Category: Machine Learning

MIL-OSI USA: Padilla, Schiff, Colleagues to Trump: Fire Elon Musk, Reinstate Agency Leaders and Federal Watchdogs

US Senate News:

Source: United States Senator Alex Padilla (D-Calif.)

Padilla, Schiff, Colleagues to Trump: Fire Elon Musk, Reinstate Agency Leaders and Federal Watchdogs

Democratic lawmakers demand Trump reinstate fired Senate-confirmed officials and address Musk’s conflicts of interest, cite officials’ investigations and prosecutions of Musk’s companies
WASHINGTON, D.C. — U.S. Senators Alex Padilla and Adam Schiff (both D-Calif.) joined 40 of their Congressional Democratic colleagues in raising concerns about President Donald Trump’s unlawful firings of dozens of independent agency heads and Inspectors General (IGs), and calling attention to how many of these firings appear to benefit Elon Musk. The lawmakers also urged Trump to immediately reinstate the illegally fired individuals and remove Musk from his government role with the Department of Government Efficiency (DOGE), on which there are still very few details, unless he addresses his conflicts of interest.
Musk and his companies have been the subject of at least 20 recent government investigations or prosecutions, including for possible violations of federal safety and labor laws. President Trump and Elon Musk’s removals of agency heads and career civil servants have affected at least 11 federal agencies that are conducting over 32 ongoing investigations, complaints, or enforcement actions against Musk’s companies.
The lawmakers warned that failing to hold Musk accountable hurts American citizens and threatens the democratic system of checks and balances.
“Nearly all of your decisions you made about who to fire appear to benefit Mr. Musk, and many target individuals and agencies that are currently investigating or prosecuting Mr. Musk or his companies for unlawful behavior,” wrote the lawmakers. “Many of these individuals have legal protections dictating why and how they can be removed from office. … Altogether, these firings either directly benefit Mr. Musk and his companies or remove guardrails that would hold them accountable to the rule of law.”
“These firings have removed the exact individuals in our government who would hold Mr. Musk and his companies accountable for following the law and protect everyday Americans from threats to their health, welfare, safety, and economic well-being,” continued the lawmakers.
The lawmakers’ letter lists several agency heads and watchdogs who were improperly fired while involved in oversight surrounding Musk, including but not limited to: National Labor Relations Board Chair Gwynne Wilcox, Federal Election Commission (FEC) Chair Ellen Weintraub, Equal Employment Opportunity Commission Commissioners Jocelyn Samuels and Charlotte Burrow, and U.S. Department of Agriculture Inspector General Phyllis Fong.
Several of Trump’s orders contradict legal protections for the relevant officials. For example, federal law requires the president to notify Congress before removing an inspector general, but Trump did not do so before firing over a dozen IGs. Shortly after the terminations, Senators Padilla and Schiff joined a letter to President Trump demanding that the IGs be reinstated. President Trump has violated federal law with respect to numerous other agency officials, including the Office of the Special Counsel, the head of the Merit Service Protection Board, and a member of the National Labor Relations Board. Federal courts have already intervened against many of these presidential actions.
The letter was led by Senators Elizabeth Warren (D-Mass.) and Cory Booker (D-N.J.), along with House Oversight Committee Ranking Member Gerry Connolly (D-Va.-11) and House Judiciary Committee Ranking Member Jamie Raskin (D-Md.-08). In addition to Padilla and Schiff, the letter is also signed by Senators Richard Blumenthal (D-Conn.), Martin Heinrich (D-N.M.), Edward J. Markey (D-Mass.), Bernie Sanders (I-Vt.), and Chris Van Hollen (D-Md.), as well as Representatives Becca Balint (D-Vt.-AL), Donald Beyer (D-Va.-08), Julia Brownley (D-Calif.-26), Yvette Clarke (D-N.Y.-09), Emanuel Cleaver (D-Mo.-05), Steve Cohen (D-Tenn.-09), Danny Davis (D-Ill.-07), Mark DeSaulnier (D-Calif.-10), Jesús G. “Chuy” García (D-Ill.-04), Robert Garcia (D-Calif.-42), Raúl Grijalva (D-Ariz.-07), Henry C. “Hank” Johnson (D-Ga.-04), Robin Kelly (D-Ill.-02), Ro Khanna (D-Calif.-17), Summer Lee (D-Pa.-12), Mike Levin (D-Calif.-49), Doris Matsui (D-Calif.-07), LaMonica McIver (D-N.J.-10), Seth Moulton (D-Mass.-06), Eleanor Holmes Norton (D-D.C.-AL), Johnny Olszewski (D-Md.-02), Delia C. Ramirez (D-Ill.-03), Mary Gay Scanlon (D-Pa.-05), Jan Schakowsky (D-Ill.-09), Melanie Stansbury (D-N.M.-01), Suhas Subramanyam (D-Va.-10), Dina Titus (D-Nev.-01), Rashida Tlaib (D-Mich.-12), Jill Tokuda (D-Hawai’i-02), Paul Tonko (D-N.Y.-20), and Maxine Waters (D-Calif.-43).
Senators Padilla and Schiff have fought against the Trump Administration’s federal workforce cuts and Inspectors General firings. Last month, Padilla, Schiff, and all other Senate Judiciary Committee Democrats demanded answers from Trump Administration nominees and acting officials on the removal or reassignment of career law enforcement officials across the Department of Justice and the Federal Bureau of Investigation. Padilla condemned Trump’s attempt to unlawfully fire more than a dozen Inspectors General during a Senate Judiciary Committee hearing. He previously sounded the alarm on concerning reports that DOGE will make wide-ranging, harmful cuts to the Department of Housing and Urban Development’s (HUD) workforce and programs, hampering HUD’s ability to support vulnerable communities and combat the housing and homelessness crises. As Ranking Member of the Senate Committee on Rules and Administration, Padilla also denounced the illegal firing of FEC Chair Weintraub and led 10 Democratic Senators to demand President Trump rescind this decision.
Full text of the letter is available here and below:
Dear President Trump:
We are concerned that you have engaged in an unlawful firing spree that includes dozens of Senate-confirmed government officials. Many of the individuals you have targeted lead federal agencies and offices that are investigating or prosecuting companies belonging to Elon Musk, one of your top advisors, for violations of a wide swath of federal safety, labor, intelligence, and other rules and laws. The firings of these officials threaten our democratic system of checks and balances and fail to hold Mr. Musk accountable for actions that may have hurt workers, endangered national security and citizens’ and small businesses’ data, ripped off taxpayers, damaged the environment, and broken federal election rules.
You have fired scores of Senate-confirmed government officials over the past three weeks, including many individuals who have legal protections dictating why and how they can be removed from office. For example, federal law requires the president to notify Congress before removing an inspector general (IG) from office, but you did not do so before firing over a dozen IGs during your first week in office. You also failed to set forth the specific and substantive rationale for each IG’s firing. Members of the National Labor Relations Board (NLRB) can be removed “for neglect of duty or malfeasance in office, but for no other cause,” and you removed an NLRB member with no justification. These and other firings are illegal.
Nearly all of your decisions you made about who to fire appear to benefit Mr. Musk, and many target individuals and agencies that are currently investigating or prosecuting Mr. Musk or his companies for unlawful behavior. The fired individuals directly involved in pending or previous actions related to Mr. Musk and businesses include:
NLRB Chair Gwynne Wilcox. In January 2024, the NLRB charged Mr. Musk’s astronautics company SpaceX with engaging in unfair labor practices; the NLRB also currently has at least a dozen unfair labor practices cases open against Mr. Musk’s automotive company Tesla;
FEC Chair Ellen Weintraub. In 2024, the FEC adjudicated cases that alleged Mr. Musk may have violated campaign finance laws;
Equal Employment Opportunity Commission (EEOC) Commissioners Jocelyn Samuels and Charlotte Burrows. In September 2023, the EEOC sued Tesla for racial harassment and retaliation;
U.S. Department of Agriculture (USDA) IG Phyllis Fong. In December 2022, the USDA IG investigated potential animal welfare violations at Musk’s brain implant company Neuralink; and
U.S. Agency for International Development (USAID) IG Paul Martin. The USAID IG was inspecting the use of Starlink terminals to support Ukraine.
You also fired three other IGs from agencies that were investigating or had punished Mr. Musk’s companies.
U.S. Department of Transportation (DOT) IG Eric Soskin. In January 2025, the National Highway Traffic Safety Administration, an agency under the DOT, opened an investigation into Tesla over safety concerns in its remote and self-driving vehicles, and in September 2024, the Federal Aviation Administration, which is also part of DOT, proposed fining SpaceX $630,000 for failing to follow license requirements during rocket launches;
U.S. Department of Defense (DoD) IG Robert Storch. In December 2024, the DoD IG reportedly opened an investigation into repeated failures by Musk and SpaceX to disclose their meetings with foreign leaders; and
U.S. Department of Labor (DOL) IG Larry Turner. The Occupational Health and Safety Administration, part of the DOL, “has opened probes into and fined SpaceX, Tesla and Boring Company for worker injuries or unsafe working conditions.”
You have also fired numerous other agency leaders and IGs who would have provided a check on potential wrongdoing by Musk and his companies. These federal watchdogs could have held Musk and his associates accountable for future violations of the law. These individuals include:
Environmental Protection Agency (EPA) IG Sean O’Donnell. In 2019 and 2022, the EPA settled lawsuits with Tesla over Clean Air Act and hazardous waste law violations;
U.S. Department of Interior (DOI) IG Mark Greenblatt. DOI had reviewed Musk’s rocket launch facility Starbase;
U.S. Office of Government Ethics (OGE) Director David Huitema. OGE is an independent agency responsive for preventing conflicts of interest among federal officers and employees;
U.S. Merit Systems Protection Board (MSPB) Member Cathy Harris. MSPB is an independent agency that protects civil servants against partisan political and other prohibited practices;
Federal Labor Relations Authority (FLRA) Chair Susan Tsui Grundmann. FLRA is an independent agency that oversees labor-management relations for federal employees; and
U.S. Office of the Special Counsel (OSC) Special Counsel Hampton Dellinger. OSC is an independent agency that protects whistleblowers and enforces restrictions on partisan political activity by government employees.
Altogether, these firings either directly benefit Mr. Musk and his companies or remove guardrails that would hold them accountable to the rule of law. The firings also hurt everyday Americans. The individuals you have fired served important watchdog roles in our government. IGs “protect taxpayer money by rooting out corruption, fraud, waste and mismanagement.” Minority commissioners on multi-member commissions of independent agencies provide dissenting opinions to the majority and allow for balanced decision-making over significant issues. In addition to removing agency leadership, you and Mr. Musk are removing career civil servants who would conduct investigations and enforcement actions against lawbreakers. The impacts are vast: in total, your removals of agency heads and career civil servants have affected at least eleven federal agencies with more than thirty-two ongoing investigations, complaints, or enforcement actions on Mr. Musk’s companies.
Mr. Musk has failed to address conflicts of interest related to his involvement in the Department of Government Efficiency while serving as CEO of multiple companies that have significant interests before the federal government. Musk is required to comply with federal conflict of interest prohibitions (18 U.S.C. § 208) that prohibit him “from personally and substantially participating in any particular matter that would have a direct and predictable effect on his financial interests,” but the White House has stated that he will be in charge of policing his own compliance with the law, and he has provided no indication of whether he is doing so. Now, these firings have removed the exact individuals in our government who would hold Mr. Musk and his companies accountable for following the law and protect everyday Americans from threats to their health, welfare, safety, and economic well-being. We urge you to immediately reinstate the illegally fired individuals and remove Mr. Musk from his government role unless he addresses his massive and glaring conflicts of interest as required by law.
Sincerely,

MIL OSI USA News –

March 5, 2025
MIL-OSI USA: Murphy Grills Trump Nominees On Gutting USAID, Abiding By The Constitution

US Senate News:

Source: United States Senator for Connecticut – Chris Murphy
[embedded content]
WASHINGTON—U.S. Senator Chris Murphy (D-Conn.), a member of the U.S. Senate Foreign Relations Committee, on Tuesday questioned Christopher Landau, nominee to be U.S. Deputy Secretary of State, and Michael Rigas, nominee to be U.S. Deputy Secretary of State for Management and Resources. Murphy pressed Landau on the administration’s hollowing out of USAID and how he can claim there was a good faith review if he also purports to not know the extent of furloughs and terminations. Murphy pushed Rigas on the executive branch’s legal obligation to spend money appropriated by Congress.
A full transcript of Murphy’s exchange with the nominees can be found below:
MURPHY: “Thank you very much, Mr. Chairman. Mr. Landau, I deeply appreciate your service to this country and your willingness to come before this committee. But I’ll be honest with you, I find it pretty offensive that you are trying to maintain that there is some good faith review happening at USAID, when the representatives of the administration in charge of cost-cutting have made it clear that the goal is to destroy USAID. Do you know what percentage of USAID employees have been fired or furloughed?”
LANDAU: “Senator, I do not. I’m here as a private citizen. I’m a nominee, so I am not part of the administration at this point.”
MURPHY: “Do you have a ballpark guess? You’re about to help lead America’s diplomatic efforts–a ballpark guess as to how many USAID employees have been fired or furloughed?”
LANDAU: “Again, Senator, I’ve just looked at the way the president has set this forth–that he has instituted a 90-day review period–”
MURPHY: “You haven’t read reports that you might be able to cite today?”
LANDAU: “Well, I’ve seen some reports, again, in the press, but I want to be very careful before I start acting as if I know what is going on behind the scenes. I’m not part of the administration yet. Obviously, if I am confirmed, you can call me before you for oversight.”
MURPHY: “Here’s the problem: so the number is 94%. 94% of USAID staff have been fired or essentially permanently furloughed. And you stated to us that you believe this is a good faith 90-day review. And yet, you actually don’t know how many people have been fired or furloughed. How can you come to the conclusion that this is a good faith review when you actually don’t know the extent of the terminations? Wouldn’t it be relevant as to the question of whether it was a good faith review if 94% of the agency had already been terminated?”
LANDAU: “Well, Senator, again, I think it’s important to recognize: what are the programs and how are these people that are being fired or furloughed–”
MURPHY: “But how did you come to the conclusion that this is a good faith review if you don’t even know what’s happening? You can’t have it both ways. You can’t come to the committee and say, ‘I know this is a good faith review, but I don’t know anything that’s happening because I’m not in the administration.’”
LANDAU: “Well, Senator, again, I assume– there’s a presumption of government regularity that exists generally in the law. I believe strongly that the president wants to comply with the law, wants to make sure that we are doing the American taxpayers’ bidding by looking carefully at these programs and making sure that we separate the baby from the bathwater.”
MURPHY: “I just don’t think you can have it both ways. I don’t think you can come here and tell us that you know that this is a good faith review but assert that you don’t have any basic information about what’s happening. Mr. Rigas, which branch of government has the power to decide how taxpayer money is spent? Is it the legislative branch, the executive branch, or the judicial branch?”
RIGAS: “Thank you for the question, Senator. Congress has the power of the purse. The executive has the power to make sure the laws are faithfully implemented, and the courts arbitrate disputes between those two branches.”
MURPHY: “So, if Congress has authorized an agency or a department, and has appropriated money with the caveat that the money shall be spent, does the administration have the obligation to spend that money in accordance with how Congress has appropriated the dollars?”
RIGAS: “Senator, I’m not a lawyer but my understanding is the executive has a role in how those moneys are spent. So to the extent that the–”
MURPHY: “I think Republicans and Democrats on this committee should care about the answer to this question. That’s a pretty easy one. If Congress has authorized a function, an agency or department, and has appropriated dollars with the word ‘shall,’ do you believe the executive branch can decide not to spend those dollars?”
RIGAS: “Well I’m familiar with mandatory entitlement programs which have that language, and those are on autopilot, so–”
MURPHY: “This is not an entitlement program. Let me give you an example. The National Endowment for Democracy is established by law. We appropriate every year, and we say that the dollars appropriated–in this case, $315 million–shall be spent. You are going to oversee spending at the Department of State. Do you believe that the executive branch could choose not to spend dollars that are appropriated by Congress with a ‘shall’ rather than a ‘may?’”
RIGAS: “I don’t think so but I’m not the ultimate arbiter of that question. And how the money is spent–”
MURPHY: “You are the arbiter of that question. You are actually being nominated for the job that would decide how those dollars are spent.”
RIGAS: “I think the question at hand here is on what things is the money being spent, not whether it should be spent or not.”
MURPHY: “No, we decide how the money is spent, and you’re supposed to execute it. If we say $315 million is to be spent at the National Endowment for Democracy, do you believe that you have the ability to deny that money to be spent on the functions that Congress appropriates? This is a really important question.”
RIGAS: “I don’t think so, but I also think what’s at–”
MURPHY: “So you don’t think so. So yes or no?”
RIGAS: “I think that if that’s what the law says, then that is what needs to happen.”
MURPHY: “Okay, thank you.”

MIL OSI USA News –

March 5, 2025
MIL-OSI: ARB IOT GROUP LIMITED SECURES ORDER WORTH APPROXIMATELY US$45 MILLION FOR AI DATA CENTRE SERVER SOLUTION

Source: GlobeNewswire (MIL-OSI)

Kuala Lumpur, Malaysia, March 04, 2025 (GLOBE NEWSWIRE) — ARB IOT Group Limited (“ARB IOT” or the “Company”) (NASDAQ: ARBB) today announced that it has, through its indirect wholly owned subsidiary, ARB IOT Group Sdn Bhd, signed an artificial intelligence (AI) Products Supply Agreement with Gajah Kapitalan Sdn Bhd (“GKSB”), an entity dedicated to empowering Malaysian businesses through technological innovation, with a focus on delivering advanced computing systems for enterprises, research institutions and developers in Malaysia. This agreement paves the way for ARB IOT to supply 500 units of state-of-the-art ARB-222 AI servers (“AI Products”) to provide high-performance immersible computer servers to GKSB in a deal valued at approximately US$45.0 million.

This milestone highlights ARB IOT’s commitment to expanding its presence in the rapidly growing data center sector. By tapping into the rising demand for digital assets and leveraging its expertise in AI server solutions, the Company is strategically positioned to seize new opportunities driven by the latest advancements in AI, fostering sustainable growth and value creation for its stakeholders.

Dato’ Sri Liew Kok Leong, CEO of ARB IOT expressed, “Our collaboration with GKSB strengthen our mission to provide leading-edge AI server solutions and to deliver significant cost savings and operational efficiencies to the customers. Such order represents a significant milestone for the Company and highlights the growing demand for the AI Products. This not only strengthens our collaboration but also drives our continued growth and expansion in the market.

As we carry out this agreement with GKSB, our commitment to excellence and innovation remains unwavering. The trust placed in ARB IOT to deliver these state-of-the-art AI Products reflects our shared dedication to enhancing the operational capabilities”.

