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Category: Natural Disasters

  • MIL-OSI Global: The illusion of equal opportunity for minority NFL coaches

    Source: The Conversation – USA – By Joseph N. Cooper, Endowed Chair of Sport Leadership and Administration, UMass Boston

    On the day after the New England Patriots ended their NFL season with a miserable 4-13 record, team owner Robert Kraft fired Jerod Mayo, the team’s first Black head coach. In a press conference following his decision, Kraft explained that he put Mayo in “an untenable situation” by hiring him to lead an underperforming team.

    Kraft’s assessment reflects an all-too-familiar reality for Black coaches in the NFL. Though Black players account for 53% of all NFL players, only 19% of head coaches are Black men.

    At the beginning of the 2024 season, the NFL set its own league record with nine of its 32 head coaching jobs held by minorities. In addition to Mayo, Las Vegas’ Antonio Pierce, Pittsburgh’s Mike Tomlin, Tampa Bay’s Todd Bowles, Atlanta’s Raheem Morris and Houston’s DeMeco Ryans are Black. They were joined by Carolina’s Dave Canales, who is Mexican American, Miami’s biracial Mike McDaniel and the New York Jets’ Robert Saleh, who is of Lebanese descent.

    By season’s end, three of those coaches were gone, including the Raiders’ Pierce. Pierce, like Mayo, was given one season to turn around a team with a losing record. Saleh was fired during the season.

    In my view as a scholar of race and professional sports, the firings revealed the NFL’s double standard for Black head coaches and suggest that Black men are still valued more for their athletic prowess than their leadership skills.

    During a Fox NFL Sunday show shortly after Mayo’s firing, former Patriots tight end Rob Gronkowski called Mayo’s firing shocking, disappointing and “unfair.”

    ESPN’s Stephen A. Smith was quick to blame the race of Mayo as a factor. “They call it Black Monday for a reason,” Smith said. “Jerod Mayo was clearly not given a lengthy enough opportunity.”

    A checkered history

    In 1921, a year after the NFL’s inaugural season, Fritz Pollard became the first Black head coach when he was hired to lead the Akron Pros. It would take nearly 70 years before the NFL had its second Black head coach – Art Shell of the Oakland Raiders in 1989.

    Since then, Black coaches have had few chances in the NFL. Even fewer have succeeded. Only two Black head coaches have won Super Bowl titles: Tony Dungy of the Indianapolis Colts in 2007 and Mike Tomlin of the Pittsburgh Steelers in 2008.

    To address the lack of Black head coaches, the NFL enacted in 2003 what is known as the Rooney Rule, a hiring practice named after Dan Rooney, the former owner of the Pittsburgh Steelers who sat on the NFL’s diversity committee. The rule requires teams to include two minority candidate during the interview process for head coaching jobs and was later applied to general managers, senior executives and assistant coaches.

    But even with the rule, the percentage of Black coaches has consistently been lower than the percentage of Black players. Research has shown that Black coaches are both less likely to be promoted to head coaching jobs than their white counterparts and less likely to receive a second chance after a losing season.

    In fact, since the Rooney Rule was instituted in 2003, nonwhite coaches have been more than three times as likely to be fired after one season than white coaches, according to data collected by the USA Today NFL Coaches Project.

    Their data did not include the scores of Black assistant coaches who are routinely overlooked for their first head coaching jobs.

    Eric Bieniemy takes the field as a UCLA assistant coach during the 2024 season.
    Jevone Moore/Icon Sportswire via Getty Images

    Eric Bieniemy, for example, shared two Super Bowl championships as offensive coordinator with the Kansas City Chiefs in 2019 and 2022. Given his experience, he was widely expected by NFL analysts to earn a head coaching job.

    In order to pursue that goal, Bieniemy left the Chiefs in 2023 to join the Washington Commanders and was a favorite to become the team’s next head coach. But the Commanders were sold at the end of the 2023 season, and the new owners promptly fired him.

    Bieniemy is back in the NFL after being hired in February 2025 by the Chicago Bears as their running backs coach, a lower rank than his prior position as offensive coordinator.

    The benefit of the doubt

    In 2020, the NFL expressed its support for the Black Lives Matter movement by promoting social justice messages on end zones and players’ helmets. The NFL also hired Roc Nation, Hip-Hop mogul Jay-Z’s company, to manage its music and entertainment.

    A year later, the NFL formally ended their decades-long practice of race norming in which the league routinely gave Black players lower baseline cognitive ratings than white players in legal actions related to concussions and subsequent dementia.

    But those measures, much like the Rooney Rule, have not closed the racial disparities among NFL head coaches and have not stopped white coaches from appearing to be more likely to receive the benefit of the doubt.

    The NFL used goal post pads in 2022 to proclaim the league’s efforts to end racism.
    Rich Graessle/Icon Sportswire via Getty Images

    Still unresolved is a 2022 lawsuit filed by Black head coach Brian Flores. Despite posting two winning seasons during his three-year tenure, he was fired by the Miami Dolphins. Flores filed a suit against the NFL, the Miami Dolphins and two other NFL teams alleging widespread racial discrimination and hiring practices.

    During an interview with reporters before the 2025 Super Bowl, NFL Commissioner Roger Goodell defended the league’s diversity initiatives, saying, “We’ve proven to ourselves that it does make the NFL better.”

    Goodell was quick to point out that the NFL’s diversity efforts do not mean a “quota system” in which a certain number of candidates of each race are hired.

    “There’s no requirement to hire a particular individual on the basis of race or gender,” Goodell said. “This is about opening that funnel and bringing the best talent into the NFL.”

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

    – ref. The illusion of equal opportunity for minority NFL coaches – https://theconversation.com/the-illusion-of-equal-opportunity-for-minority-nfl-coaches-247057

    MIL OSI – Global Reports –

  • MIL-OSI Global: California wildfires force students to think about the connections between STEM and society

    Source: The Conversation – USA – By Erika Dyson, Professor of Religous Studies, Harvey Mudd College

    Satellite imagery shows the front line of the Palisades fire in Los Angeles on Jan. 11, 2025. Maxar Technologies/Contributor

    Uncommon Courses is an occasional series from The Conversation U.S. highlighting unconventional approaches to teaching.

    Title of course:

    “STEM & Social Impact: Climate Change”

    What prompted the idea for the course?

    Harvey Mudd College’s mission is to educate STEM students – short for science, technology, engineering and math – so they have a “clear understanding of the impact of their work on society.” But the “impact” part of our mission has been the most challenging to realize.

    When our college revised its “Core Curriculum” in 2020, our faculty decided we should create a new required impact course for all students.

    What does the course explore?

    The course is taught by a team of eight instructors who share their own disciplinary perspectives and help students critically analyze proposed interventions for increasing wildfire risks.

    Our instructors teach biology, chemistry, computer science and mathematics.

    The class also includes scholars focused on media studies, political science religious studies and science, technology and society.

    The course focuses on California wildfires so students can think critically about the ways STEM and social values shape each other.

    For example, in 1911, U.S. Forest Service deputy F. E. Olmsted applied the Social Darwinist idea of “survival of the fittest” to forest management. Reflecting the prevailing views of his era, he believed that competition was the driving force behind biology, economics and human progress – where the strong thrive and the weak fail.

    Olmsted said it was good forestry and good economics to let the forests grow unchecked. This policy would yield straight and tall “merchantable timber” suitable for sale and the needs of industry.

    He also rejected “light burning,” which Native Americans had used for centuries to manage forest ecosystems and reduce the flammable undergrowth.

    We live with the consequences of such reasoning 100 years later. Fires speed through overgrown land at alarming rates and release enormous amounts of carbon and other particulate matter into the atmosphere.

    Why is this course relevant now?

    Climate change is arguably the most pressing concern of our time. And wildfires are particularly relevant to those of us in fire-prone areas like Southern California.

    Public distrust of science is increasing. Consequently, society needs skilled STEM practitioners who can understand and communicate how scientific interventions will have different consequences and appeal to different stakeholders.

    For example, Los Angeles first responders have been using drones for search and rescue and to gather real-time information about fire lines since at least 2015.

    But the public is not always comfortable with drones flying over populated areas.

    The Los Angeles Fire Department has fielded enough citizen concerns about “snooping drones” and government concerns about data collection that it developed strict drone policies in consultation with regulators and the American Civil Liberties Union.

    The course’s focus on writing, critical thinking and climate change science prepares students to participate in public discussions about such interventions.

    By making students consider the impact of their future work, we also hope they will be proactive about the careers they want to pursue, whether it involves climate change or not.

    What’s a critical lesson from the course?

    Not everyone benefits in the same way from a single innovation.

    For example, low-income and rural Americans are less likely to benefit from the lower operating costs and lower pollution of electric vehicles. That’s because inadequate investment in public charging infrastructure makes owning them less practical.

    The course’s interdisciplinary approach helps to expose these kinds of structural inequities. We want students to get in the habit of asking questions about any technological solution.

    They include questions like: Who is likely to benefit, and how? Who has historically wielded power in this situation? Whose voices are being included? What assumptions have been made? Which values are being prioritized?

    What materials does the course feature?

    We combine popular and scholarly sources.

    Students watch two documentaries about the 2018 Camp Fire in Paradise, California, which killed 85 people.

    The 2018 Camp Fire caused an estimated $US12.5 billion in damages.
    AP Photo/Noah Berger

    They analyze wildfire data using the Pandas library, an open-source data manipulation library for the Python computer programming language.

    They also read a Union of Concerned Scientists report examining fossil fuel companies’ culpability for increased risk of wildfires. And they analyze the environmental historian William Cronon’s classic indictment of the environmentalist movement for romanticizing an idea of a pristine “wilderness” while absolving themselves of the responsibility to protect the rest of nature – humans, cities, farms, industries.

    We also examine poetry by Ada Limón, indigenous ecology and Engaged Buddhism.

    What will the course prepare students to do?

    The final assignment for the course asks students to critically analyze a proposed intervention dealing with growing California wildfire risk using the disciplinary tools they have learned.

    For example, they could choose the increased deployment of “beneficial fires” to reduce flammable biomass in forests.

    For this intervention, we expect that students would address topics like the historical erasure of Indigenous knowledge of prescribed burning, financial liabilities associated with controlled burning, and scientific research on the efficacy of beneficial fires.

    Darryl Yong is a professor at Harvey Mudd College and co-directs Math for America Los Angeles. His work has been funded by the National Science Foundation.

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

    – ref. California wildfires force students to think about the connections between STEM and society – https://theconversation.com/california-wildfires-force-students-to-think-about-the-connections-between-stem-and-society-248286

    MIL OSI – Global Reports –

  • MIL-OSI Global: How AI can help in the creative design process

    Source: The Conversation – USA – By Tilanka Chandrasekera, Professor of Interior Design, Oklahoma State University

    A student works on a design in a fashion merchandising lab. Fashion Merchandising Labs at Oklahoma State University, CC BY-ND

    Generative artificial intelligence tools can help design students by making hard tasks easier, cutting down on stress, and allowing the students more time to explore innovative ideas, according to new research I published with my colleagues in the International Journal of Architectural Computing.

    I study how people think about design and use technology, and my research focuses on how tools such as AI can help make the design process more efficient and creative.

    Why it matters

    Our study found that AI design tools didn’t just make the designs better – they also made the process easier and less stressful for students.

    Imagine trying to come up with a cool idea in response to a design assignment, but it’s hard to picture it in your head. These tools step in and quickly show what your idea could look like, so you can focus on being creative instead of worrying about little details. This made it easier for students to brainstorm and come up with new ideas. The AI tools also made more design variations by introducing new and unexpected details, such as natural shapes and textures.

    A design fueled by artificial intelligence: The left image is the result of the text-to-image technology, and the image on the right is the design completed by the student.
    Oklahoma State University, CC BY-ND
    A design by a student without using artificial intelligence.
    Oklahoma State University, CC BY-ND

    How we did our work

    My colleagues and I worked with 40 design students and split them into two groups.

    One group used AI to help design urban furniture, such as benches and seating for public spaces, while the other group didn’t use AI. The AI tool created pictures of the first group’s design ideas from simple text descriptions. Both groups refined their ideas by either sketching them by hand or with design software.

    Next, the two groups were given a second design task. This time, neither group was allowed to use AI. We wanted to see whether the first task helped them learn how to develop a design concept.

    My colleagues and I evaluated the students’ creativity on three criteria: the novelty of their ideas, the effectiveness of their designs in solving the problem, and the level of detail and completeness in their work. We also wanted to see how hard the tasks felt for them, so we measured something called cognitive load using a well-known tool called the NASA task load index. This tool checks how much mental effort and frustration the students experienced.

    The group of students who used AI in the first task had an easier time in the second task, feeling less overwhelmed compared with those who didn’t use AI.

    The final designs of the AI group also showed a more creative design process in the second task, likely because they learned from using AI in the first task, which helped them think and develop better ideas.

    What’s next

    Future research will look at how AI tools can be used in more parts of design education and how they might affect the way professionals work.

    One challenge is making sure students don’t rely too much on AI, which could hurt their ability to think critically and solve problems on their own.

    Another goal is to make sure as many design students as possible have access to these tools.

    The Research Brief is a short take on interesting academic work.

    Tilanka Chandrasekera receives funding from external funding agencies such as the National Science Foundation (NSF)

    – ref. How AI can help in the creative design process – https://theconversation.com/how-ai-can-help-in-the-creative-design-process-244718

    MIL OSI – Global Reports –

  • MIL-OSI: Byrna Technologies Reports Record Results for Fiscal Fourth Quarter and Full Year 2024

    Source: GlobeNewswire (MIL-OSI)

    ANDOVER, Mass., Feb. 07, 2025 (GLOBE NEWSWIRE) — Byrna Technologies Inc. (“Byrna” or the “Company”) (Nasdaq: BYRN), a personal defense technology company specializing in the development, manufacture, and sale of innovative less-lethal personal security solutions, today reported select financial results for its fiscal fourth quarter (“Q4 2024”) and full year ended November 30, 2024.

    Fiscal Fourth Quarter 2024 and Recent Operational Highlights

    • Surpassed 500,000 launchers sold since inception, just five and a half years after the sale of Byrna’s first launcher in June 2019.
    • Increased launcher production in the first fiscal quarter of 2025 by 33% to 24,000 launchers a month to meet growing market demand and support operational growth.
    • Recently opened a new U.S.-based ammunition manufacturing facility in Fort Wayne, Indiana, as part of a re-shoring initiative, significantly expanding Byrna’s domestic production capacity and enhancing the Company’s supply chain for its payload ammunition.
    • Continued to generate a highly accretive return on ad spend (ROAS) above 5.0X through the celebrity endorsement program for the full year 2024 period, leading to a record $28.0 million of sales for the fourth quarter of 2024.
    • Added Megyn Kelly, Charlie Kirk, and Lara Trump as celebrity influencers to continue amplifying brand awareness and further support the normalization of its less-lethal solutions, while continuing to optimize marketing spend for maximum impact.
    • Partnered with the United States Concealed Carry Association (USCCA), gaining access to nearly one million USCCA members to promote less-lethal solutions while introducing Byrna customers to USCCA’s training, education, and self-defense liability insurance offerings.
    • Opened retail stores in the Greater Nashville Area, Scottsdale, Arizona, and Salem, New Hampshire. Byrna plans to open the Fort Wayne, Indiana store in the coming months.
    • Signed a Letter of Intent to launch a pilot store-within-a-store program at eleven Sportsman’s Warehouse locations, expanding Byrna’s retail footprint.

    Fiscal Fourth Quarter 2024 Financial Results
    Results compare Q4 2024 to the 2023 fiscal fourth quarter ended November 30, 2023 unless otherwise indicated.

    Net revenue for Q4 2024 was $28.0 million, compared to $15.6 million in the fiscal fourth quarter of 2023 (“Q4 2023”). The 79% year-over-year increase was primarily due to the transformational shift in Byrna’s advertising strategy implemented in September 2023 and the resulting normalization of Byrna and the less-lethal space generally.

    Gross profit for Q4 2024 was $17.6 million (63% of net revenue), up from $9.0 million (58% of net revenue) in Q4 2023. The increase in gross profit was driven by the increase in the proportion of sales made through the high-margin direct-to-consumer (DTC) channels (Byrna.com and Amazon.com), a reduction in component costs driven through an intensive cost reduction effort focused on “design for manufacturability” spearheaded by Byrna’s engineering team, and the economies of scale resulting from increased production volumes.

    Operating expenses for Q4 2024 were $13.5 million, compared to $9.7 million for Q4 2023, an increase of 39%. The increase in operating expenses was driven by an increase in variable selling costs (such as freight and third-party processing fees), increased marketing spend tied to the Company’s celebrity endorsement strategy, and higher payroll expenses in marketing and engineering as the Company has scaled to handle increased sales and production volumes.

    Net income for Q4 2024 was $9.7 million, compared to a net loss of ($0.8) million for Q4 2023, a $10.5 million improvement. This increase was driven by higher revenue and a $5.6 million income tax benefit. The tax benefit arose from the release of tax valuation allowances related to net operating loss carryforwards incurred in earlier years and other tax assets.

    Adjusted EBITDA1, a non-GAAP metric reconciled below, for Q4 2024 totaled $5.2 million, compared to $0.4 million in Q4 2023.

    Cash and cash equivalents at November 30, 2024 totaled $16.8 million compared to $20.5 million at November 30, 2023. The change in cash and cash equivalents is primarily due to an $8.9 million investment in short-term marketable securities to earn a higher yield on Byrna’s unused cash. Adding cash and short-term marketable securities, total funds available were $25.7 million, an increase of $5.2 million compared to November 30, 2023. Inventory at November 30, 2024 totaled $20.0 million compared to $13.9 million at November 30, 2023. The Company has no current or long-term debt.

    Fiscal Year 2024 Financial Results
    Results compare the 2024 fiscal year ended November 30, 2024 to the 2023 fiscal year ended November 30, 2023 unless otherwise indicated.

    Net revenue for FY 2024 was $85.8 million, a 101% increase from $42.6 million in the fiscal year ended November 30, 2023 (“FY 2023”), driven by the Company’s strategic shift in advertising, increased brand normalization, and higher DTC sales

    Gross profit for FY 2024 was $52.8 million (62% of net revenue), compared to $23.6 million (56% of net revenue) for FY 2023. The increase in gross profit margin was primarily due to a greater proportion of sales through high-margin DTC channels, lower component costs, and economies of scale.

    Operating expenses for FY 2024 were $46.1 million, compared to $31.4 million for FY 2023, reflecting a 47% increase to support growth. The increase was driven by higher variable selling costs, expanded marketing efforts, and additional personnel in marketing and engineering.

    Net income for FY 2024 was $12.8 million, compared to a net loss of ($8.2) million for FY 2023, a $21.0 million improvement. The increase in net income was driven by higher revenue and included a $5.7 million income tax benefit due to the full release of U.S. tax valuation allowances.

    Adjusted EBITDA1 for FY 2024 totaled $11.5 million, compared to a negative ($2.0) million for FY 2023. The increase in adjusted EBITDA was primarily due to an increase in revenue.

    Management Commentary
    Byrna CEO Bryan Ganz stated: “The fourth quarter was the culmination of a remarkable year for Byrna. We successfully generated a record $28.0 million in revenue while also expanding our gross margins to 62.8%. This success allowed us to deliver a 101% increase in revenue from the full year 2023 to 2024 and underscores the overall growth in brand recognition and normalization of the less-lethal space.

    “Our marketing strategy, anchored by the continued success of our celebrity influencer program, has continued to be instrumental in driving DTC sales and expanding brand awareness. For 2024, the program maintained a highly accretive return on ad spend (ROAS) above 5.0X, underscoring the effectiveness of this approach in normalizing less-lethal solutions. Building on this foundation, we have been adding a more robust, multi-channel marketing strategy that now includes traditional media such as cable and broadcast networks. This diversification complements our influencer program, which recently welcomed prominent voices like Megyn Kelly, Charlie Kirk, and Lara Trump.

    As we execute across multiple channels, we will continue to be disciplined in evaluating partnerships and optimizing ad spend to maximize impact and ROAS. We have prioritized celebrity endorsers who demonstrate strong ROAS and have discontinued partnerships that did not meet our minimum ROAS requirements. To date, the celebrity endorsers who were initially successful have continued to perform well, while those we discontinued never met our ROAS benchmarks. Unfortunately, we did lose one very successful celebrity endorser, Governor Mike Huckabee, due to his appointment as U.S. ambassador to Israel.

    “In addition to expanding our online DTC reach, we are making strides in building our brick-and-mortar footprint. With four company-owned stores up and running, we are optimistic that these stores will validate the company-owned store model and open the way to a rollout of Byrna company-owned stores in key markets throughout the United States. Given the high gross margins and the relatively inexpensive operating costs, we believe that these stores can contribute meaningfully to Byrna’s bottom line as they ramp up over the coming quarters. We are also pleased to announce that we have signed a letter of intent to partner with Sportsman’s Warehouse to launch a store-within-a-store model at 11 locations across the United States. Each of these Sportsman’s Warehouse locations will convert their existing archery range into a firing range for customers to experience our launchers, similar to our company-owned stores and premier dealers. If the initial pilot program is successful, Byrna expects to be in 90 more stores by the end of the year, accelerating the rate of our brick-and-mortar presence across the United States.

    “To ensure our production keeps pace with our growth initiatives, we have successfully increased launcher production to 24,000 units as of January at our Fort Wayne, Indiana launcher production facility. Additionally, we have begun producing payload ammunition at a new facility in Fort Wayne, located four miles from our launcher production facility. This state-of-the-art manufacturing facility will house eight advanced dousing and welding machines capable of producing both .68 and .61 caliber payload rounds for our existing launchers as well as our anticipated new Compact Launcher. We will also be able to produce .61 caliber fin-tail payload rounds for our Pepper and Max 12-gauge less-lethal rounds. Once fully operational later this year, these eight machines will collectively produce up to 10 million rounds per month, including 1.5 million fin-tail rounds for the 12-gauge platform. We believe the combination of Byrna Pepper and Max 12-gauge rounds, coupled with the Sportsman’s “store-within-a-store” partnership, will help spur the sale of our less-lethal 12-gauge rounds.

    The onshoring of ammunition production is part of Byrna’s larger ‘Made in America’ strategy. We remain committed to exiting China by mid-year and aim to source nearly 100% of the components for the Byrna SD, LE, and CL models from U.S. suppliers by the end of 2025. We expect that this transition will insulate us from any potential tariffs, create well-paying jobs for American workers, reduce lead times, and eliminate the risks associated with unreliable foreign suppliers. We expect it will also allow us to market the Byrna as ‘Made in America!’

    “Our momentum has carried into the new fiscal year with a strong holiday season in December, including $1.4 million in total product sales on Cyber Monday alone. International adoption has also been robust, particularly in Argentina, where the Cordoba Province committed to purchasing 1.7 million rounds of payload ammunition. This order, which will be shipped in 200,000-round monthly increments through the balance of 2025, reflects the extensive deployment of the 13,500 Byrna launchers purchased by the Cordoba Police Department to apprehend dangerous criminals and maintain the peace.

