down on asteroid Bennu when it was 207 million miles away from Earth and brought back rock and dust samples.




    Read more:
    Bennu asteroid reveals its contents to scientists − and clues to how the building blocks of life on Earth may have been seeded


    Several countries have developed the ability to deploy robots on the moon and Mars, with plans to send humans to these celestial bodies in the future.

    A central driver of all these ambitious endeavours is still that fundamental question of whether life exists — or ever existed — elsewhere in the universe.

    The James Webb telescope was launched in 2021, and is the most powerful telescope ever sent into space.
    (Shutterstock)

    Defining life

    Defining life is surprisingly challenging. While we intuitively recognize living organisms as having life, a precise definition remains elusive. Dictionaries offer various descriptions, such as the ability to grow, reproduce and respond to stimuli.

    But even these definitions can be ambiguous.

    A more comprehensive definition considers life as a self-sustaining chemical system capable of processing information and maintaining a state of low entropy, with little disorder or randomness.

    Living things constantly require energy to sustain their molecular organization and maintain their highly organized structures and functions. Without this energy, life would quickly descend into chaos and disrepair. This definition encompasses the dynamic and complex nature of life, emphasizing its ability to adapt and evolve.

    Life on Earth, as we currently understand it, is based on the interplay of DNA, RNA and proteins. DNA serves as the blueprint of life, containing the genetic instructions necessary for an organism’s development, survival and reproduction. These instructions are converted into messages that guide the production of proteins, the workhorses of the cell that are responsible for a vast array of functions.

    This intricate system of DNA replication, protein synthesis and cellular processes — all based on long strings of molecules linked by carbon atoms — is fundamental to life on Earth. However, the universe may harbour life forms based on entirely different principles and biochemistries.

    An illustration of NASA’s Perseverance Mars rover, which uses an X-ray spectrometer to help search for signs of ancient microbial life in rocks.
    (NASA/JPL-Caltech)

    Something other than carbon

    Life elsewhere could use different elements as building blocks. Silicon, with its chemical similarities to carbon, has been proposed as a potential alternative.

    If they exist, silicon-based life forms may exhibit unique characteristics and adaptations. For instance, they might use silicon-based structures for support, analogous to bones or shells in carbon-based organisms.

    Even though silicon-based organisms have not yet been found on Earth, silicon plays an important role in many existing life forms. It is an important secondary component for many plants and animals, serving structural and functional roles. For example, diatoms, a type of algae found in the ocean, feature glassy cell walls made of transparent silicon dioxide.

    This doesn’t make diatoms silicon-based life forms, but it does prove silicon can indeed act as a building block of a living organism. But we still don’t know if silicon-based life forms exist at all, or what they would look like.




    Read more:
    Extraterrestrial life may look nothing like life on Earth − so astrobiologists are coming up with a framework to study how complex systems evolve


    The origins of life on Earth

    There are competing hypotheses on how life arose on Earth. One is that that life’s building blocks were delivered on or in meteorites. The other is that those building blocks came together spontaneously via geochemistry in our planet’s early environment.

    Meteorites have indeed been found to carry organic molecules, including amino acids, which are essential for life. It’s possible that organic molecules formed in deep space and were then brought to Earth by meteorites and asteroids.

    On the other hand, geochemical processes on early Earth, such as those occurring in warm little ponds or in hydrothermal vents deep in the ocean, could have also provided the necessary conditions and ingredients for life to emerge.

    However, no lab has yet been able to present a comprehensive, certain pathway to the formation of RNA, DNA and the first cellular life on Earth.

    Many biological molecules are chiral, meaning they exist in two forms that are mirror images of each other, like left and right hands. While both left- and right-handed molecules are typically naturally produced in equal amounts, recent analyses of meteorites have revealed a slight asymmetry, favouring the left-handed form by as much as 60 per cent.

    Chirality refers to the existence in nature of mirror images of the same thing.
    (Shutterstock)

    This asymmetry in space-derived organic molecules is also observed in all biomolecules on Earth (proteins, sugars, amino acids, RNA and DNA), suggesting it could have arisen from the slight imbalance delivered from space, supporting the theory that life on Earth is extraterrestrial in origin.

    Chances of life

    The slight imbalance in chirality observed in many organic molecules could be an indicator that life on Earth originated from the delivery of organic molecules by extraterrestrial life. We could well be descendants of life that originated elsewhere.

    The Drake equation, developed by astronomer Frank Drake in 1961, provides a framework for estimating the number of detectable civilizations within our galaxy.

    This equation incorporates factors such as the rate of star formation, the fraction of stars with planets, and calculates the fraction of those planets where intelligent life may emerge. An optimistic estimate using this formula suggests that 12,500 intelligent alien civilizations might exist in the Milky Way alone.

    The primary argument for extraterrestrial life remains probabilistic: considering the sheer number of stars and planets, it seems highly improbable that life wouldn’t have arisen elsewhere.

    The probability of humanity being the sole technological civilization in the observable universe is considered to be less than one in 10 billion trillion. Additionally, the chance of a civilization developing on any single habitable planet is better than one in 60 billion.

    With an estimated 200 billion trillion stars in the observable universe, the existence of other technological species is highly likely, potentially even within our Milky Way galaxy.

    Maikel Rheinstadter receives funding from the National Science and Engineering Council Canada (NSERC), the Canadian Foundation for Innovation (CFI), the Province of Ontario and McMaster University..

    ref. Is there life out there? The existence of other technological species is highly likely – https://theconversation.com/is-there-life-out-there-the-existence-of-other-technological-species-is-highly-likely-248191

    MIL OSI – Global Reports

  • MIL-OSI Africa: Kinshasa’s traffic cops run an extortion scheme generating five times more revenue than fines

    Source: The Conversation – Africa – By Raúl Sanchez de la Sierra, Assistant Professor, University of Chicago

    Commuting in Kinshasa, the capital of the Democratic Republic of Congo, presents challenges for its 17 million residents. Massive traffic jams and unsafe driving cause chaos on the roads, leading to long delays.

    The chaos has become a pressing concern for residents. Reaching Gombe, Kinshasa’s central business district, for instance, can take up to five hours from surrounding neighbourhoods.

    When he came to power in January 2019, President Felix Tshisekedi promised to combat Kinshasa’s traffic chaos by targeting road infrastructure. This included constructing an interchange and flyover. One-way traffic was introduced on certain streets. These have had little effect. Kinshasa’s traffic issues persist.

    While congestion in the capital is usually blamed on poor infrastructure, there are some harder-to-see causes. As social science researchers, we set out to understand what institutional factors might be behind the city’s gridlock.

    In a recent paper, we analysed an illegal revenue-generating scheme inside Kinshasa’s traffic police agency involving a coalition of traffic police agents, their managers and judicial officers. We studied the role this scheme plays in the city’s traffic conditions.

    Under the scheme, known as the quota system, station managers (police commanders) assign street agents a daily quota of drivers to escort to the station, often based on fabricated allegations.

    Our findings and analysis provide insights into how the quota system causes traffic jams and accidents, undermining the police agency’s mandate of traffic regulation. We also detail how corruption operates as a coordinated system rather than as isolated acts of individual misconduct.

    The problem

    Like many traffic police agencies worldwide, Kinshasa’s traffic police are tasked with managing key intersections and enforcing traffic rules.

    Similar to many other civil servants in the Democratic Republic of Congo, police officers earn meagre salaries – around US$70 monthly. Anecdotal observation suggests that the police service lacks funds for basic necessities such as fuel or communication costs. Low resources have contributed to police officers extracting funds from drivers, partly for personal profit, partly to cover the costs for their police work.

    A major way in which this is done is through a specific scheme involving traffic police agents. We found that station managers assign different street agents a daily quota of drivers to bring to the station.

    To meet this quota, agents often use brute force and have the discretion to invent infractions that they report at the police station. The dilapidated state of most cars in Kinshasa helps police officers with this task.

    At the station, agents pass the allegations to judicial officers, who have the power to issue charges – or demand bribes so drivers avoid formal penalties. Many drivers try to avoid this extortion by developing relationships with influential protectors. These are people who can intervene on a driver’s behalf and are often high-placed security officers or politicians.

    Our research

    After three years of qualitative fieldwork, we built trust with a large number of individuals inside and around the traffic police agency. This enabled us to design data collection systems in 2015 to study the traffic police agency’s practices.

    We relied on the cooperation of 160 individuals and generated the following data:

    • direct observations of over 13,000 interactions between officers and drivers at intersections

    • station records of 1,255 escorted vehicles, including bribe negotiations and outcomes

    • traffic flow and accident data from 6,399 hourly observations.

    To quantify the cost of this scheme on public service, we added an experiment: we collaborated with police commanders to reduce the daily quotas for some teams and days.

    We encouraged commanders to temporarily cut their teams’ quotas in half. Reducing quotas could be expected to lower corruption demands on agents, reducing corruption overall. It would also enable agents to focus more of their time on managing traffic – an outcome later confirmed by our findings.

    To ensure this approach worked, we compensated commanders for the private income losses they would experience due to the quota reduction, which we carefully estimated before implementing the study. This compensation is not unlike traditional anti-corruption incentives routinely used across the world, except that rather than it being targeted at street-level agents, it targeted the node of this particular scheme: the police commanders.

    What we found

    1. The scheme generates large illicit revenue. The traffic police agency’s real revenue is five times larger than its official income from fines. We found that 68% of the illicit revenue generated through the quota scheme came from bribes paid by drivers after they’d been escorted to the station. The rest of the illicit revenue comes from street-level bribes outside of this quota scheme.

    2. The revenue raised relies on extortion at police stations. Judicial police officers had the power to threaten to issue arbitrary charges. We found that, first, 82% of the allegations were unverifiable by third parties. Second, the amount raised in station bribes was strongly linked to whether a driver was able to call a powerful “protector”.

    3. Extortion in police stations relies on the street agents’ power to arbitrarily escort drivers. These agents use their discretion to fabricate allegations and/or physical force to bring drivers to the station. When a driver was not seen making an infraction, force was more likely to be used.

    Overall, this means that the scheme hinged on a coalition of managers, agents and judicial officers.

    Through the reduction in the quota scheme levels, our scheme also revealed some social costs of this scheme. We found two important results.

    Worse traffic: the quota scheme was accountable for a significant share of traffic jams and accidents observed at street intersections from where the agents operate. Partly through their induced absence and partly through their behaviour, the police officers also create numerous traffic jams and accidents. While this is suggestive rather than conclusive, our estimates suggest that 40% of traffic jams at the main intersections of the city are due to the scheme.

    Diluted incentives to respect the law: the scheme made it less likely that drivers would respect the law. They could be escorted to a police station regardless of whether they complied with the traffic code.

    Why the findings matter

    Our study, which provides rare, detailed evidence of how corruption operates, has three policy implications.

    1. Target officials’ managers, rather than the officials themselves. Visible corruption is only the tip of the iceberg, and hinges on relationships of power and coalitions inside the state.

    2. Limit the discretion of judicial officers to charge the public, or that of agents to escort drivers to police stations arbitrarily.

    3. Incentivise “good” corruption. Encouraging station officials to take a significant share of fines for genuine infractions could give agents an incentive to escort drivers who actually break traffic rules. However, the trade-offs between traffic flow, safety and compliance must be carefully weighed, as quotas tied to fines could worsen congestion.