Muhammad Badrun Almuhaimin Bin Baharon, Director of GKSB emphasised, “We look forward to enhancing our technological capabilities and providing valuable market insights that will enable ARB IOT to better serve the needs of our target audience where AI is universally accessible, leading to diverse applications and breakthroughs across industries”.

About GKSB
GKSB is dedicated to empowering Malaysian businesses through technological innovation, focusing on delivering advanced computing systems for enterprises, research institutions and developers.

About ARB IOT Group Limited
ARB IOT Group Limited is a provider of complete solutions to clients for the integration of Internet of Things (“IoT”) systems and devices from designing to project deployment. We offer a wide range of IoT systems as well as provide customers a substantial range of services such as system integration and system support service. We deliver holistic solutions with full turnkey deployment from designing, installation, testing, precommissioning, and commissioning of various IoT systems and devices as well as integration of automated systems, including installation of wire and wireless and mechatronic works.

Safe Harbor Statement
This press release contains “forward-looking statements” that involve substantial risks and uncertainties. All statements other than statements of historical facts contained in this press release, such as statements regarding our estimated future results of operations and financial position, our strategy and plans, and our objectives or goals, are forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended and Section 21E of the Securities Exchange Act of 1934, as amended. We have attempted to identify forward-looking statements by terminology including “anticipates,” “believes,” “can,” “continue,” “could,” “estimates,” “expects,” “intends,” “may,” “plans,” “potential,” “predicts,” “should,” or “will” or the negative of these terms or other comparable terminology. Our actual results may differ materially or perhaps significantly from those discussed herein, or implied by, these forward-looking statements. There are a significant number of factors that could cause actual results to differ materially from statements made in this press release, including, but not limited to, those that we discussed or referred to in the Company’s disclosure documents filed with the U.S. Securities and Exchange Commission (the “SEC”) available on the SEC’s website at www.sec.gov, including the Company’s Annual Report on Form 20-F as well as in our other reports filed or furnished from time to time with the SEC. The forward-looking statements included in this press release are made as of the date of this press release and the Company undertakes no obligation to publicly update or revise any forwardlooking statements, other than as required by applicable law.

For further information, please contact:
ARB IOT Group Limited
Investor Relations Department
Email: contact@arbiotgroup.com

The MIL Network –

March 5, 2025
MIL-OSI: Diginex Limited to Ring the Nasdaq Closing Bell on March 5, 2025

Source: GlobeNewswire (MIL-OSI)

LONDON, March 04, 2025 (GLOBE NEWSWIRE) — Diginex Limited (“Diginex Limited” or the “Company”) (Nasdaq: DGNX), an impact technology company specializing in environmental, social, and governance (ESG) issues, announced today that it will ring the Nasdaq Closing Bell on Wednesday, March 5, 2025, marking a key milestone following its successful listing in January 2025.

Diginex Limited’s Chairman and Founder, Miles Pelham, will lead the ceremony, joined by members of the board of directors, executive leadership, business partners, key advisors, and other stakeholders who have been instrumental in the Company’s success.

“Ringing the Nasdaq Closing Bell is a momentous occasion for Diginex Limited as we continue expanding our presence in the sustainability focused RegTech space,” said Miles Pelham, Chairman and Founder of Diginex Limited. “This milestone reflects the dedication of our team, the support of our stakeholders, and our unwavering commitment to driving long-term value. We look forward to accelerating our mission of empowering businesses to operate more sustainably.”

The ceremony will be broadcast live on the Nasdaq website at https://www.nasdaq.com/marketsite/bell-ringing-ceremony, with live footage and event highlights starting at 3:45 p.m. Eastern Time. Event photos and videos will be available shortly after the ceremony on Diginex Limited’s corporate website and social media channels.

About Diginex Limited

Diginex Limited is a Cayman Islands exempted company, with subsidiaries located in Hong Kong, the United Kingdom and the United States of America. Diginex Limited conducts operations through its wholly owned subsidiary Diginex Solutions (HK) Limited, a Hong Kong corporation (“DSL”) and DSL is the sole owner of (i) Diginex Services Limited, a corporation formed in the United Kingdom and (ii) Diginex USA LLC, a limited liability company formed in the State of Delaware. DSL commenced operations in 2020, and is a software company that empowers businesses and governments to streamline ESG, climate, and supply chain data collection and reporting. DSL is an impact technology business that helps organizations address the some of the most pressing ESG, climate and sustainability issues, utilizing blockchain, machine learning and data analysis technology to lead change and increase transparency in corporate social responsibility and climate action.

Diginex’s products and services solutions enable companies to collect, evaluate and share sustainability data through easy-to-use software. For more information, please visit the Company’s website: https://www.diginex.com/.

Forward-Looking Statements

Certain statements in this announcement are forward-looking statements. These forward-looking statements involve known and unknown risks and uncertainties and are based on the Company’s current expectations and projections about future events that the Company believes may affect its financial condition, results of operations, business strategy and financial needs. Investors can identify these forward-looking statements by words or phrases such as “approximates,” “believes,” “hopes,” “expects,” “anticipates,” “estimates,” “projects,” “intends,” “plans,” “will,” “would,” “should,” “could,” “may” or other similar expressions. The Company undertakes no obligation to update or revise publicly any forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations, except as may be required by law. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results disclosed in the Company’s filings with the SEC.

For investor and media inquiries, please contact:

Diginex
Investor Relations
Email:ir@diginex.com

IR Contact Europe
Anna Höffken
Phone: +49.40.609186.0
Email: diginex@kirchhoff.de

IR Contact US
Jackson Lin
Lambert by LLYC
Phone: +1 (646) 717-4593
Email: jian.lin@llyc.global

The MIL Network –

March 5, 2025
MIL-OSI: Eos Energy Secures Strategic Naval Base San Diego Project to Strengthen U.S. National Security with American-Made Energy Storage

Source: GlobeNewswire (MIL-OSI)

EDISON, N.J., March 04, 2025 (GLOBE NEWSWIRE) — Eos Energy Enterprises, Inc. (NASDAQ: EOSE) (“Eos” or the “Company”), America’s leading innovator in designing, manufacturing, and providing zinc-based long duration energy storage systems sourced and manufactured in the United States, today announced an $8 million standalone BESS order for the Naval Base of San Diego. Fully funded by a grant from the California Energy Commission (CEC), this order highlights Eos’ critical role in supporting U.S. national security infrastructure with American-made energy storage.

This strategic project will provide essential energy resilience to the U.S. Navy’s western fleet, enhancing operational reliability and supporting mission-critical functions that strengthen the country’s national security. The order also signifies Eos’ commitment to improving grid resilience in the state of California and marks the ongoing expansion of the Company’s valued partnership with the CEC.

“Partnering with the CEC to deliver energy resilience to a key naval installation is a direct reflection of our mission to advance American energy independence and support the country’s most critical functions,” said Justin Vagnozzi, Senior Vice President of Global Sales at Eos Energy. “We are incredibly proud to contribute to the Navy’s mission and provide vital infrastructure for our armed forces with a safe, secure, and American-made technology.”

The project will be powered by Eos Z3™ Cubes, which are renowned for their safety, non-flammable chemistry, and low operational costs due to the absence of cooling system requirements. Manufactured in Turtle Creek, Pennsylvania, the Z3 Cubes benefit from Eos’ predominantly U.S.-based supply chain, reinforcing the Company’s commitment to domestic manufacturing and job creation.

This order follows Eos’ recent successful announcements across the defense and energy sectors, including the recently announced standalone storage order with International Electric Power and the CEC to support Marine Corps Base Camp Pendleton in San Diego County. Eos deployment of American-made energy storages systems is essential not just for military resilience but also plays a key role in fortifying the U.S. against global energy disruptions and securing the nation’s energy independence.

About Eos Energy Enterprises

Eos Energy Enterprises, Inc. is accelerating the shift to American energy independence with positively ingenious solutions that transform how the world stores power. Our breakthrough Znyth™ aqueous zinc battery was designed to overcome the limitations of conventional lithium-ion technology. It is safe, scalable, efficient, sustainable, manufactured in the U.S., and the core of our innovative systems that today provides utility, industrial, and commercial customers with a proven, reliable energy storage alternative for 3 to 12-hour applications. Eos was founded in 2008 and is headquartered in Edison, New Jersey. For more information about Eos (NASDAQ: EOSE), visit eose.com.

Forward Looking Statements

Except for the historical information contained herein, the matters set forth in this press release are forward-looking statements within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include, but are not limited to, statements regarding our expected revenue, for the fiscal years December 31, 2025, our path to profitability and strategic outlook, statements regarding orders backlog and opportunity pipeline, statements regarding our expectation that we can continue to increase product volume on our state-of-the-art manufacturing line, statements regarding our future expansion and its impact on our ability to scale up operations, statements regarding our expectation that we can continue to strengthen our overall supply chain, statements regarding our expectation that our new comprehensive insurance program will provide increased operational and economic certainty, statements that refer to the delayed draw term loan with Cerberus, milestones thereunder and the anticipated use of proceeds, statements that refer to outlook, projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intends,” “may,” “might,” “plan,” “possible,” “potential,” “predict,” “project,” “should,” “would” and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements are based on our management’s beliefs, as well as assumptions made by, and information currently available to, them. Because such statements are based on expectations as to future financial and operating results and are not statements of fact, actual results may differ materially from those projected.

Factors which may cause actual results to differ materially from current expectations include, but are not limited to: changes adversely affecting the business in which we are engaged; our ability to forecast trends accurately; our ability to generate cash, service indebtedness and incur additional indebtedness; our ability to achieve the operational milestones on the delayed draw term loan; our ability to raise financing in the future; risks associated with the credit agreement with Cerberus, including risks of default, dilution of outstanding Common Stock, consequences for failure to meet milestones and contractual lockup of shares; our customers’ ability to secure project financing; the amount of final tax credits available to our customers or to Eos pursuant to the Inflation Reduction Act; the timing and availability of future funding under the Department of Energy Loan Facility; our ability to continue to develop efficient manufacturing processes to scale and to forecast related costs and efficiencies accurately; fluctuations in our revenue and operating results; competition from existing or new competitors; our ability to convert firm order backlog and pipeline to revenue; risks associated with security breaches in our information technology systems; risks related to legal proceedings or claims; risks associated with evolving energy policies in the United States and other countries and the potential costs of regulatory compliance; risks associated with changes to the U.S. trade environment; our ability to maintain the listing of our shares of common stock on NASDAQ; our ability to grow our business and manage growth profitably, maintain relationships with customers and suppliers and retain our management and key employees; risks related to the adverse changes in general economic conditions, including inflationary pressures and increased interest rates; risk from supply chain disruptions and other impacts of geopolitical conflict; changes in applicable laws or regulations; the possibility that Eos may be adversely affected by other economic, business, and/or competitive factors; other factors beyond our control; risks related to adverse changes in general economic conditions; and other risks and uncertainties.

The forward-looking statements contained in this press release are also subject to additional risks, uncertainties, and factors, including those more fully described in the Company’s most recent filings with the Securities and Exchange Commission, including the Company’s most recent Annual Report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. Further information on potential risks that could affect actual results will be included in the subsequent periodic and current reports and other filings that the Company makes with the Securities and Exchange Commission from time to time. Moreover, the Company operates in a very competitive and rapidly changing environment, and new risks and uncertainties may emerge that could have an impact on the forward-looking statements contained in this press release.

Forward-looking statements speak only as of the date they are made. Readers are cautioned not to put undue reliance on forward-looking statements, and, except as required by law, the Company assumes no obligation and does not intend to update or revise these forward-looking statements, whether as a result of new information, future events, or otherwise.

The MIL Network –

March 5, 2025

MIL-OSI: Medallion Financial Corp. Reports 2024 Fourth Quarter and Full-Year Results

Source: GlobeNewswire (MIL-OSI)

NEW YORK, March 04, 2025 (GLOBE NEWSWIRE) — Medallion Financial Corp. (NASDAQ: MFIN, “Medallion” or the “Company”), a specialty finance company that originates and services loans in various consumer and commercial industries, along with offering loan origination services to fintech strategic partners, announced today its results for the quarter and full-year ended December 31, 2024.

2024 Fourth Quarter Highlights

Net income was $10.1 million, or $0.43 per share, compared to $14.3 million, or $0.60 per share, in the prior year quarter, and included $1.3 million of taxi medallion recoveries in the current quarter compared to $12.5 million in the prior year quarter.
Net interest income grew 6% to $52.0 million from $49.0 million in the prior year quarter.
Net interest margin on net loans was 8.15%, compared to 8.50% in the prior year quarter, and on gross loans it was 7.84%, compared to 8.20% in the prior year quarter.
Loan originations grew 69% to $285.7 million, compared to $169.1 million in the prior year quarter.
Credit loss provision increased to $20.6 million from $10.8 million in the prior year quarter.
The Board of Directors increased the quarterly dividend 10% to $0.11 per share.
In connection with a pending agreement in principle with the SEC’s Division of Enforcement on terms of settlement, the Company recorded a charge of $3.0 million as well as a benefit of $5.5 million related to insurance coverage of legal costs incurred.

2024 Full-Year Highlights

Net income was $35.9 million, or $1.52 per share, compared to $55.1 million, or $2.37 per share, in the prior year, and included $6.9 million of taxi medallion recoveries in the current year compared to $29.6 million in the prior year.
Net interest income grew 8% to $202.5 million from $188.1 million in the prior year.
Net interest margin on net loans was 8.35%, compared to 8.68% in the prior year, and on gross loans it was 8.05%, compared to 8.38% in the prior year.
Loan originations were $1.0 billion, compared to $960.0 million in the prior year.
Total loans, including loans held for sale, grew 12% to $2.5 billion as of December 31, 2024, compared to $2.2 billion a year ago.
Credit loss provision increased to $76.5 million from $37.8 million in the prior year.
The Company repurchased 570,404 shares of common stock at an average cost of $8.07 per share in the year, for a total of $4.6 million.
Total assets grew to $2.9 billion as of December 31, 2024, an 11% increase over December 31, 2023.

Executive Commentary – Andrew Murstein, President of Medallion

“We continue to be pleased with our quarterly and full-year performance. In the fourth quarter of 2023, taxi medallion recoveries added $0.37 to our bottom line compared to only $0.04 this quarter. For the full year, and the first time in our history, we originated over $1 billion of loans, more than half of which were high yielding recreation loans. We are quite pleased with this accomplishment.

Our commercial lending group, Medallion Capital, exited a portfolio investment during the quarter generating net gains of $3.8 million on equity investments, with full year net gains of $6.9 million. Although our equity investments are small, over time they have generated meaningful earnings to our bottom line, with net gains totaling nearly $15 million over the past three years.

Finally, in the quarter we reached an agreement in principle on terms of settlement and recorded a charge of $3.0 million related to the SEC matter as well as recognized a $5.5 million benefit related to insurance coverage of legal costs associated with this matter. The agreement is subject to approval of the Commissioners of the SEC and the court, and we look forward to bringing closure to this matter.

We are quite happy with where we are as a company, especially with the performance we have delivered over the past several years. We finished the year with record total interest income, net interest income, assets, strategic partnership loan volume, and total equity. We believe we are well-positioned for 2025 and the years ahead.”

Business Segment Highlights

Recreation Lending Segment

Originations were $72.2 million during the quarter, compared to $62.7 million a year ago.
Recreation loans, including loans held for investment and loans held for sale, grew 15% to $1.5 billion, or 62% of total loans, as of December 31, 2024, compared to $1.3 billion, or 60% of total loans, a year ago.
Interest income grew 15% to $51.3 million for the quarter, from $44.4 million in the prior year quarter.
The average interest rate was 15.07% at year-end, compared to 14.79% a year ago.
Recreation loans 90 days or more past due were $10.0 million, or 0.67% of gross recreation loans, as of December 31, 2024, compared to $9.1 million, or 0.70%, a year ago.
Allowance for credit loss was 5.00% at year-end for loans held for investment, compared to 4.31% a year ago.
In December 2024, we signed a letter of intent to sell up to $121 million of recreation loans at a premium to par value.

Home Improvement Lending Segment

Originations were $82.5 million during the quarter, compared to $66.0 million a year ago.
Home improvement loans grew 9% to $827.2 million, or 33% of total loans, as of December 31, 2024, compared to $760.6 million, or 34% of total loans, a year ago.
Interest income grew 16% to $19.9 million for the quarter, from $17.2 million in the prior year quarter.
The average interest rate was 9.81% at year-end, compared to 9.51% a year ago.
Home improvement loans 90 days or more past due were $1.4 million, or 0.17% of gross home improvement loans, as of December 31, 2024, compared to $1.5 million, or 0.20%, a year ago.
Allowance for credit loss was 2.48% at year-end, compared to 2.76% a year ago.

Commercial Lending Segment

Commercial loans were $111.3 million at 2024, compared to $114.8 million a year ago.
The average interest rate on the portfolio was 12.97%, compared to 12.87% a year ago.

Taxi Medallion Lending Segment

The Company collected $2.6 million of cash on taxi medallion-related assets during the quarter.
Total net taxi medallion assets declined to $7.7 million, a 37% reduction from a year ago, and represented less than 0.5% of the Company’s total assets, as of December 31, 2024.

Capital Allocation

Quarterly Dividend

The Board of Directors declared a quarterly dividend of $0.11 per share, payable on March 31, 2025, to shareholders of record at the close of business on March 17, 2025.

Stock Repurchase Plan

As of December 31, 2024, the Company had $15.4 million remaining under its $40 million share repurchase program. During 2024, the Company purchased 570,404 shares for $4.6 million.

Conference Call Information

The Company will host a conference call to discuss its fourth quarter and full-year financial results tomorrow, Wednesday, March 5, 2025, at 9:00 a.m. Eastern time.

In connection with its earnings release, the Company has updated its quarterly supplement presentation, which is now available at www.medallion.com.

How to Participate

Date: Wednesday, March 5, 2025
Time: 9:00 a.m. Eastern time
U.S. dial-in number: (833) 816-1412
International dial-in number: (412) 317-0504
Live webcast: Link to Webcast of 4Q24 Earnings Call

A link to the live audio webcast of the conference call will also be available at the Company’s IR website.

Replay Information

The webcast replay will be available at the Company’s IR website until the next quarter’s results are announced.

The conference call replay will be available following the end of the call through Wednesday, March 12

U.S. dial-in number: (844) 512-2921
International dial-in number: (412) 317-6671
Passcode: 1019 6407

About Medallion Financial Corp.

Medallion Financial Corp. (NASDAQ: MFIN) and its subsidiaries originate and service a growing portfolio of consumer loans and mezzanine loans in various industries. Key industries served include recreation (towable RVs and marine) and home improvement (replacement roofs, swimming pools, and windows). Medallion Financial Corp. is headquartered in New York City, NY, and its largest subsidiary, Medallion Bank, is headquartered in Salt Lake City, Utah. For more information, please visit www.medallion.com.