    “Looking ahead, we remain optimistic about our trajectory. The ongoing success of our marketing efforts has resulted in less-lethal becoming a much more widely accepted personal self-defense category. This is allowing us to advertise on an increasing number of cable and social media platforms. We believe that the market for less-lethal weapons among gun owners in the U.S. is in the tens of millions of consumers. This expanding market, along with our growing online presence, expanding retail presence, and increasing international opportunities, reinforces our confidence in the long-term demand for less-lethal weapons as a whole and for Byrna specifically. While the first quarter historically experiences a seasonal slowdown in consumer spending, we expect to achieve strong year-over-year growth as we continue executing our strategic initiatives. We believe that Byrna is well-positioned to generate additional cash and expand profitability in 2025 and beyond.”

    Conference Call
    The Company’s management will host a conference call today, February 7, 2025, at 9:00 a.m. Eastern time (6:00 a.m. Pacific time) to discuss these results, followed by a question-and-answer period.

    Toll-Free Dial-In: 877-709-8150
    International Dial-In: +1 201-689-8354
    Confirmation: 13750859

    Please call the conference telephone number 5-10 minutes prior to the start time of the conference call. An operator will register your name and organization. If you have any difficulty connecting with the conference call, please contact Gateway Group at 949-574-3860.

    The conference call will be broadcast live and available for replay here and via the Investor Relations section of Byrna’s website.

    About Byrna Technologies Inc.
    Byrna is a technology company specializing in the development, manufacture, and sale of innovative less-lethal personal security solutions. For more information on the Company, please visit the corporate website here or the Company’s investor relations site here. The Company is the manufacturer of the Byrna® SD personal security device, a state-of-the-art handheld CO2 powered launcher designed to provide a less-lethal alternative to a firearm for the consumer, private security, and law enforcement markets. To purchase Byrna products, visit the Company’s e-commerce store.

    Forward-Looking Statements
    This news release contains “forward-looking statements” within the meaning of the securities laws. All statements contained in this news release, other than statements of current and historical fact, are forward-looking. Often, but not always, forward-looking statements can be identified by the use of words such as “plans,” “expects,” “intends,” “anticipates,” and “believes” and statements that certain actions, events or results “may,” “could,” “would,” “should,” “might,” “occur,” or “be achieved,” or “will be taken.” Forward-looking statements include descriptions of currently occurring matters which may continue in the future. Forward-looking statements in this news release include but are not limited to our statements related to our expected sales during 2025, our ability to scale production lines, Byrna’s ability to remain self-sustaining, profitable and cash flow positive, Byrna’s ability to open new retail locations and realize revenue growth from them, the expected scale, timing and benefits of Byrna’s store-within-a-store partnership with Sportsman’s Warehouse, the benefits and continued success of Byrna’s celebrity endorser strategy, Byrna’s ability to re-shore production and cease purchasing parts from China on the anticipated timeline, the expected benefits of re-shoring production, the anticipated growth and potential size of the U.S. less-lethal market, and Byrna’s positioning for sustained growth in 2025 and 2026. Forward-looking statements are not, and cannot be, a guarantee of future results or events. Forward-looking statements are based on, among other things, opinions, assumptions, estimates, and analyses that, while considered reasonable by the Company at the date the forward-looking information is provided, inherently are subject to significant risks, uncertainties, contingencies, and other factors that may cause actual results and events to be materially different from those expressed or implied.

    Any number of risk factors could affect our actual results and cause them to differ materially from those expressed or implied by the forward-looking statements in this news release, including, but not limited to, disappointing market responses to current or future products or services; prolonged, new, or exacerbated disruption of our supply chain; the further or prolonged disruption of new product development; production or distribution disruption or delays in entry or penetration of sales channels due to inventory constraints, competitive factors, increased transportation costs or interruptions, including due to weather, flooding or fires; prototype, parts and material shortages, particularly of parts sourced from limited or sole source providers; determinations by third party controlled distribution channels, including Amazon, not to carry or reduce inventory of the Company’s products; determinations by advertisers or social media platforms, or legislation that prevents or limits marketing of some or all Byrna products; the loss of marketing partners; increases in marketing expenditure may not yield expected revenue increases; potential cancellations of existing or future orders including as a result of any fulfillment delays, introduction of competing products, negative publicity, or other factors; product design or manufacturing defects or recalls; litigation, enforcement proceedings or other regulatory or legal developments; changes in consumer or political sentiment affecting product demand; regulatory factors including the impact of commerce and trade laws and regulations; and future restrictions on the Company’s cash resources, increased costs and other events that could potentially reduce demand for the Company’s products or result in order cancellations. The order in which these factors appear should not be construed to indicate their relative importance or priority. We caution that these factors may not be exhaustive; accordingly, any forward-looking statements contained herein should not be relied upon as a prediction of actual results. Investors should carefully consider these and other relevant factors, including those risk factors in Part I, Item 1A, (“Risk Factors”) in the Company’s most recent Form 10-K and Part II, Item 1A (“Risk Factors”) in the Company’s most recent Form 10-Q, should understand it is impossible to predict or identify all such factors or risks, should not consider the foregoing list, or the risks identified in the Company’s SEC filings, to be a complete discussion of all potential risks or uncertainties, and should not place undue reliance on forward-looking information. The Company assumes no obligation to update or revise any forward-looking information, except as required by applicable law.

    Investor Contact:
    Tom Colton and Alec Wilson
    Gateway Group, Inc.
    949-574-3860
    BYRN@gateway-grp.com

    -Financial Tables to Follow-

    BYRNA TECHNOLOGIES INC.
    Condensed Consolidated Statements of Operations and Comprehensive Income (Loss)
    (Amounts in thousands except share and per share data)
    (Unaudited)    		  
                       
        For the Three Months Ended   For the Twelve Months Ended  
        November 30,   November 30,  
          2024       2023       2024       2023    
    Net revenue   $ 27,979     $ 15,640     $ 85,756     $ 42,644    
    Cost of goods sold     10,417       6,596       32,984       18,997    
    Gross profit     17,561       9,044       52,772       23,647    
    Operating expenses     13,468       9,729       46,101       31,437    
    INCOME (LOSS) FROM OPERATIONS     4,094       (684 )     6,671       (7,790 )  
    OTHER INCOME (EXPENSE)                  
    Foreign currency transaction loss     (195 )     (32 )     (576 )     (270 )  
    Interest income     141       168       1,024       693    
    Loss from joint venture     –       22       (42 )     (603 )  
    Other income (expense)     1       27       7       (57 )  
    INCOME (LOSS) BEFORE INCOME TAXES     4,040       (499 )     7,084       (8,027 )  
    Income tax benefit     5,634       (330 )     5,708       165    
    NET INCOME (LOSS)   $ 9,674     $ (829 )   $ 12,792     $ (8,192 )  
                       
    Foreign currency translation adjustment for the period     (133 )     205       342       (436 )  
    Unrealized gain (loss) on marketable securities     65       –       65       –    
    COMPREHENSIVE INCOME (LOSS)   $ 9,606     $ (624 )   $ 13,199     $ (8,628 )  
                       
    Basic net income (loss) per share   $ 0.43     $ (0.04 )   $ 0.57     $ (0.37 )  
    Diluted net income (loss) per share   $ 0.41     $ (0.04 )   $ 0.55     $ (0.37 )  
                       
    Weighted-average number of common shares outstanding – basic     22,514,644       21,991,313       22,504,938       21,919,624    
    Weighted-average number of common shares outstanding – diluted     23,754,328       21,991,313       23,139,549       21,919,624    
                       
    BYRNA TECHNOLOGIES INC.
    Condensed Consolidated Balance Sheets
    (Amounts in thousands, except share and per share data)
               
        November 30,  
          2024       2023    
    ASSETS          
    CURRENT ASSETS          
    Cash and cash equivalents   $ 16,829     $ 20,498    
    Accounts receivable, net     2,630       2,945    
    Marketable Securities     8,904       —    
    Inventory, net     19,972       13,890    
    Prepaid expenses and other current assets     2,623       868    
    Total current assets     50,958       38,201    
               
    Deposits for equipment     2,665       1,163    
    Right-of-use-asset, net     2,452       1,805    
    Property and equipment, net     3,408       3,803    
    Intangible assets, net     3,337       3,583    
    Goodwill     2,258       2,258    
    Loan to joint venture   —     1,473    
    Deferred tax asset     5,837        
    Other assets     1,007       28    
    TOTAL ASSETS   $ 71,922     $ 52,314    
    LIABILITIES          
    CURRENT LIABILITIES          
    Accounts payable and accrued liabilities   $ 13,108     $ 6,158    
    Operating lease liabilities, current     539       644    
    Deferred revenue     1,791       1,844    
    Line of credit     —       —    
    Notes payable, current     —       —    
    Total current liabilities     15,438       8,646    
               
    Notes payable, non-current          
    Deferred revenue, non-current     17       91    
    Operating lease liabilities, non-current     2,098       1,258    
    Total Liabilities     17,553       9,995    
               
    COMMITMENTS AND CONTINGENCIES (NOTE 19)          
               
    Preferred stock, $0.001 par value, 5,000,000 shares authorized, no shares issued     —       —    
    Common stock, $0.001 par value, 50,000,000 shares authorized. 24,168,014 shares
    issued and 22,002,027 outstanding as of November 30, 2024 and, 24,018,612 shares issued and 21,852,625
    outstanding as of November 30, 2023    		     24       24    
    Additional paid-in capital     133,030       130,426    
    Treasury stock (2,165,987 shares purchased as of November 30, 2024 and 2023)     (21,253 )     (17,500 )  
    Accumulated deficit     (56,783 )     (69,575 )  
    Accumulated other comprehensive loss     (649 )     (1,056 )  
               
    Total Stockholders’ Equity     54,369       42,319    
               
    TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY   $ 71,922     $ 52,314    
               

    Non-GAAP Financial Measures

    In addition to providing financial measurements based on generally accepted accounting principles in the United States (GAAP), we provide an additional financial metric that is not prepared in accordance with GAAP (non-GAAP) with presenting non-GAAP adjusted EBITDA. Management uses this non-GAAP financial measure, in addition to GAAP financial measures, to understand and compare operating results across accounting periods, for financial and operational decision making, for planning and forecasting purposes and to evaluate our financial performance. We believe that this non-GAAP financial measure helps us to identify underlying trends in our business that could otherwise be masked by the effect of certain expenses that we exclude in the calculations of the non-GAAP financial measure.

    Accordingly, we believe that this non-GAAP financial measure reflects our ongoing business in a manner that allows for meaningful comparisons and analysis of trends in the business and provides useful information to investors and others in understanding and evaluating our operating results, enhancing the overall understanding of our past performance and future prospects.

    This non-GAAP financial measure does not replace the presentation of our GAAP financial results and should only be used as a supplement to, not as a substitute for, our financial results presented in accordance with GAAP. There are limitations in the use of non-GAAP measures, because they do not include all the expenses that must be included under GAAP and because they involve the exercise of judgment concerning exclusions of items from the comparable non-GAAP financial measure. In addition, other companies may use other non-GAAP measures to evaluate their performance, or may calculate non-GAAP measures differently, all of which could reduce the usefulness of our non-GAAP financial measure as a tool for comparison.         

    Adjusted EBITDA

    Adjusted EBITDA is defined as net (loss) income as reported in our condensed consolidated statements of operations and comprehensive (loss) income excluding the impact of (I) depreciation and amortization; (ii) income tax provision (benefit); (iii) interest income (expense); (iv) stock-based compensation expense, (v) impairment loss, and (vi) one time, non-recurring other expenses or income. Our Adjusted EBITDA measure eliminates potential differences in performance caused by variations in capital structures (affecting finance costs), tax positions, the cost and age of tangible assets (affecting relative depreciation expense) and the extent to which intangible assets are identifiable (affecting relative amortization expense). We also exclude certain one-time and non-cash costs. Reconciliation of Adjusted EBITDA to net (loss) income, the most directly comparable GAAP measure, is as follows (in thousands):

          For the Three Months Ended   For the Twelve Months Ended  
          November 30,   November 30,  
            2024       2023       2024       2023    
    Net Income (Loss)   $ 9,673     $ (829 )   $ 12,792     $ (8,192 )  
                         
    Adjustments:                  
      Interest income     (141 )     (168 )     (1,024 )     (693 )  
      Income tax benefit     (5,634 )     330       (5,708 )     165    
      Depreciation and amortization     378       341       1,491       1,262    
    Non-GAAP EBITDA   $ 4,276     $ (326 )   $ 7,551     $ (7,458 )  
                         
    Stock-based compensation expense     788       686       3,403       5,375    
    Severance/Separation/Officer recruiting     93       30       524       82    
    Non-GAAP adjusted EBITDA   $ 5,157     $ 390     $ 11,478     $ (2,001 )  
                         

    1 See non-GAAP financial measures at the end of this press release for a reconciliation and a discussion of non-GAAP financial measures.

    The MIL Network –

  • MIL-OSI: Arq Provides Update on Transformational GAC Project

    Source: GlobeNewswire (MIL-OSI)

    Construction of Arq’s GAC production facility remains on schedule, with initial production expected in Q1 2025

    Customer negotiations for GAC contracts progressing well

    GAC production ramp-up set to begin in H1 2025, with full run-rate of 25 million pounds targeted for H2 2025

    GREENWOOD VILLAGE, Colo., Feb. 07, 2025 (GLOBE NEWSWIRE) — Arq, Inc. (NASDAQ: ARQ) (the “Company” or “Arq”), a producer of activated carbon and other environmentally efficient carbon products for use in purification and sustainable materials, today provided an update on the continued execution of its Granular Activated Carbon (“GAC”) project.

    GAC Production and Ramp-Up Timeline

    Arq confirmed that initial production of its proprietary GAC at the Red River facility (“Red River”) remains on track to commence in Q1 2025, in line with most recent guidance. Following first production, the Company expects a ramp-up period to reach full production capacity of 25 million pounds annual run-rate of GAC in H2 2025. Once full run-rate capacity is achieved, the Company will have greater visibility on potential additional capacity enhancements.

    GAC Customer Engagement & Contract Update

    Arq continues to make meaningful progress in commercial discussions for GAC and continues to engage with a range of customers and testing opportunities. As noted on its Q3 2024 earnings call, in addition to PFAS-related customers, discussions with biogas and other industrial customers are advancing positively, with early pricing indications indicating a strong commercial opportunity. Given the need for in-situ pilot testing as a condition to securing long-term contracts from these customers, Arq has elected to strategically hold back additional contract commitments to diversify end-use markets and focus on profitability over volumes. The Company is planning to match its contracting and sales with the production ramp-up timeline in H2 2025.

    Capital Expenditures & Cost Management

    Arq reported capital expenditures related to its GAC expansion at Red River in Q4 2024 were slightly above expectations, bringing full-year 2024 capex for this project to approximately $80 million. The Company attributes this recent increase to several factors, including the need for additional external professional services, increased small-bore piping needs, and a commitment to maintaining previously communicated timelines. Given knowledge and experience gained from the first phase of construction, the Company does not anticipate similar cost overruns for a second phase of GAC development at the site. Arq continues to evaluate opportunities for additional cost optimization and efficiency gains as the Company scales production.

    Commencement of Legal Proceedings

    The Company announced today that it had commenced legal proceedings against its design firm for the GAC expansion project at Red River. The Company believes that the design firm was negligent and breached its contract with the Company and as a direct result of this negligence and breach of contract, the Company suffered a material increase in costs and time delays associated with the project versus original forecasts. The Company is seeking damages related to the increased costs and delays it believes resulted from such negligence and contractual breaches. Because of prior actions by the Company to bring certain professional services in-house and to other parties, including those previously disclosed, the Company believes there will be no impact on product performance and as noted above, GAC production is expected to commence in Q1 2025.

    Q4 & FY 2024 Earnings Conference Call

    Arq will release its Q4 and full-year 2024 financial results on March 5, 2025. The Company will provide separately additional details related to its earnings conference call, as well as its participation in upcoming investor conferences in the near term.

    Forward Looking Statements

    This press release contains forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, which provides a “safe harbor” for such statements in certain circumstances. When used in this press release, the words “can,” “will,” “may,” “intends,” “expects,” “continuing,” “believes,” similar expressions and any other statements that are not historical facts are intended to identify those assertions as forward-looking statements. All statements that address activities, events or developments that the Company intends, expects or believes may occur in the future are forward-looking statements. These forward-looking statements include, but are not limited to, statements or expectations regarding: the estimated costs and timing associated with capital improvements at our facilities and the related anticipated production capacities, the expected timing for commercial production of the Company’s GAC products, potential future capacity enhancements at the Company’s facilities, anticipated commercial opportunities in various GAC markets, cost optimization and efficiency efforts associated with future phases of the Company’s GAC project and the Company’s GAC product performance. . These forward-looking statements involve risks and uncertainties. Actual events or results could differ materially from those discussed in the forward-looking statements as a result of various factors including, but not limited to, the Company’s ability to maintain relationships with customers, suppliers and others with whom it does business and meet supply requirements, or its results of operations and business generally; risks related to diverting management’s attention from the Company’s ongoing business operations; changes in construction costs or availability of construction materials; our inability to effectively manage construction and startup of the Red River facility or Corbin facility; our inability to ramp up our operations to effectively address recent and expected growth in our business; the timing and cost of capital expenditures and the resultant impact to our liquidity and cash flows; our inability to obtain required financing or obtain financing on terms that are favorable to us; opportunities for additional sales of our activated carbon products and end-market diversification; the Company’s ability to meet customer supply requirements; the rate of coal-fired power generation in the United States; timing and scope of new and pending regulations and any legal challenges to or extensions of compliance dates of them; impact of competition; availability, cost of and demand for alternative energy sources and other technologies; technical, start up and operational difficulties; competition within the industries in which the Company operates; loss of key personnel; ongoing effects of the inflation and macroeconomic uncertainty, including from the lingering effects of the pandemic and armed conflicts around the world, and such uncertainty’s effect on market demand and input costs, as well as other factors relating to our business, as described in our filings with the SEC, with particular emphasis on the risk factor disclosures contained in those filings. You are cautioned not to place undue reliance on the forward-looking statements and to consult filings we have made and will make with the SEC for additional discussion concerning risks and uncertainties that may apply to our business and the ownership of our securities. In addition to causing our actual results to differ, the factors listed above may cause our intentions to change from those statements of intention set forth in this press release. Such changes in our intentions may also cause our results to differ. We may change our intentions, at any time and without notice, based upon changes in such factors, our assumptions, or otherwise. The forward-looking statements speak only as to the date of this press release and the Company disclaims any duty to update such statements unless required by law.

    About Arq

    Arq (NASDAQ: ARQ) is a diversified, environmental technology Company with products that enable a cleaner and safer planet while actively reducing our environmental impact. As the only vertically integrated producer of activated carbon products in North America, we deliver a reliable domestic supply of innovative, hard-to-source, high-demand products. We apply our extensive expertise to develop groundbreaking solutions to remove harmful chemicals and pollutants from water, land and air. Learn more at: www.arq.com.

    Source: Arq, Inc.

    Investor Contact:
    Anthony Nathan, Arq
    Marc Silverberg, ICR
    investors@arq.com

    The MIL Network –

  • MIL-OSI: Plains All American Reports Fourth-Quarter and Full-Year 2024 Results; Provides Update on Efficient Growth Initiatives and Announces 2025 Guidance

    Source: GlobeNewswire (MIL-OSI)

    HOUSTON, Feb. 07, 2025 (GLOBE NEWSWIRE) — Plains All American Pipeline, L.P. (Nasdaq: PAA) and Plains GP Holdings (Nasdaq: PAGP) today reported fourth-quarter and full-year 2024 results, announced 2025 guidance and provided the following highlights:

    2024 Results

    • Fourth-quarter and full-year 2024 Net income attributable to PAA of $36 million and $772 million, respectively, and 2024 Net cash provided by operating activities of $726 million and $2.49 billion, respectively
    • Delivered strong fourth-quarter and full-year 2024 Adjusted EBITDA attributable to PAA above the top-end of guidance with $729 million and $2.78 billion, respectively
    • Generated full-year 2024 Adjusted Free Cash Flow (excluding changes in Assets & Liabilities; including impact from legal settlements) of $1.17 billion and exited the year with leverage at 3.0x
    • Net income for the quarter includes the impact of a $225 million charge resulting from the write-off of a receivable for Line 901 insurance proceeds and $140 million of non-cash charges related to the write-down of two U.S. NGL terminals

    Efficient Growth Initiatives

    • Closed all three previously announced bolt-on acquisitions for approximately $670 million net to PAA, including the acquisition of Ironwood Midstream Energy
    • Closed on previously announced purchase of approximately 12.7 million units, or 18%, of its Series A Preferred Units for a purchase price of approximately $330 million
    • Continue pursuing a long runway of synergistic and strong return bolt-on opportunities across the asset footprint

    2025 Outlook

    • Expect full-year 2025 Adjusted EBITDA attributable to PAA of $2.80 – $2.95 billion
    • Announced distribution increase of $0.25 per unit payable February 14, 2025, representing a 20% aggregate increase in the annualized distribution versus 2024 levels (new annual distribution of $1.52 per unit)
    • In January, successfully raised $1 billion in aggregate senior unsecured notes at 5.95% due 2035
    • Anticipate leverage ratio to be at or below the low-end of leverage target range of 3.25x to 3.75x, continuing to provide significant balance sheet optionality and flexibility
    • Expect to generate approximately $1.15 billion of Adjusted Free Cash Flow (excluding changes in Assets & Liabilities), which is reduced by approximately $580 million for previously announced bolt-on transactions closed in the first quarter
    • Remain focused on disciplined capital investments, anticipating full-year 2025 Growth Capital of +/- $400 million and Maintenance Capital of +/- $240 million net to PAA

    “We continue delivering strong financial and operating results and increasing return of capital to unitholders. As evidenced by our recently announced acquisitions, we have the ability to leverage our integrated asset base and financial strength to drive accretive transactions and deliver value to our customers and unitholders,” said Plains Chairman and CEO Willie Chiang. “We remain confident entering 2025, with strong operational momentum and focus on executing our efficient growth strategy. Our strong performance and positive outlook combined with the contribution from recent bolt-on acquisitions continues driving meaningful cash flow and underpins increasing returns to unitholders all while maintaining capital discipline and financial flexibility.”

