Category: Technology

  • MIL-OSI USA: Congressman Nick Langworthy Announces $143,172 Grant for Rehabilitation at Dunkirk Airport

    Source: US Congressman Nick Langworthy (NY-23)

    WASHINGTON, D.C. – Today, Congressman Nick Langworthy (NY-23) announced Chautauqua County has been awarded $143,172 by the Department of Transportation for the Dunkirk Airport.

     

    Specifically, the Federal Aviation Administration (FAA) awarded this grant for the Airport Improvement Program (AIP) for the design and rehabilitation of Taxiway A West at the Dunkirk Airport.

     

    “As the chairman of the House Aviation Safety Caucus, I am pleased that the FAA is investing in small local airports such as the Dunkirk Airport,” said Congressman Langworthy. “This funding will be used to ensure that the runways at Dunkirk Airport are of the highest standard – because when it comes to aviation safety, we must ensure the absolute best.”

     

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    MIL OSI USA News

  • MIL-OSI: Broadcom Delivers the Modern Private Cloud with VMware Cloud Foundation 9.0

    Source: GlobeNewswire (MIL-OSI)

    PALO ALTO, Calif., June 17, 2025 (GLOBE NEWSWIRE) — Broadcom Inc. (NASDAQ: AVGO) is announcing the general availability of VMware Cloud Foundation (VCF) 9.0, the platform for the modern private cloud. With VCF 9.0, customers gain a consistent operating model for the private cloud, spanning data centers, edge, and managed cloud infrastructure from service providers and hyperscalers. VCF 9.0 combines the agility and scalability of public cloud with the security, performance, architectural control and total cost of ownership (TCO) benefits of an on-premises environment.

    VCF 9.0 delivers a single unified platform that supports all applications—traditional, modern, or AI—with consistent operations, governance, and controls across the private cloud environment. With VCF 9.0, customers benefit from a modern private cloud that:

    • Accelerates innovation with out-of-box self-service offerings and a consistent experience that frees development teams to focus on applications instead of infrastructure.
    • Controls cost through deep visibility and insights into resource usage that allow better planning, predicting, and optimization of cloud spend.
    • Enables sovereignty and security with data control that supports better compliance, cyber resilience at scale and fleet-level management that helps ensure the latest patches are applied quickly, security controls are up to date, and policy compliance continues.

    “With this next generation of our cloud platform, VMware Cloud Foundation 9.0, we are again raising the bar for the modern private cloud by vastly simplifying the deployment, operations, and developer experience of the cloud,” said Krish Prasad, senior vice president and general manager, VCF Division, Broadcom. “Most enterprises are now looking to the private cloud to run both traditional mission-critical and new AI and containerized applications. VMware Cloud Foundation 9.0 is the ideal platform for running these modern applications, enabling our customers to be more innovative, efficient, resilient, and secure. We are very excited to see that customers of all sizes are embracing VCF at a rate that has exceeded even our own high expectations.”

    “VMware Cloud Foundation has enabled us to execute on our private cloud strategy by breaking down IT silos, removing technical debt, and allowing teams to shift from focusing on keeping the lights on to higher value projects that move our business forward,” said Roger Joys, Principal Technology Strategy Advisor, Cloud & Data, GCI Communications. “By delivering an ‘everything as code’ private cloud platform, we simply do everything faster and more securely now. Security patches are easier to implement, new applications are deployed in minutes rather than months, and services are updated and rolled out to customers in a fraction of the time. These are all benefits people only thought were possible in the public cloud. We are doing these things in our modern private cloud.

    “VMware Cloud Foundation is at the core of our Digital Application Platform. Using VCF, we have expanded our on-prem delivery capabilities while improving operational efficiency,” said Paolo Bazzica, chief information officer, IPZS. “At IPZS, we feel that we are now on the right track to continue supporting Italy’s digital transition with a modern private cloud that enables full use of our competences to deliver cloud native applications. Compared to more traditional on-prem setup, we saw a steep IT manual tasks reduction by up to 70% through automation while improving our business resilience.”

    “With VMware Cloud Foundation, we can offer our customers a private cloud operating model from our own data center,” said Michael Heier, Head of Managed Workplace, Ratiodata. “VCF offers a significantly more flexible and easier-to-manage IT infrastructure with its automation, advanced security features, dynamic networking capabilities, and comprehensive cloud management. VMware vSphere Kubernetes Service enables us to deliver a unified platform for both VM and containerized apps, while VMware Private AI allows us to securely harness AI capabilities across this infrastructure. Increased server performance and superior VM density will reduce our total number of servers, lowering power consumption and costs by an estimated 25–30%.”

    “Previously we had a large-scale legacy IT infrastructure that needed to evolve into something that was very agile, flexible, cost-optimized and secure,” said Keith Woolley, Chief Digital and Information Officer, University of Bristol. “With VMware Cloud Foundation, University of Bristol has built a modern private cloud that completely revolutionizes the way we operate and deliver services to our academic community. VCF enables us to run our AI jobs. It gives us the sovereignty we were seeking. And we know there’s hidden benefits in the VCF platform that we’re only just starting to discover.”

    The Fundamental Shifts in VMware Cloud Foundation 9.0​
    VMware Cloud Foundation 9.0 boasts a completely new architecture that empowers IT admins and application teams to accomplish far more and spend far less. The platform delivers a streamlined experience for building, operating, and securing a modern private cloud across on-premises data centers, in hyperscaler and VMware Cloud Service provider clouds, and at the edge. VCF 9.0 is uniquely designed to remove the friction between infrastructure and application teams.

    One Interface for Private Cloud Operations
    VCF 9.0 introduces a unified interface for cloud administrators, offering a holistic view of private cloud operations. The new Quick Start App significantly reduces setup time and complexity. Integrated cost management and policy enforcement enables immediate compliance and operational efficiency. Scalable fleet management allows administrators to plan, schedule, and execute upgrades across clusters efficiently, increasing daily productivity up to 10x1. Centralized identity and access management, including single sign-on, password policies, and certificates, enable consistency across environments. Consolidated log management delivers insights twice as fast1, allowing for rapid response. Advanced analytics help administrators understand workload behavior, enabling targeted responses for security and performance optimization.

    Frictionless Cloud Consumption Experience
    VCF 9.0 offers a unified interface for platform and development teams, simplifying infrastructure service delivery and consumption. Platform teams can effectively organize, provision, and manage tenant resources with granular control. More secure, role-based access is enabled through streamlined administration of both admin and tenant identities. Compliance across all deployments is maintained by built-in governance policies, while pre-configured blueprints simplify provisioning, lessen manual tasks, and guarantee repeatable, compliant infrastructure. Developers gain access to automated and elastic self-service IaaS services, creating a genuine cloud-like experience.

    Unified VM, Container and Kubernetes Platform
    VCF 9.0 takes a significant leap forward as a unified platform for traditional, cloud native and AI applications. The embedded vSphere Kubernetes Service (VKS) enables both virtual machines (VMs) and containers to be treated equally. This allows customers to build, deploy, and run Kubernetes and virtualized workloads together and eliminates complex DevOps stacks and integrations. Developers can immediately begin building and deploying, while IT maintains security and consistency. A single interface and operational model manages VM-based applications, cloud-native workloads, AI/ML applications, and traditional enterprise databases.

    Superior Cloud Cost Transparency
    VCF 9.0 offers distinct cost predictability and transparency advantages over public cloud. Comprehensive insights extend beyond infrastructure, incorporating software licensing, operational expenses, and data center costs, thus providing a holistic TCO perspective. Additionally, built-in analytics enable predictive cost modeling for effective infrastructure planning and forecasting, helping organizations avoid unforeseen financial challenges. Automated resource optimization dynamically reclaims underutilized capacity to enhance workload efficiency and prevent unnecessary infrastructure sprawl. Finally, detailed showback and chargeback data, grounded in resource allocation, provide a clear return on infrastructure investment.

    Sovereign and Secure
    VCF 9.0 is engineered to provide robust data control, compliance, and resilience, empowering IT operations amidst regulatory complexities and geopolitical uncertainty. A key feature is the new SecOps dashboard, offering a quick view of platform security and data controls, along with integrated compliance policies. Regulatory guardrails facilitate consistent governance. VCF 9.0’s support for the latest confidential computing technologies from AMD and Intel will enable organizations to leverage the newest generation of secure enclaves, encrypted memory, and attestation capabilities, allowing IT teams to deploy confidential workloads across heterogeneous infrastructure while maintaining consistent security policies and operational workflows.

    Core Innovation Delivers Meaningful Customer Outcomes
    VCF 9.0 is built on industry-leading compute, networking, and storage technologies, and Broadcom continues to innovate around these core capabilities to deliver significant customer value. Advanced Memory Tiering for NVMe can deliver 38%1 lower memory and server TCO. VMware vSAN ESA with Global Dedupe2 can reduce storage TCO by 34%1. VMware NSX enhanced data path can deliver as much as 3x1 switching performance to maximize throughput. New vSAN-to-vSAN data protection with deep snapshots enables more efficient, native recovery from disasters or ransomware attacks. As a platform for modern AI applications, VCF delivers virtually zero performance overhead when compared to bare metal3 while providing the ability to support zero-downtime vMotion for AI applications.

    New Innovation Across Advanced Services for VCF Portfolio
    Advanced services for VMware Cloud Foundation are ready-to-deploy solutions that enable customers to accelerate innovation in their private cloud environments. This diverse library of private cloud solutions is similar to what enterprises have come to expect from the public cloud, allowing them to access the tools and technologies they need to rapidly address a variety of use cases and business opportunities. With VCF 9.0, Broadcom is delivering new innovations across the advanced services portfolio:

    • VMware ​Private AI​ Foundation​ with NVIDIA: This joint AI solution from Broadcom and NVIDIA is built on VMware Cloud Foundation and includes the VMware private AI package and NVIDIA AI Enterprise. The solution offers air-gap support for isolated deployments; GPU-as-a-Service with multi-tenancy support for AI workloads; NVIDIA vGPU C-Series profile visibility to eliminate manual capacity tracking; improved resource utilization with enhanced GPU and vGPU monitoring capabilities; simplified model usage and scalability with Model Runtime; NVIDIA NIM for easy, high-performance AI model inference; and more efficient creation of AI Agents with Agent Builder Service.​
    • VMware Live Recovery: A single solution for managing cyber and disaster recovery across VMware Cloud Foundation (VCF) deployments, VMware Live Recovery now delivers increased data sovereignty through an on-premises isolated clean room / recovery environment (IRE) for cyber recovery (available as a VMware Validated Solution); flexibility to recover to a VCF isolated clean room on-premises or an existing cloud option; up to 200 immutable snapshots per VM enabled by native replication; and more efficient scaling through the ability to expand storage independently of compute with vSAN storage clusters
    • VMware vDefend: This advanced service for VCF provides built-in threat detection and response, zone- and application-level micro-segmentation, distributed lateral security, reduced attack surface, and zero trust enforcement across VCF environments. With VCF 9.0, vDefend has added self-service microsegmentation; VPC-aware lateral security with delegated administration; VCF Import integration to streamline transition of existing vDefend deployments into VCF 9.0; and global IDS/IPS policy management for consistent threat defense policies across multi-site VCF deployments.​ Read the news blog here.
    • VMware Data Services Manager (DSM): As an advanced service for VCF, DSM 9.0 currently provides enterprise support for PostgreSQL and MySQL, and is now in Tech Preview with Microsoft SQL Server​. New integration with VCF Automation enables IT teams to deliver database as a service (DBaaS), while additional DSM enhancements increase the operational efficiency for large database fleet management.
    • Avi Load Balancer: This service provides plug-and-play load balancing services for VM and Kubernetes workloads with built-in global server load balancer (GSLB), application health and latency analytics, and web application firewall (WAF). With VCF 9.0, Avi Load Balancer now supports load balancing as self-service, streamlined operations and lifecycle management, and VPC-aware deployments. Read the news blog here.

    Partner Ecosystem Commentary

    “AMD and VMware continue to push the boundaries of enterprise infrastructure. The latest release of VMware Cloud Foundation 9.0 builds on our shared vision to deliver solutions with great performance, exceptional total cost of ownership, and advanced security with AMD EPYC™ processors featuring SEV-SNP. Customers can confidently and efficiently scale modern workloads—from virtualization to AI—across secure hybrid cloud environments.” – Raghu Nambiar, Corporate Vice President, Silicon Design Engineering, AMD

    “Azure VMware Solution (AVS) is a fully managed VCF service that provides customers the flexibility to combine VMware Cloud Foundation private clouds with the scale and flexibility of Azure. As customers adopt the latest innovations in VMware Cloud Foundation 9.0, they will be able to take advantage of Microsoft’s support for VCF license portability to extend VMware workloads to Azure as is, with minimal to no refactoring, and benefit from the continuity, scale, and fast provisioning for VMware workloads on global Azure infrastructure.” – Brett Tanzer, Vice President, Product Management for the Azure Solutions and Ecosystem Team

    “As organizations face increasing demands for data security, control and scalability, they’re turning to Dell Technologies to help them easily build private cloud environments. VMware Cloud Foundation 9.0 on Dell infrastructure will deliver a private cloud solution that eliminates IT silos, reduces risk and boosts operational efficiency.” – Gil Shneorson, Senior Vice President, Solutions Platform, Dell Technologies

    “Our strong partnership with Broadcom is key to delivering the latest VMware innovations on Google Cloud. With VMware Cloud Foundation 9.0, we’re particularly excited about the unified interface for private cloud operations, which streamlines management, and the frictionless cloud consumption experience, which empowers both platform and development teams. We look forward to bringing these advanced capabilities and more to Google Cloud VMware Engine, further enabling our customers to accelerate innovation and optimize their cloud environments.” – Nirav Mehta, Vice President, Product Management, Google Cloud

    “As enterprises embrace hybrid operating models, IT teams are under increasing pressure to modernize infrastructure without adding complexity or compromising on security and resilience. HPE GreenLake for VMware Cloud Foundation with VCF 9.0 will offer a co-engineered, validated solution with flexible consumption, multi-layered security and pre-integrated technology—all designed to streamline an organization’s private cloud journey.” – Rajeev Bhardwaj, Vice President and Chief Product Officer, Private Cloud and Flex Solutions, HPE

    “VMware Cloud Foundation 9.0 on Intel® Xeon® 6 platforms brings new levels of cost optimization and advanced security to the modern private cloud. With greater hardware consolidation and Intel® TDX enabling confidential computing, our mutual customers can lower total cost of ownership, enhance trust and data protection, and accelerate their AI adoption.” – Greg Ernst, CVP, Sales and Marketing Group, Intel Corporation

    “Lenovo ThinkAgile VX Series, a co-engineered solution with VMware Cloud Foundation, enables enterprises to implement a hybrid cloud environment using a turnkey solution for faster deployments, seamless lifecycle management and full-stack monitoring with Lenovo XClarity. Built on trusted Lenovo servers that are reliable and secure, this workload-ready solution is tested, optimized and validated for compliance to handle various workloads, including demanding AI projects. With VCF 9.0, Lenovo will offer customers a unified platform for all applications, blending public cloud agility with on-premises security and resilience.” – Stuart McRae, Executive Director and General Manager, Data Storage Solutions, Lenovo ISG

    “Enterprises building AI factories need solutions for integrating AI into the heart of their operations. VMware Private AI Foundation with NVIDIA fast-tracks enterprise AI deployments with a secure, full-stack platform for building, customizing and running AI models, agents and applications.” – John Fanelli, Vice President, Enterprise AI Software at NVIDIA

    Additional Resources

    Sources
    1-Based on internal Broadcom engineering estimates or test results, subject to change. March 2025.
    2-vSAN Global Dedupe requires RPQ. Contact account team for details.
    3-MLPerf Inference v5 Benchmark results, April 2025.

    About Broadcom
    Broadcom Inc. (NASDAQ: AVGO) is a global technology leader that designs, develops, and supplies a broad range of semiconductor, enterprise software and security solutions. Broadcom’s category-leading product portfolio serves critical markets including cloud, data center, networking, broadband, wireless, storage, industrial, and enterprise software. Our solutions include service provider and enterprise networking and storage, mobile device and broadband connectivity, mainframe, cybersecurity, and private and hybrid cloud infrastructure. Broadcom is a Delaware corporation headquartered in Palo Alto, CA. For more information, go to www.broadcom.com.

    Broadcom, the pulse logo, and Connecting Everything are among the trademarks of Broadcom. The term “Broadcom” refers to Broadcom Inc., and/or its subsidiaries. Other trademarks are the property of their respective owners.

    Media Contact:
    Roger T. Fortier
    VCF Division, Broadcom
    +1.408.348.1569
    roger.fortier@broadcom.com

    The MIL Network

  • MIL-OSI: Fairy Devices Launches Global Sales of THINKLET – Programmable Wearable AI Device for Developers

    Source: GlobeNewswire (MIL-OSI)

    TOKYO, June 17, 2025 (GLOBE NEWSWIRE) — Fairy Devices Inc., a Tokyo-based deep tech platformer, today announced the global launch of THINKLET, a programmable wearable AI device for AI application developers.

    The international sales page is available at
    https://mimi.fairydevices.jp/technology/device/thinklet/en/

    THINKLET is a programmable wearable AI device that enables developers to build AI applications using the THINKLET App SDK. It is designed for engineers with software development experience.
    A full suite of developer resources—including an official developer portal, tutorials, and sample apps—is available at
    https://fairydevicesrd.github.io/thinklet.app.developer/
    (Note: The content is available in Japanese only. Please use your preferred translation tool.)
    Sample movies created with THINKLET are available at the following link:
    https://www.youtube.com/@fairydevicesinc.official5032

    THINKLET was exhibited at the ACM CHI Conference on Human Factors in Computing Systems 2025, the premier international conference for Human-Computer Interaction, where it received high praise from researchers around the world.
    https://fairydevices-chi2025.studio.site/

    Lightweight and worn around the neck, THINKLET is built for hands-free daily operation. It features a wide-angle Full HD camera, a five-microphone array for reliable voice capture in noisy environments, GPS and a 9-axis motion sensor for activity and location tracking, cellular connectivity via SIM card, and wireless interfaces such as Wi-Fi and Bluetooth. These features make it ideal for applications such as remote collaboration, on-site data capture, and voice-based AI interaction.

    Note: THINKLET is intended for developers with software development experience. It is not a plug-and-play consumer device.

    THINKLET has already been adopted by a wide range of Japanese research institutions and industrial partners—including Daikin Industries, a global air conditioning manufacturer—for use in field operations and prototyping of AI-powered solutions. With global availability now open, Fairy Devices aims to enable developers worldwide to build practical wearable AI applications.

    For more information or to request a developer unit, please visit
    https://mimi.fairydevices.jp/technology/device/thinklet/en/

    About Fairy Devices Inc.
    Fairy Devices is a Japan-based technology company dedicated to revolutionizing how onsite and deskless workers interact with devices and data, particularly in industrial and field environments. By combining cutting-edge hardware, AI-driven software, and user-centric design, we create solutions that streamline workflows, improve safety, boost productivity, and enable interaction with AI. Our flagship product, THINKLET, exemplifies our commitment to pioneering next-generation human-computer interaction—providing a powerful wearable AI platform that supports both practical operations and advanced research.

    Media Contact
    Fairy Devices Inc.
    Email: thinklet-sales@fairydevices.jp
    Website: https://fairydevices.jp/en

    A photo accompanying this announcement is available at: 
    https://www.globenewswire.com/NewsRoom/AttachmentNg/2ce2219c-77c9-4e06-b273-d8d593b06d78

    The MIL Network

  • MIL-OSI: Solutions30 Annual General Meeting Results – June 17, 2025

    Source: GlobeNewswire (MIL-OSI)

    Approval of all resolutions

    Nomination of new Supervisory Board members

    The Solutions 30 SE General Meeting was held in Luxembourg on June 17, 2025, chaired by Gianbeppi Fortis, Chairman of the Management Board.

    All resolutions proposed at the Annual General Meeting were adopted, including:

    • Approval of the annual accounts and the consolidated accounts of the Company for the financial year ended on 31 December 2024, and allocation of results;
    • Approval of the nomination of Mrs. Maria Zesch et de Mr. Olivier Domergue as members of the Supervisory Board, and approval of the renewal of Mrs. Pascale Mourvillier’s mandate as member of the Supervisory Board;
    • Re-appointment of PKF Audit & Conseil S. à r.l. as approved statutory auditor;
    • Appointment of PKF Audit & Conseil S. à r.l in relation to the assurance opinion on the sustainability reporting included in the management report for the financial year 2025;
    • Approval of the annual remuneration of the Supervisory Board members;
    • Approval of the remuneration report (advisory vote);     

    Solutions30 thanks its shareholders for their support and trust.

    Results of the votes will be available today on the Group’s website: www.solutions30.com.