Forward-Looking Statements
Please note that this press release contains forward-looking statements that involve risks and uncertainties relating to business performance, cash flow, net interest income and expenses, other expenses, earnings, growth, and our growth strategy. These statements are often, but not always, made using words or phrases such as “will” and “continue” or the negative version of those words or other comparable words or phrases of a future or forward-looking nature. These statements relate to future public announcements of our earnings, the impact of the pending SEC litigation, expectations regarding our loan portfolio, including collections on our medallion loans, the potential for future asset growth, and market share opportunities. Medallion’s actual results may differ significantly from the results discussed in such forward-looking statements. For example, statements about the effects of the current economy, whether inflation or the risk of recession, operations, financial performance and prospects constitute forward-looking statements and are subject to the risk that the actual impacts may differ, possibly materially, from what is reflected in those forward-looking statements due to factors and future developments that are uncertain, unpredictable and in many cases beyond Medallion’s control. In addition to risks relating to the current economy, a description of certain risks to which Medallion is or may be subject, including risks related to the pending SEC litigation, the settlement of which remains subject to SEC and court approval, please refer to the factors discussed under the heading “Risk Factors” in Medallion’s 2023 Annual Report on Form 10-K.

Company Contact:
Investor Relations
212-328-2176
InvestorRelations@medallion.com

MEDALLION FINANCIAL CORP. CONSOLIDATED BALANCE SHEETS (UNAUDITED)

	December 31,
(Dollars in thousands, except share and per share data)	2024			2023
Assets
Cash, cash equivalents, and federal funds sold	$	169,572		$	149,845
Investment and equity securities		64,003			65,712
Loans		2,362,796			2,215,886
Allowance for credit losses		(97,368	)		(84,235	)
Net loans receivable		2,265,428			2,131,651
Loans held for sale, at lower of amortized cost or fair value		128,226			—
Goodwill and intangible assets, net		169,949			171,394
Property, equipment, and right-of-use lease asset, net		13,756			14,076
Accrued interest receivable		15,314			13,538
Loan collateral in process of foreclosure		9,932			11,772
Other assets		32,426			29,839
Total assets	$	2,868,606		$	2,587,827
Liabilities
Deposits	$	2,090,071		$	1,866,657
Long-term debt		232,159			235,544
Short-term borrowings		49,000			8,000
Deferred tax liabilities, net		20,995			21,207
Operating lease liabilities		5,128			7,019
Accrued interest payable		8,231			6,822
Accounts payable and accrued expenses		24,064			30,804
Total liabilities		2,429,648			2,176,053
Total stockholders’ equity		370,170			342,986
Non-controlling interest in consolidated subsidiaries		68,788			68,788
Total equity		438,958			411,774
Total liabilities and equity	$	2,868,606		$	2,587,827
Number of shares outstanding		23,135,624			23,449,646
Book value per share	$	16.00		$	14.63

MEDALLION FINANCIAL CORP.‌ CONSOLIDATED STATEMENTS OF OPERATIONS (UNAUDITED)‌

	Three Months Ended December 31,						Years Ended December 31,
(Dollars in thousands, except share and per share data)	2024			2023			2024			2023
Total interest income	$	76,519		$	67,585		$	290,702		$	251,040
Total interest expense		24,507			18,567			88,167			62,946
Net interest income		52,012			49,018			202,535			188,094
Provision for credit losses		20,572			10,764			76,502			37,810
Net interest income after provision for credit losses		31,440			38,254			126,033			150,284
Other income (loss)
Gain on equity investments, net		3,782			2,989			6,917			5,178
Gain on sale of loans and taxi medallions		123			413			1,293			4,992
Write-down of loan collateral in process of foreclosure		(509	)		(1,393	)		(528	)		(1,696	)
Other income		846			979			3,648			2,846
Total other income, net		4,242			2,988			11,330			11,320
Other expenses
Salaries and employee benefits		9,997			9,757			38,344			37,562
Loan servicing fees		2,820			2,459			10,771			9,543
Collection costs		1,581			1,271			6,380			6,000
Regulatory fees		969			710			3,795			3,194
Professional fee costs (benefits), net		(4,806	)		1,663			(1,372	)		5,886
Rent expense		663			617			2,682			2,472
Amortization of intangible assets		361			361			1,445			1,445
Penalties		3,000			—			3,000			—
Other expenses		2,628			2,246			9,382			9,466
Total other expenses		17,213			19,084			74,427			75,568
Income before income taxes		18,469			22,158			62,936			86,036
Income tax provision		6,815			6,328			21,011			24,910
Net income after taxes		11,654			15,830			41,925			61,126
Less: income attributable to the non-controlling interest		1,512			1,512			6,047			6,047
Total net income attributable to Medallion Financial Corp.	$	10,142		$	14,318		$	35,878		$	55,079
Basic net income per share	$	0.45		$	0.63		$	1.59		$	2.45
Diluted net income per share	$	0.43		$	0.60		$	1.52		$	2.37
Weighted average common shares outstanding
Basic		22,455,498			22,608,243			22,546,051			22,510,435
Diluted		23,757,406			23,765,866			23,605,493			23,248,323
Dividends declared per common share	$	0.11		$	0.10		$	0.41		$	0.34

The MIL Network –

March 5, 2025

MIL-OSI: Eos Energy Enterprises Meets 2024 Revised Revenue Guidance and Reports Fourth Quarter & Full-Year 2024 Financial Results; Reaffirms 2025 Revenue Guidance

Source: GlobeNewswire (MIL-OSI)

Achieved Cerberus third tranche of operational performance milestones and secured final $40.5 million to fully fund $210.5 million Delayed Draw Term Loan
Closed $303.5 million loan guaranteed by the U.S. Department of Energy’s Loan Programs Office and secured first funding of $68.3 million
Secured $8 million standalone BESS order for Naval Base of San Diego to advance American energy independence
Grew customer orders backlog to $682 million, a 28% increase year over year
Launched Factory 2 Works with eight states responding to Requests for Proposals and multiple sites now shortlisted
Reiterates 2025 full-year revenue guidance range of $150 million – $190 million
Strengthened executive leadership, appointed current Chief Financial Officer, Nathan Kroeker to Chief Commercial Officer; welcomed new Chief Financial Officer, Eric Javidi, who brings extensive investing, operating and leadership experience within the energy and energy infrastructure spaces, along with a track record of success with high growth companies

EDISON, N.J., March 04, 2025 (GLOBE NEWSWIRE) — Eos Energy Enterprises, Inc. (NASDAQ: EOSE) (“Eos” or the “Company”), America’s leading innovator in designing, manufacturing, and providing zinc-based long duration energy storage (LDES) systems sourced and manufactured in the United States, today announced its financial results for the fourth quarter and full-year ended December 31, 2024.

Fourth Quarter Highlights

Revenue totaled $7.3 million, a 10% increase compared to the prior year and 749% increase compared to last quarter.
Gross loss of $23.5 million, consistent with prior year, on lower Z3 material costs offset by higher project execution costs related to commissioning and field operations.
Operating expenses totaled $28.2 million, a 52% increase compared to prior year, with 45% of the total representing non-cash items. Cash operating expenses remained relatively flat, with $8.5 million (or 88% of the increase over prior year) driven by non-cash items such as PP&E write offs and stock-based compensation expense as a result of a significant stock price increase.
Net loss attributable to shareholders of $268.1 million, largely driven by non-cash change in fair value tied to mark-to-market adjustments related to the Company’s increased December 31, 2024, stock price. Adjusted EBITDA loss of $44.6 million, a 20% increase compared to the prior year, driven by an increase in Gen 2.3 PP&E write offs and Cerberus debt issuance costs.
Total cash of $103.4 million, including restricted cash, as of December 31, 2024.
$14.4 billion commercial opportunity pipeline, a 9% increase from prior year, with a $682 million orders backlog, an increase of 16% compared to prior quarter and 28% compared to December 31, 2023.
Achieved SOX compliance by strengthening the Company’s internal controls, eliminating previously disclosed material weakness.

Full-Year 2024 Highlights

Revenue totaled $15.6 million in line with the Company’s revised 2024 revenue guidance.
Gross loss of $83.3 million, a 13% increase compared to the prior year; lower Z3 material costs were more than offset by labor and overhead inefficiencies related to manual sub assembly and increased project execution.
Operating expenses totaled $91.9 million, a 16% increase compared to the prior year, with 29% of the total representing non-cash items. The year over year increase included $7.7 million in cash expenses which was primarily driven by strategic investments in sales, sourcing, software engineering, and controllership to position the Company for scaled growth.
Net loss attributable to shareholders of $685.9 million, largely driven by non-cash change in fair value tied to mark-to market adjustments stemming from the increase in stock price as of December 31, 2024. Adjusted EBITDA loss of $156.6 million.

“Over the past 12 months the team delivered significant results. The organization brought the first state-of-the-art manufacturing line into full operation, reduced Z3 costs, increased commercial opportunity pipeline and orders backlog and secured two major financing investments with Cerberus and the Department of Energy,” said Joe Mastrangelo, Eos Chief Executive Officer. “These two critical proof points strongly validate our long-term strategy and capabilities, positioning the Company to scale with the growing demand for long-duration energy storage. With the announcement of Factory 2 Works and plans to order three additional manufacturing lines, Eos is now hyper-scaling its capacity expansion to secure larger orders and deliver for customers and shareholders.”

2025 Outlook

For the full-year 2025, Eos expects to achieve revenue between $150 million and $190 million. This projected growth is expected to be driven by increased production volume on the Company’s first state-of-the-art manufacturing line as staged sub-assembly automation comes online.

Recent Business Highlights

Cerberus Strategic Investment
As announced in January, Eos successfully achieved the third tranche of performance milestones previously agreed upon between Eos and an affiliate of Cerberus Capital Management LP (“Cerberus”) as part of their strategic investment in the Company. Meeting these performance milestones allowed the Company to access the final $40.5 million of the Delayed Draw Term Loan (DDTL), fueling ongoing operations and U.S. production expansion. The $210.5 million DDTL announced in June 2024 is now fully funded, driven by the Company consistently achieving key operational milestones related to the Company’s state-of-the-art manufacturing line, raw materials cost-out, Z3 technology performance improvement and customer cash conversion. The Company surpassed its January raw materials cost-out target by 6% while delivering manufacturing cycle times below 10 seconds and maintaining 98% first pass yield to further demonstrate continued operational efficiency and progress towards profitable growth.

Commercial Growth & Bankability
In the fourth quarter, the Company secured several key standalone storage orders including contracts with a municipal cooperative in Springfield Missouri, the U.S. Marine Corps Base at Camp Pendleton in San Diego and most recently the Naval Base of San Diego. Eos deployment of American-made energy storage systems is becoming increasingly vital, not only for enhancing military resilience but also for strengthening the U.S. against global energy disruptions and securing America’s energy independence.

To drive further growth, the Company launched a comprehensive insurance program in partnership with Ariel Green, a division of Ariel Re, to enhance the bankability of the Company’s technology. These products include investment tax credit (ITC) and ITC recapture protections, along with contractual warranty and performance guarantee backstop coverage. Most recently, the Company also updated its standard warranty to a 3-year term with the option to extend to 5 or 10 years. These customer-focused solutions, combined with extensive third-party validations and a more robust Company balance sheet, provide greater risk mitigation, enhanced operational stability and increased economic certainty.

Operational Capacity Expansion
Demand for safe, multi-cycle, American-made energy storage has reached a level that requires significant capacity expansion. As announced in December 2024, the Company launched its search for Factory 2 Works, submitting Requests for Proposals (RFPs) to eight states, with multiple sites now shortlisted. In parallel, Eos is progressing with plans to procure three additional manufacturing lines, including sub-assemblies, battery manufacturing, and cube assembly to support 6 GWh of additional annualized manufacturing capacity. This expansion is a crucial step in scaling operations to meet the growing demand for reliable, high performance energy storage.

The Company is expanding its first manufacturing line from 1.25 GWh to 2 GWh annualized capacity and continues to progress through Factory Acceptance Testing with its staged sub-assembly automation implementation. The Company expects full implementation to occur in the second and early third quarter, which is essential for increasing throughput and reducing labor and overhead costs.

Earnings Conference Call and Webcast
Eos will host a conference call to discuss its fourth quarter and full-year 2024 results on March 5, 2025, at 8:30 a.m. ET. The live webcast of the earnings call will be available on the “Investor Relations” page of the Company’s website at Eos Investors or may be accessed using this link (registration link). To avoid delays, we encourage participants to join the conference call fifteen minutes ahead of the scheduled start time.

The conference call replay will be available via webcast through Eos’ investor relations website for twelve months following the live presentation. The webcast replay will be available from approximately 11:30 a.m. ET on March 5, 2025, and can be accessed by visiting Eos Investors.

About Eos Energy Enterprises

Eos Energy Enterprises, Inc. is accelerating the shift to American energy independence with positively ingenious solutions that transform how the world stores power. Our breakthrough Znyth™ aqueous zinc battery was designed to overcome the limitations of conventional lithium-ion technology. It is safe, scalable, efficient, sustainable, manufactured in the U.S., and the core of our innovative systems that today provides utility, industrial, and commercial customers with a proven, reliable energy storage alternative for 3 to 12-hour applications. Eos was founded in 2008 and is headquartered in Edison, New Jersey. For more information about Eos (NASDAQ: EOSE), visit eose.com.

Forward Looking Statements

Except for the historical information contained herein, the matters set forth in this press release are forward-looking statements within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include, but are not limited to, statements regarding our expected revenue, for the fiscal years December 31, 2025, our path to profitability and strategic outlook, statements regarding orders backlog and opportunity pipeline, statements regarding our expectation that we can continue to increase product volume on our state-of-the-art manufacturing line, statements regarding our future expansion and its impact on our ability to scale up operations, statements regarding our expectation that we can continue to strengthen our overall supply chain, statements regarding our expectation that our new comprehensive insurance program will provide increased operational and economic certainty, statements that refer to the delayed draw term loan with Cerberus, milestones thereunder and the anticipated use of proceeds, statements that refer to outlook, projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intends,” “may,” “might,” “plan,” “possible,” “potential,” “predict,” “project,” “should,” “would” and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements are based on our management’s beliefs, as well as assumptions made by, and information currently available to, them. Because such statements are based on expectations as to future financial and operating results and are not statements of fact, actual results may differ materially from those projected.

Factors which may cause actual results to differ materially from current expectations include, but are not limited to: changes adversely affecting the business in which we are engaged; our ability to forecast trends accurately; our ability to generate cash, service indebtedness and incur additional indebtedness; our ability to achieve the operational milestones on the delayed draw term loan; our ability to raise financing in the future; risks associated with the credit agreement with Cerberus, including risks of default, dilution of outstanding Common Stock, consequences for failure to meet milestones and contractual lockup of shares; our customers’ ability to secure project financing; the amount of final tax credits available to our customers or to Eos pursuant to the Inflation Reduction Act; the timing and availability of future funding under the Department of Energy Loan Facility; our ability to continue to develop efficient manufacturing processes to scale and to forecast related costs and efficiencies accurately; fluctuations in our revenue and operating results; competition from existing or new competitors; our ability to convert firm order backlog and pipeline to revenue; risks associated with security breaches in our information technology systems; risks related to legal proceedings or claims; risks associated with evolving energy policies in the United States and other countries and the potential costs of regulatory compliance; risks associated with changes to the U.S. trade environment; our ability to maintain the listing of our shares of common stock on NASDAQ; our ability to grow our business and manage growth profitably, maintain relationships with customers and suppliers and retain our management and key employees; risks related to the adverse changes in general economic conditions, including inflationary pressures and increased interest rates; risk from supply chain disruptions and other impacts of geopolitical conflict; changes in applicable laws or regulations; the possibility that Eos may be adversely affected by other economic, business, and/or competitive factors; other factors beyond our control; risks related to adverse changes in general economic conditions; and other risks and uncertainties.

The forward-looking statements contained in this press release are also subject to additional risks, uncertainties, and factors, including those more fully described in the Company’s most recent filings with the Securities and Exchange Commission, including the Company’s most recent Annual Report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. Further information on potential risks that could affect actual results will be included in the subsequent periodic and current reports and other filings that the Company makes with the Securities and Exchange Commission from time to time. Moreover, the Company operates in a very competitive and rapidly changing environment, and new risks and uncertainties may emerge that could have an impact on the forward-looking statements contained in this press release.

Forward-looking statements speak only as of the date they are made. Readers are cautioned not to put undue reliance on forward-looking statements, and, except as required by law, the Company assumes no obligation and does not intend to update or revise these forward-looking statements, whether as a result of new information, future events, or otherwise.

Key Metrics

Backlog. Our backlog represents the amount of revenue that we expect to realize from existing agreements with our customers for the sale of our battery energy storage systems and performance of services. The backlog is calculated by adding new orders in the current fiscal period to the backlog as of the end of the prior fiscal period and then subtracting the shipments in the current fiscal period. If the amount of an order is modified or cancelled, we adjust orders in the current period and our backlog accordingly, but do not retroactively adjust previously published backlogs. There is no comparable US-GAAP financial measure for backlog. We believe that the backlog is a useful indicator regarding the future revenue of our Company.

Pipeline. Our pipeline represents projects for which we have submitted technical proposals or non-binding quotes plus letters of intent (“LOI”) or firm commitments from customers. Pipeline does not include lead generation projects.

Booked Orders. Booked orders are orders where we have legally binding agreements with a Purchase Order (“PO”), or Master Supply Agreement (“MSA”) executed by both parties.

Non-GAAP Financial Measures

To provide investors with additional information regarding our financial results, we have disclosed in this earnings release non-GAAP financial measures, including adjusted EBITDA and adjusted EPS, which are non-GAAP financial measures as defined under the rules of the SEC. These non-GAAP financial measures should be considered supplemental to, not a substitute for, or superior to, the financial measures of the Company’s calculated in accordance with U.S. generally accepted accounting principles (“GAAP”). The Company believes adjusted EBITDA, and adjusted EPS are useful measures in evaluating its financial and operational performance distinct and apart from financing costs, certain non-cash expenses and non-operational expenses.

We believe that non-GAAP financial information, when taken collectively may be helpful to our investors in assessing its operating performance. There are a number of limitations related to the use of these non-GAAP financial measures and their nearest GAAP equivalents. For example, the Company’s definitions of non-GAAP financial measures may differ from non-GAAP financial measures used by other companies. Below is a description of the non-GAAP financial information included herein as well as reconciliations to the most directly comparable GAAP measure. You should review the reconciliations below but not rely on any single financial measure to evaluate our business.

