Category: Technology

  • MIL-OSI Security: Weiser Man Sentenced to 14 Years in Federal Prison for Possessing Child Sex Abuse Material

    Source: Office of United States Attorneys

    BOISE – Cody Michael Howells, 35, of Weiser, was sentenced to 168 months in federal prison for possessing child sexual abuse material, Acting U.S. Attorney Justin Whatcott announced today.

    According to court records, the investigation began when the Idaho Internet Crimes Against Children Task Force (“ICAC”) received CyberTip reports from an online social media platform. A CyberTip is a report submitted to the National Center for Missing and Exploited Children (NCMEC). NCMEC gathers leads and tips regarding suspected online crimes against children and forwards them to the appropriate law enforcement agencies. ICAC determined that numerous files of child sexual abuse material had been uploaded to an account, later identified as belonging to Howells. ICAC subsequently executed a federal search warrant at Howell’s residence in Weiser. During an interview, Howells admitted to viewing child sexual abuse material. ICAC located additional files of child sexual abuse material on Howell’s cellphone. At the time, Howells was on parole for Lewd Conduct with a Minor Under 16.

    Senior U.S. District Judge B. Lynn Winmill also sentenced Howells to lifetime supervised release following his prison sentence and ordered him to pay $30,000 in restitution to victims in the images he possessed. Howells will be required to register as a sex offender as a result of the conviction.

    Acting U.S. Attorney Whatcott commended the work of the Idaho ICAC Task Force, the Washington County Sheriff’s Office, the Rupert Police Department, and the Weiser Police Department, which led to the charge. Assistant U.S. Attorney David G. Robins prosecuted the case.

    This case was brought as part of Project Safe Childhood, a nationwide initiative to combat the growing epidemic of child sexual exploitation and abuse launched in May 2006 by the Department of Justice.  As part of Project Safe Childhood, the U.S. Attorney’s Office for the District of Idaho and the Idaho Attorney General’s Office partner to marshal federal, state and local resources to better locate, apprehend and prosecute individuals who exploit children via the Internet, as well as to identify and rescue victims. For more information about Project Safe Childhood, please visit www.justice.gov/psc.

    ###

    MIL Security OSI

  • MIL-OSI: $HAREHOLDER ALERT: Class Action Attorney Juan Monteverde Investigates the Merger of GMS Inc. (NYSE: GMS)

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — Class Action Attorney Juan Monteverde with Monteverde & Associates PC (the “M&A Class Action Firm”), has recovered millions of dollars for shareholders and is recognized as a Top 50 Firm in the 2024 ISS Securities Class Action Services Report. The firm is headquartered at the Empire State Building in New York City and is investigating GMS Inc. (NYSE: GMSrelated to its sale to SRS Distribution for $110.00 per share without interest to GMS shareholders. Is it a fair deal?

    Click here for more info https://monteverdelaw.com/case/gms-inc/. It is free and there is no cost or obligation to you.

    NOT ALL LAW FIRMS ARE EQUAL. Before you hire a law firm, you should talk to a lawyer and ask:

    1. Do you file class actions and go to Court?
    2. When was the last time you recovered money for shareholders?
    3. What cases did you recover money in and how much?

    About Monteverde & Associates PC

    Our firm litigates and has recovered money for shareholders…and we do it from our offices in the Empire State Building. We are a national class action securities firm with a successful track record in trial and appellate courts, including the U.S. Supreme Court. 

    No one is above the law. If you own common stock in the above listed company and have concerns or wish to obtain additional information free of charge, please visit our website or contact Juan Monteverde, Esq. either via e-mail at jmonteverde@monteverdelaw.com or by telephone at (212) 971-1341.

    Contact:
    Juan Monteverde, Esq.
    MONTEVERDE & ASSOCIATES PC
    The Empire State Building
    350 Fifth Ave. Suite 4740
    New York, NY 10118
    United States of America
    jmonteverde@monteverdelaw.com
    Tel: (212) 971-1341

    Attorney Advertising. (C) 2025 Monteverde & Associates PC. The law firm responsible for this advertisement is Monteverde & Associates PC (www.monteverdelaw.com).  Prior results do not guarantee a similar outcome with respect to any future matter.

    The MIL Network

  • MIL-OSI: UPDATE – Andvaris Appoints Mahmud Samad as Advisor to Support Strategic Growth

    Source: GlobeNewswire (MIL-OSI)

    MIAMI, July 01, 2025 (GLOBE NEWSWIRE) — Andvaris Inc., a leading provider of staffing and workforce solutions, is pleased to announce the appointment of Mahmud Samad as Advisor. This advisory role reflects the company’s continued commitment to sustainable growth, operational excellence, and financial innovation.

    Mahmud brings a wealth of experience in corporate finance, strategic planning, and scaling fast-growing businesses.

    Andvaris continues to grow rapidly, expanding its service offerings and client base across the U.S. The company is poised to strengthen its financial foundation and accelerate innovation in workforce solutions.

    About Andvaris Inc.

    Founded in 2014, Andvaris is a national staffing and recruiting company offering AI-powered hiring technology, contingent workforce solutions, and employer of record services. Headquartered in Miami, FL, the company supports businesses in building agile and diverse teams across industries.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/8f9b6a63-0bb5-4b8e-9c1d-21900e263895

    The MIL Network

  • MIL-OSI: BTCMiner Lanches a cloud mining platform to Makes It Easy to Earn Millions Every Day

    Source: GlobeNewswire (MIL-OSI)

    New York City, NY, July 01, 2025 (GLOBE NEWSWIRE) — In the ever-evolving world of cryptocurrency, where markets are notoriously volatile and unpredictable, one platform is offering an opportunity for investors to earn millions of dollars daily, even while they sleep. BTC Miner launches a cutting-edge cloud mining platform, has unlocked the door to a new era of stable, risk-free, and high-reward investments, enabling users to earn passive income from cryptocurrency mining without the need for expensive hardware, complicated setups, or market expertise.

    A Game-Changer in the World of Crypto Mining

    As traditional investment avenues grow increasingly uncertain, especially with rising inflation and fluctuating stock markets, cryptocurrency continues to be one of the most attractive financial opportunities. Yet, many investors have hesitated to enter the market due to the complexity of mining and the high barriers to entry.

    BTC Miner’s innovative cloud mining model removes those barriers, offering a seamless solution for anyone to earn cryptocurrency passively, regardless of their experience or technical background. With BTC Miner, investors can stake their funds into a powerful mining contract, sit back, and watch their assets grow—all without the hassle of owning or managing mining equipment.

    The Power of Consistent, Risk-Free Earnings

    Unlike other platforms that expose users to significant market risk and fluctuating returns, BTC Miner offers a guaranteed daily return, providing users with consistent passive income. For example:

    • Invest $200 and earn $10 per day, totaling $220 in just two days
    • Invest $1000, earn $23.80 per day, totaling $1071.40 in three days
    • Invest $30,000, earn $502.50 per day, totaling $35,175 in seven days

    The guaranteed principal + fixed return contracts ensure that no matter the market volatility, investors can enjoy a steady stream of income without worrying about losses. Earnings are paid out every 24 hours, and users can withdraw or reinvest their profits with a single tap.

    No Initial Investment Needed – Get Started with a $500 Welcome Bonus

    To make the entry even easier, BTC Miner offers a $500 welcome bonus to new users upon registration. This bonus can be used immediately to purchase an active mining contract, giving newcomers a zero-risk opportunity to start earning. With this initiative, even those with no initial capital can begin generating daily returns right away.

    An Attractive Referral Program: Earn More by Sharing the Wealth

    BTC Miner’s referral program offers generous rewards for users who introduce the platform to others. With a 7% reward for direct referrals and an additional 2% for second-tier referrals, users can quickly build a passive income stream by inviting others to join.

    • No upper limit on referral earnings
    • Incentivized rewards system designed to help users grow their investments without lifting a finger

    Fully Regulated, 100% Safe – FCA Certified

    BTC Miner operates with full regulatory compliance, having been certified by the UK’s Financial Conduct Authority (FCA). This ensures the platform’s adherence to the highest industry standards and provides investors with peace of mind, knowing their funds are handled securely and transparently.

    Why BTC Miner?

    • FCA-Certified: Fully regulated and secure, providing maximum trust and transparency.
    • Guaranteed Profits: Fixed returns and principal protection, with no market volatility risks.
    • AI-Driven Smart Mining: Optimized mining operations, ensuring the best return on investment.
    • Global Accessibility: Available for users worldwide with multi-currency support including USDT, BTC, ETH, XRP, and more.
    • Green Energy Mining: Powered by renewable energy sources like solar and wind, ensuring sustainability.
    • 24/7 Customer Support: Responsive, multilingual support available at all times.

    How to Start Making Millions with BTC Miner

    1. Sign up for free at: https://btcminer.net
    2. Claim your $500 bonus and choose a suitable contract
    3. Start earning daily, with automatic payouts and the option to reinvest for more profit.

    About BTC Miner

    Founded in 2009, BTC Miner is a leader in the cloud mining industry, offering cutting-edge mining technology with a focus on user accessibility, regulatory compliance, and sustainable practices. The platform combines artificial intelligence, green energy, and smart contract technology to provide a stable and profitable environment for cryptocurrency investors.

    In 2025, BTC Miner is poised to lead the next wave of digital wealth creation, offering everyone the chance to make millions through stable, risk-free cloud mining. Whether you are new to cryptocurrency or a seasoned investor, BTC Miner is your gateway to passive income and financial freedom.

    Official Website: https://btcminer.net
    Email: info@btcminer.net

    Attachment

    The MIL Network

  • MIL-OSI NGOs: Rays of Hope Forum: Bringing Hope in Africa and Beyond

    Source: International Atomic Energy Agency (IAEA) –

    The IAEA’s Rays of Hope Forum returned to Ethiopia, where the cancer care initiative was launched in 2022.

    Cancer patients around the world are being given better access to life-saving care thanks to support from the IAEA’s Rays of Hope initiative, participants at a Rays of Hope Forum heard.

    Rays of Hope aims to widen access to life-saving cancer care where there is the most need; by helping low- and middle-income countries establish or expand medical imaging, radiotherapy and nuclear medicine services. Since its launch in Ethiopia three years ago, more than 90 countries have requested support under the initiative.

    “Cancer is a top cause of death in Africa, taking 2000 lives a day,” said IAEA Director General Rafael Mariano Grossi, speaking at the Forum opening in Addis Ababa, Ethiopia on Monday. “Three years ago, here at the African Union Headquarters, we launched Rays of Hope. Today, we are bringing cancer care to countries that had none.”

    Temesgen Tiruneh, Deputy Prime Minister of Ethiopia, said: “Let this Forum be a call to collective action. Let it inspire deeper cooperation, bolder investments, and unwavering solidarity — so that no child dies from a treatable cancer, no mother waits endlessly for a diagnosis, and no nation is left behind simply because of geography or GDP.”

    The Minister of Health of Ethiopia, Mekdes Daba Feyssa and the Chief of Staff of the African Union Mohamed Al- Amine Souef also gave opening remarks at the Rays of Hope Forum.

    During the morning sessions, representatives from countries that have received support under the Rays of Hope initiative shared their experiences.

    These included Benjamin Hounkpatin, Minister of Health in Benin, Gilbert Kabanda Kurhenga, Minister of Scientific Research and Technology in the Democratic Republic of Congo, Mekdes Daba Feyssa, Minister of Public Health in Ethiopia, Selibe Mochoboroane, the Minister of Health in Lesotho, lbrahima Sy, Minister of Health and Social Action in Senegal, Lawrence Ookeditse, Deputy Minister of the Ministry of Health in Botswana and Fredrick Ouma Oluga, Principal Secretary of the Ministry of Health in Kenya.

    Countries which have donated to the Rays of Hope also spoke of the importance of the initiative. Speakers included Jens Hanefeld, Ambassador of Germany to Ethiopia and Permanent Observer to the African Union in Ethiopia, Maurizio Busanelli, Permanent Representative of Italy to the African Union and the United Nations Economic Commission for Africa in Ethiopia, Tsutomu Nakagawa, Ambassador Extraordinary and Plenipotentiary of Japan to the African Union and Julien Voituriez, First Counsellor, Embassy of France to Ethiopia and to the African Union.

    Watch the live stream here.

    MIL OSI NGO

  • MIL-OSI NGOs: GAZA: Starvation or Gunfire – This is Not a Humanitarian Response

    Source: Amnesty International –

    NGOs call for immediate action to end the deadly Israeli distribution scheme (including the so-called Gaza Humanitarian Foundation) in Gaza, revert to the existing UN-led coordination mechanisms, and lift the Israeli government’s blockade on aid and commercial supplies. The 400 aid distribution points operating during the temporary ceasefire across Gaza have now been replaced by just four military-controlled distribution sites, forcing two million people into overcrowded, militarized zones where they face daily gunfire and mass casualties while trying to access food and are denied other life-saving supplies.

    Today, Palestinians in Gaza face an impossible choice: starve or risk being shot while trying desperately to reach food to feed their families. The weeks following the launch of the Israeli distribution scheme have been some of the deadliest and most violent since October 2023. 

    In less than four weeks, more than 500 Palestinians have been killed and almost 4,000 injured just trying to access or distribute food. Israeli forces and armed groups – some reportedly operating with backing from Israeli authorities – now routinely open fire on desperate civilians risking everything just to survive.

    The humanitarian system is being deliberately and systematically dismantled by the Government of Israel’s blockade and restrictions, a blockade now being used to justify shutting down nearly all other aid operations in favour of a deadly, military-controlled alternative that neither protects civilians nor meets basic needs. These measures are designed to sustain a cycle of desperation, danger, and death. Experienced humanitarian actors remain ready to deliver life-saving assistance at scale. Yet more than 100 days since Israeli authorities reimposed a near-total blockade on aid and commercial goods, Gaza’s humanitarian conditions are collapsing faster than at any point in the past 20 months.

    Under the Israeli government’s new scheme, starved and weakened civilians are being forced to trek for hours through dangerous terrain and active conflict zones, only to face a violent, chaotic race to reach fenced, militarized distribution sites with a single entry point. There, thousands are released into chaotic enclosures to fight for limited food supplies. These areas have become sites of repeated massacres in blatant disregard for international humanitarian law. Orphaned children and caregivers are among the dead, with children harmed in over half of the attacks on civilians at these sites. With Gaza’s healthcare system in ruins, many of those shot are left to bleed out alone, beyond the reach of ambulances and denied lifesaving medical care. 

    Amidst severe hunger and famine-like conditions, many families tell us they are now too weak to compete for food rations. Those who do manage to obtain food often return with only a few basic items – nearly impossible to prepare without clean water or fuel to cook with. Fuel is nearly depleted, bringing critical lifesaving services – including bakeries, water systems, ambulances, and hospitals – to a standstill. Families are sheltering under plastic sheets, operating makeshift kitchens amid the rubble, without fuel, clean water, sanitation, or electricity. 

    This is not a humanitarian response.

    Concentrating more than two million people into further confined areas for a chance to feed their families is not a plan to save lives. For 20 months, more than two million people have been subjected to relentless bombardment, the weaponization of food, water and other aid, repeated forced displacement, and systematic dehumanization – all under the watch of the international community. The Sphere Association, which sets minimum standards for quality humanitarian aid, has warned that the Gaza Humanitarian Foundation’s approach does not adhere to core humanitarian standards and principles.
    This normalization of suffering must not be allowed to stand. States must reject the false choice between deadly, military-controlled food distributions and total denial of aid. States must uphold their obligations under international humanitarian and human rights law, including prohibitions on forced displacement, indiscriminate attacks, and obstruction of humanitarian aid. States must ensure accountability for grave violations of international law. 

    We, the undersigned organizations, once again call on all third states to:

    • Take concrete measures to end the suffocating siege and uphold the right of civilians in Gaza to safely access aid and receive protection. 
    • Urge donors not to fund militarized aid schemes that violate international law, do not adhere to humanitarian principles, deepen harm, and risk complicity in atrocities. 
    • Support the restoration of a unified, UN-led coordination mechanism—grounded in international humanitarian law and inclusive of UNRWA, Palestinian civil society, and the wider humanitarian community—to meet people’s needs.

    We reiterate our urgent calls for an immediate and sustained ceasefire, the release of all hostages and arbitrarily detained prisoners, full humanitarian access at scale, and an end to the pervasive impunity that enables these atrocities and denies Palestinians their basic dignity. 

    Editor’s Note
    • On 15 June, the Red Cross field hospital in Al Mawasi received at least 170 patients injured while trying to reach a food distribution site. The following day, 16 June, more than 200 patients arrived at the same facility – the highest number recorded in a single mass casualty incident in Gaza. Of that number, 28 Palestinians were declared dead. A WHO official underscored the deadly pattern: “The recent food distribution initiatives by non-UN actors every time result in mass casualty incidents.”
    • These deaths add to the broader toll: since October 2023, over 56,000 Palestinians have been killed in Gaza, including at least 17,000 children.

    List of signatory organizations:

    ABCD Bethlehem, ACT Alliance, Act Church of Sweden, Action Against Hunger (ACF), Action Corps, ActionAid, Age International, Agricultural Development Association – PARC, Al Ard for Agricultural Development, Al-Najd Developmental Forum, American Friends Service Committee, Amnesty International, Amos Trust, Anera, Anti-Slavery International, Arab Educational Institute – Pax Christi Bethlehem, Asamblea de Cooperación por la Paz, Asociación de Solidaridad Internacional UNADIKUM, Association for Civil Rights Israel (ACRI), Association Switzerland Palestine, B’Tselem – The Israeli Information Center for Human Rights in the Occupied Territories, BADIL Resource Center for Palestinian Residency and Refugee Rights, Beesan Charitable Association, Bimkom – Planning and Human Rights, Bisan Center for Research and Development, Botswana Watch Organisation, Breaking the Silence, Broederlijk Delen, CADUS e.V., Caritas Germany, Caritas International Belgium, Caritas Internationalis, Caritas Jerusalem, Caritas Middle East and North Africa, Center of Jewish Nonviolence, CESIDA – Spanish Coordinator of HIV and AIDS., Children Not Numbers, Choose Love, Christian Aid, Churches for Middle East Peace (CMEP), CIDSE – International Family of Catholic Social Justice Organisations, CNCD-11.11.11, codepink, Combatants for Peace, Comité de Solidaridad con la Causa Árabe, Congregations of St Joseph, COOPERATIVE AGRICULUTAL ASSOCIATION, Cordaid, Council for Arab-British Understanding (Caabu), Coventry Friends of Palestine, Cultures of Resistance, DanChurchAid, Danish Refugee Council, DAWN, Diakonia, Ekō, Embrace the Middle East, Emmaüs International, Entraide et Fraternité, Episcopal Peace Fellowship Palestine Justice Network, EuroMed Rights, FÓRUM DE POLÍTICA FEMINISTA, Friends Committee on National Legislation, Friends of Sabeel North America (FOSNA), Fund for Global Human Rights, Fundación Mundubat, Gaza Culture and Development Group (GCDG), Gaza Society for Sustainable Agriculture and Friendly Environment (SAFE), German Platform of Development and Humanitarian Aid NGOs (VENRO), Gisha – Legal Center for Freedom of Movement, Glia, Global Centre for the Responsibility to Protect (GCR2P), Greenpeace, HaMoked: Center for the Defence of the Individual, Hands for Charity, HEKS/EPER(Swiss Church Aid), HelpAge International, Human Security Collective, Humanité Solidarité Médecine (HuSoMe ONG), Humanity & Inclusion – Handicap International, Humanity Above All, INARA, Independent Catholic News, Indiana Center for Middle East Peace, International Federation for Human Rights (FIDH), International NGO Safety Organisation (INSO), INTERSOS, Islamic Relief Worldwide, Jewish Network for Palestine, Jüdische Stimme für Demokratie und Gerechtigkeit in Israel/Palästina, JVJP, Just Foreign Policy, Just Treatment, Kairos Ireland, Kenya Human Rights Commission, Kvinna till Kvinna Foundation, Martin Etxea Elkartea, Maryknoll Office for Global Concerns, Médecins du Monde International Network, Médecins Sans Frontières, MedGlobal, Medical Aid for Palestinians, Medico International, medico international schweiz, Medicos sin fronteras (MSF – Spain), Mennonite Central Committee, Middle East Children’s Alliance, Mothers Manifesto, MPower Change Action Fund, Muslim Aid, Mwatana for Human Rights, Nonviolent Peaceforce, Norwegian Church Aid, Norwegian People’s Aid, Norwegian Refugee Council, Oxfam International, Palestine Children’s Relief Fund (PCRF), Palestine Justice Network of the Presbyterian Church (U.S.A.), Palestinian American Medical Association (PAMA), Parents Against Child Detentions, Partners for Palestine, Partners for Progressive Israel, PAX, Pax Christi Australia, Pax Christi England and Wales, Pax Christi International, Pax Christi Italy, pax christi Munich, Pax Christi Scotland, Pax Christi USA, Peace Direct, Peace Watch Switzerland, Penny Appeal Canada, Physicians for Human Rights Israel, Plan International, Plataforma de Solidaridad con Palestina de Sevilla, Plateforme des ONG françaises pour la Palestine, Polish-Palestinian Justice Initiative KAKTUS, Première Urgence Internationale, Presbyterian Church (USA), Quixote Center, Religious of the Sacred Heart of Mary – NGO, ReThinking Foreign Policy, Right to Movement, Rumbo a Gaza-Freedom Flotilla, Saferworld, Saskatoon Chapter of Canadians for Justice and Peace in the Middle East, Save the Children, Scottish Catholic International Aid Fund, Sisters of Mercy of the Americas – Justice Team, Solsoc, Stichting Heimat International Foundation, STOPAIDS, Støtteforeningen Det Danske Hus i Palæstina, Terre des Hommes International Federation, Terre des hommes Lausanne, Terres des Hommes Italia, The Eastern Mediterranean Public Health Network (EMPHNET), The Israeli Committee Against House Demolitions (ICAHD UK), The Palestine Justice Network of the Presbyterian Church USA Bay Area, The Rights Forum, Union of Agricultural Work Committees-UAWC, United Against Inhumanity (UAI), Universities Allied for Essential Medicines UK, US-Lutheran Palestine Israel Justice Network, Vento di Terra, War Child Alliance, War on Want, Welthungerhilfe, and Yesh Din.

    MIL OSI NGO

  • MIL-OSI USA: DCR News Release – American Idol Finalist Thunderstorm Artis Performs At Hālawa Correctional Facility

    Source: US State of Hawaii

    DCR News Release – American Idol Finalist Thunderstorm Artis Performs At Hālawa Correctional Facility

    Posted on Jul 1, 2025 in Latest Department News, Newsroom

    STATE OF HAWAIʻI

    KA MOKU ʻĀINA O HAWAIʻI

         JOSH GREEN, M.D.

         GOVERNOR

         KE KIAʻĀINA

    DEPARTMENT OF CORRECTIONS AND REHABILITATION

         KA ‘OIHANA HOʻOMALU KALAIMA A HOʻOPONOPONO OLA

     

         TOMMY JOHNSON

         DIRECTOR

         KA LUNA HO‘OKELE

     

    AMERICAN IDOL FINALIST THUNDERSTORM ARTIS PERFORMS AT HĀLAWA CORRECTIONAL FACILITY

     

    FOR IMMEDIATE RELEASE

    June 30, 2025

    HONOLULU — “American Idol” 2025 finalist Thunderstorm Artis gifted inmates with a free concert at the Hālawa Correctional Facility Monday, June 30, 2025.

    “I think music is such a healing thing and for me the message I try to bring to my music is so important. To share this with these guys, it’s an honor for me,” Artis said.

     

    “Sometimes we enter dark seasons and we make a lot of bad decisions. So I just want to let these guys know that there are better days ahead,” he added.

     

    Artis, 29, had placed in the Top 5 of American Idol. He was also a finalist in Season 18 of “The Voice.”

    At the Hālawa Correctional Facility, Artis performed two sets Monday, one for approximately 80 inmates and the other for approximately 90 inmates at the facility gym.

     

    Pastor Alan Leigh — pastor emeritus at the Calvary Chapel Wahiawā who conducts Bible study, pastoral counseling and chapel classes at HCF — has known Artis for more than a decade when Artis assisted the youth pastor at the North Shore Christian Fellowship and Calvary Church.

     

    Leigh recalled Artis previously accompanying him to the facility in 2017 to perform for residents in custody. “His music does touch people’s souls,” he said.

     

    When Leigh heard that Artis was returning to Hawai‘i to visit, Leigh asked Artis if he was available to perform at HCF. Without hesitation, Artis said yes. Originally scheduled to fly back to the mainland Sunday night, Artis rescheduled his flight to Monday night, June 30, 2025, so he could perform for inmates at the facility.

     

    Artis said, “Years before I was even on American Idol or The Voice, I used to come through to Hālawa Heights and sing worship with Pastor Al, so when he heard I was coming back to town, he’s like ‘dude, would you love to come back here and play for the gentlemen here?’ And I was like dude, I would be honored to,” Artis said.

     

    Leigh said, “What a blessing it was for the whole facility.”

     

    Director Tommy Johnson of the Department of Corrections and Rehabilitation expressed his gratitude to Artis, Pastor Leigh and the Hālawa Correctional Facility. “We are truly grateful to HCF, Artis and our community partners,” Johnson said.

     

    HCF Warden Shannon Cluney said the inmates were appreciative of the concert. “We’re always excited to have opportunities like this come to the facility,” Cluney said.

     

    Born and raised in a musical family on the North Shore of Oʻahu, the singer-songwriter is the son of the late Ron Artis, a musician and artist who painted hundreds of murals on the island.

     

    “Hawaiʻi is just very close to my heart so every time I can come back and spend time here, it’s always like it’s not enough time. But I’m looking forward to coming back and hanging out here,” Artis said.

     

    Artis currently lives in Nashville, Tenn. and is preparing to go on tour with the group, The War and Treaty.

     

    Footage and photos of the concert is available at the following link: https://drive.google.com/drive/folders/1CIopNnsfT1N26Fnzs3p-SiwKLVzw9kMd?usp=sharing/

     

    The images are courtesy of the Department of Corrections and Rehabilitation.

     

    # # #

     

    Media Contact:

    Rosemarie Bernardo

    Public Information Officer

    Hawai‘i Department of Corrections and Rehabilitation

    Office: 808-587-1358

    Cell: 808-683-5507

    Email: [email protected]

    Website: https://dcr.hawaii.gov

    MIL OSI USA News

  • MIL-OSI Europe: Highlights – Protection of Minors Online – Committee on the Internal Market and Consumer Protection

    Source: European Parliament

    Online radicalisation: recruitment of children for organised crime and terrorism © Image used under the license from Adobe Stock

    On 25 June 2025, IMCO discussed its own-initiative report on the protection of minors online. The Rapporteur, Christel Schaldemose (S&D), emphasised the urgent need to strengthen online protections for minors. While the Digital Services Act (DSA) offers a strong foundation, she stressed that enforcement and additional measures are still needed, in view of growing exposure of minors to harmful content online. In particular she called for clearer implementation of Article 28 of the DSA.