    – Kinshasa’s traffic cops run an extortion scheme generating five times more revenue than fines
    – https://theconversation.com/kinshasas-traffic-cops-run-an-extortion-scheme-generating-five-times-more-revenue-than-fines-246786

    MIL OSI Africa

  • MIL-OSI Australia: New education module available – Running an SMSF

    Source: Australian Department of Revenue

    The Running a self-managed super fund (SMSF) online education moduleExternal Link is now available.

    This module is part of a suite of education tools that help you navigate the various stages of your SMSFs lifecycle, making it easy to learn your responsibilities and obligations.

    Why should you use the module?

    This module will teach you important things like:

    • How to manage contributions and rollovers
    • Managing your fund’s investments
    • Paying super benefits
    • Keeping up with reporting and administration.

    The module is easy to use and lets you learn at your own pace. You can track your progress, go back to sections if needed, and receive a certificate when you’re done.

    Explore all our SMSF education tools

    This module is part of our suite of education products including Starting an SMSFOpens in a new window and Winding up an SMSFOpens in a new window. These resources support you in meeting your regulatory and reporting obligations. Completing all three builds a comprehensive understanding of every stage of running your SMSF.

    Get started today at ato.gov.au/SMSFeducation.

    Looking for the latest news for SMSFs? You can stay up to date by visiting our SMSF newsroom and subscribingOpens in a new window to our monthly SMSF newsletter.

    MIL OSI News

  • MIL-OSI Australia: Thin capitalisation in focus for justified trust reviews

    Source: Australian Department of Revenue

    The new thin capitalisation and debt deduction creation rules are likely to have a significant impact on the affairs of some taxpayers. The application of these new rules will be a key focus area of our Top 100 and Top 1,000 justified trust compliance and assurance programs when we review years where the new rules apply.

    Justified trust gives the community confidence that large businesses are paying the right amount of tax.

    If you’re in these programs and subject to a justified trust review, we’ll engage with you about thin capitalisation and the debt deduction creation rules to understand the impact of the new rules on your affairs. We’ll ask for information that is relevant and tailored to your individual circumstances, having regard for reporting you already provide.

    Broadly, the information we’ll commonly require will include, but not be limited to:

    • calculations and working papers that support reported thin capitalisation information
    • information in relation to how restructuring may have impacted the application of the thin capitalisation and debt deduction creation rules
    • a copy of the signed and dated approved form for entities that have chosen to apply the third party debt test or group ratio test.

    By understanding your circumstances, we’re building confidence that Australia’s largest taxpayers are complying with the new thin capitalisation rules.

    These reviews are undertaken by the Tax Avoidance Taskforce. The Taskforce plays a critical role to ensure multinational enterprises, large public and private businesses, and wealthy individuals pay the right amount of tax in Australia.

    To find out more, visit Thin Capitalisation or Large business justified trust.

    Keep up to date

    We have tailored communication channels for medium, large and multinational businesses, to keep you up to date with updates and changes you need to know.

    Read more articles in our online Business bulletins newsroom.

    Subscribe to our free:

    • fortnightly Business bulletins email newsletterExternal Link
    • email notifications about new and updated information on our website – you can choose to receive updates relevant to your situation. Choose the ‘Business and organisations’ category to ensure your subscription includes notifications for more Business bulletins newsroom articles like this one.

    MIL OSI News

  • MIL-OSI Australia: From 1 July 2024 to 30 June 2025

    Source: Australian Department of Revenue

    Fuel tax credit rates

    You need to use the rate that applies on the date you acquired the fuel.

    Use the fuel tax credit calculator to easily work out the amount to report on your business activity statement (BAS).

    The following tables contain the fuel tax credit rates for businesses from:

    Table 1: Rates for fuel acquired from 3 February 2025 to 30 June 2025

    Eligible fuel type

    Used in heavy vehicles for travelling on public roads (see note 1)

    All other business uses (including to power auxiliary equipment of a heavy vehicle) (see note 2)

    Liquid fuels – for example, diesel or petrol
    Unit: cents per litre

    20.3 (see note 3)

    50.8

    Blended fuels: B5, B20, E10
    Unit: cents per litre

    20.3 (see note 3)

    50.8

    Blended fuel: E85
    Unit: cents per litre

    0 (see note 3)

    21.73

    Liquefied petroleum gas (LPG) (duty paid)
    Unit: cents per litre

    0 (see note 3)

    16.6

    Liquefied natural gas (LNG) or compressed natural gas (CNG) (duty paid)
    Unit: cents per kilogram

    0 (see note 4)

    34.8

    B100
    Unit: cents per litre

    0 (see note 3)

    15.2

    Table 2: Rates for fuel acquired from 5 August 2024 to 2 February 2025

    Eligible fuel type

    Used in heavy vehicles for travelling on public roads (see note 1)

    All other business uses (including to power auxiliary equipment of a heavy vehicle) (see note 2)

    Liquid fuels – for example, diesel or petrol
    Unit: cents per litre

    20.1 (see note 3)

    50.6

    Blended fuels: B5, B20, E10
    Unit: cents per litre

    20.1 (see note 3)

    50.6

    Blended fuel: E85
    Unit: cents per litre

    0 (see note 3)

    21.7

    Liquefied petroleum gas (LPG) (duty paid)
    Unit: cents per litre

    0 (see note 3)

    16.5

    Liquefied natural gas (LNG) or compressed natural gas (CNG) (duty paid)
    Unit: cents per kilogram

    0 (see note 4)

    34.7

    B100
    Unit: cents per litre

    0 (see note 3)

    15.2

    Table 3: Rates for fuel acquired from 1 July 2024 to 4 August 2024

    Eligible fuel type

    Used in heavy vehicles for travelling on public roads (see note 1)

    All other business uses (including to power auxiliary equipment of a heavy vehicle) (see note 2)

    Liquid fuels – for example, diesel or petrol
    Unit: cents per litre

    19.1 (see note 3)

    49.6

    Blended fuels: B5, B20, E10
    Unit: cents per litre

    19.1 (see note 3)

    49.6

    Blended fuel: E85
    Unit: cents per litre

    0 (see note 3)

    21.295

    Liquefied petroleum gas (LPG) (duty paid)
    Unit: cents per litre

    0 (see note 3)

    16.2

    Liquefied natural gas (LNG) or compressed natural gas (CNG) (duty paid)
    Unit: cents per kilogram

    0 (see note 4)

    34.0

    B100
    Unit: cents per litre

    0 (see note 3)

    14.9

    Note 1: From 1 November 2019, this rate includes fuel used to power passenger air-conditioning of buses and coaches.

    Note 2: Claims for packaging or supplying fuel can use the ‘all other business uses’ rate for the appropriate eligible fuel type.

    Note 3: Fuel tax credit rates change for liquid fuels used in a heavy vehicle for travelling on a public road due to changes in the road user charge, which increases by 6% each year over 3 years, from:

    • 28.8 cents per litre in 2023–24, to
    • 30.5 cents per litre in 2024–25, and to
    • 32.4 cents per litre in 2025–26.

    Fuel tax credits are reduced to nil where the road user charge exceeds the fuel tax credit rate.

    Note 4: Fuel tax credit rates change for gaseous fuels due to changes in the road user charge, which increases by 6% each year over 3 years, from:

    • 38.5 cents per kilogram in 2023–24, to
    • 40.8 cents per kilogram in 2024–25, and to
    • 43.2 cents per kilogram in 2025–26.

    Currently, the road user charge reduces fuel tax credits for gaseous fuels to nil.

    MIL OSI News

  • MIL-OSI Australia: Excise duty rates for alcohol

    Source: Australian Department of Revenue

    How to use these tables

    Save this page to your favourites to make sure you use the correct rate for each product in every excise return you lodge.

    The tables on this page are a simplified version of the Schedule to the Excise Tariff Act 1921. For terms, refer to Alcohol excise and key terms.

    We express excise duty rates per litre of alcohol (LAL) for alcoholic products.

    When rates change

    The law indexes the excise duty rates for alcohol twice a year, based on the upward movement of the consumer price index (CPI). The Australian Bureau of Statistics (ABS) is responsible for determining and publishing the CPI on or before the last Wednesday of the month following the relevant quarter. The current schedule of release dates can be found on the ABS websiteExternal Link.

    Usually, indexation occurs on 1 February and 1 August. However, when the ABS doesn’t publish the CPI figure at least 5 days before indexation day, under the law, indexation day is effectively pushed back to the fifth day after publication.

    As the CPI for this quarter was published on 29 January 2025, indexation day is 3 February. Table 1 below reflects the release dates and the relevant indexation days.

    Table 1: CPI publication dates for 2025

    Date of CPI publication

    Date of CPI publication + 5 days

    Indexation day

    29 Jan 2025

    3 Feb 2025

    3 Feb 2025

    30 July 2025

    4 Aug 2025

    4 Aug 2025

    The CPI indexation factor for rates from 3 February 2025 is 1.004. Find out how rates are determined.

    The excise duty rates may also change due to other law changes. The items in the following tables don’t apply to beverages you make for personal use, using non-commercial facilities and equipment, except for distilled spirits and beverages containing distilled spirits.

    Wine is not an excisable beverage – it is subject to wine equalisation tax (WET).

    Use the right rate

    There are different excise duty rates for your alcoholic products depending on the alcohol content.

    For beer, it also depends on the size and design of the container you package it in and if you produce it in commercial premises or a brew on premises shop.

    Remember to apply the right rate to product that is delivered before and from the effective date (that is, the date the excise duty rate changes) when you lodge your return.

    See how to calculate excise duty on excisable alcohol.

    Alcohol rates for beer

    Excise duty on beer is payable on the alcohol content above 1.15% by volume in your finished product.

    Table 2: Alcohol rates – beer

    Tariff subitem

    Unit: $ per litre of alcohol

    Description

    From 5 Aug 2024 to 2 Feb 2025

    From 3 Feb 2025 to 3 Aug 2025

    1.1

    Alcohol volume not exceeding 3%, individual container:

    • less than 8 litres
    • 8–48 litres (inclusive), and not designed to connect to a pressurised gas delivery system or pump delivery system.

    52.66

    52.87

    1.2

    Alcohol volume not exceeding 3%, individual container over 48 litres.

    10.53

    10.57

    1.2

    Alcohol volume not exceeding 3%, individual container of 8–48 litres (inclusive) and designed to connect to a pressurised gas delivery system or pump delivery system.

    10.53

    10.57

    1.5

    Alcohol volume exceeding 3% but not exceeding 3.5%, individual container:

    • less than 8 litres
    • 8–48 litres (inclusive) and not designed to connect to a pressurised gas delivery system or pump delivery system.

    61.32

    61.57

    1.6

    Alcohol volume exceeding 3% but not exceeding 3.5%, individual container over 48 litres.

    32.98

    33.11

    1.6

    Alcohol volume exceeding 3% but not exceeding 3.5%, individual container of 8–48 litres (inclusive) and designed to connect to a pressurised gas delivery system or pump delivery system.

    32.98

    33.11

    1.10

    Alcohol volume exceeding 3.5%, individual container:

    • less than 8 litres
    • 8–48 litres (inclusive) and not designed to connect to a pressurised gas delivery system or pump delivery system.

    61.32

    61.57

    1.11

    Alcohol volume exceeding 3.5%, individual container over 48 litres.

    43.22

    43.39

    1.11

    Alcohol volume exceeding 3.5%, individual container of 8–48 litres (inclusive) and designed to connect to a pressurised gas delivery system or pump delivery system.