    Plains All American Pipeline

    Summary Financial Information (unaudited)
    (in millions, except per unit data)

        Three Months Ended
    December 31,    		   %     Twelve Months Ended
    December 31,    		   %
    GAAP Results   2024   2023
    		   Change     2024
    		   2023
    		   Change
    Net income attributable to PAA   $ 36     $ 312       (88 )%     $ 772     $ 1,230       (37 )%
    Diluted net income/(loss) per common unit   $ (0.04 )   $ 0.35       (111 )%     $ 0.73     $ 1.40       (48 )%
    Diluted weighted average common units outstanding     704       701       — %       702       699       — %
    Net cash provided by operating activities   $ 726     $ 1,011       (28 )%     $ 2,490     $ 2,727       (9 )%
    Distribution per common unit declared for the period   $ 0.3800     $ 0.3175       20 %     $ 1.3325     $ 1.1200       19 %
                                                       
        Three Months Ended
    December 31,    		   %     Twelve Months Ended
    December 31,    		   %
    Non-GAAP Results (1)   2024   2023
    		   Change     2024
    		   2023
    		   Change
    Adjusted net income attributable to PAA   $ 357     $ 355       1 %     $ 1,318     $ 1,250       5 %
    Diluted adjusted net income per common unit   $ 0.42     $ 0.42       — %     $ 1.51     $ 1.42       6 %
    Adjusted EBITDA   $ 867     $ 875       (1 )%     $ 3,326     $ 3,167       5 %
    Adjusted EBITDA attributable to PAA (2)   $ 729     $ 737       (1 )%     $ 2,779     $ 2,711       3 %
    Implied DCF per common unit and common unit equivalent   $ 0.64     $ 0.68       (6 )%     $ 2.49     $ 2.46       1 %
    Adjusted Free Cash Flow   $ 365     $ 710     **     $ 1,247     $ 1,798       (31 )%
    Adjusted Free Cash Flow after Distributions   $ 79     $ 458     **     $ 102     $ 809       (87 )%
    Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) (3)   $ 134     $ 402       **     $ 1,173     $ 1,604       (27 )%
    Adjusted Free Cash Flow after Distributions (Excluding Changes in Assets & Liabilities) (3)   $ (152 )   $ 150     **     $ 28     $ 615       (95 )%
         
    ** Indicates that variance as a percentage is not meaningful.
    (1) See the section of this release entitled “Non-GAAP Financial Measures and Selected Items Impacting Comparability” and the tables attached hereto for information regarding our Non-GAAP financial measures, including their reconciliation to the most directly comparable measures as reported in accordance with GAAP, and certain selected items that PAA believes impact comparability of financial results between reporting periods.
    (2) Excludes amounts attributable to noncontrolling interests in the Plains Oryx Permian Basin LLC joint venture, Cactus II Pipeline LLC and Red River Pipeline LLC.
    (3) Fourth-quarter and full-year 2024 Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) includes the negative impact of a $225 million charge resulting from the write-off of a receivable for Line 901 insurance proceeds.
         

    Summary of Selected Financial Data by Segment (unaudited)
    (in millions)

      Segment Adjusted EBITDA
      Crude Oil   NGL
    Three Months Ended December 31, 2024 $ 569     $ 154  
    Three Months Ended December 31, 2023 $ 563     $ 169  
    Percentage change in Segment Adjusted EBITDA versus 2023 period 1 %   (9 )%
               
      Segment Adjusted EBITDA
      Crude Oil   NGL
    Twelve Months Ended December 31, 2024 $ 2,276     $ 480  
    Twelve Months Ended December 31, 2023 $ 2,163     $ 522  
    Percentage change in Segment Adjusted EBITDA versus 2023 period 5 %   (8 )%
               

    Fourth-quarter 2024 Crude Oil Segment Adjusted EBITDA increased 1% versus comparable 2023 results primarily due to higher tariff volumes on our pipelines, tariff escalations and contributions from acquisitions. These items were partially offset by fewer market-based opportunities, as well as an increase in estimated costs for long-term environmental remediation obligations.

    Fourth-quarter 2024 NGL Segment Adjusted EBITDA decreased 9% versus comparable 2023 results primarily due to lower weighted average frac spreads in the fourth quarter of 2024.

    Plains GP Holdings

    PAGP owns an indirect non-economic controlling interest in PAA’s general partner and an indirect limited partner interest in PAA. As the control entity of PAA, PAGP consolidates PAA’s results into its financial statements, which is reflected in the condensed consolidating balance sheet and income statement tables attached hereto.

    Conference Call and Webcast Instructions

    PAA and PAGP will hold a joint conference call at 9:00 a.m. CT on Friday, February 7, 2025 to discuss fourth-quarter performance and related items.

    To access the internet webcast, please go to https://edge.media-server.com/mmc/p/xp2zqt6q/.

    Alternatively, the webcast can be accessed on our website at https://ir.plains.com/news-events/events-presentations. Following the live webcast, an audio replay will be available on our website and will be accessible for a period of 365 days. Slides will be posted prior to the call at the above referenced website.

    Non-GAAP Financial Measures and Selected Items Impacting Comparability

    To supplement our financial information presented in accordance with GAAP, management uses additional measures known as “non-GAAP financial measures” in its evaluation of past performance and prospects for the future and to assess the amount of cash that is available for distributions, debt repayments, common equity repurchases and other general partnership purposes. The primary additional measures used by management are Adjusted EBITDA, Adjusted EBITDA attributable to PAA, Implied Distributable Cash Flow (“DCF”), Adjusted Free Cash Flow and Adjusted Free Cash Flow after Distributions.

    Our definition and calculation of certain non-GAAP financial measures may not be comparable to similarly-titled measures of other companies. Adjusted EBITDA, Adjusted EBITDA attributable to PAA, Implied DCF and certain other non-GAAP financial performance measures are reconciled to Net Income, and Adjusted Free Cash Flow, Adjusted Free Cash Flow after Distributions and certain other non-GAAP financial liquidity measures are reconciled to Net Cash Provided by Operating Activities (the most directly comparable measures as reported in accordance with GAAP) for the historical periods presented in the tables attached to this release, and should be viewed in addition to, and not in lieu of, our Consolidated Financial Statements and accompanying notes. In addition, we encourage you to visit our website at www.plains.com (in particular the section under “Financial Information” entitled “Non-GAAP Reconciliations” within the Investor Relations tab), which presents a reconciliation of our commonly used non-GAAP and supplemental financial measures. We do not reconcile non-GAAP financial measures on a forward-looking basis as it is impractical to do so without unreasonable effort.

    Non-GAAP Financial Performance Measures

    Adjusted EBITDA is defined as earnings before (i) interest expense, (ii) income tax (expense)/benefit, (iii) depreciation and amortization (including our proportionate share of depreciation and amortization, including write-downs related to cancelled projects and impairments, of unconsolidated entities), (iv) gains and losses on asset sales, asset impairments and other, net, (v) gains and losses on investments in unconsolidated entities and (vi) interest income on promissory notes by and among PAA and certain Plains entities, and (vii) adjusted for certain selected items impacting comparability. Adjusted EBITDA attributable to PAA excludes the portion of Adjusted EBITDA that is attributable to noncontrolling interests.

    Management believes that the presentation of Adjusted EBITDA, Adjusted EBITDA attributable to PAA and Implied DCF provides useful information to investors regarding our performance and results of operations because these measures, when used to supplement related GAAP financial measures, (i) provide additional information about our core operating performance and ability to fund distributions to our unitholders through cash generated by our operations and (ii) provide investors with the same financial analytical framework upon which management bases financial, operational, compensation and planning/budgeting decisions. We also present these and additional non-GAAP financial measures, including adjusted net income attributable to PAA and basic and diluted adjusted net income per common unit, as they are measures that investors, rating agencies and debt holders have indicated are useful in assessing us and our results of operations. These non-GAAP financial performance measures may exclude, for example, (i) charges for obligations that are expected to be settled with the issuance of equity instruments, (ii) gains and losses on derivative instruments that are related to underlying activities in another period (or the reversal of such adjustments from a prior period), gains and losses on derivatives that are either related to investing activities (such as the purchase of linefill) or purchases of long-term inventory, and inventory valuation adjustments, as applicable, (iii) long-term inventory costing adjustments, (iv) items that are not indicative of our core operating results and/or (v) other items that we believe should be excluded in understanding our core operating performance. These measures may be further adjusted to include amounts related to deficiencies associated with minimum volume commitments whereby we have billed the counterparties for their deficiency obligation and such amounts are recognized as deferred revenue in “Other current liabilities” in our Consolidated Financial Statements. We also adjust for amounts billed by our equity method investees related to deficiencies under minimum volume commitments. Such amounts are presented net of applicable amounts subsequently recognized into revenue. Furthermore, the calculation of these measures contemplates tax effects as a separate reconciling item, where applicable. We have defined all such items as “selected items impacting comparability.” Due to the nature of the selected items, certain selected items impacting comparability may impact certain non-GAAP financial measures, referred to as adjusted results, but not impact other non-GAAP financial measures. We do not necessarily consider all of our selected items impacting comparability to be non-recurring, infrequent or unusual, but we believe that an understanding of these selected items impacting comparability is material to the evaluation of our operating results and prospects.

    Although we present selected items impacting comparability that management considers in evaluating our performance, you should also be aware that the items presented do not represent all items that affect comparability between the periods presented. Variations in our operating results are also caused by changes in volumes, prices, exchange rates, mechanical interruptions, acquisitions, divestitures, investment capital projects and numerous other factors. These types of variations may not be separately identified in this release, but will be discussed, as applicable, in management’s discussion and analysis of operating results in our Annual Report on Form 10-K.

    Non-GAAP Financial Liquidity Measures

    Management uses the non-GAAP financial liquidity measures Adjusted Free Cash Flow and Adjusted Free Cash Flow after Distributions to assess the amount of cash that is available for distributions, debt repayments, common equity repurchases and other general partnership purposes. Adjusted Free Cash Flow is defined as Net Cash Provided by Operating Activities, less Net Cash Provided by/(Used in) Investing Activities, which primarily includes acquisition, investment and maintenance capital expenditures, investments in unconsolidated entities and the impact from the purchase and sale of linefill, net of proceeds from the sales of assets and further impacted by distributions to and contributions from noncontrolling interests and proceeds from the issuance of related party notes. Adjusted Free Cash Flow is further reduced by cash distributions paid to our preferred and common unitholders to arrive at Adjusted Free Cash Flow after Distributions.

    We also present these measures and additional non-GAAP financial liquidity measures as they are measures that investors have indicated are useful. We present the Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) for use in assessing our underlying business liquidity and cash flow generating capacity excluding fluctuations caused by timing of when amounts earned or incurred were collected, received or paid from period to period. Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) is defined as Adjusted Free Cash Flow excluding the impact of “Changes in assets and liabilities, net of acquisitions” on our Condensed Consolidated Statements of Cash Flows. Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) is further reduced by cash distributions paid to our preferred and common unitholders to arrive at Adjusted Free Cash Flow after Distributions (Excluding Changes in Assets & Liabilities).

           
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
    (in millions, except per unit data)
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    REVENUES $ 12,402     $ 12,698     $ 50,073     $ 48,712  
                   
    COSTS AND EXPENSES              
    Purchases and related costs   11,227       11,558       45,560       44,531  
    Field operating costs (1)   578       363       1,768       1,425  
    General and administrative expenses   93       87       381       350  
    Depreciation and amortization   258       273       1,026       1,048  
    (Gains)/losses on asset sales, asset impairments and other, net   159       (9 )     160       (152 )
    Total costs and expenses   12,315       12,272       48,895       47,202  
                   
    OPERATING INCOME   87       426       1,178       1,510  
                   
    OTHER INCOME/(EXPENSE)              
    Equity earnings in unconsolidated entities   154       92       452       369  
    Gain on investments in unconsolidated entities, net   15       —       15       28  
    Interest expense, net (2)   (112 )     (97 )     (430 )     (386 )
    Other income, net (2)   20       17       65       102  
                   
    INCOME BEFORE TAX   164       438       1,280       1,623  
    Current income tax expense (3)   (52 )     (41 )     (195 )     (145 )
    Deferred income tax benefit   7       2       28       24  
                   
    NET INCOME   119       399       1,113       1,502  
    Net income attributable to noncontrolling interests   (83 )     (87 )     (341 )     (272 )
    NET INCOME ATTRIBUTABLE TO PAA $ 36     $ 312     $ 772     $ 1,230  
                   
    NET INCOME/(LOSS) PER COMMON UNIT:              
    Net income/(loss) allocated to common unitholders — Basic and Diluted $ (27 )   $ 248     $ 514     $ 976  
    Basic and diluted weighted average common units outstanding   704       701       702       699  
    Basic and diluted net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
         
    (1) Field operating costs include $225 million and $345 million for the three and twelve months ended December 31, 2024, respectively, resulting from adjustments related to the Line 901 incident that occurred in May 2015, including the write-off of a receivable for Line 901 insurance proceeds in the fourth quarter of 2024 and settlements in the third quarter of 2024.
    (2) PAA and certain Plains entities have issued promissory notes by and among such entities to facilitate financing. “Interest expense, net” and “Other income, net” each include $17 million and $48 million for the three and twelve months ended December 31, 2024, respectively, related to interest on such notes. These amounts offset and do not impact Net Income or Non-GAAP metrics such as Adjusted EBITDA, Implied DCF and Adjusted Free Cash Flow.
    (3) The increase in current income tax expense for the 2024 periods was largely associated with Canadian withholding tax on dividends from our Canadian entities to other Plains entities driven by timing of dividend payments.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATED BALANCE SHEET DATA
    (in millions)
           
      December 31,
    2024    		   December 31,
    2023
    ASSETS      
    Current assets (including Cash and cash equivalents of $348 and $450, respectively) $ 4,802     $ 4,913  
    Property and equipment, net   15,424       15,782  
    Investments in unconsolidated entities   2,811       2,820  
    Intangible assets, net   1,677       1,875  
    Linefill   968       976  
    Long-term operating lease right-of-use assets, net   332       313  
    Long-term inventory   280       265  
    Other long-term assets, net   268       411  
    Total assets $ 26,562     $ 27,355  
           
    LIABILITIES AND PARTNERS’ CAPITAL      
    Current liabilities $ 4,950     $ 5,003  
    Senior notes, net   7,141       7,242  
    Other long-term debt, net   72       63  
    Long-term operating lease liabilities   313       274  
    Other long-term liabilities and deferred credits   990       1,041  
    Total liabilities   13,466       13,623  
           
    Partners’ capital excluding noncontrolling interests   9,813       10,422  
    Noncontrolling interests   3,283       3,310  
    Total partners’ capital   13,096       13,732  
    Total liabilities and partners’ capital $ 26,562     $ 27,355  
                   

    DEBT CAPITALIZATION RATIOS
    (in millions)

      December 31,
    2024    		   December 31,
    2023
    Short-term debt $ 408     $ 446  
    Long-term debt   7,213       7,305  
    Total debt $ 7,621     $ 7,751  
           
    Long-term debt $ 7,213     $ 7,305  
    Partners’ capital excluding noncontrolling interests   9,813       10,422  
    Total book capitalization excluding noncontrolling interests (“Total book capitalization”) $ 17,026     $ 17,727  
    Total book capitalization, including short-term debt $ 17,434     $ 18,173  
           
    Long-term debt-to-total book capitalization   42 %     41 %
    Total debt-to-total book capitalization, including short-term debt   44 %     43 %
                   
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    COMPUTATION OF BASIC AND DILUTED NET INCOME/(LOSS) PER COMMON UNIT (1)
    (in millions, except per unit data)
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Basic and Diluted Net Income/(Loss) per Common Unit              
    Net income attributable to PAA $ 36     $ 312     $ 772     $ 1,230  
    Distributions to Series A preferred unitholders   (44 )     (44 )     (175 )     (173 )
    Distributions to Series B preferred unitholders   (19 )     (20 )     (78 )     (76 )
    Amounts allocated to participating securities   (1 )     (1 )     (10 )     (10 )
    Other   1       1       5       5  
    Net income/(loss) allocated to common unitholders $ (27 )   $ 248     $ 514     $ 976  
                   
    Basic and diluted weighted average common units outstanding (2) (3)   704       701       702       699  
                   
    Basic and diluted net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
         
    (1) We calculate net income/(loss) allocated to common unitholders based on the distributions pertaining to the current period’s net income. After adjusting for the appropriate period’s distributions, the remaining undistributed earnings or excess distributions over earnings, if any, are allocated to common unitholders and participating securities in accordance with the contractual terms of our partnership agreement in effect for the period and as further prescribed under the two-class method.
    (2) The possible conversion of our Series A preferred units was excluded from the calculation of diluted net income/(loss) per common unit for each of the three and twelve months ended December 31, 2024 and 2023 as the effect was antidilutive.
    (3) Our equity-indexed compensation plan awards that contemplate the issuance of common units are considered potentially dilutive unless (i) they become vested only upon the satisfaction of a performance condition and (ii) that performance condition has yet to be satisfied. Equity-indexed compensation plan awards that are deemed to be dilutive are reduced by a hypothetical common unit repurchase based on the remaining unamortized fair value, as prescribed by the treasury stock method in guidance issued by the FASB.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATED CASH FLOW DATA
    (in millions)
       
      Twelve Months Ended
    December 31, 2024
      2024   2023
    CASH FLOWS FROM OPERATING ACTIVITIES      
    Net income $ 1,113     $ 1,502  
    Reconciliation of net income to net cash provided by operating activities:      
    Depreciation and amortization   1,026       1,048  
    (Gains)/losses on asset sales, asset impairments and other, net   160       (152 )
    Deferred income tax benefit   (28 )     (24 )
    Change in fair value of Preferred Distribution Rate Reset Option   —       (58 )
    Equity earnings in unconsolidated entities   (452 )     (369 )
    Distributions on earnings from unconsolidated entities   505       458  
    Gain on investments in unconsolidated entities, net   (15 )     (28 )
    Other   107       156  
    Changes in assets and liabilities, net of acquisitions   74       194  
    Net cash provided by operating activities   2,490       2,727  
           
    CASH FLOWS FROM INVESTING ACTIVITIES      
    Net cash used in investing activities (1)   (1,504 )     (702 )
           
    CASH FLOWS FROM FINANCING ACTIVITIES      
    Net cash used in financing activities (1)   (1,077 )     (1,976 )
           
    Effect of translation adjustment   (11 )     —  
           
    Net increase/(decrease) in cash and cash equivalents and restricted cash   (102 )     49  
           
    Cash and cash equivalents and restricted cash, beginning of period   450       401  
    Cash and cash equivalents and restricted cash, end of period $ 348     $ 450  
         
    (1)  PAA and certain Plains entities have issued promissory notes by and among such entities to facilitate financing. For the twelve months ended December 31, 2024, “Net cash used in investing activities” includes a cash outflow of $629 million associated with our investment in related party notes. An equal and offsetting cash inflow associated with our issuance of related party notes is included in “Net cash used in financing activities.”
         

    CAPITAL EXPENDITURES
    (in millions)

      Net to PAA (1)   Consolidated
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,    		   Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024
    		   2023
    		   2024
    		   2023
    		   2024
    		   2023
    		   2024
    		   2023
    Investment capital expenditures:                              
    Crude Oil $ 55     $ 75     $ 214     $ 245     $ 80     $ 100     $ 300     $ 334  
    NGL   41       14       115       65       41       14       115       65  
    Total Investment capital expenditures   96       89       329       310       121       114       415       399  
    Maintenance capital expenditures   68       58       242       214       73       63       261       231  
      $ 164     $ 147     $ 571     $ 524     $ 194     $ 177     $ 676     $ 630  
         
    (1)  Excludes expenditures attributable to noncontrolling interests.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    NON-GAAP RECONCILIATIONS
    (in millions, except per unit and ratio data)
           
    Computation of Basic and Diluted Adjusted Net Income Per Common Unit (1):
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Basic and Diluted Adjusted Net Income per Common Unit              
    Net income attributable to PAA $ 36     $ 312     $ 772     $ 1,230  
    Selected items impacting comparability – Adjusted net income attributable to PAA (2)   321       43       546       20  
    Adjusted net income attributable to PAA $ 357     $ 355     $ 1,318     $ 1,250  
    Distributions to Series A preferred unitholders   (44 )     (44 )     (175 )     (173 )
    Distributions to Series B preferred unitholders   (19 )     (20 )     (78 )     (76 )
    Amounts allocated to participating securities   (1 )     (1 )     (11 )     (10 )
    Other   1       1       5       5  
    Adjusted net income allocated to common unitholders $ 294     $ 291     $ 1,059     $ 996  
                   
    Basic and diluted weighted average common units outstanding (3) (4)   704       701       702       699  
                   
    Basic and diluted adjusted net income per common unit $ 0.42     $ 0.42     $ 1.51     $ 1.42  
         
    (1) We calculate adjusted net income allocated to common unitholders based on the distributions pertaining to the current period’s net income. After adjusting for the appropriate period’s distributions, the remaining undistributed earnings or excess distributions over earnings, if any, are allocated to the common unitholders and participating securities in accordance with the contractual terms of our partnership agreement in effect for the period and as further prescribed under the two-class method.
    (2) See the “Selected Items Impacting Comparability” table for additional information.
    (3) The possible conversion of our Series A preferred units was excluded from the calculation of diluted adjusted net income per common unit for each of the three and twelve months ended December 31, 2024 and 2023 as the effect was antidilutive.
    (4) Our equity-indexed compensation plan awards that contemplate the issuance of common units are considered potentially dilutive unless (i) they become vested only upon the satisfaction of a performance condition and (ii) that performance condition has yet to be satisfied. Equity-indexed compensation plan awards that are deemed to be dilutive are reduced by a hypothetical common unit repurchase based on the remaining unamortized fair value, as prescribed by the treasury stock method in guidance issued by the FASB.
         

