NewzIntel.com

Category: Natural Disasters

  • MIL-OSI Asia-Pac: India Chem 2024 concludes today in Mumbai

    Source: Government of India (2)

    India Chem 2024 concludes today in Mumbai

    India’s chemical and petrochemical industry is projected to surpass $300 billion by 2028 and is on track to reach $1 trillion by 2040: Shri Jagat Prakash Nadda, Union Minister for Health & Family Welfare and Chemicals & Fertilizers

    Posted On: 20 OCT 2024 2:06PM by PIB Delhi

    The three-day event ‘India Chem-2024’ which was inaugurated on 17th concludes in Mumbai today.

    Shri Jagat Prakash Nadda, Union Minister for Health & Family Welfare, and Chemicals & Fertilizers, Government of India, while addressing the keynote session in the august presence of the Chief Ministers of Gujarat, Madhya Pradesh and Odisha, highlighted the key role of the chemical and petrochemical sector in the economy, contributing over 9% to manufacturing gross value added and 7% to total exports. Shri Nadda stipulated that India’s chemical and petrochemical industry is projected to surpass $300 billion by 2028 and is on track to reach $1 trillion by 2040. He added that the sector will play a key role towards Prime Minister Shri Narendra Modi’s goal of ‘ViksitBharat@2047”. He emphasized the importance of reducing reliance on imported feedstocks and focusing on alternative feed stocks, while also ensuring that India leads the global shift toward greener technologies. He noted that sustainability is the future of the industry and that India must take the lead in the adoption of circular economy principles. Referring to the need for more emphasis on R&D, safety and skilling, he elaborated upon the various steps being taken by the Government to boost innovation and investment. He assured the industry that the Government shall leave no stone unturned in realizing the full potential of the Indian Chemical and Petrochemical industry.

    Shri Bhupendra Rajnikant Patel, Chief Minister of Gujarat, remarked on Gujarat’s leadership in exports of chemicals and petrochemicals, and referred to the Government’s efforts to establish India as a leading destination for the chemical industry, fostering collaboration and excellence for a prosperous future. Shri Mohan CharanMajhi, Chief Minister of Odisha, highlighted Odisha’s strategic position as a rising hub for the chemical industry. Alluding to the strong infrastructure and highly skilled workforce available in Odisha, he invited industry leaders to explore the vast opportunities offered by the State. Shri Mohan Yadav, Chief Minister of Madhya Pradesh, while speaking about his State’s leadership in the sector, highlighted the efforts being made by the State Government to further boost the development of the sector and create more employment opportunities.

    Ms. Anupriya Patel, Minister of State for Health & Family Welfare, and Chemicals & Fertilizers, Government of India, formally inaugurated the exhibition, which brought together over 150 exhibitors, from different industry segments. In her address at the keynote session, she mentioned that India’s manufacturing sector has shown remarkable growth, fueled by progressive policy reforms and rising domestic demand and that FDI has played a pivotal role in enhancing the growth and competitiveness of India’s chemical sector, which includes petrochemicals and specialty chemicals. The country has become an attractive destination for Foreign Direct Investment (FDI), allowing 100% FDI in manufacturing through the automatic route. Over the past decade, she mentioned that the sector has attracted US $12.48 billion in investments in this sector alone.

    Ms. Nivedita Shukla Verma, Secretary, Department of Chemicals & Petrochemicals, Government of India elaborated on the event theme of ‘Advantage Bharat’ and how the Indian Chemical and Petrochemical sector has been paving the future of the Indian economy towards the goal of Viksit Bharat@2047. She drew attention to the various measures undertaken by the Government towards boosting infrastructure, including railways, roads and ports, logistics infrastructure as well as digital infrastructure as also initiatives to promote green economy and circularity.  All these measures would enhance productivity and boost exports. In this context, she referred to various policy initiatives undertaken by the Department such as the Scheme for Centers of Excellence, PCPIRs, Quality Control Orders etc.,

    Shri Deepak Mehta, Chairman, FICCI National Chemical Committee, stated that India is at a pivotal point of growth, with the chemical industry set to expand significantly. Shri Nikhil Meswani, Executive Director, Reliance Limited, highlighted the importance of chemicals to modern life, stating that it is the backbone of future development in agriculture, electronics, and beyond.

    This was followed by a Global CEOs’ Conclave, presided over by the Union Minister for Chemicals & Fertilizers, wherein industry leaders from across the globe discussed the opportunities and challenges of the Indian chemical industry. The session witnessed insightful discussions and knowledge sharing, addressing key challenges and opportunities within the sector, with discussion on the meaningful discussion on the strengths of the Indian economy and possible interventions which may help propel the sector forward in the coming years.

    The Petrochemicals Forum was presided over by Shri Hardeep Singh Puri, Minister of Petroleum & Natural Gas, Government of India. The session was participated in by leading Indian and global industry leaders including Exxon Mobil, Reliance Limited, IOCL and SABIC, amongst others. The Minister said India’s per capita petrochemical consumption is far below developed nations, offering significant opportunities for higher investment in the sector. Stating that Indian companies have committed investments of more than $ 50 billion in the near future, he opined that India’s petrochemicals production is projected to increase from 29.62 million tons to 46 million tons by 2030.

    This event, organized jointly by the Department of Chemicals & Petrochemicals and FICCI, provided a platform for brainstorming discussions amongst industry leaders and Government representatives on specific topics of relevance to the sector, facilitating dialogue on investment prospects, regulatory frameworks, and strategic challenges.

    One of the largest exhibition cum conferences for chemical and petrochemical industries not just in India, but in Asia, this edition of India-Chem was held with the theme of “Advantage Bharat: Indian Chemicals and Petrochemicals Paving the Future”.

    The exhibition consisted of pavilions from leading Indian and global companies in the sector, several Indian States including Madhya Pradesh, Odisha, Gujarat and Andhra Pradesh, and also saw international participation from about 22 countries, including Belarus, Saudi Arabia, Germany and the Netherlands, with a footfall over more than 7,500 people across 3 days. Netherlands, with whom India shares a robust trade relationship, particularly in the chemical and petrochemical sector, was a partner country for the event.

    There were several sessions on issues ranging from dyes, and agrochemicals, to petrochemicals, which saw discussions on the latest developments in the field, as well as on the importance of innovation and adoption of sustainable practices. Besides, there were dedicated sessions focusing on geography-specific issues including the India-EU, India-East Asia, and India-US Chemicals & Petrochemicals Forums, bringing together key stakeholders from each of these regions. These sessions enabled in-depth discussions on market insights, regulatory landscapes, and investment trends shaping the future of the sector, while also providing an opportunity to the participants to forge possible strategic partnerships which transcend geographical boundaries, thereby exploring new avenues to accelerate growth in the chemical and petrochemical sector.

    On its third and final day, the event hosted an engaging job fair featuring 14 leading chemical companies from different sectors  such as  ABB Instruments Pvt Ltd., Aarti Industries, Dhanuka Agrotech, Atul Limited, Crystal Crop Care, etc. and students from CIPET – Central Institute of Plastic Engineering and Technology, which functions under the ambit of the Department of chemicals and petrochemicals, Ministry of Chemicals and Fertilisers. Institute is responsible for providing skilling through various undergraduate and postgraduate courses to almost 65,000 students per year.  During the job fair, the students of CIPET got an opportunity to interact with the industry to explore possible career prospects. This served as an exciting platform bringing together students and potential employers in the chemical industry, helping the students gain insights into the future of the sector.

     

    *******

    MV/AKS

    (Release ID: 2066478) Visitor Counter : 21

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: The Journey of UDAN: Soaring Towards Inclusivity in Indian Aviation

    Source: Government of India

    Posted On: 20 OCT 2024 11:35AM by PIB Delhi

    “A common man who travels in slippers, should also be seen in the aircraft. This is my dream.”

    – Prime Minister Narendra Modi

    In a country where the sky often symbolizes hope and aspiration, the dream of flying has remained an elusive luxury for many. This dream began to take shape with the launch of the Regional Connectivity Scheme (RCS) – UDAN, or “Ude Desh ka Aam Nagrik,” on October 21, 2016. Spearheaded by the Ministry of Civil Aviation (MoCA), UDAN aims to enhance regional air connectivity from unserved and underserved airports across India, making air travel affordable for the masses. As it celebrates its seventh anniversary, UDAN stands as a testament to the commitment of the Indian government to improve infrastructure and connectivity, especially in remote regions.

    The Dream Takes Flight

    The story of UDAN is deeply rooted in the vision of Prime Minister Shri Narendra Modi, who in a pivotal meeting before the National Civil Aviation Policy was announced, emphasised the need to democratize air travel. He famously remarked that he wanted to see people wearing slippers boarding planes, a sentiment that ignited the vision for a more inclusive aviation sector. This commitment to the common man’s dreams led to the birth of UDAN.

    The first UDAN flight took off on April 27, 2017, connecting the serene hills of Shimla to the bustling metropolis of Delhi. This inaugural flight marked the beginning of a transformative journey in Indian aviation, one that would open up the skies to countless citizens.

    UDAN operates on a market-driven model, where airlines assess demand on specific routes and submit proposals during bidding rounds. The scheme incentivizes airlines to connect underserved regions by offering them support through Viability Gap Funding (VGF) and various concessions provided by airport operators, the Central Government, and State Governments.

    The government has implemented several supportive measures to attract airlines to operate flights in less lucrative markets:

    • Airport Operators: They waive landing and parking charges for RCS flights, and the

    Airports Authority of India (AAI) does not levy Terminal Navigation Landing Charges (TNLC) on these flights. Moreover, a discounted Route Navigation and Facilitation Charge (RNFC) is applied.

    • Central Government: For the first three years, excise duty on Aviation Turbine Fuel

    (ATF) purchased at RCS airports capped at 2%. Airlines are also encouraged to enter code-sharing agreements to expand their reach.

    • State Governments: States have committed to reducing VAT on ATF to 1% or less for ten years and providing essential services such as security, fire services, and utility services at reduced rates.

    This collaborative framework has fostered an environment where airlines can thrive while serving regions that have long been overlooked.

    The RCS-UDAN scheme has played a pivotal role in revitalising the civil aviation industry in India. Over the past seven years, it has catalysed the emergence of many new and successful airlines. Regional carriers such as Flybig, Star Air, IndiaOne Air, and Fly91 have benefited from the scheme, developing sustainable business models and contributing to a burgeoning ecosystem for regional air travel.

    The incremental expansion of the scheme has also generated a rising demand for new aircraft of all sizes, broadening the spectrum of planes deployed on RCS routes. This includes a diverse fleet, featuring the Airbus 320/321, Boeing 737, ATR 42 and 72, DHC Q400, Twin Otter, Embraer 145 and 175, Tecnam P2006T, Cessna 208B Grand Caravan EX, Dornier 228, Airbus H130, and Bell 407. Notably, Indian carriers have placed orders for over 1,000 aircraft slated for delivery in the next 10-15 years, significantly augmenting the existing fleet of approximately 800 planes.

    RCS-UDAN is not solely dedicated to offering last-mile connectivity to tier-2 and tier-3 cities; it also stands as a prominent contributor to the burgeoning tourism sector. Initiatives like UDAN 3.0 have introduced tourism routes connecting several destinations in the Northeast region, while UDAN 5.1 is focused on expanding helicopter services in hilly areas to stimulate tourism, hospitality, and local economic growth.