    43.22

    43.39

    1.15

    Produced for non-commercial purposes using commercial facilities or equipment, alcohol volume not exceeding 3%.

    3.70

    3.71

    1.16

    Produced for non-commercial purposes using commercial facilities or equipment, alcohol volume over 3%.

    4.26

    4.28

    Alcohol rates for spirits and other excisable beverages

    Table 3: Alcohol rates – Other excisable beverages not exceeding 10% by volume of alcohol

    Tariff item

    Unit: $ per litre of alcohol

    Description

    From 5 Aug 2024 to 2 Feb 2025

    From 3 Feb 2025 to 3 Aug 2025

    2

    Other excisable beverages not exceeding 10% by volume of alcohol.

    103.89

    104.31

    Table 4: Alcohol rates – Spirits and other excisable beverages exceeding 10% by volume of alcohol

    Tariff subitem

    Unit: $ per litre of alcohol

    Description

    From 5 Aug 2024 to 2 Feb 2025

    From 3 Feb 2025 to 3 Aug 2025

    3.1

    Brandy (a spirit distilled from grape wine in such a manner that the spirit possesses the taste, aroma and other characteristics generally attributed to brandy).

    97.02

    97.41

    3.2

    Other excisable beverages exceeding 10% by volume of alcohol.

    103.89

    104.31

    3.5

    Spirit that you have approval from us to use for fortifying Australian wine or grape must under section 77FD of the Excise Act 1901.

    Free

    Free

    3.6

    Spirit purchased in quantities by particular groups or professions we specified (such as pharmacists and universities) for an industrial, manufacturing, scientific, medical, veterinary or educational purpose under section 77FE of the Excise Act 1901.

    Free

    Free

    3.7

    Spirit that you have approval from us to use for an industrial, manufacturing, scientific, medical, veterinary or educational purpose under section 77FF of the Excise Act 1901.

    Free

    Free

    3.8

    Spirit denatured according to the formula we determined (except spirit used as fuel in an internal combustion engine).

    Free

    Free

    3.10

    Spirit not elsewhere included.

    103.89

    104.31

    How rates are determined

    We determine the new rates by applying the indexation factor to the most recently published rates.

    The indexation factor is calculated by dividing the most recent June or December quarter CPI number (determined and published by the ABSExternal Link) by the previous highest June or December quarter CPI number occurring after the June 1983 quarter.

    For example, the indexation factor for February 2025 was determined by dividing the December quarter 2024 (most recent to February 2025; 139.4) by the June quarter 2024 (June or December quarter with the highest value prior to December 2024; 138.8) to get 1.004.

    Table 5: Calculating indexation factor for February 2025

    Most recent CPI number

    Highest previous June or Dec quarter

    Indexation factor

    December 2024 quarter

    June 2024 quarter

    February 2025

    139.4

    138.8

    1.004

    This indexation factor is applied to the current duty rate to determine the new duty rate.

    For example, the duty rate for tariff item 2 ‘other excisable beverages not exceeding 10% by volume of alcohol’ was $103.89 for the period 5 August 2024 to 2 February 2025. This rate of $103.89 is multiplied by the indexation factor of 1.004 to determine the rate of $104.31 applicable from 3 February 2025.

    Table 6: Calculating the new duty rate for February 2025 for tariff item 2

    5 Aug 2024 to 2 Feb 2025

    Indexation factor

    Duty rate from 3 Feb 2025

    $103.89

    1.004

    $104.31

    Historical excise duty rates

    The Australian Government data.gov.au website lists Historical excise duty ratesExternal Link.

    MIL OSI News

  • MIL-OSI Australia: Rates – non-business

    Source: Australian Department of Revenue

    MIL OSI News

  • MIL-OSI Security: Former soldier jailed over spying offences

    Source: United Kingdom London Metropolitan Police

    A former soldier who sparked a nationwide manhunt after escaping from prison has been jailed for spying offences.

    His conviction and sentencing follows an investigation by the Met’s Counter Terrorism Command, which found he had been sharing sensitive military information with Iranian agents.

    Daniel Khalife, 23 (27.09.01) was sentenced on Monday, 3 February at Woolwich Crown Court to a total of 14 years and three months’ imprisonment for espionage and terrorism offences. He was previously convicted of these offences in November 2024, following a trial at the same court.

    Commander Dominic Murphy, Head of the Met’s Counter Terrorism Command said: “This sentence reflects the gravity of the offences committed by Khalife. The threat to the UK from states such as Iran is very serious, so for a soldier in the Army to be sharing sensitive military material and information with them is extremely reckless and dangerous.

    “I’d like to reiterate my praise to all those who worked on this investigation – those who looked into Khalife’s activity in sharing information with the Iranians, but also the many colleagues from agencies and police forces who assisted us after his escape from prison.

    “It was thanks to a combination of fantastic support from the public, along with some brilliant police work that we were able to find and arrest Khalife after his escape and make sure he faced justice.

    “This outcome and sentence should serve as a warning to others that the illegal sharing of information in this way will be treated extremely seriously by security services and police, and we will use the full force of the law against those who put the UK’s security at risk.”

    An investigation into Khalife began in November 2021 after he anonymously contacted MI5 twice that month to say that he had established contact with Iranian agents and wanted to become a ‘double agent’. The details, however, were passed to police and they identified that Khalife was the person behind the calls and that he was a soldier in the Army based at Staffordshire Barracks.

    Khalife was arrested in January 2022, and police seized various devices and documents from his room. The ensuing investigation found Khalife was in possession of various sensitive documents and information – including details of soldiers who were attached to highly sensitive military units. They also found evidence that Khalife had made contact with Iranian agents and had passed sensitive military information to them over the preceding two-and-a-half years.

    Khalife was due to be charged with offences in January 2023, however he was reported as missing by his Army unit in early January 2023. When his room was searched, what appeared to be a potential improvised explosive device was found, along with a note, indicating that Khalife had left as he feared he was going to be charged when he returned on bail. On 26 January 2023, Khalife was spotted at a leisure centre in Staffordshire and was subsequently arrested and charged.

    In September 2023, while awaiting trial, Khalife escaped from HMP Wandsworth. Police were informed and following a three-day manhunt – which involved hundreds of officers from across the Metropolitan Police, as well as support from police forces across the country and colleagues from various other agencies including those at ports and borders – Khalife was found and arrested in Northolt.

    When he was giving evidence during his trial at Woolwich Crown Court, on 11 November, Khalife pleaded guilty to escaping from HMP Wandsworth.

    On 28 November, he was found guilty of passing on information to Iran, contrary to section 1 of the Official Secrets Act 1911, for which he was sentenced on Monday, 3 February to six years imprisonment.

    Khalife was also found guilty of eliciting or attempted to elicit information of a kind likely to be useful to a person committing or preparing an act of terrorism, contrary to section 58A of the Terrorism Act 2000. He was sentenced to six years’ consecutive (consisting of five years custodial, with an additional year on licence).

    Khalife was also sentenced to two years and three months’ imprisonment for his prison escape – again to be served consecutively – meaning he was sentenced to a total of 14 years and three months. Khalife will also be subject to notification requirements under part 4 of the Counter Terrorism Act, 2008 for 15 years.

    Khalife was found not guilty by the jury of creating a bomb hoax at the Army barracks in Staffordshire.

    MIL Security OSI

  • MIL-OSI Security: Deputy Commandant for Aviation Unveils 2025 Aviation Plan, Reinforcing Future Readiness and Technological Integration

    Source: United States Marines

    Headquarters Marine Corps Aviation released the 2025 Marine Corps Aviation Plan, outlining a strategic framework that balances responding to today’s crises with modernizing Marine Aviation to ensure the Corps is prepared for tomorrow’s fight. The plan focuses on key areas of transformation, including technological advancements, expeditionary mobility, sustainment, and total force integration. This plan is a roadmap to enhancing operational readiness and ensuring Marine Aviation remains a lethal force in support of the Marine Air-Ground Task Force (MAGTF) throughout the spectrum from competition to conflict.

    The Aviation Plan introduces Project Eagle, a modernization strategy that prioritizes Distributed Aviation Operations (DAO) and Decision-Centric Aviation Operations (DCAO) to maintain operational effectiveness in contested environments. By fully embracing cutting-edge technologies such as AI-driven decision-making software, autonomous systems, advanced digital command and control capabilities, unmanned systems, and manned-unmanned teaming, the Marine Corps will be better positioned to operate in increasingly complex and dynamic theaters of operation.

    “We are committed to shaping a future aviation force that is ready, resilient, and capable of rapidly responding to emerging threats, wherever they may arise,” said Col. Derek Brannon, Branch Head for the Cunningham Group, Headquarters Marine Corps Aviation. “Project Eagle builds on the progress we’ve made, and it prepares us to embrace technological innovation while ensuring we can deliver combat power across all domains.”

    The 2025 plan underscores additional key priorities, including:

    • Aviation Readiness:  Ensuring Marine Aviation remains poised to respond to any crisis at a moment’s notice, with the readiness to deploy rapidly and provide immediate support when the nation calls.

    • Enhanced Expeditionary Mobility: Strengthening the Marine Corps’ ability to operate from austere, distributed locations through the modernization of platforms like the MV-22B Osprey, CH-53K King Stallion, and KC-130J Hercules, ensuring agile mobility and support for maritime and littoral operations.

    • Modernizing Aviation Logistics: Modernizing sustainment practices to ensure readiness in contested environments through the creation of Maintenance Operations Centers, streamlined supply chain reforms, and enhanced aviation logistics packages. These innovations will better support DAO and MAGTF operations while improving sustainment across the force.

    • Marine Air Command and Control System (MACCS) Modernization: Transforming air command and control capabilities with advanced technologies like the TPS-80 radar and Ground-Based Air Defense Systems. The integration of regional air defense concepts will support Expeditionary Advance Base Operations (EABO) and enhance digital interoperability for joint and coalition operations.

    • Total Force Integration: Strengthening collaboration between active-duty and reserve forces, particularly through the integration of the 4th Marine Aircraft Wing, to enhance operational flexibility, sustainment, and warfighting readiness across the total force.

    These advancements solidify Marine Aviation’s role as an indispensable force within the MAGTF, ensuring it remains agile, lethal, and fully integrated with the Joint Force, partners, and allies.

    “Through continued modernization and an unwavering commitment to current readiness, Marine Aviation is prepared to support the MAGTF through competition to conflict,” said Lt. Gen. Bradford Gering, Deputy Commandant for Aviation. “The 2025 Aviation Plan demonstrates our resolute dedication to maintaining operational superiority and ensuring we are always ready to project force, wherever and whenever needed.”

    As Marine Aviation transitions into a new era, the 2025 Aviation Plan is a bold declaration of the Corps’ commitment to innovation, operational excellence, and unmatched warfighting capability.

    To learn more about the 2025 Marine Corps Aviation Plan: https://www.aviation.marines.mil/

    MIL Security OSI

  • MIL-OSI: Gevo Completes Acquisition of Red Trail Energy Assets in North Dakota, Expanding a Burgeoning Portfolio of Energy Assets

    Source: GlobeNewswire (MIL-OSI)

    ENGLEWOOD, Colo., Feb. 03, 2025 (GLOBE NEWSWIRE) — Gevo, Inc. (NASDAQ: GEVO), a leading developer of hydrocarbon fuels and chemicals with net-zero greenhouse gas emissions, is pleased to announce that it has acquired the ethanol production plant and carbon capture and sequestration (“CCS”) assets of Red Trail Energy, LLC (“Red Trail Energy”) for an aggregate purchase price of $210 million, subject to customary adjustments, including a working capital adjustment. The acquired assets include the plant, pore space, and we are bringing on their experienced operational personnel. In addition to creating another strategic option for economic and competitively advantaged sustainable aviation fuel (“SAF”) facilities, this acquisition is expected to contribute $30 million to $60 million of Adjusted EBITDA(1) to Gevo annually. The acquired assets are being renamed “Net-Zero North.”