Adjusted EBITDA is defined as earnings (net loss) attributable to Eos adjusted for interest expense, income tax, depreciation and amortization, non-cash stock-based compensation expense, change in fair value of debt and derivatives, debt extinguishment, and other non-cash or non-recurring items as determined by management which it does not believe to be indicative of its underlying business trends. Adjusted EPS is defined as GAAP net loss per common share as adjusted for non-cash stock-based compensation expense change in fair value of debt and derivatives and debt extinguishment per common share.

EOS ENERGY ENTERPRISES, INC. CONSOLIDATED STATEMENTS OF OPERATIONS AND COMPREHENSIVE LOSS (In thousands, except share and per share amounts)
	For the Years Ended December 31,
		2024			2023
Revenue	$	15,606		$	16,378
Cost of goods sold		98,867			89,798
Gross profit (loss)		(83,261	)		(73,420	)
Operating expenses
Research and development expenses		22,758			18,708
Selling, general and administrative expenses		60,047			53,650
Loss from write-down of property, plant and equipment		9,133			7,159
Total operating expenses		91,938			79,517
Operating loss		(175,199	)		(152,937	)
Other (expense) income
Interest expense, net		(8,718	)		(18,770	)
Interest expense – related parties		(19,499	)		(37,466	)
Change in fair value of debt – related party		33,823			—
Change in fair value of warrants		(171,226	)		(24,980	)
Change in fair value of derivatives – related parties		(405,388	)		9,983
Gain (loss) on debt extinguishment		68,478			(3,510	)
Other expense		(8,120	)		(1,795	)
Loss before income taxes	$	(685,849	)	$	(229,475	)
Income tax expense		21			31
Net loss attributable to shareholders	$	(685,870	)	$	(229,506	)
Accretion of Preferred Stock – related party		(278,330	)		—
Net loss attributable to common shareholders	$	(964,200	)	$	(229,506	)
Other comprehensive (loss) income attributable to common shareholders
Change in fair value of debt – credit risk – related party		(43,490	)		—
Foreign currency translation adjustment		(13	)		1
Comprehensive loss attributable to common shareholders	$	(1,007,703	)	$	(229,505	)
Basic and diluted loss per share attributable to common shareholders
Basic	$	(4.55	)	$	(1.81	)
Diluted	$	(4.55	)	$	(1.81	)
Weighted average shares of common stock
Basic		212,039,775			126,967,756
Diluted		212,039,775			126,967,756

EOS ENERGY ENTERPRISES, INC. CONSOLIDATED BALANCE SHEET (In thousands)
	December 31,
		2024			2023
Balance sheet data
Cash and cash equivalents	$	74,292		$	69,473
Other current assets		105,620			52,858
Property, plant and equipment, net		45,660			37,855
Other assets		34,746			26,306
Total assets		260,318			186,492
Total liabilities		842,085			297,292
Mezzanine equity – preferred stock		488,696			—
Total deficit		(1,070,463	)		(110,800	)

EOS ENERGY ENTERPRISES, INC. CONSOLIDATED STATEMENT OF CASHFLOWS (In thousands)
	December 31,
		2024			2023
Cash used in operating activities	$	(153,936	)	$	(145,018	)
Cash used in investing activities		(33,186	)		(29,461	)
Cash provided by financing activities		205,834			227,918
Effect of foreign exchange on cash, cash equivalents and restricted cash		(17	)		5
Net increase in cash, cash equivalents and restricted cash		18,695			53,444
Cash, cash equivalents and restricted cash, beginning of year		84,667			31,223
Cash, cash equivalents and restricted cash, end of year	$	103,362		$	84,667

EOS ENERGY ENTERPRISES, INC. RECONCILIATION OF NET LOSS TO EBITDA AND ADJUSTED EBITDA (In thousands)
	For the three months ended December 31,						For the twelve months ended December 31,
		2024			2023			2024			2023
Net loss	$	(268,124	)	$	(41,208	)	$	(685,870	)	$	(229,506	)
add: Interest expense		5,248			8,565			28,217			56,236
add: Income tax expense		4			6			21			31
add: Depreciation and amortization		2,640			2,435			7,899			9,751
EBITDA loss		(260,232	)		(30,202	)		(649,733	)		(163,488	)
add: Stock based compensation		7,840			3,934			18,780			14,057
add (deduct): Change in fair value of derivatives		244,877			(10,922	)		576,614			14,997
deduct: Change in fair value of debt		(37,099	)		—			(33,823	)		—
(deduct) add: (Gain) loss on debt extinguishment		—			—			(68,478	)		3,510
Adjusted EBITDA loss	$	(44,614	)	$	(37,190	)	$	(156,640	)	$	(130,924	)

EOS ENERGY ENTERPRISES, INC. RECONCILIATION OF NET (LOSS) INCOME TO ADJUSTED NET (LOSS) INCOME PER SHARE (In thousands, except share and per share data)
	For the three months ended December 31,						For the twelve months ended December 31,
		2024			2023			2024			2023
Net loss attributable to common shareholders	$	(481,516	)	$	(41,208	)	$	(964,200	)	$	(229,506	)
add: Stock based compensation		7,840			3,934			18,780			14,057
add (deduct): Change in fair value of derivatives		244,877			(10,922	)		576,614			14,997
deduct: Change in fair value of debt		(37,099	)		—			(33,823	)		—
(deduct) add: (Gain) loss on debt extinguishment		—			—			(68,478	)		3,510
Adjusted net loss attributable to common shareholders		(265,898	)		(48,196	)		(471,107	)		(196,942	)

Basic and diluted loss per share attributable to common shareholders
Basic	$	(2.20	)	$	(0.25	)	$	(4.55	)	$	(1.81	)
Diluted	$	(2.20	)	$	(0.25	)	$	(4.55	)	$	(1.81	)

Basic and diluted adjusted loss per share attributable to common shareholders
Basic	$	(1.22	)	$	(0.29	)	$	(2.22	)	$	(1.55	)
Diluted	$	(1.22	)	$	(0.29	)	$	(2.22	)	$	(1.55	)

Weighted average shares of common stock
Basic		218,640,092			164,780,351			212,039,775			126,967,756
Diluted		218,640,092			164,780,351			212,039,775			126,967,756

The MIL Network –

March 5, 2025

MIL-Evening Report: Beyond the garage: How important are spaces to business creation?

Source: The Conversation (Au and NZ) – By Etienne Capron, Postdoctoral fellow, HEC Montréal

Cities, and on a smaller scale, neighbourhoods and meeting places, play a significant role in promoting innovation. (Shutterstock)

There is an enduring myth that many technological innovations have come out of garages, bedrooms and basements.

One of the most famous garages is the one at Steve Jobs’ parents’ house where he was rumoured to have designed the Apple I computer, along with Steve Wozniak and some colleagues. The myth was so persistent, that the garage was designated as a site of historical importance in 2013. It was a similar story for the founders of Google, who set up their first offices in an actual garage in Menlo Park in San Jose, Calif.

Then there was William Hewlett and David Packard, who developed a low-distortion frequency oscillator in their garage in Palo Alto, before going on to found the information technology company HP Inc. One of their first customers was Walt Disney, who used it for the sound in his 1940 film Fantasia.

The garage is an important site in the founding myths of many entrepreneurial adventures. Before a company becomes successful, where it starts out is as important as the visionaries who invest in it. And in addition to the specific space of the garage, the surrounding urban environment is also important. What a city offers, and the way it is organized, both contribute to innovation.

This article is part of our series Our cities from yesterday to tomorrow. Urban life is going through many transformations, each with cultural, economic, social – and, in this election year, political – implications. To shed light on these diverse issues, The Conversation Canada is inviting researchers to discuss the current state of our cities.

Multiplicity of creative spaces

There are many spaces specifically designed to support entrepreneurship today, including incubators, accelerators and collaborative workspaces. In addition to providing a place to work, these spaces facilitate both networking with potential partners and access to business opportunities.

It is also interesting to note how these creative spaces have multiplied in most cities, sometimes with a specialization. They can be found in the fields of health, social innovation and digital technologies.

The Apple garage, located in Steve Jobs’s childhood home, was a meeting place for Apple’s founders.
(Shutterstock)

Yet, as important as they may be for some players, these spaces are not the only factors that contribute to entrepreneurial success. Other places, sometimes unexpected, such as the fast food restaurant where Nvidia was born or the Californian saunas that have replaced luxury hotels for business meetings between investors and entrepreneurs, also contribute to the creation and development of new companies. Nor can the success of an entrepreneurial venture be explained by a single place.

That raises the question: what do we know about how cities, and the variety of places within them, affect the development of entrepreneurial capacity?

As a postdoctoral researcher at HEC Montréal (MOSAIC) and a professor of innovation management at the IAE Nantes University, respectively, we have explored this question as part of our research in innovation management, particularly in a recent piece of research.

The city, an ecosystem

Research has long focused on specific types of places. The aim is both to understand what happens there and to extract lessons that can be replicated elsewhere. Accessing a shared workspace offers entrepreneurs the opportunity to socialize. This was also the great promise of the American company WeWork: to be a member of a community.

À lire aussi :
WeWork : chute d’une entreprise ou fin du coworking ?

Specific technologies or tools for prototyping can be found in a fab lab or a collaborative manufacturing workshop. Presenting your project to investors is easier from an incubator or accelerator. For example, by presenting a project at Y-Combinator in California, an accelerator renowned for supporting promising projects, entrepreneurs know they’ll get noticed by investors.

Similarly, it is easier to meet potential partners or pick up on the latest trends in a market or technologies by spending the evening in a trendy café or bar. Informal exchanges are easier there and these play a big role in the entrepreneurial dynamics of a territory.

WeWork shared office space in Two Summerlin, Nevada, USA.
(Shutterstock)

And then, quite simply, where does the initial idea come from? As the American columnist and writer Steven Johnson shows through the examples of Gutenberg and Darwin, it is clear this often happens at odd times and in unusual places.

As a result, whether innovators are entrepreneurs, artists or scientists, it is unlikely that all the resources they require will be available to everyone, all the time, in one place.

As the American urban planner and sociologist Jane Jacobs so aptly put it, individuals experience the city. They do not got to a single place: they visit or pass by a variety of places, each of which, in its own way, can nurture the creativity and career of an entrepreneur. Our research reveals that it is above all the combination of a city’s places – their diversity of size, function, purpose and location – that produces entrepreneurial capacity.

Observing artists to better understand entrepreneurship

Let’s take the example of creators who produce projection mapping works in Montréal. Thanks to a six-month survey of 21 Montréal artists, we were able to show the heterogeneity of places they visited regularly throughout the process of creation and development.

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Our study led to two main conclusions.

Firstly, depending on the profile of individuals and their creative approach, the places they visit regularly are different, and sometimes distinctive. This is the case, for example, of an artist who benefits from a residency in a printing workshop to create a projection on fabrics. It is also the case of a designer who goes to a fab lab to experiment with sensors.

This suggests that there are specific trajectories for each individual, and therefore, no single path that leads to innovation.

The need for structuring places

Secondly, this observation suggests that the convergence around certain places does not owe to chance: multiple resources, sometimes crucial for recognition in a field, are mobilized there.

For example, many of the artists in our study regularly visited Montréal’s Society for Arts and Technology (SAT), a renowned meeting place that has helped the careers of many artists. The artists we met go there to take courses, attend shows, and meet musicians with whom they may eventually collaborate.

That’s how a venue’s reputation is built. As we have shown, this can become essential at a particular stage of the entrepreneur’s journey.

But before or after this stage, other places may be more beneficial.

In fact, depending on the phase of the innovation project, the types of places visited and their number vary greatly. So, since needs are different, the capacity to innovate depends on the places and possibilities that exist in a city. For example, Montréal’s diverse cultural offerings, with its artist-run centres and performance halls, strongly inspire projection mapping artists.

Workshops are obviously important places for experimentation and creation, but they are only used when a prototype or final work is being produced.

The territory of innovation

In a more global context, where there are many technological, societal and environmental challenges, innovations are necessary.

Ideas and entrepreneurs are essential to make innovation happen. Entrepreneurs need skills and financial resources. They need to be part of collectives and communities. But also, and perhaps even above all, they need to be in territories that offer a wide range of places where they can take advantage of complementary resources to carry out their projects.

The city as a whole, and on a smaller scale, its neighbourhoods, are the melting pot from which ideas circulate and mix, where projects mature and take shape. The urban morphology, which can be seen as a particular arrangement of places and transport or travel infrastructures, then becomes a new deciding factor in entrepreneurial capacity.

Les auteurs ne travaillent pas, ne conseillent pas, ne possèdent pas de parts, ne reçoivent pas de fonds d’une organisation qui pourrait tirer profit de cet article, et n’ont déclaré aucune autre affiliation que leur organisme de recherche.

– ref. Beyond the garage: How important are spaces to business creation? – https://theconversation.com/beyond-the-garage-how-important-are-spaces-to-business-creation-250130

MIL OSI Analysis – EveningReport.nz –

March 5, 2025
MIL-OSI: KraneShares AI ETF AGIX Buys Anthropic Shares
Source: GlobeNewswire (MIL-OSI)

NEW YORK, March 04, 2025 (GLOBE NEWSWIRE) — KraneShares today announced its KraneShares Artificial Intelligence & Technology ETF (Ticker: AGIX) has become one of the first US-listed exchange-traded funds to directly invest in a private company¹, acquiring shares in Anthropic. KraneShares believes this places AGIX at the forefront of ETF innovation, delivering investors unparalleled access to high-growth private AI opportunities.

As of the date of this release, Anthropic represented 4.60% of AGIX’s net assets.² Holdings are subject to change.

AGIX was launched on July 18, 2024, by KraneShares in collaboration with Etna Capital Management, an established pioneer in AI venture investing. Etna’s expertise is underscored by its early-stage investments in groundbreaking AI innovators such as Anthropic, xAI, and Perplexity.

AGIX offers shareholders direct exposure to Anthropic, a pioneer in large language models (LLMs) and enterprise-focused AI solutions.

Anthropic is an artificial intelligence research company founded in 2021. It is backed by technology giants, including Amazon and Google, and focuses on developing safe and ethical AI systems. Its flagship product, the Claude AI assistant, has become a cornerstone for businesses seeking advanced yet responsible AI capabilities.

“This transaction redefines what’s possible for ETFs in private markets,” said Derek Yan, Senior Investment Strategist at KraneShares. “KraneShares has always been dedicated to unlocking investment opportunities that were once out of reach for most investors. By securing direct ownership in Anthropic – a leading private AI company – we are making investing in private companies more accessible.”

“We believe we are at the dawn of a new era of intelligence, and Anthropic is uniquely positioned to lead the global competition among AI model companies. This leadership will be driven by Anthropic’s commitment to cutting-edge research, strategic capital deployment, comprehensive model training data preparation, and a strong focus on delivering controllable and safe models tailored for enterprise needs,” said Solomon Bier, Partner at Etna Capital Management. “We are thrilled about AGIX’s investment in Anthropic and are actively working on expanding the pipeline of private investments for AGIX, positioning it as a solution for investors seeking exposure to AI companies across both public and private markets.”

AGIX is designed to prepare investors’ portfolios for the era of artificial general intelligence (AGI) by investing in companies driving progress toward this goal. We believe the inclusion of Anthropic, a leading LLM company, enhances AGIX’s distinctive role in delivering comprehensive exposure to the full AI value chain across public and private markets.

For more information on the KraneShares Artificial Intelligence & Technology ETF (Ticker: AGIX), top 10 holdings, and its innovative structure, please visit https://kraneshares.com/agix.

About KraneShares

KraneShares is an investment manager focused on providing innovative, high-conviction, and first-to-market ETFs based on extensive investing knowledge. KraneShares identifies groundbreaking capital market opportunities and offers investors cost-effective and transparent tools for gaining exposure to diverse asset classes. Founded in 2013, KraneShares serves institutions and financial professionals globally.

Citations:
1. Data from Bloomberg as of 2/14/2025.
2. Data from Bloomberg as of 3/3/2025. *Up to limits permitted by the Investment Advisors Act of 1940.
Carefully consider the Funds’ investment objectives, risk factors, charges and expenses before investing. This and additional information can be found in the Funds’ full and summary prospectus, which may be obtained by visiting: www.kraneshares.com/agix. Read the prospectus carefully before investing.

Risk Disclosures:

Investing involves risk, including possible loss of principal. There can be no assurance that a Fund will achieve its stated objectives. Indices are unmanaged and do not include the effect of fees. One cannot invest directly in an index.

This information should not be relied upon as research, investment advice, or a recommendation regarding any products, strategies, or any security in particular. This material is strictly for illustrative, educational, or informational purposes and is subject to change. Certain content represents an assessment of the market environment at a specific time and is not intended to be a forecast of future events or a guarantee of future results; material is as of the dates noted and is subject to change without notice.

AGIX may invest in derivatives, which are often more volatile than other investments and may magnify AGIX’s gains or losses. A derivative (i.e., futures/forward contracts, swaps, and options) is a contract that derives its value from the performance of an underlying asset. The primary risk of derivatives is that changes in the asset’s market value and the derivative may not be proportionate, and some derivatives can have the potential for unlimited losses. Derivatives are also subject to liquidity and counterparty risk. AGIX is subject to liquidity risk, meaning that certain investments may become difficult to purchase or sell at a reasonable time and price. If a transaction for these securities is large, it may not be possible to initiate, which may cause AGIX to suffer losses. Counterparty risk is the risk of loss in the event that the counterparty to an agreement fails to make required payments or otherwise comply with the terms of the derivative.

AI-exposed companies face profitability challenges due to high research costs, competition, IP reliance, and regulatory risk. Product failures or safety concerns could be detrimental. Identifying AI companies accurately is complex. Tech firms face risks of product failure, obsolescence, regulatory impact, and uncertain profitability due to technological advancements and government policies. Certain tech investments may lack current profitability and future success is uncertain. AGIX is subject to non-U.S. issuers risk, which may be less liquid than investments in U.S. issuers, may have less governmental regulation and oversight, are typically subject to different investor protection standards than U.S. issuers, and the economic instability of the non-U.S. countries. Fluctuations in currency of foreign countries may have an adverse effect to domestic currency values. AGIX may invest in Initial Public Offerings (IPOs). Securities issued in IPOs have no trading history, and information about the companies may be available for very limited periods. In addition, the prices of securities sold in IPOs may be highly volatile. In addition, as AGIX increases in size, the impact of IPOs on AGIX’s performance will generally decrease.