    Significant destinations like Khajuraho, Deoghar, Amritsar, and Kishangarh (Ajmer) are now more accessible, catering to the religious tourism segment. Furthermore, the introduction of airports in Pasighat, Ziro, Hollongi, and Tezu has spurred growth in the Northeast’s tourism industry. Notably, Agatti Island has also been included in the Indian aviation map, enhancing tourism in Lakshadweep.

    From Mundra in Gujarat to Tezu in Arunachal Pradesh, and Kullu in Himachal Pradesh to Salem in Tamil Nadu, RCS-UDAN has connected 34 states and Union Territories across the country. A total of 86 aerodromes have been operationalized under UDAN, including ten in the Northeast region and two heliports. Airports like Darbhanga, Prayagraj, Hubli, Belgaum, and Kannur are becoming increasingly sustainable, with many non-RCS commercial flights operating from these locations.

    • Darbhanga Airport (Civil Enclave): Once off the aviation map, Darbhanga celebrated the arrival of its first flight from Delhi on November 9, 2020. This airport now serves as a gateway for 14 districts in North Bihar, connecting to major cities like Delhi, Mumbai, Hyderabad, and Kolkata, and handling over 5 lakh passengers in FY 2023-24.
    • Jharsuguda Airport (AAI Airport): Previously a dilapidated WWII airstrip,

    Jharsuguda became operational in March 2019, serving as the second airport in Odisha. It now connects the region to Delhi, Kolkata, Bengaluru, and Bhubaneswar, with over 2 lakh passengers in FY 2023-24.

    • Pithoragarh Airport: Nestled in the Himalayas, this airport was identified for RCS

    operations in 2018 and began service in January 2019. Currently, it connects to Dehradun and Pantnagar, showcasing its strategic importance.

    • Tezu Airport: Known for its scenic beauty and religious significance, Tezu airport

    commenced RCS operations in August 2021. It connects Guwahati, Jorhat, and Dibrugarh, accommodating approximately 12,000 passengers in FY 2023-24.

    The Indian aviation landscape has undergone a significant transformation under the UDAN scheme. 601 routes, including helicopter routes, have been operationalized, effectively connecting states and Union Territories. Notably, around 28% of these routes serve the remotest locations, enhancing accessibility across challenging terrains.

    The number of operational airports in the country has doubled from 74 in 2014 to 157 in 2024 and the aim is to increase this number to 350-400 by 2047. The domestic air passengers have more than doubled in the past decade, with Indian airlines significantly expanding their fleets.

    A total of 86 aerodromes—comprising 71 airports, 13 heliports, and 2 water aerodromes— have been operationalized, facilitating the travel of over 1.44 crore passengers across more than 2.8 lakh flights. Since its inception, fixed-wing operations have cumulatively covered approximately 112 crore kilometres, roughly equivalent to circumnavigating the globe around 28,000 times.

    UDAN is not just a scheme; it is a movement aimed at empowering every Indian with the gift of flight. Enhancing regional connectivity and ensuring affordability has fulfilled countless citizens’ aspirations while stimulating economic growth and job creation. As UDAN continues to evolve, it holds the promise of transforming India’s aviation landscape, ensuring that the sky truly is everyone’s limit. With its ongoing commitment to connecting underserved regions and promoting tourism, the UDAN scheme remains a game changer for Indian aviation, contributing significantly to India’s vision of a connected and prosperous nation.

    Reference:

    h t t p s : / / p i b . g o v . i n / P r e s s R e l e a s e I f r a m e P a g e . a s p x ? PRID=2004057#:~:text=Ministry%20of%20Civil%20Aviation%20(MoCA,is%20a%20market%20dri ven%20scheme.

    https://http://www.civilaviation.gov.in/sites/default/files/migration/Udaan_Eng.pdf https://pib.gov.in/PressNoteDetails.aspx?NoteId=152143&ModuleId=3&reg=3&lang=1 Press Release: Press Information Bureau (pib.gov.in)

    Click here to download PDF

    *******

    Santosh Kumar/ Ritu Kataria/ Ishita Biswas

    (Release ID: 2066445) Visitor Counter : 14

    MIL OSI Asia Pacific News –

  • MIL-OSI United Kingdom: Up to £600 cash boost for Britain’s lowest paid to help kickstart the economy

    Source: United Kingdom – Executive Government & Departments

    Ten million working people across the country to benefit from an overhaul of workers’ rights as the Government’s landmark Employment Rights Bill returns to Parliament.

    • Impact assessment shows the Employment Rights Bill will have a positive direct impact on economic growth
    • Reforms means extra 30,000 new dads qualify for paternity leave
    • Positive impacts set out include the Employment Rights Bill delivering up to £600 income savings for workers in the lowest paid, insecure jobs

    Ten million working people across the country will benefit from an overhaul of workers’ rights as the Government’s landmark Employment Rights Bill returns to Parliament today (Monday 21 October).

    The Bill will support employers, workers and unions to get Britain growing again as shown by its Impact Assessment published today, setting out how it could boost productivity, create better working conditions and move more people into secure work while improving living standards for families and communities across the UK.

    The analysis shows “many of the policies within the Employment Rights Bill could help support the Government’s Mission for Growth.” It concludes that the package could have “a positive but small direct impact on economic growth” and will “help to raise living standards across the country and create opportunities for all.”

    Poor productivity, insecure work, and broken industrial relations have been holding back the British economy for too long. Last year the country saw the highest number of working days lost to strikes since the 1980s – costing the economy millions of pounds. This has entrenched a culture of brinkmanship that only serves to damage public services, public finances, and public faith in institutions. Today is a significant step in putting an end to that – as the Employment Rights Bill reaches its second reading, alongside a package of consultations to help inform its next steps. This includes a consultation on our new approach to Statutory Sick Pay, where the Bill will be removing the waiting period and the Lower Earnings Limit.

    The Bill is expected to benefit people in some of the most deprived areas of the country by saving them up to £600 in lost income from the hidden costs of insecure work. Around 2.4 million people in the UK work irregular patterns like zero or low hours contracts or agency jobs, where insecure hours can mean forking out on expensive childcare or transport to cover last-minute shifts – or losing out altogether if work is changed or cancelled at short notice.

    New protections like guaranteed hours and giving reasonable notice or compensation for lost work will help shift workers keep up to £600 a year, including workers in the North and Midlands where irregular work is highest.

    For a cleaner working night shifts on an average annual wage of £21,058, a £600 saving would be worth over £250 more a year than the last two national insurance cuts.

    Deputy Prime Minister Angela Rayner said:

    We’re delivering real change for working people across the country, while driving our mission for growth and making people better off.

    Successful firms already know that strong employee rights mean strong growth opportunities. This landmark legislation will extend the employment protections given by the best British companies to millions more workers.

    We said we would get on and deliver the biggest upgrade to rights at work in a generation and the growth our economy needs – and that is exactly what we are doing.

    Speaking in the House later today, Business Secretary Jonathan Reynolds will say:

    From our very first day in office, this Government has moved to restore security for working people.

    That principle runs throughout this legislation and ensuring that employee rights are fit for a modern economy, empower working people, and contribute to our central mission of economic growth.

    Make no mistake – a pro-worker economy is a pro-business economy. This legislation will deliver a new deal for working people. It will help fix our broken labour market. And it will tackle the poor pay, poor working conditions and poor job security that have been holding our economy back.

    The Plan to Make Work Pay was developed in partnership with both businesses and trade unions, and the Government will continue to work closely with all stakeholders on how best to implement these commitments. The Impact Assessment sets out further details on how the new measures will:

    • Create a level playing field for all businesses, raising standards and helping stop the undercutting of good employers. 

    • Make flexible working the default, helping people achieve a better work life balance, which can lead to happier, healthier and more productive employees, which benefits both workers and businesses.

    • Provide a boost for business by supporting higher workforce participation and more opportunities to employ a wider pool of talent, thanks to increased flexibility and employment rights.   

    • Bring 1.5 million workers into scope of the right to unpaid parental leave. 

    • Allow payments to workers for short notice shift cancellation or curtailment as high as £120 million per year

    • Offer benefits to workers in sectors such as hospitality, which makes up around 20% of low-paying jobs and accounts for a disproportionate amount of economic activity in areas of central Scotland, North Wales and Southwest England.
    • Create a right to bereavement leave following the death of a loved one, which could benefit up to 2 million people a year.

    The analysis also confirms costs to business will represent under 0.4% of total employment costs across the economy. The majority of this will be transferred directly into the pockets of workers – helping raise living standards and give people more money to spend on the high cost of living, which has driven up over the past 14 years.

    Through new consultations launched today, the Government will be seeking views on the following four areas: 

    Strengthening Statutory Sick Pay through setting a new rate for those on lower earnings

    As part of the Government’s Plan to Make Work Pay the waiting period for Statutory Sick Pay (SSP) will be removed as well as the Lower Earnings Limit. These changes will ensure SSP is available to employees from day one of their sickness absence and is available to all employees, regardless of their earnings. A consultation will seek views on what percentage rate should be paid for those earning below the current rate.

    The UK currently has one of the least protected labour markets in the OECD and these changes will mean up to 1.3 million employees who are currently excluded from SSP will now be eligible. Further detail is available here.

    Ensuring the provisions on Zero Hours Contracts apply effectively to agency workers

    The Government is committed to ending one-sided flexibility for all workers, which is why this consultation wants to fully understand how the zero hours contracts measures in the Employment Rights Bill can best be applied to agency workers without causing unintended consequences. Further detail is available here.

    Creating a modern framework for industrial relations

    Over recent years, trade union laws have been a barrier to effective, positive industrial relations in this country.  Alongside reforms in the Bill, the Government is consulting on several changes to the industrial relations framework, hardwiring a series of fundamental principles including collaboration and accountability, and enabling trade unions to represent and deliver on behalf of their workers. Further detail is available here.

    Strengthening remedies against abuse of the rules on collective redundancy and fire and rehire

    This consultation will ask for views on increasing the maximum period for the protective award in cases where employers haven’t complied with collective redundancy rules, and adding interim relief to collective redundancies and unfair dismissals in fire and rehire scenarios. Further detail is available here.

    Work and Pensions Secretary Liz Kendall MP said:

    Millions of employees across the UK who can’t immediately get sick pay if they are too unwell to work deserve better.

    People should not have to choose between earning a living at work or getting better at home – the changes we want to see will allow employees to do both and businesses to get on.

    We are now asking for your views on the rate of sick pay for low earners, as we fix our broken labour market and the poor pay and working conditions that have been holding our economy back.

    As set out in Next Steps to Make Work Pay, this package is just the first step as we look to engage all stakeholders on how to best put our plans into practice, with further consultation to come in the months ahead. The majority of reforms are expected to take effect no earlier than 2026.

    TUC General Secretary Paul Nowak said:

    Everyone who works for a living deserves to earn a decent living – and to be treated with dignity and respect. The Employment Rights Bill is an opportunity to make work pay for millions and to give working people vital rights and protections.

    We urge MPs from all parties to support this Bill and to be on the right side of history. It’s time to turn the page on the low-pay, low-rights and low-productivity economy of the last 14 years.

    Driving up employment standards is good for workers and good for business. It will allow people more control and predictability over their working lives – and stop decent employers from being undercut by the bad.

    Michelle Ovens CBE, Founder of Small Business Britain

    Small business owners are rarely against additional rights for their staff, so this is unlikely to deter them from hiring. Indeed they often exceed regulations to offer flexible local employment opportunities that deliver value beyond simply creating work. It must be remembered that the proposed Employment Rights Bill does include protections for employers – such as a lighter-touch process for fair dismissal so employers can continue operating probation periods.