    “This transformational acquisition marks the start of Net-Zero North,” said Gevo Chief Executive Officer, Patrick Gruber. “Looking forward, this is a great site to expand the plant to produce SAF, along with other additional co-located projects. We like the potential annual Adjusted EBITDA of $30 million to $60 million, synergies with the existing Gevo platform of assets, and having CCS assets in the Gevo portfolio as a risk mitigation tool for carbon sequestration for our Net-Zero 1 (“NZ1”) plant under development in South Dakota. The proven CCS site will allow us to permanently sequester biogenic carbon dioxide to produce US products with the highest quantity and quality of carbon abatement to address a growing global market demand. Net-Zero North is a key step on our path to becoming self-sustaining and profitable as a company in advance of our NZ1 project coming online.”

    The transaction was funded with a combination of Gevo equity capital and a $105 million senior secured term loan facility from Orion Infrastructure Capital (“OIC”), a U.S.-based private investment firm. OIC has also indicated interest in providing up to an additional $100 million in debt for future growth projects at Net-Zero North that are mutually agreed upon. In addition, OIC is investing $5 million in equity at Net-Zero North, which is in addition to the equity contributed by Gevo. The investment comes from OIC’s Infrastructure Credit Strategy, which provides non-dilutive and flexible capital to middle market infrastructure businesses in North America. The strategy seeks to capitalize on the growing need for investment and innovation in sustainable Infrastructure in North America.

    “We are thrilled to partner with the Gevo team on this acquisition,” said Ethan Shoemaker, Investment Partner and Head of Infrastructure Credit at OIC. “The Net-Zero North assets bring together operating carbon sequestration, a strong track record of profitability, near-term upside from their industry-leading carbon intensity score, a strong operating team, and room to grow. We are also excited about the potential synergies and incremental value that the Gevo team and platform of assets brings to the Net-Zero North business.”

    “North Dakota is a state that understands both energy and agriculture, and that they are synergistic,” Gruber said. “We expect to continue to partner with the community to grow the business as they’re a resource that understands how oil and gas, pipelines, carbon capture, and regenerative agriculture all fit together. Net-Zero North provides the fundamental pieces of the puzzle towards cost-effective energy production, such as SAF, while addressing the market demand for cost effective, lower-carbon-footprint products.”

    “We’re taking on a first-class operation from the previous owners, with an exemplary safety record and excellent people to back it up,” said Chris Ryan, President and Chief Operating Officer of Gevo. “The operations team have done a great job, and we’re excited they’re continuing on with us. We are already in engineering development for a Net-Zero alcohol-to-jet (“ATJ”) SAF plant to be built at the site.”

    “Net-Zero North is one of a select few ethanol plants in the U.S., of which we are aware, that are expected to maximize value from carbon abatement, including under Section 45Z,” explained Ryan. “Net-Zero North, with its efficient operating profile and CCS, is projected to achieve a carbon intensity (“CI”) score in the low 20s (not including improved agricultural results that farmers can achieve using regenerative agriculture practices) using the variation of the GREET model proposed in the Section 45Z rule. We believe that is about 30 CI points lower than the best plants that are not connected to CCS. British Columbia previously scored the Net-Zero North plant at a CI of 19. This is a great starting point to expand Gevo’s business.”

    Advisors
    Ocean Park Securities, LLC acted as exclusive financial advisor and sole lead arranger on the debt financing for Gevo.

    Acquisition Conference Call
    A conference call will be held on Monday, February 3, 2025, at 10:00am ET to discuss the acquisition.

    To participate in the live call, please register through the following event weblink: https://register.vevent.com/register/BI174d9b6ef4074fed9db695b122abda12

    After registering, participants will be provided with a dial-in number and pin. To listen to the conference call (audio only), please register through the following event weblink: https://edge.media-server.com/mmc/p/7e4padot

    A webcast replay will be available after the conference call ends on February 3, 2025. The archived webcast will be available in the Investor Relations section of Gevo’s website at www.gevo.com..

    Further information regarding the acquisition and accompanying debt financing is included in the Current Report on Form 8-K, which Gevo will file with the U.S. Securities and Exchange Commission (the “SEC”).

    About Gevo
    Gevo is a next-generation diversified energy company committed to fueling America’s future with cost-effective, drop-in fuels that contribute to energy security, abate carbon, and strengthen rural communities to drive economic growth. Gevo’s innovative technology can be used to make a variety of renewable products, including SAF, motor fuels, chemicals, and other materials that provide U.S.-made solutions. By investing in the backbone of rural America, Gevo’s business model includes developing, financing, and operating production facilities that create jobs and revitalize communities. Gevo owns and operates one of the largest dairy-based renewable natural gas (“RNG”) facilities in the United States, turning by-products into clean, reliable energy. We also operate an ethanol plant with an adjacent CCS facility, further solidifying America’s leadership in energy innovation. Additionally, Gevo owns the world’s first production facility for specialty ATJ fuels and chemicals. Gevo’s market driven “pay for performance” approach regarding carbon and other sustainability attributes, helps ensure value is delivered to our local economy. Through its Verity subsidiary, Gevo provides transparency, accountability and efficiency in tracking, measuring and verifying various attributes throughout the supply chain. By strengthening rural economies, Gevo is working to secure a self-sufficient future and to make sure value is brought to the market.

    For more information, see www.gevo.com.

    About OIC
    With approximately $5 billion in assets under management, OIC invests in North America and select international markets. OIC’s unique partnership approach – for entrepreneurs, by entrepreneurs – cultivates creative credit, equity, and growth capital solutions to help middle market businesses scale and deploy sustainable infrastructure. OIC’s target investment sectors include energy efficiency, digital infrastructure, sustainable power generation, renewable fuels, waste & recycling, and transportation, storage & logistics. OIC was founded in 2015 by a team of energy and sustainability veterans, successful infrastructure investors, and former asset owners and industry operators. Across OIC’s platform is a team of approximately 45 professionals based in New York, Houston, and London.

    Forward Looking Statements
    This release contains “forward-looking statements” within the meaning of the federal securities laws. All statements other than statements of historical fact are forward-looking statements, including statements related to the expected operation of Net-Zero North, the expected effect of the acquisition on Adjusted EBITDA, the expected annual Adjusted EBITDA from Net-Zero North, and our future prospects as a combined company, including our plans for the site and synergies with our other projects. These statements relate to analyses and other information, which are based on forecasts of future results or events and estimates of amounts not yet determinable. We claim the protection of The Private Securities Litigation Reform Act of 1995 for all forward-looking statements in this release.

    These forward-looking statements are identified by the use of terms and phrases such as “anticipate,” “assume,” “believe,” “estimate,” “expect,” “goal,” “intend,” “plan,” “potential,” “predict,” “project,” “target” and similar terms and phrases or future or conditional verbs such as “could,” “may,” “should,” “will,” and “would.” However, these words are not the exclusive means of identifying such statements. Although we believe that our plans, intentions and other expectations reflected in or suggested by such forward-looking statements are reasonable, we cannot assure you that we will achieve those plans, intentions or expectations. All forward-looking statements are subject to risks and uncertainties that may cause actual results or events to differ materially from those that we expected.

    Important factors that could cause actual results or events to differ materially from our expectations, or cautionary statements, include among others, the risk that anticipated benefits, including synergies, from the acquisition may not be fully realized or may take longer to realize than expected, including that the transaction may not be accretive within the expected timeframe or to the extent anticipated; failure to successfully integrate the acquired assets and employees; changes in legislation or government regulations affecting the future operations of the acquired assets; and other risk factors or uncertainties identified from time to time in Gevo’s filings with the SEC. All written and oral forward-looking statements attributable to us, or persons acting on our behalf, are expressly qualified in their entirety by the cautionary statements identified above and in the section entitled “Risk Factors” and elsewhere in our Annual Report on Form 10-K for the year ended December 31, 2023 as well as other cautionary statements that are made from time to time in our other SEC filings and public communications. You should evaluate all forward-looking statements made in this release in the context of these risks and uncertainties.

    We caution you that the important factors referenced above may not reflect all of the factors that could cause actual results or events to differ from our expectations. In addition, we cannot assure you that we will realize the results or developments we expect or anticipate or, even if substantially realized, that they will result in the consequences or affect us or our operations in the way we expect. The forward-looking statements included in this release are made only as of the date hereof. We undertake no obligation to publicly update or revise any forward-looking statement as a result of new information, future events or otherwise, except as otherwise required by law.

    Media Contact
    Heather Manuel
    Vice President, Stakeholder Engagement & Partnerships
    PR@gevo.com

    IR Contact
    Eric Frey
    Vice President of Corporate Development
    IR@Gevo.com

    (1) Adjusted EBITDA is a non-GAAP measure calculated as earnings before interest, taxes, depreciation and amortization, inclusive of the value of monetizable tax credits such as Sections 45Q and 45Z and excluding project development costs.

    The MIL Network

  • MIL-OSI: Apollo to Present at the Bank of America Securities 2025 Financial Services Conference

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 03, 2025 (GLOBE NEWSWIRE) — Apollo (NYSE: APO) today announced that Scott Kleinman, Co-President of Apollo Asset Management, will participate in a fireside chat at the Bank of America Securities Financial Services Conference on Tuesday, February 11, 2025 at 8:50 am ET.

    A live webcast of the event will be available on Apollo’s Investor Relations website at ir.apollo.com. For those unable to join live, a replay will be available shortly after the event.

    About Apollo

    Apollo is a high-growth, global alternative asset manager. In our asset management business, we seek to provide our clients excess return at every point along the risk-reward spectrum from investment grade credit to private equity. For more than three decades, our investing expertise across our fully integrated platform has served the financial return needs of our clients and provided businesses with innovative capital solutions for growth. Through Athene, our retirement services business, we specialize in helping clients achieve financial security by providing a suite of retirement savings products and acting as a solutions provider to institutions. Our patient, creative, and knowledgeable approach to investing aligns our clients, businesses we invest in, our employees, and the communities we impact, to expand opportunity and achieve positive outcomes. As of September 30, 2024, Apollo had approximately $733 billion of assets under management. To learn more, please visit www.apollo.com.

    Contacts

    Noah Gunn
    Global Head of Investor Relations
    Apollo Global Management, Inc.
    (212) 822-0540
    IR@apollo.com

    Joanna Rose
    Global Head of Corporate Communications
    Apollo Global Management, Inc.
    (212) 822-0491
    Communications@apollo.com

    The MIL Network

  • MIL-OSI: Color Star VP Attended The 2025 Davos World Economic Forum

    Source: GlobeNewswire (MIL-OSI)

    New York , Feb. 03, 2025 (GLOBE NEWSWIRE) — During the 2025 Davos World Economic Forum (WEF), artificial intelligence (AI), financial investments, and social ventures have emerged as central topics of conversation among global business and technology leaders. Ren Pelosi, Vice President of Color Technology was invited to participate in a series of discussions at Davos. In a special interview on ESG TV, Ren shared her career transformation journey—from a Wall Street trader to a social impact investor and tech innovator—while delving into high tech and AI’s potential to drive economic growth and societal change. She also explored how investors can seize opportunities presented by technological advancements.