    In this context, she welcomed the upcoming Commission Guidelines for Protection of Minors Online, but insisted more should be done, including evaluating the feasibility of EU age assurance systems and addressing addictive design practices. IMCO Members broadly agreed on the importance of stronger protection of minors online, calling for legal loopholes to be closed and rules to apply across the whole of digital space, including video games and streaming. Many highlighted the risks of addictive features like infinite scrolling and recommender systems targeting minors. Concerns were raised about fragmented enforcement across Member States, with calls for a harmonised EU approach. Members also noted the importance of parental involvement, media literacy, and greater transparency in influencer marketing and stricter measures against radicalising or exploitative content targeting young users.

    MIL OSI Europe News

  • MIL-OSI Europe: Answer to a written question – Addressing healthcare workforce shortages through innovation – E-001595/2025(ASW)

    Source: European Parliament

    The Commission acknowledges that health workforce shortages are a challenge in the EU[1]. Under Article 168(7) of the Treaty[2], Member States are responsible for the organisation of their health workforce. Healthcare innovations can help address workforce shortages, but a skilled and involved workforce is essential for their impact.

    Several initiatives strengthen digital health skills and promote health innovations. The European Health Data Space (EHDS)[3] optimises health data use to enhance healthcare, drive innovation and support policymaking. The XiA Project[4] empowers healthcare professionals with skills for real-world application of EHDS-related standards.

    The BeWell[5] partnership develops digital health competencies for the health workforce. Seven training projects[6] strengthen digital skills for (non-)clinical staff, crucial for transforming health systems.

    Another action[7] integrates Artificial Intelligence (AI) in healthcare by building expert communities, promoting education for healthcare providers, and supporting policymaking.

    MS also receive direct grants to establish Health Data Access Bodies (HDAB)[8], and a capacity-building project enhances HDAB’s staff skills, supporting innovation and AI-driven advancements.

    The European Partnership Transforming Health and Care Systems[9] under Horizon Europe enhances the availability, skills and wellbeing of the healthcare workforce and boosts healthcare digitalisation. Five research projects[10] target the resilience and mental wellbeing of this workforce.

    The Commission also offers country-specific support on workforce through the Recovery and Resilience Facility[11], the Technical Support Instrument,[12] and the Cohesion Policy[13].

    • [1] OECD/European Commission (2024), Health at a Glance: Europe 2024: State of Health in the EU Cycle, OECD Publishing, Paris, https://doi.org/10.1787/b3704e14-en.
      Commission Communication on Labour and skills shortages in the EU: an action plan, COM(2024) 131 final (https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:52024DC0131) page 2 and 14.
    • [2] Treaty on the Functioning of the European Union: http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:12012E/TXT&from=en.
    • [3] European Health Data Space Regulation (EHDS) https://health.ec.europa.eu/ehealth-digital-health-and-care/european-health-data-space-regulation-ehds_en.
    • [4] https://health.ec.europa.eu/ehealth-digital-health-and-care/ehds-action/projects-supporting-ehds_en https://brudhi.iscte-iul.pt/2025/01/21/introducing-the-xia-project-transforming-healthcare-through-digital-interoperability-education/.
    • [5] https://bewell-project.eu/.
    • [6] Skills and Healthcare: training opportunity for Health Professionals under the EU4Health Programme: https://year-of-skills.europa.eu/news/skills-and-healthcare-training-opportunity-health-professionals-under-eu4health-programme-2023-10-16_en.
    • [7] EU-funded projects contributing to the implementation of the European Health Data Space: https://hadea.ec.europa.eu/news/eu-funded-projects-contributing-implementation-european-health-data-space-2025-03-28_en.
    • [8] EU-funded projects contributing to the implementation of the European Health Data Space: https://hadea.ec.europa.eu/news/eu-funded-projects-contributing-implementation-european-health-data-space-2025-03-28_en.
    • [9] European Partnership on Transforming Health and Care Systems | THCS | Projekt | Fact Sheet | HORIZON | CORDIS | European Commission https://cordis.europa.eu/project/id/101095654/fr.
    • [10] Resilience and mental wellbeing of the health and care workforce | Programme | HORIZON | CORDIS | European Commission https://cordis.europa.eu/programme/id/HORIZON_HORIZON-HLTH-2023-CARE-04-02/en.
    • [11] Recovery and Resilience Facility https://commission.europa.eu/business-economy-euro/economic-recovery/recovery-and-resilience-facility_en.
    • [12] Technical Support Instrument (TSI): https://commission.europa.eu/funding-tenders/find-funding/eu-funding-programmes/technical-support-instrument/technical-support-instrument-tsi_en.
    • [13] Cohesion Policy: https://ec.europa.eu/regional_policy/2021-2027_en.
    Last updated: 1 July 2025

    MIL OSI Europe News

  • MIL-OSI Europe: Answer to a written question – Review of EU rules on pigeons – E-001659/2025(ASW)

    Source: European Parliament

    1. Adaptations to the Union animal health legislation under Regulation (EU) 2016/429 (‘Animal Health Law’)[1] are possible, provided that such adaptations are scientifically based, and that additional flexibility does not jeopardise the animal health situation in the EU. However, recent EU experience shows an increase of notifications of highly pathogenic avian influenza (HPAI) virus infection in wild and kept pigeons in Member States, including in farms keeping pigeons for meat production. In addition, the outcomes of past scientific assessments of the European Food Safety Authority (EFSA) and recent scientific literature indicate that HPAI viruses circulate in pigeons at probably underestimated intensity, and they may play a role in disease transmission as an interspecies bridge in the ecology of HPAI virus dynamics.

    2. Under the Animal Health Law, racing pigeons already benefit from several derogations. They may be authorised to move between Member States without certification and can enter the EU from non-EU countries under a simplified procedure, provided they are immediately released to fly back to their country of origin. In addition, Member States already may, in certain circumstances, derogate from certain prevention and control measures in the event of disease outbreaks in racing pigeons or in establishments keeping pigeons.

    3. Under the Animal Health Law, the distinction between an infection with a Newcastle disease virus (NDV) and an infection with another paramyxovirus (non NDV) is very clear. NDV characteristics, triggering the implementation of eradication measures if found in birds, are clearly defined and in line with the international standards i.e. the Terrestrial Code of the World Organisation for Animal Health.

    • [1] http://data.europa.eu/eli/reg/2016/429/oj.
    Last updated: 1 July 2025

    MIL OSI Europe News

  • MIL-OSI Europe: Answer to a written question – Support measures for people with coeliac disease – E-001496/2025(ASW)

    Source: European Parliament

    The Gluten Free Regulation[1] sets harmonised requirements for the labelling of foods as ‘gluten-free’ or ‘very-low gluten’.

    It applies to both prepacked and non-prepacked foods, such as those served in restaurants. These rules are based on scientific data and aim to prevent misleading and confusing the consumers from divergent food information.

    In line with Article 168 of the Treaty on the Functioning of the European Union, the Commission complements national policies by providing support in reaching health policy objectives, through the framework initiative ‘Healthier Together’[2], which addresses non-communicable diseases.

    The Expert Group on Public Health[3], composed of national experts, assists and advises the Commission, including on the preparation of policy and legislative initiatives and activities addressing major public health challenges. It also organises exchange of best practices[4], such as on effective actions to support coeliac patients.

    The Commission continues to support the Member States through policy coordination and funding to encourage actions at national level on the management of conditions like coeliac disease.

    The implementation of measures on healthcare delivery and financial support to improve the access to specific foods for coeliac patients rests with the national authorities.

    Finally, under the Horizon programmes, several projects[5] have been funded to address gluten in food and personalised nutrition for individuals suffering from coeliac disease. Based on the results, new challenges could be addressed to identify possible gaps in research and innovation.

    • [1]  Commission Implementing Regulation (EU) No 828/2014, OJ L 228, 31.7.2014, p. 5.
    • [2]  Healthier together — EU non-communicable diseases initiative: https://health.ec.europa.eu/non-communicable-diseases/healthier-together-eu-non-communicable-diseases-initiative_en.
    • [3]  Expert Group on Public Health: https://health.ec.europa.eu/non-communicable-diseases/expert-group-public-health_en#:~:text=The%20Expert%20Group%20on%20Public%20Health%20advises%20and,communicable%20diseases%20%28such%20as%20HIV%2FAIDS%2C%20tuberculosis%20and%20hepatitis%29.
    • [4]  Best practices Portal: https://webgate.ec.europa.eu/dyna/bp-portal/.
    • [5]  https://cordis.europa.eu/project/id/816303; https://cordis.europa.eu/project/id/752438; https://cordis.europa.eu/project/id/190104468.
    Last updated: 1 July 2025

    MIL OSI Europe News

  • MIL-OSI Europe: REPORT on implementation and delivery of the Sustainable Development Goals in view of the 2025 High-Level Political Forum – A10-0125/2025

    Source: European Parliament

    MOTION FOR A EUROPEAN PARLIAMENT RESOLUTION

    on implementation and delivery of the Sustainable Development Goals in view of the 2025 High-Level Political Forum

    (2025/2014(INI))

    The European Parliament,

     having regard to Article 3(5) of the Treaty on European Union and Articles 13 and 208(1) of the Treaty on the Functioning of the European Union,

     having regard to Decision (EU) 2022/591 of the European Parliament and of the Council of 6 April 2022 on a General Union Environment Action Programme to 2030[1],

     having regard to the joint statement by the Council and the representatives of the governments of the Member States meeting within the Council, the European Parliament and the Commission of 30 June 2017 on the New European Consensus on Development – ‘Our world, our dignity, our future’[2],

     having regard to its resolution of 8 September 2015 on the follow-up to the European Citizens’ Initiative Right2Water[3] and its resolution of 5 October 2022 on access to water as a human right – the external dimension[4],

     having regard to its resolution of 28 November 2019 on the climate and environment emergency,[5]

     having regard to its resolution of 9 June 2021 on the EU Biodiversity Strategy for 2030: Bringing nature back into our lives[6],

     having regard to its resolution of 6 July 2022 on the EU action plan for the social economy[7],

     having regard to the UN General Assembly resolution of 27 March 2023 entitled ‘Promoting the Social and Solidarity Economy for Sustainable Development’,

     having regard to the resolution of the International Labour Organization concerning decent work and the care economy, adopted at the 112th International Labour Conference on 14 June 2024,

     having regard to its resolution of 6 July 2022 on addressing food security in developing countries[8],

     having regard to its resolution of 24 November 2022 on the future European Financial Architecture for Development[9],

     having regard to its resolution of 14 March 2023 on Policy Coherence for Development[10],

     having regard to its resolution of 23 June 2023 on the implementation and delivery of the Sustainable Development Goals (SDGs)[11],

     having regard to its recommendation of 19 December 2024 to the Council concerning the EU priorities for the 69th session of the UN Commission on the Status of Women[12],

     having regard to its resolution of 11 April 2024 on including the right to abortion in the EU Fundamental Rights Charter[13],

     having regard to its resolution of 24 June 2021 on the situation of sexual and reproductive health and rights in the EU, in the frame of women’s health[14],

     having regard to the Commission staff working document of 18 November 2020 entitled ‘Delivering on the UN’s Sustainable Development Goals – A comprehensive approach’ (SWD(2020)0400),

     having regard to the Commission staff working document of 3 November 2021 entitled ‘Better Regulation Guidelines’ (SWD(2021)0305) and to the Better Regulation Toolbox of July 2023,

     having regard to the integration of the SDGs into the better regulation framework, including the Commission communication of 29 April 2021 entitled ‘Better regulation: Joining forces to make better laws’ (COM(2021)0219),

     having regard to the Council conclusions of 26 May 2015 on poverty eradication and sustainable development after 2015,

     having regard to the Council conclusions of 24 October 2019 on the Economy of Wellbeing[15] and the Council conclusions of 24 June 2024 on EU priorities at the United Nations during the 79th session of the United Nations General Assembly, September 2024 – September 2025,

     having regard to the Council conclusions of 22 June 2021 entitled ‘A comprehensive approach to accelerate the implementation of the UN 2030 Agenda for sustainable development – Building back better from the COVID-19 crisis’,

     having regard to the Council recommendation of 16 June 2022 on Learning for the Green transition and sustainable development,

     having regard to the Council conclusions of 21 June 2022 entitled ‘The transformative role of education for sustainable development and global citizenship as an instrumental tool for the achievement of the sustainable development goals (SDGs)’,

     having regard to the Council conclusion of 24 June 2024 on EU development aid targets,

     having regard to the Commission communication of 11 December 2019 entitled ‘The European Green Deal’ (COM(2019)0640),

     having regard to the Commission communication of 11 March 2020 entitled ‘A new Circular Economy Action Plan – For a cleaner and more competitive Europe’ (COM(2020)0098),

     having regard to the Commission communication of 12 May 2021 entitled ‘Pathway to a Healthy Planet for All – EU Action Plan: Towards Zero Pollution for Air, Water and Soil’ (COM(2021)0400) and its annexes,

     having regard to the report of the European Environment Agency and the Commission’s Joint Research Centre of 3 March 2025 entitled ‘Zero pollution monitoring and outlook 2025’,

     having regard to the Commission communication of 23 February 2022 on decent work worldwide for a global just transition and sustainable recovery (COM(2022)0066),

     having regard to the Commission communication of 12 March 2024 entitled ‘Managing climate risks – protecting people and prosperity’ (COM(2024)0091),

     having regard to the Commission communication of 26 February 2025 entitled ‘The Clean Industrial Deal: A joint roadmap for competitiveness and decarbonisation’ (COM(2025)0085),

     having regard to the Commission communication of 7 March 2025 entitled ‘A Roadmap for Women’s Rights’ (COM(2025)0097),

     having regard to the mission letters from Commission President Ursula von der Leyen to the 26 European Commissioners,

     having regard to the European Environment Agency report of 4 December 2019 entitled ‘The European environment – state and outlook 2020: Knowledge for transition to a sustainable Europe’,

     having regard to the EU Global Health Strategy,

     having regard to the EU Gender Action Plan III (GAP III),

     having regard to the EU Biodiversity Strategy for 2030,

     having regard to the European care strategy,

     having regard to the EU’s first voluntary review of SDG implementation, presented to the United Nations on 19 July 2023,

     having regard to Eurostat’s 2024 monitoring report on progress towards the SDGs in an EU context, published on 18 June 2024,

     having regard to the opinions of the European Economic and Social Committee of 19 September 2018 entitled ‘Indicators better suited to evaluate the SDGs – the civil society contribution’, of 30 October 2019 entitled ‘Leaving no one behind when implementing the 2030 Sustainable Development Agenda’, and of 8 December 2021 entitled ‘Renewed sustainable finance strategy’,

     having regard to UN Resolution 70/1 entitled ‘Transforming our World – the 2030 Agenda for Sustainable Development’ (2030 Agenda), adopted at the UN Sustainable Development Summit on 25 September 2015 in New York and establishing the SDGs,

     having regard to the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW) for Youth,

     having regard to the UN Convention on Biological Diversity (UNCBD) and the Kunming-Montreal Global Biodiversity Framework, agreed at the 15th meeting of the Conference of Parties to the UNCBD,

     having regard to the United Nations Convention on the Rights of Persons with Disabilities (CRPD) and the EU Strategy on the Rights of Persons with Disabilities 2021-2030,

     having regard to the Sendai Framework for Disaster Risk Reduction 2015-2030, adopted by UN member states at the Third UN World Conference on Disaster Risk Reduction on 18 March 2015,

     having regard to the UN Framework Convention on Climate Change (UNFCCC) and the Paris Agreement adopted at the 21st Conference of the Parties to the UNFCCC (COP21) in Paris on 12 December 2015,

     having regard to the United Nations Decade of Ocean Science for Sustainable Development (2021–2030),

     having regard to the Buenos Aires Commitment, which charts a path forward on a care society, adopted at the 15th Regional Conference on Women in Latin America and the Caribbean, which was organised by the Economic Commission for Latin America and the Caribbean, the Regional Office for the Americas and the Caribbean of the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) and the Government of Argentina and held in Buenos Aires from 7 to 11 November 2022,

     having regard to the 2024 joint report entitled ‘Are we getting there? A synthesis of the UN system evaluations of SDG 5’, published by UN Women, the UN Development Programme, the UN Population Fund, the UN Children’s Fund and the World Food Programme,

     having regard to the agreement under the United Nations Convention on the Law of the Sea on the conservation and sustainable use of marine biological diversity of areas beyond national jurisdiction (BBNJ) of 4 March 2023 (UN High Seas Treaty),

     having regard to the Declaration on the Elimination of Violence against Women,

     having regard to the Gender Equality Index 2024 of the European Institute for Gender Equality,

     having regard to the Beijing Platform for Action and the outcomes of its review conferences,

     having regard to UN Human Rights Council resolution 48/13, adopted on 8 October 2021, and UN General Assembly resolution 76/300, adopted on 28 July 2022, on the human right to a clean, healthy and sustainable environment and to Parliamentary Assembly of the Council of Europe resolution 2545 (2024), adopted on 18 April 2024, on mainstreaming the human right to a safe, clean, healthy and sustainable environment with the Reykjavik process,

     having regard to the United Nations Environment Assembly (UNEA) resolution ‘5/10. The environmental dimension of a sustainable, resilient and inclusive post-COVID-19 recovery’, adopted on 2 March 2022,

     having regard to the UN Global Sustainable Development Report 2019, entitled ‘The Future is Now: Science for Achieving Sustainable Development’,

     having regard to the UN Secretary-General’s report entitled ‘Our Common Agenda’, presented to the UN General Assembly, and to the mandate that UN General Assembly Resolution 76/6 of 15 November 2021 gave the UN Secretary-General to follow up on his report,

     having regard to the UN Sustainable Development Report 2021, entitled ‘The Decade of Action for the Sustainable Development Goals’, and the UN Sustainable Development Report 2022, entitled ‘From Crisis to Sustainable Development: the SDGs as Roadmap to 2030 and Beyond’,

     having regard to the UN Sustainable Development Goals Report 2024,

     having regard to the 2018 Intergovernmental Panel on Climate Change (IPCC) special report on global warming of 1.5 ºC, its special report on climate change and land, its special report on the ocean and cryosphere in a changing climate and its sixth assessment report (AR6),

     having regard to the global assessment report of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES) of 25 November 2019 on biodiversity and ecosystem services, and its latest nexus and transformative change assessment reports,

     having regard to the United Nations Environment Programme (UNEP) report of 18 February 2021 entitled ‘Making Peace with Nature: a scientific blueprint to tackle the climate, biodiversity and pollution emergencies’,

     having regard to the UN Department of Economic and Social Affairs’ publication of January 2022 entitled ‘SDG Good Practices: A compilation of success stories and lessons learned in SDG implementation – Second Edition’,

     having regard to the Organisation for Economic Co-operation and Development (OECD) report of 10 November 2022 entitled ‘Global Outlook on Financing for Sustainable Development 2023: No Sustainability Without Equity’,

     having regard to the Human Development Report 2023/24 entitled ‘Breaking the Gridlock: Reimagining cooperation in a polarized world’,

     having regard to the report of the UN Inter-agency Task Force on Financing for Development of April 2024, entitled ‘Financing for Sustainable Development Report 2024: Financing for Development at a Crossroads’,

     having regard to the initiative by the UN Secretary-General ‘SDG Stimulus to Deliver Agenda 2030’ of February 2023,

     having regard to the Bridgetown Initiative launched on 23 September 2022,

     having regard to the One Health Initiative of the World Health Organization (WHO) and the One Health Joint Action Plan (2022-2026) of the WHO, the UN Food and Agriculture Organization (FAO), the World Organisation for Animal Health, and the UNEP,

     having regard to the WHO’s 2024 progress report on the Global Action Plan for Healthy Lives and Well-being for All,

     having regard to the Spotlight Initiative to eliminate violence against women and girls,

     having regard to the FAO’s Voluntary Guidelines for Securing Sustainable Small-Scale Fisheries in the Context of Food Security and Poverty Eradication,

     having regard to the Summit for a New Global Financial Pact which took place in Paris in June 2023,

     having regard to the 2023 SDG Summit which took place in September 2023, during the United Nations General Assembly high-level week,

     having regard to the Summit of the Future which took place on 22 and 23 September 2024 in New York, its outcome, the Pact for the Future, which pledges 56 actions to accelerate and finance sustainable development, and its two annexes, the Global Digital Compact and the Declaration on Future Generations,

     having regard to the 4th International Conference on Financing for Development that will take place in Seville, Spain, from 30 June to 3 July 2025,

     having regard to the Sustainable Development Solutions Network report of January 2025 entitled ‘Europe Sustainable Development Report 2025: SDG Priorities for the New EU Leadership’,

     having regard to the ‘SDG Acceleration Actions’ online database,

     having regard to the existing national and regional initiatives that encourage the fulfilment of the Sustainable Development Goals,

     having regard to Rule 55 of its Rules of Procedure,

     having regard to the joint deliberations of the Committee on Development and the Committee on the Environment, Climate and Food Safety under Rule 59 of the Rules of Procedure,

     having regard to the report of the Committee on Development and the Committee on the Environment, Climate and Food Safety (A10-0125/2025),

    A. whereas the 2030 Agenda and the 17 integrated SDGs, including their 169 targets and 247 indicators, represent the only globally shared and politically agreed framework for evidence-based policies to address common challenges and achieve sustainable development in its three dimensions – economic, social and environmental – in a balanced and integrated manner;

    B. whereas UN member states have committed to achieving the SDGs by 2030; whereas only 17 % of SDG targets are on track, nearly half are showing minimal or moderate progress, and progress on over a third has stalled or even regressed below 2015 baseline levels; whereas the important steps already made in crucial fields highlight the need for urgent action to reverse this alarming trend and should act as an incentive to implement the SDGs in full;

    C. whereas the implementation of the 2030 Agenda implies that economic development goes hand in hand with social justice, good governance and respect for human rights; whereas the consequences of the COVID-19 pandemic, the new geopolitical landscape, escalating conflicts, geopolitical tensions, the transgression of planetary boundaries, increasing dependencies on raw materials and critical minerals, the negative effects of climate change and biodiversity loss, and multiple crises in various areas are severely affecting progress towards the achievement of the SDGs;

    D. whereas the number of additional people in extreme poverty in the world’s poorest countries is estimated to reach 175 million by 2030, including 89 million women and girls[16]; whereas people with disabilities are more vulnerable to poverty due to reduced employment and education opportunities, lower wages and higher living costs; whereas further collective action is urgently needed to respond to poverty;

    E. whereas the SDGs, being universal and indivisible, are applicable to all actors, including civil society and social partners, and to both the public and private sectors; whereas these actors should be systematically involved in devising and implementing policies related to the SDGs; whereas the commitment of the private sector to the SDGs offers the possibility of increasing the scale of development actions and their sustainability by creating jobs, stimulating economic growth and eliminating poverty;

    F. whereas the EU has underlined its unequivocal commitment to the 2030 Agenda and its SDGs; whereas progress towards achieving SDG targets is uneven across European countries and many dimensions of sustainable development have not shown significant progress in the past decade, with increasing levels of poverty and an increasing level of inequality between and within countries being a threat to sustainable development; whereas the latest progress monitoring report of the 8th Environment Action Programme shows that for a majority of the indicators the EU is not on track to meet the targets[17]; whereas the Commission has acknowledged that more progress is needed on many SDGs at EU level, and that accelerating the SDGs’ implementation is more urgent than ever, with a particular focus on vulnerable people;

    G. whereas the Commission has not yet devised an overarching strategy for the implementation of the 2030 Agenda at EU level or a financing plan for the SDGs; whereas Commission has committed to taking a ‘whole-of-government’ approach to SDG implementation and its work programme should foster the realisation of the 2030 Agenda; whereas the EU should set a good example for ensuring the prosperity for present and future generations globally;

    H. whereas the 2025 High-Level Political Forum (HLPF) will be convened from 14 to 23 July 2025 under the auspices of the Economic and Social Council; whereas the 2025 HLPF will focus on advancing sustainable, inclusive, science- and evidence-based solutions for the 2030 Agenda and its SDGs, aiming to leave no one behind; whereas it will conduct in-depth reviews of SDG 3 (Ensure healthy lives and promote well-being for all at all ages), SDG 5 (Achieve gender equality and empower all women and girls), SDG 8 (Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all), SDG 14 (Conserve and sustainably use the oceans, seas and marine resources); and SDG 17 (Revitalize the global partnership for sustainable development);

    I. whereas health is an indispensable foundation for peoples’ well-being; whereas health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity[18]; whereas the COVID-19 pandemic alone has eliminated a decade of progress in global levels of life expectancy[19]; whereas non-communicable diseases (NCDs), including cardiovascular disease, cancer, diabetes, dementia and chronic respiratory disease, are the world’s leading causes of death; whereas road safety is also a cause for concern;

    J. whereas air pollution constitutes a major factor for non-communicable diseases and is responsible for almost 7 million deaths globally, with more than nine out of ten deaths occurring in lower- and middle-income countries; whereas at EU level, air pollution remains the largest environmental health risk, despite the progress made, causing hundreds of thousands of premature deaths every year;

    K. whereas gender equality is crucial for fair, inclusive and sustainable development; whereas, despite some steps forward, significant inequalities continue to persist; whereas reinforcing women’s rights, empowering women and girls, challenging biased social norms, eliminating harmful practices and tackling discrimination are necessary to promote SDG 5;

    L. whereas protection of labour rights is declining and income inequality is rising; whereas the global jobs gap reached 402 million in 2024, while extreme forms of working poverty affect 240 million workers globally[20]; whereas women and young people experience higher unemployment rates; whereas more than one in five young people are not in education, employment or training[21];

    M. whereas the ocean covers more than 70 % of the surface of our planet and constitutes its largest ecosystem; whereas the ocean plays a critical role as a climate regulator, enables economic activity and provides livelihoods for more than 3 billion people; whereas the ocean constitutes the world’s greatest ally against climate change as it generates 50 % of the world’s oxygen, absorbs 25 % of all carbon dioxide emissions and captures 90 % of the excess heat generated by these emissions but its absorption capacity is decreasing; whereas 40 % of the ocean is heavily affected by pollution, depletion of fisheries, loss of coastal habitats and other human activities; whereas the UN Secretary-General declared an ‘ocean emergency’ during the 2022 UN Ocean Conference; whereas an inclusive ocean governance should, among others, be human-rights-based and socially equitable, and enhance gender equality;

    N. whereas there is currently a USD 4 trillion annual investment gap to achieve the SDGs; whereas foreign direct investment flows to developing countries have decreased while gains in remittances and official development assistance (ODA) have been modest[22];

    O. whereas the lack of financing is a major barrier in achieving gender equality outcomes; whereas gender equality is fundamental to delivering on the promises of sustainability, prosperity, social justice, peace and human progress; whereas meaningful and sustained financial commitments and strengthen budgeting processes are fundamental to support the implementation of legislation, policies and gender responsive services to advance gender equality across all SDG 5 targets[23];

    P. whereas, after a decade of rapid debt accumulation, the debt levels of low-, middle- and high-income countries remain at unprecedentedly high levels, limiting their capacity to invest in achieving the SDGs and in efficiently tackling climate challenges; whereas about 60 % of low-income countries are at high risk of or are already experiencing debt distress[24]; whereas the existing fiscal space in heavily indebted developing countries is further reduced by external shocks, such as natural disasters, different aspects of debt management, higher borrowing costs and the absence of a conducive international environment for domestic resource mobilisation;