    About Solutions30 SE

    Solutions30’s mission is to make the technological developments that are transforming our daily lives accessible to everyone, individuals and businesses alike, especially with regard to the digital transformation and the energy transition. With its network of more than 16,000 technicians, Solutions30 has completed over 65 million call-outs since its inception and led over 500 renewable energy projects with a combined maximum output surpassing 1800 MWp. Every day, Solutions30 is doing its part to build a more connected and sustainable world. Solutions30 has become an industry leader in Europe with operations in 10 countries: France, Italy, Germany, the Netherlands, Belgium, Luxembourg, Spain, Portugal, the United Kingdom, and Poland. The capital of Solutions30 SE consists of 107,127,984 shares, equal to the number of theoretical votes that can be exercised. Solutions30 SE is listed on the Euronext Paris exchange (ISIN FR0013379484- code S30). Indices : CAC Mid & Small | CAC Small | CAC Technology | Euro Stoxx Total Market Technology | Euronext Tech Croissance.

    Visit our website to learn more: www.solutions30.com

    Contact

    Individual Shareholders:
    Tel: +33 1 86 86 00 63 – shareholders@solutions30.com

    Investor relations
    Investor.relations@solutions30.com

    Press – Image 7:

    Charlotte Le Barbier – Tel: +33 6 78 37 27 60 – clebarbier@image7.fr

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  • MIL-OSI: RIBER completes phase I of ROSIE with a partnership agreement signed with NQCP, a leading research center in Denmark

    Source: GlobeNewswire (MIL-OSI)

    RIBER completes phase I of ROSIE with a partnership agreement signed with NQCP, a leading research center in Denmark

    Bezons (France), June 17, 2025 – 6:00pm (CET) – RIBER, the global leader in Molecular Beam Epitaxy (MBE) equipment for the semiconductor industry, announces the signing of a three-year collaborative partnership with the Novo Nordisk Foundation Quantum Computing Programme (NQCP), a world-class research center based in Denmark.

    A strategic partnership to qualify the ROSIE process, the first 300 mm machine dedicated to photonics and compatible with silicon fabs

    This partnership marks a major milestone in RIBER’s ambition to become an integral part of silicon fab production lines. It focuses on the industrial qualification of ROSIE (Riber Oxide Silicon Epitaxy), a platform specifically designed for oxide growth on 300 mm wafers and fully compliant with SEMI standards.

    ROSIE is aimed at several strategic markets:

    • ultra-fast optical communications, particularly the Datacom / Telecom segments;
    • optical computing;
    • photonic quantum technologies.

    First ROSIE system sold

    The partnership includes the sale of the first ROSIE unit to NQCP, with delivery scheduled for the second half of 2025. The system will be integrated into a pilot line dedicated to photonic technologies. The program involves joint development work to optimize the process, which will be standardized in the equipment to enable rapid production ramp-up and fast-track achievement of the productivity levels expected by customers.

    A French-born platform supported by France 2030 to tackle global silicon industry challenges

    Developed since 2021, ROSIE embodies RIBER’s commitment to breakthrough innovation, combining cutting-edge MBE expertise with full compatibility with the industrial requirements of silicon production lines. The project has received support from the Île-de-France Region through the Innov’Up program and from Bpifrance under the France 2030 investment plan.

    An exceptional collaboration

    Partnering with Professor Krogstrup’s team was a natural choice.

    “The scientific environment, the team’s outstanding expertise, and their enthusiasm were decisive in our decision,” comments Dr. Jean-Louis Guyaux, Chief Technology Officer of RIBER Lab.

    Annie Geoffroy, Chairwoman and CEO of RIBER, adds: “Our partnership with a leading European lab in integrated silicon photonics is a strategic lever to accelerate the development of innovative processes. This collaboration will help us better meet growing market demands for performance, miniaturization, and energy efficiency, while also strengthening our capacity for innovation.

    Driving a European innovation forward

    Through this partnership, RIBER confirms its driving force in the European ecosystem for applied photonics research. It showcases the ability of a French industrial SME to bring cutting-edge technology to a global stage and underlines the power of collaboration between industry and science in shaping tomorrow’s technologies.

    This collaboration launches Phase II of the ROSIE journey – industrialization. It is a source of pride for RIBER to see a French technology emerge as a key enabler for next-generation quantum components,” concludes Annie Geoffroy.

    About NQCP

    The Novo Nordisk Foundation Quantum Computing Programme (NQCP) is a research initiative launched by the Novo Nordisk Foundation, in collaboration with the Niels Bohr Institute at the University of Copenhagen. The program aims to develop a fault-tolerant quantum computing (FTQC) hardware and quantum algorithms that solve complex life-science problems.
    NQCP takes an interdisciplinary approach, exploring multiple qubit technologies to identify the most promising platform. It leverages a global network of academic and industrial partners. The program also includes the creation of the Quantum Foundry Copenhagen, a facility dedicated to new manufacturing processes for high-precision quantum components, essential for the future generation of quantum computing processors.
    More information: https://nqcp.ku.dk/

    About RIBER

    Founded in 1964, RIBER is the global market leader for MBE – molecular beam epitaxy – equipment. It designs and produces equipment for the semiconductor industry and provides scientific and technical support for its clients (hardware and software), maintaining their equipment and optimizing their performance and output levels. Accelerating the performance of electronics, RIBER’s equipment performs an essential role in the development of advanced semiconductors that are used in numerous applications, from information technologies to photonics (lasers, sensors, etc.), 5G telecommunications networks and research, including quantum computing. RIBER is a BPI France-approved innovative company and is listed on the Euronext Growth Paris market (ISIN: FR0000075954).
    www.riber.com

    Contacts

    RIBER
    Annie Geoffroy | tel: +33 (0)1 39 96 65 00 | invest@riber.com

    ACTUS FINANCE & COMMUNICATION
    Cyril Combe | tel: +33 (0)1 53 67 36 36 | ccombe@actus.fr

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  • MIL-OSI: GPC Exchange Launches Strategy Automation API for Institutional Traders

    Source: GlobeNewswire (MIL-OSI)

    New York, NY, June 17, 2025 (GLOBE NEWSWIRE) — GPC Exchange, a global digital asset trading platform known for its institutional-grade infrastructure, today announced the official launch of its Strategy Automation API Suite. This new toolkit is designed to support hedge funds, quantitative teams, and multi-account operators seeking seamless deployment and control of automated trading strategies across centralized and decentralized venues.

    The API suite enables real-time execution of predefined logic across multiple accounts, trading pairs, and platforms—while maintaining strict control over latency, execution priority, and asset movement. This development marks another step in GPC Exchange’s roadmap to provide programmable, compliant, and performance-optimized services for professional digital asset participants.

    “In today’s fragmented market landscape, institutional investors need smart infrastructure that adapts to their strategies, not the other way around,” said Evelyn Hartmann, Chief Infrastructure Officer at GPC Exchange. “This API suite turns GPC Exchange into a strategy execution backbone—capable of coordinating trades across regions, instruments, and risk frameworks.”

    Core Features of the Strategy Automation API Suite:
     • Cross-Platform Execution Engine – Enables strategy logic to route orders across GPC Exchange and integrated external platforms, supporting arbitrage, hedging, and multi-exchange deployment.
     • Real-Time Strategy Feedback – Offers streaming updates on execution status, slippage rates, and market response signals.
     • Custom Risk Parameters – Institutional users can define automated stop conditions tied to NAV changes, volatility triggers, or portfolio drawdown thresholds.
     • Sub-Account Synchronization – Supports coordinated trading across team-managed sub-accounts with asset-specific permissions and automated allocation logic.
     • SDK Support – Developer tools available in Python, Go, and Node.js to integrate strategies with backtesting, order engines, and smart contract automation modules.

    The suite operates on top of GPC Exchange’s high-performance matching engine, which delivers microsecond-level trade response. It integrates with GPC’s behavior-based risk model and supports KYC-verified user partitions for added control and compliance.

    Expanding Institutional Use Cases
     GPC Exchange’s Strategy Automation API is ideal for a range of professional applications:
     • Statistical arbitrage and market-making algorithms
     • Global execution of delta-neutral and momentum strategies
     • Multi-platform rebalancing for asset managers
     • Automated execution of stablecoin settlement instructions for treasury teams

    Early access participants have reported significant latency reductions and execution consistency, particularly in volatile conditions. The exchange plans to expand the suite to support DeFi protocol calls, strategy modularization, and event-driven smart order types.

    About GPC Exchange
    GPC Exchange is a global digital asset platform serving institutions and professional traders. The platform offers multi-chain compatibility, AI-powered trading infrastructure, cross-chain settlement, and regulatory-grade security protocols. GPC Exchange operates regional hubs in Asia, North America, and Europe.

    https://pioneersxs.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. It is strongly recommended you practice due diligence, including consultation with a professional financial advisor, before investing in or trading cryptocurrency and securities.

    The MIL Network

  • MIL-OSI: WMBT Exchange Launches WPoints System to Boost User Engagement

    Source: GlobeNewswire (MIL-OSI)

    New York, NY, June 17, 2025 (GLOBE NEWSWIRE) — WMBT Exchange, a global digital asset trading platform known for its security standards and AI-driven infrastructure, today announced the launch of WPoints, a proprietary reward points system aimed at enhancing user interaction, retention, and long-term ecosystem value. This new incentive mechanism is part of WMBT Exchange’s broader strategic plan to drive user participation through structured engagement and reward logic.

    WPoints are designed to accumulate through various verified user actions, including trading activity, account verification, platform education module participation, referrals, and community contributions. These points can then be redeemed for functional benefits such as trading fee discounts, priority access to token offerings, NFT collectibles, and other exclusive platform privileges.

    “Building a self-reinforcing engagement model requires more than transactional efficiency,” said Matthew Collins, Director of Ecosystem Development at WMBT Exchange. “WPoints will help define long-term user participation standards and ensure that every action contributes to real economic utility within the WMBT ecosystem.”

    Multi-Layered Reward Architecture

    The WPoints system introduces a multi-dimensional reward engine designed to integrate seamlessly with daily platform operations. It includes the following core components:

    Task-Based Point Generation: Users can earn WPoints through activities such as daily logins, successful KYC verification, first trade completion, course enrollments, staking participation, and referral conversions.

    Tiered Loyalty Model: Accumulated WPoints contribute to a tiered loyalty structure that unlocks progressively higher benefits, including enhanced withdrawal limits, API usage preferences, and early access to promotional events.

    Redemption Marketplace: WPoints can be redeemed within a dedicated on-platform marketplace for discounts, feature unlocks, and participation in WMBT Exchange-exclusive product launches.

    Anti-Manipulation Safeguards: An AI-enhanced validation layer ensures WPoints are earned through authentic behavior. The system is protected against bots, farming schemes, and referral abuse through behavioral analysis and transaction fingerprinting.

    Integration with Web3 and Governance Models

    Looking ahead, WMBT Exchange plans to integrate WPoints into future decentralized governance mechanisms. Users who reach specific loyalty thresholds may be eligible for voting rights on platform development proposals, liquidity incentives, and project listing decisions. Furthermore, cross-platform recognition initiatives are being developed to allow WPoints interoperability with third-party DeFi platforms, NFT marketplaces, and crypto-focused learning tools.

    The rollout of WPoints begins this month across Asia-Pacific, Latin America, and select EMEA regions. A phased expansion to North America and institutional partner platforms is scheduled for Q4 2025. As part of the onboarding strategy, all new users registering before July 31 will receive a welcome bonus of WPoints equivalent to a fee rebate on their first three trades.

    Positioning WMBT Exchange as a Participatory Financial Ecosystem

    With the introduction of WPoints, WMBT Exchange underscores its commitment to creating a participatory financial ecosystem where users contribute not just capital, but data, time, and behavior patterns that shape the growth of the platform. The system builds upon previous initiatives such as AI-powered security protocols, multilingual education hubs, and micro-investment products targeting underbanked populations.

    WMBT Exchange continues to evolve from a pure trading venue into an intelligent infrastructure layer within the broader digital finance landscape. The addition of the WPoints system represents a significant milestone in aligning platform utility with user contribution, delivering both operational engagement and long-term network value.

    About WMBT Exchange

    WMBT Exchange is a global digital asset trading platform committed to building secure, compliant, and intelligent infrastructure for the future of finance. With support for multi-chain asset trading, institutional-grade custody, and AI-powered risk control, WMBT Exchange serves users across more than 30 countries. The platform prioritizes transparency, scalability, and user education to enable sustainable growth in the digital asset economy. Through continuous innovation and a commitment to regulatory alignment, WMBT Exchange is shaping the next generation of financial participation.

    https://wmbtex.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. It is strongly recommended you practice due diligence, including consultation with a professional financial advisor, before investing in or trading cryptocurrency and securities.

    The MIL Network

  • MIL-OSI: 1st Quarter Results

    Source: GlobeNewswire (MIL-OSI)

    17 June 2025

                                        Oxford Technology 2 VCT Plc (the “Company”)

    Legal Entity Identifier: 2138002COY2EXJDHWB30   

     1st Quarter Results 

    Oxford Technology 2 VCT Plc presents its quarterly update for the 3 month period ending 31 May 2025. The Directors have reviewed the valuation of its entire portfolio as at that date. The unaudited net asset value (NAV) per share for each Class (as at 31 May 2025) were included in the Annual Report for the year ended 28 February 2025 released earlier today and are shown in the table below, together with other associated data:

      Unaudited NAV
    p per share 31/05/25
    Audited NAV p per share 28/02/25 Change in NAV % Cumulative Dividends
    p per share
    to 31/05/25
    Total NAV Return
    p per share
    Shares in Issue
    Share Class          
    OT1 37.7 36.6 3.1% 55.0 92.7 5,431,655
    OT2 15.8 15.2 4.1% 22.5 38.3 5,331,889
    OT3 15.0 15.1 -0.3% 42.0 57.0 6,254,596
    OT4 18.3 19.8 -7.6% 48.0 66.3 10,826,748

    The NAVs incorporate bid prices of Arecor Therapeutics plc of 42p (a reduction of 6p since 28 February 2025) and Scancell Holdings Plc of 9.5p (an increase of 1.4p). The Directors have also reviewed the carrying costs of the unquoted investments and these remain unchanged from their values at 28 February 2025, apart from the impact of the recent investment in ImmunoBiology Limited (“ImmBio”).

    Shareholders are reminded that the Chairman’s statement in the Company’s 2025 Annual Financial Statements (“2025 Annual Report”) included details of how each Share Class’s net asset value per share changes with movements in the share prices of the Company’s primary AIM investments.

    No dividends were paid during the period under review. As indicated in the 2025 Annual Report, a total of £40,000 was invested by the Company in ImmBio in the period (OT2 Share Class: £30,000 and  OT3 Share Class: £10,000). The holding in Mirriad Advertising Plc, which had negligible value, has been disposed of (OT4 Share Class only). No other shares were bought nor sold in any the portfolio companies in any of the four Share Classes.

    The Directors are not aware of any other events or transactions which have taken place between 31 May 2025 and the publication of this statement which have had a material effect on the financial position of the Company.

    At 31 May 2025, the Company’s issued share capital by Share Class is shown in the table above. The Company holds no shares in treasury and the total voting rights in the Company are 27,844,888. This figure of 27,844,888 may be used by shareholders as the denominator for the calculations by which they will determine if they are required to notify their interest in, or a change to their interest in, the Company under the Financial Conduct Authority’s Disclosure Guidance and Transparency Rules.

    Enquiries: Lucius Cary Oxford Technology Management 01865 784466

    This announcement contains inside information as stipulated under the UK version of the Market Abuse Regulation No 596/2014 which is part of English Law by virtue of the European (Withdrawal) Act 2018, as amended. Upon the publication of this announcement via a Regulatory Information Service, this information is now considered to be in the public domain.

    The MIL Network

  • MIL-OSI Analysis: Brazil’s ‘bill of devastation’ pushes Amazon towards tipping point

    Source: The Conversation – Global Perspectives – By Philip Fearnside, Biólogo e pesquisador titular (Departamento de Ecologia), Instituto Nacional de Pesquisas da Amazônia (INPA)

    A bill essentially abolishing Brazil’s environmental licensing system is just days away from likely passage by the country’s National Congress. Despite the environmental discourse of President Luiz Inácio “Lula” da Silva, what is known as the “bill of devastation” (PL 2159/2021) apparently has his tacit approval. Even if Lula vetoes the bill, anti-environmental voting blocks in the National Congress have more than the 60% in each house needed to override a veto.

    The “bill of devastation” has been promoted as relieving “low impact” projects of unnecessary bureaucracy, but it is very much more than this. First, it is for both “low” and “medium” impact projects, two categories that are vaguely defined, allowing projects with major impacts to be benefitted. The bill applies to licensing at both the state and federal levels, and at the state level there is expected to be a “race to the bottom” as states compete to attract investments by loosening environmental restrictions.

    The “medium impact” category is a misnomer, as it includes most mining projects such as the mine tailings dams that broke in 2015 at Mariana and in 2019 at Brumadinho to create two of Brazil’s worst environmental disasters.

    Under the bill, these “low” and “medium” impact projects would be licensed by what is known as “self-licensing,”. This eliminates the need for an environmental impact assessment, public hearings and specification of compensatory measures in the event of accidents or other impacts. Basically, this self-declared statement consists of checking a series of boxes on an online form.

    Bypassing any public or committee debate, at the last minute before the Senate’s plenary vote the bill was modified with an amendment that increased its environmental impact even more. The amendment created a “Special Environmental License” that would allow any project considered to be “strategic” to have an accelerated approval process, regardless of the magnitude of its impacts.

    The amendment is believed to be specifically intended to facilitate the controversial mouth-of-the-Amazon oil project, which has major potential impacts both from potentially uncontrollable oil spills and from its impact on climate change.

    Brazil’s imminent climate disaster

    Global climate and the Amazon forest are both approaching tipping points where the process of collapse escapes from human control. These imminent disasters are intertwined: if the Amazon forest were to collapse it would release more than enough greenhouse gases to push global temperatures beyond the point where human society loses the option to contain climate change by cutting emissions to zero, and if global temperatures rise uncontrollably, it would soon push the Amazon forest to collapse.

    The Amazon forest is on the verge of tipping points in terms of temperature, the ongoing increase in dry season length, the percentage of forest cleared and a combination of various climatic and direct anthropogenic impacts.

    The loss of the Amazon forest that would result from crossing any of these tipping points would, among other impacts, sacrifice the forest’s vital role in recycling water.

    A volume of water greater than the Amazon River’s total flow is released as water vapor by the leaves of the trees, providing rainfall that not only maintains Amazon forest but also maintains agriculture and city water supplies in other parts of Brazil and in neighboring countries. The water vapor is transported by winds known as “flying rivers” to São Paulo, the World’s fourth largest city, which depends on this water supply.

    Amazon destruction

    Given these catastrophic prospects, Brazil’s government should be acting decisively to halt the country’s greenhouse gas emissions and to lead the World in combatting climate change. These necessities are interrelated, as effective leadership is done through example and Brazil cannot continue to merely exhort other countries to reduce their emissions when its domestic decisions are acting to increase global warming. This includes the “bill of devastation”.

    Rapidly phasing out fossil fuel use is fundamental to containing global warming. The amount by which human society must reduce its emissions and the trajectory in time that this reduction must follow are determined by analysis of the best available data and climate models.

    The “Global Stocktake” by the Climate Convention, released at COP-28 in 2023, showed that anthropogenic emissions must decline by 43% by 2030 compared to 2023, and by 84% by 2050 to stay within the limit currently agreed under the Paris Agreement of 1.5 ºC above the pre-industrial average global temperature.

    This limit represents a tipping point both for the global climate system and for the Amazon forest. Above this point there is a sharp increase in the annual probability of uncontrollable feedbacks driving the system to a catastrophic shift or collapse.

    The mouth-of-the-Amazon project is critical. A massive auction of drilling rights, both onshore and offshore, is scheduled for 17 June, including 47 blocks in the mouth of the Amazon River.

    Environmental approval of the first “experimental” well (FZA-M-59) is viewed as the key to international oil companies being willing to bid on these blocks. The head of the Brazilian licensing agency (IBAMA) has been under intense pressure to approve the project.

    Oil project

    Within the licensing debate, the focus is almost entirely on whether Petrobras has the infrastructure and personnel to mount a rescue operation for marine wildlife in the event of an oil spill, rather than the more basic question of whether a leak could be plugged if it should occur.

    Unfortunately, there are strong indications that a leak could not be plugged for months or years, as the site has double the 1.5-km water depth at the Deepwater Horizon well in the Gulf of Mexico that spilled uncontrollably for five months in 2010, and the ocean currents are much stronger and more complex in the mouth of the Amazon.

    Petrobras constantly brags about its long experience with offshore oil extraction, but neither Petrobras nor any other company has plugged a leak at a location with the depth and complexity of the mouth-of-the-Amazon site.

    Containing global warming is inconsistent with opening new oil fields due to the economic logic of these projects, which is different from the economics of continued extraction of existing oilfields. This is what led the International Energy Agency (IEA) to recommend that no new oil or gas fields be opened anywhere in the World.

    In the case of the mouth of the Amazon project, the expectation is that it would take five years to begin commercial production and another five years to pay for the investment; since no one will want to stop with zero profit, the project implies extracting petroleum for many years after that – far beyond the time when the World must stop using oil as fuel.