    However, any changes must consider the squeezed budgets and resources small businesses have. We look forward to working with the Government to ensure owners have the support they need to navigate new processes and feel confident that they can meet the costs over the long term.

    Neil Carberry, Chief Executive of the Recruitment and Employment Confederation (REC), said:

    The Government consultations on the Employment Rights Bill offer a crucial chance for business and labour market experts to engage on the detail of how the proposals will impact flexible work.

    In particular, we welcome the opportunity to offer feedback on how agency work interacts with zero hours contracts. We asked for this and the Government have listened.  

    In delivering the Government’s plan to Make Work Pay, we must ensure the views of the full range of workers are taken into consideration and that the protections and opportunities currently afforded to many, for example to agency workers, are in no way jeopardised or put into conflict with future legislative changes.

    NOTES TO EDITORS

    • 10 million employees benefitting is based on:
      • ‘Making Unfair Dismissal a Day One’ right which will strengthen protections for all of the 9 million employees who have been with their employer for less than two years.
      • The 2.4 million employees on variable hours contracts that will benefits from a right to guaranteed hours and a right to payment for shifts cancelled, moved or curtailed at short notice.
      • ‘The right to Bereavement Leave’ following the death of a close family member which would benefit between 900,000 and almost 2 million people a year depending on the definition of the scope
      • Bringing an extra 30,000 fathers or partners into scope of Paternity Leave and 1.5 million workers into scope of the right to Unpaid Parental Leave.
    •  Following the consultation on Statutory Sick Pay, the government will specify the percentage rate in law and will seek to make this change through a government amendment to the Employment Rights Bill.
    • Employee will be entitled to a percentage of their weekly earnings or the current SSP flat rate, whichever is lower.   

    • More information on the Plan to Get Britain Working is available here: Back to Work Plan will help drive economic growth in every region – GOV.UK (www.gov.uk)

    • The government’s Impact Assessment shows that around 2.4 million people in the UK are in irregular work such as zero hours or low hours contracts or agency work. This is a total 8.3% of the UK’s workforce who will benefit from strengthened basic protections like guaranteed hours and reasonable notice and compensation for cancelled or changed shifts. These changes will also benefit people in more deprived areas of the country, including the North and Midlands where oa greater proportion of employees are in irregular work.
    • Research by the Living Wage Foundation finds that many shift workers end up forking out on expensive childcare or transport to cover last minute shifts or losing out on this money altogether after short notice changes or cancellations. The Living Wage Foundation estimates that these workers may each save up to £600 a year on lost income, thanks to new protections in the Bill. For a cleaner working night shifts on the median wage of £21,058, a £600 saving would be worth over £250 a year more than the last two national insurance cuts.

    Updates to this page

    Published 21 October 2024

    MIL OSI United Kingdom –

  • MIL-OSI Asia-Pac: Department of Agriculture and Farmers Welfare organized National Conference on Agriculture – Rabi Campaign 2024

    Source: Government of India (2)

    Department of Agriculture and Farmers Welfare organized National Conference on Agriculture – Rabi Campaign 2024

    Government of India will work collaboratively on every suggestion given by the Ministers and State representatives : Shri Shivraj Singh Chouhan

    Posted On: 19 OCT 2024 7:02PM by PIB Delhi

    With an objective to review and assess the crop performance during the preceding crop seasons and fix crop-wise targets for rabi season, the Union Minister of Agriculture, Shri Shivraj Singh Chouhan inaugurated National Conference on Agriculture for Rabi Campaign 2024 to at NASC Complex, New Delhi. The conference aimed to promote discussions among all stakeholders about innovative agricultural practices and digital initiatives to ensure smooth supply of essential Agri-inputs and support adoption of state-of-the-art technologies, thereby enhancing crop production and productivity.

     

    Addressing the Conference, Shri Shivraj Singh Chouhan said, “We need to move towards organic and natural farming to increase productivity and reduce dependency on chemicals and fertilizers. The aim is to increase per hectare yield while reducing the cost of production and offering genuine prices to the farmers.” A committee has been constituted to reduce the cost of transportation to reduce the gap between the procurement price and sale price. The States in collaboration with Centre need to work on increasing production based on Agro-climatic conditions to make India the largest food basket for the world. The national target of food grain production in 2024-25 will be 341.55 million tonnes. He assured that the Government of India will work collaboratively on every suggestion given by the Ministers and State representatives.

     

    At the conference, Shri Ramnath Thakur, Minister of State (Agriculture) requested the States to take immediate action to help farmers affected by crop damage due to floods and cyclone. The Senior Officers and Researchers need to assess the quality of Agri-inputs circulated in the market.

    The Minister of State (Agriculture), Shri Bhagirath Choudhary expressed his gratitude to research organizations for continuously working towards making the country self-reliant in production of pulses and oilseeds.

     

    The conference welcomed esteemed panelists from State Governments for interactive sessions on crucial topics covering enhancing productivity of oilseeds and pulses, clean plant programme, digital platforms like National Pest Surveillance System (NPSS) and Integrated Pesticide Management System (IPMS), DPIs under Digital Agriculture Mission and Seed Authentication, Traceability & Holistic Inventory (SATHI) portal.

    During the discussions, it was highlighted that to meet the increasing demand of edible oil in the country and to become self-reliant, the Government aims at increasing the production of oilseeds from 39.2 MMT in 2022-23 to 69.7 MMT in 2030-31, increase area under cultivation from existing 29 mha to 33 mha and improve yield from 1353 kg/ha to 2112 kg/ha by 2030-31. The panelists emphasized on the importance of conducting research on short-duration, high-yielding seed varieties and implementing comprehensive mechanization for the cultivation of pulses and oilseeds.

    The conference showcased the recent Agri-Tech initiatives of the Ministry for ensuring quality of agri-inputs and proactive pest management strategies. NPSS provides a nationwide view for predicting, planning, and managing pest and disease infestations and plays a pivotal role in protecting agricultural yields and promoting sustainable farming practices. Further, the role of IPMS to tackle the complaints / issues related to shortage of supply and misbranding of pesticides, real time monitoring of issuance of licenses, faceless and traceless quality assurance system using unique QR codes was highlighted. Likewise, the SATHI portal is a complete and integrated solution to encompass all the activities involved in production, inspection, processing, packing, tagging and disposal of all kinds of seeds ranging from Breeder, Foundation, Certified, TL seed.

    In the session on Digital Agriculture, the panelists deliberated on recently approved Digital Agriculture Mission, an umbrella scheme to support various Digital Public Infrastructure (DPI) initiatives for Agriculture and Special Centre Assistance to States for Capital Investment. The Mission focuses on enabling a convergent DPI ecosystem that enables farmer-centric solutions using integrated registries through AgriStack and providing various advisories through Krishi Decision Support System.

    The panelists also discussed on the need for regulations to ensure import of disease-free planting materials in case of fruits and orchids. The Clean Plant Programme will work to resolve such issues and produce, maintain and distribute pathogen-tested propagative material using therapeutic processes to clean plants.

    While responding on various sessions in Conference, the state representatives have responded the following (a)for Agriculture, holistic approach needs to be adopted, (b) Mechanization  is needed for  Oilseeds and Pulses, Good Quality seeds are required, (c) Private sector be encouraged to Research (d) Specialized project from ICAR (e) For CPP, attention on soil is required and support to private sector is welcome (f) For IPMS, AI Chatbot/advisory would be more efficient if it is in audio form.

    Addressing the Conference, Dr. Devesh Chaturvedi, Secretary Agriculture instructed the States to ensure completion of farmer registry for all farmers in the State by 31st March 2025 in camp mode to enable farmers to avail benefit of PM-KISAN. He also highlighted on the need for increasing the productivity of oilseeds and pulses. A check needs to be placed on overdosing of pesticides, circulation of spurious pesticides and seeds in the market. He urged States to ensure use of applications like NPSS, IPMS and SATHI and spread awareness in their respective States.

    Sh. Rajat Kumar Mishra, Secretary Fertilizer emphasized on use of drones for nano urea and crop monitoring. Dr. Himanshu Pathak, Secretary (DARE) and DG (ICAR) requested States to increase use of bio-fortified seeds, use of new variety and climate resilient seeds and seed replacement for increasing the productivity.

    This was followed by an interaction session with Hon’ble Ministers and Senior Officers of the States to raise issues concerning their states for increasing area coverage, yield, production and productivity in their States. The Agriculture Ministers from States raised their issues in relation to farmers and requested the Government of India to work on resolution. They also made some suggestions for betterment of agriculture and farmers.

    The Conference had participation from various Ministries, representatives from State Governments / Union Territories and other organizations. Through interactive sessions, the conference facilitated a comprehensive dialogue that would lead to actionable strategies for the upcoming rabi season.

    ******

    SS

    (Release ID: 2066377) Visitor Counter : 26

    Read this release in: Hindi

    MIL OSI Asia Pacific News –

  • MIL-OSI: Marquette National Corporation Declares a Dividend of $0.28 per Share

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, Oct. 21, 2024 (GLOBE NEWSWIRE) — Marquette National Corporation (OTCQX: MNAT) today announced that its Board of Directors declared a cash dividend of $0.28 per share. The dividend will be payable on January 2, 2025 to shareholders of record on December 20, 2024. As of September 30, 2024, Marquette National Corporation had 4,372,352 shares issued and outstanding.  

    Marquette National Corporation is a diversified bank holding company with total assets of approximately $2.20 billion. The Company’s banking subsidiary, Marquette Bank, is a full-service, community bank that serves the financial needs of communities in Chicagoland, offering an extensive line of financial solutions, including retail banking, real estate lending, trust, insurance, investments, wealth management and business banking to consumers and commercial customers. Marquette Bank has 20 branches located in: Chicago, Bolingbrook, Bridgeview, Evergreen Park, Hickory Hills, Lemont, New Lenox, Oak Forest, Oak Lawn, Orland Park, Summit and Tinley Park, Illinois. For more information visit: https://emarquettebank.com.