    Q. whereas illicit financial flows, tax base erosion, profit shifting and corruption have led to a global decline in revenues and represent another important obstacle to sustainable development; whereas further international tax cooperation and rules are needed to address these challenges;

    R. whereas the EU and its Member States constitute the largest donor for developing countries, providing approximately 42 % of the total ODA; whereas the EU has set the target of collectively providing ODA equivalent to 0.7 % of its gross national income (GNI); whereas the collective ODA of the EU stood at 0.57 % of GNI in 2023 with only four Member States meeting the agreed target and several others making historic cuts to their ODA; whereas in order to reach the agreed target, the EU budget for ODA should amount to an estimated minimum of EUR 200 billion over the next multiannual financial framework; whereas the Global Gateway is a strategic instrument and has the potential to advance a range of interconnected SDGs, notably through international partnerships and investments in transport, energy, digital infrastructure, health and education;

    S. whereas the EU’s political commitment to policy coherence for development was reaffirmed in the 2017 New European Consensus on Development, which identified policy coherence for development as a ‘crucial element of the EU strategy to achieve the SDGs and an important contribution to the broader objective of policy coherence for sustainable development (PCSD)’; whereas PCSD is an approach that integrates the economic, social and environmental dimensions of sustainable development at all stages of domestic and international policymaking;

    T. whereas the new US administration has taken a number of deeply worrisome and damaging decisions in the field of international development and humanitarian aid, most significantly the suspension of 83 % of funding for programmes of the US Agency for International Development (USAID); whereas it is estimated that USD 54 billion in foreign aid contracts are affected; whereas the suspension of USAID funding and global aid cuts by several Member States will have long-term implications for the world’s development agenda and the achievement of the SDGs;

    State of play

    1. Reaffirms its strong and unwavering commitment to ensuring the full and prompt implementation and delivery of all the SDGs, their targets and the 2030 Agenda as a whole, especially in the light of the deteriorating geopolitical, social, economic and environmental landscape; reaffirms its strong commitment to the Pact for the Future, which is a crucial step towards revitalising the UN and achieving the SDGs;

    2. Regrets that the global community is severely off track with regard to realising the 2030 Agenda and achieving SDG targets; recognises the interconnectedness and interdependence of the 17 SDGs and acknowledges that the achievement of the 2030 Agenda and beyond will require broad and accelerated action across all SDGs; underlines that the scarring effects of the COVID-19 pandemic, escalating conflicts, geopolitical tensions, social, health and humanitarian emergencies and the accelerating negative effects of climate change constitute significant obstacles for the achievement of the SDG targets and that more efforts by all actors are needed to match real needs;

    3. Recognises that the delay in achieving the SDGs is aggravated by the significant progress gap among different groups of countries, particularly in the poorest and most vulnerable countries and regions; highlights that the current unequal progress is being exacerbated by the suspension of USAID funding and by cuts to global aid budgets by EU Member States and other OECD countries; stresses the need to maintain a strong focus on development cooperation in order to place the world on course to achieve the SDGs;

    4. Underlines that relevant policies for achieving the SDGs in low- and middle-income countries are to a large extent reduced by high debt levels and high debt service burdens; points also to the limitations of the global financial architecture and insufficient international support; stresses that these countries urgently require more financial resources and fiscal space to facilitate far greater investment in the SDGs; emphasises the need for global cooperation to reform the global financial architecture, especially in view of the 4th International Conference on Financing for Development held in Seville from 30 June to 3 July 2025;

    5. Stresses the urgent need for international cooperation and decisive transformative action to place our societies and economies firmly on course to achieve the SDGs and address the triple planetary crisis of climate change, biodiversity loss and pollution; highlights that the SDGs should be achieved in a just way and with respect for planetary boundaries; emphasises that social sustainability, including reducing global inequalities, ensuring access to essential services and promoting social inclusion, should be mainstreamed across all SDG implementation efforts;

    6. Welcomes, as a first step, the latest version of the Bridgetown Initiative in terms of climate action, which calls for the mobilisation of an additional USD 500 billion per year for climate change mitigation and adaptation in developing countries; recalls, however, that it still falls short of what is required; urges the EU and its Member States, accordingly, to work towards providing an additional USD 1.3 trillion per year for climate change mitigation and adaptation as well as loss and damage, through public concessional and non-debt creating instruments, in line with the Baku to Belem Roadmap agreed at COP 29;

    7. Reiterates that international cooperation is a fundamental condition for the world to make progress on the SDGs by 2030 and beyond and that such cooperation should prioritise strengthening the resilience, stability and autonomy of partner countries, especially in Africa, by promoting opportunities for economic and human development and refocusing on key priorities such as nutrition, healthcare and education; highlights that, despite the difficulties posed by the current geopolitical situation, special attention should be given to regions and communities that are furthest off-track, to ensure that no one is left behind; warns that the consequences of inaction or further delay would primarily be borne by the most vulnerable but would also detrimentally affect the world as a whole;

    8. Underlines the importance of uninterrupted access to high-quality climate and environmental data and the fulfilment of international reporting obligations for science- and evidence-based policymaking; notes with concern that recent geopolitical developments highlight vulnerabilities in the global climate infrastructure; highlights, moreover, the need for stronger collaboration between EU and global institutions, the IPCC and the UN to ensure that both EU and global policies remain grounded in the latest climate science;

    9. Recognises the importance of country-led sustainable development strategies for the implementation of the SDGs; acknowledges that sustainable development approaches should be tailored to specific local contexts; highlights, in this regard, the significant role of local and regional authorities in defining, implementing and monitoring local actions and strategies that contribute to the global achievement of the SDGs; stresses, moreover, that the effective implementation of the SDGs requires the involvement of a wide range of stakeholders, stronger social and institutional partnerships, public and private investment, cooperation and shared responsibility between public actors, greater involvement of the people, adequate education and broader interaction between the public and private sectors, science and civil society;

    10. Highlights that EU leadership in the global implementation of the SDGs remains crucial, especially in the light of multiple geopolitical challenges and ongoing crises; emphasises that the EU and its Member States should assume a stronger leadership role in coordinating global efforts to reverse stagnation or regression, and to facilitate and accelerate the achievement of the SDGs, while remaining a reliable partner for effective and sustainable aid; stresses the important role of the European Green Deal in implementing and achieving the SDGs;

    11. Highlights the need to mobilise adequate financial resources towards SDG-relevant transformations and to promote policy coherence and inclusiveness at all levels of governance, prioritising the inclusion of the SDGs in policymaking and Commission impact assessments;

    12. Calls on the EU institutions to live up to their long-standing commitments to apply gender mainstreaming and an intersectional perspective to all EU policies and funding; regrets that countries still lack 44 % of data needed to track SGD 5 and that over 80 % of countries are missing data on at least one SDG 5 target[25]; therefore, stresses the need to strengthen national statistical offices, and improve their global coordination and cooperation to ensure informed policymaking and close the remaining gender data gaps;

    13. Highlights the significant role of the UN and the annual HLPF for the monitoring and review of the implementation of the 2030 Agenda and the SDGs; believes that the 2025 HLPF should be used as an opportunity to provide high-level political guidance and new impetus to intensified efforts and accelerated action to achieve the SDGs by 2030;

    SDGs under in-depth review at the 2025 HLPF

    SDG 3. Ensure healthy lives and promote well-being for all at all ages

    14. Regrets the marginal or moderate progress in most SDG 3 targets and the slowing pace since 2015 in multiple key areas; notes with concern that less than 10 % of SDG 3 targets are on track and less than one third are likely to be met by 2030; is highly concerned that the EU has also experienced setbacks in about half of the indicators analysed by Eurostat for its June 2024 report

    15. Is alarmed that progress towards universal health coverage has slowed, leaving almost half of the world’s population without access to essential health services; is highly concerned that the lack of health coverage exposes 2 billion people to financial hardship from healthcare costs[26];

    16. Underlines that healthcare systems are experiencing increased strains due to the ageing global population, low-quality healthcare infrastructure and the global shortage of healthcare workers and recalls that progressing towards universal health coverage requires addressing these challenges; underlines the significant disparities around the globe regarding the adequate number of healthcare workers, with low-income countries experiencing the lowest density and distribution; notes that an additional 1.8 million healthcare workers are needed in 54 countries, mostly high-income ones, just to maintain their current age-standardised density[27]; highlights the vulnerability of healthcare workers confronted with increased workloads, burnout and mental health issues; recommends targeted support, training, and protective measures to safeguard frontline professionals and strengthen emergency health response capacity;

    17. Stresses that multiple and interlocking crises, the negative impact of climate change and biodiversity loss on health, economic instability, poverty, persistent inequalities, especially among vulnerable populations and regions, and increasingly constrained resources, despite the increasing demands on health services, threaten to worsen the health crisis, undermine global health security and further derail progress towards SDG 3 targets;

    18. Regrets the devastating effect of the COVID-19 pandemic on global health and on progress towards SDG 3 targets; stresses that the COVID-19 pandemic has revealed extensive long-lasting weaknesses in healthcare systems and has highlighted the importance of increasing crisis preparedness, crisis response capacity and healthcare systems resilience; stresses that health threats know no borders and that a local health emergency can quickly escalate into a global pandemic, necessitating a coordinated global response and strengthened international cooperation through robust multilateral health institutions, in particular the WHO;

    19. Deeply regrets the US decision to withdraw from the WHO and the dismantling of health programmes under USAID; underlines that this decision will have a severe effect on people’s lives and access to health services globally, exposing and exacerbating weaknesses in global health systems, increasing healthcare disparities and straining resources with long-term consequences for global health security and resilience; stresses that this withdrawal will significantly hinder progress towards achieving SDG 3 by reducing capacities for monitoring health threats, as well as international coordination, resources and leadership in addressing health crises and promoting equitable access to health for all; calls on the US to reconsider its decision to withdraw from the WHO;

    20. Recognises that efforts to combat communicable diseases such as HIV-AIDS, tuberculosis, malaria and neglected tropical diseases have led to significant progress in the past decades; is concerned, however, about the increased numbers of cases of malaria and tuberculosis and about the fact that, despite the achievements, inequalities continue to persist and threats continue to emerge, leaving many populations vulnerable and weakening global efforts; deeply regrets that the disruption of HIV-AIDS programmes could undo 20 years of progress, which could lead to over 10 million additional HIV-AIDS cases and 3 million deaths[28]; calls for more effective implementation of policies and programmes to further reduce transmission rates and improve access to treatment and prevention, particularly in less developed countries;

    21. Notes that neglected tropical diseases continue to affect billions of people, with many countries lacking adequate access to treatment, which highlights the urgent need to strengthen the prevention, preparation and response capacities of the EU and its partners, particularly in the Global South, to ensure that the benefits of global efforts reach everyone; calls for incentives to promote research and development on medicines targeting tropical diseases; calls for the EU to take proactive measures to encourage innovation and accelerate drug availability;

    22. Notes with concern that, despite the improvement in skilled birth attendance and the decrease in global neonatal mortality and under-five mortality rates, the global maternal mortality rate remains almost unchanged since 2015; points to the significant divergences between low-income and high-income countries and the grim situation in high and very high alert fragile countries; calls for decisive action across Member States and as part of the EU’s external policies to make substantial progress towards the 2030 goal to reduce maternal mortality, ensure universal access to sexual and reproductive healthcare services, including access to quality maternal healthcare services, skilled birth attendance, emergency obstetric care, comprehensive antenatal and postnatal services, family planning and legal abortions;

    23. Highlights that improvements in reducing adolescent birth rates and in access to modern contraceptive methods do not benefit all women and girls equally; points to the persisting social, economic and regional inequalities hindering the broadening of positive trends; calls for the EU to ensure, as a priority, access to safe and effective contraception methods and to legal abortion services across Member States and to contribute to the same through its external policies; reiterates its call for the right to safe and legal abortion to be included in the EU Charter of Fundamental Rights;

    24. Recalls that the full realisation of sexual and reproductive health and rights (SRHR) and upholding women’s and girls’ bodily autonomy is critical to achieving gender equality; highlights that SRHR are an integral part of the universal health coverage and are critical to achieving SDG 3, particularly target 3.7; calls on the Commission to ensure that SRHR are included in EU initiatives and programmes on universal health coverage;

    25. Regrets that progress towards the nine global voluntary targets agreed to in the NCD Global Monitoring Framework is slow and uneven; stresses that without increased uptake of these effective interventions, half of all countries will miss the 2030 SDG target to reduce NCD-related premature mortality by one third; calls, therefore, for strengthened, coordinated, and multi-sectoral actions to prevent and control NCDs to reduce suffering and prevent premature mortality; calls, moreover, for the implementation of the WHO’s ‘best buys’ policies to be prioritised, to address the primary risk factors of NCDs, including tobacco use, unhealthy diets, harmful use of alcohol, drug use and physical inactivity; calls, in addition, for the full implementation of the WHO Framework Convention on Tobacco Control in all signatory countries;

    26. Calls on the Commission to fully align EU air quality standards with the WHO guidelines in line with the Ambient Air Quality Directive[29]; recalls that sustainable cities and communities, and in particular tackling air pollution levels in urban areas, are key to promoting health and well-being, since over half of the world’s population currently resides in cities;

    27. Calls for enhanced, coordinated and holistic action, multiannual and tailor-made planning and substantial investment to achieve universal health coverage; stresses the need to strengthen health systems and the healthcare workforce, ensure equitable access to quality healthcare services and safe, effective and affordable medicines and vaccines, promote disease prevention and treatment, develop innovative solutions, and build inclusive and resilient health systems; calls also for action to tackle aggravating environmental factors, reduce the number of illnesses and deaths from hazardous chemicals and pollution, reduce the risks from emerging and re-emerging zoonotic epidemics and pandemics, and combat antimicrobial resistance; underlines the need to support social and solidarity healthcare organisations and address social determinants of health and disparities in access to quality care and services, including sexual and reproductive health services, especially for vulnerable populations such as women and girls with disabilities, with particular attention to directly affected regions and rural and remote communities;

    28. Stresses the need for horizontal programming in health policy and for investment in preparedness against health threats and in resilient public health systems; calls for increased investment in research and development on vaccines and medicines for the communicable and non- communicable diseases that primarily affect developing countries with a view to providing access to affordable essential medicines and vaccines; regrets that in 2022, 20.5 million children missed out on life-saving vaccines[30]; notes that access to vaccines must be equitable for an effective global response; calls for the use of initiatives such as the Global Gateway to facilitate investment for the local production of medicines and medical technologies and to prevent future health emergencies by strengthening capacities around the world;

    29. Reaffirms its commitment to the One Health approach; considers that applying the One Health approach is key to achieving progress on SDG 3; underlines, moreover, the need for the Commission and the Member States to fully implement the EU global health strategy, monitoring its implementation and regularly reporting to Parliament on the achievement of its objectives;

    30. Recalls that access to affordable and quality medicines depends also on technology and knowledge transfer; underlines, therefore, the flexibilities in the WTO Agreement on Trade-Related Aspects of Intellectual Property Rights (TRIPS), confirmed by the Doha Declaration, as legitimate policy measures that governments can use to protect and promote public health by putting limits and safeguards on the enforcement of intellectual property rights; urges the EU to ensure that trade agreements with developing countries are fully supportive of this objective;

    31. Underlines that environmental risks account for a quarter of the disease burden worldwide[31]; recalls that, in line with the One Health approach, human and animal health depend on planetary health and that a healthy environment is a universal human right and a fundamental pillar of sustainable development and human well-being; welcomes the wide support at the UN General Assembly for the recognition of the right to a clean, healthy and sustainable environment as a universal human right[32] and calls for its effective protection at EU level; stresses the need to ban the most hazardous chemicals, including banning endocrine disruptors, and to phase out the PFAS forever chemicals, allowing their use only where essential for critical sectors, such as medical devices, pharmaceuticals and products necessary for the twin transition to a climate neutral and digital economy; stresses the need to also ban exports of chemical pesticides that are banned in the EU to third countries;

    32. Highlights the rising health risks due to the climate crisis, including increased incidences of heat-related illnesses, respiratory and cardiovascular diseases, and the spread of vector- and water-borne diseases; calls for dedicated efforts to protect vulnerable populations, including older persons, children, people with pre-existing conditions, persons with disabilities, and low-income communities, which face disproportionate climate-related health risks; urges for the implementation of localised heat action plans and the provision of accessible shelters and targeted outreach during extreme weather events;

    33. Stresses, moreover, that extreme weather events are disrupting healthcare infrastructure, energy supply, and supply chains, thereby compromising access to critical medical care and treatment; underscores the need to invest in climate-resilient healthcare systems, including disaster-proof infrastructure, renewable energy sources in medical facilities, and robust water and sanitation systems; calls for the integration of early warning systems, mobile health units, and decentralised community-based healthcare models to ensure continuity of care in climate emergencies; calls on the Commission and the Member States to integrate climate resilience into all public health policies and national health strategies; encourages the use of SDG-aligned indicators to monitor the health impacts of climate change and to guide EU and national-level adaptation strategies;

    SDG 5. Achieve gender equality and empower all women and girls

    34. Expresses grave concern about the slow progress towards gender equality, with a majority of the indicators being off track, risking further backsliding on gender equality and women’s rights, including actions that shrink the civic space for women rights defenders; considers that development aid cuts are already having a negative impact on women’s empowerment and gender equality; reaffirms gender equality as both a distinct goal and a catalyst for the advancement of the other SDG goals; calls for strong EU leadership internationally in the promotion of gender equality and women’s rights through policy and financial assistance;

    35. Calls for accelerated, targeted action to end all forms of violence and harassment against women and girls, including sexual and gender-based violence and technology-facilitated gender-based violence, and to end harmful practices such as child, early and forced marriage, so-called ‘honour’ based violence, sterilisation and female genital mutilation; recalls that over 230 million girls and women have undergone female genital mutilation[33] and deplores the fact that new estimates show an increase of 30 million cases compared to 2016[34]; remains gravely concerned about the high worldwide rates of maternal mortality, in particular in low and middle-income countries; stresses that rape remains one of the most widespread human rights violations and calls for the establishment of a common definition of rape on the basis of lack of consent; stresses that the objectives of SDG 5 must also play an important role in the EU’s relations with other countries;

    36. Stresses that women are disproportionately affected by climate change, particularly in least developed countries and rural areas; underlines that this disproportionate impact poses unique threats to their livelihoods, health and safety, including increased food and water insecurity, heightened exposure to gender-based violence in the context of climate-related displacement and migration, and greater economic instability owing to a reliance on climate-sensitive sectors; stresses that four out of five of those displaced due to the climate crisis are women and girls[35]; calls for climate action plans to include support for women and for women’s participation in climate decision-making at all levels; calls for strengthened healthcare systems to address climate-related diseases affecting women and for the promotion of education on climate adaptation; calls on the Commission and the Member States to integrate climate resilience into all public health policies and national health strategies; encourages the use of SDG-aligned indicators to monitor the health impacts of climate change and to guide EU and national-level adaptation strategies and looks forward to the new gender action plan under the UNFCCC; calls on the Commission and the Member States to provide leadership for the adoption of a new ambitious and effective gender action plan at COP30;

    37. Regrets that women’s sexual and reproductive rights remain limited globally, and stresses the importance of addressing the barriers that hinder women’s ability to make decisions about contraception, healthcare access and sexual consent, recognising that socio-economic factors, education and geographical location significantly influence women’s ability to exercise these rights; recalls the EU’s commitment to the promotion, protection and fulfilment of the right of every individual to have full control over and decide freely and responsibly on matters related to their sexuality and sexual and reproductive rights, free from discrimination, coercion and violence; warns that targets set by SDG 5 will not be achieved if universal access to sexual and reproductive health and reproductive rights is not guaranteed in the EU and globally and calls on the EU to prioritise this question in policy and funding, and enshrine the right to legal and safe abortion in the EU Charter of Fundamental Rights; reiterates that all women must have access to sexual and reproductive healthcare services, including for family planning, information and education, and calls for the integration of reproductive health into national strategies and programmes; calls for increased investment in these areas to ensure access to comprehensive and non-discriminatory services;

    38. Calls for the continuation of funding for programmes focusing on promoting women’s rights, empowerment and autonomy and fighting against all forms of gender-based violence; calls on the Commission to ensure that 85 % of all new external actions incorporate gender as a significant or principal objective and that 20 % of ODA in each country is allocated to programmes with gender equality as one of their principal objectives; calls, furthermore, on the Commission to ensure the systematic implementation of rigorous gender analyses, gender disaggregated data collection, gender-responsive budgeting and gender impact assessments;

    39. Regrets that assistance from OECD Development Assistance Committee donors for gender equality dropped in 2022, marking the first decline after a decade of growth[36]; notes that only 4 % of allocable ODA focused on gender equality as its principal objective[37]; stresses the need to mobilise new resources to resume progress towards gender equality; regrets that since the launch of the GAP III only 3.8 % of all gender-responsive/targeted actions have gender equality as a principal objective, falling behind the 5 % target outlined in the NDICI Regulation[38]; calls on the Member States and the Commission to substantially increase the number of the EU’s actions having the promotion of gender equality as a principal objective; calls for the EU to increase its funding of multilateral funds for gender equality, such as UN Women, and for sexual and reproductive health, such as the UN Population Fund and the Global Fund to fight AIDS Tuberculosis and Malaria;

    40. Recalls that women in general perform most unpaid domestic and care work, which imposes a disproportionate burden on lower-income households, contributing to poverty, inequality and precarious living conditions and reducing the labour market participation of women; calls for stronger promotion of the right of every woman to balance her professional and private life based on joint responsibility and working conditions that facilitate the reconciliation of private, family and working lives; calls for accelerated efforts to close the gender pay and pension gaps, including in the care economy, as well as to tackle horizontal and vertical labour market segregation; calls, moreover, for efforts to ensure women’s full, equal and meaningful participation and leadership in decision-making roles and opportunities in the public and private sectors, including in all aspects of peace and security; calls for further promotion of women’s participation in science, technology, engineering and mathematics;

    41. Recognises the urgent need to respond to negative trends hampering progress in gender equality in the EU, including gender-based violence, and to prevalent sexist political discourse; welcomes, in this regard, the Commission’s Roadmap for Women’s Rights as a compass for future EU action in the area both inside and outside the Union and in shaping the new gender equality strategy from 2026; stresses that this roadmap should foster the implementation of legislative and non-legislative measures for greater progress and accountability on SDG 5 and calls for stronger Member States involvement; urges a comprehensive approach addressing sexual and reproductive services, intersectional discrimination and the protection of vulnerable women;

    42. Deplores the increasing unjustified attacks against civil society organisations, particularly women’s rights organisations, both in the EU and worldwide; stresses the need for the establishment of a protection mechanism for human rights defenders in the EU, with particular attention paid to women, LGBTIQ+ people and SRHR human rights defenders; calls for the full implementation of gender equality policies (gender action plan, gender equality strategy), including in their SRHR components, and insists that this implementation must be backed up with adequate funding, including for women’s rights and SRHR organisations, and information about family planning, affordable contraception, free, safe and legal abortion, and maternal healthcare; stresses that women’s rights organisations continue to be systematically underfunded, receiving less than 1 % of global ODA;

    43. Recognises that, despite progress, 122 million girls worldwide remain out of school[39]; emphasises that equal access to education is fundamental for sustainable development, poverty reduction, and economic prosperity, as it empowers women and girls to participate fully in society; calls for the integration of gender-responsive strategies in education policies to address these inequalities; calls on Member States to ensure the provision of education in primary and secondary schools,  focused on fighting gender-based violence and gender stereotyping; underlines that investing in girls’ education yields great returns for generations to come, directly contributing to the realisation of their fundamental rights and protecting them against all forms of violence, and also contributing to better well-being for whole societies;

    44. Recognises the disproportionate vulnerability of women and girls in conflict and humanitarian crises, including the increased risk they face of sexual and gender-based violence, displacement, and disruption of essential services; reaffirms the vital role of women and girls in peacebuilding, conflict resolution and post-conflict reconstruction, emphasising their essential participation in peace negotiations and decision-making processes, as outlined in the women, peace and security agenda;

    45. Calls for stronger policies and actions that promote access to land, credit, entrepreneurship and education, as well as employment and health, especially for women and girls in circumstances of vulnerability, women with disabilities, pregnant women and women in rural areas;

    46. Takes note of the lessons learned listed in the 2024 join report entitled ‘Are we getting there? A synthesis of the UN system evaluations of SDG 5’, including the importance of effectively engaging men and boys in programmes and initiatives on issues that educate and assist them in the behavioural change that is needed if the targets are to be met, and the more sustained and comprehensive prioritisation of the targets in humanitarian settings;

    47. Regrets the regression of LGBTIQ+ rights and the transphobia that threatens gender equality; denounces the fact that, between 2021 and 2022, just three anti-LGBTIQ+ organisations reported USD 1 billion in income, while 8 000 global LGBTIQ+ grantees received USD 905 million between them[40]; warns of the worrying increase in anti-gender financing that aims to counteract the progressive achievements of women’s and LGBTIQ+ rights of the past decades;

    48. Calls for the EU to ban conversion centres in the Member States and to do anything possible to prevent this practice everywhere;

    SDG 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

    49. Is alarmed that SDG 8 targets face the highest rates of stagnation or regression among the SDGs under in-depth review at the 2025 HLPF;

    50. Expresses concern about the decrease over the past decade in labour rights, freedom of association and collective bargaining rights, highlighting its adverse impact on social justice and efforts to promote productive employment and decent work for everyone; regrets that one fifth of the world’s population lives in countries with high levels of inequality[41]; affirms the need to strengthen social measures to address inequalities in line with the leave no one behind principle, taking into account the social consequences of inflation, rising budget pressures, geopolitical tensions and risks posed by climate change and extreme weather events to the health and safety of workers; stresses the importance of a just transition for the decarbonisation of the economy, to ensure that the transition is as fair and inclusive as possible for all concerned;

    51. Calls for stronger policies and bold actions to promote inclusive and sustainable economic development; urges the EU and global partners to use instruments such as the Global Gateway to leverage multiple sources of funding, including private sector investments, respect social and environmental standards and promote the creation of decent jobs that will reduce income inequality and ensure that no one is left behind; recognises the role of private finance in bridging the financing gap to achieve the SDGs; highlights, however, the need for public investments in critical services such as healthcare, education and social protection;

    52. Underlines the need to address territorial and housing inequalities by supporting access to affordable, adequate and energy-efficient housing, especially in disadvantaged urban and rural areas; calls for increased investment in integrated community development, social infrastructure and basic services to promote social cohesion and economic inclusion; encourages support for local and regional authorities in implementing sustainable, inclusive and resilient development strategies that link climate, health, housing, mobility and social inclusion;

    53. Expresses concern that economic growth in many developing countries remains slow and uneven, often hindered by structural weaknesses, economic inequalities, political instability, external shocks and the growing impact of climate change; emphasises that local initiatives addressing unique community needs play a vital role in fostering equitable economic growth; underscores that regional cooperation on economic corridors enhances trade, investment, sustainable industrialisation, and economic diversification;

    54. Recommends increased public and private investment in research, sustainable business practices, the green and digital transition, quality education and skills development, including reskilling and upskilling, as well as aligning them with market demands, and supporting small and medium-sized enterprises and start-ups to support access to finance and foster investment and innovation; reiterates the need for a special focus on the promotion of women’s economic empowerment and on ensuring equitable access to business opportunities; calls for inclusive policies for persons with disabilities in the workplace;