    Net Income/(Loss) Per Common Unit to Adjusted Net Income Per Common Unit Reconciliation:

      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023
    		   2024
    		   2023
    Basic and diluted net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
    Selected items impacting comparability per common unit (1)   0.46       0.07       0.78       0.02  
    Basic and diluted adjusted net income per common unit $ 0.42     $ 0.42     $ 1.51     $ 1.42  
         
    (1)  See the “Selected Items Impacting Comparability” and the “Computation of Basic and Diluted Adjusted Net Income/(Loss) Per Common Unit” tables for additional information.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    Net Income to Adjusted EBITDA attributable to PAA and Implied DCF Reconciliation:
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Net Income $ 119     $ 399     $ 1,113     $ 1,502  
    Interest expense, net of certain items (1)   95       97       382       386  
    Income tax expense   45       39       167       121  
    Depreciation and amortization   258       273       1,026       1,048  
    (Gains)/losses on asset sales, asset impairments and other, net   159       (9 )     160       (152 )
    Gain on investments in unconsolidated entities, net   (15 )     —       (15 )     (28 )
    Depreciation and amortization of unconsolidated entities (2)   26       20       84       87  
    Selected items impacting comparability – Adjusted EBITDA (3)   180       56       409       203  
    Adjusted EBITDA $ 867     $ 875     $ 3,326     $ 3,167  
    Adjusted EBITDA attributable to noncontrolling interests   (138 )     (138 )     (547 )     (456 )
    Adjusted EBITDA attributable to PAA $ 729     $ 737     $ 2,779     $ 2,711  
                   
    Adjusted EBITDA $ 867     $ 875     $ 3,326     $ 3,167  
    Interest expense, net of certain non-cash items (4)   (92 )     (92 )     (365 )     (367 )
    Maintenance capital   (73 )     (63 )     (261 )     (231 )
    Investment capital of noncontrolling interests (5)   (24 )     (24 )     (86 )     (87 )
    Current income tax expense   (52 )     (41 )     (195 )     (145 )
    Distributions from unconsolidated entities in excess of/(less than) adjusted equity earnings (6)   —       (15 )     11       (37 )
    Distributions to noncontrolling interests (7)   (114 )     (97 )     (425 )     (333 )
    Implied DCF $ 512     $ 543     $ 2,005     $ 1,967  
    Preferred unit cash distributions paid (7)   (63 )     (64 )     (254 )     (241 )
    Implied DCF Available to Common Unitholders $ 449     $ 479     $ 1,751     $ 1,726  
                   
    Weighted Average Common Units Outstanding   704       701       702       699  
    Weighted Average Common Units and Common Unit Equivalents   775       772       773       770  
                   
    Implied DCF per Common Unit (8) $ 0.64     $ 0.68     $ 2.49     $ 2.47  
    Implied DCF per Common Unit and Common Unit Equivalent (9) $ 0.64     $ 0.68     $ 2.49     $ 2.46  
                   
    Cash Distribution Paid per Common Unit $ 0.3175     $ 0.2675     $ 1.2700     $ 1.0700  
    Common Unit Cash Distributions (7) $ 223     $ 188     $ 891     $ 748  
    Common Unit Distribution Coverage Ratio 2.01x   2.55x   1.97x   2.31x
                   
    Implied DCF Excess $ 226     $ 291     $ 860     $ 978  
         
    (1)  Represents “Interest expense, net” as reported on our Condensed Consolidated Statements of Operations, net of interest income associated with promissory notes by and among PAA and certain Plains entities.
    (2) Adjustment to exclude our proportionate share of depreciation and amortization expense (including write-downs related to cancelled projects and impairments) of unconsolidated entities.
    (3) See the “Selected Items Impacting Comparability” table for additional information.
    (4) Amount excludes certain non-cash items impacting interest expense such as amortization of debt issuance costs and terminated interest rate swaps.
    (5) Investment capital expenditures attributable to noncontrolling interests that reduce Implied DCF available to PAA common unitholders.
    (6)  Comprised of cash distributions received from unconsolidated entities less equity earnings in unconsolidated entities (adjusted for our proportionate share of depreciation and amortization, including write-downs related to cancelled projects and impairments, and selected items impacting comparability of unconsolidated entities).
    (7) Cash distributions paid during the period presented.
    (8) Implied DCF Available to Common Unitholders for the period divided by the weighted average common units outstanding for the period.
    (9) Implied DCF Available to Common Unitholders for the period, adjusted for Series A preferred unit cash distributions paid, divided by the weighted average common units and common unit equivalents outstanding for the period. Our Series A preferred units are convertible into common units, generally on a one-for-one basis and subject to customary anti-dilution adjustments, in whole or in part, subject to certain minimum conversion amounts.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    Net Income Per Common Unit to Implied DCF Per Common Unit and Common Unit Equivalent Reconciliation:
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023
    		   2024
    		   2023
    Basic net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
    Reconciling items per common unit (1) (2)   0.68       0.33       1.76       1.07  
    Implied DCF per common unit $ 0.64     $ 0.68     $ 2.49     $ 2.47  
                   
    Basic net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
    Reconciling items per common unit and common unit equivalent (1) (3)   0.68       0.33       1.76       1.06  
    Implied DCF per common unit and common unit equivalent $ 0.64     $ 0.68     $ 2.49     $ 2.46  
         
    (1) Represents adjustments to Net Income to calculate Implied DCF Available to Common Unitholders. See the “Net Income to Adjusted EBITDA attributable to PAA and Implied DCF Reconciliation” table for additional information.
    (2) Based on weighted average common units outstanding for the period of 704 million, 701 million, 702 million and 699 million, respectively.
    (3) Based on weighted average common units outstanding for the period, as well as weighted average Series A preferred units outstanding of 71 million for each of the periods presented.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    Net Cash Provided by Operating Activities to Non-GAAP Financial Liquidity Measures Reconciliation:
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Net cash provided by operating activities $ 726     $ 1,011     $ 2,490     $ 2,727  
    Adjustments to reconcile Net cash provided by operating activities to Adjusted Free Cash Flow:              
    Net cash used in investing activities (1)   (264 )     (257 )     (1,504 )     (702 )
    Cash contributions from noncontrolling interests   17       53       57       106  
    Cash distributions paid to noncontrolling interests (2)   (114 )     (97 )     (425 )     (333 )
    Proceeds from the issuance of related party notes (1)   —       —       629       —  
    Adjusted Free Cash Flow (3) $ 365     $ 710     $ 1,247     $ 1,798  
    Cash distributions (4)   (286 )     (252 )     (1,145 )     (989 )
    Adjusted Free Cash Flow after Distributions (3)(5) $ 79     $ 458     $ 102     $ 809  
                   
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Adjusted Free Cash Flow (3) $ 365     $ 710     $ 1,247     $ 1,798  
    Changes in assets and liabilities, net of acquisitions (6)   (231 )     (308 )     (74 )     (194 )
    Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) (7)(8) $ 134     $ 402     $ 1,173     $ 1,604  
    Cash distributions (4)   (286 )     (252 )     (1,145 )     (989 )
    Adjusted Free Cash Flow after Distributions (Excluding Changes in Assets & Liabilities) (7)(8) $ (152 )   $ 150     $ 28     $ 615  
         
    (1)  PAA and certain Plains entities have issued promissory notes by and among such entities to facilitate financing. “Proceeds from the issuance of related party notes” has an equal and offsetting cash outflow associated with our investment in related party notes, which is included as a component of “Net cash used in investing activities.”
    (2)  Cash distributions paid during the period presented.
    (3)  Management uses the non-GAAP financial liquidity measures Adjusted Free Cash Flow and Adjusted Free Cash Flow after Distributions to assess the amount of cash that is available for distributions, debt repayments, common equity repurchases and other general partnership purposes. Adjusted Free Cash Flow after Distributions shortages, if any, may be funded from previously established reserves, cash on hand or from borrowings under our credit facilities or commercial paper program.
    (4)  Cash distributions paid to preferred and common unitholders during the period.
    (5)  Excess Adjusted Free Cash Flow after Distributions is retained to establish reserves for future distributions, capital expenditures, debt reduction and other partnership purposes. Adjusted Free Cash Flow after Distributions shortages may be funded from previously established reserves, cash on hand or from borrowings under our credit facilities or commercial paper program.
    (6)  See the “Condensed Consolidated Cash Flow Data” table.
    (7)   Management uses the non-GAAP financial liquidity measures Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) and Adjusted Free Cash Flow after Distributions (Excluding Changes in Assets & Liabilities) to assess the underlying business liquidity and cash flow generating capacity excluding fluctuations caused by timing of when amounts earned or incurred were collected, received or paid from period to period.
    (8)  Fourth-quarter and full-year 2024 Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) includes the negative impact of a $225 million charge resulting from the write-off of a receivable for Line 901 insurance proceeds.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    SELECTED ITEMS IMPACTING COMPARABILITY
    (in millions)
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Selected Items Impacting Comparability: (1)              
    Derivative activities and inventory valuation adjustments (2) $ (6 )   $ 43     $ (85 )   $ (101 )
    Long-term inventory costing adjustments (3)   17       (62 )     9       (35 )
    Deficiencies under minimum volume commitments, net (4)   41       (8 )     31       (12 )
    Equity-indexed compensation expense (5)   (8 )     (8 )     (36 )     (36 )
    Foreign currency revaluation (6)   1       (11 )     17       (8 )
    Line 901 incident (7)   (225 )     (10 )     (345 )     (10 )
    Transaction-related expenses (8)   —       —       —       (1 )
    Selected items impacting comparability – Adjusted EBITDA $ (180 )   $ (56 )   $ (409 )   $ (203 )
    Gain on investments in unconsolidated entities, net   15       —       15       28  
    Gains/(losses) on asset sales, asset impairments and other, net (9)   (159 )     9       (160 )     152  
    Tax effect on selected items impacting comparability   3       4       13       13  
    Aggregate selected items impacting noncontrolling interests   —       —       (5 )     (10 )
    Selected items impacting comparability – Adjusted net income attributable to PAA $ (321 )   $ (43 )   $ (546 )   $ (20 )
         
    (1)  Certain of our non-GAAP financial measures may not be impacted by each of the selected items impacting comparability. See the “Net Income to Adjusted EBITDA attributable to PAA and Implied DCF Reconciliation” and “Computation of Basic and Diluted Adjusted Net Income Per Common Unit” table for additional details on how these selected items impacting comparability affect such measures.
    (2) We use derivative instruments for risk management purposes and our related processes include specific identification of hedging instruments to an underlying hedged transaction. Although we identify an underlying transaction for each derivative instrument we enter into, there may not be an accounting hedge relationship between the instrument and the underlying transaction. In the course of evaluating our results, we identify differences in the timing of earnings from the derivative instruments and the underlying transactions and exclude the related gains and losses in determining adjusted results such that the earnings from the derivative instruments and the underlying transactions impact adjusted results in the same period. In addition, we exclude gains and losses on derivatives that are related to (i) investing activities, such as the purchase of linefill, and (ii) purchases of long-term inventory. We also exclude the impact of corresponding inventory valuation adjustments, as applicable. For applicable periods, we excluded gains and losses from the mark-to-market of the embedded derivative associated with the Preferred Distribution Rate Reset Option of our Series A preferred units.
    (3) We carry crude oil and NGL inventory that is comprised of minimum working inventory requirements in third-party assets and other working inventory that is needed for our commercial operations. We consider this inventory necessary to conduct our operations and we intend to carry this inventory for the foreseeable future. Therefore, we classify this inventory as long-term on our balance sheet and do not hedge the inventory with derivative instruments (similar to linefill in our own assets). We treat the impact of changes in the average cost of the long-term inventory (that result from fluctuations in market prices) and write-downs of such inventory that result from price declines as a selected item impacting comparability.
    (4) We, and certain of our equity method investees, have certain agreements that require counterparties to deliver, transport or throughput a minimum volume over an agreed upon period. Substantially all of such agreements were entered into with counterparties to economically support the return on capital expenditure necessary to construct the related asset. Some of these agreements include make-up rights if the minimum volume is not met. We record a receivable from the counterparty in the period that services are provided or when the transaction occurs, including amounts for deficiency obligations from counterparties associated with minimum volume commitments. If a counterparty has a make-up right associated with a deficiency, we defer the revenue attributable to the counterparty’s make-up right and subsequently recognize the revenue at the earlier of when the deficiency volume is delivered or shipped, when the make-up right expires or when it is determined that the counterparty’s ability to utilize the make-up right is remote. We include the impact of amounts billed to counterparties for their deficiency obligation, net of applicable amounts subsequently recognized into revenue or equity earnings, as a selected item impacting comparability. We believe the inclusion of the contractually committed revenues associated with that period is meaningful to investors as the related asset has been constructed, is standing ready to provide the committed service and the fixed operating costs are included in the current period results.
    (5) Our total equity-indexed compensation expense includes expense associated with awards that will be settled in units and awards that will be settled in cash. The awards that will be settled in units are included in our diluted net income per unit calculation when the applicable performance criteria have been met. We consider the compensation expense associated with these awards as a selected item impacting comparability as the dilutive impact of the outstanding awards is included in our diluted net income per unit calculation, as applicable. The portion of compensation expense associated with awards that will be settled in cash is not considered a selected item impacting comparability.
    (6) During the periods presented, there were fluctuations in the value of the Canadian dollar to the U.S. dollar, resulting in the realization of foreign exchange gains and losses on the settlement of foreign currency transactions as well as the revaluation of monetary assets and liabilities denominated in a foreign currency. The associated gains and losses are not integral to our results and were thus classified as a selected item impacting comparability.
    (7) Includes costs recognized during the period related to the Line 901 incident that occurred in May 2015. For the 2024 periods, includes the write-off of a receivable for Line 901 insurance proceeds in the fourth quarter of 2024 and the impact of settlements in the third quarter of 2024.
    (8) Includes expenses associated with the Rattler Permian Transaction.
    (9) For the 2024 periods, primarily includes non-cash charges related to the write-down of two U.S. NGL terminals. For the twelve months ended December 31, 2023 primarily includes gains related to the sale of our Keyera Fort Saskatchewan facility.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    SELECTED FINANCIAL DATA BY SEGMENT
    (in millions)
             
      Three Months Ended
    December 31, 2024    		     Three Months Ended
    December 31, 2023
      Crude Oil   NGL     Crude Oil   NGL
    Revenues (1) $ 11,959     $ 535       $ 12,187     $ 623  
    Purchases and related costs (1)   (11,019 )     (300 )       (11,306 )     (364 )
    Field operating costs (2)(3)   (503 )     (75 )       (274 )     (89 )
    Segment general and administrative expenses (2) (4)   (74 )     (19 )       (68 )     (19 )
    Equity earnings in unconsolidated entities   154       —         92       —  
                     
    Other segment items: (5)                
    Depreciation and amortization of unconsolidated entities   26       —         20       —  
    Derivative activities and inventory valuation adjustments   (16 )     22         (52 )     9  
    Long-term inventory costing adjustments   (9 )     (8 )       58       4  
    Deficiencies under minimum volume commitments, net   (41 )     —         8       —  
    Equity-indexed compensation expense   8       —         8       —  
    Foreign currency revaluation   (4 )     (1 )       18       5  
    Line 901 incident   225       —         10       —  
    Segment amounts attributable to noncontrolling interests (6)   (137 )     —         (138 )     —  
    Segment Adjusted EBITDA $ 569     $ 154       $ 563     $ 169  
                     
    Maintenance capital expenditures $ 48     $ 25       $ 39     $ 24  
         
    (1) Includes intersegment amounts.
    (2) Field operating costs and Segment general and administrative expenses include equity-indexed compensation expense.
    (3) Field operating costs for the three months ended December 31, 2024 include higher expenses related to (i) $225 million resulting from the write-off of a receivable for Line 901 insurance proceeds and (ii) an increase in estimated costs for long-term environmental remediation obligations.
    (4) Segment general and administrative expenses reflect direct costs attributable to each segment and an allocation of other expenses to the segments. The proportional allocations by segment require judgment by management and are based on the business activities that exist during each period.
    (5) Represents adjustments utilized by our CODM in the evaluation of segment results. Many of these adjustments are also considered selected items impacting comparability when calculating consolidated non-GAAP financial measures such as Adjusted EBITDA. See the “Selected Items Impacting Comparability” table for additional discussion.
    (6) Reflects amounts attributable to noncontrolling interests in the Permian JV, Cactus II Pipeline LLC and Red River Pipeline LLC.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    SELECTED FINANCIAL DATA BY SEGMENT
    (in millions)
             
      Twelve Months Ended
    December 31, 2024    		     Twelve Months Ended
    December 31, 2023
      Crude Oil   NGL     Crude Oil   NGL
    Revenues (1) $ 48,720     $ 1,724       $ 47,174     $ 1,935  
    Purchases and related costs (1)   (45,033 )     (898 )       (43,805 )     (1,123 )
    Field operating costs (2)(3)   (1,440 )     (328 )       (1,053 )     (372 )
    Segment general and administrative expenses (2) (4)   (298 )     (83 )       (271 )     (79 )
    Equity earnings in unconsolidated entities   452       —         369       —  
                     
    Other segment items: (5)                
    Depreciation and amortization of unconsolidated entities   84       —         87       —  
    Derivative activities and inventory valuation adjustments   5       80         17       142  
    Long-term inventory costing adjustments   1       (10 )       22       13  
    Deficiencies under minimum volume commitments, net   (31 )     —         12       —  
    Equity-indexed compensation expense   36       —         35       1  
    Foreign currency revaluation   (22 )     (5 )       19       5  
    Line 901 incident   345       —         10       —  
    Transaction-related expenses   —       —         1       —  
    Segment amounts attributable to noncontrolling interests (6)   (543 )     —         (454 )     —  
    Segment Adjusted EBITDA $ 2,276     $ 480       $ 2,163     $ 522  
                     
    Maintenance capital expenditures $ 183     $ 78       $ 145     $ 86  
         
    (1) Includes intersegment amounts.
    (2) Field operating costs and Segment general and administrative expenses include equity-indexed compensation expense.
    (3) Field operating costs for the twelve months ended December 31, 2024 include higher expenses related to (i) $225 million resulting from the write-off of a receivable for Line 901 insurance proceeds, (ii) $120 million associated with settlements related to the Line 901 incident that occurred in May 2015 and (iii) an increase in estimated costs for long-term environmental remediation obligations.
    (4) Segment general and administrative expenses reflect direct costs attributable to each segment and an allocation of other expenses to the segments. The proportional allocations by segment require judgment by management and are based on the business activities that exist during each period.
    (5) Represents adjustments utilized by our CODM in the evaluation of segment results. Many of these adjustments are also considered selected items impacting comparability when calculating consolidated non-GAAP financial measures such as Adjusted EBITDA. See the “Selected Items Impacting Comparability” table for additional discussion.
    (6) Reflects amounts attributable to noncontrolling interests in the Permian JV, Cactus II Pipeline LLC and Red River Pipeline LLC.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    OPERATING DATA BY SEGMENT
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024
    		   2023
    		   2024
    		   2023
    Crude Oil Segment Volumes                              
    Crude oil pipeline tariff (by region) (1)                              
    Permian Basin (2)   6,846       6,710       6,731       6,356  
    South Texas / Eagle Ford (2)   421       411       403       410  
    Mid-Continent (2)   478       503       506       507  
    Gulf Coast (2)   214       250       218       260  
    Rocky Mountain (2)   461       452       474       372  
    Western   259       237       256       214  
    Canada   349       340       346       341  
    Total crude oil pipeline tariff (1) (2)   9,028       8,903       8,934       8,460  
                                   
    Commercial crude oil storage capacity (2) (3)   72       72       72       72  
                                   
    Crude oil lease gathering purchases (1)   1,661       1,518       1,586       1,452  
                                   
    NGL Segment Volumes (1)                              
    NGL fractionation   138       127       132       115  
    NGL pipeline tariff   224       188       213       180  
    Propane and butane sales   127       125       92       86  
         
    (1) Average volumes in thousands of barrels per day calculated as the total volumes (attributable to our interest for assets owned by unconsolidated entities or through undivided joint interests) for the period divided by the number of days in the period. Volumes associated with assets acquired during the period represent total volumes for the number of days we actually owned the assets divided by the number of days in the period.
    (2) Includes volumes (attributable to our interest) from assets owned by unconsolidated entities.
    (3) Average monthly capacity in millions of barrels calculated as total volumes for the period divided by the number of months in the period.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    NON-GAAP SEGMENT RECONCILIATIONS
    (in millions)
           
    Supplemental Adjusted EBITDA attributable to PAA Reconciliation:      
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024
    		   2023
    		   2024
    		   2023
    Crude Oil Segment Adjusted EBITDA $ 569     $ 563     $ 2,276     $ 2,163  
    NGL Segment Adjusted EBITDA   154       169       480       522  
    Adjusted other income, net (1)   6       5       23       26  
    Adjusted EBITDA attributable to PAA (2) $ 729     $ 737     $ 2,779     $ 2,711  
         
    (1)  Represents “Other income, net” as reported on our Condensed Consolidated Statements of Operations, excluding interest income on promissory notes by and among PAA and certain Plains entities, as well as other income, net attributable to noncontrolling interests, adjusted for selected items impacting comparability. See the “Selected Items Impacting Comparability” table for additional information.
    (2) See the “Net Income to Adjusted EBITDA attributable to PAA and Implied DCF Reconciliation” table for reconciliation to Net Income.
         
    PLAINS GP HOLDINGS AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATING STATEMENTS OF OPERATIONS
    (in millions, except per share data)
             
      Three Months Ended
    December 31, 2024    		     Three Months Ended
    December 31, 2023
          Consolidating             Consolidating    
      PAA   Adjustments (1)   PAGP     PAA   Adjustments (1)   PAGP
    REVENUES $ 12,402     $ —     $ 12,402       $ 12,698     $ —     $ 12,698  
                             
    COSTS AND EXPENSES                        
    Purchases and related costs   11,227       —       11,227         11,558       —       11,558  
    Field operating costs   578       —       578         363       —       363  
    General and administrative expenses   93       1       94         87       1       88  
    Depreciation and amortization   258       —       258         273       —       273  
    (Gains)/losses on asset sales, asset impairments and other, net   159       —       159         (9 )     —       (9 )
    Total costs and expenses   12,315       1       12,316         12,272       1       12,273  
                             
    OPERATING INCOME   87       (1 )     86         426       (1 )     425  
                             
    OTHER INCOME/(EXPENSE)                        
    Equity earnings in unconsolidated entities   154       —       154         92       —       92  
    Gain on investments in unconsolidated entities, net   15       —       15         —       —       —  
    Interest expense, net   (112 )     17       (95 )       (97 )     —       (97 )
    Other income, net   20       (17 )     3         17       —       17  
                             
    INCOME BEFORE TAX   164       (1 )     163         438       (1 )     437  
    Current income tax expense   (52 )     —       (52 )       (41 )     —       (41 )
    Deferred income tax (expense)/benefit   7       (2 )     5         2       (16 )     (14 )
                             
    NET INCOME   119       (3 )     116         399       (17 )     382  
    Net income attributable to noncontrolling interests   (83 )     (44 )     (127 )       (87 )     (243 )     (330 )
    NET INCOME/(LOSS) ATTRIBUTABLE TO PAGP $ 36     $ (47 )   $ (11 )     $ 312     $ (260 )   $ 52  
                             
    Basic and diluted weighted average Class A shares outstanding     197                 196  
                             
    Basic and diluted net income/(loss) per Class A share   $ (0.05 )             $ 0.27  
         
    (1)  Represents the aggregate consolidating adjustments necessary to produce consolidated financial statements for PAGP.
         