    Special Note Concerning Forward-Looking Statements
    This document contains, and future oral and written statements of the Company and its management may contain, forward-looking statements with respect to the financial condition, results of operations, plans, objectives, future performance and business of the Company. Forward-looking statements, which may be based upon beliefs, expectations and assumptions of the Company’s management and on information currently available to management, are generally identifiable by the use of words such as “believe,” “expect,” “anticipate,” “plan,” “intend,” “estimate,” “may,” “will,” “would,” “could,” “should” or other similar expressions. A number of factors, many of which are beyond the ability of the Company to control or predict, could cause actual results to differ materially from those in its forward-looking statements. These factors include, among others, the following: (i) the strength of the local, state, national and international economies(including the effects of inflationary pressures and supply chain constraints); (ii) the economic impact of any future terrorist threats and attacks, widespread disease or pandemics, acts of war or other threats thereof (including the ongoing Israeli-Palestinian conflict and the Russian invasion of Ukraine), or other adverse external events that could cause economic deterioration or instability in credit markets, and the response of the local, state and national governments to any such adverse external events; (iii) changes in accounting policies and practices, as may be adopted by state and federal regulatory agencies, the Financial Accounting Standards Board or the Public Company Accounting Oversight Board; (iv) changes in local, state and federal laws, regulations and governmental policies concerning the Company’s general business as a result of the upcoming 2024 presidential election or any changes in response to failures of other banks; (v) changes in interest rates and prepayment rates of the Company’s assets (including the impact of the significant rate increases by the Federal Reserve since 2022); (vi) increased competition in the financial services sector (including from non-bank competitors such as credit unions and “fintech” companies) and the inability to attract new customers; (vii) changes in technology and the ability to develop and maintain secure and reliable electronic systems; (viii) the loss of key executives or employees; (ix) changes in consumer spending; (x) unexpected outcomes of existing or new litigation involving the Company; (xi) the economic impact of exceptional weather occurrences such as tornadoes, floods and blizzards; (xii) fluctuations in the value of securities held in our securities portfolio; (xiii) concentrations within our loan portfolio, large loans to certain borrowers, and large deposits from certain clients; (xiv) the concentration of large deposits from certain clients who have balances above current Federal Deposit Insurance Corporation insurance limits and may withdraw deposits to diversity their exposure; (xv) the level of non-performing assets on our balance sheets; (xvi) interruptions involving our information technology and communications systems or third-party servicers; (xvii) breaches or failures of our information security controls or cybersecurity-related incidents, and (xviii) the ability of the Company to manage the risks associated with the foregoing as well as anticipated.. These risks and uncertainties should be considered in evaluating forward-looking statements and undue reliance should not be placed on such statements. Additionally, all statements in this document, including forward-looking statements, speak only as of the date they are made, and the Company undertakes no obligation to update any statement in light of new information or future events.

    For more information:
    Patrick Hunt
    EVP & CFO
    708-364-9019
    phunt@emarquettebank.com

    The MIL Network –

  • MIL-OSI: HBT Financial, Inc. Announces Third Quarter 2024 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    Third Quarter Highlights

    • Net income of $18.2 million, or $0.57 per diluted share; return on average assets (“ROAA”) of 1.44%; return on average stockholders’ equity (“ROAE”) of 13.81%; and return on average tangible common equity (“ROATCE”)(1) of 16.25%
    • Adjusted net income(1) of $19.2 million; or $0.61 per diluted share; adjusted ROAA(1) of 1.53%; adjusted ROAE(1) of 14.62%; and adjusted ROATCE(1) of 17.20%
    • Asset quality remained strong with nonperforming assets to total assets of 0.17% and net charge-offs to average loans of 0.07%, on an annualized basis
    • Net interest margin and net interest margin (tax-equivalent basis)(1) expanded to 3.98% and 4.03%, respectively

    BLOOMINGTON, Ill., Oct. 21, 2024 (GLOBE NEWSWIRE) — HBT Financial, Inc. (NASDAQ: HBT) (the “Company” or “HBT Financial” or “HBT”), the holding company for Heartland Bank and Trust Company, today reported net income of $18.2 million, or $0.57 diluted earnings per share, for the third quarter of 2024. This compares to net income of $18.1 million, or $0.57 diluted earnings per share, for the second quarter of 2024, and net income of $19.7 million, or $0.62 diluted earnings per share, for the third quarter of 2023.

    J. Lance Carter, President and Chief Executive Officer of HBT Financial, said, “In the third quarter, we continued our consistently solid financial performance with net income of $18.2 million, adjusted net income(1) of $19.2 million, adjusted ROAA(1) of 1.53% and adjusted ROATCE(1) of 17.20%. We have also seen tangible equity continue to build, with tangible book value per share increasing 23.3% over the last year. Our net interest margin (tax-equivalent basis)(1) increased 3 basis points to 4.03% while funding costs remained modest, increasing 5 basis points to 1.47%. Our asset quality remains strong with net charge-offs at 0.07% of average loans on an annualized basis during the quarter and nonperforming assets to total assets at 0.17%. We have not seen any significant signs of stress in our loan portfolio, but we continue to monitor the portfolio closely. Noninterest income remained consistent and noninterest expense of $31.3 million was up only 2.1% when compared to the third quarter of 2023, as we remain focused on operational efficiency while continuing to invest in our business. Lastly, all capital ratios had solid increases and can support future organic growth or acquisitions.”
    ____________________________________
    (1)   See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.

    Adjusted Net Income

    In addition to reporting GAAP results, the Company believes non-GAAP measures such as adjusted net income and adjusted earnings per share, which adjust for acquisition expenses, branch closure expenses, gains (losses) on closed branch premises, net earnings (losses) from closed or sold operations, charges related to termination of certain employee benefit plans, realized gains (losses) on sales of securities, and mortgage servicing rights fair value adjustments, provide investors with additional insight into its operational performance. The Company reported adjusted net income of $19.2 million, or $0.61 adjusted diluted earnings per share, for the third quarter of 2024. This compares to adjusted net income of $18.1 million, or $0.57 adjusted diluted earnings per share, for the second quarter of 2024, and adjusted net income of $20.3 million, or $0.63 adjusted diluted earnings per share, for the third quarter of 2023 (see “Reconciliation of Non-GAAP Financial Measures” tables below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures).

    Net Interest Income and Net Interest Margin

    Net interest income for the third quarter of 2024 was $47.7 million, an increase of 1.5% from $47.0 million for the second quarter of 2024. The increase was primarily attributable to improved loan yields which were mostly offset by an increase in funding costs.

    Relative to the third quarter of 2023, net interest income decreased 1.1% from $48.3 million. The decrease was primarily attributable to higher funding costs which were partially offset by higher asset yields and an increase in interest-earning assets.

    Net interest margin for the third quarter of 2024 was 3.98%, compared to 3.95% for the second quarter of 2024, and net interest margin (tax-equivalent basis)(1) for the third quarter of 2024 was 4.03%, compared to 4.00% for the second quarter of 2024. Higher yields on interest-earning assets, which increased by 7 basis points to 5.35%, were mostly offset by an increase in funding costs, with the cost of funds increasing by 5 basis points to 1.47%.

    Relative to the third quarter of 2023, net interest margin decreased 9 basis points from 4.07% and net interest margin (tax-equivalent basis)(1) decreased 10 basis points from 4.13%. These decreases were primarily attributable to increases in funding costs outpacing increases in interest-earning asset yields.
    ____________________________________
    (1)   See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.

    Noninterest Income

    Noninterest income for the third quarter of 2024 was $8.7 million, a decrease from $9.6 million for the second quarter of 2024. The decrease was primarily attributable to changes in the mortgage servicing rights (“MSR”) fair value adjustment, with a $1.5 million negative MSR fair value adjustment included in the third quarter 2024 results compared to a $0.1 million negative MSR fair value adjustment included in the second quarter 2024 results. Partially offsetting the MSR fair value adjustment was a $0.2 million increase in service charge income and a $0.2 million increase in other noninterest income, primarily attributable to swap fee income.

    Relative to the third quarter of 2023, noninterest income decreased 8.3% from $9.5 million. The decrease was primarily attributable to the $1.5 million negative MSR fair value adjustment included in the third quarter 2024 results, partially offset by the absence of $0.8 million in realized losses on the sale of securities included in the third quarter 2023 results.

    Noninterest Expense

    Noninterest expense for the third quarter of 2024 was $31.3 million, a 2.7% increase from $30.5 million for the second quarter of 2024. The increase was primarily attributable to a $0.5 million increase in occupancy expense, driven in part by a seasonal increase in planned building maintenance expenses, and a $0.4 million increase in marketing and customer relations expense.

    Relative to the third quarter of 2023, noninterest expense increased 2.1% from $30.7 million. The increase was primarily attributable to a $0.7 million increase in salaries and a $0.4 million increase in employee benefits. Partially offsetting these increases was a $0.3 million decrease in marketing and customer relations expense.

    On February 1, 2023, HBT Financial completed its acquisition of Town and Country Financial Corporation (“Town and Country”) with the core system conversion successfully completed in April 2023. Acquisition-related expenses recognized during the nine months ended September 30, 2023 are summarized below. No Town and Country acquisition-related expenses were recognized subsequent to the second quarter of 2023.

    (dollars in thousands)     Nine Months Ended
    September 30, 2023    		  
         
    PROVISION FOR CREDIT LOSSES   $ 5,924  
    NONINTEREST EXPENSE    
    Salaries     3,584  
    Furniture and equipment     39  
    Data processing     2,031  
    Marketing and customer relations     24  
    Loan collection and servicing     125  
    Legal fees and other noninterest expense     1,964  
    Total noninterest expense     7,767  
    Total acquisition-related expenses   $ 13,691  
     

    Loan Portfolio

    Total loans outstanding, before allowance for credit losses, were $3.37 billion at September 30, 2024, compared with $3.39 billion at June 30, 2024, and $3.34 billion at September 30, 2023. The $15.7 million decrease from June 30, 2024 was primarily attributable to several larger commercial real estate loan payoffs due to the sale of the property and a couple of larger one-to-four family residential loan payoffs. These decreases were partially offset by increased line usage and term originations in our agricultural and farmland portfolio.

    Deposits

    Total deposits were $4.28 billion at September 30, 2024, compared with $4.32 billion at June 30, 2024, and $4.20 billion at September 30, 2023. The $38.0 million decrease from June 30, 2024 was primarily attributable to lower balances maintained in retail accounts and a $18.3 million decrease in escrow balances related to seasonal tax payments, partially offset by increases in public funds and business accounts. Additionally, we continue to see a shift towards higher cost deposit products, with decreases in noninterest-bearing deposits, interest-bearing demand, and savings balances being partially offset by an increase in money market and time deposit balances.

    Asset Quality

    Nonperforming loans totaled $8.2 million, or 0.24% of total loans, at September 30, 2024, compared with $8.4 million, or 0.25% of total loans, at June 30, 2024, and $6.7 million, or 0.20% of total loans, at September 30, 2023. Additionally, of the $8.2 million of nonperforming loans held as of September 30, 2024, $2.0 million is either wholly or partially guaranteed by the U.S. government. The $0.2 million decrease in nonperforming loans from June 30, 2024 was primarily attributable to the payoff of $0.1 million in nonaccrual agricultural and farmland loans.

    The Company recorded a provision for credit losses of $0.6 million for the third quarter of 2024. The provision for credit losses primarily reflects a $1.2 million increase in required reserves resulting from changes in economic forecasts; a $0.2 million increase in required reserves resulting from qualitative factor changes; a $0.6 million decrease in required reserves driven by decreased loan balances and changes within the loan portfolio; and a $0.2 million decrease in specific reserves.

    The Company had net charge-offs of $0.6 million, or 0.07% of average loans on an annualized basis, for the third quarter of 2024, compared to net charge-offs of $0.7 million, or 0.08% of average loans on an annualized basis, for the second quarter of 2024, and net recoveries of $0.1 million, or 0.01% of average loans on an annualized basis, for the third quarter of 2023. During the third quarter of 2024, net charge-offs were primarily recognized in the commercial and industrial category which had $0.7 million of net charge-offs.

    The Company’s allowance for credit losses was 1.22% of total loans and 499% of nonperforming loans at September 30, 2024, compared with 1.21% of total loans and 484% of nonperforming loans at June 30, 2024. In addition, the allowance for credit losses on unfunded lending-related commitments totaled $4.1 million as of September 30, 2024, compared with $4.3 million as of June 30, 2024.