    55. Reiterates the importance of policies that support youth employment, education and vocational training; stresses the significance of the expanding young population in the Global South for sustainable development; insists on the importance of creating stronger links between education, skills development and employment, to allow access to decent work in the rapidly changing labour market;

    56. Emphasises that initiatives aimed at stimulating economic growth should go hand in hand with social justice, gender equality, labour rights and environmental protection; calls for the EU to constructively engage with and work towards the adoption of the UN Treaty on Business and Human Rights;

    57. Regrets that more than half of the global workforce finds itself in informal employment[42], thus posing a significant barrier to social justice and inclusive growth; expresses deep concern that in the least developed countries, in sub-Saharan Africa and in Central and Southern Asia, almost nine out of ten workers are still employed informally[43];

    58. Notes that while gross domestic product remains an important indicator of economic performance, additional metrics reflecting social and environmental dimensions should be taken into account in order to achieve a more balanced and informed approach to economic policymaking;

    59. Calls for further measures to eradicate forced labour and human trafficking, and to put an end to any form of child labour, including the recruitment and use of child soldiers;

    SDG 14. Conserve and sustainably use the oceans, seas and marine resources for sustainable development

    60. Stresses the alarming trends of marine pollution, coastal eutrophication, ocean acidification, rising temperatures, overfishing, declining marine biodiversity, habitat destruction, unsustainable industrial practices, underwater noise and inland water contamination, which individually and cumulatively threaten marine ecosystems and coastal communities, especially in developing countries and vulnerable regions, and hinder the achievement of SDG 14 targets;

    61. Regrets the lack of actual progress towards meeting SDG 14 targets and, in some cases, their worsening outlook, notably owing to the lack of effective measures alongside increasing economic pressures; is alarmed that none of the SDG 14 targets for 2020 were met; considers that the marginal or moderate progress and the high levels of stagnation and regression mean that global action is far from the speed and scale required to meet SDG14 targets on time; recalls that equity in both benefits and cost-sharing is essential for the implementation of SDG 14;

    62. Notes that SDG 14 remains among the least financed SDGs and that the current funding gap is estimated at about USD 150 billion per year; underlines that the 2025 UN Ocean Conference should provide new impetus in eliminating the existing funding gap and creating a stable and enabling environment for the mobilisation of increased funding for the achievement of the SDG 14 targets; calls on the EU and its Member States to step up their financial contribution to protecting and restoring marine ecosystems; calls on the Commission to allocate dedicated funds to the European Ocean Pact for the protection of the ocean and the just transition to a sustainable blue economy benefitting coastal communities, economic growth and society as a whole;

    63. Highlights the need to protect the ocean as a unified entity and use it sustainably; calls for a holistic approach that integrates environmental protection and restoration, prosperity, social equity, sustainability and competitiveness, and for a comprehensive framework serving as a single reference point for all ocean-related policies; expects the upcoming European Ocean Pact to set an international example by providing such a holistic approach to all ocean-related policies and coherence across all policy areas linked to the ocean;

    64. Believes that binding global measures and an ecosystem-based approach are urgently needed to address shortcomings, accelerate action and ensure the long-term health of the ocean, also and especially under changing climate conditions; stresses that such measures should ensure the protection of human rights and our marine ecosystems; considers it particularly necessary to support the just transition to sustainable fisheries, combat illegal, unreported and unregulated fishing, address the increasing numbers of invasive alien species, strengthen transparency in the seafood sector, protect small-scale fishers’ rights, enhance marine conservation and restoration efforts and adopt a global treaty on plastic pollution; recalls that the EU Nature Restoration Law is one of the tools for the EU to meet its international commitments in restoring marine and coastal ecosystems;

    65. Calls for enhanced global action to tackle ocean acidification and ocean heat levels in order to safeguard the role of the ocean as the most important carbon sink on the planet and to protect marine life and food web;

    66. Welcomes the adoption of UN High Seas Treaty (Biodiversity Beyond National Jurisdiction Agreement, or BBNJ); regrets, however, that, to date, only one of the 27 EU Member States has ratified that treaty; urges all Member States to swiftly complete their individual ratification processes; calls on the parties to continue work on the UN Ocean and Climate Change Dialogue and ensure swift implementation of the agreement, including by mobilising funds from the EU Global Ocean Programme; welcomes the Commission proposal to integrate the UN High Seas Treaty into EU law;

    67. Recalls the commitment under target 3 of the Kunming-Montreal Global Biodiversity Framework  for the effective conservation of at least 30% of terrestrial and inland water areas and of marine and coastal areas by 2030 through the establishment of protected areas and other effective area-based conservation measures; considers that increased efforts are required for the further expansion of marine and coastal protected areas to achieve the 30 % target and facilitate the conservation and sustainable management of marine species, habitats, ecosystems and resources; regrets that the EU is off track to meet its objectives to protect 30 % of its marine areas by 2030;68.  Is alarmed by the increasing levels of marine pollution that are set to double or triple by 2040; highlights that a large part of the pollution pressure placed on the ocean results from land-based activities; calls for stronger measures and accelerated implementation as a matter of urgency to put an end to marine pollution both at EU and international level; underlines that plastics make up the largest, most harmful and most persistent share of marine litter; regrets the lack of a conclusion on the first ever global legally-binding instrument on plastic pollution; urges for the adoption of an ambitious binding global treaty on plastic pollution at the resumption of the intergovernmental negotiations in 2025; supports the EU position that the final agreement should contain a target of reducing the production of primary plastic polymers;

    69. Stresses the importance of advancing the EU’s zero pollution action plan that includes significant targets for the improvement of water quality, the reduction of waste generation, and the reduction of nutrient losses; notes that only 37 % of Europe’s surface waters are in a healthy ecological state and that nutrient pollution is costing more than EUR 75 billion per year[44]; notes, moreover, that, according to the 2025 zero pollution monitoring and outlook report, only two of the zero pollution targets are on track; stresses that the implementation and enforcement of environmental legislation is crucial to achieve the 2030 zero pollution targets and that additional action is needed; reiterates its call on the Commission to propose ambitious EU targets for 2030 to significantly reduce the EU material and consumption footprints and bring them within planetary boundaries by 2050 as required under the 8th Environment Action Programme; highlights, moreover, the need to leverage modern technologies, including artificial intelligence, to monitor pollution;

    70. Stresses the importance of applying the precautionary principle in deep-sea mining; reiterates, in this regard, its support for an international moratorium on commercial deep-sea mining exploitation until such time as the effects of deep-sea mining on the marine environment, biodiversity and human activities at sea have been studied and researched sufficiently[45];

    71. Highlights that the ongoing decline in sustainable fish populations underscores the importance of a regulatory framework following an ecosystem-based approach along with efficient and transparent monitoring systems to promote sustainable fishing practices and combat illegal, unreported and unregulated fishing; welcomes the WTO Agreement on Fisheries Subsidies as a major step forward towards ending harmful subsidies that contribute to overfishing; calls on WTO members that have not yet done so to deposit their instruments of acceptance to allow for the agreement to become operational; urges, moreover, WTO members to phase out environmentally harmful subsidies in maritime economic activities, including harmful fisheries subsidies;

    72. Recognises that sustainable fishing practices involving community participation are instrumental in reducing overfishing and ensuring the long-term sustainability of marine resources;​ recalls that many small-scale fishing communities continue to face marginalisation and unfair competition; notes that it is essential to promote the resilience of coastal and island communities and the potential of the blue economy in line with the EU environmental legislation and objectives, ensuring access to drinking water, sustainable transport, rules-based fisheries, sustainable tourism, entrepreneurship and fair access to services; calls on the Commission to promote international sustainable fishing standards to ensure, among other things, a global level-playing field;

    73. Calls for the EU to reaffirm and step up its support for ocean science; encourages the promotion of scientific research and the dissemination of accurate data, alongside the development and sharing of best practice; emphasises the need to integrate ocean management policy with indigenous and traditional knowledge, science and community engagement; calls for the development and implementation of area-based management tools in conjunction with other appropriate conservation measures;

    SDG 17. Strengthen the means of implementation and revitalise the Global Partnership for Sustainable Development

    74. Calls for the EU to continue advocating and working for multilateralism and provide global leadership in advancing the implementation of the SDGs and the 2030 Agenda, and reinforcing international treaties and agreements, such as the Paris Agreement, the Convention on Biological Diversity, and regional conservation initiatives;

    75. Emphasises that, in the current difficult and uncertain geopolitical landscape, a vocal re-commitment to the SDGs will send a clear signal to partners around the world and support the EU’s global action; is concerned about the USD 4 trillion investment gap on achieving the SDGs[46]; stresses that the EU’s commitment to the SDGs should be supported by ambitious financial commitments in the next multiannual financial framework 2028-2034; calls for the EU to pursue a reinforced approach to development cooperation and to mobilise and continue to engage constructively with other international players in stepping up their sustainable development efforts and supporting peace, gender equality and human development;

    76. Reaffirms that ODA remains a crucial source of public financing and an essential tool for reducing poverty, addressing inequalities, and supporting the most vulnerable communities, particularly in fragile, conflict-affected and least developed countries (LDCs);

    77. Regrets the reduction in ODA by several EU Member States; calls on all Member States and global partners to uphold their commitment to ODA as a key pillar of their development policy and ensure that sufficient financing is dedicated to fulfilling the commitment to spend 0.7 % of gross national income on ODA and 0.2 % as ODA to LDCs; stresses, moreover, that only 12 % of ODA currently targets children despite their significant representation within the population of ODA-receiving countries; calls for the removal of obstacles, including administrative burden, to enable aid to reach the most vulnerable communities;

    78. Calls for the EU to enhance its role in advocating stronger financial commitments for development and humanitarian aid at international level, including the SDGs and the Paris Agreement, and particularly supporting climate adaptation and resilience in the most vulnerable regions, including Small Island Developing States (SIDS) and LDCs; calls, moreover, on the EU to ensure that climate finance targets are met and prioritised in multilateral negotiations and global partnerships; emphasises that advancing EU economic interests should also encompass creating stable partnerships guided by mutual interests and that all EU external policies should be embedded in the larger framework of the 2030 Agenda, while EU development policy and the use of EU ODA should remain focused on poverty alleviation as defined by the OECD Development Assistance Committee;

    79. Stresses the urgent need to address the underrepresentation of countries from the Global South in global governance and to foster a more inclusive international financial architecture; considers South-South and triangular cooperation crucial for the implementation of the 2030 Agenda;

    80. Insists on the paramount importance of the UN at the core of the multilateral system for creating a peaceful, fair, equal, inclusive, and rules-based global system that works for all, leaving no one behind; expresses, in this context, its support for swift and effective reforms of the UN Security Council; highlights the pressing need to review and reform the global governance of international development cooperation, particularly following cuts to global aid by several countries; stresses that reforms to the international financial system should be driven by a renewed commitment to multilateralism;

    81. Emphasises the crucial role of multi-stakeholder partnerships and the meaningful involvement of local governments, civil society and youth and women’s representatives for attaining the SDG targets as well as of the full and effective participation of indigenous peoples and local communities in global partnerships, in line with the UN Declaration on the rights of indigenous people; emphasises the need for youth-led initiatives, particularly in the Global South and in climate-affected regions;

    82. Recognises the vital and multifaceted roles that civil society organisations play in advancing the SDGs through locally-led, context-specific strategies that empower local actors and ensure broad-based, inclusive participation at all levels of society; calls, in this context, for deeper involvement of vulnerable communities in designing and monitoring SDG-related policies and for strengthened cooperation, resource mobilisation, and multi-stakeholder participation to advance the SDGs; calls for civil society participation and civic space in order to ensure that public funds are prevented from financing repressive regimes; stresses that access to structural funding is necessary for the effective participation of civil society in policy-making;

    83. Calls for better monitoring of SDG implementation at regional and local levels, including through support for voluntary local reviews; stresses the importance of improving the availability of reliable data and collecting and using data disaggregated by income, age, gender, disability and geography; emphasises the need to modernise statistics and strengthen data capacity-building in the countries of the Global South;

    84. Calls for the EU and its Member States to support global debt relief and debt restructuring for developing countries, particularly those in the Global South, taking into account the UN Trade and Development principles on promoting responsible sovereign lending and borrowing; calls, moreover, for comprehensive reforms of global financial institutions, including multilateral development banks, to enhance their effectiveness, equity and responsibility in supporting the implementation of the SDGs; emphasises that existing instruments and development banks, such as the European Bank for Reconstruction and Development, should be more in focus;

    85. Stresses the need to align the Neighbourhood, Development and International Cooperation Instrument – Global Europe, including Global Gateway programmes, with the SDGs, the Paris Agreement and human development indicators; calls for greater involvement of Parliament and for it to take a more active role in the scrutiny of Global Gateway programmes, guaranteeing their effectiveness and proper implementation;

    86. Insists that the Global Gateway initiative requires a more strategic and coordinated approach, incorporating strict criteria with the SDGs and the Paris Agreement goals and fundamental EU values, including human rights, good governance, democracy, transparency and environmental sustainability; recognises the potential of the Global Gateway to be able to contribute to sustainable development; stresses that it must be transparent in its planning process and have clear mechanisms for monitoring and evaluating its impact;

    87. Highlights the need for clearer communication, coordination and alignment of Global Gateway projects with existing EU development policies; stresses, in this context, that the EIB should intensify its collaboration with other international financial institutions and national development banks to maximise the impact of its interventions, while ensuring its activities fully align with the objectives of the Paris Agreement and the SDGs;

    88. Reiterates its strong call on the Commission and the Member States to strengthen cooperation with partners on fighting organised crime, corruption, illicit financial flows, harmful tax competition, tax avoidance and tax evasion; calls for the scaling-up of cooperation with developing countries on tax matters, including in terms of capacities, digitalisation, and the strengthening of their tax systems; welcomes the setting up of an intergovernmental process to adopt a UN convention on tax as a new global framework for international tax cooperation; highlights the pivotal role of progressive taxation in securing revenue to finance sustainable development; supports the decision of the G20 finance ministers to ensure that ultra-high net worth individuals are effectively taxed;

    Outlook

    89. Reiterates that the SDGs are the only globally agreed and comprehensive set of goals on the major challenges faced by both developed and developing countries and are the best tool for tackling the root causes of these challenges; stresses that the achievement of the 2030 Agenda is contingent on global collaboration and enhanced and accelerated action by all actors; calls on the EU to double down action and take the lead on advancing progress in these five years before the 2030 deadline in order to accelerate action to reverse the negative trends and foster a more just, peaceful and sustainable future for all;

    90. Emphasises that policy coherence for development is a binding obligation under Article 208 of the TFEU aiming at integrating the economic, social, and environmental dimensions of sustainable development at all stages of the policymaking cycle, in order to foster synergies across policy areas, identifying and reconciling potential trade-offs, as well as addressing the international spillover effects of EU policies;

    91. Highlights the opportunity provided by the SDGs to foster a sustainable, well-being and people-centred economy; emphasises the need for a comprehensive approach that ensures long-term sustainability and prosperity beyond 2030 in line with the diverse needs and circumstances of different countries;

    92. Welcomes the Pact for the Future which pledges 56 actions to accelerate and finance sustainable development, ensure that technology benefits people and the planet, invest in young people, support human rights and gender equality, and transform global governance; calls for the commitments made during the Summit of the Future and reflected in the Pact for the Future to be translated into concrete actions and measurable targets; urges the UN to begin preparing a comprehensive post-2030 Agenda strategy based on global commitment to sustainable development;

    93. Calls for implementation plans with concrete timelines for achieving the SDGs by 2030 and setting ambitious targets beyond; calls, in this regard, on the Commission to lead by example and develop a comprehensive strategy accompanied by a structured SDG implementation plan with clear and concrete targets; calls, moreover, for the next EU multiannual financial framework to be fully consistent with the SDGs;94.  Welcomes the EU’s first voluntary review of SDG implementation in 2023; considers that its conclusions can serve as a solid basis for a comprehensive EU SDG strategy, which should include an updated monitoring system that takes into account the EU’s internal and external impact on the SDG process; insists that such reviews become regular exercises and that their conclusions be taken into account in Commission proposals;

    95. Believes that successes in SDG progress should be made visible and lay the groundwork for formulating best practice for the achievement of the SDGs; stresses, in this context, the importance of inclusive digitalisation, including with regard to AI, building on the Global Digital Compact; welcomes the 2025 Human Development Report that focuses on this matter;

    °

    ° °

    96. Instructs its President to forward this resolution to the Council and the Commission, the Secretary General of the United Nations and the President of the United Nations General Assembly.

    MIL OSI Europe News

  • MIL-OSI: $HAREHOLDER ALERT: Class Action Attorney Juan Monteverde Investigates the Merger of SpartanNash Company (NASDAQ: SPTN)

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — Class Action Attorney Juan Monteverde with Monteverde & Associates PC (the “M&A Class Action Firm”), has recovered millions of dollars for shareholders and is recognized as a Top 50 Firm in the 2024 ISS Securities Class Action Services Report. The firm is headquartered at the Empire State Building in New York City and is investigating SpartanNash Company (NASDAQ: SPTN) related to its sale to C&S Wholesale Grocers for $26.90 per share in cash without interest to SpartanNash shareholders. Is it a fair deal?

    Click here for more info https://monteverdelaw.com/case/spartannash-company/. It is free and there is no cost or obligation to you.

    NOT ALL LAW FIRMS ARE EQUAL. Before you hire a law firm, you should talk to a lawyer and ask:

    1. Do you file class actions and go to Court?
    2. When was the last time you recovered money for shareholders?
    3. What cases did you recover money in and how much?

    About Monteverde & Associates PC

    Our firm litigates and has recovered money for shareholders…and we do it from our offices in the Empire State Building. We are a national class action securities firm with a successful track record in trial and appellate courts, including the U.S. Supreme Court. 

    No one is above the law. If you own common stock in the above listed company and have concerns or wish to obtain additional information free of charge, please visit our website or contact Juan Monteverde, Esq. either via e-mail at jmonteverde@monteverdelaw.com or by telephone at (212) 971-1341.

    Contact:
    Juan Monteverde, Esq.
    MONTEVERDE & ASSOCIATES PC
    The Empire State Building
    350 Fifth Ave. Suite 4740
    New York, NY 10118
    United States of America
    jmonteverde@monteverdelaw.com
    Tel: (212) 971-1341

    Attorney Advertising. (C) 2025 Monteverde & Associates PC. The law firm responsible for this advertisement is Monteverde & Associates PC (www.monteverdelaw.com).  Prior results do not guarantee a similar outcome with respect to any future matter.

    The MIL Network

  • MIL-OSI Europe: Written question – Education on legal awareness and protecting the land in the cross-border Alpine environment – E-002506/2025

    Source: European Parliament

    Question for written answer  E-002506/2025
    to the Commission
    Rule 144
    Giuseppe Antoci (The Left)

    The municipality of Borgo San Dalmazzo (Cuneo), located in a mountainous area near the French border and affected by extreme weather events like Storm Alex, has launched an initiative to create the ‘Cittadella a protezione del territorio delle Alpi Marittime’ (‘Citadel for the protection of the land in the Maritime Alps’). The aim is to host facilities for civil protection teams and the AIB volunteer corps[1].

    At the same time, the municipality plans to run educational projects to promote legal awareness and active citizenship, aimed particularly at young people, through interinstitutional partnerships, including at cross-border level.

    In the light of the above, can the Commission please answer the following:

    • 1.Are there any EU programmes and/or structural funds that can support local initiatives to promote legal awareness and active citizenship in mountain communities?
    • 2.Is there any funding for integrated projects for preventing hydrogeological instability, managing natural risks and enhancing natural capital in cross-border areas such as the Maritime Alps?

    Submitted: 23.6.2025

    • [1] Corpo Volontari Antincendi Boschivi (‘Forest Fire Volunteer Corps’).
    Last updated: 1 July 2025

    MIL OSI Europe News

  • MIL-OSI Security: Team of North Korean Remote IT Workers Indicted in Theft Scheme

    Source: US FBI

    FBI Atlanta Warns Public to Increase Hiring Scrutiny

    FBI Atlanta is warning the public about the threat of hiring Remote IT workers who use false identifications to conceal their true North Korean identities.

    Today, the Northern District of Georgia unsealed a five-count wire fraud and money laundering indictment charging four North Koreans, Kim Kwang Jin (김관진), Kang Tae Bok (강태복), Jong Pong Ju (정봉주) and Chang Nam Il (창남일), with a scheme to steal from two companies virtual currency, valued at over $900,000 at the time of the thefts, and to launder proceeds of those thefts. The defendants concealed their North Korean identities from their employers by providing the employers with false identification documents that contained stolen and fake identity information.

    In approximately December 2020 and May 2021, respectively, Kim Kwang Jin (using victim P.S.’s stolen identity) and Jong Pong Ju (using the alias “Bryan Cho”) were hired by a blockchain research and development company headquartered in Atlanta, Georgia, and a virtual token company based in Serbia. Both defendants concealed their North Korean identities from their employers by providing false identification documents containing a mix of stolen and fraudulent identity information. Later, on a recommendation from Jong Pong Ju, the Serbian company hired “Peter Xiao,” who in fact was Chang Nam Il.

    After gaining their employers’ trust, Kim Kwang Jin and Jong Pong Ju were assigned projects that provided them access to their employers’ virtual currency assets. In February 2022, Jong Pong Ju used that access to steal virtual currency worth approximately $175,000 at the time of the theft, sending it to a virtual currency address he controlled. In March 2022, Kim Kwang Jin stole virtual currency worth approximately $740,000 at the time of theft by modifying the source code of two of his employer’s smart contracts, then sending it to a virtual currency address he controlled.

    To launder the funds after the thefts, Kim Kwang Jin and Jong Pong Ju “mixed” the stolen funds, using the virtual currency mixer Tornado Cash, and then transferred the funds to virtual currency exchange accounts controlled by Kang Tae Bok and Chang Nam Il but held in the names of aliases. These accounts were opened using fraudulent Malaysian identification documents.

    According to the indictment, the defendants traveled to the United Arab Emirates on North Korean travel documents, along with other individuals, and worked together as a co-located team.

    Neither of the victim companies in this investigation would have hired the individuals had they known they were North Korean citizens. FBI Atlanta is warning the public about the threat of North Korean citizens who often apply for Remote IT roles as blockchain developers. These individuals often use multiple fake names, identity cards, and social media accounts to gain employment at numerous companies. Companies looking to hire Remote IT workers, especially for blockchain development, are encouraged to apply additional layers of scrutiny to their interview and hiring processes.

    Recommendations for Strengthening Remote-Hiring Processes

    • Implement identity-verification processes during interviewing, onboarding, and throughout the employment of any remote worker. Cross-check HR systems for other applicants with the same resume content and/or contact information. The FBI has observed in other instances that North Korean IT workers use artificial intelligence and face-swapping technology during video job interviews to obfuscate their true identities.
    • Educate HR staff, hiring managers, and development teams regarding the North Korean IT worker threat, specifically focusing on changes in address or payment platforms during the onboarding process.
    • Review each applicant’s communication accounts as North Korean IT workers have reused phone numbers (particularly voice-over-IP numbers) and email addresses on multiple resumes purportedly belonging to different applicants.
    • Verify third-party staffing firms conduct robust hiring practices and routinely audit those practices.
    • Use “soft” interview questions to ask applicants for specific details about their location or educational background. North Korean IT workers often claim to have attended non-US educational institutions.
    • Check applicant resumes for typos and unusual terminology.
    • Complete as much of the hiring and onboarding process as possible in person.

    Reporting: If you suspect you have been approached or victimized by a North Korean IT worker, the FBI recommends taking the following actions:

    • Report the suspicious activity to the FBI’s Internet Crime Complaint Center (IC3) at www.IC3.gov as quickly as possible.
    • Evaluate network activity from the suspected employee and their assigned device(s), and use internal intrusion-detection software to capture activity on the suspected device(s).

    Reference

    In 2022 and 2023, the United States, along with foreign partners, issued public advisories regarding how North Korean IT workers operate and provided red-flag indicators and due diligence measures for businesses to avoid hiring North Korean freelance developers. In May 2024, the FBI provided further guidance regarding North Korean IT workers and their use of witting and unwitting US-based individuals.

    MIL Security OSI

  • MIL-OSI: Houston American Energy Acquires Abundia Global Impact Group, Creating a Publicly Traded Innovator in Low-Carbon Fuels

    Source: GlobeNewswire (MIL-OSI)

    HOUSTON, TX, July 01, 2025 (GLOBE NEWSWIRE) — Houston American Energy Corp. (NYSE American: HUSA) (“HUSA” or the “Company”) has completed its acquisition of Abundia Global Impact Group, LLC (“AGIG”), creating a leading company focused on converting waste plastics into high-value, drop-in low-carbon fuels and chemical products.

    The combined company will be led by Abundia’s founder, Ed Gillespie, who will serve as Chief Executive Officer and will join the Board of Directors. This strategic acquisition leverages HUSA’s public market platform to accelerate Abundia’s growth, scale its technology and execute on its plan to develop large-scale recycling projects, beginning with a new facility planned for the U.S. Gulf Coast.

    “The completion of this acquisition represents a pivotal transformation for HUSA,” said Peter Longo, Chairman of the combined company. “Abundia has a commercially ready solution for converting waste into valuable fuels and chemicals, with a backlog of development opportunities utilizing proprietary technologies and key industry partnerships. This transaction gives HUSA shareholders a ready-made platform and project pipeline for future value generation as the fuel and chemical industries accelerate their adoption of low-carbon solutions and sustainable aviation fuel.”

    CEO of the combined company Ed Gillespie commented, “This is a landmark moment for Abundia and a major step forward for the renewable industry. Joining forces with HUSA and entering the public capital markets positions us to accelerate growth, scale our technology and expand our influence within the renewable and recycling industries. I am proud of the hard work and determination of both the AGIG and HUSA teams to finalize this transaction. We look forward to delivering shareholder value and critical technologies to reduce carbon emissions.”

    Key Highlights of the Combined Company

    • Targeting a Multi-Billion Dollar Market: Directly serves the growing global demand for renewable fuels, Sustainable Aviation Fuel (SAF), and recycled chemical feedstocks
    • Proprietary, Commercially Ready Technology: Utilizes a proven pyrolysis process to convert waste plastics into valuable, drop-in fuels and chemicals
    • Project Development: Near-term plans to develop a large-scale project in the U.S. Gulf Coast, which is a strategic location with access to waste feedstock and downstream customers, a large workforce and multiple transportation options

    Key Highlights of the Transaction

    • Proven Executive Leadership: The combined company will be led by:
      • Ed Gillespie, Chief Executive Officer and Board Member
      • Peter Longo, Chairman of the Board
      • Lucie Harwood, Chief Financial Officer
      • Joseph Gasik, Chief Operating Officer
    • Structure: Abundia Global Impact Group, a Delaware Limited Liability Company, will become a wholly-owned subsidiary of HUSA through an exchange of outstanding membership interests of AGIG for newly authorized shares of HUSA common stock.

    About Houston American Energy Corp.