Large capitalization companies may struggle to adapt fast, impacting their growth compared to smaller firms, especially in expansive times. This could result in lower stock returns than investing in smaller and mid-sized companies. In addition to the normal risks associated with investing, investments in smaller companies typically exhibit higher volatility. AGIX is new and does not yet have a significant number of shares outstanding. If AGIX does not grow in size, it will be at greater risk than larger funds of wider bid-ask spreads for its shares, trading at a greater premium or discount to NAV, liquidation and/or a trading halt. Narrowly focused investments typically exhibit higher volatility. AGIX’s assets are expected to be concentrated in a sector, industry, market, or group of concentrations to the extent that the Underlying Index has such concentrations. The securities or futures in that concentration could react similarly to market developments. Thus, AGIX is subject to loss due to adverse occurrences that affect that concentration.

A large number of shares of AGIX are held by a single shareholder or a small group of shareholders. Redemptions from these shareholders can harm Fund performance, especially in declining markets, leading to forced sales at disadvantageous prices, increased costs, and adverse tax effects for remaining shareholders. AGIX is non-diversified.

ETF shares are bought and sold on an exchange at market price (not NAV) and are not individually redeemed from the Fund. However, shares may be redeemed at NAV directly by certain authorized broker-dealers (Authorized Participants) in very large creation/redemption units. The returns shown do not represent the returns you would receive if you traded shares at other times. Shares may trade at a premium or discount to their NAV in the secondary market. Brokerage commissions will reduce returns. Beginning 12/23/2020, market price returns are based on the official closing price of an ETF share or, if the official closing price isn’t available, the midpoint between the national best bid and national best offer (“NBBO”) as of the time the ETF calculates the current NAV per share. Prior to that date, market price returns were based on the midpoint between the Bid and Ask price. NAVs are calculated using prices as of 4:00 PM Eastern Time.

The KraneShares ETFs and KFA Funds ETFs are distributed by SEI Investments Distribution Company (SIDCO), 1 Freedom Valley Drive, Oaks, PA 19456, which is not affiliated with Krane Funds Advisors, LLC, the Investment Adviser for the Funds, or any sub-advisers for the Funds.

Contact:
KraneShares Investor Relations
info@kraneshares.com

The MIL Network –
March 5, 2025
MIL-OSI Europe: Answer to a written question – Mitigating the risks posed by AI-generated accounts on social media – P-000304/2025(ASW)
Source: European Parliament
The Digital Services Act (DSA)[1]obliges providers of very large online platforms (VLOPs) to identify, analyse and assess the systemic risks stemming from their services, and consider the role of algorithmic systems and intentional manipulation, including by inauthentic use or automated exploitation of the service.

Artificial intelligence (AI)-generated accounts on social media could therefore be considered in such risk assessments. The risks related to the intentional manipulation stemming from AI-generated accounts and the content generated by them may have negative effects for civic discourse or electoral processes, and negative consequences to mental well-being.

The Commission issued guidelines[2] to VLOPs with best practices to mitigate election-related risks, including labels for AI-generated content.

The Code of Conduct on Disinformation[3] includes strong measures to address the spread of disinformation via VLOPs signatories, including dissemination of AI-generated content. A workstream has been established as part of the Code’s Taskforce to address the challenges raised by AI for disinformation.

Under the AI Act[4], providers of generative AI must ensure that AI-generated content can be detected. The AI Act also introduces disclosure obligations for certain AI systems, like chatbots, to make users aware that they are interacting with a machine, and a labelling obligation for deep fakes and AI-generated text if it is intended to inform the public on public interest matters.

VLOPS under the DSA will also have to accept the EU Digital Identity Wallet[5] for logging into their online services upon the voluntary request of the user.

Together, these measures provide an effective set of rules to address the problems raised.

[1] Regulation (EU) 2022/2065 of the European Parliament and of the Council of 19 October 2022 on a Single Market for Digital Services and amending Directive 2000/31/EC (Digital Services Act).

[2] https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX%3A52024XC03014&qid=1714466886277

[3] https://digital-strategy.ec.europa.eu/en/library/code-conduct-disinformation

[4] Regulation (EU) 2024/1689 of the European Parliament and of the Council of 13 June 2024 laying down harmonised rules on artificial intelligence and amending Regulations (EC) No 300/2008, (EU) No 167/2013, (EU) No 168/2013, (EU) 2018/858, (EU) 2018/1139 and (EU) 2019/2144 and Directives 2014/90/EU, (EU) 2016/797 and (EU) 2020/1828 (Artificial Intelligence Act).

[5] https://ec.europa.eu/digital-building-blocks/sites/display/EUDIGITALIDENTITYWALLET/EU+Digital+Identity+Wallet+Home
Last updated: 4 March 2025
MIL OSI Europe News –
March 5, 2025

MIL-OSI Economics: Microsoft AI powers a new energy future

Source: Microsoft

Headline: Microsoft AI powers a new energy future

Global energy leaders from the power and utilities, oil and gas, and mining sectors are turning to the power of data and AI for streamlined workflows, more efficient operating systems, and better performing assets—the types of changes that help companies to empower their people and grow sustainable business. We’re prioritizing this work with customers and partners because we believe that widespread AI adoption signifies a pivotal shift for the energy industry, with huge value to be gained from digital and AI transformation. But beyond the individual productivity and efficiency gains that AI brings for any single company or industry, it can help us collectively expand renewables, decarbonize the energy value chain, and ignite climate innovation—and that’s a win for everyone.

We look forward to participating in CERAWeek 2025 to connect with business leaders, policymakers, and entrepreneurs across the global energy ecosystem from March 10 to 14, 2025, where we’ll explore the theme of “Moving ahead: energy strategies for a complex world”. This year’s theme covers a variety of topics across energy sectors and technologies and will include deep dives into geopolitics, business strategies, AI transformation, and climate impact.

Microsoft at CERAWeek

Power the new energy future with AI.

AI innovation and digital transformation in energy

Across the energy ecosystem, AI-powered solutions are becoming the foundation of global success stories in which companies like Maaden save thousands of hours of worktime, while Aydem Energy boosts customer satisfaction with a digital assistant powered by Microsoft Azure OpenAI Sevice. Another one of our leading customers, JERA, Japan’s largest power generation company, uses Azure OpenAI to drive digital transformation. The collaboration helps JERA to access advanced AI tools and cloud infrastructure, facilitating innovation and the development of new energy solutions for energy performance management, failure prediction, and advanced maintenance, leading to significant cost savings and increased reliability. JERA’s Digital Power Plant (DPP) project is improving functionality in the areas of operations, maintenance, performance management and health, safety, security, and environment (HSSE), and helps promote innovation and workplace safety at power stations. As a result, the number of remote monitoring sites provided by the Global Data Analyzing Center increased by 25% last year, and the number of sites offering 24-hour services tripled. JERA also implemented a dedicated AI agent called Emily which is being used by 3,000 employees and in some cases, has achieved operational efficiencies of more than 90%. By utilizing AI and data analytics, JERA can make more informed decisions, improve energy management, and support Japan’s energy transition efforts.

We’re eager to highlight these and other success stories at CERAWeek, where leaders from our energy, sustainability, cloud and AI, and security teams will share perspectives on the role of AI and digital technologies in the energy sector. For example, we will dive into sustainability topics such as carbon capture and emissions reduction, highlighting the many ways AI and cloud solutions are reshaping the energy landscape and driving net-zero goals across the energy value chain like Cosmo Energy who harnesses the power of Microsoft AI solutions to better analyze data and improve its ESG results. We’ll also discuss the latest learnings and opportunities around innovative services such as direct air capture and CO₂ as a service.

Cybersecurity is another topic of increasing urgency, especially in the power and utilities sector. Throughout the week, we’ll discuss AI-powered approaches to securing grid infrastructure, as well as how to address vulnerabilities to allow resilient energy delivery. We’ll also join other power and utilities leaders at a fireside chat to discuss how AI adoption can help grid operators break through common industry roadblocks and drive faster, more secure innovation.

I look forward to participating in a Strategic Roundtable conversation on the topic of “AI Applications and Impacts in Action,” where we’ll discuss the challenges and opportunities of AI in driving sustainable business initiatives.

These conversations are both inspiring and insightful, as we’re witnessing every day the impact AI is having across the industry. Whether it’s Uniper strengthening cybersecurity, Petrobras streamlining employee workflows, or Enerjisa Uretim accelerating data processing for improved decision making, AI is changing the way we work in energy. We’re looking forward to not only sharing success stories, but also hearing from other technology and energy experts about how AI is creating more value for them.

Startups accelerate AI transformation and the energy transition

The climate crisis impacts everyone, and diversity in the startup ecosystem helps to ensure that solutions also reach everyone. People of color are disproportionately affected by climate change, yet Black and Latino founders receive less than 1.5% of total United States venture capital funding, women-founded organizations receive 1.9% of those funds, and Black and Latino women founders less than 0.1%¹.

An important outcome of CERAWeek is knowledge sharing with a diverse group of global energy leaders that represent vastly different backgrounds and stages of business experience. Energy startups are a tremendous source of knowledge and innovation driving real impact across the industry. Transformation starts with people, not technology, and Microsoft is proud to support climate technology from underrepresented startups and CEOs. This year, we’ll hear from nine innovative startups sharing their unique perspectives on advancing diversity and inclusion in energy, and how they think creatively to secure reliable and sustainable energy sources.

Partnership, collaboration, and AI innovation in energy

The energy industry’s biggest challenges call for strategic collaboration and innovation across sectors and geographies, as real progress cannot be accomplished alone. Our partners are at the forefront of accelerating data modernization and AI innovation, helping to improve safety, efficiency, and productivity for the industry at large. You can hear from many of them at this year’s Innovation Agora, a marketplace buzzing with energy innovation and emerging technologies. The Agora promotes partnership, connection, and sharing among the energy community, and we’re excited to uncover new synergies, lead demonstrations, and explore opportunities to learn from other industry leaders.

At the Microsoft Agora House, we’re joined by partners and customers in sharing some of the ways they empower an AI-first energy workforce, operate for a secure and efficient energy future, advance their net-zero journeys, and grow sustainable and AI-powered businesses. Be sure to explore the Microsoft Experience Zone, featuring presentations from many partners that showcase transformative solutions and foster insightful discussions on energy innovation.

We’re honored to highlight many of the change-makers attending CERAWeek with us this year, including the following partners:

Accenture	Hertha Metals*
AIQ	Honeywell
Amperon	IBM
Aveva	IFS
Axis Sky Renewables*	Kanin*
Baker Hughes	Kauel*
c3.AI	Kongsberg Digital
Carbon Negative Solutions*	Loop Bioproducts*
Cegal	Mars Materials*
Cognite	NobleAI
Context Labs	NVIDIA
Crux OCM*	Schneider Electric
Decimetrix*	SLB
EY	Worlds
Halliburton

*Microsoft startup partner

Recently, Microsoft, alongside our partners SLB, Halliburton, Cognite, and AspenTech, convened in Munich, Germany with many of our customers, who shared AI-powered transformation stories driving increased productivity and improved operating efficiencies. Events like this allow us to not only highlight the work of our industry partners and customers, but also to share their expertise and create new opportunities for collaboration and innovation.

Power an AI-first energy future

Together with our customers and partners, we’re collectively empowering organizations to innovate for a new energy future and advance sustainability goals with AI you can trust. We look forward to engaging with you on the future of carbon markets, regional energy challenges, latest developments in consumer energy, and unlocking AI to transform the energy and resources value chain.

Learn more about Microsoft at CERAWeek.

Learn how Microsoft can help accelerate your AI and digital transformation journey:

Source:

¹McKinsey and Company, Underrepresented start-up founders: The untapped opportunity, June 2023.

Darryl Willis

Corporate Vice President, Worldwide Energy and Resources Industry

Darryl leads a global team driving digital transformation across the energy sector through the deployment of Microsoft’s cloud and AI technology and partner solutions. With a deep knowledge of the global energy sector, Darryl leads this cross-functional team in building strategic partnerships and helping enable the energy transition, reduce carbon emissions, and fulfill growing demand with renewable sources.

See more articles from this author

MIL OSI Economics –

March 5, 2025

MIL-OSI Economics: Teachers: As March 14 approaches, design interactive Pi Day activities
Source: Microsoft

Headline: Teachers: As March 14 approaches, design interactive Pi Day activities

Celebrate Pi Day 2025 and support math skill building in your classroom with PiCraft, Ratio Riddles, Math Progress, and more.
Pi Day, celebrated March 14 each year, is the perfect opportunity to fuel students’ love of math through hands-on and engaging math practice. By connecting abstract mathematical ideas like pi (𝜋) to real-world applications, you can create immersive experiences to boost student learning while strengthening their confidence in math.

Pi Day not only highlights the importance of this fundamental concept but also serves as a reminder of the beauty and wonder of mathematics. Whether students are exploring fractions through the new Minecraft Education world Ratio Riddles or geometry through PiCraft, building skills with Math Progress, or engaging with activities you designed with Microsoft 365 Copilot Chat, find creative and innovative ways to make math more meaningful for Pi Day 2025.

Solve Ratio Riddles with Minecraft and Cambridge Mathematics

Ratio Riddles, a brand-new mathematics lesson from Minecraft Education, introduces the concepts of ratio, proportion, fractions, and scale through a series of three engaging games designed for students ages 8-14. This is an easy-to-teach lesson designed to engage learners in foundational mathematics principles while fostering curiosity and confidence.

Help the Professor of Cartography rescue students from the gardens using fractions.

Assist the Guild Master with the installation of new stained-glass windows using scale factors.

Compete in the Professor of Alchemy’s well-diving challenge by using ratios to concoct powerful potions.

Solve Ratio Riddles

Made in collaboration with Cambridge Mathematics and accompanied by lesson guides, Ratio Riddles makes these essential mathematics concepts concrete and fun! For educators new to teaching with Minecraft Education, explore more easy math lessons and resources.

Immerse students in the world of math

As Pi Day approaches, we invite educators, students, and families to embark on an educational adventure with PiCraft! This student workbook offers a unique blend of gaming and learning that transforms the abstract concept of pi into a tangible, interactive experience. By engaging in activities such as estimating and calculating the area of a circle within the Minecraft universe, students can grasp the practical applications of pi in geometry. This hands-on approach demystifies complex mathematical concepts, making learning both accessible and enjoyable.

Discover PiCraft

Designed for students ages 8-14, PiCraft encourages critical thinking and problem-solving through immersive challenges. Along the way, students also learn coding with Microsoft MakeCode, applying mathematical concepts through block-based or Python programming. Easily integrate these activities into your Pi Day lesson plans and encourage students to explore math in a dynamic, engaging way.

Personalize math practice with Math Progress

Click to enlarge

Bring engaging math practice to your classroom on Pi Day and throughout the year. Math Progress, a powerful Learning Accelerator, streamlines math assignment creation, provides student performance insights, and helps educators determine course trends at the student or class level. With Math Progress, you can tailor your teaching strategies and differentiate instruction to support student success. Get started with Math Progress with Microsoft Teams for Education and use it to assign personalized math problems to your students.

Explore Math Progress

Math Progress offers access to:

Problem generator – Easily create sets of math problems based on specific concepts or assign custom problems tailored to your class needs.

Customizable assignments – Personalize assignments by allowing students to “Show their work,” requesting they upload images or links to OneNote pages to demonstrate their problem-solving process.

Real-time feedback – Students can work through problem sets at their own pace, receiving immediate guidance to reinforce key concepts and address common mistakes.

Performance insights – Access powerful insights at both the student and class level to prepare for upcoming math topics with student performance data, misconceptions, and the most frequent question difficulty ratings.

Inclusive learning – Math Progress is available in over 80 languages, making it easily accessible to a diverse population of learners.

Start the Math Progress learning module

Immerse students in deliberate practice with real-time coaching on key math concepts—while streamlining and simplifying lesson planning. Use Math Progress to help your students improve math fluency, build confidence, and celebrate their progress.

Enhance math instruction with assistance from Copilot Chat

Pi Day is a great time to reimagine math instruction, and enriching your math lessons doesn’t have to stop there. Copilot Chat can be your math instructional assistant year-round. Whether brainstorming creative activities, solving complex problems, or generating fun math challenges, Copilot Chat can help you make learning more interactive.

Try Copilot Chat

Take your math instruction to the next level with support from generative AI. Try these customizable Copilot Chat prompts to spark curiosity, reinforce key concepts, and make learning more engaging throughout the year:

Explain how [math concept] is used in real life, especially in [industry or career]. Provide examples that students in [grade level] can relate to.

Suggest interactive, hands-on activities to teach [math topic], using [list available classroom materials or technology].

Give me three thought-provoking questions to start a class discussion on [math concept].

Create a math challenge in which I ask students questions about [topic], and students must answer before receiving the next clue or question in a fun, game-like format.

Create a problem based on [math topic] with a common mistake and generate a question I can ask students to identify and correct the error, explaining their reasoning.

Refine your responses by providing more details in the prompts or selecting questions suggested by Copilot Chat. Interested in learning more about prompting? Check out five prompting tips to get more from your AI assistant.

For Pi Day 2025, explore math in fun and engaging ways with your students. Bring essential math concepts to life with Ratio Riddles, PiCraft, Math Progress, and Copilot Chat. Create impactful learning opportunities that inspire curiosity and confidence in your students, making Pi Day—and every day—a journey of discovery and encouragement in mathematics.
MIL OSI Economics –
March 5, 2025
MIL-OSI USA: News Release-DOH Launches Survey for Backyard Flock Owners and Bird Rescuers

Source: US State of Hawaii

News Release-DOH Launches Survey for Backyard Flock Owners and Bird Rescuers

Posted on Mar 4, 2025 in Latest Department News, Newsroom

STATE OF HAWAIʻI

KA MOKU ʻĀINA O HAWAIʻI

DEPARTMENT OF HEALTH

KA ʻOIHANA OLAKINO

JOSH GREEN, M.D.
GOVERNOR

KE KIA‘ĀINA

KENNETH S. FINK, M.D., MGA, MPH
DIRECTOR

KA LUNA HO‘OKELE

DOH LAUNCHES BIRD FLU SURVEY FOR BACKYARD FLOCK OWNERS AND BIRD RESCUERS

FOR IMMEDIATE RELEASE

March 3, 2025 25-016

HONOLULU — The Hawaiʻi State Department of Health (DOH) is inviting Hawaiʻi residents who keep backyard flocks or are involved in bird rescue, to participate in a new survey aimed at gathering important data on bird flu awareness and preparedness.

The survey will collect critical information on the understanding of bird flu, as well as the practices and needs of those who keep poultry or care for rescued birds.

“We want to better understand the potential exposures that backyard flock owners and bird rescuers face when it comes to avian influenza, so we can help prevent future human bird flu infections in partnership with the community,” said Dr. Sarah Kemble, Hawaiʻi state epidemiologist. “By reaching out through both digital and in-person methods, we hope to get wide participation and honest feedback.”

The survey will be anonymous and accessible online through the following link: https://redcap.link/birdflusurvey

Only Hawaiʻi residents who keep at least one poultry bird at home, those involved in bird rescue activities, or those having direct contact with birds in the past year for other reasons are requested to participate at this time. Residents are encouraged to complete the survey as soon as possible to help the DOH collect valuable insights.