    Petrobras claims that the mouth-of-the-Amazon project and other planned new oilfields are needed for Brazil’s “energy security” to guarantee that Brazilians will not lack fuel for their vehicles.

    The falsity of this argument is obvious from the fact that Brazil currently exports over half of the oil it extracts, and this percentage is expected to rise with the planned expansion. The reserves in Brazil’s existing oilfields are far greater than what the country can consume before fossil-fuel use must cease. In other words, the expansion of oil extraction is purely a matter of money.

    Another argument promoted by Petrobras and by President Lula is that the oil revenue is needed to pay for Brazil’s energy transition. While the energy transition must indeed be paid for, it should have a guaranteed place in Brazil annual budget, like health and education, and not be treated as something optional that depends on windfall financial gains.

    President Lula’s sleepwalk

    President Lula apparently lacks understanding of Brazil’s suicidal course towards a climate catastrophe. He has surrounded himself with proponents of projects with enormous climatic consequences, such as his minister of transportation who presses for Highway BR-319 and his minister of mines and energy and the president of Petrobras who push for the mouth-of-the-Amazon and other new oil and gas projects.

    Clearly, Lula does not listen to his minister of environment and climate change on these issues. He lives in a “disinformation space,” to use the term coined by Ukrainian President Volodymyr Zelinski to describe Donald Trump. The question of whether President Lula will awake from his sleepwalk before COP-30 in November is critical, as this is his opportunity to assume global leadership on climate change. Although there is no indication that this is likely, efforts to penetrate his disinformation space must continue.

    Philip Fearnside receives funding from the National Council for Scientific and Technological Development (CNPq), the Amazonas State Research Support Foundation (FAPEAM), and the Brazilian Research Network on Global Climate Change (Rede Clima).

    ref. Brazil’s ‘bill of devastation’ pushes Amazon towards tipping point – https://theconversation.com/brazils-bill-of-devastation-pushes-amazon-towards-tipping-point-259027

    MIL OSI Analysis

  • MIL-OSI United Kingdom: Putting Scotland’s Future in Scotland’s Hands

    Source: Scottish National Party

    Read John Swinney’s speech on independence at Scotland 2050 below:

    Thank you for that warm welcome.  It is encouraging to see so many people here today, invested in the future of our country and keen to work together to build it.  

    This is not only about the future of our country.  It is about our future.  And that of our children and our grandchildren.  

    I am up here speaking as a father, and grandfather, as well as First Minister.  This is about the world we build for Scotland’s next generation.  And how we make our nation – and, as much as we can, our world – the best it can possibly be.

    I spend a great deal of time thinking about this – about what we want our shared future to look like, and what we must do today to create it.

    But first, before turning to the Scotland we seek and the Scotland we have the ability to make, I want to share some details of a new analysis the government has published, Future Trends for Scotland.

    Drawing on a wide range of practitioner and other expert views, and shaped also by insights from young Scots, it sets out the trends we think are most likely to shape Scotland in the next 10 to 20 years. I hope that it can in some way shape your thinking, as it certainly will ours.

    It is about challenges as well as opportunities, and both are important. The challenges facing Scotland, known in the present and possible in the future, are many, but the opportunities are more. We must never forget that reality. 

    Each generation faces its challenges, many as great, greater even than the ones our generation faces today, and, let us remind ourselves, we have always found a way through. 

    With the Future Trends horizon scan, we have the best available Scotland specific analysis to inform our decisions, both now and for the future. 

    You will recognise some of the trends the work has identified.

    A growing risk to our democracy because of mis- and disinformation, with trust in institutions falling.

    Conflicts more frequent.

    Climate change impacting soil quality, biodiversity, food supply. 

    Global progress on inequality stalling.

    And, as a result of these and other global trends, increasing voluntary and involuntary migration.

    No guarantee living standards will increase, but a real risk of ongoing wealth and income inequality at home and significant budgetary pressures as we struggle to meet the demands of an aging population.

    But also, growing success for Scotland in fields such as space and life sciences, new opportunities in energy, and widespread adoption of AI alongside the emergence of quantum technology.

    Both hurdles and new horizons for our society and economy. Warnings where we need to change, or up the pace, but also doors opening, if we have the courage to walk through them with confidence, with boldness and self-belief.

    And it is by shaping strategy and policy towards achieving long-term outcomes that we will be ready for this new world as it evolves.  

    That is one of the reasons we are reforming the National Performance Framework so that it can provide us with a clear north star, with ambitious, citizen-centred outcomes to guide our choices and actions as we navigate this emerging new world.

    A reformed NPF will help reshape government in Scotland. It will enable us to better focus budgets, to reduce compartmentalisation and encourage collaboration between spheres of government, and with partners in the third sector and the business community. 

    It is one part, but an important part of focusing government on delivering on the priorities of the people of Scotland as we build towards our vision of a Scotland that is more vibrant, more successful, more ambitious even than the Scotland of today. 

    But before looking forward, I wish to first look back.

    As others have observed, the Scotland of 2050 is as far removed from us today as the Scotland into which our parliament was born.

    Over the past quarter century, much has changed but the Scotland of today is not some alien land compared to the Scotland of then. 

    We can see clearly the threads connecting our reality now with choices made in the years between. 

    Yes, day-to-day life in Scotland has been fundamentally altered by technology – from the iPhone and the internet to emergent AI – and by geopolitics – from the rise of China to the impact of Russia’s invasion of Ukraine. By climate change, globalisation, deindustrialisation. 

    Changed also as a direct result of our disastrous withdrawal from the EU and by the wholly negative impacts of austerity in the UK on the vitality of our public services or on people’s living standards and quality of life. 

    But it has also been shaped, and changed for the better, by the Scottish Parliament’s ban on smoking, by minimum pricing on alcohol, or by our decisions to rapidly expand early learning and childcare, introduce HPV vaccination and modernise our school estate.

    Yes, the Scotland of 2050 will be shaped by a series of unpredictable forces, by new technologies we have only half-imagined in the pages of science fiction, by conflicts now only simmering, by people who are only just born. 

    But it will also be shaped by us. By the decisions we take, the policy choices we implement, the vision and path forward that we set out.

    That is a great responsibility, but for me it is also exciting, inspiring, and a he privilege to shape it as First Minister.

    So how do we get from where we are to where we want to be?

    A big part of the answer is ensuring that we are in charge of our own destiny. That we have our hands on all the levers we need to make the biggest difference.

    A fiscal squeeze, better dealt with if we are fully in charge of our nation’s finances.

    The complexities of navigating climate change, much easier if we are in charge of energy policy and our vast energy resources.

    Making sure we have a big enough working population to meet the demands of an aging population, more options, more solutions possible, if we are in charge of our immigration policy, or members again of the EU.

    But I will come back to that, to how we can truly put Scotland’s future in Scotland’s hands.

    As we look around our land in 2050, my hope is that we see a modern, dynamic Scotland, a compassionate, enterprising, forward-looking nation state, back where it belongs at the heart of Europe.

    We have taken the climate challenge and seen it as an opportunity for a complete redesign of our ways of living. For example, district heating schemes in every community, an everyday part of life, delivering low-cost heating, and significantly lower energy bills. More liveable communities, full of climate positive, modern, affordable homes, with rethought and rediscovered High Streets. More of our food grown locally, and technology enabling more of what we use every day to be produced locally. 

    We are a clean energy nation, with the vast amounts of low-cost renewable energy that we produce fuelling a host of new business opportunities. Data centres, research centres, energy intensive manufacturing industries. Low-energy costs making it cheaper to produce food. Low-energy costs making it cheaper to heat our homes. Scotland a clean energy powerhouse. An energy rich Scotland finally meaning also energy rich Scots.

    We are a high-tech, clean tech country, with our public realm digitally transformed, high-tech solutions delivering more effective, more personalised health interventions, the right systems in place to manage the acute and support us more effectively as we enter old age.

    We have seen too-high levels of child poverty not in terms of handouts, but as a handbrake on our potential, as a limit on the success our nation can achieve. And we have acted decisively to eradicate child poverty in our land. As a result, we have released the potential of tens of thousands of ambitious, eager and talented young Scots, young men and women who are playing a crucial role, a fundamental role, in building our nation anew. 

    We have looked at our place in this world and decided that the union that offers the greatest opportunity, that provides the greatest security is the European Union.

    How do we get there? 

    In part, through the perhaps mundane reality of good government. That has been my focus since I became First Minister. Interventions in that vein like a realistic medium-term finance strategy, an effective population health strategy and a clear-eyed and mobilising programme of public sector reform – all initiatives being launched over the coming week.

    By having government focused on a clear set of priorities, and producing policy that is determined by the real-world, real-life needs of people rather than what might best suit the system. 

    Eradicating child poverty. Boosting economic growth. Delivering climate action. Improving public services, especially the NHS. This prioritisation of government action on those things that matter most to people, those things that will deliver the most for people, is at the very heart of what I am trying to achieve as First Minister. Listening to the public and addressing the strain they fell over the cost of living.

    It is also about collectively owning the vision and uniting in our determination to get there. It is about focusing our efforts behind a sharp and clear set of national outcomes and ambitious short-, medium- and longer-term national goals.

    However, most importantly, it is about deciding to take Scotland’s future into our own hands. 

    It is only by taking charge of our own destiny, with our own hand on the tiller, that we are better able to ride the waves of change, that we are better able to shape our own future.

    That does not mean a Scotland standing alone, but rather a nation that has worked out its place in the world, and the contribution it wants to make to the world. An ongoing deep and rich partnership with the other nations of these isles, absolutely, but ultimately as a nation state in our own right, as a Member State of the world’s largest trading block, the world’s biggest social and economic community, the European Union. 

    I have long believed that Scotland is an afterthought to successive UK governments. Scotland is not on Westminster’s radar in the same way, say, as London, the Midlands or the Southeast. From a UK perspective that is completely understandable, but from a Scottish perspective, to accept it is total madness. 

    It holds us back in ways big and small, leaving us waiting and praying, hoping that decisions taken at Westminster are not too damaging. 

    We are prey to a broken system and a failing economic model – a system that delivers for a very few at the very top, while living standards stagnate and real wages are squeezed for the vast majority.

    It means, as a nation, that we must try to thrive on what amounts, at worst, to poison pills and, at best, policy scraps from the UK table. 

    All this when we have the capacity to stand and flourish on our own two feet.

    I know there are many in this room who are not yet persuaded by the case for independence, and others who will never be. I respect that.

    But independence is the defining choice for this generation, have no doubt. Because the UK status quo has proved itself incapable of delivering on the hopes and ambitions of the people of Scotland.

    That is why, like a clear majority of Scots, I believe that our nation should have the right to choose.

    If this is a voluntary union, as Westminster politicians insist, then it is completely untenable that there is no mechanism for Scotland to leave the Union if it so wishes.

    Whether it is Keir Starmer, Kemi Badenoch or Nigel Farage, no Westminster politician should have the ability to deny Scotland her right to national self-determination. 

    I want to close today with a piece of poetry that I think perfectly captures this moment in time for our nation. It was written by Liz Lochhead, Scotland’s Makar from 2011 to 2016. It has just been given pride of place, alongside many other inspirational lines of poetry and prose, on the Canongate wall of the Scottish Parliament.

    She wrote,

    this

    our one small country . . .

    our one, wondrous, spinning, dear green place.

    What shall we build of it together

    in this our one small time and space?

    Today, you have heard something of my answer, something of my ambition for Scotland. It is a vision of a country that is fairer, wealthier, more at peace with itself than the Scotland of today. 

    A Scotland that is modern, dynamic and forward-looking, living in anticipation of what more can be done, what else can be achieved. Moving forward as one, moving forward with hope and self-belief.

    Such a Scotland is within reach, I have no doubt. But if we want it, we have to work for it, we have to vote for it, we have to actively, purposefully, and I hope also joyfully, make it happen.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: UK-Ukraine TechBridge: London Tech Week 2025 Communiqué

    Source: United Kingdom – Executive Government & Departments

    News story

    UK-Ukraine TechBridge: London Tech Week 2025 Communiqué

    UK-Ukraine TechBridge Investment Accelerator at London Tech Week 2025

    9 – 11 June 2025 

    During London Tech Week, UK Government, in collaboration with 1991 Ventures and Ukraine’s Ministry of Digital Transformation (MDT), strengthened the UK-Ukraine bilateral relationship through a series of key meetings and events under the UK-Ukraine TechBridge programme, a component of the 100 Year Partnership agreement. 

    9 June 

    On the Startup Stage at London Tech Week, the UK-Ukraine TechBridge Investment Accelerator project concluded with a pitching session. Ukrainian Deputy Minister for Digital Transformation, Oleksandr Bornyakov (MDT), and Denis Gursky of 1991 Ventures joined Rodney Berkeley, Director of Infrastructure and Technology at the Department for Business & Trade (DBT), in delivering opening remarks. Pitches were delivered by 11 high potential Ukrainian tech start-ups providing innovative solutions from databases to support clinical trials, AI-powered Software as a Service (SaaS), and direct air carbon capture technology for agriculture. The Investment Accelerator project aimed at upskilling Ukrainian tech founders to scale up their businesses in the UK. 

    10 June 

    A breakfast event was hosted by the Embassy of Ukraine focused on promoting Ukraine’s CodeUA (B2B platform) initiative and connecting highly skilled Ukrainian tech companies with global business representatives. The event provided valuable insights into Ukraine’s tech ecosystem and facilitated new, collaborative opportunities for those wanting to invest in innovative, and secure technology partnerships. 

    The day concluded with an evening reception at the London Stock Exchange Group, supported by the UK-Ukraine TechBridge and DiiaCity Utd. This event celebrated the global potential of Ukraine’s tech ecosystem, bringing together Ukrainian and UK government representatives, investors, tech companies, and thought leaders to deepen cooperation between our two nations.

    Updates to this page

    Published 17 June 2025

    MIL OSI United Kingdom

  • MIL-OSI USA: As Trump moves to decimate state AI laws, Governor Newsom taps the nation’s top experts for groundbreaking AI report

    Source: US State of California Governor

    Jun 17, 2025

    What you need to know: Against the backdrop of President Trump’s massive and costly bill gutting laws protecting against AI-generated child pornography, scams, and other criminal activity, Governor Newsom is continuing his leadership by releasing a groundbreaking new report from leading experts and academics to help guide the responsible, safe, and ethical development and deployment of AI in California and beyond.

    SAN FRANCISCO – Today, Governor Newsom advanced California’s ongoing leadership in the responsible development and deployment of artificial intelligence with the release of a new report from world-leading AI academics and experts. The group, which was convened at the request of the Governor last September, today released its final report, The California Report on Frontier AI Policy. This landmark report will help pave the way for the responsible, ethical, and safe use of AI for the benefit of all Californians by offering a policy framework for workable guardrails based on an empirical, science-based analysis of the technology’s capabilities and risks. The announcement comes as President Trump pushes his massive spending bill, which includes a 10-year moratorium on state laws protecting against the misuse of AI, including California’s laws that ban AI-generated child pornography, deepfake porn, and robocall scams against the elderly.

    “California is the home of innovation and technology that is driving the nation’s economic growth — including the emerging AI industry. As Donald Trump chooses to take our nation back to the past by dismantling laws protecting public safety, California will continue to lead the way with smart and effective policymaking. I thank the experts and academics who responded to my call for this important report to help ensure that, as we move forward to help nurture AI technology, we do so with the safety of Californians at the top of mind.”

    Governor Gavin Newsom

    AI is already changing the world, and California will play a pivotal role in defining that future. As the fourth-largest economy in the world and the birthplace of the tech industry, California continues to dominate this sector as the leader in AI. The state is home to 32 of the 50 top AI companies worldwide. In addition to championing safe, responsible, and ethical development and use of this emerging industry, California is harnessing its potential to increase government efficiency and support state operations. 

    Studying AI’s risk and opportunities 

    Today’s report is a result of the Governor’s convening of leading experts on artificial intelligence and policy to help California develop workable guardrails for deploying generative AI (GenAI), focusing on developing an empirical, science-based trajectory analysis of frontier models and their capabilities and attendant risks. Authors include the  “godmother of AI,” Dr. Fei-Fei Li, Professor of Computer Science at Stanford University and Founding Co-Director of Stanford’s Human-Centered AI Institute;  Mariano-Florentino “Tino” Cuéllar, President of the Carnegie Endowment for International Peace and member of the National Academy of Sciences Committee on Social and Ethical Implications of Computing Research; and Dr. Jennifer Tour Chayes, Dean of the College of Computing, Data Science, and Society at UC Berkeley.

    The report includes recommendations on ensuring evidence-based policymaking, balancing the need for transparency with considerations such as security risks, and determining the appropriate level of regulation in this fast-evolving field.  

    Public engagement

    The report incorporated robust public participation in the drafting process. The final report incorporates public feedback submitted following the draft released in March 2025, and provides a framework that can help California policymakers, as well as policymakers across the country, provide guardrails on the frontier of AI development

    California’s AI global leadership 

    California has launched efforts to help the state take advantage of this emerging technology, while also creating responsible policy guardrails to protect Californians, including businesses and workers

    In 2023, Governor Newsom signed an executive order laying out California’s measured approach to state GenAI procurement. That EO has shaped the future of ethical, transparent, and trustworthy GenAI deployment, all while California remains the world’s GenAI leader. Within state government, projects are already underway to utilize GenAI to reduce highway congestion, improve roadway safety, and enhance customer service in a state call center. 

    First of-its-kind effort with NVIDIA

    In August 2024, the state partnered with NVIDIA to launch a first-of-its-kind AI collaboration. The initiative, signed by Governor Gavin Newsom and NVIDIA founder & CEO Jensen Huang, aims to train students, educators and workers; support job creation and promote innovation; and use AI to solve challenges that can improve the lives of Californians.

     

    Staying ahead of threats 

    Last year, Governor Newsom also signed a series of bills to crack down on sexually explicit deepfakes and require AI watermarking, ban AI-generated child pornography, protect consumers by preventing scams from AI-generated robocalls, protect performers’ digital likenesses, and combat deepfake election content

    Press releases, Recent news

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    MIL OSI USA News

  • 24-million-year-old fossil leaves unearthed in Assam reveal ancient climate shifts

    Source: Government of India

    Source: Government of India (4)

    Scientists have uncovered a remarkable 24-million-year-old secret hidden in the coal beds of Assam’s Makum Coalfield, shedding new light on South Asia’s ancient biodiversity. Fossilized leaves, identified as the world’s oldest known record of the Nothopegia plant genus, were discovered by researchers from the Birbal Sahni Institute of Palaeosciences (BSIP) in Lucknow, an autonomous institute under the Department of Science and Technology.

    The fossil leaves, dating back to the late Oligocene epoch (24–23 million years ago), bear a striking resemblance to the modern Nothopegia species found today in the Western Ghats, a UNESCO World Heritage Site and one of the world’s key biodiversity hotspots, located thousands of kilometers away from Assam. Notably, the Nothopegia genus no longer grows in Northeast India, making this discovery a significant clue to the region’s ecological past.

    Using advanced techniques such as herbarium comparison, cluster analysis, and the Climate Leaf Analysis Multivariate Program (CLAMP), the research team reconstructed the ancient environment of Northeast India. Their findings reveal a warm, humid climate during the late Oligocene, similar to the conditions in the Western Ghats today, which once supported Nothopegia’s growth in Assam.

    The study, published in the journal *Review of Palaeobotany and Palynology*, traces the dramatic journey of Nothopegia from Northeast India to its current refuge in the Western Ghats. Geological upheavals, including the rise of the Himalayas due to tectonic movements, triggered significant climate changes in the Northeast, altering temperature, rainfall, and wind patterns. These shifts made the region inhospitable for tropical species like Nothopegia, leading to its disappearance from Assam. However, the plant survived in the climatically stable Western Ghats, where it remains a living relic of an ancient ecosystem.

    “This fossil discovery is a window into the past that helps us understand the future,” said Dr. Harshita Bhatia, a co-author of the study. By combining paleobotany, systematics, and climate modeling, the research offers insights into how ecosystems adapt to environmental pressures and how some species endure dramatic shifts.

    The findings also carry implications for today’s rapidly changing climate. Unlike ancient climate shifts, modern changes driven by human activity are occurring at an unprecedented pace. Understanding Nothopegia’s ancient migration highlights the importance of protecting biodiversity hotspots like the Western Ghats, which serve as sanctuaries for ancient plant lineages. The study underscores the need to preserve these ecosystems to safeguard India’s rich biodiversity amid ongoing climatic challenges.

  • MIL-OSI: 74Software Appoints Julia Siepmann as Group Chief Human Resources Officer

    Source: GlobeNewswire (MIL-OSI)

    Press Release

    74Software Appoints Julia Siepmann as Group Chief Human Resources Officer

    Paris, June 17, 2025 – 74Software today announces the appointment of Julia Siepmann as Group Chief Human Resources Officer, effective as of 19th May 2025.