    PLAINS GP HOLDINGS AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATING STATEMENTS OF OPERATIONS
    (in millions, except per share data)
             
      Twelve Months Ended
    December 31, 2024    		     Twelve Months Ended
    December 31, 2023
          Consolidating             Consolidating    
      PAA   Adjustments (1)   PAGP     PAA   Adjustments (1)   PAGP
    REVENUES $ 50,073     $ —     $ 50,073       $ 48,712     $ —     $ 48,712  
                             
    COSTS AND EXPENSES                        
    Purchases and related costs   45,560       —       45,560         44,531       —       44,531  
    Field operating costs   1,768       —       1,768         1,425       —       1,425  
    General and administrative expenses   381       6       387         350       6       356  
    Depreciation and amortization   1,026       —       1,026         1,048       3       1,051  
    (Gains)/losses on asset sales, asset impairments and other, net   160       —       160         (152 )     —       (152 )
    Total costs and expenses   48,895       6       48,901         47,202       9       47,211  
                             
    OPERATING INCOME   1,178       (6 )     1,172         1,510       (9 )     1,501  
                             
    OTHER INCOME/(EXPENSE)                        
    Equity earnings in unconsolidated entities   452       —       452         369       —       369  
    Gain on investments in unconsolidated entities, net   15       —       15         28       —       28  
    Interest expense, net   (430 )     48       (382 )       (386 )     —       (386 )
    Other income, net   65       (48 )     17         102       —       102  
                             
    INCOME BEFORE TAX   1,280       (6 )     1,274         1,623       (9 )     1,614  
    Current income tax expense   (195 )     —       (195 )       (145 )     —       (145 )
    Deferred income tax (expense)/benefit   28       (37 )     (9 )       24       (68 )     (44 )
                             
    NET INCOME   1,113       (43 )     1,070         1,502       (77 )     1,425  
    Net income attributable to noncontrolling interests   (341 )     (626 )     (967 )       (272 )     (955 )     (1,227 )
    NET INCOME ATTRIBUTABLE TO PAGP $ 772     $ (669 )   $ 103       $ 1,230     $ (1,032 )   $ 198  
                             
    Basic and diluted weighted average Class A shares outstanding     197                 195  
                             
    Basic and diluted net income per Class A share   $ 0.52               $ 1.01  
         
    (1)  Represents the aggregate consolidating adjustments necessary to produce consolidated financial statements for PAGP.
         
    PLAINS GP HOLDINGS AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATING BALANCE SHEET DATA
    (in millions)
             
      December 31, 2024     December 31, 2023
          Consolidating             Consolidating    
      PAA   Adjustments (1)   PAGP     PAA   Adjustments (1)   PAGP
    ASSETS                        
    Current assets $ 4,802     $ (26 )   $ 4,776       $ 4,913     $ 3     $ 4,916  
    Property and equipment, net   15,424       —       15,424         15,782       —       15,782  
    Investments in unconsolidated entities   2,811       —       2,811         2,820       —       2,820  
    Intangible assets, net   1,677       —       1,677         1,875       —       1,875  
    Deferred tax asset   —       1,220       1,220         —       1,239       1,239  
    Linefill   968       —       968         976       —       976  
    Long-term operating lease right-of-use assets, net   332       —       332         313       —       313  
    Long-term inventory   280       —       280         265       —       265  
    Other long-term assets, net   268       —       268         411       —       411  
    Total assets $ 26,562     $ 1,194     $ 27,756       $ 27,355     $ 1,242     $ 28,597  
                             
    LIABILITIES AND PARTNERS’ CAPITAL                        
    Current liabilities $ 4,950     $ (26 )   $ 4,924       $ 5,003     $ 2     $ 5,005  
    Senior notes, net   7,141       —       7,141         7,242       —       7,242  
    Other long-term debt, net   72       —       72         63       —       63  
    Long-term operating lease liabilities   313       —       313         274       —       274  
    Other long-term liabilities and deferred credits   990       —       990         1,041       —       1,041  
    Total liabilities   13,466       (26 )     13,440         13,623       2       13,625  
                             
    Partners’ capital excluding noncontrolling interests   9,813       (8,462 )     1,351         10,422       (8,874 )     1,548  
    Noncontrolling interests   3,283       9,682       12,965         3,310       10,114       13,424  
    Total partners’ capital   13,096       1,220       14,316         13,732       1,240       14,972  
    Total liabilities and partners’ capital $ 26,562     $ 1,194     $ 27,756       $ 27,355     $ 1,242     $ 28,597  
         
    (1)  Represents the aggregate consolidating adjustments necessary to produce consolidated financial statements for PAGP.
         
    PLAINS GP HOLDINGS AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    COMPUTATION OF BASIC AND DILUTED NET INCOME/(LOSS) PER CLASS A SHARE
    (in millions, except per share data)
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023
    		   2024
    		   2023
    Basic and Diluted Net Income/(Loss) per Class A Share              
    Net income/(loss) attributable to PAGP $ (11 )   $ 52     $ 103     $ 198  
    Basic and diluted weighted average Class A shares outstanding   197       196       197       195  
                   
    Basic and diluted net income/(loss) per Class A share $ (0.05 )   $ 0.27     $ 0.52     $ 1.01  
                                   

    Forward-Looking Statements

    Except for the historical information contained herein, the matters discussed in this release consist of forward-looking statements that involve certain risks and uncertainties that could cause actual results or outcomes to differ materially from results or outcomes anticipated in the forward-looking statements. These risks and uncertainties include, among other things, the following:

    • general economic, market or business conditions in the United States and elsewhere (including the potential for a recession or significant slowdown in economic activity levels, the risk of persistently high inflation and supply chain issues, the impact of global public health events, such as pandemics, on demand and growth, and the timing, pace and extent of economic recovery) that impact (i) demand for crude oil, drilling and production activities and therefore the demand for the midstream services we provide and (ii) commercial opportunities available to us;
    • declines in global crude oil demand and/or crude oil prices or other factors that correspondingly lead to a significant reduction of North American crude oil and NGL production (whether due to reduced producer cash flow to fund drilling activities or the inability of producers to access capital, or both, the unavailability of pipeline and/or storage capacity, the shutting-in of production by producers, government-mandated pro-ration orders, or other factors), which in turn could result in significant declines in the actual or expected volume of crude oil and NGL shipped, processed, purchased, stored, fractionated and/or gathered at or through the use of our assets and/or the reduction of the margins we can earn or the commercial opportunities that might otherwise be available to us;
    • fluctuations in refinery capacity and other factors affecting demand for various grades of crude oil and NGL and resulting changes in pricing conditions or transportation throughput requirements;
    • unanticipated changes in crude oil and NGL market structure, grade differentials and volatility (or lack thereof);
    • the effects of competition and capacity overbuild in areas where we operate, including downward pressure on rates, volumes and margins, contract renewal risk and the risk of loss of business to other midstream operators who are willing or under pressure to aggressively reduce transportation rates in order to capture or preserve customers;
    • the successful operation of joint ventures and joint operating arrangements we enter into from time to time, whether relating to assets operated by us or by third parties, and the successful integration and future performance of acquired assets or businesses;
    • the availability of, and our ability to consummate, acquisitions, divestitures, joint ventures or other strategic opportunities and realize benefits therefrom;
    • environmental liabilities, litigation or other events that are not covered by an indemnity, insurance or existing reserves;
    • negative societal sentiment regarding the hydrocarbon energy industry and the continued development and consumption of hydrocarbons, which could influence consumer preferences and governmental or regulatory actions that adversely impact our business;
    • the occurrence of a natural disaster, catastrophe, terrorist attack (including eco-terrorist attacks) or other event that materially impacts our operations, including cyber or other attacks on our or our service providers’ electronic and computer systems;
    • weather interference with business operations or project construction, including the impact of extreme weather events or conditions (including wildfires and drought);
    • the impact of current and future laws, rulings, legislation, governmental regulations, executive orders, trade policies, tariffs, accounting standards and statements, and related interpretations that (i) prohibit, restrict or regulate the development of oil and gas resources and the related infrastructure on lands dedicated to or served by our pipelines, (ii) negatively impact our ability to develop, operate or repair midstream assets, or (iii) otherwise negatively impact our business or increase our exposure to risk;
    • negative impacts on production levels in the Permian Basin or elsewhere due to issues associated with (or laws, rules or regulations relating to) hydraulic fracturing and related activities (including wastewater injection or disposal), including earthquakes, subsidence, expansion or other issues;
    • the pace of development of natural gas or other infrastructure and its impact on expected crude oil production growth in the Permian Basin;
    • the refusal or inability of our customers or counterparties to perform their obligations under their contracts with us (including commercial contracts, asset sale agreements and other agreements), whether justified or not and whether due to financial constraints (such as reduced creditworthiness, liquidity issues or insolvency), market constraints, legal constraints (including governmental orders or guidance), the exercise of contractual or common law rights that allegedly excuse their performance (such as force majeure or similar claims) or other factors;
    • loss of key personnel and inability to attract and retain new talent;
    • disruptions to futures markets for crude oil, NGL and other petroleum products, which may impair our ability to execute our commercial or hedging strategies;
    • the effectiveness of our risk management activities;
    • shortages or cost increases of supplies, materials or labor;
    • maintenance of our credit ratings and ability to receive open credit from our suppliers and trade counterparties;
    • our inability to perform our obligations under our contracts, whether due to non-performance by third parties, including our customers or counterparties, market constraints, third-party constraints, supply chain issues, legal constraints (including governmental orders or guidance), or other factors or events;
    • the incurrence of costs and expenses related to unexpected or unplanned capital or maintenance expenditures, third-party claims or other factors;
    • failure to implement or capitalize, or delays in implementing or capitalizing, on investment capital projects, whether due to permitting delays, permitting withdrawals or other factors;
    • tightened capital markets or other factors that increase our cost of capital or limit our ability to obtain debt or equity financing on satisfactory terms to fund additional acquisitions, investment capital projects, working capital requirements and the repayment or refinancing of indebtedness;
    • the amplification of other risks caused by volatile or closed financial markets, capital constraints, liquidity concerns and inflation;
    • the use or availability of third-party assets upon which our operations depend and over which we have little or no control;
    • the currency exchange rate of the Canadian dollar to the United States dollar;
    • inability to recognize current revenue attributable to deficiency payments received from customers who fail to ship or move more than minimum contracted volumes until the related credits expire or are used;
    • significant under-utilization of our assets and facilities;
    • increased costs, or lack of availability, of insurance;
    • fluctuations in the debt and equity markets, including the price of our units at the time of vesting under our long-term incentive plans;
    • risks related to the development and operation of our assets; and
    • other factors and uncertainties inherent in the transportation, storage, terminalling and marketing of crude oil, as well as in the processing, transportation, fractionation, storage and marketing of NGL as discussed in the Partnerships’ filings with the Securities and Exchange Commission.

    About Plains:

    PAA is a publicly traded master limited partnership that owns and operates midstream energy infrastructure and provides logistics services for crude oil and natural gas liquids (“NGL”). PAA owns an extensive network of pipeline gathering and transportation systems, in addition to terminalling, storage, processing, fractionation and other infrastructure assets serving key producing basins, transportation corridors and major market hubs and export outlets in the United States and Canada. On average, PAA handles over 8 million barrels per day of crude oil and NGL.

    PAGP is a publicly traded entity that owns an indirect, non-economic controlling general partner interest in PAA and an indirect limited partner interest in PAA, one of the largest energy infrastructure and logistics companies in North America.

    PAA and PAGP are headquartered in Houston, Texas. For more information, please visit www.plains.com.

    Contacts:

    Blake Fernandez
    Vice President, Investor Relations
    (866) 809-1291
     
    Michael Gladstein
    Director, Investor Relations
    (866) 809-1291

    The MIL Network –

  • MIL-OSI USA: Food 4 Less/Foods Co. and Ralphs Team Up with County of Los Angeles, Federal Emergency Management Agency and Small Business Administration to Support Communities & Businesses Impacted by Wildfires

    Source: US Federal Emergency Management Agency

    Headline: Food 4 Less/Foods Co. and Ralphs Team Up with County of Los Angeles, Federal Emergency Management Agency and Small Business Administration to Support Communities & Businesses Impacted by Wildfires

    Food 4 Less/Foods Co. and Ralphs Team Up with County of Los Angeles, Federal Emergency Management Agency and Small Business Administration to Support Communities & Businesses Impacted by Wildfires

    Los Angeles, CA – Food 4 Less/Foods Co. and Ralphs Grocery Company are continuing their support for local communities impacted by wildfires through a new partnership with the Federal Emergency Management Agency (FEMA), the Small Business Administration (SBA), and County of Los Angeles. The partnership was developed to provide critical recovery resources for businesses, employees, and residents impacted by the recent wildfires. Resource stations will be set up at Ralphs and Food 4 Less stores in Malibu, Venice, and Pasadena—including the Food 4 Less location closest to the heavily impacted Altadena area, where an estimated 9,400 residential and business structures have been affected.As part of this effort, FEMA and SBA representatives will be stationed at the following store locations to offer direct support between 9AM to 5PM PST until Saturday, February 8, 2025:Food 4 Less: 1329 N Lake Ave, Pasadena, CA 91104Ralphs: 910 Lincoln Blvd, Venice, CA 90291Ralphs: 23841 Malibu Rd, Malibu, CA 90265At these locations, FEMA will provide essential information and resources for individuals and families impacted by the fires, while the SBA will assist affected businesses, homeowners and renters with financial guidance and recovery support.​​“We know how overwhelming recovery can be after a disaster, and we want people to know they’re not alone,” said Curtis Brown, Federal Coordinating Officer. “By working with Ralphs and Food 4 Less, we’re bringing support directly to the communities that need it most—making it easier for families and businesses to get the help they need to rebuild and move forward.”This initiative is part of Ralphs and Food 4 Less/Foods Co.’s’ broader commitment to disaster recovery efforts, offering impacted associates and community members a direct link to federal assistance. Our primary role is to serve as a key access point for those seeking support.In addition, Bracken’s Kitchen will be on-site at the Pasadena Food 4 Less throughout the week, continuing their mission to provide free, hot meals to those affected by the fires, offering much-needed nourishment and support to the community*.“As a community-driven organization, we are dedicated to helping our associates, customers, and local businesses recover in the wake of these devastating wildfires,” said Salvador Ramirez, corporate affairs manager at Food 4 Less/ Foods Co. and Ralphs Grocery Company. “By teaming up with FEMA and the SBA, we’re ensuring our stores serve as accessible resource hubs for those in need during this challenging time.”In response to the fires, Food 4 Less/Foods Co., Ralphs Grocery Company, and The Kroger Family of Companies (NYSE:KR) have been working to provide essential support, delivering food, water, and supplies to evacuees, firefighters, and first responders. The Kroger Family of Companies is also raising $1 million for disaster relief and recovery, including $500,000 in company matching funds for customer donations to the American Red Cross and Feeding America’s local food banks.*While supplies last.# # #About Food 4 Less/Foods Co.:We are dedicated to our purpose: to Feed the Human Spirit™. Food 4 Less/Foods Co is more than 9,000 associates serving customers in 121 price-impact, warehouse-format supermarkets under the banners Food 4 Less in Southern California, Illinois and Indiana, and Foods Co in Central and Northern California. From the company’s headquarters in Los Angeles County, Food 4 Less is a recognized leader in community service and giving. The company supports Kroger’s Zero Hunger | Zero Waste initiative aimed at ending hunger in our communities and eliminating waste within our company by the year 2025. Food 4 Less is a subsidiary of The Kroger Co., (NYSE:KR), one of the world’s largest retailers, based in Cincinnati, Ohio. For more information about Food 4 Less/Foods Co, please visit our websites at www.food4less.com and www.foodsco.com.About Ralphs Grocery Company:Ralphs Grocery Company is dedicated to our purpose: to Feed the Human Spirit™. We are more than 18,000 associates serving customers in 184 supermarkets across Southern California. From the company’s headquarters in Los Angeles County, Ralphs is a recognized leader in community service and giving. The company supports Kroger’s Zero Hunger | Zero Waste initiative aimed at ending hunger in our communities and eliminating waste within our company by the year 2025. Ralphs is a subsidiary of The Kroger Co., (NYSE:KR), one of the world’s largest retailers, based in Cincinnati, Ohio. For more about Ralphs, please visit our website at www.ralphs.com.
    brandi.richard…
    Fri, 02/07/2025 – 00:00

    MIL OSI USA News –

  • MIL-OSI USA: NASA’s Aerospace Safety Advisory Panel Releases 2024 Annual Report

    Source: NASA

    The Aerospace Safety Advisory Panel (ASAP), an advisory committee that reports to NASA and Congress, issued its 2024 annual report Thursday examining the agency’s safety performance, accomplishments, and challenges during the past year.
    The report highlights 2024 activities and observations on NASA’s work, including:

    strategic vision and agency governance
    Moon to Mars management
    future of U.S. presence in low Earth orbit
    health and medical risks in human space exploration

    “Over the past year, NASA has continued to make meaningful progress toward meeting the intent of the broad-ranging recommendations the panel has made over the last several years,” said retired U.S. Air Force Lt. Gen. Susan J. Helms, chair of ASAP. “We believe that the agency’s careful attention to vision, strategy, governance, and program management is vital to the safe execution of NASA’s complex and critical national mission.”
    This year’s report reflects the panel’s continued focus on NASA’s strategies for risk management and safety culture in an environment of growing space commercialization. Specifically, the panel cites its 2021 recommendations for NASA on preparing for future challenges in a changing landscape, including the need to evaluate NASA’s approach to safety and technical risk and to evolve its role, responsibilities, and relationships with private sector and international partners.
    Overall, the panel finds NASA is continuing to make progress with respect to the agency’s strategic vision, approach to governance, and integrated program management. The NASA 2040 new agencywide initiative is working to operationalize the agency’s vision and strategic objectives across headquarters and centers. With the establishment of NASA’s Moon to Mars Program Office in 2023, it finds NASA has implemented safety and risk management as a key focus for NASA’s Artemis campaign.
    The 2024 report provides details on the concrete actions the agency should take to fulfill its previous recommendations and spotlights its recommendations for the agency moving ahead. It addresses safety assessments for Moon to Mars and current International Space Station operations, as well as risk-related issues surrounding NASA’s planned transition to commercial low Earth orbit destinations.
    It covers relevant areas of human health and medicine in space and the impact of budget constraints and uncertainty on safety.
    The annual report is based on the panel’s 2024 fact-finding and quarterly public meetings; direct observations of NASA operations and decision-making; discussions with NASA management, employees, and contractors; and the panel members’ experiences.
    Congress established the panel in 1968 to provide advice and make recommendations to the NASA administrator on safety matters after the 1967 Apollo 1 fire claimed the lives of three American astronauts.
    To learn more about the ASAP, and view annual reports, visit:
    https://www.nasa.gov/asap
    -end-
    Jennifer Dooren / Elizabeth ShawHeadquarters, Washington202-358-1600jennifer.m.dooren@nasa.gov / elizabeth.a.shaw@nasa.gov

    MIL OSI USA News –

  • MIL-OSI USA: Governor Newsom signs executive order to further prepare for future urban firestorms, stepping up already nation-leading strategies

    Source: US State of California 2

    Feb 6, 2025

    What you need to know: Governor Newsom signed an executive order to launch key initiatives to continue adapting to future extreme firestorm events in urban communities and leading the way to build a more resilient state.

    Sacramento, California – Adding to California’s nation-leading fire safety  standards, Governor Gavin Newsom today signed an executive order to further improve community hardening and wildfire mitigation strategies to neighborhood resilience statewide. A copy of the executive order is available here.

    We are living in a new reality of extremes. Believe the science – and your own damn eyes: Mother Nature is changing the way we live and we must continue adapting to those changes. California’s resilience means we will keep updating our standards in the most fire-prone areas.

    Governor Gavin Newsom

    The executive order issued by Governor Newsom does the following:

    • Directs the State Board of Forestry to accelerate its work to adopt regulations known as “Zone 0,” which will require an ember-resistant zone within 5 feet of structures located in the highest fire severity zones in the state.
    • Tasks the Office of the State Fire Marshal with releasing updated Fire Hazard Severity Zone maps for areas under local government responsibility, adding 1.4 million new acres of land into the two higher tiers of fire severity, which will update building and local planning requirements for these communities statewide.
    • Requires the Department of Forestry and Fire Protection (CAL FIRE) and the Governor’s Office of Emergency Services (Cal OES) to work with local, federal and tribal partners on improvements to the Federal resource ordering system for wildfire response. 

    Protecting homes 

    Science has shown that combustible material within the immediate five feet of a structure contributes the greatest risk of embers directly or indirectly igniting the home. “Zone 0” regulations under development for new and existing construction would require an ember-resistant zone within the immediate 5-feet of structures in local area Very High Fire Hazard Severity Zones in Local Responsibility Areas, and Fire Hazard Severity Zones in State Responsibility Areas.

    Zone 0 regulations would move forward this year in tandem with financial assistance and relief for homeowners, proposed in the Governor’s January Budget, and to be augmented by the California Conservation Corps supporting work in vulnerable communities and in coordination with local Fire Safe Councils. While it is anticipated that the regulations would apply to new construction upon taking effect, requirements for existing homes would likely be phased in over three years to allow homeowners to prepare and prioritize mitigations and secure financial assistance.

    Research suggests that the cost of building a home with Zone 0 mitigations already incorporated adds little to no cost to building a comparable home without those features. 

    Updating fire hazard severity areas

    To ensure future resiliency against urban firestorms, local government planners and developers will have to factor in wildfire-hardening requirements in building planning, design, and construction within nearly 2.3 million acres of land in areas where local governments are responsible for wildfire prevention and response, known as local responsibility areas.

    The release of updated Fire Hazard Severity Zones for Local Responsibility Area maps would identify new areas where new development is required to adhere to the highest standards of wildfire resilient building codes and land-use planning. These new zones and maps would add approximately 1.4 million new acres of land into the two higher tiers of fire hazard severity. Specifically, they would expand current wildfire building resiliency requirements in the High-Fire Hazard Severity Zone to approximately 1.16 million new acres, and they would expand both current wildfire building and local planning resiliency requirements in the Very High- Fire Hazard Severity Zone to approximately 247,000 new acres. 

    The release of these updated zones and maps, which are expected to be released one region at a time beginning in Northern California, would begin a 120-day clock for local government jurisdictions to adopt local ordinances incorporating the State Fire Marshal’s recommendations.

    The release of these Local Responsibility Area maps would follow last year’s release of equivalent updated zones and maps in the State Responsibility Area, and follow months of planning discussions, including consultation with insurance providers who have developed their own models to determine risk, premiums and coverage that are independent of the state’s Fire Hazard Severity Zone maps.

    Investing in wildfire prevention

    Overall, the state has more than doubled investments in wildfire prevention and landscape resilience efforts, providing more than $2.5 billion in wildfire resilience since 2020, with an additional $1.5 billion from the 2024 Climate Bond to be committed beginning this year for proactive projects that protect communities from wildfire and promote healthy natural landscapes. Of note, since 2021, the State has made strategic investments in at least 61 fuels reduction projects near the Palisades and Eaton fire perimeters through projects treated over 14,500 acres.

    The Newsom Administration has invested $2 billion to support CAL FIRE operations, a 47% increase since 2018, which has helped build CAL FIRE from 5,829 positions to 10,741 in that same period, and the Administration is now implementing shorter workweeks for state firefighters to prioritize firefighter well-being while adding 2,400 additional state firefighters to CAL FIRE’s ranks over the next five years. 

    Augmenting technological advancements and pre-deployment opportunities 

    The Newsom Administration has also overseen the expansion of California’s aerial firefighting fleet, including the addition of more than 16 helicopters with several equipped for night operations, expanded five helitack bases, and assumed ownership of seven C-130 air tankers, making it the largest fleet of its kind globally. 