The outreach strategy for this survey includes posting the survey link in various Facebook groups dedicated to Hawaiʻi backyard flock owners and bird rescuers. Additionally, flyers with QR codes linking to the survey will be distributed in poultry feed stores and other animal care venues across the state.

Questions about the survey or bird flu may be directed to the DOH Disease Reporting Line at 808-586-4586 or [email protected]. If you have symptoms and a known exposure within the past 10 days, please contact your primary care provider for evaluation and testing, as well as the DOH Disease Reporting Line for further guidance.

More information on bird flu can be found on the DOH website: https://health.hawaii.gov/docd/disease_listing/avian-influenza/

# # #

Media Contact:

Claudette Springer
Information Specialist
Hawai‘i State Department of Health
Phone: 808-586-4445
Email: [email protected]

MIL OSI USA News –

March 5, 2025
MIL-OSI USA: DLNR News Release- Film and TV Stars Ignite Social Media Furor with Turtle Touching, Mar. 3, 2025
Source: US State of Hawaii

DLNR News Release- Film and TV Stars Ignite Social Media Furor with Turtle Touching, Mar. 3, 2025

Posted on Mar 4, 2025 in Latest Department News, Newsroom

STATE OF HAWAIʻI

KA MOKU ʻĀINA O HAWAIʻI

DEPARTMENT OF LAND AND NATURAL RESOURCES

KA ‘OIHANA KUMUWAIWAI ‘ĀINA

JOSH GREEN, M.D.
GOVERNOR

DAWN CHANG
CHAIRPERSON

FILM AND TV STARS IGNITE SOCIAL MEDIA FUROR WITH TURTLE TOUCHING

FOR IMMEDIATE RELEASE

March 3, 2025

(HONOLULU) – Two actresses and their father/manager contacted the DLNR this afternoon, to apologize for creating a social media outburst by posting one of the women touching a sea turtle, while the other videotaped.

The Instagram post by actress China McClain was taken down as of midday, after garnering tens of thousands of likes and more than, 2,000 comments, many of which pleaded for the video to be taken down and for them to apologize for potential cultural insensitivity. That included Governor Josh Green, M.D.

China McClain told the DLNR, “I was not fully aware of the situation until today, and I certainly wasn’t aware of the laws. The video was from two years ago when we visited Hawai‘i and I came across it in my phone and decided to post it.” McClain has more than seven million followers on Instagram.

China and Sierra McClain both say they are sorry, as they didn’t understand the impact the video had. “It’s the people I don’t want to hurt. I understand respecting culture, and I understand the pain that comes with not having your culture respected. Those are never lines that we cross intentionally, so that part of this situation is hurting us right now. I adore these beautiful turtles, and the people of Hawai‘i. We’re very sorry,” China said.

“We have an immense amount of respect for the residents of Hawai’i and their intent to safeguard their land & their wildlife, and we plan to take the necessary precautions in the future when traveling,” Sierra said.

State and federal agencies charged with protecting marine species like Hawaiian sea turtles became aware of the post on Monday. The DLNR made multiple phone calls and sent e-mails to the McClain sisters, their managers, publicists, record labels and production companies to ask that the post be taken down.

Michael McClain, the sister’s father and manager said, “We want people to know that China was not aware of the laws, and we appreciate that people and the agencies reached out.”

“All our family loves and respects Hawai‘i and we apologize for inadvertently causing this pain,” he added.

Touching turtles is not necessarily breaking the law, unless law enforcement agencies determine that the actions are a “take.” For example, if a person’s actions in some way harm a turtle or alter a turtle’s behaviors, there are a variety of state and/or federal laws that a person could be charged with.

The DLNR said, “On its face their activity may not have been a violation of state or federal rules that protect endangered or threatened species like turtles, but it certainly ignored wildlife viewing guidelines developed by NOAA, the U.S. Fish and Wildlife Service (USFWS), and the DLNR.”
- Keep at least 10 feet away from sea turtles
- Avoid touching, chasing, feeding, or interfering with adults and hatchlings
- Avoid blocking their access to or from the ocean
As this was not directly witnessed or reported by someone, it is difficult for state or federal conservation law enforcement agencies to establish intent.

For many years, the agencies have conducted extensive outreach on Hawai‘i wildlife viewing protocols.

Brian Neilson, DLNR Division of Aquatic Resources Administrator said, “Although we understand it was probably not intentional, this is not a pono way to interact with Hawaiian wildlife. We encourage the sharing of positive behaviors on social media to inspire others to appreciate and protect our beautiful surroundings.”

# # #

RESOURCES

Learn how you can help protect Hawaiʻi marine wildlife through reporting:

Media Contact:

Dan Dennison

Communications Director

Hawaiʻi Dept. of Land and Natural Resources

808-587-0396

MIL OSI USA News –
March 5, 2025
MIL-OSI USA: NEWS: Sanders Statement: USAID Cuts Will Lead to Millions of Preventable Deaths

US Senate News:

Source: United States Senator for Vermont – Bernie Sanders
WASHINGTON, March 4 – Sen. Bernie Sanders (I-Vt.) today released the following statement about the impact that cuts to USAID from the Trump administration and Elon Musk’s DOGE will have on vulnerable people around the world.
Elon Musk and Donald Trump’s dismantling of the U.S. Agency for International Development (USAID) will lead to millions of preventable deaths. The decision of the richest person in the world to destroy an agency that delivers life-saving aid to the poorest people on the planet is unconscionable.
According to internal USAID memos, the cuts to foreign aid will mean, every single year:
Two to three million additional deaths from lack of vaccinations;
166,000 more deaths from malaria;
28,000 new cases of highly-infectious diseases., including Ebola and Marburg virus; and
200,000 more children paralyzed from polio.
Separately, independent researchers estimate that the illegal freeze on global AIDS funding has already taken nearly 19,000 lives, and that the toll will increase as the funding freeze continues.
These actions are not just immoral, they are unconstitutional.
Congress created USAID as an independent agency – it cannot be unilaterally eliminated by the president based on the whim of an unelected billionaire. The Constitution explicitly gives Congress the power of the purse.
Make no mistake: These cuts will not only lead to millions of unnecessary deaths throughout the world, they are an attack on our democracy and the checks and balances our Founding Fathers established more than 230 years ago. Further, it will weaken our national security and our standing in the global community. When we abandon desperate people in some of the poorest countries in the world, we can be sure that geo-political adversaries will fill the void.

MIL OSI USA News –

March 5, 2025
MIL-OSI Asia-Pac: PM Shri Narendra Modi addresses Post Budget Webinar on Manufacturing, Exports and Nuclear Energy

Source: Government of India (2)

PM Shri Narendra Modi addresses Post Budget Webinar on Manufacturing, Exports and Nuclear Energy

Stakeholders discuss export ecosystem and e-commerce growth at the Webinar

Export Promotion Mission (EPM), a proposed ₹2,250 crore initiative, to boost India’s exports: Experts

Posted On: 04 MAR 2025 6:22PM by PIB Delhi

As part of the Post-Budget Webinar on the Union Budget 2025-26, organized by NITI Aayog, various outreach sessions on Theme 3 comprising of discussions on the topics – Manufacturing, Exports and Nuclear Energy Missions, were successfully held on March 4, 2025. The Exports session, led by the Ministry of Commerce & Industry in consultation with the Ministry of Electronics & Information Technology (MeitY), brought together key stakeholders, including industry leaders, exporters, entrepreneurs, and policymakers, to deliberate on strategies to enhance India’s export capabilities and fortify the country’s global trade position.

At the outset, Prime Minister of India addressed the participants of the Webinar. He highlighted the reforms undertaken by the Government to create an enabling and nurturing ecosystem for promoting Manufacturing and Exports in the country. He highlighted the transformative approach of the Union Budget 2025-26 which is in line with the reform-oriented agenda undertaken of the Government. He encouraged the participants to come forward with fresh and innovative ideas and contribute to policy formulation and implementation on the themes of Manufacturing, Exports, and Nuclear Energy with a view to promote India’s Exports to the world. His ideas were appreciated by all the stakeholders and shaped the subsequent discussion on various themes.

Subsequently, the Breakout session on Exports was moderated by Shri Sanjay Nayyar, President ASSOCHAM, with an esteemed panel comprising of Shri Rajesh Nambiar, President, NASSCOM, Shri Ajay Sahai, Director General, Federation of Indian Export Organization (FIEO), Shri Pankaj Mohindroo, President, Indian Cellular and Electronics Association (ICEA), Shri Kalyan Basu, Managing Director, MonetaGo, Ms. Jyoti Vij, Director General, FICCI, and Ms. Nivruti Rai, CEO, Invest India. Their insights and expertise contributed to meaningful discussions on fostering a conducive ecosystem for exports and driving economic growth through policy interventions and digital innovation.

During the deliberations, several key initiatives were discussed as potential pathways to strengthening India’s exports. Among them was the Export Promotion Mission (EPM), a proposed ₹2,250 crore initiative aimed at boosting India’s exports, particularly for MSMEs, by providing financial incentives, market access support, and compliance facilitation. Participants emphasized that a partnership-driven, whole-of-government approach is needed to address market access issues and facilitate the growth of new and e-commerce exporters.

Additional strategic policy recommendations included expanding Export Credit Guarantee Corporation (ECGC) coverage to high-risk markets, enhancing collateral-free export credit through EXIM Bank, and providing incentives for MSMEs to adopt sustainability standards and global certifications. Industry experts also stressed the need to strengthen the Driving International Holistic Market Access Initiative (DISHA) to offer sector-specific MSME support.

Participants also highlighted the importance of Export Readiness Programs to train MSMEs in e-commerce, digital marketing, and international trade regulations. The expansion of the E-Commerce Niryat Credit Card Scheme was another key area of discussion to bolster cross-border digital trade.

Another major point of discussion was BharatTradeNet (BTN), envisioned as a pioneering Digital Public Infrastructure (DPI) initiative designed to create a seamless, electronic and paperless trade ecosystem for international trade and trade finance. Institutionalizing BharatTradeNet as India’s Digital Public Infrastructure for Trade, integrating it with Aadhaar, DigiLocker, UPI, and other digital platforms, and aligning it with financial institutions for seamless trade finance approvals were also considered integral to simplifying export operations. Strengthening State/District Export Cells, expanding Buyer-Seller Meet (BSM) Programs, and developing a Central Trade Registry and Interoperability Framework for BharatTradeNet were seen as critical steps toward increasing efficiency in trade facilitation. Stakeholders suggested that by aligning with global trade facilitation standards, BTN could help streamline trade documentation, enhance trade financing, and deepen export credit accessibility. It was also suggested that one of the ways to prioritise implementation of BTN would be, by establishing a Special Purpose Vehicle (SPV).

A structured plan under the National Framework for GCCs was also discussed to expand Global Capability Centres (GCCs) beyond Tier-1 cities by re-orienting regulations, taxation policies, and infrastructure. Based on the discussion, the following recommendations were made by the panellists for the dispersal of GCCs into emerging GCC cities: reducing compliance burden and ease of doing business, building a quality talent pool and talent pipeline, GCCs partnerships in R&D with academia, a national framework on GCC and dedicated policy interventions, the GIFT city model for emerging Tier 2 cities, tax incentives for GCCs in SEZ in Tier 2 cities, a national policy to streamline incentives for GCCs such as incentivizing employment generation, R&D activities, and skilling, transfer pricing rationalization, improving physical and digital infrastructure in emerging Tier-2 hubs for GCC, partnership with National Mission e.g. AI and Quantum, and marketing and branding of GCCs in India and emerging Tier 2 cities.

The session concluded with a final address by Union Minister of State for Commerce and Industry, Shri Jitin Prasada, who highlighted the government’s unwavering commitment to creating a globally competitive export ecosystem and ensuring the seamless integration of Indian enterprises into global value chains.

The Breakout Session on Exports successfully provided a forward-looking actionable roadmap, capturing key insights and recommendations from industry experts, policymakers, and entrepreneurs. These discussions will play a crucial role in shaping future policies for strengthening India’s exports through policy reforms, infrastructure development, and digital transformation. The key takeaways from the session shall be implemented by the respective departments.

***

Abhishek Dayal/Abhijith Narayanan/Asmitabha Manna

(Release ID: 2108151) Visitor Counter : 15

MIL OSI Asia Pacific News –

March 5, 2025
MIL-OSI Asia-Pac: CPGRAMS-10 Step Reforms deepened with focus on quality of grievance redressal and improving citizen satisfaction
Source: Government of India

CPGRAMS-10 Step Reforms deepened with focus on quality of grievance redressal and improving citizen satisfaction

The CPGRAMS 10-step reformsbeing undertaken in pursuance of the PM Directions in Pragati Meeting on 26.12.2024

Posted On: 04 MAR 2025 5:49PM by PIB Delhi

These reforms include introduction of Senior Officer Level Reviews of Grievance Redressal, Capacity Building Programs for GRO’s under SEVOTTAM, Technology upgradation under the Nextgen CPGRAMS project and Effective Metrics for monitoring quality of grievance redressal, adopting best practices from States, collaboration with RTS Commissions and improvements in the Feedback collection practices with the Feedback Call Centre, Documentation and Dissemination of success stories, enhanced media outreach on the CPGRAMS benefits

In pursuance of the Prime Minister’s directions in PRAGATI review meeting dated 26.12.2024, the Department of Administrative Reforms and Public Grievances has deepened the CPGRAMS-10 Step Reforms with focus on quality of grievance redressal and improving citizen satisfaction. These reforms include introduction of Senior Officer Level Reviews of Grievance Redressal, Capacity Building Programs for GRO’s under SEVOTTAM, Technology upgradation under the Nextgen CPGRAMS project and Effective Metrics for monitoring quality of grievance redressal, adopting best practices from States, collaboration with Right To Services Commissions and improvements in the Feedback collection practices with the Feedback Call Centre, Documentation and Dissemination of success stories, enhanced media outreach on the CPGRAMS benefits.

The policy improvements are briefly outlined as follows:
1. Introduction of Senior Officer Reviews in CPGRAMS: The Cabinet Secretary issued a DO letter to all Secretaries on 30th January 2025, to conduct senior-level reviews of Public Grievances. To operationalize this directive, the Department of Administrative Reforms and Public Grievances (DARPG) has launched a dedicated review module in CPGRAMS with the request that Ministries/ Departments utilize this module for grievance reviews.
2. Capacity Building under SEVOTTAM with Administrative Staff College of India (ASCI) as knowledge partner: DARPG has onboarded the Administrative Staff College of India (ASCI) as a Knowledge Partner for Capacity Building in Grievance Redressal under SEVOTTAM. DARPG has convened the National Workshop for State ATIs in Bhopal on 20th February 2025 to finalize training implementation strategies/ modules.
3. Next-Gen CPGRAMS: A Citizen-Centric Transformation: DARPG has developed Next-Gen CPGRAMS, to introduce cutting-edge technology, enhanced efficiency, and greater ease of access for all stakeholders. The DARPG will work with Technology Partners, National Informatics Centre, the National Institute of SMART Governance, the Indian Institute of Technology Kanpur, BHASHINI and C-DAC to provide Citizens with a user-friendly interface to lodge grievances effortlessly.
4. State-Wise CPGRAMS Rankings by Centre for Good Governance: DARPG has engaged the Centre for Good Governance (CGG), Hyderabad, to develop Ministry/ Department wise Rankings under the Grievance Redressal Assessment Index. The GRAI will be deepened to focus on citizen satisfaction on identified parameters. The CGG will collaborate with the Feedback Call Centre and Quality Council of India for improving the documentation and dissemination as also citizen outreach.
5. Enhancing Outreach for CPGRAMS: The CSC-CPGRAMS day is celebrated on the 20^th of every month to enhance awareness of citizens in rural areas using the CSC network on benefits of CPGRAMS. The All India Radio Jingles are being aired to enhance outreach on the benefits of the portal.
The adoption of this 10-Step process has resulted in timely and qualitative disposal of public grievances in the period 2019-2024, during which period 1.12 crore public grievances have been redressed on the CPGRAMS portal, 103675 Grievance Redressal Officers have been mapped and over 30 lac citizens registered on the portal. The grievance redressal timelines have been brought down to 15 days, and over 20 lac citizen feedbacks have been collected through the feedback call center. It is envisaged that the deepening of the CPGRAMS 10-Step Reforms will ensure greater efficiency, accountability, and citizen satisfaction in grievance redressal.

***

NKR/PSM

(Release ID: 2108131) Visitor Counter : 29

MIL OSI Asia Pacific News –
March 5, 2025
MIL-OSI Asia-Pac: Renowned Japanese technology service provider Ricoh establishes international InnoAI Center in Hong Kong (with photo)

Source: Hong Kong Government special administrative region

Renowned Japanese technology service provider Ricoh establishes international InnoAI Center in Hong Kong (with photo)
******************************************************************************************

Invest Hong Kong (InvestHK) announced that a renowned Japanese technology service provider with a presence in Hong Kong for over 60 years, Ricoh Hong Kong, organised a launching ceremony of its new Ricoh InnoAI Center as well as the Ricoh InnoAI Program in Cyberport today (March 4). These initiatives aim to provide technical support to local companies as well as empower start-ups by providing them with cutting-edge artificial intelligence (AI) resources and support, enhancing Hong Kong’s status as an international innovation and technology (I&T) hub. Associate Director-General of Investment Promotion for InvestHK Mr Charles Ng, said at the launch ceremony, “We congratulate Ricoh on this significant milestone. The establishment of the Ricoh InnoAI Center is a testament to Hong Kong’s thriving start-up ecosystem and its confidence in the city’s status as an international I&T hub. We are excited to support initiatives that enhance Hong Kong’s reputation as a leader in technology and innovation.” The Managing Director of Ricoh Hong Kong Limited, Mr Ricky Chong, said, “Hong Kong is a multicultural and vibrant city with a mature business environment and a deep talent pool. Aligning with the objectives outlined in the National 14th Five-Year Plan, which supports Hong Kong’s development as an international centre in eight key areas, including as an international I&T centre, Hong Kong plays a vital role in helping enterprises ‘come in’ and ‘go global’. These present favourable conditions for Ricoh Asia Pacific to choose Hong Kong as its operational base, attracting talent from the Greater Bay Area and around the world.” He added, “With the rapid development of AI technology, businesses really need more innovative and forward-looking solutions to adapt to the ever-changing market demands and consumer behaviors. Therefore, we launched our Ricoh InnoAI Program with HK$50 million as the estimated capital in the first year for office set up, staff recruitment, and infrastructure configuration. The Program aims to provide comprehensive support to local start-ups, helping them stand out in a highly competitive business environment.” As a global leader in technology, Ricoh is committed to enhancing companies’ business efficiency and operational effectiveness through digital transformation. The new Ricoh InnoAI Program will bring new business opportunities to Ricoh Asia Pacific, enhance its product diversification, and serve as a hub for collaboration, offering start-ups access to advanced AI tools, expert guidance, and a vibrant workspace designed to nurture creativity and innovation. For more information about Ricoh Hong Kong, please visit www.ricoh.com.hk. To obtain a copy of the photo, please visit www.flickr.com/photos/investhk/albums/72177720324130898.