    In her interview on ESG TV, Ren discussed how her financial expertise has enabled her to integrate technological innovation and social impact into investment strategies, creating long-term value. She remarked, “I have always believed in the power of capital, but today’s investments are not just about financial returns; they’re about driving technological progress, sustainability, and social change. AI is reshaping industries, and we stand at the forefront of this revolution.” As a seasoned investor and entrepreneur, Ren has long focused on how technology can drive social change. With extensive experience in Wall Street financial trading and investing, she is also committed to combining social ventures and tech innovation. She has organized and led multiple social impact investing forums, helping emerging tech companies balance sustainability and commercial success. “Technology and capital are reshaping our society. Cutting-edge technologies like AI and blockchain are not only transforming businesses but also making social impact investing possible. Investors need a deeper foresight to capitalize on this wave of technological change.”

    As an investor with a deep financial market background, Ren pointed out that traditional investment logic is being upended, with more capital flowing toward ESG-friendly enterprises. The rise of AI and digital tools has provided new opportunities for impact investing. In the discussion, Ren highlighted her involvement with Color Technology,. Initially focused on traditional offline entertainment, Color successfully completed a transformation during the pandemic, expanding into online entertainment. Now, with the rapid rise of AI, Color Star aims to drive industry change through AI-powered entertainment innovations, creating more personalized and immersive experiences for audiences. In Ren’s view, Color Star represents a new business model—using AI technology to enhance content production efficiency, optimize user experiences, and create a more interactive and immersive entertainment ecosystem.

    “The entertainment industry is evolving at an unprecedented pace,” Ren stated in the interview. “AI is not just improving content production efficiency; more importantly, it’s redefining how audiences interact, enhancing personalized recommendations and immersive experiences. Companies like Color are at the forefront of this transformation, using AI to build the next-generation entertainment ecosystem.”

    Color’s current AI explorations include:

    • Smart Content Creation: AI enables the production of creative content such as music, scripts, and videos, increasing efficiency for creators.
    • Personalized Recommendation Algorithms: AI analyzes user preferences to deliver precise content suggestions.
    • Immersive Entertainment Experiences: Integrating VR/AR and AI to create more interactive future entertainment models.

    Ren is also actively involved in the Social Ventures sector and promotes global impact investing. She emphasized that AI is not only empowering companies like Color but also upgrading the entire investment ecosystem. In several discussions during Davos, Ren repeatedly stressed the need for investors to focus on the long-term societal and corporate impacts of technology, rather than just short-term returns. The companies that balance innovation, profitability, and social responsibility will be the true winners. She has long advocated for capital to support sustainable development, technological innovation, and socially responsible enterprises, and has organized industry forums to help high-potential companies secure investments and resources. “The future market will be dominated by businesses that create both commercial value and social impact. Whether it’s AI in entertainment or blockchain in financial services, we must view the impact of technology from a long-term perspective.”

    As the 2025 Davos Forum draws to a close, Ren’s core message is becoming ever clearer: The future belongs to those who dare to innovate and embrace AI, driving technological advancements and social impact investing. She calls on investors, entrepreneurs, and related players to embrace technological innovation, deeply explore the potential of AI, and ensure that technological progress aligns with ethics and sustainability.

    With her expertise in finance, investment, and technology, Ren is part of the global discussions on the AI revolution, digital innovation, and the future of the entertainment industry.

    Color Deepens AI Empowerment, Shaping the New Era of Entertainment

    As AI technology evolves, Color Star will continue to deepen its application of AI in content production, user experience optimization, and entertainment interaction, ensuring the company maintains its leadership in the global entertainment industry.

    “We are at a critical time in reshaping the entertainment industry,” Ren said. “Color Star will continue to invest in AI and technological innovation, exploring how to use artificial intelligence to create more personalized, immersive, and global entertainment experiences.”

    About Color Star Technology Co., Ltd.

    Color Star Technology Co., Ltd. (Nasdaq: ADD) is an entertainment and education company that provides online entertainment performances and online music education services. Its business operations are conducted through its wholly-owned subsidiaries, Color Metaverse Pte. Ltd. and CACM Group NY, Inc. More information about the Company can be found at www.colorstarinternational.com and www.colorstar.investorroom.com.

    Forward-Looking Statement

    This press release contains forward-looking statements as defined by the Private Securities Litigation Reform Act of 1995. Forward-looking statements include statements concerning plans, objectives, goals, strategies, future events or performance, and underlying assumptions and other statements that are other than statements of historical facts. When the Company uses words such as “may,” “will,” “intend,” “should,” “believe,” “expect,” “anticipate,” “project,” “estimate” or similar expressions that do not relate solely to historical matters, it is making forward-looking statements. Forward-looking statements are not guarantee of future performance and involve risks and uncertainties that may cause the actual results to differ materially from the Company’s expectations discussed in the forward-looking statements. These statements are subject to uncertainties and risks including, but not limited to, the following: the Company’s goals and strategies; the Company’s future business development; changes in technology; economic conditions; the growth of the educational and training services market internationally where ADD conducts its business; reputation and brand; the impact of competition and pricing; government regulations; as well as those risks and uncertainties discussed from time to time in other reports and other public filings with the Securities and Exchange Commission by Color Star. For these reasons, among others, investors are cautioned not to place undue reliance upon any forward-looking statements in this press release. Additional factors are discussed in the Company’s filings with the U.S. Securities and Exchange Commission, which are available for review at www.sec.gov. The Company undertakes no obligation to publicly revise these forward–looking statements to reflect events or circumstances that arise after the date hereof unless required by applicable laws, regulations or rules.

    For more information, please contact:
    Color Star Investor Relations
    Office Number No. 1003, 9th Floor,
    7 World Trade Center, Suite 4621        
    New York NY 10007
    Office: (212) 410-5186
    Email ir@colorstarinternational.com

    The MIL Network

  • MIL-OSI: Lendmark Financial Services Expands Kentucky Presence with Henderson Branch, Marking its Third Branch Opening for 2025

    Source: GlobeNewswire (MIL-OSI)

    HENDERSON, Ky., Feb. 03, 2025 (GLOBE NEWSWIRE) — Lendmark Financial Services (Lendmark), a leading provider of household credit and consumer loan solutions, continues to expand its Kentucky footprint, opening a new branch in Henderson and its 23rd in the state.

    The branch is located at 1111 Barrett Blvd, Suite D and is expected to serve hundreds of customers in its first year. Kelly Franey, who serves as the branch manager, will be responsible for the administration of all daily operations. These include building personal relationships with customers and integrating into the community to ensure area residents receive a superior level of individualized loan services that meet their unique financial needs.

    “As we grow our footprint in Kentucky, we will continue to focus on delivering the tailored loan solutions our customers need to meet planned and unplanned life events,” said Michael R. McIntire, Vice President of Branch Operations at Lendmark. “Our Kentucky branch openings and overall branch growth demonstrate an ongoing need for diverse household financial options for consumers here and throughout the country.”

    In addition to serving consumers directly, Lendmark provides financing solutions for thousands of retailers and independent auto dealerships, allowing these businesses’ customers to obtain Lendmark financing. Local businesses that are interested in partnering with Lendmark to provide financing solutions for their customers should visit the branch or call 270-212-5700.

    Lendmark’s ‘Climb to Cure’ is its signature cause-related initiative. The company has committed to raising $10 million by 2025 to mark its 10-year anniversary partnering with CURE Childhood Cancer. So far, Lendmark’s employees, partners and customers have raised $8.83 million to support CURE, an Atlanta-based nonprofit dedicated to funding targeted pediatric cancer research that is utilized nationwide.

    Lendmark customers can participate by donating $1 when closing their loan. Lendmark matches the donation.

    About Lendmark Financial Services
    Lendmark Financial Services (Lendmark) provides personal and household credit and loan solutions to consumers. Founded in 1996, Lendmark strives to be the lender, employer, and partner of choice by protecting household wealth, offering stability and helping consumers meet both planned and unplanned life events through affordable loan offerings. Today, Lendmark operates more than 515 branches in 22 states across the country, providing personalized services to customers and retail business partners with every transaction. Lendmark is headquartered in Lawrenceville, Ga. For more information, visit www.lendmarkfinancial.com.

    Media Contact
    Jeff Hamilton
    Senior Manager, Corporate Communications
    jhamilton@lendmarkfinancial.com
    678-625-3128

    The MIL Network

  • MIL-OSI: Pipe Invests in Developer Features to Simplify Integration for Embedded Capital

    Source: GlobeNewswire (MIL-OSI)

    SAN FRANCISCO, Feb. 03, 2025 (GLOBE NEWSWIRE) — Pipe, a fintech company partnering with software platforms to deliver embedded financial solutions for SMBs, today announced it has significantly expanded the Pipe Partner Portal with new developer tools. These features make it even easier for developers to embed Pipe’s capital services within their payments and software platforms. Unlike other embedded solutions, Pipe’s investment in developer capabilities supports its “tech-first” approach to enable partners to accelerate the delivery of capital to its small business customers.

    Pipe Capital allows payment processors and vertical software companies to easily launch a capital product without the complexity, risk, and resources involved with building it in-house. Through Pipe’s infrastructure, SDKs and APIs, partners can embed Pipe’s proven capital offering into their own ecosystem seamlessly, improving merchant experience and monetizing payments in a mutually beneficial way. End merchants can then access capital easily, based on their secure transaction data from the partner platform, bypassing many of the hurdles of traditional financing.

    Pipe’s capital services can be integrated in multiple ways, including a Pipe-hosted option that can launch in as little as a week, an Embedded UI that can be live within one-to-two weeks, and a Full API integration that lets you take complete control of the user journey in as little as four weeks.

    Developer tools have been enhanced in the Pipe Partner Portal, a dashboard and resource center where partners can see merchant activity, track revenue share, and manage their side of the embedded relationship. The newly expanded portal experience helps developers seamlessly integrate Pipe’s products and easily troubleshoot any potential issues.

    “Integrating with Pipe’s Embedded UI was an incredibly smooth process. The Partner Portal’s self-serviceability and comprehensive documentation allowed us to move quickly, while Pipe’s responsive tech team was always there to offer valuable guidance when needed,” said Deepak Colluru, Director of Product Management, GoCardless. “It was clear that the Pipe team was invested in our success, going above and beyond to ensure we had everything we needed. The experience was great from start to finish.”

    Pipe places a high priority on not only giving qualified merchants fast, frictionless capital access, but also on making its embedded products simple and flexible for partners’ technical teams to integrate. Key benefits of the Pipe Partner Portal capabilities include:

    • Optimal visibility and transparency: Pipe’s API logs and object viewer enable rapid, self-served feedback and debugging.
    • Seamless integration: Pipe’s API references are automatically generated from its code, so the documentation is always up-to-date, ensuring a smooth integration for partners.
    • Real-time feedback: Webhooks deliver automated messages to partners and can now be easily managed and analyzed from the Partner Portal.
    • Security and access management: the Partner Portal now offers more granular user permissions and API key management, allowing you to always remain in control of your data and integration.
    • Ease of testing: Pipe offers a robust sandbox that allows developers to easily test the multiple use cases offered within its integrations, including simulation of production events like payments.