    Julia Siepmann brings over 20-years of global experience in strategic human resources management within technology-driven companies undergoing companywide transformation. Throughout her career, she has demonstrated a strong ability to lead deep cultural evolutions, implement global HR frameworks, and foster inclusive, engaging, and high-performing work environments.

    Prior to joining 74Software, Julia served as Chief Human Resources Officer at Nielsen, Analytics Portfolio Organizations. She previously spent over 15 years at Teradata where she held Global HR leadership roles based in London and Singapore. Known for her thoughtful and structured approach, she has led numerous Global programs focused on HR transformation, employee engagement, and inclusion. Julia is based in London, United Kingdom.

    Patrick Donovan, Chief Executive Officer of 74Software, stated:

    “Julia’s appointment marks an important step in driving our development. We are committed to our team and their development, and her proven leadership and deep expertise in organizational transformation and talent management will be key assets in strengthening our corporate culture and sustaining our growth. We are pleased to welcome her to the executive leadership team.”

    Julia will play a central role in shaping and executing a human resources strategy aligned with 74Software’s development ambitions. Her mission will be to enhance organizational performance by fostering cohesion across entities, supporting talent development, and embedding a company culture rooted in respect, equity, and well-being.

    “I am delighted to be joining 74Software at a pivotal time in its growth as a portfolio company uniting several strong technology brands around shared values and a common culture,” said Julia Siepmann. “In a constantly evolving and competitive environment, HR plays a critical role in supporting this momentum and shaping a compelling, forward-looking employee value proposition. I look forward to contributing to the development of an inclusive, high-performing, and sustainable organization.”

    With this appointment, the Executive Committee of 74Software now comprises 9 members representing 4 nationalities:

    • Patrick Donovan, Chief Executive Officer
    • Éric Bierry, Deputy CEO, CEO of SBS
    • Roland Royer, CEO of Axway
    • Tobias Unger, Chief Financial Officer
    • Xavier Rebeuf, Chief R&D Operations
    • Paul French, Chief of Staff
    • Philippe Buisson, Chief of Integration and Secretary
    • Yann Metz-Pasquier, Chief Strategy Officer
    • Julia Siepmann, Chief Human Resources Officer

    About 74Software

    74Software is an enterprise software group founded through the combination of Axway and SBS – independently operated leaders with unique experience and capabilities to deliver mission-critical software for a data driven world. A pioneer in enterprise integration solutions for 25 years, Axway supports major brands and government agencies around the globe with its core line of MFT, B2B, API, and Financial Accounting Hub products. SBS empowers banks and financial institutions to reimagine tomorrow’s digital experiences with a composable cloud-based architecture that enables deposits, lending, compliance, payments, consumer, and asset finance services and operations to be deployed worldwide. 74Software serves more than 11,000 companies, including over 1,500 financial service customers. To learn more, visit 74Software.com

    Contacts – Investor Relations:

    Arthur Carli – +33 (0)1 47 17 24 65 – acarli@74software.com

    Chloé Chouard – +33 (0)1 47 17 21 78 – cchouard@74software.com

    Attachment

    The MIL Network

  • MIL-OSI: Reliance Global Group Signs Letter of Intent to Sell Fortman Insurance for $5 Million in Cash

    Source: GlobeNewswire (MIL-OSI)

    LAKEWOOD, NJ, June 17, 2025 (GLOBE NEWSWIRE) — Reliance Global Group, Inc. (Nasdaq: RELI) (“Reliance,” “we,” “us,” “our” or the “Company”) today announced it has signed a non-binding Letter of Intent (LOI) to sell Fortman Insurance Agency (“Fortman”), a wholly owned subsidiary for $5 million in cash. The contemplated sale price represents a meaningful premium over the original acquisition cost, underscoring the Company’s ability to acquire, improve, and opportunistically monetize assets to drive shareholder value.

    Since acquiring Fortman, Reliance has implemented operational enhancements, upgraded internal systems, and established a strong leadership team. As a result, Fortman has evolved into a well-capitalized, efficiently run agency with a growing customer base and enhanced market presence.

    Ezra Beyman, CEO of Reliance, commented, “The potential sale of Fortman demonstrates our disciplined capital allocation strategy and commitment to value creation. We acquired Fortman at a compelling valuation, strengthened its operations, and are now positioned to realize a meaningful return. This contemplated transaction reflects our ability to execute and supports our broader goal of building a highly profitable and focused organization. Not only does the sale price represent a premium to what we paid for Fortman, but it also adds substantial cash to our balance sheet—an especially notable achievement in light of our current market capitalization. We believe that this highlights the substantial underlying value embedded across our broader portfolio.”

    Proceeds from the sale are expected to support Reliance’s planned acquisition of Spetner Associates (“Spetner”), a rapidly growing and synergistic insurance platform. As highlighted in previous announcements, Spetner has experienced robust growth in recent years and is expected to generate strong cash flow at both the subsidiary and parent company levels. The Company believes Spetner will integrate seamlessly into Reliance’s operations under the OneFirm strategy.

    “By monetizing Fortman at a premium, we are building internal cash reserves that are intended to advance the Spetner acquisition,” added Beyman. “This strategy reflects our commitment to enhancing shareholder value while pursuing transformative and accretive growth opportunities. We believe replacing our Fortman subsidiary with Spetner aligns with our long-term vision for scale, synergy, and sustained cash flow generation.”

    The LOI is non-binding and subject to customary due diligence and negotiation of definitive documentation. The Company will provide additional updates as the transaction progresses.

    About Reliance Global Group, Inc.

    Reliance Global Group, Inc. (NASDAQ: RELI) is an InsurTech pioneer, leveraging artificial intelligence (AI), and cloud-based technologies, to transform and improve efficiencies in the insurance agency/brokerage industry. The Company’s business-to-business InsurTech platform, RELI Exchange, provides independent insurance agencies an entire suite of business development tools, enabling them to effectively compete with large-scale national insurance agencies, whilst reducing back-office cost and burden. The Company’s business-to-consumer platform, 5minuteinsure.com, utilizes AI and data mining, to provide competitive online insurance quotes within minutes to everyday consumers seeking to purchase auto, home, and life insurance.  In addition, the Company operates its own portfolio of select retail “brick and mortar” insurance agencies which are leaders and pioneers in their respective regions throughout the United States, offering a wide variety of insurance products. Further information about the Company can be found at https://www.relianceglobalgroup.com.

    Forward-Looking Statements

    This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. You can identify these statements by terminology such as “may,” “should,” “could,” “would,” “will,” “expect,” “anticipate,” “intend,” “plan,” “believe,” “estimate,” “continue,” “potential,” and similar expressions. Forward-looking statements in this press release include, without limitation, statements regarding:

    • Our ability to complete the non-binding Letter of Intent to sell Fortman Insurance Agency for $5 million and to realize the contemplated premium over our original acquisition cost;
    • Our plans to deploy the proceeds from the Fortman sale for the proposed acquisition of Spetner Associates, Inc.;
    • Our expectation that the Spetner acquisition will close on commercially reasonable terms and receive any required regulatory and shareholder approvals;
    • Our objectives to continue acquiring, improving and opportunistically monetizing agency-level assets to drive shareholder value;
    • Our intentions to pursue disciplined, accretive growth opportunities in the InsurTech and insurance agency industries; and
    • Other statements of our plans, objectives, expectations and intentions with respect to future operations, financial results, products and services.

    These forward-looking statements are based on a number of assumptions, including the assumptions that: the LOI will not be terminated prior to execution of definitive purchase agreements; due diligence and documentation negotiations will proceed without material adverse findings; the Fortman sale and the Spetner acquisition will both close as expected; our revenue and EBITDA projections for Spetner are attainable; integration risks will be managed successfully; and there will be no material adverse changes in market, economic or regulatory conditions affecting our businesses. There can be no assurance that any of these assumptions will prove correct.

    There are numerous risks and uncertainties that may cause actual results or performance to differ materially from those expressed or implied by these forward-looking statements. These include, among others: the risk that the Fortman buyer may withdraw or renegotiate the terms of the LOI; delays or failure to complete either the Fortman sale or the Spetner acquisition; unanticipated liabilities or integration challenges in connection with Spetner; our inability to realize the projected revenue or EBITDA benefits; competition in the InsurTech and agency brokerage industry; changes in insurance regulation or Nasdaq listing requirements; general economic or financial market conditions; and the other risks and uncertainties described in the “Risk Factors” section of our Registration Statement on Form S-1 and our periodic reports filed with the Securities and Exchange Commission.

    You should carefully review our Annual Report on Form 10-K for the year ended December 31, 2024, as amended, and the other reports we have filed or will file with the SEC for a more complete discussion of risks and uncertainties. Except as required by law, Reliance Global Group, Inc. disclaims any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

    Contact:
    Crescendo Communications, LLC
    Tel: +1 (212) 671-1020
    Email: RELI@crescendo-ir.com 

    The MIL Network

  • MIL-OSI Economics: Breaking down the chaos of a seemingly infinite workday

    Source: Microsoft

    Headline: Breaking down the chaos of a seemingly infinite workday

    In our recent 2025 Work Trend Index Annual Report, we charted the emergence of the Frontier Firm—powered by intelligence on tap, run by human-agent teams, and defined by a new role for every employee, the agent boss. These firms are redesigning business processes around AI and agents to scale rapidly, operate with agility, and generate value faster than traditional companies.

    But organizations will never complete their journey to becoming a Frontier Firm by concentrating on process alone. Our research, based on trillions of globally aggregated and anonymized Microsoft 365 productivity signals, reveals a challenging new roadblock: a seemingly infinite workday. 

    AI offers a way out of the mire, especially if paired with a reimagined rhythm of work. Otherwise, we risk using AI to accelerate a broken system. To get a handle on this barrier to transformation, let’s start our infinite workday. 

    The workday often begins before a lot of people are out of bed. By 6 am, many Microsoft 365 users are scanning overflowing inboxes in hopes of getting ahead. Our telemetry data shows:  

    • 40% of people who are online at 6 am are reviewing email for the day’s priorities. 

    • The average worker receives 117 emails daily—most of them skimmed in under 60 seconds. 

    • Mass emails with 20+ recipients are up 7% in the past year, while one-on-one threads are on the decline (-5%). 

    The inbox may still be the front door to work, but too often it opens to a flood of unprioritized chaos. 

    The chaos of the infinite workday

    It starts early, mostly in email, and quickly swells to a focus-sapping flood of messages, meetings, and interruptions. 

    By 8 am, Microsoft Teams overtakes email as the dominant communication channel, shifting the day into high gear.  

    • The average worker receives 153 Teams messages per weekday. 

    • Messages per person are up 6% YOY globally—more than 20% in regions like Central and Eastern Europe, the Middle East, and Africa, and over 15% in the UK and South Korea. 

    Each email or message notification may seem small, but together they can set a frenetic tempo for the day ahead.  

    The most valuable hours of the workday are often ruled by someone else’s agenda. Half (50%) of all meetings take place between 9–11 am and 1–3 pm—precisely when, as research shows, many people have a natural productivity spike in their day, due to their circadian rhythms. But our data reveals that we fill this time with meetings, leaving little room for deep focus. Tuesdays now carry the heaviest meeting load (23%), while Fridays taper to just 16%. Instead of deep work, these prime hours are spent cycling through a carousel of calls. 

    Meetings hijack prime focus time

    Studies show that many people have two natural performance spikes each day, but our data reveals that we fill one of them with meetings, leaving little room for focus work.

    An area chart showing average productivity levels for workers between the hours of 6 am and 12 am, indicating that a high percentage of meetings are often scheduled during peak productivity hours, leaving workers with less time to dedicate to focus work.

    But meetings aren’t the only force fracturing attention. By 11 am—peak productivity for many—message activity also surges, with 54% of users active. According to our telemetry data it’s the most overloaded hour of the day, as real-time messages, scheduled meetings, and constant app switching converge, making focus on any one task nearly impossible. 

    Calendars may show a break in meetings after lunch, but that could also be a mirage. During this time we see Word, Excel, and PowerPoint (WXP) usage surge as employees attempt focus work like writing, analyzing data, and creating decks—but that time is fragmented. Our telemetry data shows that, on average, employees using Microsoft 365 are interrupted every 2 minutes by a meeting, email, or notification. That competing digital noise doesn’t appear on calendars, but as many information workers will likely attest, it’s deeply felt. In fact, our global Work Trend Index survey shows that nearly half of employees (48%)—and more than half of leaders (52%)—say their work feels chaotic and fragmented. 

    The issue isn’t just volume—it’s sprawl. Our data shows that modes of communication are changing, coordination is more complex, and mental load is heavier.  

    • 57% of meetings are ad hoc calls without a calendar invite—and 1 in 10 scheduled meetings are booked at the last minute.  

    • Large meetings (65+ attendees) are the fastest-growing type—likely a result of employees navigating increasingly complex, cross-functional teams. 

    • Nearly a third of meetings now span multiple time zones—up 35% since 2021. 

    • And in the final 10 minutes before a meeting, PowerPoint edits spike 122%—the digital equivalent of cramming before an exam. 

    For many, the workday now feels like navigating chaos—reacting to others’ priorities and losing focus on what matters most. In a time when every hour counts, that drift could quietly drain energy and stall business progress. 

    The shift to the triple peak day that started during the pandemic is no longer a trend—for many, it’s the norm. Today’s workday stretches well into the evening. Our telemetry data shows that meetings after 8 pm are up 16% year over year, with global and flexible teams accounting for much of the increase. And it’s not just meetings: the average employee now sends or receives more than 50 messages outside of core business hours, and by 10 pm, nearly a third (29%) of active workers dive back into their inboxes, pointing to a steady rise in after-hours activity. 

    But “working late” can be experienced differently. A recent study from Microsoft Research found that remote workers often see evening hours as a productive window for quiet catch-up. Hybrid workers, by contrast, are more likely to experience that same time as a source of stress. For managers and leaders, this isn’t just a footnote—it’s a signal that can help set clearer expectations, shape team culture, and better support teams. 

    And for some, this pressure spills into the weekend—making Sunday feel like just another Monday:  

    • Our telemetry data shows a notable bump in weekend email usage. Nearly 20% of employees actively working on the weekend are checking their email before noon on Saturday and Sunday—waking up to work, even on typical days off. And over 5% are back in email on Sunday evenings (6 pm and later)—the Sunday scaries are real and measurable. 

    • And while email patterns mimic the workweek, other apps tell a different story: over the weekend, usage of WXP overtakes Teams messages as employees finally carve out time for uninterrupted focus work. 

    The infinite workday bleeds into evenings and weekends

    Boundaries are eroding as 1 in 3 employees say the pace of work over the past five years makes it impossible to keep up.

    This points to a larger truth: the modern workday for many has no clear start or finish. As business demands grow more complex and expectations continue to rise, time once reserved for focus or recovery may now be spent catching up, prepping, and chasing clarity. It’s the professional equivalent of needing to assemble a bike before every ride. Too much energy is spent organizing chaos before meaningful work can begin.  

    Leaders are feeling the squeeze. With flat budgets and rising pressure to perform, 1 in 3 employees in our global Work Trend Index survey responded that the pace of work over the past five years has made it impossible to keep up. The signals are clear: it’s time to break the cycle. The future of work won’t be defined by how much drudgery we automate, but by what we choose to fundamentally reimagine. AI can give us the leverage to redesign the rhythm of work, refocus our teams on new and differentiating work, and fix what has become a seemingly infinite workday. The question isn’t whether work will change. It’s whether we will. 

    Adopting AI isn’t enough. What you need now is a Frontier Firm mindset—one that questions how time is spent, how work gets done, and what truly drives impact. Here are three places to start: 

    1. Follow the 80/20 rule. In a world of flat budgets and shrinking attention, activity is not the same as progress. The most effective organizations know this—and act on it. Frontier Firms are putting the Pareto Principle into practice, focusing on the 20% of work that delivers 80% of the outcomes. AI makes this not only possible but scalable. By deploying AI and agents to streamline low-value tasks—status meetings, routine reports, admin churn—leaders can reclaim time for what moves the business: deep work, fast decisions, and focused execution. The companies that can win in the age of AI won’t just work harder—they’ll work smarter and sharper. Not sure where to start? Watch this leadership keynote from the Microsoft 365 Community Conference on Building the Future Firm.  

    2. Redesign for the Work Chart. Today, teams are organized by static functions like finance, marketing, and engineering. But with expertise available on demand through AI and agents, rigid structures add unnecessary friction. Take a product launch: content lives in marketing, data in analytics, budget in finance, and messaging with comms. A simple update like a price adjustment can take days and multiple meetings. It’s time to move from the org chart to the Work Chart—an agile, outcome-driven model in which lean teams form around a goal and use AI to fill skill gaps and move fast. At Supergood, an AI-first agency formerly called Supernatural, employees use a platform powered by decades of ad strategy to access insights instantly—no need to loop in a strategist on every brief. 

    3. Become an agent boss. There’s a new generation of professionals rising through the chaos—not by working more, but by working smarter. We call them agent bosses. Take Alex Farach, a researcher at Microsoft who uses a trio of agents to supercharge his work: one collects new research daily, the next runs statistical analysis, and the third drafts briefs to help connect the dots. Instead of getting bogged down in manual work, Farach can focus on what matters—fast, high-quality insights that benefit the entire team. This is the future of work: human-agent teams built to adapt and scale. 


    Methodology 

    Microsoft 365 Telemetry  
    All data is based on aggregated and anonymized Microsoft 365 productivity signals, ending February 15, 2025. Data excludes education (Edu) and European Union (EU) tenants. 

    • Interruptions 
      Employees are interrupted every two minutes during core work hours—275 times a day—by meetings, emails, or chats.  
      Calculated as a rolling 28-day sum of pings (meeting invites, emails, chats) per unique user per workday. The two-minute figure reflects the average time between pings during an eight-hour workday. The 275 is based on the 24-hour day. Based on the top 20% of users by ping volume received. 

    • Last-Minute PowerPoint Edits  
      Edits in PowerPoint spike 122% in the final 10 minutes before a meeting.  
      Calculated as a rolling 28-day sum of PowerPoint view and edit actions per meeting participant, measured across fixed time windows before meetings. 

    • Ad Hoc Meetings  
      60% of meetings are unscheduled or ad hoc.  
      Based on a rolling 28-day volume of unique meetings per user per workday. Represents the top 20% of users by meeting volume. 

    • After-Hours Chats  
      Chats sent outside the standard 9-to-5 workday are up 15% year over year, with an average of 58 messages per user now arriving before or after hours.  
      Calculated as a rolling 28-day sum of chats sent outside of Monday–Friday, 9 am–5 pm 

    • Late-Night Meetings & Cross–Time Zone Work  
      Meetings starting after 8 pm are up 16% year over year, driven by an increase in cross–time zone collaboration. 30% of meetings now span multiple time zones—a figure that has risen 8 percentage points since 2021.  
      Measured as a rolling 28-day sum of meetings starting between 8 pm and 11:59 pm, adjusted for each participant’s local time. 

    Work Trend Index Survey  
    The Work Trend Index survey was conducted by an independent research firm, Edelman Data x Intelligence, among 31,000 full-time employed or self-employed knowledge workers across 31 markets between February 6, 2025 and March 24, 2025. This survey was 20 minutes in length and conducted online, in either the English language or translated to local languages across markets. 1,000 full-time workers were surveyed in each market, and global results have been aggregated across all responses to provide an average. In the US, an additional sample of 4,500 full-time employed or self-employed knowledge workers was collected across nine sub-regions/metros. 

    Global markets surveyed include:   
    Argentina, Australia, Brazil, Canada, China, Colombia, Czech Republic, Finland, France, Germany, Hong Kong, India, Indonesia, Italy, Japan, Malaysia, Mexico, Netherlands, New Zealand, Philippines, Poland, Singapore, South Korea, Spain, Sweden, Switzerland, Taiwan, Thailand, United Kingdom, United States, and Vietnam. 

    Sub-regions/Metros in the United States surveyed include: Atlanta, Austin, Boston, DC Metro, Houston, New York City, North Carolina, Pittsburgh, and the San Francisco Bay Area. 

    Audiences mentioned in the report are defined as follows: 

    • Knowledge workers: Those who typically work at a desk (whether in an office or at home). This group includes those who are in person or working remotely in some capacity. 

    • Leaders: Knowledge workers in mid to upper job levels (e.g., SVP, VP, Sr. Director, General Manager, EVP, C-Suite, President, etc.) who have at least some decision-making influence related to hiring, budgeting, employee benefits, internal communications, operations, etc. 

    • Employees: Knowledge workers who are not in mid to upper job levels or have no influence on decision-making related to hiring, budgeting, employee benefits, internal communications, operations, etc. 

    • Managers: Knowledge workers who manage a team or group of employees. Managers can be business decision makers or non-business decision makers. 

    • Frontier Firms: Leaders who say their company has organization-wide deployment of AI and believe their organization is a leader in actively investing in AI, and is measuring ROI on these investments. They say they have seen some ROI from implementation of AI and believe it is critical to their long-term success as an organization. They believe agents will be key to realizing a return on their company’s AI investments. These leaders say they work at organizations that are currently using agents or other AI tools that bring previously outsourced skill sets in-house, or are using multi-agent systems that collaborate to achieve a goal or execute complex workflows. Their company plans to moderately or extensively incorporate agents into its AI strategy over the next 12–18 months. 