    Capital

    As of September 30, 2024, the Company exceeded all regulatory capital requirements under Basel III as summarized in the following table:

        September 30, 2024   For Capital
    Adequacy Purposes
    With Capital
    Conservation Buffer
             
    Total capital to risk-weighted assets   16.54 %   10.50 %
    Tier 1 capital to risk-weighted assets   14.48     8.50  
    Common equity tier 1 capital ratio   13.15     7.00  
    Tier 1 leverage ratio   11.16     4.00  
                 

    The ratio of tangible common equity to tangible assets(1) increased to 9.35% as of September 30, 2024, from 8.74% as of June 30, 2024, and tangible book value per share(1) increased by $0.91 to $14.55 as of September 30, 2024, when compared to June 30, 2024.

    During the third quarter of 2024, the Company did not repurchase shares of its common stock under its stock repurchase program. The Company’s Board of Directors has authorized the repurchase of up to $15 million of HBT Financial common stock under its stock repurchase program, which is in effect until January 1, 2025. As of September 30, 2024, the Company had $10.6 million remaining under the stock repurchase program.
    ____________________________________
    (1)   See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.

    About HBT Financial, Inc.

    HBT Financial, Inc., headquartered in Bloomington, Illinois, is the holding company for Heartland Bank and Trust Company, and has banking roots that can be traced back to 1920. HBT Financial provides a comprehensive suite of financial products and services to consumers, businesses, and municipal entities throughout Illinois and eastern Iowa through 66 full-service branches. As of September 30, 2024, HBT Financial had total assets of $5.0 billion, total loans of $3.4 billion, and total deposits of $4.3 billion.

    Non-GAAP Financial Measures

    Some of the financial measures included in this press release are not measures of financial performance recognized in accordance with GAAP. These non-GAAP financial measures include net interest income (tax-equivalent basis), net interest margin (tax-equivalent basis), efficiency ratio (tax-equivalent basis), ratio of tangible common equity to tangible assets, tangible book value per share, ROATCE, adjusted net income, adjusted earnings per share, adjusted ROAA, adjusted ROAE, and adjusted ROATCE. Our management uses these non-GAAP financial measures, together with the related GAAP financial measures, in its analysis of our performance and in making business decisions. Management believes that it is a standard practice in the banking industry to present these non-GAAP financial measures, and accordingly believes that providing these measures may be useful for peer comparison purposes. These disclosures should not be viewed as substitutes for the results determined to be in accordance with GAAP; nor are they necessarily comparable to non-GAAP financial measures that may be presented by other companies. See our reconciliation of non-GAAP financial measures to their most directly comparable GAAP financial measures in the “Reconciliation of Non-GAAP Financial Measures” tables.

    Forward-Looking Statements

    Readers should note that in addition to the historical information contained herein, this press release contains, and future oral and written statements of the Company and its management may contain, “forward-looking statements” within the meanings of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements generally can be identified by the use of forward-looking terminology such as “will,” “propose,” “may,” “plan,” “seek,” “expect,” “intend,” “estimate,” “anticipate,” “believe,” “continue,” or “should,” or similar terminology. Any forward-looking statements presented herein are made only as of the date of this press release, and the Company does not undertake any obligation to update or revise any forward-looking statements to reflect changes in assumptions, the occurrence of unanticipated events, or otherwise.

    Factors that could cause actual results to differ materially from these forward-looking statements include, but are not limited to: (i) the strength of the local, state, national and international economies (including effects of inflationary pressures and supply chain constraints); (ii) the economic impact of any future terrorist threats and attacks, widespread disease or pandemics, acts of war or other threats thereof (including the Israeli-Palestinian conflict and the Russian invasion of Ukraine), or other adverse external events that could cause economic deterioration or instability in credit markets, and the response of the local, state and national governments to any such adverse external events; (iii) changes in accounting policies and practices, as may be adopted by state and federal regulatory agencies, the Financial Accounting Standards Board or the Public Company Accounting Oversight Board; (iv) changes in state and federal laws, regulations and governmental policies concerning the Company’s general business and any changes in response to the recent failures of other banks or as a result of the upcoming 2024 presidential election; (v) changes in interest rates and prepayment rates of the Company’s assets; (vi) increased competition in the financial services sector, including from non-bank competitors such as credit unions and “fintech” companies, and the inability to attract new customers; (vii) changes in technology and the ability to develop and maintain secure and reliable electronic systems; (viii) unexpected results of acquisitions, which may include failure to realize the anticipated benefits of acquisitions and the possibility that transaction costs may be greater than anticipated; (ix) the loss of key executives or employees; (x) changes in consumer spending; (xi) unexpected outcomes of existing or new litigation involving the Company; (xii) the economic impact of exceptional weather occurrences such as tornadoes, floods and blizzards; (xiii) fluctuations in the value of securities held in our securities portfolio; (xiv) concentrations within our loan portfolio (including commercial real estate loans), large loans to certain borrowers, and large deposits from certain clients; (xv) the concentration of large deposits from certain clients who have balances above current FDIC insurance limits and may withdraw deposits to diversify their exposure; (xvi) the level of non-performing assets on our balance sheets; (xvii) interruptions involving our information technology and communications systems or third-party servicers; (xviii) breaches or failures of our information security controls or cybersecurity-related incidents, and (xix) the ability of the Company to manage the risks associated with the foregoing as well as anticipated. Readers should note that the forward-looking statements included in this press release are not a guarantee of future events, and that actual events may differ materially from those made in or suggested by the forward-looking statements. Additional information concerning the Company and its business, including additional factors that could materially affect the Company’s financial results, is included in the Company’s filings with the Securities and Exchange Commission.

    CONTACT:
    Peter Chapman
    HBTIR@hbtbank.com
    (309) 664-4556

    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
     
        As of or for the Three Months Ended   Nine Months Ended September 30,
    (dollars in thousands, except per share data)   September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024       2023  
    Interest and dividend income   $ 64,117     $ 62,824     $ 59,041     $ 188,902     $ 167,588  
    Interest expense     16,384       15,796       10,762       47,453       23,600  
    Net interest income     47,733       47,028       48,279       141,449       143,988  
    Provision for credit losses     603       1,176       480       2,306       6,460  
    Net interest income after provision for credit losses     47,130       45,852       47,799       139,143       137,528  
    Noninterest income     8,705       9,610       9,490       23,941       26,841  
    Noninterest expense     31,322       30,509       30,671       93,099       100,577  
    Income before income tax expense     24,513       24,953       26,618       69,985       63,792  
    Income tax expense     6,333       6,883       6,903       18,477       16,396  
    Net income   $ 18,180     $ 18,070     $ 19,715     $ 51,508     $ 47,396  
                         
    Earnings per share – Diluted   $ 0.57     $ 0.57     $ 0.62     $ 1.62     $ 1.49  
                         
    Adjusted net income (1)   $ 19,244     $ 18,139     $ 20,279     $ 55,456     $ 58,910  
    Adjusted earnings per share – Diluted (1)     0.61       0.57       0.63       1.75       1.86  
                         
    Book value per share   $ 17.04     $ 16.14     $ 14.36          
    Tangible book value per share (1)     14.55       13.64       11.80          
                         
    Shares of common stock outstanding     31,559,366       31,559,366       31,774,140          
    Weighted average shares of common stock outstanding     31,559,366       31,579,457       31,829,250       31,600,442       31,598,650  
                         
    SUMMARY RATIOS                    
    Net interest margin *     3.98 %     3.95 %     4.07 %     3.96 %     4.14 %
    Net interest margin (tax-equivalent basis) * (1)(2)     4.03       4.00       4.13       4.01       4.20  
                         
    Efficiency ratio     54.24 %     52.61 %     51.85 %     55.00 %     57.73 %
    Efficiency ratio (tax-equivalent basis) (1)(2)     53.71       52.10       51.25       54.45       57.04  
                         
    Loan to deposit ratio     78.72 %     78.39 %     79.63 %        
                         
    Return on average assets *     1.44 %     1.45 %     1.58 %     1.37 %     1.29 %
    Return on average stockholders’ equity *     13.81       14.48       17.02       13.58       14.22  
    Return on average tangible common equity * (1)     16.25       17.21       20.70       16.11       17.17  
                         
    Adjusted return on average assets * (1)     1.53 %     1.45 %     1.62 %     1.48 %     1.61 %
    Adjusted return on average stockholders’ equity * (1)     14.62       14.54       17.51       14.62       17.68  
    Adjusted return on average tangible common equity * (1)     17.20       17.27       21.29       17.34       21.34  
                         
    CAPITAL                    
    Total capital to risk-weighted assets     16.54 %     16.01 %     15.09 %        
    Tier 1 capital to risk-weighted assets     14.48       13.98       13.18          
    Common equity tier 1 capital ratio     13.15       12.66       11.88          
    Tier 1 leverage ratio     11.16       10.83       10.34          
    Total stockholders’ equity to total assets     10.77       10.18       9.14          
    Tangible common equity to tangible assets (1)     9.35       8.74       7.64          
                         
    ASSET QUALITY                    
    Net charge-offs (recoveries) to average loans *     0.07 %     0.08 %     (0.01) %     0.04 %     (0.01) %
    Allowance for credit losses to loans, before allowance for credit losses     1.22       1.21       1.16          
    Nonperforming loans to loans, before allowance for credit losses     0.24       0.25       0.20          
    Nonperforming assets to total assets     0.17       0.17       0.16          
                                             
    *   Annualized measure.
    (1)   See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.
    (2)   On a tax-equivalent basis assuming a federal income tax rate of 21% and a state tax rate of 9.5%.
     
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
    Consolidated Statements of Income
     
      Three Months Ended   Nine Months Ended September 30,
    (dollars in thousands, except per share data) September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024       2023  
    INTEREST AND DIVIDEND INCOME                  
    Loans, including fees:                  
    Taxable $ 53,650     $ 52,177     $ 49, 640     $ 157,753     $ 138,948  
    Federally tax exempt   1,133       1,097       1,072       3,324       3,064  
    Debt Securities:                  
    Taxable   6,453       6,315       6,402       18,972       19,460  
    Federally tax exempt   502       521       978       1,620       3,337  
    Interest-bearing deposits in bank   2,230       2,570       714       6,752       2,234  
    Other interest and dividend income   149       144       235       481       545  
    Total interest and dividend income   64,117       62,824       59,041       188,902       167,588  
    INTEREST EXPENSE                  
    Deposits   14,649       14,133       7,211       42,375       13,908  
    Securities sold under agreements to repurchase   134       129       35       415       107  
    Borrowings   119       121       2,108       365       5,594  
    Subordinated notes   470       469       470       1,409       1,409  
    Junior subordinated debentures issued to capital trusts   1,012       944       938       2,889       2,582  
    Total interest expense   16,384       15,796       10,762       47,453       23,600  
    Net interest income   47,733       47,028       48,279       141,449       143,988  
    PROVISION FOR CREDIT LOSSES   603       1,176       480       2,306       6,460  
    Net interest income after provision for credit losses   47,130       45,852       47,799       139,143       137,528  
    NONINTEREST INCOME                  
    Card income   2,753       2,885       2,763       8,254       8,326  
    Wealth management fees   2,670       2,623       2,381       7,840       6,998  
    Service charges on deposit accounts   2,081       1,902       2,040       5,852       5,830  
    Mortgage servicing   1,113       1,111       1,169       3,279       3,522  
    Mortgage servicing rights fair value adjustment   (1,488 )     (97 )     23       (1,505 )     (460 )
    Gains on sale of mortgage loans   461       443       476       1,202       1,125  
    Realized gains (losses) on sales of securities   —       —       (813 )     (3,382 )     (1,820 )
    Unrealized gains (losses) on equity securities   136       (96 )     (46 )     24       (61 )
    Gains (losses) on foreclosed assets   (44 )     (28 )     550       15       443  
    Gains (losses) on other assets   (2 )     —       52       (637 )     161  
    Income on bank owned life insurance   170       166       153       500       415  
    Other noninterest income   855       701       742       2,499       2,362  
    Total noninterest income   8,705       9,610       9,490       23,941       26,841  
    NONINTEREST EXPENSE                  
    Salaries   16,325       16,364       15,644       49,346       51,715  
    Employee benefits   2,997       2,860       2,616       8,662       7,658  
    Occupancy of bank premises   2,695       2,243       2,573       7,520       7,460  
    Furniture and equipment   446       548       667       1,544       2,135  
    Data processing   2,640       2,606       2,581       8,171       9,787  
    Marketing and customer relations   1,380       996       1,679       3,372       3,874  
    Amortization of intangible assets   710       710       720       2,130       1,950  
    FDIC insurance   572       565       512       1,697       1,705  
    Loan collection and servicing   476       475       345       1,403       971  
    Foreclosed assets   19       10       76       78       234  
    Other noninterest expense   3,062       3,132       3,258       9,176       13,088  
    Total noninterest expense   31,322       30,509       30,671       93,099       100,577  
    INCOME BEFORE INCOME TAX EXPENSE   24,513       24,953       26,618       69,985       63,792  
    INCOME TAX EXPENSE   6,333       6,883       6,903       18,477       16,396  
    NET INCOME $ 18,180     $ 18,070     $ 19,715     $ 51,508     $ 47,396  
                       