    California is also leveraging AI-powered tools to spot fires quicker, has deployed the Fire Integrated Real-Time Intelligence System (FIRIS) to provide real-time mapping of wildfires, and has partnered with the U.S. Department of Defense to use satellites for wildfire detection and invested in LiDAR technology to create detailed 3D maps of high-risk areas, helping firefighters better understand and navigate complex terrains. 

    In anticipation of severe fire weather conditions in early January 2025, Cal OES approved the prepositioning of 65 fire engines, as well as more than 120 additional firefighting resources and personnel in Los Angeles, Orange, Santa Barbara, Ventura, Riverside, San Bernardino, and San Diego counties, and CAL FIRE moved firefighting resources to Southern California including 45 additional engines and six hand crews to the region. 

    During the wildfires, California was able to mobilize more than 16,000 personnel including firefighters, National Guard servicemembers, California Highway Patrol officers and transportation teams to support the response to the Los Angeles firestorms, and more than 2,000 firefighting apparatus composed of engines, aircraft, dozers and water tenders to aid in putting out the fires. 

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    What they’re saying: 

    • Sacramento Mayor Darrell Steinberg, original author of the Mental Health Services Act: “Twenty years ago, I never could have dreamed that we would have the strong leadership we have today, committing billions and making courageous policy changes that question the conventional wisdom on mental health. Now, with the passage of Proposition 1. California is delivering on decades old promises to help people living with brain-based illnesses, to live better lives, to live independently and to live with dignity in our communities. This is a historic moment and the hard work is ahead of us.“
    • Senator Susan Eggman (D-Stockton), author of Senate Bill 326: “Today marks a day of hope for thousands of Californians who are struggling with mental illness – many of whom are living unhoused. I am tremendously grateful to my fellow Californian’s for passing this important measure.  And I am very appreciative of this Governor’s leadership to transform our behavioral health care system!”
    • Assemblymember Jacqui Irwin (D-Thousand Oaks), author of Assembly Bill 531: “This started as an audacious proposal to address the root cause of homelessness and today, Californians can be proud to know that they did the right thing by passing Proposition 1. Now, it’s time for all of us to get to work, and make sure these reforms are implemented and that we see results.”

    Bigger picture: Transforming the Mental Health Services Act into the Behavioral Health Services Act and building more community mental health treatment sites and supportive housing is the last main pillar of Governor Newsom’s Mental Health Movement – pulling together significant recent reforms like 988 crisis line, CalHOPE, CARE Court, conservatorship reform, CalAIM behavioral health expansion (including mobile crisis care and telehealth), Medi-Cal expansion to all low-income Californians, Children and Youth Behavioral Health Initiative (including expanding services in schools and on-line), Older Adult Behavioral Health Initiative, Veterans Mental Health Initiative, Behavioral Health Community Infrastructure Program, Behavioral Health Bridge Housing, Health Care Workforce for All and more.

    More details on next step here

    Recent news

    Feb 6, 2025

    News What you need to know: Building on yesterday’s positive meetings on Capitol Hill and with President Trump, Governor Newsom continued his bipartisan outreach in meetings with House and Senate leadership that focused on securing critical disaster aid for the…

    Feb 6, 2025

    News What you need to know: Governor Gavin Newsom today announced he will issue an executive order to harden communities from wind-propelled wildfires that turn into urban firestorms.  Washington, D.C. — After meeting with key state and federal leaders on recovery…

    Feb 5, 2025

    News What you need to know: Governor Gavin Newsom traveled to Washington, DC to meet with President Trump and members of Congress — focusing on securing critical disaster aid for the survivors of the Los Angeles fires and ensuring impacted families who lost their…

    MIL OSI USA News –

  • MIL-OSI USA: Governor Newsom meets with bipartisan U.S. House and U.S. Senate leaders on disaster relief for LA firestorm survivors

    Source: US State of California 2

    Feb 6, 2025

    What you need to know: Building on yesterday’s positive meetings on Capitol Hill and with President Trump, Governor Newsom continued his bipartisan outreach in meetings with House and Senate leadership that focused on securing critical disaster aid for the survivors of the Los Angeles fires and ensuring impacted families who lost their homes and livelihoods have the support they need to rebuild and recover.

    WASHINGTON, DC — Today, Governor Gavin Newsom continued his efforts to secure critical federal disaster aid to support survivors of last month’s firestorms in the Los Angeles area. On Capitol Hill, Governor Newsom met with members from both sides of the aisle in both the U.S. House of Representatives and the U.S. Senate.

    Supporting Americans in their time of need is what this country has always done, and in California’s time of need we are seeking the same support and commitment we have provided others. This will take all of us, and I am committed, as I always have been, to working with everyone and anyone to see that Californians have the support and resources they need to recover and rebuild.

    Governor Gavin Newsom

    In the morning, Governor Newsom met with Representative Tom Cole (R), Chair of the House Appropriations Committee. The House Appropriations Committee plays a crucial role in disaster aid by determining the level of funding allocated for disaster response, recovery, and preparedness.

    In the afternoon, Governor Newsom met with New York Senator Chuck Schumer (D), Senate Minority Leader.

    Today’s meetings build on a successful day on Capitol Hill and at the White House, where Governor Newsom had a lengthy and very productive meeting with President Donald Trump as well as more than 10 Republicans and Democrats in Congress — including bipartisan meetings with California’s Congressional Delegation.

    The Governor continues to take action to support the survivors across Southern California — cutting red tape, providing key relief, and ensuring bolstered support for those in need.

    Stay up to date on the Governor’s actions here.

    Press Releases, Recent News

    Recent news

    Feb 6, 2025

    News What you need to know: Governor Gavin Newsom today announced he will issue an executive order to harden communities from wind-propelled wildfires that turn into urban firestorms.  Washington, D.C. — After meeting with key state and federal leaders on recovery…

    Feb 5, 2025

    News What you need to know: Governor Gavin Newsom traveled to Washington, DC to meet with President Trump and members of Congress — focusing on securing critical disaster aid for the survivors of the Los Angeles fires and ensuring impacted families who lost their…

    Feb 5, 2025

    News What you need to know: Governor Newsom has taken unprecedented action to cut red tape and remove regulatory barriers to help Los Angeles recover and rebuild quickly – including by suspending CEQA and Coastal Act permitting requirements. LOS ANGELES — In response…

    MIL OSI USA News –

  • MIL-OSI Global: We Do Not Part by Han Kang: a haunting story which forces the reader to remember a horrific incident in Korea’s past that it tried to erase

    Source: The Conversation – UK – By Hyunseon Lee, Professorial Research Associate at Department of East Asian Languages and Cultures, and Centre for Creative Industries, Media and Screen Studies, SOAS, University of London

    Jeju inhabitants awaiting execution in late 1948 wikimedia, CC BY

    We Do Not Part is the latest book by Korean writer Han Kang, who won the Nobel prize in literature in 2024. The book begins in fragments that ebb between dark dream, waking nightmare and memories of how the book’s protagonist Kyungha got to this terrible way of living.

    Even for those who do not know much about Korean history, it is fairly clear that something awful has changed Kyungha. When she closes her eyes images of women clutching children, black tree trunks jutting like limbs from the earth and so much snow flood into her mind.

    This experience has sapped all life from Kyungha and she is, when we meet her, simply waiting for death. That is, until her friend Inseon injures herself and asks Kyungha to travel to her home on the island of Jeju, south of mainland Korea, to look after her beloved pet bird, Ama.

    When she gets there, a violent snowstorm leaves her trapped in Inseon’s compound. Here, she stumbles upon the investigation into her friend’s family and its connection to the Jeju 4.3 massacre in the 1940s.

    In the early morning of April 3 1948, 359 members of the South Korean Workers’ Party and partisans carried out attacks on 12 police facilities and the homes of conservative leaders. They killed 12 people, including family members, before fleeing to the Halla Mountains. The term “Jeju 4.3” came from the date the incident is considered by many to have begun, even though it officially lasted from March 1 1947 to September 21 1954.

    Looking for something good? Cut through the noise with a carefully curated selection of the latest releases, live events and exhibitions, straight to your inbox every fortnight, on Fridays. Sign up here.

    What followed was a massive counterinsurgency operation by the South Korean government (with US backing) to exterminate communists and their sympathisers on the island. While officially numbers are still not known, it is believed that more than 30,000 Jeju people (10% of Jeju’s population at the time), including women and children, were killed.

    In We Do Not Part, we find out that Inseon’s mother, who died several years earlier, was a survivor of Jeju 4.3. Han Kang’s impressive approach to presenting the memories of Jeju 4.3 is multi-layered, subtle, fragmentary and contains a high degree of sensitivity as she recounts the massacre from the perspective of Inseon and her mother.

    Inseon is part of a what the Holocaust and cultural memory scholar Marianne Hirsch termed the “postmemory generation”. She is the child of a survivor who has inherited a “catastrophic [history] not through direct recollection but through haunting postmemories”.

    Inseon has absorbed the stories of her mother as her own. For instance, in one of the first extracts of Inseon’s memories she speaks of her mother and her sister finding their family dead in the snow.

    I remember her. The girl roaming the schoolyard, searching well into the evening. A child of 13 clinging to her 17-year-old sister as if her sister wasn’t a child herself, hanging on by a sleeve, too scared to see but unable to look away.

    However, Inseon doesn’t remember. She wasn’t there. But, as Hirsch writes of the postmemory generation, such distinct “memories” are mediated by “imaginative investments, projections and creations”.

    Han Kang’s skilful use of Inseon’s postmemory carefully gives voice to the feelings of Inseon’s mother. Han Kang does this through presenting these in fragments that recount first Inseon’s investigative work, and then Inseon’s mother’s research into the family’s losses. These are inserted in passages of recounted conversations, writing and descriptions of photographs and films.

    These pieces are scattered amid Kyungha’s time in the dreamlike and snow buried compound. The intermingling of past and present, dream and reality, art and life creates an almost hallucinatory quality where the edges blur as Kyungha inherits Inseon’s memories – which she inherited from her mother. In each transference, these stories become new.

    This retelling and remembering is important. The 1947 to 1949 uprising is considered by some historians, particularly the American historian Bruce Cummings, as the precursor to the Korean civil war, which left the country divided into North and South. However, for almost 50 years, the very existence of the massacre was officially censored and repressed.

    It was only in 2000s that the incident was recognised and the National Committee for Investigation of the Truth about the Jeju 4.3 Incident was established. In 2003, then-president Roh Moo-hyun apologised for the deaths of the innocents and the state repression against the survivors, who had been severely stigmatised as enemies of the state and branded “red insurgents” (pokto).

    Hang Kang’s novel makes it clear that Jeju 4.3 is not simply an issue of the past, but one of the present that persists and lives on in the lives of all who it has touched. Inseon was born the only daughter of a mother who witnessed the massacre and a father who survived, not only on Jeju, but also afterwards on the Korean mainland. This parentage means she cannot forget nor repress it, it constantly intrudes into her life.

    Han Kang urges the public to bear witness, the reader does so through Kyungha. As she delves into the history through memory and official documents, we too do the same. In this act of reading we remember and name the tragedy.

    Ultimately, this becomes an act of commemoration of the victims whose spirits still seem unable to leave this life as they remain on the island in the form of wind, birds, trees, snow and sea. We see, as Kyungha sees, Jeju 4.3 has left too much pain and too many scars on the souls for them to forget and leave.

    We Do Not Part is captivating, moving and from sentence to sentence Han Kang’s sensitive approach to Jeju 4.3 makes us reflect on why we still need to remember and commemorate this tragedy and the many others that still go ignored.

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

    – ref. We Do Not Part by Han Kang: a haunting story which forces the reader to remember a horrific incident in Korea’s past that it tried to erase – https://theconversation.com/we-do-not-part-by-han-kang-a-haunting-story-which-forces-the-reader-to-remember-a-horrific-incident-in-koreas-past-that-it-tried-to-erase-249200

    MIL OSI – Global Reports –

  • MIL-OSI Asia-Pac: ESTABLISHMENT OF CRIDA MISSION OFFICE IN MARATHWADA REGION

    Source: Government of India

    Posted On: 07 FEB 2025 4:46PM by PIB Delhi

    ICAR- CRIDA is working in the Marathwada region of Maharashtra extensively and directly in three different ways with an overall aim to conduct essential and strategic research on dryland agriculture (through All India Coordinated Research Project on Dry Land Agriculture (AICRPDA) and All India Coordinated Research Project on Agro-Meteorology (AICRPAM) centres and utilize its results in the Marathwada Region to assist struggling farmers through National Innovations in Climate Resilient Agriculture – Technology demonstration component (NICRA-TDC):

    (1). AICRPDA Parbhani centre located in Marathwada region is working for evaluation and establishment of region-specific crops and cropping systems; rainwater management; nutrient management; energy management; alternate land use management and Rainfed Integrated Farming Systems (RIFS).

    (2). AICRPAM Parbhani centre located in Marathwada region is working in the area of resource characterization; establishing crop-weather-insect-pest relationship of major crops in Marathwada region, and dissemination of region based agro-met advisories.

    (3). Jalna, Latur and Osmanabad centres of NICRA-TDC through the KVKs situated in the Marathwada region are upscaling the climate resilient technologies in the region under four modules, i.e., natural resource management, crops and cropping system, livestock, village level institutions, capacity building etc. The major technologies which are being upscaled in the region are short duration and drought escaping soybean variety (MAUS-158); short duration pigeonpea variety (BDN-711) for the frequently drought prone regions; stress tolerant variety of safflower (PBNS-12) for receding moisture conditions; stress tolerant rabi sorghum variety (Parbhani Moti); Intercropping systems for stabilizing production and to minimize risk in drought prone-regions for risk minimization in frequently drought prone regions of Maharashtra to assist struggling farmers.     

    The proposal to establish a mission office in Marathwada region of Maharashtra is not under consideration.

    ICAR-IGFRI has developed Fodder Resource Development Plan for Maharashtra including Marathwada Region focused on aiding farmers in distress.  This Plan helped in reducing the gap of 31.3% shortage of dry fodder and 59.4% shortage of green fodder in Maharashtra. To further add the forage availability, a policy was developed for Indian Rangeland and Grassland Conservation, Restoration and Sustenance, which helped in rejuvenating the grasslands of Maharashtra.

    Further, Two Centres of All India Coordinated Research Project on Forage Crops and Utilization (AICRP-FC&U) supported from ICAR are already working at Pune and Rahuri, to generate and disseminate the technologies for whole of the Maharashtra including Marathwada region on fodder Crops in Rabi and Kharif season on Farmers’ Field.

    During the last five years, more than 50 varieties in different fodder crops have been developed and recommended by AICRP-FC&U and ICAR-IGFRI for the cultivation in the different parts of Maharashtra.

    This information was given by Minister of State for Agriculture and Farmers Welfare, Shri Bhagirath Choudhary in a written reply in Rajya Sabha today.

    ******

     MG/KSR

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    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: INITIATIVES TO PROMOTE SUSTAINABLE FARMING PRACTICES AND RESILIENCE AGAINST CLIMATE CHANGE

    Source: Government of India

    Posted On: 07 FEB 2025 4:45PM by PIB Delhi

    The Government through ICAR flagship network project ‘National Innovations in Climate Resilient Agriculture’ (NICRA) develop and promotes climate resilient agricultural technologies in 151 climatically vulnerable districts spread across the country, which are prone to extreme weather conditions like droughts, floods, frost, heatwaves, etc in light of the challenges posed by climate change. Climate resilient technologies viz., climate resilient varieties, intercropping systems, conservation agriculture, crop diversification, agroforestry systems, zero-till sowing, green manuring, integrated farming systems, integrated nutrient and pest management, organic farming, site specific nutrient management, in-situ moisture conservation, protective irrigation, micro irrigation methods etc. have been developed and demonstrated to large number of farmers through farmers’ participatory approach. Further, these technologies have been documented for 23 States and 3 Union Territories and shared with the State departments for further upscaling and convergence with on-going schemes in the States.

    To promote Precision Agriculture, ICAR has a Network Program on Precision Agriculture (ICAR-NePPA) working at 16 locations to develop ICT based technologies for accelerated profitable and sustainable system through precise use of inputs. Some of the outcomes of the project related to adopting to climate change/ weather aberrations are as, sensor-based soil and crop health monitoring and precision management of inputs (water and fertilizer) using robotics, IoTs and Data analytics; developed technologies for pest and disease monitoring particularly for rice and cotton crops for value added advisories for real time management.

    ICAR operates All India Coordinated Research Programme on Integrated Farming Systems (AICRP-IFS) in 25 States/UTs and All India Network Programme on Organic Farming (AINP-OF) in 16 States to develop sustainable farming practices such as alternate efficient cropping systems, integrated farming systems, organic farming and natural farming to address the challenges posed by climate change. A total of 76 models of integrated farming system (IFS) including 8 integrated organic farming system models for 26 States/UTs and organic farming packages for 80 cropping systems suitable to 16 States have been developed so far.          

    (c):    To help farmers in building resilience against extreme weather events and ensure long-term agricultural sustainability in the country, the Government of India implements National Mission for Sustainable Agriculture (NMSA), which is one of the Missions within the National Action Plan on Climate Change (NAPCC). NMSA has three major components i.e. Rainfed Area Development (RAD); On Farm Water Management (OFWM); and Soil Health Management (SHM). The Government of India provides financial assistance to the states through the NMSA to cope with the adverse impacts of climate change.

    Further, Government has introduced flagship yield based Pradhan Mantri Fasal Bima Yojana (PMFBY) along with Restructured Weather Based Crop Insurance Scheme (RWBCIS) from Kharif 2016 to help farmers build resilience against extreme weather events.

    Through Technology Demonstration component of NICRA, 6,93,629 farmers were benefitted through technology demonstrations and 6,47,735 farmers were benefitted through 23,613 capacity building programs on climate resilient agriculture.

    This information was given by Minister of State for Agriculture and Farmers Welfare, Shri Bhagirath Choudhary in a written reply in Rajya Sabha today.

    ******

     MG/KSR

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    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: Industry Quality Assurance Conclave held in New Delhi

    Source: Government of India

    Industry Quality Assurance Conclave held in New Delhi

    Innovation, collaboration, quality assurance & mindset will play a pivotal role in making India a global leader in defence exports: Secretary (DP)

    Posted On: 07 FEB 2025 4:30PM by PIB Delhi

    The Industry Quality Assurance (QA) Conclave, on the theme ‘Collaborative Quality Assurance: Bridging the Gap Between Industry and Defence’, was held in New Delhi on February 07, 2025. Delivering the keynote address, Secretary (Defence Production) Shri Sanjeev Kumar highlighted India’s strides in defence manufacturing under the Aatmanirbhar Bharat initiative. He underscored the pivotal role of innovation, collaboration, and quality assurance and mindset in making India a global leader in defence exports. The conclave aimed to foster deeper collaborations and innovative strategies between the defence sector & shipbuilding industries to promote indigenisation and excellence in defence manufacturing.

    Chief of Materiel, Indian Navy Vice Admiral Kiran Deshmukh described technical innovation, collaboration, and rigorous testing as key pillars for a robust and quality-driven defence ecosystem. Director General of Quality Assurance Shri N Manoharan highlighted the importance of a strong QA-industry partnership and the need for standardised, innovative, and risk-managed processes to enhance the quality of defence manufacturing. Additional Director General (QA) Warship Production Rear Admiral Iqbal Singh Grewal highlighted the critical role of emerging technologies and streamlined QA processes in achieving excellence in defence manufacturing.

    Discussions at the conclave explored innovative quality assurance practices, including proactive quality control strategies and enhanced collaboration frameworks between defence organizations and the shipbuilding industry. Efficient type testing and certification methods aligned with global best practices to reduce project delays and failures were also presented.

    Participants delved into strategies for balancing QA with project timelines and integrating delay mitigation strategies to ensure timely project completion without compromising quality. The conclave further emphasised the adoption of cutting-edge technologies and their impact on QA processes.

    Organised by the Directorate General of Quality Assurance, the event witnessed participation from senior government officials, industry leaders, naval representatives, and quality assurance professionals. The conclave provided a dynamic platform for knowledge sharing, collaborative brainstorming, and forging meaningful connections among stakeholders, including shipyard executives, QA professionals, policymakers and researchers.

    ****

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  • MIL-OSI United Kingdom: Coming up next week at the London Assembly W/C 10 February

    Source: Mayor of London

    PUBLIC MEETINGS

    Monday 10 February

    Major sporting events in London

    Economy, Culture and Skills Committee – Chamber, City Hall, Kamal Chunchie Way, 2pm

    Analysis from 2021 by London & Partners found that the total economic value generated by the 305 major sporting events held in London between 2017 and 2020 was £1.03 billion.

    The Economy, Culture and Skills Committee will meet to discuss the economic impact of major sporting events in London, looking at the role of the Mayor in bringing more sporting events to the city.

    The guests are:

    Panel 1: 2:00pm-3:30pm:

    • Nick Bitel, Chief Executive Officer, London Marathon Group
    • Mark Camley, Executive Director of Park and Venues, London Legacy Development Corporation
    • Esther Britten MBE, Head of Events and External Affairs, UK Sport
    • Councillor Muhammed Butt, Leader, London Borough of Brent

    Panel 2: 3:35pm-5:00pm:

    • Howard Dawber, Deputy Mayor for Business and Growth
    • Katie Morrison, Interim Assistant Director, External Relations, Greater London Authority (GLA)
    • James Fitzgerald, Host City Programmes Director, GLA
    • Rose Wangen-Jones, Managing Director, Marketing, Destination & Commercial, London & Partners

    MEDIA CONTACT: Anthony Smyth on 07763 251727 / [email protected]

    Tuesday 11 February

    Planning and tall buildings

    Planning and Regeneration Committee – Chamber, City Hall, Kamal Chunchie Way, 10am

    A lot of work looking at the experiences of residents in tall buildings originated in the 1960s and 1970s and focused on social housing. In recent decades, there has been a shift in the types of homes being delivered by tall buildings towards private accommodation.

    The Planning and Regeneration Committee will ask the Deputy Mayor for Planning, and guests from the Greater London Authority (GLA) and London Boroughs about how they set policies and take decisions around the delivery of tall buildings in London.

    The guests are:

    Panel 1: 10am – 11.15am:

    • Michael Ritchie, Place Shaping Manager, London Borough of Tower Hamlets
    • Michael Forrester, Head of Development Management, London Borough of Lewisham

    Panel 2: 11.30am – 12.30pm:

    • Jules Pipe CBE, Deputy Mayor for Planning, Regeneration and the Fire Service
    • Alan Smithies, Principal Strategic Planner, GLA

    MEDIA CONTACT: Josh Hunt on 07763 252310 / [email protected]

    Wednesday 12 February

    Q&A with the Met Commissioner

    Police and Crime Committee – Chamber, City Hall, Kamal Chunchie Way, 10am

    In the Met Police Commissioner’s December report for the London Policing Board, it was highlighted that a series of “tough choices” may have to be implemented to meet the expected budget gap of £450m in the Met’s 2025-26 budget.