    Houston American Energy Corp. is a renewable energy company focused on converting waste materials into valuable low-carbon fuels and chemicals. Through its proprietary pyrolysis technology, the company addresses the global plastic waste crisis while supplying high-demand products like sustainable aviation fuel and recycled feedstocks to the energy and chemical industries.

    Cautionary Note Regarding Forward-Looking Information: 

    This news release contains “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) 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. Forward-looking information generally is accompanied by words such as “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “should,” “would,” “plan,” “predict,” “potential,” “seem,” “seek,” “future,” “outlook” and similar expressions that predict or indicate future events or trends or that are not statements of historical matters. Forward-looking information is based on management’s current expectations and beliefs and is subject to a number of risks and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements. Forward-looking information in this news release includes, but is not limited to, statements about the future growth of the Company in the renewable energy industry and plans for new project development and facilities, the Company’s expectations with respect to the completed acquisition of AGIG (the “Acquisition”), including statements regarding the benefits of the Acquisition, the implied valuation of the Company, the products offered by the Company and the markets in which it operates, and the Company’s projected future results and market opportunities, as well as information with respect to the Company’s future operating results and business strategy. Actual results may differ materially from those indicated by these forward-looking statements as a result of a variety of factors, including, but not limited to: (i) risks and uncertainties impacting the Company’s business including, risks related to its current liquidity position and the need to obtain additional financing to support ongoing operations, the Company’s ability to continue as a going concern, the Company’s ability to maintain the listing of its common stock on NYSE American, the Company’s ability to predict its rate of growth, the Company’s ability to hire, retain and motivate employees, the effects of competition on the Company’s business, including price competition, technological, regulatory and legal developments, developments in the economy and financial markets, risks related to the Company’s ability to realize some or all of the anticipated benefits from the Acquisition, and (iii) other risks as set forth from time to time in the Company’s filings with the U.S. Securities and Exchange Commission.

    Readers are cautioned not to place undue reliance on these forward-looking statements. These forward-looking statements are provided for illustrative purposes only and are not intended to serve as a guarantee, an assurance, a prediction or a definitive statement of fact or probability. Actual events and circumstances are beyond the control of the Company.

    With respect to the forward-looking information contained in this news release, the Company has made numerous assumptions. While the Company considers these assumptions to be reasonable, these assumptions are inherently subject to significant business, economic, competitive, market and social uncertainties and contingencies. Additionally, there are known and unknown risk factors which could cause the Company’s actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking information contained herein. A complete discussion of the risks and uncertainties facing the Company’s business is disclosed in our Annual Report on Form 10-K and other filings with the SEC on www.sec.gov.

    All forward-looking information herein is qualified in its entirety by this cautionary statement, and the Company disclaims any obligation to revise or update any such forward-looking information or to publicly announce the result of any revisions to any of the forward-looking information contained herein to reflect future results, events or developments, except as required by law.

    For additional information, view the company’s website at www.houstonamerican.com or contact Houston American Energy Corp. at (713) 222-6966.

    The MIL Network

  • MIL-OSI: Houston American Energy Acquires Abundia Global Impact Group, Creating a Publicly Traded Innovator in Low-Carbon Fuels

    Source: GlobeNewswire (MIL-OSI)

    HOUSTON, TX, July 01, 2025 (GLOBE NEWSWIRE) — Houston American Energy Corp. (NYSE American: HUSA) (“HUSA” or the “Company”) has completed its acquisition of Abundia Global Impact Group, LLC (“AGIG”), creating a leading company focused on converting waste plastics into high-value, drop-in low-carbon fuels and chemical products.

    The combined company will be led by Abundia’s founder, Ed Gillespie, who will serve as Chief Executive Officer and will join the Board of Directors. This strategic acquisition leverages HUSA’s public market platform to accelerate Abundia’s growth, scale its technology and execute on its plan to develop large-scale recycling projects, beginning with a new facility planned for the U.S. Gulf Coast.

    “The completion of this acquisition represents a pivotal transformation for HUSA,” said Peter Longo, Chairman of the combined company. “Abundia has a commercially ready solution for converting waste into valuable fuels and chemicals, with a backlog of development opportunities utilizing proprietary technologies and key industry partnerships. This transaction gives HUSA shareholders a ready-made platform and project pipeline for future value generation as the fuel and chemical industries accelerate their adoption of low-carbon solutions and sustainable aviation fuel.”

    CEO of the combined company Ed Gillespie commented, “This is a landmark moment for Abundia and a major step forward for the renewable industry. Joining forces with HUSA and entering the public capital markets positions us to accelerate growth, scale our technology and expand our influence within the renewable and recycling industries. I am proud of the hard work and determination of both the AGIG and HUSA teams to finalize this transaction. We look forward to delivering shareholder value and critical technologies to reduce carbon emissions.”

    Key Highlights of the Combined Company

    • Targeting a Multi-Billion Dollar Market: Directly serves the growing global demand for renewable fuels, Sustainable Aviation Fuel (SAF), and recycled chemical feedstocks
    • Proprietary, Commercially Ready Technology: Utilizes a proven pyrolysis process to convert waste plastics into valuable, drop-in fuels and chemicals
    • Project Development: Near-term plans to develop a large-scale project in the U.S. Gulf Coast, which is a strategic location with access to waste feedstock and downstream customers, a large workforce and multiple transportation options

    Key Highlights of the Transaction

    • Proven Executive Leadership: The combined company will be led by:
      • Ed Gillespie, Chief Executive Officer and Board Member
      • Peter Longo, Chairman of the Board
      • Lucie Harwood, Chief Financial Officer
      • Joseph Gasik, Chief Operating Officer
    • Structure: Abundia Global Impact Group, a Delaware Limited Liability Company, will become a wholly-owned subsidiary of HUSA through an exchange of outstanding membership interests of AGIG for newly authorized shares of HUSA common stock.

    About Houston American Energy Corp.

    Houston American Energy Corp. is a renewable energy company focused on converting waste materials into valuable low-carbon fuels and chemicals. Through its proprietary pyrolysis technology, the company addresses the global plastic waste crisis while supplying high-demand products like sustainable aviation fuel and recycled feedstocks to the energy and chemical industries.

    Cautionary Note Regarding Forward-Looking Information: 

    This news release contains “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) 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. Forward-looking information generally is accompanied by words such as “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “should,” “would,” “plan,” “predict,” “potential,” “seem,” “seek,” “future,” “outlook” and similar expressions that predict or indicate future events or trends or that are not statements of historical matters. Forward-looking information is based on management’s current expectations and beliefs and is subject to a number of risks and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements. Forward-looking information in this news release includes, but is not limited to, statements about the future growth of the Company in the renewable energy industry and plans for new project development and facilities, the Company’s expectations with respect to the completed acquisition of AGIG (the “Acquisition”), including statements regarding the benefits of the Acquisition, the implied valuation of the Company, the products offered by the Company and the markets in which it operates, and the Company’s projected future results and market opportunities, as well as information with respect to the Company’s future operating results and business strategy. Actual results may differ materially from those indicated by these forward-looking statements as a result of a variety of factors, including, but not limited to: (i) risks and uncertainties impacting the Company’s business including, risks related to its current liquidity position and the need to obtain additional financing to support ongoing operations, the Company’s ability to continue as a going concern, the Company’s ability to maintain the listing of its common stock on NYSE American, the Company’s ability to predict its rate of growth, the Company’s ability to hire, retain and motivate employees, the effects of competition on the Company’s business, including price competition, technological, regulatory and legal developments, developments in the economy and financial markets, risks related to the Company’s ability to realize some or all of the anticipated benefits from the Acquisition, and (iii) other risks as set forth from time to time in the Company’s filings with the U.S. Securities and Exchange Commission.

    Readers are cautioned not to place undue reliance on these forward-looking statements. These forward-looking statements are provided for illustrative purposes only and are not intended to serve as a guarantee, an assurance, a prediction or a definitive statement of fact or probability. Actual events and circumstances are beyond the control of the Company.

    With respect to the forward-looking information contained in this news release, the Company has made numerous assumptions. While the Company considers these assumptions to be reasonable, these assumptions are inherently subject to significant business, economic, competitive, market and social uncertainties and contingencies. Additionally, there are known and unknown risk factors which could cause the Company’s actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking information contained herein. A complete discussion of the risks and uncertainties facing the Company’s business is disclosed in our Annual Report on Form 10-K and other filings with the SEC on www.sec.gov.

    All forward-looking information herein is qualified in its entirety by this cautionary statement, and the Company disclaims any obligation to revise or update any such forward-looking information or to publicly announce the result of any revisions to any of the forward-looking information contained herein to reflect future results, events or developments, except as required by law.

    For additional information, view the company’s website at www.houstonamerican.com or contact Houston American Energy Corp. at (713) 222-6966.

    The MIL Network

  • MIL-OSI: Global Gold Investments Offers Smart Strategies for Investing in Gold in 2025 To Enhance Your Family’s Financial Future

    Source: GlobeNewswire (MIL-OSI)

    Beverly Hills, CA, July 01, 2025 (GLOBE NEWSWIRE) — As families across the U.S. look for reliable ways to protect their financial future in 2025, expert guidance in gold investment has never been more critical. Global Gold Investments, a trusted leader in precious metals, is stepping forward with strategic solutions designed to help everyday Americans build a more secure financial legacy. From starting a Gold IRA to purchasing physical gold, the company provides customized options to help families navigate uncertain economic times with confidence.

    Safeguarding the value of wealth is more important than ever. At Global Gold Investments, the mission is simple yet powerful: to help clients protect and grow their family’s financial future. Recognizing that retirement savings represent a lifetime of dedication, the team takes a personalized approach—crafting strategies that not only meet but aim to exceed each client’s unique expectations.

    They understand that one of the smartest financial moves for 2025 is diversifying the investment portfolio. Gold and silver have long been valued for their ability to retain purchasing power and weather economic volatility. Incorporating gold and silver into the portfolio, either through direct purchase or a precious metals IRA, can help protect savings from inflation and market instability.

    Global Gold Investments makes it easy to begin this process. Whether the clients are new to gold or already have an IRA, their experts provide free portfolio analyses and help roll over high-risk retirement accounts into stable gold IRAs. Their commitment to educating clients and offering honest, tailored advice has earned them a reputation for excellence since 2006.

    For those interested in purchasing physical gold, the company offers expert insights into market trends and helps clients identify the best opportunities based on scarcity, demand, and long-term value. Every transaction is supported by 100% free shipping and insurance, and customers enjoy personalized consultations to guide their investment journey.

    “At Global Gold Investments, we understand how important your financial future is—not just for you, but for your family,” says a company representative. “That’s why we take the time to get to know every client and offer solutions that are built around their individual goals. Whether you’re rolling over a retirement account or buying your first gold coin, we’re here to make the process easy, transparent, and rewarding.”

    With a long-standing commitment to top-tier customer service, Global Gold Investments stands out for its one-on-one attention, professional integrity, and track record of client satisfaction. They’ve helped thousands of individuals secure their retirement through smart gold investments—and they’re ready to help many more in 2025.

    Those looking to financially secure their future can use their contact details below.

    About Global Gold Investments:

    Global Gold Investments, based in the United States, has been providing expert gold and silver investment solutions since 2006. Specializing in Gold IRAs, physical gold purchases, and diversified portfolio strategies, the company is known for exceptional service, experienced guidance, and a strong commitment to helping families secure their financial futures.

    Contact Details:

    Contact Person: Jimmy West

    Website: https://iragoldproof.com/

    Email: info@iragoldproof.com

    The MIL Network

  • MIL-OSI USA: Merkley, Salinas, Oregon Delegation Secure Over $2.2 Million Manufacturing Boost for OMEP

    Source: US Representative Andrea Salinas (OR-06)

    Merkley, Salinas Led Charge to Stop Elimination of Key Program for Oregon Manufacturing Extension Partnership

    Washington, D.C. – Oregon’s U.S. Senator Jeff Merkley and U.S. Representative Andrea Salinas (OR-06) announced today, alongside the Oregon delegation—Senator Ron Wyden and Representatives Suzanne Bonamici (OR-01), Val Hoyle (OR-04), Maxine Dexter (OR-03), and Janelle Bynum (OR-05)—that $2,217,708 is heading to the Oregon Manufacturing Extension Partnership (OMEP), which ensures the program can continue to support local manufacturers across the state.

    The federal funding comes from the National Institute of Standards and Technology (NIST) as a part of the Manufacturing Extension Partnership (MEP) program, which is essential to support public-private manufacturing partnerships. This collaboration is vital to help small-and medium-sized manufacturers grow by streamlining operations, develop new products and customers, expand and diversify markets, adopt new technology, and enhance value within supply chains while reducing their risk. In 2024 alone, the MEP program saved Oregon manufacturers $24 million and allowed them to create or retain 1,400 jobs across the state.

    When the Trump Administration moved to eliminate the MEP program earlier this year, Salinas led the Oregon delegation in condemning the decision and urgently pressed U.S. Department of Commerce Secretary Howard Lutnick to change course. Earlier in June, Merkley joined OMEP to hear directly from Oregon companies about how OMEP helps manufacturers grow and innovate. In a Senate Appropriations Committee hearing, Merkley doubled down on urging Secretary Lutnick to support Oregon and American manufacturers by continuing the MEP program. This sustained pressure from Merkley, Salinas, and the Oregon delegation caused the Commerce Department to reverse the elimination of the MEP program and release initial critical federal funding needed to support American manufacturing.

     “Let the protection of the MEP program be a lesson—standing up for the federal funding serving our communities is effective and imperative,” Merkley said. “It’s clear that when Oregon’s manufacturing industry does well, all Oregonians benefit. The release of this federal funding means the Oregon Manufacturing Extension Partnership can continue to provide local manufacturers with the support they need to grow, stay competitive in the global marketplace, and keep the engine of our economy going strong.”

    “I am glad to see funding restored for the Oregon Manufacturing Extension Partnership (OMEP), which plays a crucial role in our local economy, supporting good-paying jobs and ensuring that small and medium-sized businesses across the state can innovate and thrive,” said Salinas. “I led my Oregon delegation colleagues in a letter condemning the Trump Administration’s decision to eliminate this funding. Now, our manufacturers can continue building a stronger future for all Oregonians.” 

    “Make no mistake, battling for Oregon manufacturers and the local jobs with good wages they generate in our communities will always be a top priority,” Wyden said. “Our state’s manufacturers have earned this federal investment with their record of success. And I’m glad the teamwork with our delegation and manufacturers has produced this win that restored our state’s fair share of investment in this business sector and the Oregonians who work in it.” 

    “Oregon’s small- and medium-sized manufacturers are a critical part of our state’s economy, and they thrive when they have consistent, high-quality support to help them grow and stay competitive,” said Bonamici. “I’m pleased that NIST reversed course and restored funding for MEP Centers, including a five-year cooperative agreement with Oregon’s OMEP. This decision will give OMEP the stability it needs to keep delivering critical services, including workforce development, supply chain assistance, and process modernization. I’ll continue fighting to strengthen domestic manufacturing and support the workers and businesses that power it.”

    “I’m proud that this critical manufacturing program was protected after strong advocacy from our delegation,” said Hoyle. “It supports good-paying jobs, helps small manufacturers grow, and strengthens local economies across Oregon. This is exactly the kind of investment we need to support working-class people and keep Oregon’s economy moving forward.”

    “The Oregon Manufacturing Extension Partnership has a proven track record of strengthening our state’s manufacturing sector, creating good-paying jobs, and helping small and mid-sized manufacturers compete in an increasingly complicated global economy,” Dexter said. “I am grateful for Senator Merkley and Representative Salinas’ leadership in demanding Trump reverse the reckless decision to eliminate this critical program.”

     “The Trump Administration’s decision to eliminate the MEP program earlier this year was harmful to our economy and extremely misguided – so we fought it, and we won,” said Bynum. “This funding will provide local manufacturers with the support they need to continue creating jobs for our communities and ensure that our local businesses come out on top.”

    The Oregon delegation is encouraged by the Administration’s decision to continue investing in American manufacturing, and the lawmakers look forward to the Commerce Department’s ongoing support for this critical industry. Oregon manufacturers contribute nearly $40 billion to the state’s economy and support over 175,000 good paying jobs, and OMEP plays a significant role in the manufacturing sector’s success. According to OMEP, their efforts support 530 businesses across the entire state, and it has delivered $3.9 billion in direct economic impact over the past 10 years. In 2024 alone, OMEP leveraged $2.2 million in funding to support $165.6 million in private investment—a 75:1 return on investment for U.S. taxpayers.

    “On behalf of OMEP, I want to extend my sincere thanks to Senator Jeff Merkley, his team, and the entire Oregon congressional delegation for their steadfast support in securing one year of federal funding through the Hollings Manufacturing Extension Partnership,” said Mike Vanier, OMEP President. “Without their advocacy, this funding would have most likely been cut, but their efforts reflect a strong, ongoing commitment to supporting small and medium-sized manufacturers across Oregon. This investment ensures we can continue delivering expert consulting services to help manufacturers improve performance, grow sales, strengthen their workforce, and stay competitive in a rapidly evolving global market. We are deeply grateful for their leadership and dedication to Oregon’s manufacturing community.”

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    MIL OSI USA News

  • MIL-OSI: Industry giant SunnyMining redefines cloud mining: making crypto mining as easy as using an app

    Source: GlobeNewswire (MIL-OSI)

    New York City, NY, July 01, 2025 (GLOBE NEWSWIRE) — When it comes to “mining”, many people still think that they must buy mining machines, understand technology, and keep an eye on the market. But SunnyMining is subverting this traditional perception: “You can easily earn BTC and XRP every day without buying mining machines or understanding blockchain.”

    As a technology leader in the field of cloud mining, SunnyMining uses AI computing power scheduling, green energy data centers and global node deployment to make mining as convenient as using an app. From registration, contract selection to daily settlement, everyone can easily participate.

    Why is SunnyMining “simpler”?

    No equipment, easy to get started: Register to receive $15 free computing power and start mining mainstream currencies such as BTC, LTC, DOGE, etc.

    Automatic system operation: No manual intervention is required, the platform automatically adjusts the computing power according to market dynamics to maximize the efficiency of revenue.

    Multi-terminal support, mining at any time: Supports web, mobile browser and official App operations, whether you are in front of the computer, on the phone or on the road, mining can be easily carried out

    Daily settlement, transparent arrival: All revenue systems are settled daily, progress can be checked, and operations can be controlled.

    Multi-language support, serving the world: SunnyMining currently covers 195 countries, supports multi-language interfaces and 24-hour customer service response.

    A new era of mining: from tech game to mass portal

    SunnyMining believes that mining should not be a threshold, but a “digital income channel” that everyone can access – as natural as using daily applications.

    Relying on intelligent scheduling systems, fully managed cloud nodes and green energy infrastructure, the platform has covered 195 countries around the world, allowing users to start mining without equipment configuration or technical background. They only need to register to start mining, the system runs automatically, and the income is credited daily.

    Free contracts are not a “gimmick”, but a practical starting point

    In the field of mining, “free” is often questioned as a marketing trick, but the $15 registration computing power reward provided by SunnyMining is truly usable, visible, and profitable.

    After registration, users can try out mainstream currencies such as BTC, DOGE, and LTC without any investment, and daily income will be automatically settled in the account. The platform also provides a daily sign-in reward mechanism to continuously encourage novice experience.

    It’s actually very simple to start mining. It only takes three steps

    1. Open SunnyMining official website
    Go to sunnymining.com and register an account with your email.
    2. Receive $15 free computing power
    After registration, you can directly receive free mining rewards and choose BTC, DOGE, XRP and other currencies to start the experience.
    3. Wait for the income to arrive every day
    The system automatically mines and settles every day. You don’t need to do anything, and the income is directly sent to your account.

    Diversified contract options, free configuration of investment rhythm

    Novice experience contract: investment amount: $100, contract period: 2 days, daily income $4, total net profit: $100+$8.
    DOGE-Classic Contract Plan investment amount: $600, contract period: 7 days, daily income $7.8, total net profit: $600+$54.6
    DOGE-Classic Contract Plan: investment amount: $1,200, contract period: 10 days, daily income $16.08, total net profit: $1,300 + $160.8.
    BTC-Intermediate Contract Program: investment amount: $3000, contract period: 16 days, daily income $41.7, total net profit: $3000 + $667.2.
    BTC-Intermediate Contract Program: investment amount: $8000, contract period: 27 days, daily income $119.02, total net profit: $8000 +$3218.
    BTC-Advanced Contract Program: Investment amount: $12,000, contract period: 35 days, daily income $184.8, total net profit: $12,000 + $6468.
    BTC-Advanced Contract Program: Investment amount: $23,000, contract period: 42 days, daily income $365.7, total net profit $23,000 + $15359.4.

    Users can freely choose according to budget, cycle and preference. There is no need for complex configuration. The system will automatically execute and the income will be credited to the account daily.

    It is not just a platform, but also a digital economic distribution system

    SunnyMining’s intelligent system will automatically adjust mining strategies according to market and computing power changes, so that every computing power can bring the highest possible returns.
    McAfee® and Cloudflare® provide bank-level security protection to ensure the stability of user assets and full data encryption.
    What users see is an App-level experience with automatic settlement in the background and one-click operation in the front end. The complex on-chain calculation and security mechanism are encapsulated into a simple system of “light operation + daily income”.

    Sustainability is not only about environmental protection, but also about long-termism

    SunnyMining achieves low-energy and high-efficiency mining operations by deploying green energy infrastructure around the world, combining wind power, hydropower and AI computing power scheduling.
    Unlike traditional “high-energy consumption, high-profit” cyclical mining, SunnyMining is promoting the transformation to an intelligent, environmentally friendly and sustainable revenue model.

    Redefining “Who can mine”

    SunnyMining not only lowers the threshold for mining, but also completely reshapes the way to participate in mining. Through a smarter, greener and easier-to-use system, it is truly returning the right to obtain digital assets to every ordinary person.
    For more details, please visit SunnyMining official website: https://www.sunnymining.com/
    Download APP: https://sunnymining.com/download/

    Media Contact
    SunnyMining
    info@sunnymining.com

    Disclaimer: The information provided in this press release is not a solicitation for investment, nor is it intended as investment advice, financial advice, or trading advice. Cryptocurrency mining and staking involve risk. There is potential for loss of funds. It is strongly recommended you practice due diligence, including consultation with a professional financial advisor, before investing in or trading cryptocurrency and securities.

    Attachment

    The MIL Network

  • MIL-OSI USA: Congressmembers Langworthy and Stefanik Introduce SAFER at the Border Act to Block Dangerous Migrants Exploiting Biden-era Loopholes

    Source: US Congressman Nick Langworthy (NY-23)

    WASHINGTON, D.C. – Congressmembers Nick Langworthy (NY-23) and Elise Stefanik (NY-21) introduced the Safeguarding Americans from Extreme Risk (SAFER) at the Border Act, legislation aimed at closing dangerous loopholes left wide open by the Biden administration and restoring strict vetting protocols to ensure extremists and criminals are kept out of the United States.

     

    “My constituents are fed up with the flood of murderers, terrorists, and dangerous individuals that poured into our communities across New York State—all because of the reckless, failed open-border policies of the Biden administration,” said Congressman Langworthy. “A nation without secure borders is a nation in decline, and it’s time we take bold, decisive action to reverse the chaos of the last four years.”

     

    He continued, “The SAFER at the Border Act answers the urgent call from Border Czar Tom Homan, who has sounded the alarm on the unprecedented number of illegal aliens who entered our country under the Biden administration from high-risk countries like Iran. This legislation is about protecting American families from threats that never should have made it onto our soil in the first place.”

     

    “The Worst Governor in America Kathy Hochul embraced and fully supported Joe Biden’s catastrophic open border policies. She has put all New Yorkers at risk by prioritizing illegals first and New Yorkers LAST with her sanctuary state policies,” Chairwoman Stefanik said. “Today, I am announcing I am co-leading the SAFER at the Border Act with Congressman Nick Langworthy to keep dangerous criminal illegals from terrorizing New York and our nation’s streets. The legislation closes loopholes that were exploited by Kathy Hochul’s failed policies and Joe Biden’s reckless abuse of immigration parole. Terrorists, transnational criminals, and dangerous foreign nationals invaded our sovereign nation under the corrupt and failed leadership of Kathy Hochul. We must put law-abiding New Yorkers first and secure our borders.”

     

    Specifically, the SAFER at The Border Act would:

     

    • Prohibit parole for high-risk aliens: The bill bars the Secretary of Homeland Security from granting immigration parole to individuals who pose national security or public safety risks—such as known terrorists, members of transnational criminal organizations, or those flagged in federal threat databases.
    • Closes loopholes for refugee parole: It prohibits parole of refugees into the United States outside of the established refugee admission process, preventing the administration from using broad parole authority to bypass standard vetting and security protocols.
    • Targets national security threats in immigration law: The bill ensures that individuals with ties to terrorism, espionage, or foreign criminal networks are flagged and blocked from entering the U.S., reinforcing existing inadmissibility standards with clear statutory guardrails.

     

    The full text of the legislation can be found here.

     

    Original cosponsors of this legislation include Reps. Michael Cloud (TX), Chuck Edwards (NC), Gabe Evans (CO), Chuck Fleischmann (TN), Michael Guest (MS), Nicole Malliotakis (NY), Andy Ogles (TN), Michael Rulli (OH), Mike Simpson (ID), Pete Stauber (NY), Elise Stefanik (NY), Scott DesJarlais (TN), and Claudia Tenney (NY).

     

    The SAFER at The Border Act is supported by the Immigration Accountability Project, Federation for American Immigration Reform (FAIR), and America First Policy Institute (AFPI).

     

    While the country is no longer facing the mass release of illegal aliens into the country under the guise of ‘humanitarian parole’, Congress must act to prevent this kind of abuse from happening again. In light of reports that the Biden Administration released suspected terrorists into the interior during the border crisis, Congress must change the law so that no known or suspected terrorists can ever be granted humanitarian parole. The SAFER at the Border Act prioritizes safeguarding American communities by prohibiting parole for individuals deemed dangerous, including those associated with espionage, sabotage, terrorism, or serious criminal activities. The Immigration Accountability Project applauds Senator Daines and Congressman Langworthy for this effort to help bring sanity and security back to the immigration system,”saidGrant Newman, Director of Government Relations, Immigration Accountability Project.

     

    “For the last four years, suspected terrorists were encountered at our borders in record numbers and special interest aliens flooded into the country, putting the interests of illegal aliens over protecting our national security. As a result of the Biden Administration’s catch-and-release policies and abuse of parole, dangerous aliens were more likely than ever before to slip through the cracks. Limiting the DHS Secretary from paroling aliens designated as terrorists, suspected terrorists, or special interest aliens is a commonsense step. FAIR is proud to support this crucial bill to help ensure the safety of American citizens and protect against the abuse of our immigration laws,”said Joe Chatham, Director of Government Relations, FAIR.

     

    “Border security is national security, and our open southern border has significantly increased our Nation’s vulnerability to terrorist attacks. An unprecedented number of terrorists, special interest aliens, and cartel members have exploited the Biden Administration’s failed border strategy and been released into American communities. We must reverse course from these disastrous policies, secure our border, and stop these national security and public safety threats from entering our Nation. The Safeguarding Americans from Extremist Risk (SAFER) at the Border Act empowers the Department of Homeland Security to protect American families,” said Chad Wolf, former acting Secretary of the Department of Homeland Security and Executive Director of the America First Policy Institute.