    MIL OSI Economics

  • MIL-OSI Russia: From neural networks to stock markets: how computer science is being developed at the Nizhny Novgorod HSE

    Translation. Region: Russian Federal

    Source: State University Higher School of Economics – State University Higher School of Economics –

    Established in 2011 International Laboratory of Algorithms and Technologies for Network Structure Analysis (LATASS) HSE University in Nizhny Novgorod conducts a wide range of fundamental and applied research, including joint projects with large companies: Sber, Yandex and other leaders of the IT industry. The methods developed by HSE scientists not only enrich science, but also improve the work of companies’ transport, and conduct medical and genetic research more successfully. HSE.Glavnoe talked about the work of the laboratory with its head, Professor Valery Kalyagin.

    — Tell us how the laboratory was created.

    — It was organized in 2011 under the Russian government mega-grant program. At that time, the work of a foreign scientist was a mandatory condition for participation in the competition. We were lucky that Professor Panagiotis Pardalos of the University of Florida responded to our proposal for cooperation. He continues to actively collaborate with the HSE and remains the scientific director of the laboratory. Oleg Kozyrev, Eduard Babkin and Boris Goldengorin actively participated in the preparation of the application. Boris Goldengorin played an important role in the development of the laboratory.

    At that time, the study of algorithms for analyzing network structures and what is now called computer science was a new direction for HSE in Nizhny Novgorod.

    Three years later, the grant work was highly appreciated by the Ministry of Education and Science of the Russian Federation, and it was extended for two years. When it was ending, we applied to create an international laboratory at the HSE, we were supported, and now we continue our work as a laboratory of the National Research University Higher School of Economics.

    In the first years of our work, we attracted many young researchers who later became renowned scientists and practitioners.

    — What interested them in the new laboratory?

    — They had a unique opportunity to develop, to work with famous scientists in a creative atmosphere. Almost all of them took advantage of it and over the past years have grown as scientists, researchers and teachers. The development strategy from the very beginning was built on the obligatory combination of scientific research and teaching. And now all our research staff teach, this component of the work, the transfer of experience and competencies, is very important for a scientist.

    — What have you managed to accomplish during this time?

    — Over the past years, the laboratory has become a well-known scientific center in Russia and in the world, largely due to the efforts of Professor Pardalos, who pays much attention to recognition. We have many contacts with colleagues from different universities and scientific centers. Our laboratory is a co-organizer of a large international conference on optimization and applications, we participate in its program committee, and our scientific director is a multiple honorary chairman of the program committee.

    We actively cooperate with our leading universities – MIPT, MSU, the Keldysh Institute of Applied Mathematics of the Russian Academy of Sciences, with Siberian and Ural scientific centers in Novosibirsk, Irkutsk and Yekaterinburg.

    — What are the key areas of your work?

    — These are mainly computer sciences: network models, technologies for analyzing network structures, various aspects of optimization, including problems of combinatorial or discrete optimization on graphs, applications to data mining.

    — How can this be explained to a person who is not knowledgeable in higher mathematics?

    — I will try to explain it in an accessible way. A network is a set of nodes and connections between them. The most understandable examples are social and telecommunication networks, where nodes are people or clients of a mobile operator, and connections are communications between them, measured in a certain way. This can be a graph with special attributes or a hypergraph.

    The optimization task is also clear: you have, for example, a social network, and you want to understand which nodes to place information in so that it passes through the network faster, or, on the contrary, which nodes to block so that a fake message stops circulating in the network.

    Another class of tasks that interests employees are large databases, queries for information in them. This is called the “nearest neighbor search problem” in a data array, when you give some query to a large data set and want to find the object in this database that is most similar to your query.

    If the database consists of 10-20 objects, there are no difficulties, but when there are many of them, you need to organize the search correctly and quickly. For this search, a special graph structure is created on this data, and it speeds up the search by an order of magnitude using special algorithms.

    — Is it possible to use your results in biology or medicine?

    — We are investigating a class of network models that includes some biological networks, such as the network of neurons in the brain or the co-expression network of genes.

    There are billions of neurons, and we can’t measure anything in these networks. But with the help of an electroencephalogram, it is possible to track the activity of individual areas of the brain and analyze the connections between them. Interesting network structures are being created that can be used to study brain activity, including in diseases — for example, analyzing neuron networks in Parkinson’s disease and epilepsy, which helps in their research.

    A gene co-expression network (GCN) is constructed based on gene expression profiles for multiple samples or experimental conditions. Researchers look for pairs of genes that show a similar expression pattern across all samples. The result is a network model that can be analyzed for practical purposes, such as identifying the most important nodes in the model. The identified gene cluster means that the gene and its neighbors have similar expression profiles. This can then be used to simplify drug testing.

    — How widely is your work applied in economics?

    — Another well-known network is stock markets. We analyze assets, identify connections between them. Taking them into account, a stock market network is formed. Analysis of stock market networks allows us to form investment portfolios. A classic example is the Markowitz model of the optimal investment portfolio. However, using such models does not mean that you will avoid a risk that can cancel out all potential income.

    Large trading companies, banks, and firms that advise investors want to have a clear model for how to form investment portfolios. They do not strive for super-profits, but want to invest reliably. And then network models turn out to be useful. Additional information about connections helps to identify portfolios with the necessary characteristics.

    – You and your colleagues are probably rich people.

    — We do not trade on the markets and do not give recommendations. Students write final theses on these and other topics and analyze how and which portfolios work on different markets.

    This does not replace analysis, but it is useful for it and opens up additional opportunities for activity in the stock market.

    For example, there is a possibility of choosing a portfolio by constructing a market network graph and identifying independent sets in it. It has been experimentally proven that such sets provide diversified and interesting portfolios in terms of profitability.

    — Do the models you have developed suggest different development scenarios?

    — The laboratory actively studies the uncertainty of algorithms for constructing various graph structures in network models such as gene co-expression networks, brain networks, and stock market networks.

    If uncertainty is high, then conclusions may be false: we hope to get rich, but our expectations do not come true.

    — How does solving fundamental scientific problems combine with applied work?

    — We have a strong group headed by Dmitry Malyshev. In its direction (algorithmic graph theory), the research of this group is closer to theoretical computer science and discrete mathematics. A significant number of postgraduate students and young employees of the laboratory have defended dissertations on these topics. Despite the fundamental theoretical nature of the research, it also has applied significance. Estimates of the computational complexity of problems on graphs help to identify computationally difficult problems and find classes of problems that can be solved quickly.

    In the first years of the laboratory’s work, we developed a direction of intelligent data analysis and AI. It is headed by Andrey Savchenko. He develops the direction of intelligent data analysis in conditions of limited resources, for example, on mobile devices that are less powerful than desktop computers or laptops. For example, we want to classify photos, texts, something else on our smartphone, but we do not have access to a powerful resource. On a smartphone, you cannot deploy a full-fledged neural network. He and his colleagues developed an approach that allows you to effectively solve such problems, and patented it as a result of intellectual activity (RIA). There are already applications that you can download and use.

    — Is this necessary now, when we are promised quantum computers with unlimited capabilities?

    — The head of a research center at a large foreign company recently said that we have returned to the situation of the 1970s, when scientists and practitioners, given the limited capabilities of processors and computer memory, paid special attention to the efficiency of algorithms. Then the speed of processors and the capacity of memory, including RAM, increased sharply, and this lost some of its relevance. Now the problem has returned, since we do not expect a significant improvement in hardware. When you train large language models or search large databases, you return to the need for fast calculations under conditions of limited resources. Now many large manufacturers of computing resources and IT companies are conducting research into the efficient use of existing capabilities. If we reduce calculations on at least one node by 1%, we will get a significant effect. We had a successful project with an IT company on the use of patterns (templates) of the computation graph to speed up the training of neural networks. Such tasks are becoming increasingly popular.

    The emergence of a quantum computer with unlimited capabilities is still not a matter for the very near future.

    — Which companies have used your developments?

    — We developed an algorithm for organizing the delivery of products to stores for a large retail chain. This is called the transport routing problem, it is also network-based and calculates traffic along a road network. The problem has high computational complexity. If you have 100 cars and 1000 stores and you want to optimize traffic, then solving such a problem manually is difficult. It is also not easy for a computer to solve it, but clever algorithms help. This enables AI to manage the logistics of transport use.

    — Is there a problem with the transition of scientists to industrial partners?

    — There is a problem of personnel outflow in IT companies. We start interacting with companies, companies see the qualifications of our personnel, offer them to engage in science and solve interesting problems and attract specialists with better conditions.

    — With which HSE departments does the laboratory collaborate?

    — The closest cooperation has been established with International Center for Analysis and Decision Making and with Laboratory of Applied Network Analysis.

    — How do you see the prospects for research?

    — We focus on a combination of fundamental and applied research so that we have both good theoretical results and publications, as well as joint projects with industry.

    The campus strategy is to expand applied research, and this is a nationwide trend. We must learn to meaningfully answer the question of how our theoretical developments can make a real contribution to the development of the country’s economy and social sphere. We see our prospects in the development of algorithms and technologies for artificial intelligence systems.

    In addition to the purely scientific component, popularization of science is important in order to make theoretical and applied results accessible to schoolchildren, our future students and laboratory staff.

    The laboratory, as one of the leading scientific centers in the field of computer science and applications, is open to new partnership projects of both fundamental and applied nature.

    — What educational programs do you participate in?

    “We are involved in two key programs on campus: “Applied Mathematics and Computer Science» (bachelor’s degree training) and «Intelligent data analysis» (training of masters). The laboratory’s subject matter is actively present in these programs. This is reflected both in teaching and in the students’ scientific work.

    All international laboratories develop research expertise and pass it on to young people. If we do not have contact with students, where will we recruit new young employees?

    I would like to add that our graduates are in demand in many companies and countries.

    — Why is it important to preserve fundamental research?

    — We are now seeing the second birth of mathematics, the development of intelligent data analysis and artificial intelligence technologies has generated tasks that require specialists with developed abstract thinking and a broad outlook, which fundamental mathematics provides. At the same time, many sections of mathematics are in demand. This is a sign of the 21st century.

    For example, we have a huge data set and are trying to understand how it is structured. Often, the high dimensionality of the data is an obstacle to its analysis. To reduce the dimensionality without losing information, we need to have a good understanding of many sections of fundamental mathematics – from classical methods of linear algebra and mathematical analysis to advanced probabilistic models and topology.

    Mathematicians have perked up, people see that they need to expand their field of activity to applied research, this is a characteristic feature of HSE.

    — How do you manage to maintain international connections?

    — We continue contacts with foreign scientists. Since 2012, we have regularly held an annual international conference on network analysis, international schools for young scientists. Almost everyone who came to Nizhny Novgorod continues to communicate, respond to proposals, despite the past pandemic and the current situation. For young scientists, this is an additional opportunity to assess the level of their research, it becomes clearer when in contact with colleagues from abroad. We strive for young people to actively communicate with guests. Students are also interested in this.

    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 Canada: Canada-Italy Joint Statement

    Source: Government of Canada – Prime Minister

    Today in Kananaskis, Alberta, Prime Ministers Mark Carney and Giorgia Meloni met on the margins of the G7 Summit and reaffirmed the vitality and strategic value of the Canada-Italy partnership and their fruitful cooperation within the UN, NATO and the G7 to foster global peace, the rule of law, economic growth and prosperity and strong international institutions.

    The Prime Ministers took stock of the implementation of the Italy-Canada Roadmap for Enhanced Collaboration, including the launch of a Joint Advisory Group on Artificial Intelligence, a Joint Statement on Critical Minerals and Critical Raw Materials Cooperation, actions to enhance cooperation in defence, outer space, science, technology and innovation, and mutual economic prosperity. As agreed during Prime Minister Carney’s recent visit to Rome, a Canada-Italy Energy Dialogue will be launched in the coming months to enhance cooperation on critical minerals, conventional and clean energies, and hydrogen.

    Acknowledging the unprecedented challenges facing the world since the Roadmap was launched last year, and the need to seize on new opportunities, Prime Ministers Carney and Meloni announced additional cooperation between Canada and Italy the following areas:

    Prosperity and Innovation

    Building on the strong foundation enabled by the Canada-EU Comprehensive Economic and Trade Agreement, the Leaders committed to deepening commercial ties and diversifying trade between Canada and Italy. This would include organizing high level business and investment trade missions, aimed at foster greater engagement between respective industry and private capital stakeholders, in priority sectors such as energy, life sciences, defence and infrastructure.

    Noting also the recent high tempo of interaction between Canadian and Italian researchers and industrial stakeholders on artificial intelligence, quantum computing, clean technologies, nuclear and photonics, the Prime Ministers encouraged the pursuit of further opportunities for cooperation between Italian and Canadian organizations in areas such as nuclear energy and medical isotopes, hydrogen, AI and supercomputing and quantum. They likewise looked forward to proposals for future work by the Joint Advisory Group on Artificial Intelligence on AI for Health and AI for Science.

    Security and Defence

    The two Leaders signaled the importance of closer collaboration as NATO Allies, including through information exchange and high-level dialogue to address current and future security challenges. They also recognized the opportunities for increased engagement and expanded commercial ties in the defence sector, as both countries seek to enhance their respective industrial defence bases.

    Finally, the two leaders expressed appreciation for the continuity of priorities and results between their respective G7 Presidencies and signaled the importance of close coordination on key global challenges, including in the lead up to the upcoming NATO Summit in The Hague.

    Associated Link

    MIL OSI Canada News

  • MIL-OSI Security: Connecticut Man Pleads Guilty to Multi-State Conspiracy to Obtain Driver’s Licenses for Ineligible Applicants

    Source: Office of United States Attorneys

    Defendant conspired to fraudulently apply for driver’s licenses for more than 1,000 individuals who resided in states that prohibited illegal aliens from obtaining licenses

    BOSTON – A Waterbury, Conn. man pleaded guilty on June 13, 2025 to conspiring to obtain driver’s licenses for ineligible applicants, principally illegal aliens.  

    Cesar Agusto Martin Reis, 28, pleaded guilty to one count of conspiracy to unlawfully produce and possess with intent to transfer identification documents, and one count of possession with intent to use or transfer unlawfully identification documents. U.S. District Court Judge Margaret R. Guzman scheduled sentencing for Sept. 10, 2025. In December 2024, Cesar Agusto Martin Reis was charged along with four co-conspirators.

    From in or about November 2020 through in or about September 2024, Cesar Agusto Martin Reis and his alleged co-conspirators fraudulently procured driver’s licenses for illegal alien customers who resided in states that prohibited illegal aliens from obtaining driver’s licenses. Prior to July 2023, illegal aliens residing in Massachusetts were not permitted to obtain Massachusetts driver’s licenses. Beginning in 2019, illegal aliens residing in New York became eligible to obtain New York driver’s licenses. Cesar Agusto Martin Reis and his alleged co-conspirators conspired to fraudulently obtain New York driver’s licenses for illegal alien customers who did not reside in New York, including Massachusetts residents, and after July 2023 to fraudulently obtain Massachusetts driver’s licenses for illegal alien customers who did not reside in Massachusetts. In exchange for fraudulently obtaining the driver’s licenses, Cesar Agusto Martin Reis and his alleged co-conspirators typically charged approximately $1,400 per customer.
     
    In New York, before obtaining a driver’s license, applicants were required to pass a written permit test and complete driver’s education coursework from a New York driving school. Online permit test-takers were required by the New York Department of Motor Vehicles (NY DMV) to take a picture of themselves with a web camera during the test. This was to ensure that the test-taker was indeed the applicant and that there was not a person sitting with and helping the applicant with the test.  

    To avoid the customers having to take the permit tests, Cesar Agusto Martin Reis and his alleged co-conspirators obtained several pictures of the customers sitting down, making it look as if the customers were taking the tests. Cesar Agusto Martin Reis conspired with his alleged co-conspirators to complete the permit tests for the customers online and, when prompted by the NY DMV to take pictures during the tests, and to upload the pictures that the customers previously provided – purporting to show that it was the customers who were taking the tests, not the defendants. The defendants also allegedly created fraudulent driver’s education certificates of completion, purportedly from New York driving schools, forged the signatures of driving school staff on the fake certificates and gave these documents to the customers to provide to the NY DMV.

    The NY DMV also required that applicants appear at a NY DMV location and provide documents to prove their identity and residence in New York. Cesar Agusto Martin Reis conspired with his alleged co-conspirators to meet Massachusetts-based customers at locations in Massachusetts – typically several customers at a time – and drive them to NY DMV branch locations. When they arrived at the NY DMV locations, the defendants allegedly gave the customers fraudulent documents falsely purporting to demonstrate that the customers resided in New York. The customers provided these fake records to the NY DMV staff, and the NY DMV relied on the misrepresentations to issue New York driving permits to the customers. Cesar Agusto Martin Reis conspired with his alleged co-conspirators to arrange for the NY DMV to mail the permits to locations in New York that were controlled by the defendants and provided the permits to the customers in-person. Additionally, the defendants allegedly conspired to schedule road driving license tests for the customers with the NY DMV and, again, drive the customers to New York for them to take the road tests. If the customers passed the tests, the NY DMV sent the driver’s licenses to mailing addresses in New York that the defendants allegedly controlled, and the defendants then provided the licenses to the customers.  

    The defendants allegedly conspired to obtain Massachusetts driver’s licenses for out-of-state residents, in generally the same manner as they allegedly obtained the New York licenses for Massachusetts residents. In Massachusetts, the defendants allegedly conspired to fraudulently obtain purported foreign passports to provide to the customers to use as proof of identity with the Massachusetts Registry of Motor Vehicles in support of customer driver’s license applications.

    Collectively, Cesar Agusto Martin Reis and his alleged co-conspirators fraudulently applied for licenses for more than 1,000 customers, obtained licenses for more than 600 of the customers, and collected at least hundreds of thousands of dollars.    

    The charge of conspiracy to unlawfully produce and possess with intent to transfer identification documents carries up to five years in prison, up to three years of supervised release, and a fine of up to $250,000; and the charge of possession with intent to use or transfer unlawfully identification documents, carries up to 15 years in prison, supervised release of up to 3 years, and a fine of up to $250,000.  Sentences are imposed by a federal district court judge based upon the U.S. Sentencing Guidelines and statutes which govern the determination of a sentence in a criminal case.

    United States Attorney Leah B. Foley; Michael J. Krol, Special Agent in Charge of Homeland Security Investigations in New England; and Kelly Larco-Ward, Inspector in Charge of the U.S. Postal Inspection Service, Boston Division made the announcement. Valuable assistance was provided by the NY DMV Division of Field Investigation; the Boston, Danbury (Conn.) and Waterbury (Conn.) Police Departments; the U.S. Attorney’s Office for the District of Connecticut; and the New York State Inspector General’s Office. Assistant U.S. Attorney Brendan O’Shea of the Worcester Branch Office is prosecuting the case.

    The details contained in the charging documents are allegations. The remaining defendants are presumed innocent unless and until proven guilty beyond a reasonable doubt in a court of law.
     

    MIL Security OSI

  • MIL-OSI Security: 2025 World Elder Abuse Awareness Day Announcement

    Source: Office of United States Attorneys

    BILLINGS — In recognition of World Elder Abuse Awareness Day, the U.S. Department of Justice (DOJ) announced yesterday that it has reinvigorated efforts to protect American seniors from transnational schemes that cost seniors billions of dollars, often stealing their life savings. In the past few weeks alone, DOJ prosecutors have arrested and filed cases against foreign fraudsters and domestic actors who have knowingly facilitated foreign-based crimes.

    “Our office will continue to vigorously prosecute those who would exploit our elderly friends, neighbors, and family members. We appreciate the efforts of our federal, state, local, and tribal partners to identify elder abuse in all its forms, physical, psychological, and financial.  But we also need everyone’s help by checking on older adults, especially those with few family members close by, and watching for signs and abuse or unusual financial transactions.  U.S. Attorney Alme said.

    See the U.S. Attorney’s Office Public Service Announcement on Elder Fraud: https://www.justice.gov/usao-mt/video/district-montana-elder-fraud-psa-60-seconds.

    The DOJ is highlighting a number of recent prosecutions, including one here in Montana, to protect American seniors. These include cases against those who engage in, and knowingly facilitate, romance fraud, lottery fraud, tech support fraud, and grandparent scams. Romance fraud is a confidence scheme where a perpetrator feigns romantic interest with a victim only to later extract money or property under false pretenses. Lottery fraud schemes trick victims into believing they have won a non-existent lottery or sweepstakes prize in order to extract fake fees, taxes, or other fabricated charges from the victim. Tech support fraud scams involve perpetrators tricking victims into believing that their computer or phone has a problem, often through fake pop-up messages, and to later seek funds from the victims in order to “fix” the “problem.” Grandparent scams, another type of confidence scheme, involve scammers impersonating a grandchild or close family member who experiences a fictitious emergency and needs money from the victim as soon as possible.