    EARNINGS PER SHARE – BASIC $ 0.58     $ 0.57     $ 0.62     $ 1.63     $ 1.50  
    EARNINGS PER SHARE – DILUTED $ 0.57     $ 0.57     $ 0.62     $ 1.62     $ 1.49  
    WEIGHTED AVERAGE SHARES OF COMMON STOCK OUTSTANDING   31,559,366       31,579,457       31,829,250       31,600,442       31,598,650  
     
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
    Consolidated Balance Sheets
     
    (dollars in thousands) September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023
    ASSETS          
    Cash and due from banks $ 26,776     $ 22,604     $ 24,757  
    Interest-bearing deposits with banks   152,895       172,636       87,156  
    Cash and cash equivalents   179,671       195,240       111,913  
               
    Interest-bearing time deposits with banks   —       520       500  
    Debt securities available-for-sale, at fair value   710,303       669,055       753,163  
    Debt securities held-to-maturity   505,075       512,549       527,144  
    Equity securities with readily determinable fair value   3,364       3,228       3,106  
    Equity securities with no readily determinable fair value   2,638       2,613       2,300  
    Restricted stock, at cost   5,086       5,086       11,165  
    Loans held for sale   2,959       858       3,563  
               
    Loans, before allowance for credit losses   3,369,830       3,385,483       3,342,786  
    Allowance for credit losses   (40,966 )     (40,806 )     (38,863 )
    Loans, net of allowance for credit losses   3,328,864       3,344,677       3,303,923  
               
    Bank owned life insurance   24,405       24,235       23,747  
    Bank premises and equipment, net   65,919       65,711       64,713  
    Bank premises held for sale   317       317       35  
    Foreclosed assets   376       320       1,519  
    Goodwill   59,820       59,820       59,820  
    Intangible assets, net   18,552       19,262       21,402  
    Mortgage servicing rights, at fair value   17,496       18,984       20,156  
    Investments in unconsolidated subsidiaries   1,614       1,614       1,614  
    Accrued interest receivable   24,160       22,425       23,447  
    Other assets   40,109       59,685       58,538  
    Total assets $ 4,990,728     $ 5,006,199     $ 4,991,768  
               
    LIABILITIES AND STOCKHOLDERS’ EQUITY          
    Liabilities          
    Deposits:          
    Noninterest-bearing $ 1,008,359     $ 1,045,697     $ 1,086,877  
    Interest-bearing   3,272,341       3,272,996       3,111,191  
    Total deposits   4,280,700       4,318,693       4,198,068  
               
    Securities sold under agreements to repurchase   29,029       29,330       28,900  
    Federal Home Loan Bank advances   13,435       13,734       177,650  
    Subordinated notes   39,533       39,514       39,454  
    Junior subordinated debentures issued to capital trusts   52,834       52,819       52,774  
    Other liabilities   37,535       42,640       38,671  
    Total liabilities   4,453,066       4,496,730       4,535,517  
               
    Stockholders’ Equity          
    Common stock   328       328       327  
    Surplus   296,810       296,430       295,483  
    Retained earnings   302,532       290,386       256,050  
    Accumulated other comprehensive income (loss)   (38,989 )     (54,656 )     (78,432 )
    Treasury stock at cost   (23,019 )     (23,019 )     (17,177 )
    Total stockholders’ equity   537,662       509,469       456,251  
    Total liabilities and stockholders’ equity $ 4,990,728     $ 5,006,199     $ 4,991,768  
    SHARES OF COMMON STOCK OUTSTANDING   31,559,366       31,559,366       31,774,140  
     
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
     
    (dollars in thousands) September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023
               
    LOANS          
    Commercial and industrial $ 395,598   $ 400,276   $ 386,933  
    Commercial real estate – owner occupied   288,838     289,992     297,242  
    Commercial real estate – non-owner occupied   889,188     889,193     901,929  
    Construction and land development   359,151     365,371     371,158  
    Multi-family   432,712     429,951     388,742  
    One-to-four family residential   472,040     484,335     488,655  
    Agricultural and farmland   297,102     285,822     275,239  
    Municipal, consumer, and other   235,201     240,543     232,888  
    Total loans $ 3,369,830   $ 3,385,483   $ 3,342,786  
     
    (dollars in thousands) September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023
               
    DEPOSITS          
    Noninterest-bearing deposits $ 1,008,359   $ 1,045,697   $ 1,086,877  
    Interest-bearing deposits:          
    Interest-bearing demand   1,076,445     1,094,797     1,134,721  
    Money market   795,150     769,386     673,780  
    Savings   566,783     582,752     623,083  
    Time   803,964     796,069     564,634  
    Brokered   29,999     29,992     114,973  
    Total interest-bearing deposits   3,272,341     3,272,996     3,111,191  
    Total deposits $ 4,280,700   $ 4,318,693   $ 4,198,068  
     
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
     
      Three Months Ended
      September 30, 2024   June 30, 2024   September 30, 2023
    (dollars in thousands) Average Balance   Interest   Yield/Cost *   Average Balance   Interest   Yield/Cost *   Average Balance   Interest   Yield/Cost *
                                       
    ASSETS                                  
    Loans $ 3,379,299     $ 54,783   6.45 %   $ 3,374,058     $ 53,274   6.35 %   $ 3,296,703     $ 50,712   6.10 %
    Debt Securities   1,191,642       6,955   2.32       1,187,795       6,836   2.31       1,317,603       7,380   2.22  
    Deposits with banks   185,870       2,230   4.77       211,117       2,570   4.90       77,595       714   3.65  
    Other   12,660       149   4.68       12,588       144   4.60       16,430       235   5.68  
    Total interest-earning assets   4,769,471     $ 64,117   5.35 %     4,785,558     $ 62,824   5.28 %     4,708,331     $ 59,041   4.97 %
    Allowance for credit losses   (40,780 )             (40,814 )             (38,317 )        
    Noninterest-earning assets   278,030               283,103               294,818          
    Total assets $ 5,006,721             $ 5,027,847             $ 4,964,832          
                                       
    LIABILITIES AND STOCKHOLDERS’ EQUITY                                  
    Liabilities                                  
    Interest-bearing deposits:                                  
    Interest-bearing demand $ 1,085,609     $ 1,408   0.52 %   $ 1,123,592     $ 1,429   0.51 %   $ 1,160,654     $ 761   0.26 %
    Money market   800,651       4,726   2.35       788,744       4,670   2.38       682,772       2,026   1.18  
    Savings   573,077       396   0.27       592,312       393   0.27       639,384       249   0.15  
    Time   804,379       7,702   3.81       763,507       7,117   3.75       519,683       3,275   2.50  
    Brokered   29,996       417   5.54       38,213       524   5.51       66,776       900   5.34  
    Total interest-bearing deposits   3,293,712       14,649   1.77       3,306,368       14,133   1.72       3,069,269       7,211   0.93  
    Securities sold under agreements to repurchase   29,426       134   1.80       30,440       129   1.70       33,807       35   0.41  
    Borrowings   13,691       119   3.47       13,466       121   3.60       157,908       2,108   5.30  
    Subordinated notes   39,524       470   4.73       39,504       469   4.78       39,444       470   4.72  
    Junior subordinated debentures issued to capital trusts   52,827       1,012   7.63       52,812       944   7.18       52,767       938   7.05  
    Total interest-bearing liabilities   3,429,180     $ 16,384   1.90 %     3,442,590     $ 15,796   1.85 %     3,353,195     $ 10,762   1.27 %
    Noninterest-bearing deposits   1,013,893               1,043,614               1,105,472          
    Noninterest-bearing liabilities   39,903               39,806               46,564          
    Total liabilities   4,482,976               4,526,010               4,505,231          
    Stockholders’ Equity   523,745               501,837               459,601          
    Total liabilities and stockholders’ equity $ 5,006,721             $ 5,027,847             $ 4,964,832          
                                       
    Net interest income/Net interest margin (1)     $ 47,733   3.98 %       $ 47,028   3.95 %       $ 48,279   4.07 %
    Tax-equivalent adjustment (2)       552   0.05           553   0.05           675   0.06  
    Net interest income (tax-equivalent basis)/
    Net interest margin (tax-equivalent basis) (2) (3)    		     $ 48,285   4.03 %       $ 47,581   4.00 %       $ 48,954   4.13 %
    Net interest rate spread (4)         3.45 %           3.43 %           3.70 %
    Net interest-earning assets (5) $ 1,340,291             $ 1,342,968             $ 1,355,136          
    Ratio of interest-earning assets to interest-bearing liabilities   1.39               1.39               1.40          
    Cost of total deposits         1.35 %           1.31 %           0.69 %
    Cost of funds         1.47             1.42             0.96  
                                                               
    *   Annualized measure.
    (1)   Net interest margin represents net interest income divided by average total interest-earning assets.
    (2)   On a tax-equivalent basis assuming a federal income tax rate of 21% and a state income tax rate of 9.5%.
    (3)   See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.
    (4)   Net interest rate spread represents the difference between the yield on average interest-earning assets and the cost of average interest-bearing liabilities.
    (5)   Net interest-earning assets represents total interest-earning assets less total interest-bearing liabilities.
     