Ends/Tuesday, March 4, 2025Issued at HKT 19:30

NNNN

MIL OSI Asia Pacific News –

March 5, 2025
MIL-OSI Europe: Written question – Danger to democracy posed by the new European digital regulatory approach – E-000840/2025
Source: European Parliament
Question for written answer E-000840/2025
to the Commission
Rule 144
Laura Ballarín Cereza (S&D)

The European Union is facing a crucial moment in its regulation of big technology companies. The owners of X and Meta are leading the main opposition to our digital legislation, attacking European sovereignty and threatening our democracies. Despite this, the European Commission’s response has been, on the one hand, to indicate that it will reassess its investigations into large platforms and, on the other hand, to withdraw legislative proposals to regulate them.

The withdrawal – under the pretext of stimulating investment – of its proposed Directive on Liability for AI, designed to make technology companies pay for any damage caused by AI tools or systems, sends out the dangerous message that European digital regulation is a bargaining chip in the new international arena.

In light of the above:

1.Is the Commission considering reassessing the investigations into large digital platforms and their compliance with the Digital Services Act?

2.Does the Commission plan to change its regulatory approach to the digital domain under the announced digital package, and if so, how?

3.How does the Commission plan to ensure compliance with and legal certainty of European digital laws with the new digital package?

Submitted: 25.2.2025
Last updated: 4 March 2025
MIL OSI Europe News –
March 5, 2025
MIL-OSI Security: Major Nuclear Repository Adopts New Fully Searchable Digital Platform

Source: International Atomic Energy Agency – IAEA

The IAEA’s International Nuclear Information System, a multi-million strong digital library, has been further strengthened with the addition of a modern repository platform – that offers full text search for the first time.

Founded in 1970, the International Nuclear Information System (INIS) Repository hosts a massive library of nearly five million reports, books, scientific articles, conference papers and other knowledge products covering topics in nuclear science, reactor technology, materials science, medical applications, decommissioning, and all other areas the IAEA is involved in.

Using Invenio, an open-source platform developed by the European Organization for Nuclear Research (CERN) and tailoring it to its own needs the Agency was to make advancements in automation and accessibility as well as a major increase in capacity for handling new knowledge product entries in INIS. The new functionalities built with the platform allow INIS to connect with other repositories, facilitating the sharing of content and expanding the utility of all participating databases. INIS will be the first large repository to implement full-text search with Invenio – searching both the metadata and the text of a PDF.

“In today’s knowledge-based economy, information is considered one of the most valuable resources. It is critical for research, innovation, decision making, efficiency and productivity, knowledge sharing and continuous learning,” said Dibuleng Mohlakwana, Head of the IAEA’s Nuclear Information Section. “This new platform will help INIS expand its role as a global player in open science improving its capabilities as an information hub that facilitates the pursuit of nuclear science for peaceful purposes.”

INIS relies on contributions from more than 130 countries and 11 international organizations, with well over 100 000 new knowledge products being added each year. INIS staff supplement national contributions by harvesting information from some of the largest publishers, including Elsevier, Nature-Springer and the Institute of Physics.

The landscape of scientific publishing has changed greatly in the years since INIS was founded, with an increasing emphasis on open access. Publishers are providing more information and making it freely available, while repositories such as arXiv, the Directory of Open Access Journals, PubMed, etc. have made scientific knowledge more accessible than ever before.

“One of the great things about this platform is that whatever we develop here can be shared with all the other organizations. So not only are we sharing scientific information with the world, but we’re also sharing what we develop with Invenio,” said Astrit Ademaj, Nuclear Systems Support Analyst and Project Manager for the implementation of Invenio. INIS is the first large repository to implement full-text search – searching both the metadata and the text of a PDF.

Knowledge products entered into Invenio will be automatically categorized and tagged with descriptors. This had previously been done manually in what had been a highly time-consuming endeavour. This work will now primarily be handled by NADIA (Nuclear Artificial intelligence for Document Indexing and Analysis), an AI tool developed by the IAEA. Previously, contributors sent their entries using a unique language and format. Now a user-friendly form is provided, so specialized knowledge and training are no longer necessary.

“Many of the items available on INIS are quite fascinating,” said Brian Bales, INIS Coordinator. “One of the most popular recent additions is the Prospective Study Bluebook on Nuclear Energy to Support Low Carbon – a cooperative effort between nuclear companies in China and France to address the challenges of climate change. Over the last 5 years, we’ve added over 600 000 such knowledge products.”

MIL Security OSI –

March 5, 2025
MIL-Evening Report: ‘I can’t be friends with the machine’: what audio artists working in games think of AI

Source: The Conversation (Au and NZ) – By Sam Whiting, Vice-Chancellor’s Senior Research Fellow, RMIT University

Visual Generation/Shutterstock

The Media, Entertainment and Arts Alliance, the union for voice actors and creatives, recently circulated a video of voice actor Thomas G. Burt describing the impact of generative artificial intelligence (GenAI) on his livelihood.

Voice actors have been hit hard by GenAI, particularly those working in the video game sector. Many are contract workers without ongoing employment, and for some game companies already feeling the squeeze, supplementing voice-acting work with GenAI is just too tempting.

Audio work – whether music, sound design or voice acting – already lacks strong protections. Recent research from my colleagues and I on the use of GenAI and automation in producing music for Australian video games reveals a messy picture.

Facing the crunch

A need for greater productivity, increased turnarounds, and budget restraints in the Australian games sector is incentivising the accelerated uptake of automation.

The games sector is already susceptible to “crunch”, or unpaid overtime, to reach a deadline. This crunch demands faster workflows, increasing automation and the adoption of GenAI throughout the sector.

The Australian games industry is also experiencing a period of significant contraction, with many workers facing layoffs. This has constrained resources and increased the prevalence of crunch, which may increase reliance on automation at the expense of re-skilling the workforce.

One participant told us:

the fear that I have going forward for a lot of creative forms is I feel like this is going to be the fast fashion of art and of text.

Mixed emotions and fair compensation

Workers in the Australian games industry have mixed feelings about the impact of GenAI, ranging from hopeful to scared.

Audio workers are generally more pessimistic than non-audio games professionals. Many see GenAI as extractive and potentially exploitative. When asked how they see the future of the sector, one participant responded:

I would say negative, and the general feeling being probably fear and anxiety, specifically around job security.

Others noted it will increase productivity and efficiency:

[when] synthesisers started being made, people were like, ‘oh, it’s going to replace musicians. It’s going to take jobs away’. And maybe it did, but like, it also opened up this whole other world of possibilities for people to be creative.

There were once fears about what synthesisers would mean for musicians’ livelihoods.
Peter Albrektsen/Shutterstock

Regardless, most participants expressed concerns about whether a GenAI model was ethically trained and whether licensing can be properly remunerated, concerns echoed by the union.

Those we spoke with believed the authors of any material used to train AI data-sets should be fairly compensated and/or credited.

An “opt-in” licensing model has been proposed by unions as a compromise. This states a creators’ data should only be used for training GenAI under an opt-in basis, and the use of content to train generative AI models should be subject to consent and compensation.

Taboos, confusion and loss of community

Some audio professionals interested in working with GenAI do not feel like they can speak openly about the subject, as it is seen as taboo:

There’s like this feeling of dread and despair, just completely swirling around our entire creative field of people. And it doesn’t need to be like that. We just need to have the right discussions, and we can’t have the right discussions if everyone’s hair is on fire.

The technology is clearly divisive, despite perceived benefits.

Several participants expressed concerns the prevalence of GenAI may reduce collaboration across the sector. They feared this could result in an erosion of professional community, as well as potential loss of institutional knowledge and specific creative skills:

I really like working with people […] And handing that over to a machine, like, I can’t be friends with the machine […] I want to work with someone who’s going to come in and completely shake up the way, you know, our project works.

The Australian games sector is reliant on a highly networked but often precarious set of workers, who move between projects based on need and demand for certain skills.

The ability to replace such skills with automation may lead to siloing and a deterioration of greater professional collaboration.

But there are benefits to be had

Many workers in the games audio sector see automation as helpful in terms
of administration, ideation, workshopping, programming and as an educational tool:

In terms of automation, I see it as, like, utilities. For example, being a developer, I write scripts. So, if I’m doing something and it’s gonna take me a long time, I’ll automate it by writing a script.

These systems also have helpful applications for neurodivergent professionals and workers who may struggle with time management or other attention-related issues.

Over half of participants said AI and automation allows more time for creativity, as workers can automate the more tedious elements of their workflow:

I suffer like anyone else from writer’s block […] If you can give me a piece of software that is trained off me, that I could say, ‘I need something that’s in my house style, make me something’, and a piece of software could spit back at me a piece of music that sounds like me that I could go, ‘oh, that’s exactly it’, I would do it. That would save me an incalculable amount of time.

Many professionals who would prefer not to use AI said they would consider using it in the face of time or budget constraints. Others stated GenAI allows teams and individuals to deliver more work than they would without it:

Especially with deadlines always being as short as they are, I think a lot of automation can help to focus on the more creative and decision-based aspects.

Many workers within the digital audio space are already working hard to create ethical alternatives to AI theft.

Although GenAI may be here to stay, a balance between the efficiencies provided should not come at the cost of creative professions.

Sam Whiting receives funding from RMIT University and the Winston Churchill Trust. Dr Whiting received funding from APRA/AMCOS and Creative Australia for the project discussed in this piece.

– ref. ‘I can’t be friends with the machine’: what audio artists working in games think of AI – https://theconversation.com/i-cant-be-friends-with-the-machine-what-audio-artists-working-in-games-think-of-ai-248869

MIL OSI Analysis – EveningReport.nz –

March 5, 2025
MIL-OSI Economics: Securing generative AI models on Azure AI Foundry
Source: Microsoft

Headline: Securing generative AI models on Azure AI Foundry

New generative AI models with a broad range of capabilities are emerging every week. In this world of rapid innovation, when choosing the models to integrate into your AI system, it is crucial to make a thoughtful risk assessment that ensures a balance between leveraging new advancements and maintaining robust security. At Microsoft, we are focusing on making our AI development platform a secure and trustworthy place where you can explore and innovate with confidence.

Here we’ll talk about one key part of that: how we secure the models and the runtime environment itself. How do we protect against a bad model compromising your AI system, your larger cloud estate, or even Microsoft’s own infrastructure?

How Microsoft protects data and software in AI systems

But before we set off on that, let me set to rest one very common misconception about how data is used in AI systems. Microsoft does not use customer data to train shared models, nor does it share your logs or content with model providers. Our AI products and platforms are part of our standard product offerings, subject to the same terms and trust boundaries you’ve come to expect from Microsoft, and your model inputs and outputs are considered customer content and handled with the same protection as your documents and email messages. Our AI platform offerings (Azure AI Foundry and Azure OpenAI Service) are 100% hosted by Microsoft on its own servers, with no runtime connections to the model providers. We do offer some features, such as model fine-tuning, that allow you to use your data to create better models for your own use—but these are your models that stay in your tenant.

So, turning to model security: the first thing to remember is that models are just software, running in Azure Virtual Machines (VM) and accessed through an API; they don’t have any magic powers to break out of that VM, any more than any other software you might run in a VM. Azure is already quite defended against software running in a VM attempting to attack Microsoft’s infrastructure—bad actors try to do that every day, not needing AI for it, and AI Foundry inherits all of those protections. This is a “zero-trust” architecture: Azure services do not assume that things running on Azure are safe!

Now, it is possible to conceal malware inside an AI model. This could pose a danger to you in the same way that malware in any other open- or closed-source software might. To mitigate this risk, for our highest-visibility models we scan and test them before release:
- Malware analysis: Scans AI models for embedded malicious code that could serve as an infection vector and launchpad for malware.
- Vulnerability assessment: Scans for common vulnerabilities and exposures (CVEs) and zero-day vulnerabilities targeting AI models.
- Backdoor detection: Scans model functionality for evidence of supply chain attacks and backdoors such as arbitrary code execution and network calls.
- Model integrity: Analyzes an AI model’s layers, components, and tensors to detect tampering or corruption.
You can identify which models have been scanned by the indication on their model card—no customer action is required to get this benefit. For especially high-visibility models like DeepSeek R1, we go even further and have teams of experts tear apart the software—examining its source code, having red teams probe the system adversarially, and so on—to search for any potential issues before releasing the model. This higher level of scanning doesn’t (yet) have an explicit indicator in the model card, but given its public visibility we wanted to get the scanning done before we had the UI elements ready.

Defending and governing AI models

Of course, as security professionals you presumably realize that no scans can detect all malicious action. This is the same problem an organization faces with any other third-party software, and organizations should address it in the usual manner: trust in that software should come in part from trusted intermediaries like Microsoft, but above all should be rooted in an organization’s own trust (or lack thereof) for its provider.

For those wanting a more secure experience, once you’ve chosen and deployed a model, you can use the full suite of Microsoft’s security products to defend and govern it. You can read more about how to do that here: Securing DeepSeek and other AI systems with Microsoft Security.

And of course, as the quality and behavior of each model is different, you should evaluate any model not just for security, but for whether it fits your specific use case, by testing it as part of your complete system. This is part of the wider approach to how to secure AI systems which we’ll come back to, in depth, in an upcoming blog.

Using Microsoft Security to secure AI models and customer data

In summary, the key points of our approach to securing models on Azure AI Foundry are:
1. Microsoft carries out a variety of security investigations for key AI models before hosting them in the Azure AI Foundry Model Catalogue, and continues to monitor for changes that may impact the trustworthiness of each model for our customers. You can use the information on the model card, as well as your trust (or lack thereof) in any given model builder, to assess your position towards any model the way you would for any third-party software library.
1. All models hosted on Azure are isolated within the customer tenant boundary. There is no access to or from the model provider, including close partners like OpenAI.
1. Customer data is not used to train models, nor is it made available outside of the Azure tenant (unless the customer designs their system to do so).
Learn more with Microsoft Security

To learn more about Microsoft Security solutions, visit our website. Bookmark the Security blog to keep up with our expert coverage on security matters. Also, follow us on LinkedIn (Microsoft Security) and X (@MSFTSecurity) for the latest news and updates on cybersecurity.
MIL OSI Economics –
March 5, 2025
MIL-OSI USA: International President Bryant Showcases IAM Victories, Membership Resources at National Labor and Management Conference

Source: US GOIAM Union

IAM International President Brian Bryant was recently a keynote speaker at the annual National Labor and Management Conference.

“We are the second largest union in organizing new members among our peers in the labor movement,” said Bryant. “The IAM has more organizers on the ground than we have ever had in the course of our union.”

The conference brings together leaders from labor, business, healthcare, pension funds, and employment law to discuss and inform attendees on a wide range of current matters.

More than 600 participants attended this year’s conference. It’s an opportunity to hear different perspectives that impact workers and management in an open forum where information can be exchanged, and interested parties can make their case on what is going to impact workers in the near future.

Bryant’s remark highlighted the IAM’s growth in non-traditional union trades like healthcare and emerging technologies, such as artificial intelligence. The IAM’s partnership with AFT fostered a winning organizing campaign at Wexner Medical Center in Ohio, bringing more than 1,000 healthcare workers into the IAM.

Bryant also announced that the IAM has become the first labor union to be recognized by the Veterans Administration as a Veterans Services Organization, providing professional case representation for IAM military veterans at no charge.

During a question and answer session, Bryant gave a detailed response about the seven week strike at Boeing by IAM members from District 751 and W24, which resulted in a 40% wage increase over the next four years.

In response to a follow up question from the audience about the challenges of inflation and worker salaries, Bryant told the audience about fights the IAM sees in negotiations on established collective bargaining agreements with companies that have mismatched expectations.

“Companies want skilled trades, but they don’t want to pay skilled wages,” said Bryant. “President Trump’s administration has said it supports skilled workers and we’re going to see if corporations want to adhere to what this administration is saying.”

Conference Photo Gallery

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MIL OSI USA News –

March 5, 2025
MIL-OSI Security: Jackson Man Pleads Guilty to Child Exploitation, Cyberstalking, and Sextortion Offenses
Source: Federal Bureau of Investigation (FBI) State Crime Alerts (c)

Jackson, MS – A Jackson man entered a guilty plea to federal charges relating to a “sextortion” scheme that targeted multiple victims, including minors, across several states.

According to court documents and statements made in court, Marquez Cameron Jones Weston, 22, operated a “sextortion” scheme in which he engaged in cyberstalking, interstate threats, extortion, attempted production of child pornography, and transportation of child pornography over the internet. As part of the scheme, Weston attempted to and did extort money and sexually explicit photographic images and videos from numerous female victims, some of whom were minors, over the internet.

Weston pleaded guilty to attempted production of child pornography, transportation of child pornography over the internet, extortion, and cyberstalking. He is scheduled to be sentenced on August 27, 2025 and faces a mandatory minimum sentence of at least 15 years in prison. A federal district court judge will determine any sentence after considering the U.S. Sentencing Guidelines and other statutory factors.

Acting U.S. Attorney Patrick A. Lemon of the Southern District of Mississippi and Special Agent in Charge Robert A. Eikhoff of the Federal Bureau of Investigation made the announcement.

The FBI is investigating the case with assistance from the Sam Houston State University Police Department.

Assistant U.S. Attorneys Kimberly T. Purdie and Dave Fulcher are prosecuting the case.

The FBI provides the following six tips on how people can protect themselves from sextortion schemes:
- Be selective about what you share online. If your social media accounts are open to everyone, a predator may be able to figure out a lot of information about you.
- Be wary of anyone you encounter for the first time online. Block or ignore messages from strangers.
- Be aware that people can pretend to be anything or anyone online. Videos and photos are not proof that people are who they claim to be. Images can be altered or stolen. In some cases, predators have even taken over the social media accounts of their victims.
- Be suspicious if you meet someone on one game or app and this person asks you to start talking on a different platform.
- Be in the know. Any content you create online—whether it is a text message, photo, or video—can be made public. And nothing actually “disappears” online. Once you send something, you don’t have any control over where it goes next.
- Be willing to ask for help. If you are getting messages or requests online that don’t seem right, block the sender, report the behavior to the site administrator, or go to an adult. If you have been victimized online, tell someone.
If you, your child, or someone you know is being exploited via sextortion, contact your local FBI field office, call 1-800-CALL-FBI (1-800-225-5324), or report it online at the Internet Crime Complaint Center (IC3). Additional resources can found at Sextortion and Financially Motivated Sextortion — FBI. If you believe you are a victim in this particular case, please also contact the United States Attorney’s Office for the Southern District of Mississippi.