     

    Read the exclusive here.

      

    ###

    MIL OSI USA News

  • Hardeep Singh Puri highlights India’s economic milestones and reforms at ICAI Foundation Day

    Source: Government of India

    Source: Government of India (4)

    Union Minister for Petroleum and Natural Gas, Hardeep Singh Puri, on Tuesday outlined India’s remarkable economic transformation over the past eleven years, crediting bold policy reforms, robust governance, and far-reaching social welfare measures for propelling the country from the world’s eleventh largest economy in 2014 to the fourth largest today.

    Addressing the 77th Foundation Day of the Institute of Chartered Accountants of India (ICAI) at Bharat Mandapam in New Delhi, Puri noted that India’s GDP has more than doubled, from USD 2.1 trillion in 2014 to USD 4.3 trillion in 2025. He said India has recently surpassed Japan and is on track to overtake Germany by 2030 to become the world’s third-largest economy.

    Reflecting on a decade of extensive welfare programmes, the Minister highlighted that over 27 crore citizens have been lifted out of multidimensional poverty, nearly four crore homes have been sanctioned under the Pradhan Mantri Awas Yojana, and more than 15 crore rural households now have access to piped drinking water through the Jal Jeevan Mission. Health coverage under Ayushman Bharat now benefits over 70 crore people, providing ₹5 lakh insurance per family each year.

    Puri also underscored India’s ability to attract foreign investment, citing USD 748 billion in foreign direct investment inflows between 2014 and 2025—an increase of 143% over the previous decade—and the rise in source countries from 89 to 112. Landmark economic measures such as the Insolvency and Bankruptcy Code, Production-Linked Incentive schemes, Goods and Services Tax, and Direct Benefit Transfers, along with the removal of over 25,000 compliances and 1,400 outdated laws, have further strengthened India’s business environment.

    The Minister pointed to significant improvements in tax administration, with the number of annual income tax returns filed more than doubling from 3.6 crore in FY 2013–14 to 8.5 crore in FY 2024–25. He noted that 95% of these returns are now processed within 30 days, helping ensure that every tax rupee translates into social benefits such as LPG connections for households, medicines for the underprivileged, rural electrification, pensions for senior citizens, and jobs for the youth.

    Highlighting the resilience of India’s banking sector, Puri said gross non-performing assets of scheduled commercial banks have fallen from 14.58% in FY 2017–18 to below 3% in FY 2024–25. He also noted that India’s digital economy continues to expand rapidly, with the Unified Payments Interface (UPI) handling nearly 50% of the world’s real-time digital transactions and serving over 500 million active users. India’s fintech adoption now stands at 87%, compared to a global average of 67%, driven by widespread access to digital identity and mobile connectivity.

    Among flagship initiatives, the Minister lauded the success of the Pradhan Mantri Ujjwala Yojana, which has delivered more than 16.5 crore LPG connections since 2014. This has empowered women, improved health by reducing indoor air pollution, and enhanced public welfare. The Oil & Gas sector’s robust growth was reflected in the doubling of the market capitalization of Public Sector Undertakings (PSUs) to ₹8.79 lakh crore since 2014.

    Looking ahead, Puri urged chartered accountants to embrace new technologies such as artificial intelligence and advanced analytics to automate routine tasks and focus on delivering strategic insights. “Embracing AI is no longer optional—it is essential for staying competitive and innovative in today’s evolving financial world,” he said.

    Puri called on the ICAI community to uphold the values of transparency, efficiency, and accountability as India advances towards its goal of becoming a developed nation by 2047. “On this special day, remember that your profession has the power to protect and sustain our economy. Your dedication is vital for building Viksit Bharat,” he said.

  • MIL-OSI Russia: Yuri Trutnev: Sakhalin Region will be presented as an energy and logistics center of the Asia-Pacific region on the “Far East Street” within the framework of the EEF

    Translation. Region: Russian Federal

    Source: Government of the Russian Federation – An important disclaimer is at the bottom of this article.

    Sakhalin Region will traditionally be one of the participants in the Far East Street exhibition, which will be held from September 3 to 9 as part of the tenth, anniversary Eastern Economic Forum – 2025 in Vladivostok. The exhibition is organized by the Roscongress Foundation with the support of the Office of the Plenipotentiary Representative of the President of Russia in the Far Eastern Federal District. The only island region in the country will present information about its main investment and social projects, history and culture, and will also talk about the development of unmanned aviation.

    “Sakhalin Oblast is one of the leading regions in the Far East in terms of attracting investment. In the national investment climate rating, Sakhalin Oblast ranks first in the Far Eastern Federal District and fourth in the country. There is growth in the manufacturing industry, coal industry, and construction. Entrepreneurs can take advantage of the benefits of the priority development area, free port, and preferential regime on the Kuril Islands. The region is actively developing scientific and technologically. An international-level campus is being created on the instructions of the President. An engineering school and an electrical engineering laboratory are operating, the first stage of the Oil and Gas Industrial Park has been launched, and a research and production center for the development of unmanned systems has been created. This and much more allows us to create new production facilities, attract new personnel, and train young specialists. Thanks to the master plan, the urban environment of Yuzhno-Sakhalinsk is changing. I am sure that the region has something to show and be proud of,” emphasized Deputy Prime Minister and Presidential Plenipotentiary Representative in the Far Eastern Federal District Yuri Trutnev.

    The main pavilion of the Sakhalin Region on the “Far East Street” will be made in the form of waves. This year it will be decorated with installations on the theme of logistics: a hydrogen train, a UAV, an airplane and the port of Korsakov. Next to it there will be an investor’s pavilion in the form of a scallop shell.

    “The Eastern Economic Forum has long been an important platform for the Sakhalin Region to develop the region’s economy. Over the past five years, we have signed more than 60 agreements here, which will create 5.7 thousand jobs, and launch key projects in energy, transport, and education. Among them are the modernization of the electric grid complex, the development of hydrogen energy, the continuation of gasification of the region, the modernization of port infrastructure, the construction of clinics, and the development of science as part of the construction of the SakhalinTech campus. It is important for us that Sakhalin and the Kuril Islands become increasingly attractive for living, and that comfort for residents and visitors to the region grows. And we will consistently continue this work in the future,” said Sakhalin Region Governor Valery Limarenko.

    An installation dedicated to the 80th anniversary of Victory in the Great Patriotic War will be placed inside the pavilion. The exhibition “Roads of Victory” will tell about the Yuzhno-Sakhalinsk operation and the landing on Shumshu. It is planned to show a film about the expedition to the island, videos about reconstructions of battles in the Kholmsky and Smirnykhovsky districts.

    “On the instructions of the President of the Russian Federation Vladimir Vladimirovich Putin, we are creating a memorial complex on Shumshu Island dedicated to the Kuril landing operation. Shumshu is one of the islands of the Kuril chain. In fact, World War II ended there. The Kwantung Army was defeated. Our soldiers defeated the superior forces of the enemy, demonstrated mass heroism, landed in the water with full equipment and attacked tanks and firing points that were on the heights. This is one of the most significant pages in our history,” concluded Yuri Trutnev.

    In the Tourism zone, new programs will be presented: military-historical tours “Battle for Shumshu” and “Liberation of the South of Sakhalin”, seasonal offers for winter and summer recreation, as well as gastronomic tours and the “Far East – Land of Adventure” project.

    The Sakhalin – Showcase of Russia zone will showcase key projects of the master plan for the first belt of the agglomeration, as well as the main areas of development of the region: medicine, science and education, logistics, culture, and the urban environment.

    The results of the decade of work of the Sakhalin Region Development Corporation will be presented in a separate zone. With the help of multimedia technologies, the exposition will present the results of the organization’s work over 10 years, including the initiatives of the Merci Agro Sakhalin livestock complex, the Gorizont residential complex, the Uyun territory development project, the agropark and the oil service park.

    The UAV and BEK zone will tell about how the island region strives to become a leader in Russia in the implementation of unmanned aircraft systems. This topic will be dedicated to a separate exposition aimed at promoting Sakhalin’s achievements in this area.

    In 2025, Sakhalin Oblast plans to hold three international forums – Wings of Sakhalin, Energy of Sakhalin and Islands of Sustainable Development: Climate Aspect – at a new venue – the Pushisty drone port. The Sakhalin Expo exposition will be dedicated to the development of congress and exhibition activities in the region.

    Next to the main pavilion there will be a stand “Made in Sakhalin”. The exposition will present regional brands – clothes, jewelry, souvenirs, gastronomic products, health products, and achievements of the film industry and computer graphics will also be demonstrated. The pavilion’s design will include works by Sakhalin photographers and musicians, as well as various murals, including an image of the Aniva lighthouse – the unofficial symbol of the region.

    The art object “Happy Motherhood” will also be exhibited, symbolizing family values. 2025 has been declared the Year of Happy Motherhood on the islands. The regional government’s social block is paying special attention to solving the demographic issue and creating conditions under which women can successfully combine motherhood with professional activity, without sacrificing either their career or family.

    This year, the cultural program of the Sakhalin Region is aimed at popularizing the work of local authors and musicians. Songs by Sakhalin composer and poet Georgy Zobov will be presented, performed by artists of the Variety Academy, accompanied by the dance studio “Aritmiya” and the group Dreambox. The duet “Vishnya” will present a combination of electronic music, songs and ethnic music. The ensemble of the Variety Academy of Larisa Dolina will perform cover versions of famous hits of the Russian variety art. Stilt walkers of the theater studio 2233 will also perform for the guests.

    In addition, the regional delegation will present a series of unique performances called “Sea Meditation”. For three days, Sakhalin artist Konstantin Kolupaev will create paintings dedicated to the beauty and power of nature on a huge canvas using unique techniques. Spectators will be able to watch the master at work.

    As part of the sports program, Sakhalin Oblast plans to organize an interactive platform using VR glasses, where you can try alpine skiing, ski jumping or parachuting. There will be a chess platform called “Beat the Champion.”

    The 10th Eastern Economic Forum will be held on September 3–6 at the campus of the Far Eastern Federal University in Vladivostok. During these days, the exhibition will be available to forum participants, and on September 7, 8, and 9, it will be open to everyone. The EEF is organized by the Roscongress Foundation.

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

    MIL OSI Russia News

  • MIL-OSI Video: “It’s time to use technology to solve the problem.”: Siemens Healthineers CEO

    Source: World Economic Forum (video statements)

    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/ 
    Twitter ► https://twitter.com/wef
    LinkedIn ► https://www.linkedin.com/company/world-economic-forum
    TikTok ► https://www.tiktok.com/@worldeconomicforum
    Flipboard ► https://flipboard.com/@WEF

    #WorldEconomicForum

    https://www.youtube.com/shorts/yRSSe3b6SPY

    MIL OSI Video

  • MIL-OSI: Banco Santander Chile welcomes Andrés Trautmann Buc as the Bank’s New CEO and Country Head

    Source: GlobeNewswire (MIL-OSI)

    SANTIAGO, Chile, July 01, 2025 (GLOBE NEWSWIRE) — (NYSE: BSAC; SSE: Bsantander). Andrés Trautmann Buc was officially welcomed as the new CEO and Country Head of Banco Santander Chile (“Santander Chile” or the “Company”), an appointment previously announced last February, in the presence of Héctor Grisi, CEO of Banco Santander. Trautmann thus replaces Román Blanco, who is leaving the Chilean subsidiary after a successful tenure with the bank.

    At the meeting, which was attended via streaming by all employees across the country, Grisi thanked Román Blanco for his work over the years, highlighting the strong position of the Chilean subsidiary in terms of results and market share. “The Group is proud to have a bank like Santander Chile: number one in loans, with practically one in three SMEs in the country as a client, and an ROE of 25.9% in a highly competitive environment. We must be Best in Class in each of the markets in which we operate, and to achieve this, it is essential to combine our local presence with the strength of our global scale. That is our greatest strength; we have exceptional teams and a solid culture. Developing it to its full potential is the great challenge we face.” Thus, the executive addressed the bank’s employees, asking them to “give Andrés the same support they gave Román, because having a team that supports him is essential.”

    For his part, Trautmann stated, “I am deeply proud to represent Santander Chile in this new position, a leading bank in the local industry that has made significant contributions to the Group’s global objectives. I know I have a first-class team with whom we will continue to dedicate ourselves strongly to supporting the progress of people and companies with innovative products and services that make their daily lives easier and boost the development of their businesses.”

    In his first appearance as CEO and country head, Trautmann emphasized that “Santander is present in key markets in Europe and the Americas. One of our key goals is precisely to leverage this global capacity and, through our experience and market knowledge, contribute to the growth of Chilean companies that are the driving force of our economy. We also want our more than 4.3 million customers to have a similar service experience in the different geographical areas where the Group operates, so that they feel part of an international entity. This is what they can experience today through the Work/Café branch network deployed in more than nine countries.”

    For his part, Román Blanco stated that “over these three years, we have made great progress in a context where digital banking is advancing rapidly. In this context, we strengthened the growth of Getnet, also adding new features, and Santander Consumer Finance, in addition to the launch of digital accounts and new ways of serving our customers, such as the Work/Café Expresso model.” The executive concluded by thanking “everyone who has been part of this journey over these three years and who has made it possible to accomplish all these achievements. Chile is a country of multiple opportunities and great growth potential. I am convinced that Santander is in the best hands, because through Andrés’s leadership, his business vision, and his ability to work as a team, they will be able to face the new challenges of this industry and achieve the goals we have set for ourselves.”

    Local Perspective with International Experience
    Trautmann, who holds a degree in Business Administration from the University of Chile, has a distinguished career at Santander, having joined the Group in 2007. He began his career as Head of Institutional and Corporate Sales at Santander Chile, then, between 2010 and 2012, he was in charge of Structured Products Sales in London for Santander UK. From 2013 to 2018, he was responsible for Andean Region Sales for Goldman Sachs in New York. That year, he assumed the position of Head of Markets for Santander’s local subsidiary until 2021, when he was appointed Executive Vice President of CIB at Santander Chile, a global division that supports corporate and institutional clients with high-value-added services, products, and solutions.

    From his initial position at Markets, he has led significant achievements such as tripling the growth of the Sales and Trading business and then, from CIB, the Investment Banking area, also driving the expansion of CIB products in large companies, leveraging the global capabilities of the Santander Group. Recently, the executive has also added the Corporate and Institutional Banking and Santander Consumer Finance businesses to his responsibilities, which has given him a comprehensive view of the bank’s management.

    As of March 31, 2025, the bank had total assets of Ch$67,059,423 million (US$70,284 million), total gross loans (including those owed by banks) at amortized cost of Ch$41,098,666 million (US$43,075 million), total deposits of Ch$30,607,715 million (US$32,080 million), and bank owners’ equity of Ch$4,400,233 million (US$4,612 million). The BIS capital ratio was 16.9%, with a core capital ratio of 10.7%. As of March 31, 2025, Santander Chile employed 8,712 people and had 237 branches throughout Chile. Banco Santander Chile is one of the companies with the highest risk ratings in Latin America, with an A2 rating from Moody’s, A- from Standard & Poor’s, A+ from the Japan Credit Rating Agency, AA- from HR Ratings, and A from KBRA. All of our ratings have a stable outlook as of the date of this report.

    CONTACT INFORMATION
    Investor Relations
    Banco Santander Chile
    Bandera 140, Floor 20
    Santiago, Chile
    (562) 26483583

    Email: irelations@santander.cl
    Website: www.santander.cl

    The MIL Network

  • MIL-OSI: Little Pepe Surpasses $3,000,000 Presale Milestone, Ignites Hype Across EVM Layer 2 Meme Space

    Source: GlobeNewswire (MIL-OSI)

    DUBAI, United Arab Emirates, July 01, 2025 (GLOBE NEWSWIRE) — Viral meme token LILPEPE has already raised over $3 million and is currently in its 4th presale stage, priced at just $0.0013. It’s shaking up the EVM Layer 2 space by merging meme culture with serious blockchain utility—offering lightning-fast transactions, ultra-low fees, and full Ethereum compatibility through the Little Pepe Chain. This innovative blend of virality and infrastructure positions $LILPEPE as a standout project in the next generation of meme space.

    Little Pepe: A New Era of Meme Token Beyond the Hype

    Meme coins have long been viewed as novelty acts—fun, speculative assets with little intrinsic value. But times are changing, and Little Pepe is leading that transformation. Designed from the ground up as a high-speed, low-cost Layer 2 blockchain, the Little Pepe sets a new technical standard while embracing the energy and virality of meme culture.

    Where most meme coins rely solely on community-driven momentum, Little Pepe fuses utility and scalability, making $LILPEPE a token with a real role to play. Built as an ERC-20 token on the Little Pepe, $LILPEPE is more than just a meme fun—it’s the token of a growing ecosystem.

    EVM-Compatible Layer 2: Speed Meets Scalability

    The Layer 2 ecosystem has gained major traction in recent years, especially as Ethereum continues to face scalability and gas fee challenges. Little Pepe addresses those concerns head-on with a network engineered for efficiency. EVM compatibility ensures seamless integration with existing Ethereum-based dApps and wallets, making it easy for developers and users alike to migrate or interact without friction.

    This design choice positions the Little Pepe not just as another Layer 2 solution, but as a meme-powered blockchain that doesn’t sacrifice performance. Its lightning-fast transactions and near-zero gas fees mean users can transact, play, mint, or trade without ever worrying.

    $LILPEPE Presale: Over $3 Million Raised

    $LILPEPE’s presale performance can be a strong indicator of long-term growth. Little Pepe has already crossed the $3 million mark in presale funding, currently sitting in Stage 4. This surge of capital has come from many crypto whales.

    More so, the presale is exclusively available via littlepepe.com, giving investors a chance to get in early before listing on the exchanges. With four stages already underway and a growing community behind it, the momentum is clear.

    Viral Meme Token $LILPEPE

    Timing in crypto is everything, and $LILPEPE arrives at a critical inflection point. Meme coins like PEPE, SHIB, and DOGE have shown that massive gains are possible, but also highlighted the volatility of hype-driven assets. By building real infrastructure beneath the meme, Little Pepe is aiming for something more sustainable.

    The crypto world is hungry for innovation, but also for culture—and Little Pepe provides both. Its blend of humor, decentralization, and technical performance may well mark the arrival of the next big crypto narrative: meme coins with purpose.

    Furthermore, whether you’re a meme enthusiast, a DeFi investor, or someone scouting the next big altcoin breakout, Little Pepe offers something rare in this market: a reason to believe that fun, function, and finance can coexist. With over $3 million raised, a powerful utility token, and a purpose-built Layer 2 chain, $LILPEPE may be early—but it’s already unstoppable.

    About Little Pepe

    Little Pepe is a next-gen Layer 2 blockchain designed to merge meme culture with high-speed, low-cost decentralized infrastructure. Built for scalability, security, and accessibility, Little Pepe supports EVM-compatible applications and is powered by means of the $LILPEPE token. The project’s mission is to create a meme coin environment wherein utility meets virality, empowering users through cutting-edge technology and lightning-fast transactions.

    For more information:
    Website: https://littlepepe.com/
    Telegram: https://t.me/littlepepetoken
    Twitter: https://x.com/littlepepetoken

    Contact Details:
    COO-James Stephen
    media@littlepepe.com

    Disclaimer: This content is provided by Little Pepe. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. We do not guarantee any claims, statements, or promises made in this article. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing in crypto and mining-related opportunities involves significant risks, including the potential loss of capital. It is possible to lose all your capital. These products may not be suitable for everyone, and you should ensure that you understand the risks involved. Seek independent advice if necessary. Speculate only with funds that you can afford to lose. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector—including cryptocurrency, NFTs, and mining—complete accuracy cannot always be guaranteed. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility. GlobeNewswire does not endorse any content on this page.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We assume no responsibility for any inaccuracies, errors, or omissions. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/4cbb184f-d963-4852-a67a-486c5bb4b5bb

    The MIL Network

  • MIL-OSI Economics: Podcast: Microsoft EVP Rajesh Jha on leading with courage in the AI era

    Source: Microsoft

    Headline: Podcast: Microsoft EVP Rajesh Jha on leading with courage in the AI era

    MOLLY WOOD: That was Rajesh Jha, Microsoft’s Executive Vice President for Experiences and Devices. As a key figure at the helm of Microsoft’s product innovation, he leads a team of tens of thousands of people around the world who have worked to integrate AI into Windows and tools like Microsoft 365, Teams, and more. He’s also a key member of the company’s senior leadership team, which works directly for Microsoft Chairman and CEO Satya Nadella. In this episode, Jha shares his perspective on navigating the complexities of how AI is changing the way we work, and he offers actionable advice on how leaders have to adapt, compete, and bring their people along with them. And now my conversation with Rajesh. Rajesh, thank you so much for being on WorkLab today.  

    RAJESH JHA: Thank you, Molly, for hosting me. It’s a real pleasure to be here with you.  

    MOLLY WOOD: You have more than 30,000 employees, and you run a $100 billion business, which is more than most CEOs do. What are just some of the many lessons I’m sure you have learned from running such a huge organization? 

    RAJESH JHA: It’s been a real privilege to be at Microsoft through so many of the growth years. When I reflect back on my career, there are a few things that are enduring. The mission matters because through the ups and downs, if you have a sense of purpose, you have a North Star, that really does matter. And Microsoft has been really great to always be grounded in our customer successes, our success—this theme of empowerment, from Bill into Steve into Satya. So that was definitely number one. The second thing that I would say is, it seems very trite, but it has really worked for me specifically and my team, is, whenever we are looking at a hard strategic call, we start from, how would the customer react to the decision that we’re making, that has been incredibly grounding, so that’s been enduring. Of course, the team matters, the culture matters, because that’s where the work gets done. And then finally, managing a large business is about, literally, about figuring out how to make elephants dance, because you have a large-scale business, customers expect us to have a certain level of quality and continuity and predictability. At the same time, they take a bet on us to innovate. And so how do you stay nimble and innovate while also being predictable and trustworthy for customers? That is a hard thing to go do, but absolutely essential. It’s an and, it just can’t be an or.  

    MOLLY WOOD: Well, and Microsoft is an elephant that has danced, quite nimbly, for the last 50 years— 

    RAJESH JHA: Sometime clumsily, sometimes nimbly, yes. [laughter]  

    MOLLY WOOD: We’ll focus on the nimble—or not, right, based on your experience in bringing new technologies to market and helping to effectuate some pretty major technological innovations. What insights do you have for leaders who are now navigating this AI transformation?  

    RAJESH JHA: I mean, now is the time for leaders to really consider how their businesses, how their teams, how their skill set—how does that evolve in a world where we are looking at, you know, something at the peer of electricity coming into society, or the internet coming into society. And so it’s time to lean forward, and lean forward in a way that makes sense for their businesses or their business process. It is such a big change that it’s going to probably take a decade to play out, but there is no avoiding the sea change that’s underway now. So some bravery, but bravery on customers’ terms. 

    MOLLY WOOD: Yeah. I’m thinking of leaders who may be wary, who may need a dose of that courage. You’ve spoken about being asked by Steve Ballmer to bring Office to cloud, as one example of a transformation that maybe you were a little wary about. Can you walk us through that experience and how it might give a shot of courage for folks today. 

    RAJESH JHA: This was, you know, back maybe 15 years ago, Microsoft was incredibly profitable and the cloud was a question mark for many at Microsoft. A) would this technology be mature enough? B) is the business model, because the margins were going to be lower on the cloud than our old business model of being on premises. Number three, would we be able to transform fast enough? Because Microsoft had grown up being a server company, a client company, and would we be able to transcend that to be about cloud and mobile. And they were all very important questions. And there was a lot of, you know, let’s hold back. Let’s see if this trend is really real or not. And Steve showed incredible courage by going all in. What Steve did was he gave license to people to go and learn, even if we were not perfect on day one. And so the big lesson for me in how Steve started that journey was, leaders, if you have hesitation, whether it’s a business model hesitation or cultural hesitation, skill hesitation, it’s very hard for the teams to rally behind something where the leader themselves are half-hearted. So that was a very big moment for us, because he was unambiguous about, hey, this is the way that software is going to be delivered in the future. This is the way we can democratize the value we bring to customers. And there were a lot of benefits, and we are just going to go all in.  

    MOLLY WOOD: So leaders have to go all in. But I would imagine it’s not a—progress is not always a straight line. 

    RAJESH JHA: No, it wasn’t. And even with us in the cloud, it wasn’t. But the main thing is, leaders have to lead. And when you’re taking a look, the hard things are process, business model change, culture change, skill change. They’re all incredibly hard, and that’s why there has to be a commitment from the top that we are going to see this through. And then we were eyes wide open as what our deficiencies were. And so we didn’t have the right skill set. We trained people, we brought in new people, we embraced the red—all the things that we were not doing well in this new transformation. We were very open, very honest. It just takes leadership to set the tone here and to set the things in motion. 

    MOLLY WOOD: Right, and to your point, persistence and belief that it is the right direction so that you stay on that road even when it gets hard.  

    RAJESH JHA: That is correct, Molly, absolutely. And then one additional point I would make with persistence and belief is, it’s one thing to say it, it’s another thing to allocate resources to that belief. We have a quote, which is, if you really want to see the strategy of an organization, you’ve got to see where they’re allocating resources.  

    MOLLY WOOD: On the one hand, it sounds like you’re saying, get comfortable with chaos—  

    RAJESH JHA: Controlled chaos, Molly. Controlled chaos.   

    MOLLY WOOD: Then of course there’s the question of how not to break things. You know, security becomes a big concern with incorporating AI, doing it in a way that doesn’t introduce more problems. What is your advice for having proper guardrails in place as you transform in the AI age?  

    RAJESH JHA: So, I’m gonna answer that in two parts. Part one is, what do I mean by controlled chaos? So Satya invited Scott Guthrie, myself, Charlie [Bell] as the three big product leaders at Microsoft to go over to Bill’s house to see GPT-4, and Satya’s exact comment to me at that time was, I’ve gotta get you guys to be believers. And he had already seen it. And so he and Kevin Scott, they were already on board about the capabilities. So anyway, we go over to Bill’s house, it was in the kitchen area, where the OpenAI folks had put in a demo and they had a grader who grades AP biology there. The thing that really got me was it was not just the multiple choice questions that the model was doing a great job of, it was doing a great job on the written answers. There was some of the AP biology stuff, I’ve studied some biology, but they were far above my ability to understand. And so I look at all of that, I’m completely blown away. But then, for me, the big moment was when Bill asked the question, what would you say to the parent of a sick child, and the empathy or the humanity, almost, that it was able to convey in the answer was like, I would’ve felt proud to have written such a thoughtful note. And I was like, god, this is really, I mean, we are leaving behind the low-altitude handshake between computing and humanity. We are taking a look at something that can be almost at the pure level. And so now, fast-forward, it’s not that long, two years, and we are at the point where we are talking about agents and digital labor and people working together. 

    MOLLY WOOD: But that was it, that worked. You became believers. 