    Recently in Montana, an FBI and Missoula County Sheriff’s Office investigation resulted in the arrested a man allegedly involved in an India-based scheme that claimed to be U.S. Marshals targeting the elderly and resulted in the theft of over $1 million from an elderly victim. https://www.justice.gov/usao-mt/pr/india-based-amazon-scam-leads-almost-1-million-dollar-loss-elderly-victim-missoula

    Recovering Victim Loss

    Victims face many challenges in financially recovering from fraud schemes—and that is even more true for elderly victims. Many retired seniors are no longer earning income and cannot count on market appreciation to grow their retirement savings. Perpetrators may have already spent or forwarded victim funds beyond the reach of United States law enforcement. Victims may not have the resources to pursue legal action or hire legal representation. These, and other reasons, make it critically important that the DOJ work hard to achieve substantial victim restitution in cases we investigate and prosecute.

    National Elder Fraud Hotline 2025 WEAAD Campaign

    The National Elder Fraud Hotline is a free, national resource for older adults and their loved ones experiencing financial fraud. Supported by the DOJ Office for Victims of Crime, the National Elder Fraud Hotline is staffed by professionals who have experience working with older adults. Staff are continuously updated on the latest scams, are trained to make referrals and warm hand-offs for resources and services in the older adult’s local area and can assist older adults in placing a report with the FBI’s Internet Crime Complaint Center (IC3), a report which has the potential to freeze funds (although freezing funds cannot be guaranteed).

    The DOJ urges individuals to be on the lookout for fraudulent lottery, prize notification, sweepstakes, and psychic scams. If you receive a phone call, letter or email promising a large prize in exchange for a fee, do not respond. Fraudsters often will use official-sounding names or the names of real lotteries or sweepstakes or pretend to be a government agent purportedly helping to secure a prize.

    If you or someone you know is age 60 or older and has been a victim of financial fraud, help is standing by at the National Elder Fraud Hotline: 1-833-FRAUD-11 (1-833-372-8311). This DOJ hotline, managed by the Office for Victims of Crime, is staffed by experienced professionals who provide personalized support to callers by assessing the needs of the victim and identifying relevant next steps. Case managers will identify appropriate reporting agencies, provide information to callers to assist them in reporting, connect callers directly with appropriate agencies, and provide resources and referrals, on a case-by-case basis. Reporting is the first step. Reporting can help authorities identify those who commit fraud and reporting certain financial losses due to fraud as soon as possible can increase the likelihood of recovering losses. The hotline is open Monday through Friday from 10:00 a.m. to 6:00 p.m. ET. English, Spanish, and other languages are available.

    More information about the DOJ’s efforts to help American seniors is available at its Elder Justice Initiative webpage. For more information about the Consumer Protection Branch and its enforcement efforts, visit its website at www.justice.gov/civil/consumer-protection-branch. Elder fraud complaints may be filed with the FTC at https://reportfraud.ftc.gov/  or at 877-FTC-HELP. The DOJ provides a variety of resources relating to elder fraud victimization through its Office for Victims of Crime, which can be reached at www.ovc.gov.

    The DOJ notes that for all cases discussed above, facts included in a Complaint, Information, or Indictment are only allegations, and all defendants are innocent until proven guilty by evidence beyond a reasonable doubt in a court of law.

    MIL Security OSI

  • MIL-OSI Security: Nuclear Techniques Make Waves at UN Ocean Conference

    Source: International Atomic Energy Agency – IAEA

    IAEA Director General Rafael Grossi during the high-level event on combatting marine pollution at the United Nations Conference in Nice, France  (Photo: E. McDonald/IAEA)

    The IAEA highlighted the role of nuclear science in protecting our oceans at the 2025 United Nations Oceans Conference held last week in Nice, France.

    Co-hosted by France and Costa Rica, the conference convened over 10,000 participants, including scientists, diplomats and politicians, to address the triple planetary crisis of climate change, biodiversity loss and pollution. It aimed to accelerate progress towards SDG14, Life Below Water, through innovative technologies and action. The IAEA took center stage at the event to share how nuclear technology is boosting ocean health and tackling critical threats such as marine plastic pollution.

    The IAEA organized and participated in more than a dozen events at the conference, and on research vessels in the Port of Nice. Experts from the IAEA’s Marine Environment Laboratories in Monaco highlighted how isotopic tools can help monitor and reduce plastic pollution in the ocean.

    Plastic waste is not only infiltrating our oceans, but also the human body in the form of microplastics. Without urgent action, the amount of plastic entering the ocean each year could reach 37 million metric tons by 2040, according to UN estimates, becoming a threat to marine and human life.

    Plastic pollution featured prominently throughout the conference, with a focus on the ongoing negotiations for the development of an internationally legally binding instrument to end plastic pollution, including in the marine environment. The negotiations for the United Nations Environment Programme (UNEP)-led treaty are expected to conclude later this year in Geneva, following five previous sessions.

    At the conference, IAEA Director General Rafael Grossi spoke about the IAEA’s work to combat plastic pollution and emphasized the need to share data data between scientists, policymakers and environmental agencies.

    “Four years ago, at the last UN Ocean Conference, I announced NUTEC Plastics, an initiative that gives countries the tools they need to address the issue of marine microplastic pollution. Today, I am delighted to report that we have made significant progress with 99 countries involved, and we have been equipping more than 100 Member State laboratories all over the world. We are building the capacity that countries need to translate data into policies and action.”

    NUTEC Plastics is an IAEA flagship initiative that supports countries in researching microplastics and using nuclear techniques to improve recycling techniques.

    Director of the IAEA Marine Environment Laboratories Florence Descroix-Comanducci (left), highlighted the work of the IAEA’s Marine environment laboratories at the 2025 UN Ocean Conference in France (Photo: E.McDonald/IAEA)

    “Nuclear and isotopic techniques add incredible value to boost ocean health,” said Florence Descroix-Comanducci, Director of the IAEA Marine Environment Laboratories. “Our laboratories in Monaco support Member States in the implementation and use of these techniques, and to develop harmonized methods to generate globally comparable data, especially in light of the forthcoming plastics treaty.”

    At events organized by the IAEA, panelists highlighted the need to address the top of the plastic life cycle to prevent further pollution, employing a “source to sea approach” to reduce marine litter and, by extension, marine plastic pollution. “Our metrics on marine litter are moving in the right direction,” said Martin Adams, Head of the Environment Department at the European Environment Agency. “Timely and relevant data are increasingly important, but we don’t need to know everything. We just need to know enough to act.” Other events organized by the IAEA focused on ocean-based carbon dioxide removal, ocean acidification, IAEA support for Small Island Developing States (SIDS), and nuclear energy and ocean health.

    The IAEA’s unique expertise in nuclear applications is contributing to both mitigations, by using radiation technology for waste recycling, and monitoring, by using isotopic techniques to monitor and assess impacts of microplastic pollution. Through the NUTEC Plastics initiative, 99 countries are participating in marine monitoring of microplastics, and 52 around the world are developing innovative recycling technology.

    The International High-Level Forum on NUTEC Plastics, organized by the IAEA on 25–26 November 2025, in Manila, Philippines, will highlight the progress achieved to date, address current challenges, and chart course to strengthen regional and international cooperation in the sustainable management of plastic waste through innovative nuclear technologies.

    MIL Security OSI

  • MIL-OSI: Tai Software’s Workflow Automation Feature Honored with the Supply & Demand Chain Executive’s 2025 Top Supply Chain Projects Award

    Source: GlobeNewswire (MIL-OSI)

    HUNTINGTON BEACH, Calif., June 17, 2025 (GLOBE NEWSWIRE) — Tai Software, top provider of Transportation Management System (TMS) technology for freight brokers, has been awarded the 2025 Supply & Demand Chain Executive Top Supply Chain Projects award. The award recognizes Tai’s Workflow Automation. This feature redefines how brokers manage and scale operations.

    “We’re honored to have won this award,” said Walter Mitchell, CEO of Tai Software. “This recognition highlights our dedication to supporting freight brokers. We focus on improving broker efficiency, increasing flexibility, and ensuring sustainable growth, no matter the market conditions.”

    Solving the Manual Work Bottleneck

    Freight brokers operate in a fast-moving, high-pressure environment where every hour counts. Tai recognized a persistent challenge across the industry. Brokers spend too much time on manual and repetitive tasks. These costly tasks include quoting and booking shipments, chasing shipment notifications, updating customers on shipment status, and managing load paperwork.

    To address these challenges, Tai launched Workflow Automation in January 2024. The no-code feature is fully integrated within Tai’s TMS, allowing brokers to automate critical workflows without additional software, licenses, or IT support.

    Built-in, Flexible Broker-Focused Automation

    Tai’s Workflow Automation enables brokers to create rule-based workflows triggered by shipment events or conditions. With flexible filters and a few clicks, brokers can automate tasks like status updates, carrier assignments, customer notifications, and more. Each workflow can be customized to the broker’s unique processes and customer needs.

    “Automation shouldn’t be reserved for enterprise players with IT teams and big budgets,” said Sean McGillicuddy, Chief Revenue Officer. “Tai built Workflow Automation to level the playing field for brokerages of all sizes. It’s fast, accessible, and powerful right out of the box.”

    Adoption and Impact by the Numbers

    Since its launch, Tai’s Workflow Automation has saved freight brokerages thousands of hours of labor. It reduces manual work, minimizes human error, and ensures consistency in operations.

    Today, the platform processes more than 9 million workflow automation steps each month. 61.6% of all shipments processed through Tai’s TMS involve automated workflows. Hundreds of freight brokers report improved productivity due to Tai’s Workflow Automation.

    Proven Results from Brokers in the Field

    Customers have reported dramatic improvements in operational efficiency and service delivery. For example, one brokerage cut dispatching time by 1.5 hours per day. Another reduced missed alerts by 71% in the first month. Mid-sized brokerages, in particular, have leveraged the feature to successfully scale operations without hiring additional staff.

    With flexibility, customization, and speed at its core, Tai’s Workflow Automation enhances freight brokers’ operational performance and enables them to focus on high-value tasks. This includes serving customers, strengthening carrier relationships, and driving growth at a time when market constrictions make that challenging.

    About Tai Software

    Tai Software is a comprehensive Transportation Management System (TMS) for freight management, providing efficiency and growth opportunities. Tai streamlines operations through full-scale automation for Full Truck Load (FTL) and Less than Truckload (LTL), integrating with major carriers and technology partners. Brokers and 3PLs rely on Tai for freight management solutions, focusing on strategic growth by supporting and scaling operations. Tai provides real-time visibility into shipments, automates routine tasks, and offers analytics for informed decision-making. For more information about Tai TMS, visit https://tai-software.com/.

    Please contact Vanessa Galvis, Marketing Director, at vanessa.galvis@tai-software.com.

    The MIL Network

  • MIL-OSI: Tai Software’s Workflow Automation Feature Honored with the Supply & Demand Chain Executive’s 2025 Top Supply Chain Projects Award

    Source: GlobeNewswire (MIL-OSI)

    HUNTINGTON BEACH, Calif., June 17, 2025 (GLOBE NEWSWIRE) — Tai Software, top provider of Transportation Management System (TMS) technology for freight brokers, has been awarded the 2025 Supply & Demand Chain Executive Top Supply Chain Projects award. The award recognizes Tai’s Workflow Automation. This feature redefines how brokers manage and scale operations.

    “We’re honored to have won this award,” said Walter Mitchell, CEO of Tai Software. “This recognition highlights our dedication to supporting freight brokers. We focus on improving broker efficiency, increasing flexibility, and ensuring sustainable growth, no matter the market conditions.”

    Solving the Manual Work Bottleneck

    Freight brokers operate in a fast-moving, high-pressure environment where every hour counts. Tai recognized a persistent challenge across the industry. Brokers spend too much time on manual and repetitive tasks. These costly tasks include quoting and booking shipments, chasing shipment notifications, updating customers on shipment status, and managing load paperwork.

    To address these challenges, Tai launched Workflow Automation in January 2024. The no-code feature is fully integrated within Tai’s TMS, allowing brokers to automate critical workflows without additional software, licenses, or IT support.

    Built-in, Flexible Broker-Focused Automation

    Tai’s Workflow Automation enables brokers to create rule-based workflows triggered by shipment events or conditions. With flexible filters and a few clicks, brokers can automate tasks like status updates, carrier assignments, customer notifications, and more. Each workflow can be customized to the broker’s unique processes and customer needs.

    “Automation shouldn’t be reserved for enterprise players with IT teams and big budgets,” said Sean McGillicuddy, Chief Revenue Officer. “Tai built Workflow Automation to level the playing field for brokerages of all sizes. It’s fast, accessible, and powerful right out of the box.”

    Adoption and Impact by the Numbers

    Since its launch, Tai’s Workflow Automation has saved freight brokerages thousands of hours of labor. It reduces manual work, minimizes human error, and ensures consistency in operations.

    Today, the platform processes more than 9 million workflow automation steps each month. 61.6% of all shipments processed through Tai’s TMS involve automated workflows. Hundreds of freight brokers report improved productivity due to Tai’s Workflow Automation.

    Proven Results from Brokers in the Field

    Customers have reported dramatic improvements in operational efficiency and service delivery. For example, one brokerage cut dispatching time by 1.5 hours per day. Another reduced missed alerts by 71% in the first month. Mid-sized brokerages, in particular, have leveraged the feature to successfully scale operations without hiring additional staff.

    With flexibility, customization, and speed at its core, Tai’s Workflow Automation enhances freight brokers’ operational performance and enables them to focus on high-value tasks. This includes serving customers, strengthening carrier relationships, and driving growth at a time when market constrictions make that challenging.

    About Tai Software

    Tai Software is a comprehensive Transportation Management System (TMS) for freight management, providing efficiency and growth opportunities. Tai streamlines operations through full-scale automation for Full Truck Load (FTL) and Less than Truckload (LTL), integrating with major carriers and technology partners. Brokers and 3PLs rely on Tai for freight management solutions, focusing on strategic growth by supporting and scaling operations. Tai provides real-time visibility into shipments, automates routine tasks, and offers analytics for informed decision-making. For more information about Tai TMS, visit https://tai-software.com/.

    Please contact Vanessa Galvis, Marketing Director, at vanessa.galvis@tai-software.com.

    The MIL Network

  • MIL-OSI: Tai Software’s Workflow Automation Feature Honored with the Supply & Demand Chain Executive’s 2025 Top Supply Chain Projects Award

    Source: GlobeNewswire (MIL-OSI)

    HUNTINGTON BEACH, Calif., June 17, 2025 (GLOBE NEWSWIRE) — Tai Software, top provider of Transportation Management System (TMS) technology for freight brokers, has been awarded the 2025 Supply & Demand Chain Executive Top Supply Chain Projects award. The award recognizes Tai’s Workflow Automation. This feature redefines how brokers manage and scale operations.

    “We’re honored to have won this award,” said Walter Mitchell, CEO of Tai Software. “This recognition highlights our dedication to supporting freight brokers. We focus on improving broker efficiency, increasing flexibility, and ensuring sustainable growth, no matter the market conditions.”

    Solving the Manual Work Bottleneck

    Freight brokers operate in a fast-moving, high-pressure environment where every hour counts. Tai recognized a persistent challenge across the industry. Brokers spend too much time on manual and repetitive tasks. These costly tasks include quoting and booking shipments, chasing shipment notifications, updating customers on shipment status, and managing load paperwork.

    To address these challenges, Tai launched Workflow Automation in January 2024. The no-code feature is fully integrated within Tai’s TMS, allowing brokers to automate critical workflows without additional software, licenses, or IT support.

    Built-in, Flexible Broker-Focused Automation

    Tai’s Workflow Automation enables brokers to create rule-based workflows triggered by shipment events or conditions. With flexible filters and a few clicks, brokers can automate tasks like status updates, carrier assignments, customer notifications, and more. Each workflow can be customized to the broker’s unique processes and customer needs.

    “Automation shouldn’t be reserved for enterprise players with IT teams and big budgets,” said Sean McGillicuddy, Chief Revenue Officer. “Tai built Workflow Automation to level the playing field for brokerages of all sizes. It’s fast, accessible, and powerful right out of the box.”

    Adoption and Impact by the Numbers

    Since its launch, Tai’s Workflow Automation has saved freight brokerages thousands of hours of labor. It reduces manual work, minimizes human error, and ensures consistency in operations.

    Today, the platform processes more than 9 million workflow automation steps each month. 61.6% of all shipments processed through Tai’s TMS involve automated workflows. Hundreds of freight brokers report improved productivity due to Tai’s Workflow Automation.

    Proven Results from Brokers in the Field

    Customers have reported dramatic improvements in operational efficiency and service delivery. For example, one brokerage cut dispatching time by 1.5 hours per day. Another reduced missed alerts by 71% in the first month. Mid-sized brokerages, in particular, have leveraged the feature to successfully scale operations without hiring additional staff.

    With flexibility, customization, and speed at its core, Tai’s Workflow Automation enhances freight brokers’ operational performance and enables them to focus on high-value tasks. This includes serving customers, strengthening carrier relationships, and driving growth at a time when market constrictions make that challenging.

    About Tai Software

    Tai Software is a comprehensive Transportation Management System (TMS) for freight management, providing efficiency and growth opportunities. Tai streamlines operations through full-scale automation for Full Truck Load (FTL) and Less than Truckload (LTL), integrating with major carriers and technology partners. Brokers and 3PLs rely on Tai for freight management solutions, focusing on strategic growth by supporting and scaling operations. Tai provides real-time visibility into shipments, automates routine tasks, and offers analytics for informed decision-making. For more information about Tai TMS, visit https://tai-software.com/.

    Please contact Vanessa Galvis, Marketing Director, at vanessa.galvis@tai-software.com.

    The MIL Network

  • MIL-OSI: 2025 AI Governance Survey Reveals Critical Gaps Between AI Ambition and Operational Readiness

    Source: GlobeNewswire (MIL-OSI)

    LEWES, Del., June 17, 2025 (GLOBE NEWSWIRE) — Pacific AI, the healthcare AI governance company, today announced the results of the 2025 AI Governance Survey, exploring how organizations are managing the risks and responsibilities of deploying generative AI systems. Conducted in April and May by Gradient Flow, the results highlight the priorities, practices, and concerns of professionals and technology leaders in this space. The results will be presented in an upcoming webinar on the state of AI governance taking place at 2pm ET on June 18.

    As AI becomes foundational for modern business, governance should be top of mind. However, the results indicate that the pressure to innovate is outpacing the ability to scale AI systems safely and responsibly. Despite 75% of respondents reporting the existence of AI usage policies, only 59% have dedicated governance roles, and just 54% maintain incident response playbooks for AI-specific risks. Fewer than half (48%) of organizations are monitoring their AI systems for accuracy, misuse, or drift—numbers that drop drastically in small firms.

    The leading barrier to effective governance is the pressure to move fast. Nearly half (45%) of all respondents—and 56% of technical leaders—cite speed-to-market as the top challenge, often resulting in shortcuts that compromise safety. Technical leaders, who are driving the most aggressive deployment timelines, are simultaneously those most aware of these governance shortcomings.

    Other key findings show:

    • Production Reality Gaps. Only 30% of organizations have deployed generative AI systems to production, with just 13% managing multiple deployments. Large enterprises are five times more likely than small firms to have multiple systems running.
    • Technical Leader Ambition. Technical Leaders drive more aggressive adoption, with 48% targeting 3-5 new use cases versus 25% for other roles.
    • Small Company Vulnerability. Small companies consistently lag in governance maturity: only 36% have governance officers (vs 62-64% for larger firms), and just 41% provide annual AI training (vs 59-79%).
    • Regulatory Awareness Deficits. Familiarity with frameworks like NIST AI RMF remains concentrated in large enterprises. Small companies report only 14% familiarity with most major standards, exposing compliance risk.
    • Immature Incident Response. Many organizations lack protocols for AI-specific failure modes, such as prompt injection attacks or biased outputs, indicating a lack of capabilities beyond traditional IT playbooks.

    “This survey exposes a growing disconnect between AI policy and practice. Organizations that don’t address it are playing with fire and they know it,” said David Talby, CEO, Pacific AI. “Without responsible AI practices baked into the entire AI development lifecycle, developers and thereby the organizations they work for are escalating legal, financial, and reputational risks.”

    To help, Pacific AI provides a free AI Policy Suite available to anyone. Recent updates include an AI Incident Reporting Policy addressing some of the major gaps reported in the survey. Conforming to 110 different laws, regulations, and industry standards, the Policy Suite ensures companies are operating legally anywhere in the US. This can be especially beneficial to smaller organizations with limited resources that still need to track and implement evolving legislation and industry standards.

    Register here for our upcoming webinar,“The State of AI Governance,” detailing the research and outlining the priorities, practices, and concerns of technology leaders using AI. Read the full survey report here. To learn more about Pacific AI, visit https://pacific.ai/.