    “As a software company committed to using technology to improve financial access, we know how important it is to work closely with the developer community,” said Nate Wiger, CTO, Pipe. “Engineering teams are the ones implementing our solutions to put them into the hands of SMBs. By expanding our Partner Portal with a growing set of developer tools and resources, we aim to make it even easier for our partners’ technical teams to embed Pipe solutions, from the initial implementation stage all the way to ongoing post-launch support.”

    About Pipe
    Pipe makes customer-friendly capital and smart financial tools accessible to growing businesses inside the software they use every day. Our embedded solutions are built to scale and give business builders across industries the power to grow on their own terms. To learn more, visit www.pipe.com or follow us on X @pipe.

    Media Contact
    Merrill Freund
    merrill@freundpr.com

    The MIL Network

  • MIL-OSI: LPL Financial Welcomes Charter Oak Wealth Partners

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, Feb. 03, 2025 (GLOBE NEWSWIRE) — LPL Financial LLC announced today that the advisors at Charter Oak Wealth Partners have joined LPL Financial’s broker-dealer, RIA and custodial platforms, aligned with existing firm Academy Financial. They reported serving approximately $600 million in advisory, brokerage and retirement plan assets* and join LPL from Osaic.

    Based in Hartford County, Conn., Charter Oak Wealth Partners was founded in 2016 by Gary Paul, CRPC®, although the practice’s roots date back more than 50 years. Paul is joined by fellow advisors Gary Salva, Bill Matzinger and Chris Scuderi, and they are supported by Client Relationship Manager Lori Tedone. Together, they provide comprehensive financial planning and investment services for individuals, families and businesses.

    “We are committed to maintaining the highest standards of integrity and professionalism in our relationship with our clients,” Paul said. “We endeavor to know and understand our clients’ financial situations and provide them with only quality information, services and products to help them pursue their goals.”

    The team at Charter Oak Wealth Partners turned to LPL after extensive market research to enhance service capabilities and propel the next phase of its development. Like Academy Financial, which joined LPL in August, the Charter Oak team has stood by its longtime mission of, “Serve first, last and always.”

    “We’re excited to tap into LPL’s vast resources and services to provide our clients with elevated experiences,” said Paul. “We chose LPL for its stability as a Fortune 500 company, along with its strategic support, innovative technology and shared focus on putting clients first. Add to that the additional resources and support from Academy, and we believe we are in a prime position to enhance our offering, grow the business and serve clients better than ever.”

    Academy Financial Partner Brent J. Kvech stated, “We’re excited for the opportunity to work with the Charter Oak team and grow our firm together. This is a team that shares our values of putting clients first and foremost, and we found that to be a perfect alignment. We believe this relationship will strengthen our firm and add value to clients.”

    Scott Posner, LPL Executive Vice President, Business Development, said, “We welcome the Charter Oak team to the LPL community and congratulate Academy Financial on its continued growth. We are committed to delivering robust resources, business solutions and innovative capabilities that help our advisors differentiate their practice and succeed at every stage of their business’ lifecycle. We look forward to a long-lasting relationship with the entire team at Charter Oak Wealth Partners.”

    Related

    Advisors, learn how LPL Financial can help take your business to the next level.

    About LPL Financial

    LPL Financial Holdings Inc. (Nasdaq: LPLA) is among the fastest growing wealth management firms in the U.S. As a leader in the financial advisor-mediated marketplace, LPL supports more than 29,000 financial advisors and the wealth management practices of 1,200 financial institutions, servicing and custodying approximately $1.7 trillion in brokerage and advisory assets on behalf of 6 million Americans. The firm provides a wide range of advisor affiliation models, investment solutions, fintech tools and practice management services, ensuring that advisors and institutions have the flexibility to choose the business model, services, and technology resources they need to run thriving businesses. For further information about LPL, please visit www.lpl.com.

    Securities and advisory services offered through LPL Financial (LPL), a registered investment advisor and broker dealer, member FINRA/SIPC. LPL Financial and its affiliated companies provide financial services only from the United States. Charter Oak Wealth Partners, Academy Financial and LPL are separate entities.

    Throughout this communication, the terms “financial advisors” and “advisors” are used to refer to registered representatives and/or investment advisor representatives affiliated with LPL Financial.

    We routinely disclose information that may be important to shareholders in the “Investor Relations” or “Press Releases” section of our website.

    *Value approximated based on asset and holding details provided to LPL from end of year, 2024.

    Media Contact: 
    Media.relations@LPLFinancial.com 
    (704) 996-1840

    Tracking #682659

    The MIL Network

  • MIL-OSI: Rightworks names seasoned executive Jenny Buchholz as new Chief Financial Officer

    Source: GlobeNewswire (MIL-OSI)

    NASHUA, N.H., Feb. 03, 2025 (GLOBE NEWSWIRE) — Rightworks, the only intelligent cloud services provider purpose-built for accounting firms and professionals, today announced it has named Jenny Buchholz as its new Chief Financial Officer, effective February 3, 2025. Reporting to CEO Joel Hughes, Buchholz will lead the finance function as the company continues to expand into new markets and deliver its award-winning OneSpace platform at scale. In her role, Buchholz will support the company’s goals and strategic initiatives with her extensive financial experience in strategy, governance and risk management.

    “I’m excited to welcome Jenny Buchholz as the newest member of our executive team at Rightworks,” said Hughes. “Her progressive experience as a leader and track record for optimizing growth across a variety of industries will be invaluable as we continue to grow and serve the profession.”

    Buchholz joins Rightworks with more than two decades of experience in senior finance leadership roles. She recently held the position of CFO at Cisive, a global background screening firm, where she built out FP&A capabilities, implemented rigorous forecasting and KPI reporting and led integration efforts for acquired companies. Previously, Buchholz managed capital structure and cash flow, and enhanced functional areas of FP&A, accounting, pricing and planning as CFO at Captivate Communications, a digital advertising company. Additionally, she has held finance leadership roles at eBay/PayPal, Knotel and Discovery Communications. Buchholz earned a bachelor’s degree from the University of Illinois and an MBA from MIT’s Sloan School of Management.

    “This is an exciting time to join Rightworks and I am looking forward to working with a team that has decades of experience in advancing the accounting profession,” said Buchholz. “I’m thrilled to leverage my experience to support the company’s strategic vision and continue to drive financial excellence so we can deliver exceptional value to our customers and stakeholders.”

    Connect with Rightworks
    Visit our newsroom; read our blog; and follow us on LinkedIn, Facebook and Instagram.

    About Rightworks
    Rightworks enables accounting firms and businesses to significantly simplify operations and expand their value to clients via our award-winning intelligent cloud and learning resources. This is possible with Rightworks OneSpace, the only secure cloud environment purpose-built for the accounting and tax profession, and Rightworks Academy, the premier community for firm optimization, growth and professional development. The Academy offers access to thought leadership, events, peer communities and extensive learning resources. Founded in 2002, we’ve grown to serve over 10,000 accounting firms in the US—from single practitioners to Top 10 firms. For more information, please visit rightworks.com or follow us on LinkedIn, Facebook and Instagram.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/e50626ac-7bac-4c03-a5ff-64cb16865ff4

    The MIL Network

  • MIL-OSI: Vantage Drilling International Ltd. – Settlement of management incentive awards

    Source: GlobeNewswire (MIL-OSI)

    Dubai, Feb. 03, 2025 (GLOBE NEWSWIRE) — Vantage Drilling International Ltd. (the “Company“) has today approved the settlement of certain restricted stock units (“RSUs“) pursuant to the Company’s Management Incentive Plan, including RSUs held by certain persons discharging managerial responsible/primary insiders (“PDMRs“) as further set out in the attached forms of notification.  

    This information is disclosed in accordance with article 19 of the EU Market Abuse Regulation and section 5-12 of the Norwegian Securities Trading Act.

    About the Company
    Vantage Drilling International Ltd., a Bermuda exempted company, is an offshore drilling contractor. Vantage Drilling’s primary business is to contract drilling units, related equipment and work crews primarily on a dayrate basis to drill oil and natural gas wells globally for major, national and independent oil and gas companies. Vantage Drilling also markets, operates and provides management services in respect of drilling units owned by others. For more information about the Company, please refer to the Company’s website, www.vantagedrilling.com  

    Attachment

    The MIL Network

  • MIL-OSI: ProVen VCT plc: Total voting rights

    Source: GlobeNewswire (MIL-OSI)

    ProVen VCT plc
    Total Voting Rights
    3 February 2025

    In conformity with the Disclosure and Transparency Rule 5.6.1, ProVen VCT plc announces that the Company’s capital and voting rights, as at 31 January 2025, are summarised as follows:

      Shares in issue Voting rights per Share Voting rights
    Ordinary shares of 10p each 272,056,923 1 272,056,923
           
    Total voting rights     272,056,923
           

    The Company does not hold any shares in treasury. 

    The above takes account of any shares that have been recently bought back for cancellation, even if such transactions have not yet settled. 

    The above figure may be used by shareholders as the denominator for the calculations by which they will determine if they are required to notify their interest in, or a change to their interest in, ProVen VCT plc under the FCA’s Disclosure and Transparency Rules.

    Beringea LLP
    Company Secretary
    Telephone 020 7845 7820

    – End

    The MIL Network

  • MIL-OSI Global: Rare portraits reveal the humanity of the slaves who revolted on the Amistad

    Source: The Conversation – USA – By Kate McMahon, Historian of Global Slavery, Smithsonian Institution

    John Warner Barber’s ‘Death of Capt. Ferrer,’ 1839. Sepia Times/Universal Images Group via Getty Images

    On the night of July 1, 1839, 53 enslaved Africans revolted aboard the slaving schooner La Amistad – Spanish for “Friendship” – while they were being shipped to a plantation in Puerto Príncipe, Cuba.

    Kidnapped and trafficked from modern-day Sierra Leone to Havana on a larger vessel, they had been transferred to the smaller La Amistad to reach Puerto Príncipe.

    A 25-year-old man named Sengbe Pieh led the rebels, who suffered 10 fatalities in the fray. They still managed to kill the captain, Ramon Ferrer, and take control of the ship, ordering the surviving crew to return them to Sierra Leone. But the crew instead sailed the vessel north, where it was captured in Long Island Sound.

    With the rebels detained in Connecticut, their fate would be decided by the state’s legal system.

    A remarkable set of 22 drawings reveal the faces of these rebels, providing a rare glimpse into their humanity when they were affirming their right to live free.

    I served as the lead historian and researcher for an exhibition where three of these portraits are now on display, “In Slavery’s Wake: Making Black Freedom in the World,” at the Smithsonian National Museum of African American History and Culture.

    Few images exist

    In 1808, the United States, along with a host of other countries, banned the participation of its citizens in the transportation of enslaved people from Africa to the Americas. Nonetheless, at least 2.8 million Africans were brought to the Americas between 1808 and 1866, primarily to work on sugar plantations in Brazil and Cuba. Shippers, plantation owners, merchants and crews reaped massive profits.

    But historians know very little about the individuals aboard these slave ships. More often than not, their existence was reflected in numbers on ledgers and spreadsheets. Their birth names, birth dates, family histories – anything that would have humanized them – were hard to come by.

    Portraits of enslaved people from the 19th century were also unusual. Enslavers often viewed them as mere chattel and not worth the expense and effort of commissioning a painting. If they did appear in art, it was in the background as loyal servants, helpless victims or stereotypical brutes.