    RAJESH JHA: For me, that was it. I lead a large organization, and I see lots of cool stuff all the time, and part of my job is to make sure the trains keep running on time, but make sure I’m open-minded about big things. And when big things show up, I try to scope it and manage it. I have never in my 30 years ever gone to my team and said, drop all your plans. And for me, that was it. None of the existing plans matter anymore. I huddled all my senior leaders, and I said, Folks, I want you all to run a hundred miles an hour. It’s going to be very uncomfortable, because we’re going to unleash some amount of chaos, but let’s make sure we harden our processes that this chaos does not make its way to customers. So what I mean by controlled chaos is, if you’re unleashing a lot of activity all at once, you need to have the mitigating controls and the guardrails to make sure the chaos is controlled and managed. And so we huddled together to make sure our processes were hardened. So that’s one of the things with controlled chaos. But one of the guardrails that is not negotiable is security, as you correctly pointed out. So in our implementation of AI, we started very much from the mindset of, how does the AI inherit all the existing security and governance controls that an organization already has? It’s one thing to come and tell them, hey, rethink all your business process, rethink your scaling, rethink how work is done, and rethink your security and governance. It’s just not doable. And so we architected this from the ground up, that, for example, when you use Microsoft Copilot, it is using your permissions, so it only has access to what you have access to. It can never do any more than what you might do as a human. And then we also made sure that it was the mindset of a copilot, not an autopilot, and so the humans were always in control. So this way, whatever governance, data classification, permissions, you know, conditional access, retention policies—whatever a customer had, and how they managed human-to-human conversations, all of that accreted to human-to-AI conversation. That was a very hard guardrail we knew we just could not compromise.  

    MOLLY WOOD: But I want to go back to the example that you just gave, this moment of having this experience and realizing how— 

    RAJESH JHA: Profound. 

    MOLLY WOOD: Profound—exactly—and sophisticated these models were, because those are the kind of moments that give you the faith to go all in. 

    Rajesh Jha: Just to go back to that moment, Molly, I mean, to think as an engineer, as somebody who’s been in the tech industry a long time, who’s been through so many of the transformations, the big takeaway for me was, you know, for the first time computing, so far, human and machine interaction has been very much—machines are very low level. You know, we interact with pixels, we click on things, we read stuff. When I come in to work, I don’t come in to work thinking, oh, I should do 16 minutes of email and then read four documents and then, you know, open that spreadsheet, take a look at that budget. I come in thinking, I’ve got to work on budget today. So I think at a high level of intent, but then my intent to decompose is, either on my device, on a bunch of icons I’m swiping through, flipping from application to application, or going really low level—reading emails and then clicking a link. And so high-level intent gets reduced to low-level clerical work, almost. So when I saw this demo, I was like, Wow, the interaction is going to change. It is not going to be intent and then reduced to low-level stuff. AI is going to have the capability to have a human-to-human-like conversation. So intent, high-level intent to high-level intent, and that was what was the big takeaway for me. This is the computing for the last 35 years. One thing that hadn’t changed was a fundamental interaction pattern between people and their devices, and that was going to change, because now you could express, hey, I want to write a document that has the following three ideas, take a look at the relevant stuff in my enterprise and on the web—and can you compose a report for me? That is the kind of thing that I would tell another human being if there was a new hire in my team and, you know, I was thinking about a project to give them. This is the kind of way I might express the project to them, and then they will go in and do the work, check in with me, and we go back and forth. Now that was going to be possible.  

    MOLLY WOOD: Let’s keep talking about that idea of leveling up. We now live in a world where I may get an email from your account and I may not know if it was written by you or an AI, and that may not matter.  

    RAJESH JHA: You know, in some ways, it’s not that different from what happens for some of us. Let’s say I was to send a large piece of email to my team. I would actually work with my staff and my leadership team to get the latest status on a few things, and then I would put it in my words, and I would send it out. Now, everybody has that ability, because what the copilot does, you know, if I’m responding to a customer today, I go to my engineer who’s working on the customer issues, and say, hey, what is the latest status on this? And I would take a look at some of the other past conversations. I would try and respond to the customer that way. Now the copilot is doing that for me. It’s taking a look at my past emails. It reaches out to the customer service database. It tells me the latest status on this. It creates me a draft that I then go write and I send it out. And in some ways, I get reminded of, my dad used to run a large steel plant in India, and I visited him about 20 years ago. I walked into his office and he was very proud, because they had just gotten email, and I was working at Microsoft, and he had just gotten email. His secretary walked in at that time, and she said, Mr. Jha, I’ve got your morning messages for you, and here’s a message that I’m just going to go reach out to your technical assistant or respond to this person. This one, I know what to do already. This one, what would you like me to tell the customer, this person’s asking for dinner tomorrow. You’re free. And they were done in 15 minutes, and she left. And I looked at my dad, and I said, god, you’re so old-fashioned. Somebody’s actually printing your email, reading and coming and talking to you about it, whereas, look at me, I’m carrying it on my phone. I can get to it anywhere. But now, you know, I understand he was a smart guy, and I’m a digital clerk. I do all the clerical work myself. You know, I’m sorting messages. I’m replying to staff. I don’t come in to work thinking I should be a digital clerk. I come in to work because I want to lead a team, build products and value. That is what AI is now going to do. It’s going to take the clerical part for all of us, and will automate a lot of clerical parts to let the human ingenuity and the creativity and really let us focus on the intent and the meaning of our work.  

    MOLLY WOOD: We need help, Rajesh. We need help. [laughter] Well, speaking of delivering that help to customers, it’s been about a year, year and a half, since Microsoft 365 Copilot launched. Do you have stories from the trenches? Are there fun examples you can share about how this has gone?  

    RAJESH JHA: Really well. Ever since I came to Microsoft, this is the fastest adoption we’ve seen. When a customer buys a license and gives it to an end user, because the copilot is integrated into your user flows in Office, or Teams in a meeting, or so on and so forth, we see very good uptake in usage and retention. Some things that surprised me a little bit—and in hindsight, perhaps not so surprising—is the amount of customizations that customers do want for AI. I have feedback from some customers saying, hey, your AI, I want it to engage more because, you know, we build safety into our AI so it will not engage on some topics. Some customers want it to engage more, some want it to engage less. So they want to customize that. One of the things that some customers ask for is, hey, I would like your AI to not reach out to the web. I only want it to work with the stuff that’s in my enterprise. And I say, yeah, we’ve got that configuration for you. But can I ask you why? If you allow your employees to be able to use the browser and search the web as a part of their job, why is it not okay for the copilot that’s acting on their behalf to reach out on the web and assist them? So I’m surprised with the amount of configuration that enterprises want, which is, of course, enterprises have different business rules and process, so we built many more customizations in M365 Copilot than I had anticipated coming in. 

    MOLLY WOOD: I read some research recently where one of the AI firms said that they had done some analysis and found themselves really surprised at how long the long tail of interactions with AI are.  

    RAJESH JHA: So true. This generation of AI is about information work. It changes how people write, learn, collaborate, read, and so there’s a long tail. Not all of us triage information the same way.  

    MOLLY WOOD: What are some best practices that are starting to emerge? Because certainly every enterprise is going to adopt differently, interact differently, and then have different use cases that may or may not make their experience work.  

    RAJESH JHA: That’s a great question. I would say the successful implementations that we see are the first stage, of course, is to enable people to get productivity boosts with the AI, where the AI is really assisting you. And then the next most important thing that customers end up doing that gives them a real return on investment is to rethink their high-value business process or high-cost business processes, and figure out how to reconfigure that with agents that can automate a bunch of those processes to be either more effective or more efficient. That, I think, is changing the way work happens. For example, if you’re a lawyer and you’re working with a bunch of documents, instead of having—somebody spent a lot of time going through the past relevant briefs and composing a new template. How do you change a new brief creation? How do you change an approval process? How do you change a customer support ticket handling? How do you change a marketing campaign? How do you change a developer workflow? I see customers actually taking a business process, and they are rewiring that for a world where people and AI can work together to automate that, to make it more effective, more efficient. So that is a good best practice, is not trying to solve a hundred business processes, but taking a few and going really deep and measuring the ROI and tweaking that, because then the payoff is right there. 

    MOLLY WOOD: Well, and to dig in a little further, it also sounds like what you’re saying is that companies and CIOs maybe need to commit. Like, if you don’t commit, if you don’t plug Copilot in, if you don’t enable the full Microsoft Graph, if you maybe don’t give access to the web, people are still going to find these tools and use some version of them that might not be as good as they could be if you really do go all in. 

    RAJESH JHA: Yeah, Molly, it’s exactly right. I mean, it goes back to the point we made, which is, leaders, have, you know, leaders have to lead. And the reason why they have to lead here in this transformation is, if a support organization, a marketing organization, engineering organization is wired to work the old way, they are not automatically going to rewire themselves for a world where AI can do a bunch of tasks and people’s tasks change. That’s not going to happen, bottom-up. It’s going to have to happen from the leaders leaning in and saying, okay, you know, am I sure that I have the right compliance and governance and security? Because those are non-negotiable. But once I have that, how do I lead the way where I empower and I get to a world where AI assisting, to agents and people working together? One of the concepts we’ve talked about, and it’s come out in the new Work Trend Index is, corporations, for the longest time, have had static org charts, and every once in a while you do a reorganization and you reconfigure teams for your new evolving business priorities. But those things are not very frequent, nor should they be very frequent, because there’s a huge lag to those things. The way work happens is people, it’s, teams are less static and they’re more outcome-driven. Some of this started to happen post-COVID also, where the fluidity of the team composition was not represented in the org chart. That thing is going to accelerate far more in a world where digital labor and people, agents and people, are going to work together as business processes get rewired. None of this is going to be possible without leaders committing to that. And the way you can commit to it is by taking a few processes that are incredibly important for your business’ top line or your profitability because it’s a high-cost thing, and trying to figure out how to reconfigure those things for people and agents working together in one team. 

    MOLLY WOOD: What do you wish business leaders understood about AI agents to help them make that commitment? 

    RAJESH JHA: The first thing I would just say is, like, it’s not some distant future, it’s happening now. My product management team, they ran a research today of a bunch of different organizations, and this time, you know, usually we talk to 30,000 people across different organizations, 30 different countries. This time, they also reached out to AI-native companies that have started to emerge, so-called frontier companies. And if you take a look at the frontier companies, it is very obvious that the way the distribution of human work and digital labor, how that gets constituted, there’s very interesting patterns that are starting to emerge. The first thing I would just tell leaders is—of established companies such as myself, my peers, and the rest of large organizations—it’s possible today to take full advantage of agents. The security model exists, the identity model exists, the user interface exists. The hard work here is to actually go pick the processes that give you the most bang for the buck and then be rigorous about measuring that. And this is why we invested in something called the Copilot Impact Dashboard, so customers can take their core KPIs and they can measure how the copilot is moving those KPIs. So be rigorous, but be forward-looking. It’s not, hey, let’s just take a leap of faith and let’s get agents everywhere. Be rigorous with security. Be rigorous with governance. Measure the ROI, but pick the processes that you’re going to go add agents to. 

    MOLLY WOOD: It seems like the other tension, in addition to going all in, right, in addition to commitment, is pace, the pace of introducing that change, going fast to keep up to, you know, be pushed properly by Frontier Firms, but not compromising security and guardrails. 

    RAJESH JHA: And so on the pace, it’s a super good tension that you pick up on, and we deal with the tension all the time ourselves at Microsoft. What is hard is to have pace at scale. But what’s not hard is to have pace at smaller scale. I’m not advocating for a large organization to go and say, go rewire all your business process, fast, into the frontier methodology. I’m saying, pick a few that are really important to you and go with base on those, learn from that. Meanwhile, invest in skilling. Meanwhile, invest in assistance for everybody else. And that’s what we do, too, in my team. We want to move very quickly, but we move very quickly in a scoped garden with a few processes, a few customers, and then once we are sure it is mature and it’s ready, do we then scale it out. So, moving fast doesn’t mean move fast all over, all at once, if you’re a large organization. It means you’re moving fast by having picked and assessed. And, you know, which way do you want to go fast and where do you want to go more cautiously, and then take the lessons from moving fast and more broadly. 

    MOLLY WOOD: Right. It’s so valuable to put a fine point on that, because any problem is manageable in component parts. 

    RAJESH JHA: Hundred percent. Hundred percent. And picking is the important thing. But if you pick something unimportant that you’re moving fast on, you’re not really learning a lot either. 

    MOLLY WOOD: Right. Then the other tension, the technology itself is moving really fast, so you might have incorporated something, you’re doing a great job measuring it, and now there’s a whole new tool. How do you advise business leaders to keep up?  

    RAJESH JHA: The playbook is still the same. You have to figure out how to move fast and stay predictable at the same time. And the way you do that is by managing where you move fast and by having rigorous measures of whether the ROI is working out or not. Because you’re a hundred percent right. I mean, the compression of innovation that I’m seeing in the AI wave is like nothing that we’ve seen before in the last 30 years. 

    MOLLY WOOD: So as we talk about committing, you know, it’s one thing to say, maybe give your model access to the web, but there’s this Microsoft Graph that it seems like really unlocks that power. 

    RAJESH JHA: The Microsoft Graph is really not Microsoft’s graph. It is a graph for the customer. It’s owned by the customer. And what it captures is how people inside of their organization work together—the meetings that are important, the documents that have been created, the chats and the projects that people are working on—the business processes that run in their organization, that is all a part of the Microsoft Graph. So you take the power of a reasoning model that now has access to the graph—remember again, the reasoning model has access to the same things that you would as an individual. So when I ask a reasoning model or an agent to work on my behalf on Microsoft Graph, it is working with my permissions. But now it has the ability to read far more, process far more than I would be able to. You take the unique intellectual property of the customer in the graph with all the right permissions overlaid, and then you let AI work on that, along with what’s available in the web, on the world knowledge, your enterprise knowledge—that is the real enabler. So what is great about the researcher in Microsoft 365 Copilot is that it works with your enterprise permissions and your enterprise data, everything that is in the graph. And that is what I think is a real breakthrough. Now you’ve got the makings of a digital employee, somebody who was able to come in, join an organization, and take advantage of all the intellectual property with all the permissioning honored, and take that and be a part of producing output for the company.  

    MOLLY WOOD: Right. I mean, it’s institutional knowledge, like, think about what a great employee I could be if I knew all the context and all the history that a company had gone through. 

    RAJESH JHA: Exactly. And all the relevant, you know, escalations, projects, all of that stuff. 

    MOLLY WOOD: Switching gears a little. You work very closely with Microsoft CEO Satya Nadella. Are there questions that he regularly asks you that you think all leaders should be asking their employees? 

    RAJESH JHA: I think fundamentally my boss, you know, Satya, I mean, he’s pushing me on exactly the set of questions you were asking, on my own organization. The way he describes the priorities that I have and my peer groups have, three priorities—quality, security, and AI transformation, are you moving fast? Fully understanding that quality and security and then moving fast, sometimes are intentions, but that’s what he’s saying. Are you doing your job to do all of these at the same time? A lot of the thrust of his conversations, questions are, are you evolving your own team to be frontier, and what’s getting in your way? Because whatever we learn then applies to our customers. So are we applying the same methodology to make your enterprise-grade securities non-negotiable. And then at the same time, are you moving fast to take full advantage? Are you really rethinking your production functions? So I would say all of his questions and interactions distill into these three things, and are we doing a good job balancing these three things.  

    MOLLY WOOD: This company has reinvented itself many times. What are the key lessons that we and all business leaders should take from those reinventions? 

    RAJESH JHA: I would say again, mission matters. Through those 50 years, our mission is a theme around empowerment, so number one. Number two, I would say is, team culture matters, of course, because the how and where the work—there’s no substitute for that. But then I would say you gotta do the and, it’s never an or. How do you stay scaled and perform while waiting and disrupting at the same time? That comes down to strong leadership, it comes down to good processes. Then, what you touched on that I want to reiterate is, you know, just resiliency. We didn’t get everything right in the last 50 years. We made mistakes, but being resilient, learning from the mistakes, embracing the red so we can do a better job the next time. I think those are all components that I would just say we benefited from having incredible CEOs from Bill and Steve and Satya, so that has been an amazing, you know, learning experience for me and many others to work with those three amazing individuals.  

    MOLLY WOOD: If our listeners could take away one actionable AI-related insight from you, what would it be? 

    RAJESH JHA: I would say, go embrace agents. Pick out your most important processes, reimagine them how agents and digital labor can rewire that. 

    MOLLY WOOD: We love to ask our WorkLab guests how they are using AI themselves, either at work or in your personal life. Are there use cases that have been really helpful for you that you’re willing to talk about? 

    RAJESH JHA: Yeah, the one thing we didn’t talk about that I feel is just mind-blowing, is this reasoning models. You know, today, Molly, you and I going back and forth, then you ask me a hard question, I’ll give you an answer off the cuff. But if you tell me, Rajesh, go think about it and come back to me. And, you know, I have a set of tools available to me and I come back to you, I’m going to give you a much better answer. And so with the reasoning model, that’s what’s happening. We are now letting the AI actually go reason over stuff, give it more time, more compute, and more tools. And so for me, the real breakthrough was every quarter I sit down with my leadership team to take a look at our plans for the next six months. So I ran the researcher model. The researcher model is a deep reasoning model in M365 Copilot that works with the graph and the web, and I asked it, hey, I’m about to have an off-site with my leadership team to take a look at the plans for the next six months, take a look at the competitive landscape, take a look at customer feedback, take a look at all the ideas that have been accumulating in the team, and try and give me a draft of what might be a good starting point for our off-site for the next six-month planning. It was incredible. It was able to get through my email and documents that I hadn’t fully read but my team was iterating on, it looked at the last year’s plans to take a look at the competitive landscape, gave me a great five-page, actually it was eight-page, document that I can now go and tweak and make it my own, and overlay my perspective and use as a starting point. The other one is, like, often I talk to customers, and before I get on the call, I ask my agent—it’s called a KYC agent that my team built, which is, know your customer—and so before I get on to a call with a customer, I go into that agent experience in M365 Copilot and say, can you bring me up to speed on this customer? And it’s able to get to the support tickets, their adoption, their past communications with me, all of that stuff. And I often end up showing the customer the output, and we walk through it, and their question is like, how did you generate that? And in personal life, you want to make a big purchase, you want to do a seven-day trip planning, you want to buy a new car. You know, instead of clicking on 40 links, they can do a lot of research for you and show you that. So I use it for a lot of that too. 

    MOLLY WOOD: Fast-forward for us, three to five years, if possible. What do you think could be the most profound change in the way we work? 

    RAJESH JHA: You know, I think it goes back to the reconstitution of the workforce between humans and digital labor. I think the way we think about org charts, the way we think about groups coming together, the way we think about production function. I mean, it is a big deal to have intelligence be abundant and for it to be affordable. At the same time, I feel very encouraged about what people can uniquely do when you take a lot of the grind and predictability and, you know, have a colleague that is intelligent. I mean, I feel very bullish about how the economy is going to evolve. It won’t be a straight line. There will be scale backs in some of the roles that we think about investing in today, but there will be new roles we’ll be creating. So it’s very hard to predict exactly how it’s going to play out or whether that’s a three-year horizon, five-year horizon, but I do think that is a very clear trend of where we are headed. 

    MOLLY WOOD: Rajesh Jha is Microsoft’s Executive Vice President of Experiences and Devices. Thank you so much for the time today. I couldn’t appreciate it more. 

    RAJESH JHA: Thank you, Molly. I really do appreciate the time as well. 

    MOLLY WOOD: That was Rajesh Jha, Microsoft’s Executive Vice President of Experiences and Devices. Thank you all so much for joining us on this final episode of this season of WorkLab. We’ll be back next season with more insights on how to stay ahead of the curve while the way we work is transforming so quickly. If you’ve got a question or a comment, please drop us an email at worklab@microsoft.com, and check out Microsoft’s Work Trend Indexes and the WorkLab digital publication, where you’ll find all our episodes along with thoughtful stories that explore how business leaders are thriving in today’s new world of work. You can find all of it at microsoft.com/worklab. As for this podcast, please, if you don’t mind, rate us, review us, and follow us wherever you listen. It helps us out a ton. The WorkLab podcast is a place for experts to share their insights and opinions. As students of the future of work, Microsoft values inputs from a diverse set of voices. That said, the opinions and findings of our guests are their own and they may not necessarily reflect Microsoft’s own research or positions. WorkLab is produced by Microsoft with Godfrey Dadich Partners and Reasonable Volume. I’m your host, Molly Wood. Sharon Kallander and Matthew Duncan produced this podcast. Jessica Voelker is the WorkLab editor. 

    MIL OSI Economics

  • MIL-OSI Economics: Podcast: Microsoft EVP Rajesh Jha on leading with courage in the AI era

    Source: Microsoft

    Headline: Podcast: Microsoft EVP Rajesh Jha on leading with courage in the AI era

    MOLLY WOOD: That was Rajesh Jha, Microsoft’s Executive Vice President for Experiences and Devices. As a key figure at the helm of Microsoft’s product innovation, he leads a team of tens of thousands of people around the world who have worked to integrate AI into Windows and tools like Microsoft 365, Teams, and more. He’s also a key member of the company’s senior leadership team, which works directly for Microsoft Chairman and CEO Satya Nadella. In this episode, Jha shares his perspective on navigating the complexities of how AI is changing the way we work, and he offers actionable advice on how leaders have to adapt, compete, and bring their people along with them. And now my conversation with Rajesh. Rajesh, thank you so much for being on WorkLab today.  

    RAJESH JHA: Thank you, Molly, for hosting me. It’s a real pleasure to be here with you.  

    MOLLY WOOD: You have more than 30,000 employees, and you run a $100 billion business, which is more than most CEOs do. What are just some of the many lessons I’m sure you have learned from running such a huge organization? 

    RAJESH JHA: It’s been a real privilege to be at Microsoft through so many of the growth years. When I reflect back on my career, there are a few things that are enduring. The mission matters because through the ups and downs, if you have a sense of purpose, you have a North Star, that really does matter. And Microsoft has been really great to always be grounded in our customer successes, our success—this theme of empowerment, from Bill into Steve into Satya. So that was definitely number one. The second thing that I would say is, it seems very trite, but it has really worked for me specifically and my team, is, whenever we are looking at a hard strategic call, we start from, how would the customer react to the decision that we’re making, that has been incredibly grounding, so that’s been enduring. Of course, the team matters, the culture matters, because that’s where the work gets done. And then finally, managing a large business is about, literally, about figuring out how to make elephants dance, because you have a large-scale business, customers expect us to have a certain level of quality and continuity and predictability. At the same time, they take a bet on us to innovate. And so how do you stay nimble and innovate while also being predictable and trustworthy for customers? That is a hard thing to go do, but absolutely essential. It’s an and, it just can’t be an or.  

    MOLLY WOOD: Well, and Microsoft is an elephant that has danced, quite nimbly, for the last 50 years— 

    RAJESH JHA: Sometime clumsily, sometimes nimbly, yes. [laughter]  

    MOLLY WOOD: We’ll focus on the nimble—or not, right, based on your experience in bringing new technologies to market and helping to effectuate some pretty major technological innovations. What insights do you have for leaders who are now navigating this AI transformation?  

    RAJESH JHA: I mean, now is the time for leaders to really consider how their businesses, how their teams, how their skill set—how does that evolve in a world where we are looking at, you know, something at the peer of electricity coming into society, or the internet coming into society. And so it’s time to lean forward, and lean forward in a way that makes sense for their businesses or their business process. It is such a big change that it’s going to probably take a decade to play out, but there is no avoiding the sea change that’s underway now. So some bravery, but bravery on customers’ terms. 

    MOLLY WOOD: Yeah. I’m thinking of leaders who may be wary, who may need a dose of that courage. You’ve spoken about being asked by Steve Ballmer to bring Office to cloud, as one example of a transformation that maybe you were a little wary about. Can you walk us through that experience and how it might give a shot of courage for folks today. 

    RAJESH JHA: This was, you know, back maybe 15 years ago, Microsoft was incredibly profitable and the cloud was a question mark for many at Microsoft. A) would this technology be mature enough? B) is the business model, because the margins were going to be lower on the cloud than our old business model of being on premises. Number three, would we be able to transform fast enough? Because Microsoft had grown up being a server company, a client company, and would we be able to transcend that to be about cloud and mobile. And they were all very important questions. And there was a lot of, you know, let’s hold back. Let’s see if this trend is really real or not. And Steve showed incredible courage by going all in. What Steve did was he gave license to people to go and learn, even if we were not perfect on day one. And so the big lesson for me in how Steve started that journey was, leaders, if you have hesitation, whether it’s a business model hesitation or cultural hesitation, skill hesitation, it’s very hard for the teams to rally behind something where the leader themselves are half-hearted. So that was a very big moment for us, because he was unambiguous about, hey, this is the way that software is going to be delivered in the future. This is the way we can democratize the value we bring to customers. And there were a lot of benefits, and we are just going to go all in.  

    MOLLY WOOD: So leaders have to go all in. But I would imagine it’s not a—progress is not always a straight line. 

    RAJESH JHA: No, it wasn’t. And even with us in the cloud, it wasn’t. But the main thing is, leaders have to lead. And when you’re taking a look, the hard things are process, business model change, culture change, skill change. They’re all incredibly hard, and that’s why there has to be a commitment from the top that we are going to see this through. And then we were eyes wide open as what our deficiencies were. And so we didn’t have the right skill set. We trained people, we brought in new people, we embraced the red—all the things that we were not doing well in this new transformation. We were very open, very honest. It just takes leadership to set the tone here and to set the things in motion. 

    MOLLY WOOD: Right, and to your point, persistence and belief that it is the right direction so that you stay on that road even when it gets hard.  

    RAJESH JHA: That is correct, Molly, absolutely. And then one additional point I would make with persistence and belief is, it’s one thing to say it, it’s another thing to allocate resources to that belief. We have a quote, which is, if you really want to see the strategy of an organization, you’ve got to see where they’re allocating resources.  

    MOLLY WOOD: On the one hand, it sounds like you’re saying, get comfortable with chaos—  

    RAJESH JHA: Controlled chaos, Molly. Controlled chaos.   

    MOLLY WOOD: Then of course there’s the question of how not to break things. You know, security becomes a big concern with incorporating AI, doing it in a way that doesn’t introduce more problems. What is your advice for having proper guardrails in place as you transform in the AI age?  

    RAJESH JHA: So, I’m gonna answer that in two parts. Part one is, what do I mean by controlled chaos? So Satya invited Scott Guthrie, myself, Charlie [Bell] as the three big product leaders at Microsoft to go over to Bill’s house to see GPT-4, and Satya’s exact comment to me at that time was, I’ve gotta get you guys to be believers. And he had already seen it. And so he and Kevin Scott, they were already on board about the capabilities. So anyway, we go over to Bill’s house, it was in the kitchen area, where the OpenAI folks had put in a demo and they had a grader who grades AP biology there. The thing that really got me was it was not just the multiple choice questions that the model was doing a great job of, it was doing a great job on the written answers. There was some of the AP biology stuff, I’ve studied some biology, but they were far above my ability to understand. And so I look at all of that, I’m completely blown away. But then, for me, the big moment was when Bill asked the question, what would you say to the parent of a sick child, and the empathy or the humanity, almost, that it was able to convey in the answer was like, I would’ve felt proud to have written such a thoughtful note. And I was like, god, this is really, I mean, we are leaving behind the low-altitude handshake between computing and humanity. We are taking a look at something that can be almost at the pure level. And so now, fast-forward, it’s not that long, two years, and we are at the point where we are talking about agents and digital labor and people working together. 