    The Police and Crime Committee will question the Met Police Commissioner on these “tough choices”, whether they will save the amount of money required, and how the Met will secure further funding to minimise these cuts. The Committee will also explore grooming gangs and stop and search. 

    The guests are:

    • Sir Mark Rowley, Commissioner of the Metropolitan Police
    • Kaya Comer-Shwartz, Deputy Mayor for Policing and Crime

    MEDIA CONTACT: Anthony Smyth on 07763 251727 / [email protected]

    Thursday 13 February

    London Fire Brigade Plenary

    All Assembly meeting – Chamber, City Hall, Kamal Chunchie Way, 10am

    What are the key priorities for the London Fire Brigade this year?

    Assembly Members will ask questions about building safety, Lithium-ion battery powered E-bikes and E-scooters, EV buses fire risk, home fire safety visits and more.

    The guests are:

    • Jules Pipe CBE, Deputy Mayor for Planning, Regeneration and the Fire Service
    • Andy Roe KFSM, London Fire Brigade Commissioner

    MEDIA CONTACT: Alison Bell on 07887 832 918 / [email protected] 

    MIL OSI United Kingdom –

  • MIL-OSI Video: Democratic Republic of the Congo, Palestine & other topics – Daily Press Briefing | United Nations

    Source: United Nations (Video News)

    Noon briefing by Farhan Haq, Deputy Spokesperson for the Secretary-General.

    Highlights:

    – Secretary-General
    – Occupied Palestinian Territory
    – Sudan
    – Central African Republic
    – Air Pollution
    – Female Genital Mutilation
    – Financial Contribution

    SECRETARY-GENERAL
    This morning, in a press encounter, the Secretary-General made a special appeal for peace in the Democratic Republic of the Congo, ahead of a summit tomorrow with the leaders from the East African Community and the Southern African Development Community in Tanzania. He added that next week in Addis Ababa, he will take part in a Summit-level meeting of the African Union Peace and Security Council where the crisis will be front and centre.
    The Secretary-General said his message is clear: Silence the guns. Stop the escalation. Respect the sovereignty and territorial integrity of the Democratic Republic of the Congo. Uphold international human rights law and international humanitarian law.

    OCCUPIED PALESTINIAN TERRITORY
    The Under-Secretary-General for Humanitarian Affairs, Tom Fletcher, accompanied a UN aid convoy into the Gaza Strip today, where the UN and its partners continue responding to immense needs as part of a prepared scaling up of our operations.
    In northern Gaza, Mr. Fletcher toured two hospitals – Al Shifa in Gaza City and Al Awda in Jabalya – where he met with patients, staff and management. Leaving the Al Awda hospital, Mr. Fletcher spoke with survivors and returnees in Jabalya who are trying to rebuild their lives amid the rubble.
    The Under-Secretary-General also visited the only operational water well in North Gaza governorate. This well, which is run by theUnite d Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) serves as a crucial lifeline for clean water, given the extensive destruction of Gaza’s water infrastructure. From the north of the Strip, the Under-Secretary-General crossed the Netzarim area into Deir al Balah in central Gaza.
    Throughout his visit, Mr. Fletcher held discussions with humanitarian workers from local and international non-governmental organizations, as well as UN agencies, stressing the need to seize the opportunities presented by the ceasefire to sustain and expand relief efforts.
    Partners of the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) supporting water, sanitation and hygiene services report that they are distributing 2,500 cubic metres of safe drinking water daily across Gaza and North Gaza governorates, serving 411,000 people. One of our partners is also providing cleaning services at 17 displacement sites in northern Gaza, benefiting nearly 12,000 people.
    Water, sanitation and hygiene partners are carrying out assessments in locations across the Strip to repair water wells, install dosing pumps, and set up water filling points.
    While some repairs are already underway, further progress hinges on teams being able to clear debris and carry out assessments of explosive hazards.
    Meanwhile in the West Bank, OCHA reports that Israeli forces’ operations are intensifying in Jenin, Tulkarm and Tubas, severely restricting Palestinians’ access to essential assistance, including water, food, medicine and supplies for infants.
    In Tubas governorate, Israeli forces have been operating in the El Far’a refugee camp for five consecutive days. They have imposed a curfew, reportedly prohibiting residents from leaving their homes. They also bulldozed roads and damaged water networks, forcing residents to rely on collecting rainwater.

    SUDAN
    The Resident and Humanitarian Coordinator in Sudan, Clementine Nkweta-Salami, today warned that South Kordofan and Blue Nile States are on the brink of catastrophe, as the violence there continues to escalate at an alarming rate.
    As of yesterday, the civilian death toll following recent shelling in South Kordofan’s capital Kadugli had increased to 80, with some three dozen others injured.
    In a statement, Ms. Nkweta-Salami condemned the reported use of women and children as human shields in Kadugli, as well as the obstruction of humanitarian aid and the detention of civilians, including children.
    The western Nuba Mountains, which extend into South Kordofan and West Kordofan States, are among the areas in which famine has been identified by the Famine Review Committee of the International Food Security Phase Classification system, or IPC.
    Ms. Nkweta-Salami stressed that humanitarian needs also remain critical in Blue Nile State, amid reports of mass mobilization for conflict. She also called on all sides to the conflict in Sudan to de-escalate tensions, protect civilians and civilian infrastructure, and allow humanitarian organizations safe and unrestricted access to those in desperate need.

    Full Highlights: https://www.un.org/sg/en/content/ossg/noon-briefing-highlight?date%5Bvalue%5D%5Bdate%5D=06+February+2025

    https://www.youtube.com/watch?v=6MYbKGAp7Y0

    MIL OSI Video –

  • MIL-OSI Video: Urban Search and Rescue (US&R) Task Force 3 operation in LA wildfires

    Source: United States of America – Federal Government Departments (video statements)

    Urban Search and Rescue (US&R) Task Force 3 explains about the search and rescue operation to support the wildfire recovery efforts in Los Angeles.

    https://www.youtube.com/watch?v=C3EavU8T_Vg

    MIL OSI Video –

  • MIL-OSI China: The Spring Festival: A global gateway to understanding China

    Source: People’s Republic of China – State Council News

    BEIJING, Feb. 7 — As the world ushers in the Year of the Snake on the Chinese lunar calendar, the Spring Festival has expanded beyond its traditional roots to become a global phenomenon, offering a window through which people around the world can learn about China’s cultural ethos and contemporary dynamism.

    To mark the Chinese New Year, the London Eye was lit up in auspicious red, while Dubai’s Burj Khalifa dazzled with festive projections. Global iconic landmarks joined China in celebrating a millennia-old tradition. Additionally, the festival’s global imprint extends beyond the lights: dragon dances, temple fairs and other activities were held across the world.

    This year’s Spring Festival is the first since its inscription on the UNESCO intangible cultural heritage list. The Chinese New Year is becoming a festival celebrated across the world. As nearly 20 nations recognize the Spring Festival as an official holiday and some 200 countries hold celebrations, this cultural event reflects humanity’s shared yearning for renewal and connection.

    China’s expanded visa-free travel policies have amplified this cultural exchange, enabling more international travelers to visit China and immerse themselves in the festival’s rich customs.

    Foreign visitors have experienced not just festive fireworks, but the profound values embedded in the tradition: familial bonds that transcend borders, the harmony between humanity and nature, and an emphasis on social cohesion. These values resonate across cultures, dismantle stereotypes and nurture mutual cultural appreciation.

    “The Spring Festival Gala,” an annual TV program broadcast live and watched by billions worldwide, epitomizes China’s cultural appeal. The 2025 gala featured the performances of U.S. band OneRepublic and Peruvian artists, demonstrating artistic dialogue between East and West.

    The televised extravaganza also offers a glimpse of the integration of tradition and modernity as well as technological progress in the country. AI-powered robots performed a synchronized dance in embroidered jackets during the show, showcasing China’s fusion of heritage and cutting-edge technology, and the openness, inclusiveness and innovation of Chinese culture.

    Beyond culture, this year’s Spring Festival illuminated China’s economic resilience amid global economic headwinds.

    The eight-day holiday saw year-on-year increases in tourist numbers and expenditure, as well as record box office revenue. Boosted by trade-in programs and other policies, the sales of home appliances and communication equipment at key retailers jumped during the festival, reflecting the vibrancy of China’s consumption market.

    In Chinese culture, the snake symbolizes agility, wisdom and vitality. As the world is fraught with growing uncertainties and regional frictions, the Spring Festival, an age-old tradition that perpetually rejuvenates itself, serves as a unique portal to a dynamically evolving China.

    Moreover, the values enshrined within the Spring Festival not only act as a guiding light for individuals, but also hold the potential to foster deeper mutual understanding among different cultures and promote world peace and prosperity.

    MIL OSI China News –

  • MIL-OSI China: China’s homegrown AG600M amphibious aircraft complete first test flights in year of Snake

    Source: People’s Republic of China – State Council News

    China’s homegrown AG600M amphibious aircraft complete first test flights in year of Snake

    XI’AN, Feb. 7 — Three AG600M “Kunlong” large amphibious aircraft, independently developed by the Aviation Industry Corporation of China (AVIC), have concluded another round of test flights recently, marking a critical step toward airworthiness certification, AVIC has announced.

    With the support of some 500 members of the aircraft research team, the mission was carried out on Monday at the AVIC civil aircraft test flight center in Pucheng, northwest China’s Shaanxi Province. Throughout the process, the three aircraft underwent rigorous assessment tests, including flight control failure simulations, ice formation condition tests, and checks following upgrades to its avionics systems.

    All three planes safely returned to the tarmac after completing the mission, AVIC said on Thursday.

    These tests validated the aircraft’s performance and safety, laying a solid foundation for subsequent airworthiness certification efforts, it said.

    The AG600 family of amphibious aircraft is a cornerstone of China’s efforts to bolster its emergency response capabilities. Designed to meet civil airworthiness standards, it is the country’s first homegrown large special-purpose aircraft of such kind for firefighting, maritime rescue, and disaster relief operations.

    As an upgraded variant, the AG600M boasts enhanced performance: a maximum takeoff weight of 60 tonnes, a 12-tonne water-carrying capacity, and a fight range of 4,500 kilometers. Its low-speed, short-runway capabilities make it ideal for complex missions, such as dousing wildfires or conducting open-sea rescues.

    The AG600M prototype completed its first test landing on land in May 2022, followed by a successful landing on water for the first time in August that same year.

    MIL OSI China News –

  • MIL-OSI Global: DRC conflict: talks have failed to bring peace. Is it time to try sanctions?

    Source: The Conversation – Africa – By Patrick Hajayandi, Research Affiliate, University of Pretoria

    The crisis in the eastern Democratic Republic of Congo (DRC) escalated at the end of January 2025 when Goma, the capital of the province of North Kivu, fell to Rwanda-backed M23 rebels.

    The civilian population is paying a heavy price as a result of ongoing violence, despite a series of initiatives aimed at creating conditions for peace. Since the re-emergence of the M23 in November 2021, violent clashes with the Congolese army have led to thousands of deaths and displaced more than one million people in North Kivu province alone.

    Patrick Hajayandi, whose research focuses on peacebuilding and regional reconciliation, examines previous attempts at finding peace in eastern DRC – and what needs to happen next.

    What efforts have been made by the DRC and Rwanda to ease tensions?

    The eastern DRC has become the site of renewed tensions between Kigali and Kinshasa. Rwanda lies to the east of the DRC. The two nations share a border of about 217 kilometres.

    Kigali accuses the DRC of hosting the Democratic Forces for the Liberation of Rwanda, the largest illegal armed group operating in the conflict area. Better known by its French acronym, FDLR, the group has stated its intention to overthrow the Rwandan government.

    On the other hand, Kinshasa accuses Rwanda of supporting and arming the M23, which seeks to control the two Kivu provinces, North and South. The involvement of the Rwandan Defence Forces in direct combat alongside the M23, corroborated by UN experts, has escalated the spread of violence.

    Despite current tensions between Kinshasa and Kigali, a few years ago the two governments engaged in collaborative efforts to solve the problem posed by the numerous armed groups operating in eastern DRC.

    Such efforts included two joint operations with Congolese and Rwandan forces aimed at neutralising the FDLR. These joint operations in 2008 and 2009 were known as Operation Kimia and Umoja Wetu. In 2019 and 2020, soon after he took power, President Felix Tshisekedi allowed the Rwandan army to conduct operations against the FDLR in Congolese territory.

    However, in recent years, relations have soured badly between Kinshasa and Kigali. This has led to regional efforts to broker peace.

    Why has it been so difficult for regional actors to broker peace in the DRC?

    The first complicating factor relates to the different roles that regional actors play in the DRC.

    The involvement of a multitude of countries points to the complexity underlying the conflict and the diverse geopolitical interests. The DRC shares a border with nine countries: Angola, Burundi, the Central African Republic, the Republic of Congo, Rwanda, South Sudan, Tanzania, Uganda and Zambia.

    In 2022, the African Union asked Angolan president João Lourenço to mediate between the DRC and Rwanda. The process he oversees is known as the Luanda Process and seeks to defuse the escalation of violence across the region. In particular, it has sought to reduce tensions between Kigali and Kinshasa.

    The East African Community is directly involved in peace initiatives to restore peace in DRC. It has appointed former Kenyan president Uhuru Kenyatta to lead what is called the Nairobi Process.



    Read more:
    DRC-Rwanda crisis: what’s needed to prevent a regional war

    The DRC has rebuffed the East African Community’s reconciliation efforts. And Rwanda recently criticised both processes, suggesting the country had lost confidence in the ability of Lourenço and Kenyatta to find a solution.

    In May 2023, the Southern African Development Community, of which the DRC is a member state, deployed a peace mission. This followed the exit of troops from the East African Community.

    Other countries play different roles directly or indirectly in various missions in the DRC. Burundi is supporting military operations there under the framework of bilateral agreements in the defence sector. Uganda also deployed troops, ostensibly in pursuit of jihadist-backed armed rebels three years ago. However, this deployment has been a destabilising factor, with Kampala facing accusations of supporting the M23.

    What have been the main hurdles in the way of these initiatives?

    The East African Community Regional Force was deployed to pursue peace in eastern DRC as part of the Nairobi Process. However, this mission was cut short due to four main challenges:

    • differences over mission objectives: the DRC government believed that the East African Community Regional Force would militarily confront M23 rebels. But the force had different objectives. As indicated by its commander, the deployment was to focus on overseeing the implementation of a political agreement, not run a military confrontation.

    • contrasting views among the leaders of the East African Community member states on how to address the DRC’s crisis: the DRC and Rwanda are both members of the community. Rwanda is vocal about stopping the persecution of Congolese Tutsi in the DRC. However, there is a growing perception that Rwanda is supporting the M23 as a proxy force to allow it to control mineral resources. This has stalled reconciliation efforts.

    • a lack of financial support for the talks: the African Union and regional bodies don’t have enough funding to support the interventions required to make meaningful progress.

    The Luanda Process has not been able to bring tangible results either. The reasons for this failure include bad faith from the parties involved. This was reflected in the continued capture of territories by Rwanda-backed M23 rebels, despite a July 2024 ceasefire.

    After the January 2025 seizure of Goma and wave of deaths and displacement that followed, the M23 declared another ceasefire. Whether it will hold remains to be seen.

    Rwanda’s behaviour in the ongoing conflict is complicating peace efforts. Kigali continues to deny supporting the M23 armed group. But it is participating in negotiations that involve the M23 and the DRC government. These contradictions make it difficult to know exactly who must be held responsible when, for example, a ceasefire is violated.

    What’s required to give peace in the DRC a chance?

    The current peace initiatives have been ineffective; they are routinely violated. What is needed is real pressure on the actors involved in spreading violence, forcing them to halt their destructive activities.

    Congolese Nobel Prize winner Denis Mukwege, for example, has called for diplomatic and economic measures to end the aggression in the DRC. This would mean implementing sanctions and aid conditionalities in both Kigali and Kinshasa against the military and political leaders orchestrating violence against civilian populations.

    Interventions should also include addressing structural causes of the conflict in the DRC, including resource exploitation.

    There is also a need to address impunity as an essential step towards lasting peace. Rwanda must not continue to support an armed group that is attacking a neighbour. Kigali needs to be held accountable. International pressure is essential in halting attacks. The DRC government must also play its role as a guarantor of security for all its citizens.

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

    – ref. DRC conflict: talks have failed to bring peace. Is it time to try sanctions? – https://theconversation.com/drc-conflict-talks-have-failed-to-bring-peace-is-it-time-to-try-sanctions-248792

    MIL OSI – Global Reports –

  • MIL-OSI Africa: DRC conflict: talks have failed to bring peace. Is it time to try sanctions?

    Source: The Conversation – Africa – By Patrick Hajayandi, Research Affiliate, University of Pretoria

    The crisis in the eastern Democratic Republic of Congo (DRC) escalated at the end of January 2025 when Goma, the capital of the province of North Kivu, fell to Rwanda-backed M23 rebels.

    The civilian population is paying a heavy price as a result of ongoing violence, despite a series of initiatives aimed at creating conditions for peace. Since the re-emergence of the M23 in November 2021, violent clashes with the Congolese army have led to thousands of deaths and displaced more than one million people in North Kivu province alone.

    Patrick Hajayandi, whose research focuses on peacebuilding and regional reconciliation, examines previous attempts at finding peace in eastern DRC – and what needs to happen next.

    What efforts have been made by the DRC and Rwanda to ease tensions?

    The eastern DRC has become the site of renewed tensions between Kigali and Kinshasa. Rwanda lies to the east of the DRC. The two nations share a border of about 217 kilometres.

    Kigali accuses the DRC of hosting the Democratic Forces for the Liberation of Rwanda, the largest illegal armed group operating in the conflict area. Better known by its French acronym, FDLR, the group has stated its intention to overthrow the Rwandan government.

    On the other hand, Kinshasa accuses Rwanda of supporting and arming the M23, which seeks to control the two Kivu provinces, North and South. The involvement of the Rwandan Defence Forces in direct combat alongside the M23, corroborated by UN experts, has escalated the spread of violence.

    Despite current tensions between Kinshasa and Kigali, a few years ago the two governments engaged in collaborative efforts to solve the problem posed by the numerous armed groups operating in eastern DRC.

    Such efforts included two joint operations with Congolese and Rwandan forces aimed at neutralising the FDLR. These joint operations in 2008 and 2009 were known as Operation Kimia and Umoja Wetu. In 2019 and 2020, soon after he took power, President Felix Tshisekedi allowed the Rwandan army to conduct operations against the FDLR in Congolese territory.

    However, in recent years, relations have soured badly between Kinshasa and Kigali. This has led to regional efforts to broker peace.

    Why has it been so difficult for regional actors to broker peace in the DRC?

    The first complicating factor relates to the different roles that regional actors play in the DRC.

    The involvement of a multitude of countries points to the complexity underlying the conflict and the diverse geopolitical interests. The DRC shares a border with nine countries: Angola, Burundi, the Central African Republic, the Republic of Congo, Rwanda, South Sudan, Tanzania, Uganda and Zambia.

    In 2022, the African Union asked Angolan president João Lourenço to mediate between the DRC and Rwanda. The process he oversees is known as the Luanda Process and seeks to defuse the escalation of violence across the region. In particular, it has sought to reduce tensions between Kigali and Kinshasa.

    The East African Community is directly involved in peace initiatives to restore peace in DRC. It has appointed former Kenyan president Uhuru Kenyatta to lead what is called the Nairobi Process.

    Read more: DRC-Rwanda crisis: what’s needed to prevent a regional war

    The DRC has rebuffed the East African Community’s reconciliation efforts. And Rwanda recently criticised both processes, suggesting the country had lost confidence in the ability of Lourenço and Kenyatta to find a solution.

    In May 2023, the Southern African Development Community, of which the DRC is a member state, deployed a peace mission. This followed the exit of troops from the East African Community.

    Other countries play different roles directly or indirectly in various missions in the DRC. Burundi is supporting military operations there under the framework of bilateral agreements in the defence sector. Uganda also deployed troops, ostensibly in pursuit of jihadist-backed armed rebels three years ago. However, this deployment has been a destabilising factor, with Kampala facing accusations of supporting the M23.

    What have been the main hurdles in the way of these initiatives?

    The East African Community Regional Force was deployed to pursue peace in eastern DRC as part of the Nairobi Process. However, this mission was cut short due to four main challenges:

    • differences over mission objectives: the DRC government believed that the East African Community Regional Force would militarily confront M23 rebels. But the force had different objectives. As indicated by its commander, the deployment was to focus on overseeing the implementation of a political agreement, not run a military confrontation.

    • contrasting views among the leaders of the East African Community member states on how to address the DRC’s crisis: the DRC and Rwanda are both members of the community. Rwanda is vocal about stopping the persecution of Congolese Tutsi in the DRC. However, there is a growing perception that Rwanda is supporting the M23 as a proxy force to allow it to control mineral resources. This has stalled reconciliation efforts.

    • a lack of financial support for the talks: the African Union and regional bodies don’t have enough funding to support the interventions required to make meaningful progress.

    The Luanda Process has not been able to bring tangible results either. The reasons for this failure include bad faith from the parties involved. This was reflected in the continued capture of territories by Rwanda-backed M23 rebels, despite a July 2024 ceasefire.

    After the January 2025 seizure of Goma and wave of deaths and displacement that followed, the M23 declared another ceasefire. Whether it will hold remains to be seen.

    Rwanda’s behaviour in the ongoing conflict is complicating peace efforts. Kigali continues to deny supporting the M23 armed group. But it is participating in negotiations that involve the M23 and the DRC government. These contradictions make it difficult to know exactly who must be held responsible when, for example, a ceasefire is violated.

    What’s required to give peace in the DRC a chance?

    The current peace initiatives have been ineffective; they are routinely violated. What is needed is real pressure on the actors involved in spreading violence, forcing them to halt their destructive activities.

    Congolese Nobel Prize winner Denis Mukwege, for example, has called for diplomatic and economic measures to end the aggression in the DRC. This would mean implementing sanctions and aid conditionalities in both Kigali and Kinshasa against the military and political leaders orchestrating violence against civilian populations.

    Interventions should also include addressing structural causes of the conflict in the DRC, including resource exploitation.

    There is also a need to address impunity as an essential step towards lasting peace. Rwanda must not continue to support an armed group that is attacking a neighbour. Kigali needs to be held accountable. International pressure is essential in halting attacks. The DRC government must also play its role as a guarantor of security for all its citizens.

    – DRC conflict: talks have failed to bring peace. Is it time to try sanctions?
    – https://theconversation.com/drc-conflict-talks-have-failed-to-bring-peace-is-it-time-to-try-sanctions-248792

    MIL OSI Africa –

  • MIL-OSI Australia: Man charged following firearms incident

    Source: Tasmania Police

    Man charged following firearms incident

    Friday, 7 February 2025 – 5:41 pm.