    Putting faces to the names

    That’s what makes these drawings, created by Connecticut artist William H. Townsend during the trial, so remarkable.

    ‘Fuli,’ by William H. Townsend.
    Beinecke Rare Book and Manuscript Library, Yale University

    Historians don’t know exactly why Townsend decided to draw them, only that he lived locally and sat in the courtroom during the trial. In 1934, these portraits were donated to Yale University’s Beinecke Library by one of Townsend’s descendants.

    While his motivations for drawing these portraits remain unclear, the humanity he depicted is clear. The expressions of his subjects often evoke both their resistance and their desire for freedom.

    Fuli, one of several captives who had stolen water on board the vessel and had been ordered flogged by Captain Ferrer during the voyage, gazes at the viewer with a solemn, self-possessed air. It’s easy to imagine him as a leader steeled by all the suffering he experienced over the course of his journey.

    Marqu – or Margru – was one of the three young girls who were aboard the Amistad. In her portrait, she gently smiles – a glint of a personality that’s persevered despite the trauma of the voyage and her time spent in prison awaiting trial.

    Marqu, drawn by William H. Townsend, was one of three enslaved girls aboard the Amistad.
    Library of Congress

    Grabo – or Grabeau – was second-in-command to Pieh in the revolt. He was a rice planter and was married at the time of his capture, and was enslaved to repay a debt his family owed. In his portrait, he gazes with his eyebrows raised – inquisitive, proud and at ease.

    Lights of freedom

    Despite their different facial expressions, the three appear to be united in their collective determination to be agents in their own liberation. In Pieh’s words: “Brothers, we have done that which we purposed. … I am resolved it is better to die than to be a white man’s slave.”

    Grabo, second-in-command of the rebels aboard the Amistad, drawn by William H. Townsend.
    Library of Congress

    The lawyers hired by abolitionists to represent the 53 surviving rebels – Roger S. Baldwin, Theodore Sedgwick and Seth Staples – argued that they rebelled because “each of them are natives of Africa and were born free, and ever since have been and still of right are and ought to be free and not slaves.”

    Eventually, the case made it to the U.S. Supreme Court. The court found that because the captives aboard the Amistad were free at the time of their capture in Long Island, they could not be considered property of Spain.

    The verdict became a landmark case for litigating the illegal slave trade, which continued to expand over the next two decades until finally ending in the 1860s. The Amistad rebels inspired other captives: In 1841, as the American ship Creole traveled between Richmond, Virginia, and New Orleans, those on board revolted, wresting control of the ship and sailing it to the Bahamas, where they eventually gained their freedom.

    These portraits, like the testimony in court and the revolt onboard the Amistad, bring the massive, messy, contested story of slavery down to the scale of individual humans. Their visages call upon present and future generations to collectively imagine not only the horrors of the slave trade, but also the power of individual dignity and collective resistance.

    They light the darkness – in the 1840s and in the world today.

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

    ref. Rare portraits reveal the humanity of the slaves who revolted on the Amistad – https://theconversation.com/rare-portraits-reveal-the-humanity-of-the-slaves-who-revolted-on-the-amistad-245133

    MIL OSI – Global Reports

  • MIL-OSI Global: Drought can hit almost anywhere: How 5 cities that nearly ran dry got water use under control

    Source: The Conversation – USA – By Sara Hughes, Adjunct Professor of Environment and Sustainability, University of Michigan

    Las Vegas’ water supplier offers rebates to residents who tear out their grass lawns to save water. LPETTET/iStock/Getty Images Plus

    Water scarcity is often viewed as an issue for the arid American West, but the U.S. Northeast’s experience in 2024 shows how severe droughts can occur in just about any part of the country.

    Cities in the Northeast experienced record-breaking drought conditions in the second half of 2024 after a hot, dry summer in many areas. Wildfires broke out in several states that rarely see them.

    By December, much of the region was experiencing moderate to severe drought. Residents in New York City and Boston were asked to reduce their water use, while Philadelphia faced risk to its water supply due to saltwater coming up the Delaware River.

    Parts of the Northeastern U.S. were so dry in summer 2024 that several large wildfires burned in New Jersey, as well as in New York, Connecticut, Massachusetts and even in New York City.
    New Jersey Department of Environmental Protection via AP

    Before the drought, many people in the region weren’t prepared for water shortages or even paying much attention to their water use.

    As global temperatures rise, cities throughout the U.S. are more likely to experience hotter, drier conditions like this. Those conditions increase evaporation, drying out vegetation and soil and lowering groundwater tables.

    The Northeast drought was easing in much of the region in early 2025, but communities across the U.S. should take note of what happened. They can learn from the experiences of cities that have had to confront major water supply crises – such as Cape Town, South Africa; São Paulo, Brazil; Melbourne, Australia; Las Vegas; and New Orleans – and start planning now to avoid the worst impacts of future droughts.

    Lessons from cities that have seen the worst

    Our new analysis of these five cities’ experiences provides lessons on how to avoid a water supply crisis or minimize the effects through proactive policies and planning.

    Many cities have had to confront major water supply crises in recent years. Perhaps the most well-known example is Cape Town’s “Day Zero.”

    After three years of persistent drought in the region, Cape Town officials in fall 2017 began a countdown to Day Zero – the point at which water supplies would likely run so low that water would be turned off in neighborhoods and residents would need to fetch a daily allocation of water at public distribution points. Initially it was forecast to occur in April 2018.

    Residents in Cape Town, South Africa, line up to fill water jugs during a severe drought in 2018.
    AP Photo/Bram Janssen

    Water rates were raised, and some households installed flow restrictors, which would automatically limit the amount of water that could be used. Public awareness and conservation efforts cut water consumption in half, allowing the city to push back its estimate for when Day Zero would arrive. And when the rains finally came in summer 2018, Day Zero was canceled.

    A second example is São Paulo, which similarly experienced a severe drought between 2013 and 2015. The city’s reservoirs were reduced to just 5% of their capacity, and the water utility reduced the pressure in the water system to limit water use by residents.

    Water pricing adjustments were used to penalize high water users and reward water conservation, and a citywide campaign sought to increase awareness and encourage conservation. As in Cape Town, the crisis ended with heavy rains in 2016. Significant investments have since been made in upgrading the city’s water distribution infrastructure, preventing leaks and bringing water to the city from other river basins.

    Planning ahead can reduce the harm

    The experiences of Cape Town and São Paulo – and the other cities in our study – show how water supply crises can affect communities.

    When major changes are made to reduce water consumption, they can affect people’s daily lives and pocketbooks. Rapidly designed conservation efforts can have harmful effects on poor and vulnerable communities that may have fewer alternatives in the event of restrictions or shutoffs or lack the ability to pay higher prices for water, forcing tough choices for households between water and other necessities.

    Planning ahead allows for more thoughtful policy design.

    For example, Las Vegas has been grappling with drought conditions for the past two decades. During that time, the region implemented water-conservation policies that focus on incentivizing and even requiring reduced water consumption.

    Lake Mead, a huge reservoir on the Colorado River that Las Vegas relies on for water, reached record low levels in 2022.
    AP Photo/John Locher

    Since 2023, the Las Vegas Valley Water District has implemented water rates that encourage conservation and can vary with the availability of water supplies during droughts. In its first year alone, the policy saved 3 billion gallons of water and generated US$31 million in fees that can be used by programs to detect and repair leaks, among other conservation efforts. A state law now requires businesses and homeowner associations in the Las Vegas Valley to remove their decorative grass by the end of 2026.

    Since 2002, per capita water use in Las Vegas has dropped by an impressive 58%.

    Solutions and strategies for the future

    Most of the cities we studied incorporated a variety of approaches to building water security and drought-proofing their community – from publishing real-time dashboards showing water use and availability in Cape Town to investing in desalination in Melbourne.

    But we found the most important changes came from community members committing to and supporting efforts to conserve water and invest in water security, such as reducing lawn watering.

    There are also longer-term actions that can help drought-proof a community, such as fixing or replacing water- and energy-intensive fixtures and structures. This includes upgrading home appliances, such as showers, dishwashers and toilets, to be more water efficient and investing in native and drought-tolerant landscaping.

    Prioritizing green infrastructure, such as retention ponds and bioswales, that help absorb rain when it does fall and investing in water recycling can also diversify water supplies.

    Taking these steps now, ahead of the next drought, can prepare cities and lessen the pain.

    Michael Wilson is an employee of RAND, a nonprofit, nonpartisan research organization. This research was funded by the RAND Center for Climate and Energy Futures.

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

    ref. Drought can hit almost anywhere: How 5 cities that nearly ran dry got water use under control – https://theconversation.com/drought-can-hit-almost-anywhere-how-5-cities-that-nearly-ran-dry-got-water-use-under-control-248760

    MIL OSI – Global Reports

  • MIL-OSI Global: 3 ways the Trump administration could reinvest in rural America’s future, starting with health care

    Source: The Conversation – USA – By Randolph Hubach, Professor of Public Health, Purdue University

    Rural America can be idyllic, but many communities still need support. Mint Images via Getty Images

    Rural America faces many challenges that Congress and the federal government could help alleviate under the new Trump administration.

    Rural hospitals and their obstetrics wards have been closing at a rapid pace, leaving rural residents traveling farther for health care. Affordable housing is increasingly hard to find in rural communities, where pay is often lower and poverty higher than average. Land ownership is changing, leaving more communities with outsiders wielding influence over their local resources.

    As experts in rural health and policy at the Center for Rural and Migrant Health at Purdue University, we work with people across the United States to build resilient rural communities.

    Here are some ways we believe the Trump administration could work with Congress to boost these communities’ health and economies.

    1. Rural health care access

    One of the greatest challenges to rural health care is its vulnerability to shifts in policy and funding cuts because of rural areas’ high rates of Medicare and Medicaid beneficiaries.

    About 25% of rural residents rely on Medicaid, a federal program that provides health insurance for low-income residents. A disproportionate share of Medicare beneficiaries – people over 65 who receive federal health coverage – also live in rural areas. At the same time, the average health of rural residents lags the nation as a whole.

    Rural clinics and hospitals

    Funding from those federal programs affects rural hospitals, and rural hospitals are struggling.

    Nearly half of rural hospitals operate in the red today, and over 170 rural hospitals have closed since 2010. The low population density of rural areas can make it difficult for hospitals to cover operating costs when their patient volume is low. These hospital closures have left rural residents traveling an extra 20 miles (32 km) on average to receive inpatient health care services and an extra 40 miles (64 km) for specialty care services.

    The government has created programs to try to help keep hospitals operating, but they all require funding that is at risk. For example:

    • The Low-volume Hospital Adjustment Act, first implemented in 2005, has helped numerous rural hospitals by boosting their Medicare payments per patient, but it faces regular threats of funding cuts. It and several other programs to support Medicare-dependent hospitals are set to expire on March 31, 2025, when the next federal budget is due.

    • The rural emergency hospital model, created in 2020, helps qualifying rural facilities to maintain access to essential emergency and outpatient hospital services, also by providing higher Medicare payments. Thus far, only 30 rural hospitals have transitioned to this model, in part because they would have to eliminate inpatient care services, which also limits outpatient surgery and other medical services that could require overnight care in the event of an emergency.

    Rural emergency hospitals can get extra funding, but there’s a catch: They have no inpatient beds, so people in need of longer care must go farther.
    AP Photo/Rogelio V. Solis

    Services for pregnant women have also gotten harder to find in rural areas.