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
     
      Nine Months Ended
      September 30, 2024   September 30, 2023
    (dollars in thousands) Average Balance   Interest   Yield/Cost *   Average Balance   Interest   Yield/Cost *
                           
    ASSETS                      
    Loans $ 3,374,875     $ 161,077   6.38 %   $ 3,183,641     $ 142,012   5.96 %
    Debt Securities   1,197,772       20,592   2.30       1,366,298       22,797   2.23  
    Deposits with banks   188,087       6,752   4.80       84,720       2,234   3.53  
    Other   12,744       481   5.04       15,334       545   4.75  
    Total interest-earning assets   4,773,478     $ 188,902   5.29 %     4,649,993     $ 167,588   4.82 %
    Allowance for credit losses   (40,611 )             (37,053 )        
    Noninterest-earning assets   279,789               289,843          
    Total assets $ 5,012,656             $ 4,902,783          
                           
    LIABILITIES AND STOCKHOLDERS’ EQUITY                      
    Liabilities                      
    Interest-bearing deposits:                      
    Interest-bearing demand $ 1,112,198     $ 4,148   0.50 %   $ 1,204,937     $ 1,902   0.21 %
    Money market   800,693       14,193   2.37       664,036       4,467   0.90  
    Savings   592,134       1,232   0.28       678,495       616   0.12  
    Time   744,349       20,744   3.72       441,760       6,011   1.82  
    Brokered   50,046       2,058   5.49       22,987       912   5.30  
    Total interest-bearing deposits   3,299,420       42,375   1.72       3,012,215       13,908   0.62  
    Securities sold under agreements to repurchase   30,769       415   1.80       35,844       107   0.40  
    Borrowings   13,387       365   3.64       148,443       5,594   5.04  
    Subordinated notes   39,504       1,409   4.76       39,424       1,409   4.78  
    Junior subordinated debentures issued to capital trusts   52,812       2,889   7.31       51,054       2,582   6.76  
    Total interest-bearing liabilities   3,435,892     $ 47,453   1.84 %     3,286,980     $ 23,600   0.96 %
    Noninterest-bearing deposits   1,031,239               1,123,917          
    Noninterest-bearing liabilities   38,943               46,310          
    Total liabilities   4,506,074               4,457,207          
    Stockholders’ Equity   506,582               445,576          
    Total liabilities and stockholders’ equity $ 5,012,656               4,902,783          
                           
    Net interest income/Net interest margin (1)     $ 141,449   3.96 %       $ 143,988   4.14 %
    Tax-equivalent adjustment (2)       1,680   0.05           2,092   0.06  
    Net interest income (tax-equivalent basis)/
    Net interest margin (tax-equivalent basis) (2) (3)    		     $ 143,129   4.01 %       $ 146,080   4.20 %
    Net interest rate spread (4)         3.45 %           3.86 %
    Net interest-earning assets (5) $ 1,337,586             $ 1,363,013          
    Ratio of interest-earning assets to interest-bearing liabilities   1.39               1.41          
    Cost of total deposits         1.31 %           0.45 %
    Cost of funds         1.42             0.72  
                               
    *   Annualized measure.
    (1)   Net interest margin represents net interest income divided by average total interest-earning assets.
    (2)   On a tax-equivalent basis assuming a federal income tax rate of 21% and a state income tax rate of 9.5%.
    (3)   See “Reconciliation of Non-GAAP Financial Measures” below for reconciliation of non-GAAP financial measures to their most closely comparable GAAP financial measures.
    (4)   Net interest rate spread represents the difference between the yield on average interest-earning assets and the cost of average interest-bearing liabilities.
    (5)   Net interest-earning assets represents total interest-earning assets less total interest-bearing liabilities.
     
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
     
    (dollars in thousands) September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023
               
    NONPERFORMING ASSETS          
    Nonaccrual $ 8,200     $ 8,425     $ 6,678  
    Past due 90 days or more, still accruing   5       7       —  
    Total nonperforming loans   8,205       8,432       6,678  
    Foreclosed assets   376       320       1,519  
    Total nonperforming assets $ 8,581     $ 8,752     $ 8,197  
               
    Nonperforming loans that are wholly or partially guaranteed by the U.S. Government $ 2,046     $ 2,132     $ 1,968  
               
    Allowance for credit losses $ 40,966     $ 40,806     $ 38,863  
    Loans, before allowance for credit losses   3,369,830       3,385,483       3,342,786  
               
    CREDIT QUALITY RATIOS          
    Allowance for credit losses to loans, before allowance for credit losses   1.22 %     1.21 %     1.16 %
    Allowance for credit losses to nonaccrual loans   499.59       484.34       581.96  
    Allowance for credit losses to nonperforming loans   499.28       483.94       581.96  
    Nonaccrual loans to loans, before allowance for credit losses   0.24       0.25       0.20  
    Nonperforming loans to loans, before allowance for credit losses   0.24       0.25       0.20  
    Nonperforming assets to total assets   0.17       0.17       0.16  
    Nonperforming assets to loans, before allowance for credit losses, and foreclosed assets   0.25       0.26       0.25  
                           
    HBT Financial, Inc.
    Unaudited Consolidated Financial Summary
     
      Three Months Ended   Nine Months Ended
    September 30,
    (dollars in thousands) September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024       2023  
                       
    ALLOWANCE FOR CREDIT LOSSES                  
    Beginning balance $ 40,806     $ 40,815     $ 37,814     $ 40,048     $ 25,333  
    Adoption of ASC 326   —       —       —       —       6,983  
    PCD allowance established in acquisition   —       —       —       —       1,247  
    Provision for credit losses   746       677       983       1,983       5,004  
    Charge-offs   (1,101 )     (870 )     (412 )     (2,198 )     (733 )
    Recoveries   515       184       478       1,133       1,029  
    Ending balance $ 40,966     $ 40,806     $ 38,863     $ 40,966     $ 38,863  
                       
    Net charge-offs (recoveries) $ 586     $ 686     $ (66 )   $ 1,065     $ (296 )
    Average loans   3,379,299       3,374,058       3,296,703       3,374,875       3,183,641  
                       
    Net charge-offs (recoveries) to average loans *   0.07 %     0.08 %     (0.01) %     0.04 %     (0.01) %
                                   
    *   Annualized measure.                              
                                   
      Three Months Ended   Nine Months Ended
    September 30,
    (dollars in thousands) September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024     2023  
                       
    PROVISION FOR CREDIT LOSSES                  
    Loans (1) $ 746     $ 677   $ 983     $ 1,983   $ 5,004  
    Unfunded lending-related commitments (1)   (143 )     499     297       323     1,456  
    Debt securities   —       —     (800 )     —     —  
    Total provision for credit losses $ 603     $ 1,176   $ 480     $ 2,306   $ 6,460  
                                       
    (1)   Includes recognition of an allowance for credit losses on non-PCD loans of $5.2 million and an allowance for credit losses on unfunded commitments of $0.7 million in connection with the Town and Country merger during the first quarter of 2023.
                                       
    Reconciliation of Non-GAAP Financial Measures –
    Adjusted Net Income and Adjusted Return on Average Assets
        Three Months Ended   Nine Months Ended
    September 30,
    (dollars in thousands)   September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024       2023  
                         
    Net income   $ 18,180     $ 18,070     $ 19,715     $ 51,508     $ 47,396  
    Adjustments:                    
    Acquisition expenses (1)     —       —       —       —       (13,691 )
    Gains (losses) on closed branch premises     —       —       —       (635 )     75  
    Realized gains (losses) on sales of securities     —       —       (813 )     (3,382 )     (1,820 )
    Mortgage servicing rights fair value adjustment     (1,488 )     (97 )     23       (1,505 )     (460 )
    Total adjustments     (1,488 )     (97 )     (790 )     (5,522 )     (15,896 )
    Tax effect of adjustments (2)     424       28       226       1,574       4,382  
    Total adjustments after tax effect     (1,064 )     (69 )     (564 )     (3,948 )     (11,514 )
    Adjusted net income   $ 19,244     $ 18,139     $ 20,279     $ 55,456     $ 58,910  
                         
    Average assets   $ 5,006,721     $ 5,027,847     $ 4,964,832     $ 5,012,656     $ 4,902,783  
                         
    Return on average assets *     1.44 %     1.45 %     1.58 %     1.37 %     1.29 %
    Adjusted return on average assets *     1.53       1.45       1.62       1.48       1.61  
                                             
    *   Annualized measure.
    (1)   Includes recognition of an allowance for credit losses on non-PCD loans of $5.2 million and an allowance for credit losses on unfunded commitments of $0.7 million in connection with the Town and Country merger during the first quarter of 2023.
    (2)   Assumes a federal income tax rate of 21% and a state tax rate of 9.5%.
     
    Reconciliation of Non-GAAP Financial Measures –
    Adjusted Earnings Per Share — Basic and Diluted
        Three Months Ended   Nine Months Ended
    September 30,
    (dollars in thousands, except per share amounts)   September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024     2023  
                         
    Numerator:                    
    Net income   $ 18,180   $ 18,070   $ 19,715     $ 51,508   $ 47,396  
    Earnings allocated to participating securities (1)     —     —     (10 )     —     (26 )
    Numerator for earnings per share – basic and diluted   $ 18,180   $ 18,070   $ 19,705     $ 51,508   $ 47,370  
                         
    Adjusted net income   $ 19,244   $ 18,139   $ 20,279     $ 55,456   $ 58,910  
    Earnings allocated to participating securities (1)     —     —     (10 )     —     (33 )
    Numerator for adjusted earnings per share – basic and diluted   $ 19,244   $ 18,139   $ 20,269     $ 55,456   $ 58,877  
                         
    Denominator:                    
    Weighted average common shares outstanding     31,559,366     31,579,457     31,829,250       31,600,442     31,598,650  
    Dilutive effect of outstanding restricted stock units     118,180     87,354     137,187       115,266     102,574  
    Weighted average common shares outstanding, including all dilutive potential shares     31,677,546     31,666,811     31,966,437       31,715,708     31,701,224  
                         
    Earnings per share – Basic   $ 0.58   $ 0.57   $ 0.62     $ 1.63   $ 1.50  
    Earnings per share – Diluted   $ 0.57   $ 0.57   $ 0.62     $ 1.62   $ 1.49  
                         
    Adjusted earnings per share – Basic   $ 0.61   $ 0.57   $ 0.64     $ 1.75   $ 1.86  
    Adjusted earnings per share – Diluted   $ 0.61   $ 0.57   $ 0.63     $ 1.75   $ 1.86  
                                       
    (1)    The Company previously granted restricted stock units that contain non-forfeitable rights to dividend equivalents, which were considered participating securities. Prior to 2024, these restricted stock units were included in the calculation of basic earnings per share using the two-class method. The two-class method of computing earnings per share is an earnings allocation formula that determines earnings per share for each class of common stock and participating security according to dividends declared (or accumulated) and participation rights in undistributed earnings.
     
    Reconciliation of Non-GAAP Financial Measures –
    Net Interest Income (Tax-equivalent Basis) and Net Interest Margin (Tax-equivalent Basis)
        Three Months Ended   Nine Months Ended
    September 30,
    (dollars in thousands)   September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024       2023  
                         
    Net interest income (tax-equivalent basis)                    
    Net interest income   $ 47,733     $ 47,028     $ 48,279     $ 141,449     $ 143,988  
    Tax-equivalent adjustment (1)     552       553       675       1,680       2,092  
    Net interest income (tax-equivalent basis) (1)   $ 48,285     $ 47,581     $ 48,954     $ 143,129     $ 146,080  
                         
    Net interest margin (tax-equivalent basis)                    
    Net interest margin *     3.98 %     3.95 %     4.07 %     3.96 %     4.14 %
    Tax-equivalent adjustment * (1)     0.05       0.05       0.06       0.05       0.06  
    Net interest margin (tax-equivalent basis) * (1)     4.03 %     4.00 %     4.13 %     4.01 %     4.20 %
                         
    Average interest-earning assets   $ 4,769,471     $ 4,785,558     $ 4,708,331     $ 4,773,478     $ 4,649,993  
                                             
    *   Annualized measure.
    (1)   On a tax-equivalent basis assuming a federal income tax rate of 21% and a state tax rate of 9.5%.
     