MIL Security OSI –
March 5, 2025
MIL-OSI Global: UK arts sector is getting a £270 million funding boost – but there are winners and losers

Source: The Conversation – UK – By Adam Behr, Senior Lecturer in Popular and Contemporary Music, Newcastle University

“In any civilised community the arts … serious or comic, light or demanding, must occupy a central place. Their enjoyment should not be regarded as something remote from everyday life.” This was a central statement in the white paper (a statement of policy intent) issued 60 years ago by Jennie Lee, the UK’s first minister for the arts under Labour prime minister Harold Wilson in 1965.

Outlining A Policy for the Arts – The First Steps was the first white paper for the arts (and the only one until 2016), and suggested that the arts should be publicly supported, also arguing for increased local and regional support besides national institutions.

Many of Lee’s assertions still ring true today, not least that, “Today’s artists need more financial help, particularly in the early years before they have become established”. There were echoes of that 1965 statement of support for the arts in Culture Secretary Lisa Nandy’s recent announcement of a £270 million funding package. Indeed, the timing was no accident, Nandy explicitly referenced Lee’s “vision for accessibility in the arts”.

This article is part of our State of the Arts series. These articles tackle the challenges of the arts and heritage industry – and celebrate the wins, too.

It’s a broadly welcome intervention for a sector in straitened circumstances. A drop of more than 30% investment through local authorities in England since 2010, and of 21%, overall has left organisations struggling to maintain infrastructure, creating a drag on new developments. So an injection of government support for public assets like museums and libraries is a necessary step to stem the decline.

Much, though, has changed since 1965. Absent from Lee’s communitarian account of governmental support for the arts is the language of economic return. The intervening decades have seen a sea change in the logics of arts funding.

While the stated benefits of arts to society – and particularly education – remain salient, the emphasis has shifted over time from support to “investment”, with the arts and culture increasingly recognised and valued for, as Nandy puts it, “their growth potential to drive our economy forward”.

This rhetorical and practical co-mingling of “culture” with the “creative industries” is a longitudinal shift. In political terms this was made clear by the 1997 rebranding of the Department for National Heritage (the first “culture” department, founded by Conservative prime minister John Major in 1992) as the Department for Media, Culture and Sport (DCMS) the last time Labour returned from a long spell in opposition.

This defence of arts funding in “instrumental” terms (its economic return, or value in bumping up educational achievements) is a mixed blessing. On the one hand, there’s a risk of losing sight of culture’s intrinsic value as something worthy of support – art for art’s sake.

At the same time, it has been accompanied by a move away from the more patrician conception of what merited state support. National institutions and the “high arts” were the main focus in the birth of the arts councils as part of the major overhaul of the role of the state – the postwar consensus – after the second world war.

This points towards wider tensions in arts funding and the DCMS portfolio that derive from the evolving landscape since 1965. There was a strong emphasis in Lee’s paper, and in Nandy’s recent announcement, on buildings, infrastructure and established spaces. Vital as these are, the idea of what counts as culture has moved on and expanded since then.

Even beyond their economic potential, the cultural value of practices more traditionally associated with commercial activity has become more central to the national conversation.

Arts education has also become strategically important in both economic terms and in supporting widening access to opportunities across society, requiring a broad conception of “the arts”. The barriers between high art and popular culture have become porous, and this has a bearing on state support, especially when cultural activity overall is reeling from a pandemic and years of austerity.

This is at the heart of those sectors left out of the current largesse. Drawing on both economic and cultural arguments Michael Kill, chief executive of the Night Time Industries Association, has noted the absence in Nandy’s proposal of live music venues, nightclubs and festivals.

“The government has placed traditional and heritage culture at the forefront while completely ignoring the vital creative spaces that fuel innovation, inspire younger generations, and contribute significantly to our economy,” he wrote recently.

DCMS funding is also a microcosm of any government spending in that it also comes with questions around opportunity cost (as the recent announcement about boosting the defence budget and immediate ramifications for foreign aid also make clear). Here too, the grassroots are a factor.

Mark Davyd of the Music Venue Trust, for instance, has pointed out that his suggested “£20m to open 40 new grassroots music venues” was derided, but that there’s “£15m to build yet another hall for the National Railway Museum and £5m to build a poetry centre, and nobody thinks that £20m is funny.”

Also rising rapidly up the agenda are concerns about the longer term impact of AI on creative careers, another area in which the DCMS – and the Department of Science Innovation and Technology – might see their plans for growth at odds with those in the creative industries and organisations.

Artists are objecting to a suggested exception to copyright restrictions that would require them to actively “opt out” of their work being used to train AI models, and which benefit AI companies with the presumption that works can be used for that purpose.

None of this is easy, especially after a long period of austerity in the arts, and a context of global uncertainty. But Nandy’s recent announcement of funding can only be seen as a holding action to halt the deterioration.

To realise Jennie Lee’s vision, a more substantive, structural approach is needed, one that brings those activities at the grassroots, and at the margins of traditional views of “culture” under the umbrella of funding.

Adam Behr has received funding from the Arts and Humanities Research Council and the British Academy.

– ref. UK arts sector is getting a £270 million funding boost – but there are winners and losers – https://theconversation.com/uk-arts-sector-is-getting-a-270-million-funding-boost-but-there-are-winners-and-losers-251340

MIL OSI – Global Reports –

March 5, 2025
MIL-OSI United Kingdom: College kicks off UK-wide national security awareness sessions
Source: United Kingdom – Executive Government & Departments

News story

College kicks off UK-wide national security awareness sessions

College for National Security is raising awareness of the importance of national security and training opportunities across the civil service.
Andrew Millar, Head of College for National Security

A series of awareness sessions will get underway this month to boost understanding of the College for National Security and the importance of national security across the Civil Service.

Booking is already open for the first awareness event which will be in Edinburgh on 19th March. Email cfns@cabinetoffice.gov.uk for sign-up details.

It will be followed by similar events in Cardiff, Bristol and other cities in subsequent months.

Key mission

“National security is foundational for all of the government’s key missions and that makes our own drive to increase awareness of its importance and impact even more pressing,” said Andrew Millar, pictured, head of the College for National Security.

Online course

The College for National Security recently launched its new online course What is national security to break down barriers to understanding national security threats and to help civil servants integrate considerations related to national security into their jobs.

Each event will feature a keynote speaker who will share insights on the importance of national security and interactive networking sessions on topics such as AI.

The online course What is national security is available on Civil Service Learning now.

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Published 4 March 2025
MIL OSI United Kingdom –
March 5, 2025
MIL-OSI: RCI Banque: ‘’1st Supplement to the 2024 Base Prospectus EMTN’’
Source: GlobeNewswire (MIL-OSI)

March 4^th, 2025

RCI Banque: ‘’1^stSupplement to the 2024 Base Prospectus EMTN’’

A first supplement to RCI Banque Base Prospectus, dated December 30^th, 2024, is now available on the Mobilize Financial Services website www.mobilize-fs.com

Attachment
- RCI Banque – First Supplement to 2024 Base Prospectus
The MIL Network –
March 5, 2025
MIL-OSI Video: What Happens When Humans and Robots Create Art Together? | World Economic Forum Annual Meeting 2025

Source: World Economic Forum (video statements)

Internationally acclaimed artist Sougwen Chung explores the intersection of human creativity, AI and machine collaboration, pushing the boundaries of art and technology.

In this session Chung reveals how she “taught” a machine her artistic style and how she is challenging traditional notions of drawing, redefining the mark as a dynamic interplay between human intention and machine intelligence.

Speakers: Sougwen Chung, Hans Ulrich Obrist

The 55th Annual Meeting of the World Economic Forum will provide a crucial space to focus on the fundamental principles driving trust, including transparency, consistency and accountability.

This Annual Meeting will welcome over 100 governments, all major international organizations, 1000 Forum’s Partners, as well as civil society leaders, experts, youth representatives, social entrepreneurs, and news outlets.

The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change.

World Economic Forum Website ► http://www.weforum.org/
Facebook ► https://www.facebook.com/worldeconomicforum/
YouTube ► https://www.youtube.com/wef
Instagram ► https://www.instagram.com/worldeconomicforum/
X ► https://twitter.com/wef
LinkedIn ► https://www.linkedin.com/company/world-economic-forum
TikTok ► https://www.tiktok.com/@worldeconomicforum
Flipboard ► https://flipboard.com/@WEF

#Davos2025 #WorldEconomicForum #wef25

https://www.youtube.com/watch?v=9RX4fJkQRwI

MIL OSI Video –

March 5, 2025
MIL-OSI Economics: AI-powered sales journeys: Personalization for exceptional customer experiences
Source: Microsoft

Headline: AI-powered sales journeys: Personalization for exceptional customer experiences

Personalized customer engagement is no longer just an advantage; it’s an expectation. Sales teams are increasingly tasked with delivering real-time, tailored interactions across multiple touchpoints, all while managing a growing number of prospects and customers. The challenge is maintaining that high level of personalization without overwhelming the team or losing the quality of engagement.

We see that many businesses encounter significant challenges when attempting to scale personalized interactions to meet the needs of a diverse and growing customer base. Traditional methods that worked well with smaller datasets and pipelines simply can’t keep up with the demands of a modern, fast-paced sales environment. Companies are looking for better ways to manage and orchestrate customer journeys to deliver relevant, personalized experiences at every stage.

Microsoft Dynamics 365 Sales

Elevate your customer experiences by personalizing them at scale.

The complexity of personalizing at scale

Using outdated CRM systems or doing things manually often means sales teams have to send out generic messages that don’t really connect with individual customers. This makes the engagement feel off, and opportunities slip through the cracks.

The main issue here is that most systems don’t provide real-time insights into what customers are doing. Without up-to-date data, sales teams end up reacting to customer actions instead of anticipating them. As the number of leads grows, it’s nearly impossible to maintain the kind of deep engagement needed to really connect with customers at every stage.

Orchestrating seamless customer journeys with Microsoft AI-driven insights

AI helps companies take a proactive approach to personalizing customer journeys. By analyzing customer behaviors in real-time and delivering actionable recommendations, AI gives sales teams the insights they need to anticipate customer needs and offer solutions before prospects even ask for them.

Beyond insights, AI orchestrates the entire customer journey, helping to ensure that interactions across channels are cohesive and relevant. Whether a prospect first interacts with a brand through email, social media, or a sales meeting, AI helps to ensure that their journey is connected, personalized, and moves them further down the funnel.

Dynamics 365 optimizes every step of the customer journey

Let’s explore how AI-powered insights optimize key stages of the sales journey, enabling sales teams to focus on high-value tasks while still delivering tailored customer experiences.

Enhancing customer interactions with Microsoft 365 Copilot

Effective customer interactions are built on understanding the customer’s history, preferences, and current pain points. However, gathering that information can be tedious and fragmented when done manually, leading to inconsistent and incomplete preparation.

With AI-generated opportunity summaries, sales teams can walk into every meeting fully prepared. Real-time insights about the customer’s journey—including previous interactions, product interests, and engagement history—help to ensure that each interaction is tailored to the customer’s needs. Instead of scrambling to piece together information, sales teams can focus on building relationships and delivering value from the outset.

Investec is a great example here. By using Microsoft 365 Copilot for Sales, they have been able to improve their client relationships while saving about 200 hours a year. This allows them to redirect efforts from routine tasks towards providing a personalized customer experience.

Streamlining post-sale engagement and follow-ups

Maintaining customer satisfaction post-sale is critical for retention, but many organizations struggle with post-sale engagement. Inconsistent follow-ups or delayed CRM system updates lead to disengaged customers and missed upsell opportunities.

AI-powered systems automate the process, ensuring timely follow-ups and engagement reminders. For example, sales reps can receive real-time notifications when a customer interaction is needed—whether it’s a check-in call, a product recommendation, or a renewal reminder. This automation helps to ensure that no opportunity falls through the cracks, supporting teams to strengthen customer relationships and increase long-term value.

Just look at the work that Lynk & Co is doing to transform car usage by offering flexible options for customers to buy, borrow, or subscribe to vehicles. Using Microsoft Dynamics 365 customizable tools, they were able to quickly build an infrastructure that could create unique processes and drive highly personalized experiences.

Creating a cohesive, multi-channel experience

We know that customers engage across multiple channels—email, phone, social media, webinars, and more. Managing these touchpoints individually often results in a fragmented customer journey. Customers can feel disconnected from the brand if interactions on different platforms don’t align.

AI-powered tools help orchestrate seamless interactions across channels, ensuring that customers receive consistent messaging regardless of how they choose to engage. Whether it’s a follow-up after a demo, a personalized offer via SMS, or an email post-webinar, AI helps to ensure that the message is both relevant and timely. Sales teams can manage more channels without sacrificing personalization, improving the customer experience and keeping prospects engaged.

An interesting story here is Zurich Insurance Group. To optimize processes and handle increasing customer data, they chose Microsoft solutions, including Dynamics 365 Customer Insights, to help them find new ways to reach customers and shape customer journeys. As a result, they’ve been able to increase their lead quality by over 40%.

AI’s role in optimizing customer journeys

By continuously analyzing real-time customer behavior, AI provides sales teams with recommendations on what to do next—whether that’s sending a follow-up email, scheduling a demo, or offering a personalized discount.

For sales leaders, this means moving beyond surface-level engagement to deep, data-driven interactions that anticipate customer needs. Rather than reacting to each customer interaction as it happens, AI supports proactive strategies that keep prospects moving smoothly through the sales funnel.

Microsoft Dynamics 365 and Microsoft Copilot: Delivering personalization at scale

The challenges of scaling personalization can be daunting, but solutions like Dynamics 365 and Copilot allow businesses to turn customer data into actionable strategies, delivering relevant, personalized interactions from the first touchpoint to post-sale follow-up.

With Dynamics 365 and Copilot, organizations are experiencing the following benefits: ¹
- 15% increase in revenue per customer journey.
- 75% time savings on customer journey development.
- 50% reduction in physical marketing spend.
Here’s how Dynamics 365 addresses the key challenges of scaling personalized engagement:
- Natural language data exploration. Sales teams can instantly access customer insights by asking questions in simple language, such as “Which customers are nearing their renewal date?”. This streamlines data access and empowers quick, targeted action.¹
- Segment creation with Query Assist. Easily create customer segments by describing desired traits, helping sales teams target high-value groups with precision.²
- AI-assisted journey creation. Define customer journey goals in plain language, and Copilot builds personalized journeys across channels, boosting engagement and conversions.³
- Content generation and refinement. Quickly draft messages or emails with Copilot, using tone and key point inputs to tailor content. This speeds up customer response and helps to ensure alignment with brand goals.⁴
AI can scale personalized customer engagement

When talking to customers, it is recommended that businesses consider personalizing engagement across their large pipelines. This can indeed be a major challenge, but with AI-powered tools like Dynamics 365 and Copilot, sales teams can effortlessly maintain meaningful, personalized interactions at every stage of the customer journey. By turning data into actionable insights, AI empowers companies to create proactive and tailored experiences that drive both loyalty and growth. Using AI allows you to scale engagement without sacrificing the personal touch, making it a valuable investment for enhancing customer relationships.

Access the resources below to get started on your AI journey today. You can also stay connected on LinkedIn with more information about innovation and AI transformation.

Learn more about how to personalize at scale with Microsoft Dynamics 365.

Sources:

¹ “Dialog with Data.” Microsoft Dynamics 365 Customer Insights Documentation. Microsoft, Inc., 2024.

² “Copilot Overview.” Microsoft Dynamics 365 Customer Insights Documentation. Microsoft, Inc., 2024.

³ “Use Copilot to Create a Journey.” Microsoft Dynamics 365 Customer Insights Documentation. Microsoft, Inc., 2024.

⁴ “Content Rewrite.” Microsoft Dynamics 365 Customer Insights Documentation. Microsoft, Inc., 2024.

Jonathan Hunt

Corporate Vice President, Business Applications, Commercial Solution Area

Jonathan Hunt is Microsoft’s Corporate Vice President, Business Applications. In this role, Hunt’s focus is on helping Microsoft’s customers and partners successfully navigate their digital transformation by harnessing the power of technology to understand their data, their customers, and their systems – and to achieve more within an ethical, inclusive, and secure framework. Hunt has spent 20+ years helping organizations scale through technology, process, and change management. Prior to joining Microsoft, he led Go-to-Market Strategy & Operations for Databricks and spent 11 years at Salesforce, most recently serving as COO, North America. Hunt has a wealth of knowledge and experience in optimizing and scaling Go-to-Market models, building high-performing teams and strategic partnerships, and driving business growth, both regionally and globally. Hunt lives in the San Francisco Bay area and enjoys spending time outdoors with his wife and three children. He is an aspiring runner and cyclist and enjoys seeking adventures in the backcountry when time permits.

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MIL OSI Economics –
March 5, 2025
MIL-OSI Video: One-Person Enterprise | World Economic Forum Annual Meeting 2025

Source: World Economic Forum (video statements)

As AI evolves from a support tool to a co-pilot, the dynamics of building and running a company are changing. Companies are increasingly relying on technology enabling one individual to achieve what previously required entire teams.

How far are we from a true one-person unicorn and what does this mean for the future of employment and capital?

Speakers: Benjamine Liu, Kanjun Qiu, Dan Murphy, Mitchell Green, Sarah Franklin, Richard Socher

The 55th Annual Meeting of the World Economic Forum will provide a crucial space to focus on the fundamental principles driving trust, including transparency, consistency and accountability.

This Annual Meeting will welcome over 100 governments, all major international organizations, 1000 Forum’s Partners, as well as civil society leaders, experts, youth representatives, social entrepreneurs, and news outlets.

The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change.

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March 5, 2025

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Updates to this page

Microsoft Dynamics 365 Sales

The complexity of personalizing at scale

Orchestrating seamless customer journeys with Microsoft AI-driven insights

Dynamics 365 optimizes every step of the customer journey

Enhancing customer interactions with Microsoft 365 Copilot

Streamlining post-sale engagement and follow-ups

Creating a cohesive, multi-channel experience

AI’s role in optimizing customer journeys

Microsoft Dynamics 365 and Microsoft Copilot: Delivering personalization at scale

AI can scale personalized customer engagement

PM Shri Narendra Modi addresses Post Budget Webinar on Manufacturing, Exports and Nuclear Energy

Stakeholders discuss export ecosystem and e-commerce growth at the Webinar

CPGRAMS-10 Step Reforms deepened with focus on quality of grievance redressal and improving citizen satisfaction

The CPGRAMS 10-step reformsbeing undertaken in pursuance of the PM Directions in Pragati Meeting on 26.12.2024