    Between 2011 and 2021, 267 rural hospitals discontinued obstetric services, representing 25% of the United States’ rural obstetrics units. In response, the federal government has implemented various initiatives to enhance access to care, such as the Rural Hospital Stabilization Pilot Program and the Rural Maternal and Obstetric Management Strategies Program. However, these programs also require funding.

    Expanding telehealth

    Before the COVID-19 pandemic, telehealth – the ability to meet with your doctor over video – wasn’t widely used. It could be difficult for doctors to ensure reimbursement, and the logistics of meeting federal requirements and privacy rules could be challenging.

    The pandemic changed that. Improving technology allowed telehealth to quickly expand, reducing people’s contact with sick patients, and the government issued waivers for Medicare and Medicaid to pay for telehealth treatment. That opened up new opportunities for rural patients to get health care and opportunities for providers to reach more patients.

    However, the Medicare and Medicaid waivers for most telehealth services were only temporary. Only payments for mental and behavioral health teleheath services continued, and those are set to expire with the federal budget in March 2025, unless they are renewed.

    One way to expand rural health care would be to make those waivers permanent.

    Increasing access to telehealth could also support people struggling with opioid addiction and other substance use disorders, which have been on the rise in rural areas.

    2. Affordable housing is a rural problem too

    Like their urban peers, rural communities face a shortage of affordable housing.

    Unemployment in rural areas today exceeds levels before the COVID-19 pandemic. Job growth and median incomes lag behind urban areas, and rural poverty rates are higher.

    Rural housing prices have been exacerbated by continued population growth over the past four years, lower incomes compared with their urban peers, limited employment opportunities and few high-quality homes available for rent or sale. Rural communities often have aging homes built upon outdated or inadequate infrastructure, such as deteriorating sewer and water lines.

    Rental homes in older towns can become run down. Community maintenance of pipes and other services also requires funding.
    LawrenceSawyer/E+ via Getty Images

    One proposal to help people looking for affordable rural housing is the bipartisan Neighborhood Homes Investment Act, which calls for creating a new federal tax credit to spur the development and renovation of family housing in distressed urban, suburban and rural neighborhoods.

    Similarly, the Section 502 Direct Loan Program through the U.S. Department of Agriculture, which subsidizes mortgages for low-income applicants to obtain safe housing, could be expanded with additional funding to enable more people to receive subsidized mortgages.

    3. Locally owned land benefits communities

    Seniors age 65 and older own 40% of the agricultural land in the U.S., according to the American Farmland Trust. That means that more than 360 million acres of farmland could be transferred to new owners in the next few decades. If their heirs aren’t interested in farming, that land could be sold to large operations or real estate developers.

    That affects rural communities because locally owned rural businesses tend to invest in their communities, and they are more likely to make decisions that benefit the community’s well-being.

    A farmer carries organic squash during harvest. Young farmers often struggle to find land to expand their operations.
    Thomas Barwick/Stone via Getty Images

    Congress can take some steps to help communities keep more farmland locally owned.

    The proposed Farm Transitions Act, for example, would establish a commission on farm transitions to study issues that affect locally owned farms and provide recommendations to help transition agricultural operations to the next generation of farmers and ranchers.

    About 30% of farmers have been in business for less than 10 years, and many of them rent the land they farm. Programs such as USDA’s farm loan programs and the Beginning Farmer and Rancher Development Program help support local land purchases and could be improved to identify and eliminate barriers that communities face.

    We believe that by addressing these issues, Congress and the new administration can help some of the country’s most vulnerable citizens. Efforts to build resilient and strong rural communities will benefit everyone.

    Randolph Hubach receives funding from the National Institutes of Health and the Health Resources and Services Administration.

    Cody Mullen receives funding from the Health Resources and Services Administration. He is affiliated with the National Rural Health Association.

    ref. 3 ways the Trump administration could reinvest in rural America’s future, starting with health care – https://theconversation.com/3-ways-the-trump-administration-could-reinvest-in-rural-americas-future-starting-with-health-care-245451

    MIL OSI – Global Reports

  • MIL-OSI Global: Trump’s tariff threats fit a growing global phenomenon: hardball migration diplomacy

    Source: The Conversation – USA – By Nicholas R. Micinski, Assistant Professor of Political Science and International Affairs, University of Maine

    View at the entrance of the United States Embassy taken in Bogota, Colombia Pablo Vera/AFP via Getty Images

    As diplomatic spats go, it was short-lived.

    On Jan 26, 2025, Colombian President Gustavo Petro turned away American military planes carrying people being deported from the United States. In response, U.S. President Donald Trump threatened 25% tariffs and travel bans on Colombian government officials. Despite insisting that “the U.S. cannot treat Colombian migrants as criminals” and needed to “establish a protocol for the dignified treatment of migrants before we receive them,” Petro’s government backed down and resumed cooperation with U.S. immigration officials.

    All this took place in the span of just a few hours. But “migration diplomacy” – the use of diplomatic tools and threats to control the number and flow of migrants – isn’t new. Indeed, it was a feature of Trump’s first administration. And it is not unique to Trump; it has been in the foreign policy playbook of previous U.S. presidents as well as the European Union and governments around the world.

    As an expert on migration policy and international affairs, I have observed the evolution of this global trend, in which nations leverage migration policies for geopolitical ends.

    Richer countries with increasingly populist, nationalist bases are putting in place anti-migrant policies. But these same nations depend on poorer countries to accept deportations and host the majority of the world’s refugees – governments can’t unilaterally “dump” deported immigrants back into the home country, or in a third country.

    And while migration diplomacy can be cooperative, there’s always the possibility a disagreement will spiral into diplomatic spats or outright conflict.

    Threats to control migration

    Migration diplomacy is a relatively recent academic term. But the practice of using foreign policy tools to control migration is centuries old. Common tools of migrant diplomacy fall between the “carrots” of bilateral treaties, development aid and infrastructure investment, and the “sticks” of tariffs, travel bans and sanctions.

    Trump, during his first term, focused more on the sticks, frequently threatening tariffs or cuts in aid to push through deals on migration. For example, in 2018, Trump posted on Twitter that if Honduras and other Central American governments did not stop migrant caravans to the U.S., he would cut all aid: “no more money or aid will be given … effective immediately!”

    A few months later, Trump followed through with the threat, suspending US$400 million in aid to Guatemala, Honduras and El Salvador.

    Trump then upped the ante, posting: “Now we are looking at the ‘BAN,’ … Tariffs, Remittance Fees, or all of the above. Guatemala has not been good.”

    Within three days, Guatemala signed a deal with the U.S. to cooperate on asylum and deportations. Honduras and El Salvador followed suit two months later.

    Similarly, in 2019, Trump threatened Mexico that the U.S. would impose a 5% tariff on goods “until such time as illegal migrants coming through Mexico, and into our Country, STOP.”

    Within 11 days, Mexico signed the Migrant Protection Protocols, known as the “Remain in Mexico” policy, institutionalizing what human rights groups called “illegal pushbacks” that put people at risk of torture, sexual violence and death.

    Imposing visa restrictions

    Under the Immigration and Nationality Act, the U.S. government can stop granting visas to any country that “denies or unreasonably delays accepting an alien who is a citizen.”

    And during his first term, Trump imposed visa restrictions on people from Cambodia, Eritrea, Ghana, Guinea, Laos, Myanmar, Pakistan and Sierra Leone because those countries were deemed to be not cooperating with deportations.

    Such visa restrictions worked with Guinea and Ghana, which both began accepting deportations of their citizens from the U.S.

    Migration as diplomatic weapon

    Nations also use migration policy as tools to push other foreign policy goals not necessarily related to migration. As political scientist Kelly Greenhill explored in her book “Weapons of Mass Migration,” governments are using coercive engineered migration to create pressure against other rival nations. This was seen in 2021 when Belarus bused asylum seekers to the Polish border in an apparent effort to overwhelm the EU’s asylum system.

    Migrants at the Belarusian-Polish border in 2021.
    Leonid Shcheglov/BELTA/AFP via Getty Images

    Similarly, Trump used migration policies to bully other nations into cooperating with the United States. The “Muslim ban” of his first administration – rebranded in later iterations as travel bans – banned entry of citizens from Chad, Iran, Iraq, Libya, Somalia, Sudan, Syria and Yemen. While the first executive order pertaining to the ban was immediately criticized as Islamophobic, the administration changed legal reasoning in front of the Supreme Court, arguing that the ban stemmed from nations not sharing information about potential terrorists and due to their passports being vulnerable to fraud.

    The travel bans were an attempt to coerce nations into sharing information with the U.S. and enforcing U.S. standards of identity documents. Indeed, Chad was later removed from the ban when it adopted these standards.

    The use of migration diplomacy by the U.S. government predates Trump. Tit-for-tat restrictions on travel were common throughout the Cold War. In 2001, President George W. Bush applied visa sanctions to Guyana when its government refused to cooperate on deportations. In 2016, President Barack Obama also applied retaliatory visa restrictions on Gambia for failing to accept U.S. deportation flights.

    Conditional aid from EU

    The European Union tends to use carrots rather than sticks to encourage cooperation on deportations. For example, a 2016 EU-Turkey deal provided 6 billion euros (US$6.25 million) in aid for refugees in Turkey in exchange for accepting the deportation of what the EU describes as “irregular migrants.” In 2023, the EU also struck a 105 million euro ($109 million) deal with Tunisia in return for the North African country’s cooperation on preventing irregular migration.

    But like Trump, the EU is not opposed to punishing states for refusing to cooperate on deportations. In April 2024, the EU tightened rules on visas for Ethiopians because their government refused to accept the return of citizens who had asylum claims denied. Earlier, the EU suspended 15 million euros ($15.6 million) in development aid to Ethiopia on similar grounds.

    Migration interdependence

    Trump’s threats and EU migration deals reveal a type of migration interdependence: Rich states in the Global North don’t want to host large numbers of migrants and refugees and need willing partners in the Global South to accept deportations, enforce emigration restrictions and continue hosting the majority of the world’s refugees.

    This interdependence is typically balanced by rich countries footing the bill and poor countries accepting deportations. But migration diplomacy is also used by less powerful nations aware of the opportunity of exacting concessions out of countries, blocs or international bodies. For example, the Kenyan government repeatedly threatened to close the Dadaab refugee camp and expel all Somali refugees unless it received more international aid. Similarly, Pakistan threatened to deport Afghan refugees unless the international community did more, but backed down after significant increases in aid.

    Rwanda extracted around $310 million from the British government without resettling a single person after a 2022 plan aimed at deterring asylum seekers to the U.K. by deporting them to Rwanda – where their cases would be reviewed and eventually settled – was blocked by the European Court of Human Rights and the U.K.’s Supreme Court.

    Similarly, the small South Pacific island nation of Nauru was paid more than $118 million with the aim of hosting all asylum seekers to Australia. The policy broke down after reports of abysmal conditions in Nauru’s detention facilities.

    While migration diplomacy does work both ways, richer countries by and large have the upper hand. And Trump’s threats against Colombia – and others – are just one example of this hardball migration diplomacy.

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

    ref. Trump’s tariff threats fit a growing global phenomenon: hardball migration diplomacy – https://theconversation.com/trumps-tariff-threats-fit-a-growing-global-phenomenon-hardball-migration-diplomacy-248380

    MIL OSI – Global Reports