    A 22 year old Berriedale man has been charged with firearms offences following an incident in Rosetta last night between two people known to one another.Police allege the man went to an address in Marys Hope Road, Rosetta, where a firearm was discharged, about 9pm.Another man at the address received a non-life threatening injury to the hand and attended hospital for treatment.Police attended the scene and commenced an investigation.Later that night police, along with specialist resources, attended an address in Berriedale where a man was arrested in relation to the incident.The man was charged with wounding, destroy property, breach of bail, attempt to breach family violence order, unlawfully set fire to property and numerous firearm offences.He has been detained to appear in the Hobart Magistrates Court tomorrow.

    MIL OSI News –

  • MIL-OSI Australia: Two men charged after drugs and firearms seizure

    Source: Tasmania Police

    Two men charged after drugs and firearms seizure

    Friday, 7 February 2025 – 5:14 pm.

    Two men have been charged with drug and firearm offences following a search at their property in Southern Tasmania today.During the search at an address in Kellevie, officers from Southern Drugs & Firearms, Southern Traffic, Southeast CIB, Sorell, Nubeena and Dunalley Police seized two pistols, one being a replica and over 190 cannabis plants.The cannabis plants had a potential street value of $200,000.A 53 year old man was charged and will appear in the Hobart Magistrates Court at a later day, while a 31 year old man was charged and detained to appear in the Hobart Magistrates Court tomorrow morning. He will also be issued with a police family violence order,Detective Acting Inspector Richard Penney stated, “This is another example of police proactively seeking out those in our community who continue to flout our laws. Tasmania Police remains committed to ensuring those who deal in illicit drugs and firearms are brought to justice.”Anyone with information about illegal drug and firearm activity is urged to contact police on 131 444 or Crime Stoppers anonymously at 1800 333 000 or online at crimestopperstas.com.au.

    MIL OSI News –

  • MIL-OSI New Zealand: Tunnelling begins at site of Mt Messenger Bypass

    Source: New Zealand Transport Agency

    Tunnelling has begun this week at the Te Ara o Te Ata – Mt Messenger Bypass project in North Taranaki.

    Following an early morning blessing from mana whenua and iwi partner Ngāti Tama, the first cut was made by a 110-tonne road header machine that will excavate the project’s 235-metre tunnel.

    Road headers have boom-mounted telescopic cutting heads, making them ideal for diverse geological conditions.  A shovel plate at the front of the road header collects the excavated rock and soil, which is then conveyed via a belt to dump trucks at the back of the machine.  

    The 235-metre tunnel will be an important part of the Bypass project, contributing to a much more resilient stretch of State Highway 3.

    NZ Transport Agency Waka Kotahi Project Manager Caleb Perry says having the road header onsite is really exciting for the project.

    “We’ll start to see some progress with the road header excavating up to 3 metres every day.

    “The tunnel will be cut in two stages, with the upper portion (top heading) first, followed by the bottom section (bench). At regular intervals, excavation will be paused and ‘shotcrete’ – a sprayed-on concrete – will be applied to the crown and walls to line and support the structure.

    “The design and construction of the tunnel are similar to the Northern Gateway Tunnel in Auckland and the tunnel will be large enough to accommodate loads up to and including house removals – this isn’t something that can currently be accommodated on the steep, narrow winding stretch of SH3.”

    At this stage, the excavation is expected to be completed later this year.

    “The Mt Messenger Bypass will make this stretch of SH3 much more resilient, and safer for all motorists, providing a secure connection through North Taranaki, especially for freight.

    “The finished tunnel will incorporate cultural elements acknowledging Ngāti Tama tūpuna, the traditional guardians of the northern gateway to Taranaki.”

    Backgound

    The Mt Messenger project has named this road header ‘Hinetūparimaunga’ – the atua of mountains and cliffs.

    A design on the side of the roadheader depicts Hinetūparimaunga with outstretched limbs supporting the roof, walls and floor of the underground space. A yellow background represents the light that will flood into the tunnel upon its completion.

    Images: The roadheader and initial progress

    MIL OSI New Zealand News –

  • MIL-OSI Australia: Interview – Afternoon Briefing with Patricia Karvelas

    Source: Australian Executive Government Ministers

    PATRICIA KARVELAS, HOST: To discuss this and more, let’s bring in one of our regulars, Early Childhood Education Minister Anne Aly, who’s also been promoted in the latest reshuffle. Welcome.

    MINISTER ANNE ALY: Thank you so much, Patricia. Great to be with you.

    KARVELAS: We’re going to start there because that’s the big talking point around the world. A bit of clarification from Marco Rubio. Does that sound like a better plan that the US would redevelop Gaza?

    ALY: Well, look, I want to start by first of all, Patricia, if I may, acknowledging the significant pain and distress that this caused to Palestinians across the world, particularly as they’re preparing to return to their homeland. You know, certainly I think there is, there needs to be a concerted effort across the world to rebuild Gaza. And in fact, when I was at the conference in Jordan last year, that was on the table already, the countries that were represented there were talking about psychosocial recovery and rebuilding Gaza – what happens in rebuilding Gaza. So, I think, you know, it will take significant effort from right around the world for rebuilding Gaza. But in terms of, you know, the position that this government has around a two-state solution, inherent in that two-state solution is a self-determination for Palestinian people and the right of return.

    KARVELAS: So, that means that you would never accept Gazans being pushed off or Palestinians being pushed off that land in Gaza.

    ALY: I think the response that we’ve had from across the world to President Trump’s statement yesterday makes it very clear that it is widely accepted that Palestinians have a right of return to their homeland.

    KARVELAS: But you mentioned, which I thought was really interesting. You often say interesting things, Minister —

    ALY: I do, do I?

    KARVELAS: You do, that you want to acknowledge the hurt and the concern because there was.

    ALY: There was right, it was, yeah.

    KARVELAS: Just talk to me about that concern.

    ALY: So, I think, you know, like just even talking to Palestinians in the community and to the community more broadly here in Australia, there was a real sense of shock and a real sense of, yeah, real concern that, you know, this could mean that there would basically an eradication of a Palestinian state when we’ve long held the principle of a two-state solution with a right of return and self-determination for Palestinian people. And I think, you know, if I were a Palestinian person preparing to return to my homeland, one of the things that we want to make sure of in Australia and you know, this government has done that consistently in the votes that we’ve done in the UN and the actions that we’ve taken is to ensure that this current ceasefire is sustainable and long-lasting and that there is an enduring peace for both Palestinians and Israelis.

    KARVELAS: So, given how strong your comments have been about the Palestinians right to return, there has been a criticism that the Prime Minister could have used stronger words. Other foreign leaders who are also allies of the United States have used stronger words. Do you understand that frustration?

    ALY: Look, I listened to the Prime Minister yesterday and I think he was quite correct in reiterating that we have a long-standing position that we’re not changing, which is a two-state solution. And I think, you know, anybody could listen to that and recognise what the Prime Minister is saying is that we believe in the right and we support the right of Palestine and Palestinians and Gazans to exist in their homeland.

    KARVELAS: And now you’re kind of, you know, being pretty empathetic about how people heard that and their ongoing concerns. Is it important that the government makes that clear? Because I saw all those concerns too.

    ALY: Yeah. And I think, I think, you know, we have made it clear, I think —

    KARVELAS: I feel like you’re making it clearer.

    ALY: Well, I think the actions that we’ve taken that the Foreign Minister, Penny Wong, has taken, the votes that we’ve had in the United Nations, have sent a very clear message that we stand for human rights and that we stand for justice and that we stand for a two-state solution and an everlasting peace.

    KARVELAS: I just want to move to some other issues because there are lots of issues in our country.

    ALY: So many.

    KARVELAS: There are. The Australian Federal Police has just spoken in a committee hearing. They have not given any detail as to, basically there’s no answers on when they briefed the Prime Minister on this caravan attack. Shouldn’t the Prime Minister just say it, or the Opposition says, call an inquiry?

    ALY: Well, I think what we need to do here is take the lead from the law enforcement agencies because in an investigation, it’s the law enforcement agencies that take the lead. And we have to, we absolutely have to respect the integrity of the law enforcement agencies and support them to do their work. As you know, Patricia, I’ve got a husband in law enforcement. I know exactly what he can and can’t tell me. Most of the time he can’t tell me anything. Like we do not talk about the investigations that he is undertaking in any capacity. So, when the law enforcement agencies say that we did not want this information out there because it is an ongoing investigation and could compromise the investigation, we need to respect that.

    KARVELAS: But telling the Prime Minister is a different thing.

    ALY: Well, I think, you know, I don’t think it’s here nor there. I’ve not had a single person say to me, hey, I want to know when the Prime Minister found out. So, I think it’s a little bit of a Canberra bubble —

    KARVELAS: Oh, a Canberra story.

    ALY: Yeah.

    KARVELAS: Ok. I don’t want to just labour on that because there are other things Labor did break with your policy, which is a national platform to oppose mandatory sentencing. Former Labor Senator Kim Carr has criticised the party and said, this is profoundly disappointing. What’s your response to that?

    ALY: Okay, so I’ve got a bit of a different response, Patricia, because I know the impact of hate crimes personally and as a member of a community that has been the target of hate crimes. That to me, hate crimes are some of the most heinous crimes. When you target an individual or a group because of who they are, because of their identity, whether it’s religious, racial, gender, sexual, whatever, to me, that’s one of the most heinous and cowardly crimes that you can commit. So, I want to see, I want to see us get tough on hate crimes. I support being tough on hate crimes and I think what we’ve seen recently, the escalation in the kinds of hate crimes that we’ve seen, warrants this kind of action by the Government.

    KARVELAS: So, you want. Instead of – because I know some people in the party are concerned, you want the mandatory sentences.

    ALY: I want to see us to be tough on hate crimes. And you know, I’ve been there. I know, I know the impact that it has. So, I want us to get tough on hate crimes and I know that right now Jewish Australians are the victims of a lot of hate crimes as well. And I want —

    KARVELAS: The Law Council says it’s bad policy.

    ALY: Well, people will have their different opinions. I will also say, though, that, you know, we know laws don’t change behaviour. The prevention of hate crimes and vilification in all its forms is a responsibility for every single person. It’s about societal change as well.

    KARVELAS: Okay, let’s get to some of your issues before we say goodbye. Child care is obviously one of the areas that you focus on. The government has decided to put this bill, which would mean three days of care without activity testing, where you get the rebate, essentially, through the Parliament. Do you expect it to pass in the next fortnight?

    ALY: I do. I hope it will pass [the House]. I know that there is widespread support for this from the sector. It is a recommendation of the PC Review. And you know what? It’s just good policy. It’s good policy that when you have people in a partnership, one works full time, one might work two days a week in casual, and they’re not eligible for subsidised care. It has locked out children from early childhood education and care and locked out families from being able to access the childcare subsidy. It’s good policy. It has good support, and I do, and I look forward to seeing it pass.

    KARVELAS: But it doesn’t have to pass. It doesn’t even start till next year. So, is it a wedge to try and get the Coalition to actively vote against it?

    ALY: Well, I don’t know what the Coalition’s position is —

    KARVELAS: They think that you should have to be earning or, you know, working or studying to get the activity test.

    ALY: Well, the thing is, you can be working or studying to get the activity test but still might not meet the activity test. And the other thing is the activity test, when it was introduced in 2018 by the Liberals, it was supposed to be to increase workforce participation. It did none of that. Instead, it locked out some of the most vulnerable children from early childhood education and care. We’re fixing that. We’re making sure that every child has access to opportunity because there should be no barriers to opportunity.

    KARVELAS: Anne Aly, always a pleasure to speak to you. Thanks for joining us.

    ALY: You too. Thanks so much, Patricia.
     

    MIL OSI News –

  • MIL-Evening Report: Rebels are continuing their march in eastern Congo – what is their long-term goal?

    Source: The Conversation (Au and NZ) – By Amani Kasherwa, School of Nursing, Midwifery and Social Work, The University of Queensland

    In late January, a rebel group that has long caused mayhem in the sprawling African nation of Democratic Republic of Congo took control of Goma, a major city of about 2 million people on the border with Rwanda in the country’s east.

    Nearly 3,000 people were killed in one of the deadliest weeks in the history of this mineral-rich country. The dead include 100 female prisoners who were reportedly raped by male inmates at a prison and then burned alive.

    As someone born and raised in the region, I’ve witnessed first-hand the devastating impact of this protracted war on communities. I’ve been in contact with residents in Goma, who have described unprecedented chaos – looting, criminality and a breakdown of essential services. One resident said:

    I’m feeling unsafe in my own house. Last night live bullets penetrated my kitchen, and thank God none of us were there at the time.

    More violence may lay ahead. The M23 rebel group, backed by neighbouring Rwanda, is marching south towards Bukavu, another major city, the provincial capital of South Kivu.

    Though unlikely, it has vowed to topple the government of President Felix Tshisekedi in the capital, Kinshasa, some 2,600 kilometres away.

    Tshisekedi has ruled out entering into dialogue with the rebel group, saying his government would not be “humiliated or crushed”.

    What is M23?

    Founded in 2012, M23 claims to protect the Tutsi ethnic minority group in Congo from discrimination, but it has recently begun pursuing broader political and economic ambitions. It is believed to have about 6,500 fighters, supported by another 4,000 troops from Rwanda.

    Last year, the group was restructured to include other Rwanda-backed militias and politicians in the region. Together, they formed the River Congo Alliance, led by Corneille Nangaa, the former head of Congo’s electoral body. It now appears the group has “longer-term objectives in holding and potentially expanding their territorial control”, one analyst says.

    A military court has issued an arrest warrant for Nangaa this week, alleging he is behind massacres in eastern Congo.

    Congo has one of the richest reserves of critical minerals in the world, including cobalt, copper, coltan, uranium and gold. M23’s advances have given it control over many lucrative mines and supply lines to Rwanda.

    In May 2024, M23 seized the mine in Rubaya, one of the world’s largest coltan reserves, which generates more than US$800,000 (A$1.2 million) in revenue a month.

    As of this week, M23 has also gained control over mining sites in North and South Kivu regions, where children and young people are forced to work in life-threatening conditions. Others have been recruited as child soldiers.

    Potential for a regional conflict

    The current situation echoes the tumult caused in 2012 when M23 briefly seized Goma. Back then, the international community reacted more diligently, suspending around US$200 million (A$318 million) in aid to Rwanda. US President Barack Obama personally called Rwandan President Paul Kagame, urging him to stop supporting the rebel group.

    In contrast, the current offensive has been met with a less coordinated international response.

    The resurgence of M23 has been largely attributed to the failure of regional peace talks, notably the Luanda and Nairobi peace processes.

    Rwanda has leveraged the legacy of the 1994 genocide to secure a continuous flow of Western aid, enabling its involvement in proxy wars in the Congo with little to no repercussions.

    Its involvement in supporting M23 is well documented, with evidence from reports by UN expert groups showing the group is receiving weapons, troops and logistical aid from the country.

    Uganda is also believed to be supporting the rebels, while Burundi is backing the Congolese government.

    This has many worried the current fighting could spiral into a regional conflict.

    What the world can do

    The ongoing crisis in Congo has been catastrophic for the local population, with more than 6.9 million people internally displaced and 1.1 million people fleeing to neighbouring countries.

    The crisis has disproportionately affected women and children. It has caused shortages of water, electricity and food supplies and the collapse of medical care, particularly for newborns and critically ill patients. There are also concerns about a new Ebola outbreak in the region.

    Rebel bombings, some launched from Rwanda, have targeted refugee camps, schools and hospitals. According to the UN and human rights groups, M23 is responsible for a massacre in the village of Kishishe, resulting in scores of killings and mass rapes.

    The international community has long ignored this region, providing only a bare minimum of aid to help the millions in need.

    An immediate ceasefire and massive influx of humanitarian aid are urgently needed. But a lasting peace will remain elusive if the main actors don’t address the root causes of the conflict and work towards sustainable, structural solutions that go beyond military interventions.

    In the past, Amani Kasherwa received funding from the Open Society Foundation for his academic research on the role of youth organisations in the peacebuilding process in the African Great Lakes Region (including DR Congo and Burundi).

    – ref. Rebels are continuing their march in eastern Congo – what is their long-term goal? – https://theconversation.com/rebels-are-continuing-their-march-in-eastern-congo-what-is-their-long-term-goal-248672

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI USA: SPC Feb 7, 2025 0100 UTC Day 1 Convective Outlook

    Source: US National Oceanic and Atmospheric Administration

     For best viewing experience, please enable browser JavaScript support.

    Feb 7, 2025 0100 UTC Day 1 Convective Outlook

    Updated: Fri Feb 7 00:48:25 UTC 2025 (Print Version |   |  )

    Probabilistic to Categorical Outlook Conversion Table

     Forecast Discussion

    SPC AC 070048

    Day 1 Convective Outlook
    NWS Storm Prediction Center Norman OK
    0648 PM CST Thu Feb 06 2025

    Valid 070100Z – 071200Z

    …THERE IS A SLIGHT RISK OF SEVERE THUNDERSTORMS IN PARTS OF
    EASTERN TN AND FAR SOUTHEAST KY/SOUTHWEST VA…

    …SUMMARY…
    Isolated severe thunderstorms may persist through about Midnight EST
    in vicinity of eastern Tennessee and far southeast
    Kentucky/southwest Virginia.

    …Eastern TN and far southeast KY/southwest VA…
    Messy and occasionally transient supercell structures are ongoing
    across parts of far southeast KY into eastern TN, amid a favorable
    deep-layer wind profile and moderate 0-1 km shear. Some increase in
    low-level wind speeds during the next couple hours should compensate
    for the rather veered flow and surface temperatures falling through
    the low to mid 60s. This could support a corridor of strong gusts
    and marginally severe hail, along with a brief tornado into late
    evening. See MCD 72 for further short-term information. Additional
    development farther to the southwest in Middle TN has thus far
    struggled to be maintained, but may yet form through about 03Z as
    the surface cold front moves east towards the southern Appalachians.

    ..Grams.. 02/07/2025

    CLICK TO GET WUUS01 PTSDY1 PRODUCT

    .html”>Latest Day 2 Outlook/Today’s Outlooks/Forecast Products/Home

    MIL OSI USA News –

  • MIL-OSI Australia: Collaboration the key to fuel reduction efforts at Cornish Hill

    Source: Victoria Country Fire Authority

    Midway through last year, the CFA West Region Community Safety Team was approached by the Friends of Cornish Hill in Daylesford, to look at the growth of gorse and other woody weeds in the reserve.

    CFA Vegetation Management Officer Kay Richardson attended with Forest Fire Management Victoria (FFMVic) and local CFA Captain Glenn Webster. Since that first meeting, collaborative efforts between FFMVic, the CFA Community Safety Team, and the Friends of Cornish Hill (FOCH) resulted in notable improvements in vegetation management and track maintenance.

    It has also offered significant opportunities to include the surrounding community in fire risk awareness discussions and shared responsibility.

    The FOCH ran a ‘Backing onto bush’ session in late November 2024 which was attended by 36 community members plus agency staff including Hepburn Shire, FFMVic, CFA and Landcare. 

    The day aimed to engage the community and highlight the fire risks they faced and what they could do to manage those risks as individuals and as a community. By the end of the session, the group was galvanised to assist the agencies to manage the fuel load on Cornish Hill as one way of preparing for fire.

    FFMVic has completed grooming and grading the tracks on Cornish Hill. This work has not only improved accessibility but has also enhanced safety for maintenance teams and the local community.

    Cath Matthews, Regional Vegetation Management Coordinator, expressed her gratitude to Midlands FFMVic for their work.

    “A big thanks to Midlands FFMVic for undertaking the mulching of the gorse-infested tracks through Cornish Hill. This will now greatly facilitate access for brigades, enabling quicker suppression if a fire starts in the reserve,” Cath said.

    Efforts to address invasive gorse, blackberry, and broom are ongoing, with the following key activities underway:

    • CFA is preparing to treat a block of woody weeds near the north-east corner of the hill.
    • The FOCH has engaged the ‘Gorsinator’ to remove old, hard-to-access gorse from the north-west corner.

    The progress achieved has been well-received by the community and stakeholders. At the FOCH Annual General Meeting, members expressed their encouragement with the rapid pace of work. Cath Matthews also highlighted the broader impact of these efforts.

    “This work has strengthened relationships between the many stakeholders involved, and hopefully we can build on this to ensure continued reduction of fire risk within this reserve and with the community.”

    The FOCH is now preparing funding applications to sustain the work that has been achieved.

    Submitted by Jude Atkinson

    MIL OSI News –

  • MIL-OSI New Zealand: Firearms and ammunition seized following a Porirua traffic stop

    Source: New Zealand Police (National News)

    Attributable to Detective Sergeant Vincent Smylie:

    A man is before the courts following a vehicle stop which led to the discovery of two firearms and shotgun ammunition.

    Around 4pm on Tuesday 4 February, Police conducted a vehicle stop in Cannons Creek, after seeing a person of interest in the passenger seat of a vehicle.

    The 34-year-old man was arrested in relation to a warrant to arrest.

    The day after, Wednesday 5 February, Police conducted a search warrant at his house nearby, leading to the discovery of two firearms, shotgun ammunition, and gang insignia that had allegedly been displayed in an earlier incident in January.

    He is due to reappear in Porirua District Court on Friday 21 February, facing charges of prohibited display of gang insignia in a public place, burglary, male assaults female, intentional damage, speaks threateningly, and unlawful possession of ammunition. Further charges relating to the two firearms are being considered.

    Police are glad to have been able to pull two more unlawfully possessed firearms off the street, as they have the ability to cause serious harm in our community.

    “We will continue to target offenders who show little regard for the community, including violent offenders, and those who unlawfully possess firearms,” Detective Sergeant Smylie said.

    ENDS

    Issued by Police Media Centre

    MIL OSI New Zealand News –

  • MIL-OSI USA: Reed Denounces Trump’s Proposal for U.S. to “Take Over” Gaza

    US Senate News:

    Source: United States Senator for Rhode Island Jack Reed

    WASHINGTON, DC – This week, after President Trump called for the U.S. to “take over” and “own” Gaza, forcibly resettling its population in the process, U.S. Senator Jack Reed (D-RI), the Ranking Member of the Senate Armed Services Committee, rejected the proposal, stating:

    “I am appalled by President Trump’s declaration that the United States should occupy and rebuild Gaza, potentially with American military forces.  His callous proposal is outrageous and contrary to the long-term interests of the U.S., Gaza, Israel, and our partners in the region.  Trump’s bluster undermines decades of bipartisan support for a two-state solution, gives ammunition to our adversaries, and sows distrust among our allies.

    “Involving the U.S. in the forced resettlement of Palestinians would be immoral and illegal.  Further, if he were to put U.S. troops on the ground in Gaza it would be a disastrous national security mistake. 

    “I urge Israeli and Palestinian leaders to move beyond the current ceasefire toward a long-term plan for governance and a framework for a two-state solution.  President Trump should control his impulse to inject chaos into this delicate situation.”

    MIL OSI USA News –