    About Pacific AI
    Pacific AI is dedicated to helping organizations deliver AI systems that comply with the rapidly evolving regulatory landscape in the USA. Whatever your starting point, Pacific AI can help you reach the next level of AI governance, implement tools and controls for compliance, or audit and certify what you’ve already built. To learn more, visit: https://www.pacific.ai.

    Contact
    Gina Devine
    Head of Communications
    Pacific AI Corp.
    gina@pacific.ai

    The MIL Network

  • MIL-OSI: Annual Report and Financial Statements for the year ended 31 March 2025

    Source: GlobeNewswire (MIL-OSI)

    17 June 2025

    Northern Venture Trust PLC
    Annual Report and Financial Statements for the year ended 31 March 2025

    Northern Venture Trust PLC is a Venture Capital Trust (VCT) advised by Mercia Fund Management Limited. The trust was one of the first VCTs launched on the London Stock Exchange in 1995. It invests mainly in unquoted venture capital holdings and aims to provide long-term tax-free returns to shareholders through a combination of dividend yield and capital growth.

    Financial highlights (comparative figures as at 31 March 2024):

      Year ended
    31 March
    2025
    Year ended
    31 March
    2024
    Net assets £121.3m £114.8m
    Net asset value per share 61.5p 60.3p
    Return per share    
    Revenue 0.4p 0.6p
    Capital 3.8p 1.2p
    Total 4.2p 1.8p
    Dividend per share declared in respect of the period    
    Interim dividend 1.6p 1.6p
    Proposed final dividend 1.5p 1.6p
    Total 3.1p 3.2p
    Return to shareholders since launch    
    Net asset value per share 61.5p 60.3p
    Cumulative dividends paid per share  ^* 195.3p 192.1p
    Cumulative return per share^ 256.8p 252.4p
    Mid-market share price at end of period 57.0p 57.5p
    Share price discount to net asset value 7.3% 4.6%
    Annualised tax-free dividend yield  ^** 5.1% 5.2%

    *        Excluding proposed final dividend payable on 5 September 2025.

    **        Based on net asset value per share at the start of the period.
    ^ Definitions of the terms and alternative performance measures used in this report can be found in the glossary of terms in the annual report.

    Chair’s statement

    Overview
    Over the past 12 months, the UK economy has displayed resilience, with inflation easing and interest rates falling, albeit at slower rates than initially forecasted. Uncertainties posed by geopolitical events and conflicts continue to cause volatility in the financial markets, and notably increased following the end of the financial reporting period.

    It is pleasing to note that the valuation of our unquoted portfolio has increased during the past year. Investment activity remained consistent with the two previous financial years, with £14.3 million invested in six new and 11 existing portfolio companies.

    Despite the macroeconomic environment, our share offer of £15 million was oversubscribed and I would like to thank existing shareholders for their continued support and warmly welcome new investors. Proceeds from the share offer, together with sales proceeds from investments, mean that the Company is well positioned both to pursue new opportunities to support small and medium businesses and to work with existing portfolio companies to realise their growth plans.

    Results and dividend
    In the year ended 31 March 2025 the Company delivered a return on ordinary activities of 4.2 pence per share (year ended 31 March 2024: 1.8 pence), representing a total return of 7.0% on the opening net asset value (NAV) per share. The NAV per share as at 31 March 2025, after deducting dividends paid during the year of 3.2 pence, was 61.5 pence, compared with 60.3 pence at 31 March 2024. The strong result for the year generated a performance fee to our Adviser of £399,000 (year ended 31 March 2024: £nil).

    There were six exits in the year, the most notable being Gentronix, sold for net proceeds of £6.1 million compared to an original cost of £1.4 million, a 4.5 times lifetime return.

    Investment income was higher than the prior period at £2.6 million (year ended 31 March 2024: £2.2 million), which included £0.8 million interest income on realised investments.

    In 2018 we revised our dividend policy in the light of the new VCT rules for investment introduced in 2015 and 2017, which we expected to result in more volatile returns. We introduced an annualised target dividend yield of 5% of opening NAV, which has been exceeded in every period since. Having already declared an interim dividend of 1.6 pence per share which was paid in January 2025, your Directors now propose a final dividend of 1.5 pence per share. The total of 3.1 pence per share is equivalent to 5.1% of the opening net asset value per share of 60.3 pence. The final dividend, if approved, will be paid on 5 September 2025 to shareholders on the register on 8 August 2025.

    Our dividend investment scheme, under which dividends can be re-invested in new ordinary shares free of dealing costs and with the benefit of the tax reliefs available on new VCT share subscriptions, continues to operate with around 16% participation during the year. Instructions on how to join the scheme are included within the dividend section of our website, which can be found here: mercia.co.uk/vcts/nvt/.

    Investment portfolio
    Investment activity has remained strong, with £8.9 million of capital provided to six new venture capital investments and £5.4 million of follow-on capital invested into the existing portfolio. We also made progress in realising the Company’s mature portfolio acquired under the previous VCT rules with the remaining such investments now totalling £9.4 million (31 March 2024: £16.0 million).

    The value of the portfolio increased by £5.6 million (2.8 pence per share) in the year, with several portfolio companies enjoying significant growth: Pure Pet Food and Project Glow Topco (t/a The Beauty Tech Group) both increased in value by over £3 million. Against this there were some significant write-downs in the investments in Adludio and Newcells Biotech.

    Share offers and liquidity
    In April 2024 shares related to the second allotment of the 2023/24 share offer, totalling £20 million, were issued. This allotment saw the issuance of 12,234,307 new ordinary shares, yielding gross subscriptions of £7.8 million.

    As a result of the public share offer launched in January 2025, 24,216,029 new ordinary shares were issued in April 2025, yielding gross proceeds of £15 million.

    The Board continues to monitor liquidity carefully and plans to raise up to £20 million of new capital in the 2025/26 tax year. Further details will be provided in due course.

    Share buy-backs
    We have maintained our policy of being willing to buy back the Company’s shares in the market when necessary, in order to maintain liquidity, at a 5% discount to NAV. During the year ended 31 March 2025 a total of 7,272,999 (year ended 31 March 2024: 5,263,205) shares were repurchased by the Company for cancellation at an average price of 56.6 pence (year ended 31 March 2024: 58.0 pence), representing 3.8% (year ended 31 March 2024: 3.2%) of the opening issued share capital.

    Responsible investment
    The Company is mindful of its Environmental, Social and Governance (ESG) responsibilities and we have outlined our evolving approach in the annual report.

    VCT legislation and qualifying status
    We have continued to meet the stringent and complex qualifying conditions laid down by HM Revenue & Customs for maintaining our approval as a VCT. The Investment Adviser monitors the position closely and reports regularly to the Board. Philip Hare & Associates LLP has continued to act as independent adviser to the Company on VCT taxation matters.

    In September 2024 we were pleased that the extension of the VCT Sunset Clause until 2035 was confirmed. The ‘Sunset Clause’ is a European state aid requirement which, without extension, would have removed the VCT tax reliefs that investors receive on newly issued VCT shares.

    Whilst no further amendments to VCT legislation have been announced, it is possible that further changes will be made in the future. We will continue to work closely with the Investment Adviser to maintain compliance with the scheme rules at all times.

    Investor communications
    The Board is conscious of its responsibility to communicate transparently and regularly with shareholders. Aside from the recent newsletter, we look forward to welcoming shareholders to our AGM and to our forthcoming investor seminar to be held on 7 October 2025 in London. A copy of the recent newsletter and details of how to register for the October seminar can be found on the Company’s website at www.mercia.co.uk/vcts/nvt/.

    Audit tender process
    Following a formal and rigorous audit tender process, the Board has resolved that it intends to recommend Johnston Carmichael LLP for appointment as the Company’s auditor for the financial year ending 31 March 2026 onwards, subject to shareholder approval at the AGM in 2025. Forvis Mazars will remain the Company’s auditor until the AGM in 2025. The Board would like to thank Forvis Mazars LLP for their diligent service over the past five years.

    Annual General Meeting
    The Company’s AGM will be held at 12:30pm on 5 August 2025. The AGM provides an excellent opportunity for shareholders, the Directors and the Investment Adviser to meet in person, exchange views and comment. We will hold the AGM in person at Fora, 210 Euston Road, London, NW1 2DA. We also intend to offer remote access for shareholders through an online webinar facility for those who would prefer not to travel. Full details and formal notice of the AGM are set out in a separate document. Please note that shareholders attending remotely must register their votes ahead of time, as it will not be possible to count votes from online participants at the AGM.

    Board succession
    John E Milad joined the Board on 21 August 2024. John brings over 25 years’ experience as an executive leader, board member, venture capital investor and investment banker focused on the life sciences and medical technology sectors. He is currently the CEO of ERS Genomics, a licenser of the Nobel Prize-winning CRISPR / Cas9 gene editing technology.

    Further biographical details for all the Directors can be found in the annual report.

    We will mark the retirement from the Board of David Mayes at the AGM. David was appointed in November 2014. Over the past decade, he has served the Company and its shareholders with dedication and commitment. On behalf of the Board and our shareholders, I would like to thank David for his valuable contributions and steadfast support to the Company during his tenure.

    Performance Fee
    I am pleased to report that the Company’s performance over the past financial year has met the threshold required to trigger the payment of a performance fee of £399,000 to the Investment Adviser. This outcome reflects a year of strong execution and value creation within the portfolio, and I would like to extend the Board’s thanks to the Adviser’s team for delivering results that warrant this reward.

    The performance fee has been calculated in line with the revised fee structure agreed with shareholders in 2023. Under this framework, which was designed to provide stronger alignment with long-term shareholder value creation, the performance fee payable is broadly comparable to the level that would have been paid under the legacy arrangement. The performance fee is intended to reward the Adviser for delivering sustained solid performance over time. In addition to the performance fee, the Company’s co-investment scheme continues to play a vital role in aligning the interests of the Adviser’s team with those of our shareholders. Together, these mechanisms provide a well-structured incentive framework that encourages long-term thinking and disciplined capital deployment in the interests of all shareholders.

    Outlook
    We are cautiously optimistic of the UK’s growth prospects, while remaining aware of and vigilant to the volatility generated from both domestic and global sources. We remain positive about the resilience, diversity and growth potential of the portfolio and its ability to generate long term shareholder value.

    Deborah Hudson
    Chair
    17 June 2025

    Income statement
    for the year ended 31 March 2025

        Year ended 31 March 2025   Year ended 31 March 2024
    Revenue
    £000
    Capital
    £000
    Total
    £000
      Revenue
    £000
    Capital
    £000
    Total
    £000
    Gain / (loss) on disposal of investments       3,555 3,575   1,203 1,203
    Unrealised fair value gains / (losses) on investments       5,603 5,603   2,499 2,499
            9,158 9,158   3,702 3,702
                         
    Dividend and interest income       2,594 2,594   2,220 2,220
    Investment management fee       (568) (2,103) (2,671)   (516) (1,549) (2,065)
    Other expenses       (600) (600)   (641) (641)
                         
    Return before tax       1,426 7,055 8,481   1,063 2,153 3,216
    Tax on return       (592) 592   79 (79)
                         
    Return after tax       834 7,647 8,481   1,142 2,074 3,216
                         
    Return per share       0.4p 3.8p 4.2p   0.6p 1.2p 1.8p

    Balance sheet
    as at 31 March 2025

        31 March
    2025
    £000
      31 March
    2024
    £000
    Fixed assets            
    Investments       93,537   82,574
                 
    Current assets            
    Debtors       2,895   951
    Cash and cash equivalents       25,439   31,497
            28,334   32,448
                 
    Creditors (amounts falling due within one year)       (620)   (191)
    Net current assets       27,714   32,257
    Net assets       121,251   114,831
                 
    Capital and reserves            
    Called-up equity share capital       49,302   47,615
    Share premium       35,348   30,418
    Capital redemption reserve       8,476   6,658
    Capital reserve       20,451   28,099
    Revaluation reserve       6,779   882
    Revenue reserve       895   1,159
    Total equity shareholders’ funds       121,251   114,831
    Net asset value per share       61.5p   60.3p

    Statement of changes in equity
    for the year ended 31 March 2025

        Non-distributable reserves   Distributable reserves    
    Called-up share capital
    £000
    Share premium
    £000
    Capital redemption
    reserve
    £000
    Revaluation reserve*
    £000
      Capital
    reserve
    £000
    Revenue
    reserve
    £000
      Total
    £000
    At 31 March 2024       47,615 30,418 6,658 882   28,099 1,159   114,831
    Return after tax       5,897   1,750 834   8,481
    Dividends paid         (5,282) (1,098)   (6,380)
    Net proceeds of share issues       3,505 4,930     8,435
    Shares purchased for cancellation       (1,818) 1,818   (4,116)   (4,116)
    At 31 March 2025       49,302 35,348 8,476 6,779   20,451 895   121,251

    for the year ended 31 March 2024

        Non-distributable reserves   Distributable reserves    
    Called-up share capital
    £000
    Share premium
    £000
    Capital redemption
    reserve
    £000
    Revaluation reserve*
    £000
      Capital
    reserve
    £000
    Revenue
    reserve
    £000
      Total
    £000
    At 31 March 2023       41,230 19,394 5,342 1,698   34,433 400   102,497
    Return after tax       (816)   2,890 1,142   3,216
    Dividends paid         (6,156) (383)   (6,539)
    Net proceeds of share issues       7,701 11,024     18,725
    Shares purchased for cancellation       (1,316) 1,316   (3,068)   (3,068)
    At 31 March 2024       47,615 30,418 6,658 882   28,099 1,159   114,831

    Statement of cash flows
    for the year ended 31 March 2025

          Year ended
    31 March
    2025
    £000
      Year ended
    31 March
    2024
    £000
    Cash flows from operating activities              
    Return before tax         8,481   3,216
    Adjustments for:              
    (Gain) / loss on disposal of investments         (3,555)   (1,203)
    Movements in fair value of investments         (5,603)   (2,499)
    (Increase) / decrease in debtors         58   (103)
    Increase / (decrease) in creditors         429   8
    Net cash inflow / (outflow) from operating activities         (190)   (581)
                   
    Cash flows from investing activities              
    Purchase of investments         (14,258)   (15,351)
    Proceeds on disposal of investments         10,451   24,310
    Net cash inflow / (outflow) from investing activities         (3,807)   8,959
    Cash flows from financing activities              
    Issue of ordinary shares         8,801   19,353
    Share issue expenses         (366)   (628)
    Purchase of ordinary shares for cancellation         (4,116)   (3,068)
    Equity dividends paid         (6,380)   (6,539)
    Net cash inflow / (outflow) from financing activities         (2,061)   9,118
    Increase / (decrease) in cash and cash equivalents         (6,058)   17,496
    Cash and cash equivalents at beginning of year         31,497   14,001
    Cash and cash equivalents at end of year         25,439   31,497

    Investment portfolio
    31 March 2025

    Fifteen largest venture capital investments

    Cost
    £000
    Valuation
    £000
    Like for like valuation
    increase / (decrease)
    over year**
    £000
    % of net assets
    by value
     
    1 Project Glow Topco (t/a The Beauty Tech Group) 1,686 7,323 3,766 6.0%  
    2 Pure Pet Food 1,675 6,205 3,301 5.1%  
    3 Rockar 1,877 3,559 393 2.9%  
    4 Pimberly 2,060 3,520 41 2.9%  
    5 Tutora (t/a Tutorful) 3,305 3,305 2.7%  
    6 Forensic Analytics 2,717 2,717 2.2%  
    7 Netacea 2,631 2,631 2.2%  
    8 Biological Preparations Group 2,366 2,620 445 2.2%  
    9 Ridge Pharma 1,497 2,527 359 2.1%  
    10 Enate 1,516 2,176 659 1.8%  
    11 LMC Software 1,950 2,156 207 1.8%  
    12 Broker Insights 2,076 2,152 68 1.8%  
    13 Turbine Simulated Cell Technologies 1,863 2,074 22 1.7%  
    14 Clarilis 1,972 1,972 1.6%  
    15 Semble 1,951 1,951 1.6%  
    Other venture capital investments          
    16 Naitive Technologies 1,836 1,938 104 1.6%  
    17 Napo 1,933 1,933 1.6%  
    18 Risk Ledger 1,412 1,911 500 1.6%  
    19 Social Value Portal 1,888 1,888 1.5%  
    20 Administrate 2,906 1,842 (184) 1.5%  
    21 Send Technology Solutions 1,770 1,838 69 1.5%  
    22 Moonshot 1,329 1,805 478 1.5%  
    23 IDOX* 238 1,799 (139) 1.5%  
    24 Newcells Biotech 3,225 1,777 (1,693) 1.5%
    25 Volumatic Holdings 216 1,773 (148) 1.5%
    26 Locate Bio 1,753 1,753 1.4%
    27 VoxPopMe 1,660 1,660 1.4%
    28 Camena Bioscience 1,594 1,594 1.3%
    29 Wonderush Ltd (t/a Hownow) 1,421 1,421 1.2%
    30 Ski Zoom (t/a Heidi Ski) 1,404 1,404 1.2%
    31 Axis Spine Technologies 1,353 1,357 4 1.1%
    32 Buoyant Upholstery 672 1,349 (719) 1.1%
    33 Culture AI 1,324 1,324 1.1%
    34 Duke & Dexter 1,237 1,281 637 1.1%
    35 Promethean 1,281 1,281 1.1%
    36 Optellum 1,276 1,276 1.1%
    37 Rego Technologies (t/a Upp)(formerly Volo) 2,504 1,104 401 0.9%
    38 Centuro Global 1,038 1,038 0.9%
    39 iOpt 941 1,025 84 0.8%
    40 Tozaro (formerly MIP Discovery) 1,025 1,025 0.8%
    41 Scalpel 976 976 0.8%
    42 Seahawk Bidco 513 971 (21) 0.8%
    43 Wobble Genomics 968 968 0.8%
    44 Warwick Acoustics 964 964 0.8%
    45 Oddbox 1,093 869 71 0.7%
    46 Synthesized 510 751 240 0.6%
    47 Quotevine 1,311 495 495 0.4%
    48 Thanksbox (t/a Mo) 1,685 402 (13) 0.3%
    49 Atlas Cloud 704 387 (1) 0.3%
    50 RTC Group* 436 345 0.3%
    51 Fresh Approach (UK) Holdings 885 313 (127) 0.3%
    52 Sorted 182 241 58 0.2%
    53 Arnlea Holdings 1,305 227 (11) 0.2%
    54 Sen Corporation 681 141 (156) 0.1%
    55 Northrow 1,494 76 (615) 0.1%
    56 Angle* 131 36 (9) 0.0%
    57 Adludio 2,927 33 (2,904) 0.0%
    58 Customs Connect Group 1,525 33 (80) 0.0%
    59 Velocity Composites* 90 25 (6) 0.0%
      Total venture capital investments 86,758 93,537   77.1%
      Net current assets   27,714   22.9%
      Net assets   121,251   100.0%

    *        Listed on AIM.

    **        This change in ‘like for like’ valuations is a comparison of the 31 March 2025 valuations with the 31 March 2024 valuations (or where a new investment has been made in the year, the investment amount), having adjusted for any partial disposals, loan stock repayments or new and follow-on investments in the year.