    MOLLY WOOD: But that was it, that worked. You became believers. 

    RAJESH JHA: For me, that was it. I lead a large organization, and I see lots of cool stuff all the time, and part of my job is to make sure the trains keep running on time, but make sure I’m open-minded about big things. And when big things show up, I try to scope it and manage it. I have never in my 30 years ever gone to my team and said, drop all your plans. And for me, that was it. None of the existing plans matter anymore. I huddled all my senior leaders, and I said, Folks, I want you all to run a hundred miles an hour. It’s going to be very uncomfortable, because we’re going to unleash some amount of chaos, but let’s make sure we harden our processes that this chaos does not make its way to customers. So what I mean by controlled chaos is, if you’re unleashing a lot of activity all at once, you need to have the mitigating controls and the guardrails to make sure the chaos is controlled and managed. And so we huddled together to make sure our processes were hardened. So that’s one of the things with controlled chaos. But one of the guardrails that is not negotiable is security, as you correctly pointed out. So in our implementation of AI, we started very much from the mindset of, how does the AI inherit all the existing security and governance controls that an organization already has? It’s one thing to come and tell them, hey, rethink all your business process, rethink your scaling, rethink how work is done, and rethink your security and governance. It’s just not doable. And so we architected this from the ground up, that, for example, when you use Microsoft Copilot, it is using your permissions, so it only has access to what you have access to. It can never do any more than what you might do as a human. And then we also made sure that it was the mindset of a copilot, not an autopilot, and so the humans were always in control. So this way, whatever governance, data classification, permissions, you know, conditional access, retention policies—whatever a customer had, and how they managed human-to-human conversations, all of that accreted to human-to-AI conversation. That was a very hard guardrail we knew we just could not compromise.  

    MOLLY WOOD: But I want to go back to the example that you just gave, this moment of having this experience and realizing how— 

    RAJESH JHA: Profound. 

    MOLLY WOOD: Profound—exactly—and sophisticated these models were, because those are the kind of moments that give you the faith to go all in. 

    Rajesh Jha: Just to go back to that moment, Molly, I mean, to think as an engineer, as somebody who’s been in the tech industry a long time, who’s been through so many of the transformations, the big takeaway for me was, you know, for the first time computing, so far, human and machine interaction has been very much—machines are very low level. You know, we interact with pixels, we click on things, we read stuff. When I come in to work, I don’t come in to work thinking, oh, I should do 16 minutes of email and then read four documents and then, you know, open that spreadsheet, take a look at that budget. I come in thinking, I’ve got to work on budget today. So I think at a high level of intent, but then my intent to decompose is, either on my device, on a bunch of icons I’m swiping through, flipping from application to application, or going really low level—reading emails and then clicking a link. And so high-level intent gets reduced to low-level clerical work, almost. So when I saw this demo, I was like, Wow, the interaction is going to change. It is not going to be intent and then reduced to low-level stuff. AI is going to have the capability to have a human-to-human-like conversation. So intent, high-level intent to high-level intent, and that was what was the big takeaway for me. This is the computing for the last 35 years. One thing that hadn’t changed was a fundamental interaction pattern between people and their devices, and that was going to change, because now you could express, hey, I want to write a document that has the following three ideas, take a look at the relevant stuff in my enterprise and on the web—and can you compose a report for me? That is the kind of thing that I would tell another human being if there was a new hire in my team and, you know, I was thinking about a project to give them. This is the kind of way I might express the project to them, and then they will go in and do the work, check in with me, and we go back and forth. Now that was going to be possible.  

    MOLLY WOOD: Let’s keep talking about that idea of leveling up. We now live in a world where I may get an email from your account and I may not know if it was written by you or an AI, and that may not matter.  

    RAJESH JHA: You know, in some ways, it’s not that different from what happens for some of us. Let’s say I was to send a large piece of email to my team. I would actually work with my staff and my leadership team to get the latest status on a few things, and then I would put it in my words, and I would send it out. Now, everybody has that ability, because what the copilot does, you know, if I’m responding to a customer today, I go to my engineer who’s working on the customer issues, and say, hey, what is the latest status on this? And I would take a look at some of the other past conversations. I would try and respond to the customer that way. Now the copilot is doing that for me. It’s taking a look at my past emails. It reaches out to the customer service database. It tells me the latest status on this. It creates me a draft that I then go write and I send it out. And in some ways, I get reminded of, my dad used to run a large steel plant in India, and I visited him about 20 years ago. I walked into his office and he was very proud, because they had just gotten email, and I was working at Microsoft, and he had just gotten email. His secretary walked in at that time, and she said, Mr. Jha, I’ve got your morning messages for you, and here’s a message that I’m just going to go reach out to your technical assistant or respond to this person. This one, I know what to do already. This one, what would you like me to tell the customer, this person’s asking for dinner tomorrow. You’re free. And they were done in 15 minutes, and she left. And I looked at my dad, and I said, god, you’re so old-fashioned. Somebody’s actually printing your email, reading and coming and talking to you about it, whereas, look at me, I’m carrying it on my phone. I can get to it anywhere. But now, you know, I understand he was a smart guy, and I’m a digital clerk. I do all the clerical work myself. You know, I’m sorting messages. I’m replying to staff. I don’t come in to work thinking I should be a digital clerk. I come in to work because I want to lead a team, build products and value. That is what AI is now going to do. It’s going to take the clerical part for all of us, and will automate a lot of clerical parts to let the human ingenuity and the creativity and really let us focus on the intent and the meaning of our work.  

    MOLLY WOOD: We need help, Rajesh. We need help. [laughter] Well, speaking of delivering that help to customers, it’s been about a year, year and a half, since Microsoft 365 Copilot launched. Do you have stories from the trenches? Are there fun examples you can share about how this has gone?  

    RAJESH JHA: Really well. Ever since I came to Microsoft, this is the fastest adoption we’ve seen. When a customer buys a license and gives it to an end user, because the copilot is integrated into your user flows in Office, or Teams in a meeting, or so on and so forth, we see very good uptake in usage and retention. Some things that surprised me a little bit—and in hindsight, perhaps not so surprising—is the amount of customizations that customers do want for AI. I have feedback from some customers saying, hey, your AI, I want it to engage more because, you know, we build safety into our AI so it will not engage on some topics. Some customers want it to engage more, some want it to engage less. So they want to customize that. One of the things that some customers ask for is, hey, I would like your AI to not reach out to the web. I only want it to work with the stuff that’s in my enterprise. And I say, yeah, we’ve got that configuration for you. But can I ask you why? If you allow your employees to be able to use the browser and search the web as a part of their job, why is it not okay for the copilot that’s acting on their behalf to reach out on the web and assist them? So I’m surprised with the amount of configuration that enterprises want, which is, of course, enterprises have different business rules and process, so we built many more customizations in M365 Copilot than I had anticipated coming in. 

    MOLLY WOOD: I read some research recently where one of the AI firms said that they had done some analysis and found themselves really surprised at how long the long tail of interactions with AI are.  

    RAJESH JHA: So true. This generation of AI is about information work. It changes how people write, learn, collaborate, read, and so there’s a long tail. Not all of us triage information the same way.  

    MOLLY WOOD: What are some best practices that are starting to emerge? Because certainly every enterprise is going to adopt differently, interact differently, and then have different use cases that may or may not make their experience work.  

    RAJESH JHA: That’s a great question. I would say the successful implementations that we see are the first stage, of course, is to enable people to get productivity boosts with the AI, where the AI is really assisting you. And then the next most important thing that customers end up doing that gives them a real return on investment is to rethink their high-value business process or high-cost business processes, and figure out how to reconfigure that with agents that can automate a bunch of those processes to be either more effective or more efficient. That, I think, is changing the way work happens. For example, if you’re a lawyer and you’re working with a bunch of documents, instead of having—somebody spent a lot of time going through the past relevant briefs and composing a new template. How do you change a new brief creation? How do you change an approval process? How do you change a customer support ticket handling? How do you change a marketing campaign? How do you change a developer workflow? I see customers actually taking a business process, and they are rewiring that for a world where people and AI can work together to automate that, to make it more effective, more efficient. So that is a good best practice, is not trying to solve a hundred business processes, but taking a few and going really deep and measuring the ROI and tweaking that, because then the payoff is right there. 

    MOLLY WOOD: Well, and to dig in a little further, it also sounds like what you’re saying is that companies and CIOs maybe need to commit. Like, if you don’t commit, if you don’t plug Copilot in, if you don’t enable the full Microsoft Graph, if you maybe don’t give access to the web, people are still going to find these tools and use some version of them that might not be as good as they could be if you really do go all in. 

    RAJESH JHA: Yeah, Molly, it’s exactly right. I mean, it goes back to the point we made, which is, leaders, have, you know, leaders have to lead. And the reason why they have to lead here in this transformation is, if a support organization, a marketing organization, engineering organization is wired to work the old way, they are not automatically going to rewire themselves for a world where AI can do a bunch of tasks and people’s tasks change. That’s not going to happen, bottom-up. It’s going to have to happen from the leaders leaning in and saying, okay, you know, am I sure that I have the right compliance and governance and security? Because those are non-negotiable. But once I have that, how do I lead the way where I empower and I get to a world where AI assisting, to agents and people working together? One of the concepts we’ve talked about, and it’s come out in the new Work Trend Index is, corporations, for the longest time, have had static org charts, and every once in a while you do a reorganization and you reconfigure teams for your new evolving business priorities. But those things are not very frequent, nor should they be very frequent, because there’s a huge lag to those things. The way work happens is people, it’s, teams are less static and they’re more outcome-driven. Some of this started to happen post-COVID also, where the fluidity of the team composition was not represented in the org chart. That thing is going to accelerate far more in a world where digital labor and people, agents and people, are going to work together as business processes get rewired. None of this is going to be possible without leaders committing to that. And the way you can commit to it is by taking a few processes that are incredibly important for your business’ top line or your profitability because it’s a high-cost thing, and trying to figure out how to reconfigure those things for people and agents working together in one team. 

    MOLLY WOOD: What do you wish business leaders understood about AI agents to help them make that commitment? 

    RAJESH JHA: The first thing I would just say is, like, it’s not some distant future, it’s happening now. My product management team, they ran a research today of a bunch of different organizations, and this time, you know, usually we talk to 30,000 people across different organizations, 30 different countries. This time, they also reached out to AI-native companies that have started to emerge, so-called frontier companies. And if you take a look at the frontier companies, it is very obvious that the way the distribution of human work and digital labor, how that gets constituted, there’s very interesting patterns that are starting to emerge. The first thing I would just tell leaders is—of established companies such as myself, my peers, and the rest of large organizations—it’s possible today to take full advantage of agents. The security model exists, the identity model exists, the user interface exists. The hard work here is to actually go pick the processes that give you the most bang for the buck and then be rigorous about measuring that. And this is why we invested in something called the Copilot Impact Dashboard, so customers can take their core KPIs and they can measure how the copilot is moving those KPIs. So be rigorous, but be forward-looking. It’s not, hey, let’s just take a leap of faith and let’s get agents everywhere. Be rigorous with security. Be rigorous with governance. Measure the ROI, but pick the processes that you’re going to go add agents to. 

    MOLLY WOOD: It seems like the other tension, in addition to going all in, right, in addition to commitment, is pace, the pace of introducing that change, going fast to keep up to, you know, be pushed properly by Frontier Firms, but not compromising security and guardrails. 

    RAJESH JHA: And so on the pace, it’s a super good tension that you pick up on, and we deal with the tension all the time ourselves at Microsoft. What is hard is to have pace at scale. But what’s not hard is to have pace at smaller scale. I’m not advocating for a large organization to go and say, go rewire all your business process, fast, into the frontier methodology. I’m saying, pick a few that are really important to you and go with base on those, learn from that. Meanwhile, invest in skilling. Meanwhile, invest in assistance for everybody else. And that’s what we do, too, in my team. We want to move very quickly, but we move very quickly in a scoped garden with a few processes, a few customers, and then once we are sure it is mature and it’s ready, do we then scale it out. So, moving fast doesn’t mean move fast all over, all at once, if you’re a large organization. It means you’re moving fast by having picked and assessed. And, you know, which way do you want to go fast and where do you want to go more cautiously, and then take the lessons from moving fast and more broadly. 

    MOLLY WOOD: Right. It’s so valuable to put a fine point on that, because any problem is manageable in component parts. 

    RAJESH JHA: Hundred percent. Hundred percent. And picking is the important thing. But if you pick something unimportant that you’re moving fast on, you’re not really learning a lot either. 

    MOLLY WOOD: Right. Then the other tension, the technology itself is moving really fast, so you might have incorporated something, you’re doing a great job measuring it, and now there’s a whole new tool. How do you advise business leaders to keep up?  

    RAJESH JHA: The playbook is still the same. You have to figure out how to move fast and stay predictable at the same time. And the way you do that is by managing where you move fast and by having rigorous measures of whether the ROI is working out or not. Because you’re a hundred percent right. I mean, the compression of innovation that I’m seeing in the AI wave is like nothing that we’ve seen before in the last 30 years. 

    MOLLY WOOD: So as we talk about committing, you know, it’s one thing to say, maybe give your model access to the web, but there’s this Microsoft Graph that it seems like really unlocks that power. 

    RAJESH JHA: The Microsoft Graph is really not Microsoft’s graph. It is a graph for the customer. It’s owned by the customer. And what it captures is how people inside of their organization work together—the meetings that are important, the documents that have been created, the chats and the projects that people are working on—the business processes that run in their organization, that is all a part of the Microsoft Graph. So you take the power of a reasoning model that now has access to the graph—remember again, the reasoning model has access to the same things that you would as an individual. So when I ask a reasoning model or an agent to work on my behalf on Microsoft Graph, it is working with my permissions. But now it has the ability to read far more, process far more than I would be able to. You take the unique intellectual property of the customer in the graph with all the right permissions overlaid, and then you let AI work on that, along with what’s available in the web, on the world knowledge, your enterprise knowledge—that is the real enabler. So what is great about the researcher in Microsoft 365 Copilot is that it works with your enterprise permissions and your enterprise data, everything that is in the graph. And that is what I think is a real breakthrough. Now you’ve got the makings of a digital employee, somebody who was able to come in, join an organization, and take advantage of all the intellectual property with all the permissioning honored, and take that and be a part of producing output for the company.  

    MOLLY WOOD: Right. I mean, it’s institutional knowledge, like, think about what a great employee I could be if I knew all the context and all the history that a company had gone through. 

    RAJESH JHA: Exactly. And all the relevant, you know, escalations, projects, all of that stuff. 

    MOLLY WOOD: Switching gears a little. You work very closely with Microsoft CEO Satya Nadella. Are there questions that he regularly asks you that you think all leaders should be asking their employees? 

    RAJESH JHA: I think fundamentally my boss, you know, Satya, I mean, he’s pushing me on exactly the set of questions you were asking, on my own organization. The way he describes the priorities that I have and my peer groups have, three priorities—quality, security, and AI transformation, are you moving fast? Fully understanding that quality and security and then moving fast, sometimes are intentions, but that’s what he’s saying. Are you doing your job to do all of these at the same time? A lot of the thrust of his conversations, questions are, are you evolving your own team to be frontier, and what’s getting in your way? Because whatever we learn then applies to our customers. So are we applying the same methodology to make your enterprise-grade securities non-negotiable. And then at the same time, are you moving fast to take full advantage? Are you really rethinking your production functions? So I would say all of his questions and interactions distill into these three things, and are we doing a good job balancing these three things.  

    MOLLY WOOD: This company has reinvented itself many times. What are the key lessons that we and all business leaders should take from those reinventions? 

    RAJESH JHA: I would say again, mission matters. Through those 50 years, our mission is a theme around empowerment, so number one. Number two, I would say is, team culture matters, of course, because the how and where the work—there’s no substitute for that. But then I would say you gotta do the and, it’s never an or. How do you stay scaled and perform while waiting and disrupting at the same time? That comes down to strong leadership, it comes down to good processes. Then, what you touched on that I want to reiterate is, you know, just resiliency. We didn’t get everything right in the last 50 years. We made mistakes, but being resilient, learning from the mistakes, embracing the red so we can do a better job the next time. I think those are all components that I would just say we benefited from having incredible CEOs from Bill and Steve and Satya, so that has been an amazing, you know, learning experience for me and many others to work with those three amazing individuals.  

    MOLLY WOOD: If our listeners could take away one actionable AI-related insight from you, what would it be? 

    RAJESH JHA: I would say, go embrace agents. Pick out your most important processes, reimagine them how agents and digital labor can rewire that. 

    MOLLY WOOD: We love to ask our WorkLab guests how they are using AI themselves, either at work or in your personal life. Are there use cases that have been really helpful for you that you’re willing to talk about? 

    RAJESH JHA: Yeah, the one thing we didn’t talk about that I feel is just mind-blowing, is this reasoning models. You know, today, Molly, you and I going back and forth, then you ask me a hard question, I’ll give you an answer off the cuff. But if you tell me, Rajesh, go think about it and come back to me. And, you know, I have a set of tools available to me and I come back to you, I’m going to give you a much better answer. And so with the reasoning model, that’s what’s happening. We are now letting the AI actually go reason over stuff, give it more time, more compute, and more tools. And so for me, the real breakthrough was every quarter I sit down with my leadership team to take a look at our plans for the next six months. So I ran the researcher model. The researcher model is a deep reasoning model in M365 Copilot that works with the graph and the web, and I asked it, hey, I’m about to have an off-site with my leadership team to take a look at the plans for the next six months, take a look at the competitive landscape, take a look at customer feedback, take a look at all the ideas that have been accumulating in the team, and try and give me a draft of what might be a good starting point for our off-site for the next six-month planning. It was incredible. It was able to get through my email and documents that I hadn’t fully read but my team was iterating on, it looked at the last year’s plans to take a look at the competitive landscape, gave me a great five-page, actually it was eight-page, document that I can now go and tweak and make it my own, and overlay my perspective and use as a starting point. The other one is, like, often I talk to customers, and before I get on the call, I ask my agent—it’s called a KYC agent that my team built, which is, know your customer—and so before I get on to a call with a customer, I go into that agent experience in M365 Copilot and say, can you bring me up to speed on this customer? And it’s able to get to the support tickets, their adoption, their past communications with me, all of that stuff. And I often end up showing the customer the output, and we walk through it, and their question is like, how did you generate that? And in personal life, you want to make a big purchase, you want to do a seven-day trip planning, you want to buy a new car. You know, instead of clicking on 40 links, they can do a lot of research for you and show you that. So I use it for a lot of that too. 

    MOLLY WOOD: Fast-forward for us, three to five years, if possible. What do you think could be the most profound change in the way we work? 

    RAJESH JHA: You know, I think it goes back to the reconstitution of the workforce between humans and digital labor. I think the way we think about org charts, the way we think about groups coming together, the way we think about production function. I mean, it is a big deal to have intelligence be abundant and for it to be affordable. At the same time, I feel very encouraged about what people can uniquely do when you take a lot of the grind and predictability and, you know, have a colleague that is intelligent. I mean, I feel very bullish about how the economy is going to evolve. It won’t be a straight line. There will be scale backs in some of the roles that we think about investing in today, but there will be new roles we’ll be creating. So it’s very hard to predict exactly how it’s going to play out or whether that’s a three-year horizon, five-year horizon, but I do think that is a very clear trend of where we are headed. 

    MOLLY WOOD: Rajesh Jha is Microsoft’s Executive Vice President of Experiences and Devices. Thank you so much for the time today. I couldn’t appreciate it more. 

    RAJESH JHA: Thank you, Molly. I really do appreciate the time as well. 

    MOLLY WOOD: That was Rajesh Jha, Microsoft’s Executive Vice President of Experiences and Devices. Thank you all so much for joining us on this final episode of this season of WorkLab. We’ll be back next season with more insights on how to stay ahead of the curve while the way we work is transforming so quickly. If you’ve got a question or a comment, please drop us an email at worklab@microsoft.com, and check out Microsoft’s Work Trend Indexes and the WorkLab digital publication, where you’ll find all our episodes along with thoughtful stories that explore how business leaders are thriving in today’s new world of work. You can find all of it at microsoft.com/worklab. As for this podcast, please, if you don’t mind, rate us, review us, and follow us wherever you listen. It helps us out a ton. The WorkLab podcast is a place for experts to share their insights and opinions. As students of the future of work, Microsoft values inputs from a diverse set of voices. That said, the opinions and findings of our guests are their own and they may not necessarily reflect Microsoft’s own research or positions. WorkLab is produced by Microsoft with Godfrey Dadich Partners and Reasonable Volume. I’m your host, Molly Wood. Sharon Kallander and Matthew Duncan produced this podcast. Jessica Voelker is the WorkLab editor. 

    MIL OSI Economics

  • MIL-OSI USA: Warren Responds to Senate Republicans Passing Trump Bill, Slams Republicans for “Cheer[ing] Over Taking Away Health Care from Around 17 Million People”

    US Senate News:

    Source: United States Senator for Massachusetts – Elizabeth Warren
    July 01, 2025
    Watch the Video (YouTube)
    Washington, D.C. — In a new video reacting to the passage of President Trump’s “Big, Beautiful Bill,” U.S. Senator Elizabeth Warren (D-Mass.) slammed Senate Republicans for “cheer[ing] over taking away health care from around 17 million people… giving huge tax breaks to a handful of billionaires.” 
    On Tuesday, the Senate completed 26 hours of debate on the “Big, Beautiful Bill,” following Democrats’ successful delay of the bill’s passage. Despite Republicans’ efforts to rush the bill through, it only passed after Vice President JD Vance broke the 50-50 Senate tie. 
    During the debate and amendment process, Senate Democrats successfully pushed to strike provisions that would have devastated the deployment of clean energy and prohibited the regulation of artificial intelligence (AI) at the state level for ten years. 
    “[W]e proved why we stay in the fight, because actually, there are pieces of this bill that we got better…It’s always the reminder: all of those calls matter,” said Senator Warren. 
    The bill now heads back to the House of Representatives for consideration of the Senate’s amended version of the bill. 
    Senator Warren urged people across the country to continue fighting back as the bill continues to make its way through Congress. 
    “We stay in it not because it’s an easy fight, not because we’re guaranteed to win every time. We stay in it, because it’s the right fight,” Senator Warren concluded. 
    Transcript: Senator Warren’s Reaction to Senate Passage of the “Big, Beautiful Bill”July 1, 2025
    Senator Elizabeth Warren: I’m leaving the Senate now at the end of the vote. When the Republicans won, they cheered. 
    They cheered over taking away health care from around 17 million people. They cheered over giving huge tax breaks to a handful of billionaires. They cheered over running up the national debt by another three and a half trillion dollars. 
    You know, this bill is bad. It’s bad economically, it’s bad morally. This bill is just wrong. 
    But, we stay in the fight. We stay in the fight. And we proved why we stay in the fight, because actually, there are pieces of this bill that we got better. 
    We got the tax on solar and wind knocked out, and that’s going to help with clean energy. We got a few different pieces and made them better. So that’s reason number one. It’s always the reminder: all of those calls matter. 
    Reason number two is: it’s still not over. The bill has now got to go back over to the House, and there are a lot of Republicans who are feeling really squeamish about this bill at this point, so that means we got to stay in the fight. 
    And reason number three is: yeah, they may do this now, but come November 2026, they’re going to have to face the voters. They’re going to have to face the people, the families of the people whose health care they took away, and they’re going to have to explain exactly what they just did just now on the floor of the United States Senate and whatever they do next. 
    So, this is hard, but damn, we stay in the fight. We stay in it not because it’s an easy fight, not because we’re guaranteed to win every time. We stay in it, because it’s the right fight.

    MIL OSI USA News

  • MIL-OSI USA: PRESS RELEASE: Reps. Barragán, Buchanan, Sánchez, and Bilirakis Reintroduce Bipartisan Resolution Recognizing June 2025 as Alzheimer’s and Brain Awareness Month

    Source: United States House of Representatives – Representative Nanette Diaz Barragán (CA-44)

    FOR IMMEDIATE RELEASE
    June 30, 2025

    Contact: Jin.Choi@mail.house.gov

    Reps. Barragán, Buchanan, Sánchez, and Bilirakis Reintroduce Bipartisan Resolution Recognizing June 2025 as Alzheimer’s and Brain Awareness Month

    Washington, D.C. – Today, Congresswoman Nanette Barragán (CA-44), Congressman Vern Buchanan (FL-16), Congresswoman Linda Sánchez (CA-38), and Congressman Gus Bilirakis (FL-12) reintroduced a bipartisan resolution to designate June 2025 as Alzheimer’s and Brain Awareness Month. The resolution seeks to increase public understanding of Alzheimer’s disease, support continued investment in research, and recognize the strength and sacrifice of individuals living with Alzheimer’s and their caregivers.

    “Nearly 7 million Americans, including my own mother, are living with Alzheimer’s or another form of dementia. This disease is deeply personal to me, and to the countless families who serve as caregivers while grappling with its emotional and financial toll,” said Rep. Barragán. “We must continue to raise awareness, advance research, and support caregivers, especially those in communities of color where disparities in diagnosis, access to care, and outcomes persist. I’m grateful to my colleagues, Reps. Buchanan, Sánchez, and Bilirakis, for their partnership in this bipartisan effort.”

    “As someone who cared for a parent with this horrible disease, I believe that it is critical for Congress to take steps to recognize the impact that Alzheimer’s and dementia have on the millions of Americans diagnosed every year,” said Rep. Buchanan. “I am proud to co-lead this bipartisan resolution with Reps. Barragán, Sánchez and Bilirakis to bring much-needed and continued awareness to these deadly diseases.”

    “As the daughter of two parents who suffered from Alzheimer’s, I can tell you firsthand how devastating the disease is, as well as the emotional toll it takes on families,” Congresswoman Linda T. Sánchez said. “This resolution recognizes the importance of early detection and screening, as well as how this disease disproportionately affects women, Latinos, and Black Americans. It is important that we continue raising awareness around the facts of this disease, and advancing research to eventually find a cure.”

    “As research continues to yield advancement in the development of more treatment options for patients with Alzheimer’s, we know that early detection, diagnosis and intervention offers the best promise for disease management which is why we must raise awareness of the signs, symptoms and impact this disease has on millions of Americans,” said Congressman Gus Bilirakis. “My family has coped with the devastating impacts of this horrific disease for more than a decade, so I understand the toll it takes on the patient and his or her loved ones as it progresses. We owe it to our fellow Americans to develop a system of care that prioritizes education, screening and assessment so that patients can enjoy the best possible quality of life.”

    “On behalf of the over 7 million Americans living with Alzheimer’s, thank you to Reps. Barragán, Buchanan, Bilirakis and Sánchez for recognizing June as Alzheimer’s & Brain Awareness Month and for your unwavering dedication to the Alzheimer’s community,” said Rachel Conant, Alzheimer’s Association senior vice president of public policy and AIM executive director. “Your commitment to bipartisan solutions is driving progress in the fight against this devastating disease.”

    The Alzheimer’s & Brain Awareness Month resolution is endorsed by the Alzheimer’s Association and Alzheimer’s Impact Movement (AIM).

    The full text of the legislation can be found here. 

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    MIL OSI USA News