    Risk management
    The Board carries out a regular and robust assessment of the risk environment in which the Company operates and seeks to identify new risks as they emerge. The principal and emerging risks and uncertainties identified by the Board which might affect the Company’s business model and future performance, and the steps taken with a view to their mitigation, are as follows:

    Risk Mitigation
    Availability of qualifying investments: there can be no guarantee that suitable investment opportunities will be identified in order to meet the Company’s objectives, which could have an adverse effect on Investor returns. Additionally, the Company’s ability to obtain maximum value from its investments may be limited by the requirements of the relevant VCT Rules in order to maintain the VCT status of the Company. The Investment Adviser has a dedicated investment team that identifies and transacts in qualifying investments. The Directors regularly meet with the Investment Adviser to maintain awareness of the pipeline, and factors this into the Company’s fund raising plans.
    Credit risk: the Company holds a number of financial instruments and cash deposits and is dependent on the counterparties discharging their commitment. Such balances my be held with banks or in money market funds as part of the Company’s liquidity management. The Directors review the creditworthiness of the counterparties to these instruments including the rating of money market funds to seek to manage and mitigate exposure to credit risk.
    Economic and geopolitical risk: events such as economic recession or general fluctuation in stock markets, exchange rates and interest rates, notwithstanding recent lower inflation and falling interest rates, may affect the valuation of investee companies and their ability to access adequate financial resources, as well as affecting the Company’s own share price and discount to net asset value. In addition, US trade policy and hostilities in the Middle East and Ukraine (including sanctions on the Russian Federation) may have further economic consequences as a result of market volatility and the restricted access to certain commodities and energy supplies. Such conditions may adversely affect the performance of companies in which the Company has invested (or may invest), which in turn may adversely affect the performance of the Company, and may have an impact on the number or quality of investment opportunities available to the Company and the ability of the Investment Adviser to realise the Company’s investments. Any of these factors could have an adverse effect on Investor returns. The Company invests in a diversified portfolio of investments spanning various industry sectors and which are at different stages of growth. The Company maintains sufficient cash reserves to be able to provide additional funding to investee companies where it is appropriate and in the interests of the Company to do so. The Investment Adviser’s team is structured such that appropriate monitoring and oversight is undertaken by an experienced investment executive. As part of this oversight, the investment executive will guide and support the board of each unquoted investee company. At all times, and particularly during periods of heightened economic uncertainty, the investment team of the Investment Adviser share best practice from across the portfolio with the investee management teams in order to help with addressing economic challenges.
    Financial risk: most of the Company’s investments involve a medium to long-term commitment and many are illiquid. The Directors consider that it is inappropriate to finance the Company’s activities through borrowing except on an occasional short-term basis. Accordingly they seek to maintain a proportion of the Company’s assets in cash or cash equivalents in order to be in a position to pursue new unquoted investment opportunities and to make follow-on investments in existing portfolio companies. The Company has very little direct exposure to foreign currency risk and does not enter into derivative transactions.
    Investment and liquidity risk: the Company invests in early stage companies which may be pre-revenue at the point of investment. Portfolio companies may also require significant funds, through multiple funding rounds to develop their technology or the products being developed may be subject to regulatory approvals before they can be launched into the market. This involves a higher degree of risk and company failure compared to investment in larger companies with established business models. Early stage companies generally have limited product lines, markets and financial resources and may be more dependent on key individuals. The securities of companies in which the Company invests are typically unlisted, making them particularly illiquid and may represent minority stakes, which may cause difficulties in valuing and disposing of the securities. The Company may invest in businesses whose shares are quoted on AIM however this may not mean that they can be readily traded and the spread between the buying and selling prices of such shares may be wide. The Directors aim to limit the investment and liquidity risk through regular monitoring of the investment portfolio and oversight of the Investment Adviser, who is responsible for advising the Board in accordance with the Company’s investment objective. The investment and liquidity risks are mitigated through the careful selection, close monitoring and timely realisation of investments, by carrying out rigorous due diligence procedures and maintaining a wide spread of holdings in terms of financing stage and industry sector within the rules of the VCT scheme. The Board reviews the investment portfolio and liquidity with the Investment Adviser on a regular basis.
    Legislative and regulatory risk: in order to maintain its approval as a VCT, the Company is required to comply with current VCT legislation in the UK. Changes to UK legislation in the future could have an adverse effect on the Company’s ability to achieve satisfactory investment returns whilst retaining its VCT approval. The Company is registered with the Financial Conduct Authority (FCA) as a small internally managed AIF and is required to comply with a number of reporting and other regulatory requirements. Failure to comply correctly or changes in the regulatory regime could affect the status of the VCT. The Board and the Investment Adviser monitor political developments and where appropriate seek to make representations either directly or through relevant trade bodies. The Board also works closely with the Adviser to ensure that the Company remains compliant with the relevant regulatory requirements.
    Operational risk: the Company does not have any employees and the Board relies on a number of third party providers, including the Investment Adviser, registrar and custodian, sponsor, receiving agent, lawyers and tax advisers, to provide it with the necessary services to operate. Such operations delegated to the Company’s key service providers may not be performed in a timely or accurate manner, resulting in reputational, regulatory, or financial damage. The risk of cyber-attack or failure of the systems and controls at any of the Company’s third party providers may lead to an inability to service shareholder needs adequately, to provide accurate reporting and accounting and to ensure adherence to all VCT legislation rules. The Board has appointed an Audit and Risk Committee, who monitor the effectiveness of the system of internal controls, both financial and non-financial, operated by the Company and the Investment Adviser. These controls are designed to ensure that the Company’s assets are safeguarded and that proper accounting records are maintained. Third party suppliers are required to have in place their own risk and controls framework, business continuity plans and the necessary expertise and resources in place to ensure that a high quality service can be maintained even under stressed scenarios.
    Performance of the Investment Adviser: the successful implementation of the Company’s investment policy is dependent on the expertise of the Investment Adviser and its ability to attract and retain suitable staff. The Company’s ability to achieve its investment objectives is largely dependent on the performance of the Investment Adviser in the acquisition and disposal of assets and the management of such assets. The Board has broad discretion to monitor the performance of the Investment Adviser and the power to appoint a replacement, but the Investment Adviser’s performance or that of any replacement cannot be guaranteed. The Board have both formal reviews by way of the Management Engagement Committee and Board meetings, and informal reviews over the course of the year outside of the formal Board timetable. Performance is closely monitored, including receiving detailed league table information and other market intelligence. Any concerns or suggestions are passed to the Investment Adviser, which are robustly challenged.
    Stock market risk: a small proportion of the Company’s investments are quoted on AIM and will be subject to market fluctuations upwards and downwards. External factors such as terrorist activity, political activity or global health crises, can negatively impact stock markets worldwide. In times of adverse sentiment there may be very little, if any, market demand for shares in smaller companies quoted on AIM. The Company’s small number of holdings of quoted investments are actively managed by the Investment Adviser, and the Board keeps the portfolio and the actions taken under ongoing review.
    VCT qualifying status risk: while it is the intention of the Directors that the Company will be managed so as to continue to qualify as a VCT, there can be no guarantee that this status will be maintained. A failure to continue meeting the qualifying requirements could result in the loss of VCT tax relief, the Company losing its exemption from corporation tax on capital gains, to shareholders being liable to pay income tax on dividends received from the Company and, in certain circumstances, to shareholders being required to repay the initial income tax relief on their investment. The Investment Adviser keeps the Company’s VCT qualifying status under continual review and its reports are reviewed by the Board on a quarterly basis. The Board has also retained Philip Hare & Associates LLP to undertake an independent VCT status monitoring role.

    Other matters

    The above summary of results for the year ended 31 March 2025 does not constitute statutory financial statements within the meaning of Section 435 of the Companies Act 2006 and has not been delivered to the Registrar of Companies. Statutory financial statements will be filed with the Registrar of Companies in due course; the independent auditor’s report on those financial statements under Section 495 of the Companies Act 2006 is unqualified, does not include any reference to matters to which the auditor drew attention by way of emphasis without qualifying the report and does not contain a statement under Section 498 (2) or (3) of the Companies Act 2006.

    The calculation of the return per share is based on the return after tax for the year of £8,481,000 (2024: £3,216,000) and on 200,018,249 (2024: 179,260,563) shares, being the weighted average number of shares in issue during the period.

    If approved by shareholders, the proposed final dividend of 1.5 pence per share for the year ended 31 March 2025 will be paid on 5 September 2025 to shareholders on the register at the close of business on 8 August 2025.

    The full annual report including financial statements for the year ended 31 March 2025 is expected to be made available to shareholders on or around 27 June 2025 and will be available to the public at the registered office of the company at Forward House, 17 High Street, Henley-in-Arden B95 5AA and on the Company’s website.

    The contents of the Mercia Asset Management PLC website and the contents of any website accessible from hyperlinks on the Mercia Asset Management PLC website (or any other website) are not incorporated into, nor form part of, this announcement.

    The MIL Network

  • MIL-OSI: TopLine Financial Credit Union Partners With The Federal Home Loan Bank of Des Moines to Award $40,000 to Community Non-Profit Partners

    Source: GlobeNewswire (MIL-OSI)

    Member Impact Fund Grant Program Supports Affordable Housing and Community Development      

    MAPLE GROVE, Minn., June 17, 2025 (GLOBE NEWSWIRE) — TopLine Financial Credit Union, a Twin Cities-based member-owned financial services cooperative, in partnership with Federal Home Loan Bank of Des Moines (FHLB Des Moines), is pleased to announce that four Minnesota community non-profit organizations will each receive a $10,000 grant from the Member Impact Fund, for a total of $40,000 awarded. This matching grant program will result in FHLB Des Moines awarding $20 million in funding to support affordable housing and community development in Minnesota.

    The grant funds will be used to support a variety of funding gaps that are being experienced by four non-profits that TopLine Financial Credit Union is proud to partner with, and together dedicated to improving affordable housing and community development initiatives. Grants will support the following non-profits and initiatives:

    • Avenues for Youth: funds will be used to subsidize food expenses, as they are no longer receiving assistant from a community food shelf, and combined with inflation has led to rising expenses, estimated at $25,000 annually.   Avenues serves 300 youth/families annually (90% of the youth identify as BIPOC and 38% identify as LGBTQI+).
    • Karen Organization of Minnesota: funds will be used for a Summer Youth Chemical Dependency Program, to serve 33 young people. The program promotes experiential learning, and a case management team to assist clients in recovery and treatment.
    • Keystone Community Services: funds will support a Foodmobile program, a mobile food shelf that brings food directly to under-resourced neighborhoods across Ramsey County. It operates over 25 times each month, providing fresh produce, canned goods, and pantry staples at community centers, senior housing, schools, and health clinics.
    • Union Gospel Mission Twin Cities: funds will be used for the Naomi Family Program, which provides transitional shelter and wraparound support for women and children in crisis, to bridge them to stable housing and independence.

    “We extend our sincere gratitude to the Federal Home Loan Bank of Des Moines for their invaluable partnership. We deeply appreciate their Member Impact Fund initiative, which tripled the impact of TopLine’s community donations, supporting our local communities,” said Mick Olson, President and CEO of TopLine Financial Credit Union. “This grassroots local community give-back is a powerful testament to partners uniting in their unwavering commitment to support those in need and facing crisis.”

    TopLine was proud to personally present the funds to each non-profit partner, and on behalf of the Federal Home Loan Bank of Des Moines (FHLB Des Moines).

    “We are thrilled to receive this generous funding initiated by TopLine and triple-matched by FHLB. These funds for the Naomi Family Program will strengthen our ability to serve women and children experiencing homelessness as we walk alongside and equip them for a brighter future with financial stability and secure housing,” says Pam Stegora Axberg, CEO, Union Gospel Mission Twin Cities.

    “Food insecurity is at record levels, and the Keystone Foodmobile is a vital way we meet people where they are,” said Adero Riser Cobb, President and CEO of Keystone Community Services. “This support helps us reach more neighborhoods with healthy, culturally relevant food and break down barriers to access.”

    “The Member Impact Fund continues to be a powerful resource in supporting our members as they expand access to affordable housing and drive community development,” says Kris Williams, president and CEO of FHLB Des Moines. “It’s inspiring to see the partnerships centered around improving local communities in such a variety of ways.”

    Recipient organizations were selected based on the needs for grant funding to support capacity-building or working capital necessary to strengthen their ability to serve affordable housing or community development needs including job training, affordable housing, financial literacy, food banks and youth programs.

    Federal Home Loan Bank of Des Moines provides funding solutions to more than 1,200 members to support mortgage lending, economic development and affordable housing in the communities, serving 13 states and three U.S Pacific territories as a member-owned cooperative. The Member Impact Fund provides FHLB Des Moines members up to $3 for every $1 in matching grant donations to strengthen the ability of not-for-profits or government entities to support the needs of communities.

    FHLB Des Moines is one of 11 regional Banks that make up the Federal Home Loan Bank System. Members include community and commercial banks, credit unions, insurance companies, thrifts and community development financial institutions. FHLB Des Moines is wholly owned by its members and receives no taxpayer funding. For additional information about FHLB Des Moines, please visit www.fhlbdm.com.

    TopLine Financial Credit Union, a Twin Cities-based credit union, is Minnesota’s 9th largest credit union, with assets of over $1.1 billion and serves over 70,000 members. Established in 1935, the not-for-profit financial cooperative offers a complete line of financial services from its ten branch locations — in Bloomington, Brooklyn Park, Champlin, Circle Pines, Coon Rapids, Forest Lake, Maple Grove, Plymouth, St. Francis and in St. Paul’s Como Park — as well as by phone and online at www.TopLinecu.com. Membership is available to anyone who lives, works, worships, attends school or volunteers in Anoka, Benton, Carver, Chisago, Dakota, Hennepin, Isanti, Kanabec, Mille Lacs, Pine, Ramsey, Scott, Sherburne, Washington and Wright counties in Minnesota and their immediate family members, as well as employees and retirees of Anoka Hennepin School District #11, Anoka Technical College, Federal Premium Ammunition, Hoffman Enclosures, Inc., GRACO, Inc., and their subsidiaries. Visit us on our Facebook or Instagram. To learn more about the credit union’s foundation, visit www.TopLinecu.com/Foundation.

    CONTACT:
    Vicki Roscoe Erickson
    Senior Vice President and Chief Marketing Officer
    TopLine Financial Credit Union
    verickson@toplinecu.com | 763.391.0872

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/c0e9c239-4105-42eb-8198-e7644dce7800

    The MIL Network

  • MIL-OSI: Cyber A.I. Group Appoints Irving Bruckstein as Director of Global Technology Integration

    Source: GlobeNewswire (MIL-OSI)

    MIAMI, NEW YORK and LONDON, June 17, 2025 (GLOBE NEWSWIRE) — Cyber A.I. Group, Inc. (“CyberAI” or the “Company”), an emerging growth Cybersecurity, Artificial Intelligence and IT services company engaged in the development of next-generation AI-driven Cybersecurity technology, announced today the appointment of Irving Bruckstein as Director of Global Technology Integration. Mr. Bruckstein brings over three decades of transformational IT leadership across higher education, enterprise and international markets.

    Irving Bruckstein will work in coordination with Dr. Peter J. Morales, CyberAI’s Chief Technology Officer. Mr. Bruckstein will advise and support CyberAI’s global integration initiatives focusing on harmonizing advanced technologies across enterprise environments, scaling secure infrastructure and aligning systems integration with the Company’s expanding global footprint. His appointment underscores CyberAI’s commitment to innovation, security and operational excellence as it prepares for the imminent launch of the Company’s next-generation AI-driven cybersecurity IP through its patent pending CyberAI Sentinel 2.0™ initiatives.

    CyberAI Sentinel 2.0™ represents a paradigm shift in Cybersecurity, committed to monetizing proprietary technology and providing clients with a holistic solution to cybersecurity threats by safeguarding digital assets. CyberAI Sentinel 2.0™ is delivering a cost-effective solution providing comprehensive Cybersecurity services for middle market companies on a global basis as part of CyberAI’s objective of achieving $100 million in revenues with an anticipated listing on the Main Market of the London Stock Exchange (LSE).

    “Irving is an extraordinary technologist and strategist with a rare ability to commercialize complex architectures into scalable, resilient global systems,” said A.J. Cervantes, Jr., Executive Chairman at CyberAI. “His deep experience leading enterprise-scale IT and Cybersecurity initiatives—particularly across advanced technology, cloud and infrastructure domains—makes him an ideal person to support our highly proactive global launch of our proprietary CyberAI Sentinel 2.0™ AI-driven Cybersecurity advanced technology.”

    Mr. Bruckstein currently serves as the Chief Information Officer and CISO at Washington College where he spearheads the Cybersecurity modernization and compliance with GLBA, FERPA, HIPAA, as well as a member of the Board of Directors at MDREN and the Cybersecurity Intelligence Authority. In past experience, Mr. Bruckstein served as CIO at Salve Regina University and held senior leadership roles at NYU, Columbia University and in private sector ventures. He has led billion-dollar campus buildouts, cloud and data center migrations and Cybersecurity modernization efforts across diverse environments in the US, UAE and beyond.

    “Cyber A.I. Group stands at the intersection of global Cybersecurity, AI innovation and digital infrastructure transformation—and I’m thrilled to join the team during such a pivotal time,” said Mr. Bruckstein. “There’s enormous opportunity to unify systems, scale intelligent architectures and build resilient global frameworks that enable secure and sustainable digital ecosystems. I look forward to working with this proactive technology team driving these initiatives forward.”

    During his time at NYU from 2010 to 2016, Mr. Bruckstein was the Senior Director of Global Technology Services where he oversaw and directed the full-stack technology implementation for a new multi-billion U.S. dollar campus build-out for NYU’s campus in Abu Dhabi. At Columbia University beginning in 2007, Mr. Bruckstein led IT infrastructure modernization across the university, including managing a $45 million technology portfolio and implemented virtualization, VoIP and SAN infrastructure at the university.

    Mr. Bruckstein holds an M.S. and B.S. in Computer Science from Hofstra University and has served on several national and regional technology advisory councils. He will report directly to the CTO and work closely with cross-functional teams as CyberAI builds out its CyberAI Sentinel 2.0 technology. Through AI innovation, CyberAI Sentinel 2.0™ is designed to empower enterprises with intelligent, adaptive and proactive protection while also leveraging CyberAI’s expanding customer base.

    About Cyber A.I. Group

    Cyber A.I. Group, Inc. (“CyberAI”) is a next-generation technology company pioneering the development of advanced, proprietary platforms at the intersection of Artificial Intelligence and Cybersecurity. With a mission to redefine how organizations protect, predict, and respond to digital threats, CyberAI is positioning patent pending technologies that enable autonomous threat detection, adaptive risk mitigation, and intelligent system resilience across enterprise and cloud environments. At the core of CyberAI’s innovation is a team of world-class technologists, data scientists, and cybersecurity experts dedicated to creating breakthrough solutions that are scalable, secure, and globally deployable. The company’s technologies are designed to address the most urgent and complex challenges facing today’s digital infrastructure—from AI-driven security orchestration to autonomous anomaly detection and predictive analytics for critical systems. CyberAI’s commitment to continuous innovation and deep IP development is positioning it at the critical merger between AI and the global cybersecurity landscape. By fusing artificial intelligence with real-world cyber defense expertise, the company aims to set new standards for intelligent infrastructure protection and digital trust. For more information, please visit: cyberaigroup.io

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/abff6299-661a-455a-9f71-4229e4969a39

    The MIL Network

  • MIL-OSI United Kingdom: Scotland in 2050

    Source: Scottish Government

    Opportunities and challenges for the future.

    First Minister John Swinney has launched new analysis on the trends that could shape the future of Scotland in the next 10 to 20 years, saying that Scotland must “take charge of our own destiny” as an independent country to shape our own future.

    Future Trends for Scotland’ sets out the plausible opportunities and challenges facing Scotland, and could inform Scottish Government policy and the work of our partners in Scotland.

    The reports show Scotland can make the most of opportunities including new energy potential, growing success in space and life sciences and widespread adoption of AI alongside the emergence of quantum technology.

    Challenges facing Scotland resonate with those seen across the world including growing risks to democracy because of mis- and disinformation, more frequent conflicts, increasing inequalities and climate change. 

    Addressing the Scotland 2050 conference in Edinburgh, First Minister John Swinney said:

    “The Scotland of 2050 will be shaped by a series of unpredictable forces, by new technologies we have only half-imagined in the pages of science fiction, by conflicts now only simmering, by people who are only just born but it will also be shaped by us. By the decisions we take, the policy choices we implement, the vision and path forward that we set out.

    “That is a great responsibility, but for me it is also exciting, inspiring, and a privilege to shape it as First Minister. 

    “With the Future Trends horizon scan, we have the best available Scotland specific analysis to inform our decisions, both now and for the future. 

    “It shows both hurdles and new horizons for our society and economy. Warnings where we need to change, or up the pace, but also doors opening, if we have the courage to walk through them with confidence, with boldness and self-belief.

    “And it is by shaping strategy and policy towards achieving long-term outcomes that we will be ready for this new world as it evolves.

    “It is only by taking charge of our own destiny, with our own hand on the tiller, that we are better able to ride the waves of change, that we are better able to shape our own future.

    “That does not mean a Scotland standing alone, but rather a nation that has worked out its place in the world, and the contribution it wants to make to the world.

    “An ongoing deep and rich partnership with the other nations of these isles, absolutely, but ultimately as a nation state in our own right, as a Member State of the world’s largest trading block, the world’s biggest social and economic community, the European Union.”

    Background

    Future Trends for Scotland – Findings from the 2024-25 Horizon Scanning Project – gov.scot

    Young People and the Future of Scotland – A Participatory Horizon Scanning Engagement – gov.scot

    Scotland 2050 Conference: First Minister’s Speech – gov.scot

    MIL OSI United Kingdom

  • MIL-OSI Asia-Pac: Postal summit held

    Source: Hong Kong Information Services

    The 6th Mainland-Hong Kong-Macao Postal Summit was held in Hong Kong today where representatives from the three places engaged in business exchanges and in-depth discussions on key topics.

     

    Secretary for Commerce & Economic Development Algernon Yau delivered opening remarks at the summit.

    State Post Bureau Director General Zhao Chongjiu, China Post Group Co Chairman Liu Aili, Macao Post & Telecommunications Bureau Director Lau Wai Meng, and Postmaster General Leonia Tai gave speeches respectively, and joined Mr Yau in officiating at the summit’s opening ceremony.

     

    Seven important consensus were reached at the meeting, including collaboratively ensuring service support for the 15th National Games and jointly launching special products.

     

    In his opening remarks, Mr Yau said it is highly significant for the postal summit to be held in Hong Kong for the first time. Under the leadership of the State Post Bureau, the summit provides a sustainable and effective platform for the postal services of the three places to deepen communication and co-operation, enhance policy co-ordination and resource sharing, and promote integration and exchange in postal development.

    MIL OSI Asia Pacific News