    Reconciliation of Non-GAAP Financial Measures –
    Efficiency Ratio (Tax-equivalent Basis)
        Three Months Ended   Nine Months Ended
    September 30,
    (dollars in thousands)   September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024       2023  
                         
    Efficiency ratio (tax-equivalent basis)                    
    Total noninterest expense   $ 31,322     $ 30,509     $ 30,671     $ 93,099     $ 100,577  
    Less: amortization of intangible assets     710       710       720       2,130       1,950  
    Noninterest expense excluding amortization of intangible assets   $ 30,612     $ 29,799     $ 29,951     $ 90,969     $ 98,627  
                         
    Net interest income   $ 47,733     $ 47,028     $ 48,279     $ 141,449     $ 143,988  
    Total noninterest income     8,705       9,610       9,490       23,941       26,841  
    Operating revenue     56,438       56,638       57,769       165,390       170,829  
    Tax-equivalent adjustment (1)     552       553       675       1,680       2,092  
    Operating revenue (tax-equivalent basis) (1)   $ 56,990     $ 57,191     $ 58,444     $ 167,070     $ 172,921  
                         
    Efficiency ratio     54.24 %     52.61 %     51.85 %     55.00 %     57.73 %
    Efficiency ratio (tax-equivalent basis) (1)     53.71       52.10       51.25       54.45       57.04  
                                             
    (1)    On a tax-equivalent basis assuming a federal income tax rate of 21% and a state tax rate of 9.5%.
     
    Reconciliation of Non-GAAP Financial Measures –
    Ratio of Tangible Common Equity to Tangible Assets and Tangible Book Value Per Share
    (dollars in thousands, except per share data)   September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023
                 
    Tangible Common Equity            
    Total stockholders’ equity   $ 537,662     $ 509,469     $ 456,251  
    Less: Goodwill     59,820       59,820       59,820  
    Less: Intangible assets, net     18,552       19,262       21,402  
    Tangible common equity   $ 459,290     $ 430,387     $ 375,029  
                 
    Tangible Assets            
    Total assets   $ 4,990,728     $ 5,006,199     $ 4,991,768  
    Less: Goodwill     59,820       59,820       59,820  
    Less: Intangible assets, net     18,552       19,262       21,402  
    Tangible assets   $ 4,912,356     $ 4,927,117     $ 4,910,546  
                 
    Total stockholders’ equity to total assets     10.77 %     10.18 %     9.14 %
    Tangible common equity to tangible assets     9.35       8.74       7.64  
                 
    Shares of common stock outstanding     31,559,366       31,559,366       31,774,140  
                 
    Book value per share   $ 17.04     $ 16.14     $ 14.36  
    Tangible book value per share     14.55       13.64       11.80  
                             
    Reconciliation of Non-GAAP Financial Measures –
    Return on Average Tangible Common Equity,
    Adjusted Return on Average Stockholders’ Equity and Adjusted Return on Average Tangible Common Equity
             
        Three Months Ended   Nine Months Ended
    September 30,
    (dollars in thousands)   September 30,
    2024    		   June 30,
    2024    		   September 30,
    2023    		     2024       2023  
                         
    Average Tangible Common Equity                    
    Total stockholders’ equity   $ 523,745     $ 501,837     $ 459,601     $ 506,582     $ 445,576  
    Less: Goodwill     59,820       59,820       59,875       59,820       56,406  
    Less: Intangible assets, net     18,892       19,605       21,793       19,607       20,005  
    Average tangible common equity   $ 445,033     $ 422,412     $ 377,933     $ 427,155     $ 369,165  
                         
    Net income   $ 18,180     $ 18,070     $ 19,715     $ 51,508     $ 47,396  
    Adjusted net income     19,244       18,139       20,279       55,456       58,910  
                         
    Return on average stockholders’ equity *     13.81 %     14.48 %     17.02 %     13.58 %     14.22 %
    Return on average tangible common equity *     16.25       17.21       20.70       16.11       17.17  
                         
    Adjusted return on average stockholders’ equity *     14.62 %     14.54 %     17.51 %     14.62 %     17.68 %
    Adjusted return on average tangible common equity *     17.20       17.27       21.29       17.34       21.34  
                                             
    *   Annualized measure.
     

    The MIL Network –

  • MIL-OSI Security: Shaken but not Stirred at NMRTU Bangor

    Source: United States Navy (Medical)

    The announcement came suddenly.

    Just as abruptly came the reaction.

    Navy Medicine Readiness Training Unit Bangor staff rapidly responded to a [mock] earthquake, Oct. 17, 2024.

    The exercise scenario – held in conjunction with Commander Naval Installations Command Citadel Rumble and Operation Dynamo 2024 – provided the opportunity for the branch health clinic to test a handful of objectives which are considered crucial during any actual seismic event.

    According to Hospital Corpsman 2nd Class Jesse Hamby, radiology technologist assigned to the clinic, the clinic’s major goals to accomplish during the exercise were met.

    “Our objectives were to drop, cover and hold; evacuated everyone, have 100 percent accountability; triage all patients appropriately, and communicate with each other throughout the drill,” explained Hamby.

    With the clinic located on Naval Base Kitsap Bangor, the medical and dental staff provide direct healthcare to the Sailors and Marines stationed on the sprawling compound, a sizable part of the third largest fleet concentration in the U.S. The base is also nestled – as is the rest of the greater Puget Sound region – in a locale with a number of active fault zones with routine seismic activity. There have been over 70 minor earthquakes over the last several weeks.

    “This is the first time we’ve done this in a number of years. But it is something we need to do in case it does happen. Overall, we did really well. Actually, better than expected,” said Senior Chief Hospital Corpsman Randy Fugere, NMRTU Bangor leading chief petty officer, adding that communication effort amongst staff all during the exercise was prompt, as was handling the flow of those injured needing medical care. “Communication, sharing information, is always huge and important during an event like this.”

    The 2001 Nisqually earthquake – with an epicenter approximately 55 miles south of NMRTU Bangor parent command, Naval Hospital Bremerton – measured a strong 6.8 magnitude and shook the entire Puget Sound region as the Juan de Fuca Plate shifted deeper into the earth. That upheaval invoked NHB to become the first Navy Medicine military treatment facility to become seismic retrofitted in 2007 to withstand future sizable earthquakes.

    Annual exercises such as Citadel Rumble and Operation Dynamo 2024 are held to prepare personnel to effectively respond when another sizable quake does take place, because seismologists have long contended it’s just a matter of if, not when.

    NMRTU Bangor is ready.

    MIL Security OSI –

  • MIL-OSI United Kingdom: Severn Valley communities invited to learn about plans for area

    Source: United Kingdom – Executive Government & Departments

    Communities along the Severn Valley are invited to find out more about plans to manage water and enhance communities at a series of drop-in events.

    Flooding in the Severn Valley.

    Residents and business owners along the upper Severn Valley are invited to a series of drop-in sessions being held later this year where they can find out more about plans to manage water and enhance communities in the area. 

    The Severn Valley Water Management Scheme (SVWMS) is an initiative led by a partnership of the Environment Agency, Natural Resources Wales, Powys County Council and Shropshire Council which aims to enhance water management and create resilient environments across the Upper Severn catchment.  

    The Partnership will be at the drop-in sessions below to discuss how it will be developing plans to make the Severn a more vibrant and resilient river catchment, and members of the communities are invited to the drop-in session to find out more.  

    As well as considering future options for the upper Severn catchment, the SVWMS is also exploring the different funding approaches that would be needed to take forward future implementation in what is a challenging funding environment.   

    The drop-in sessions will be held on the following dates:

    • 7 November – Newtown Library, Park Lane, Newtown, SY16 1EJ 

    • 26 November – Llanidloes – Hanging Gardens Project, Bethel St, Llanidloes SY18 6BS   

    • 10 December – Meifod – Meifod Cobra Rugby Club, Meifod, SY22 6HF 

    • 13 January – Oswestry – Oswestry Memorial Hall, Smithfield Street, Oswestry, SY11 2EG 

    • 29 January – Shrewsbury – Shropshire Wildlife Trust, 193 Abbey Foregate, Shrewsbury SY2 6AH 

    These sessions, which coincide with briefings for local parish and community councils in Powys and Shropshire, are designed to provide an opportunity for residents to learn more about the project, ask questions, and share their views. 

    People can also keep up to date with progress of the scheme and all the latest news and events by viewing the new SVWMS website, which seeks feedback from those with an interest in the scheme. 

    The project is investigating a combination of sustainable land use management, in conjunction with current land uses, up-scaled nature-based solutions, and sensitive engineering methods to improve flood risk resilience and water management in the catchment area. 

    If delivered, the SVWMS will bring numerous benefits to communities and businesses across the Severn catchment in England and Wales: 

    • Improved Flood Risk Management: By implementing a combination of measures, the project will help slow the flow of water upstream, reducing the risk of flooding in downstream areas. 

    • Enhanced Biodiversity: The project will contribute to halting biodiversity decline by creating and improving habitats such as wetlands, reed beds, and woodlands. This will support a diverse range of plant and animal species. 

    • Climate Resilience: The regenerative approach of the SVWMS will positively contribute to addressing the climate crisis by enhancing the natural environment’s ability to absorb and store carbon. 

    • Social Value: The project will engage local communities and involve them in the decision-making process, fostering a sense of ownership and stewardship over the natural environment. 

    • Economic Benefits: By improving water management and reducing flood risks, the project can protect local businesses and infrastructure, contributing to the overall economic resilience of the region. 

    David McKnight, Environment Agency Area Flood and Coastal Risk manager for the West Midlands said:  

    “Delivering the Severn Valley Water Management Scheme is a long-term solution to sustainable water management and has the potential to better protect thousands of homes and businesses from flood risk across the upper Severn catchment in England and Wales.

    “We are looking forward to sharing progress as it is made and for people to contribute and engage with us as the project advances. We want to hear from all areas of the Severn community as we embark on the strategy that the catchment needs to be able to adapt to our changing climate and continue to thrive. 

    “The new SVWMS website will be a reliable and informative resource for anyone wanting to engage with partners and we will update the venue details of our community drop-in sessions and event summaries there too.” 

    Gavin Bown, Natural Resources Wales, Head of Operations for Mid Wales said: 

    “This is an ambitious but important project as we face a climate and nature emergency.  We are seeing adverse weather events, such as flooding and periods of drought, occurring more frequently than we have experienced in recent decades. 

    “The Severn Valley Water Management Scheme (SVWMS) is looking at new and innovative ways to supplement our flood risk management activities and help further address these issues through using natural flood management to reduce the risk of flood or drought by working with natural systems. 

    NRW and Welsh Government are committed to the sustainable management of our natural resources.  The SVWMS is a project which could provide us with additional longer-term solutions to sustainably manage water in the Severn catchment.  We welcome the opportunity for communities to help inform the scheme.” 

    Councillor James Gibson-Watt, at Powys County Council, added:  

    “The Severn Valley Water Management Scheme is a significant opportunity to address climate impacts being experienced within our communities in Powys.  We’re excited to be a partner in this initiative and would encourage participation in the upcoming community events to learn more about the project and the potential opportunities it could bring.” 

    Councillor Ian Nellins, Deputy Leader and Cabinet member for Climate Change, Environment and Transport at Shropshire Council, added:  

    “The Severn Valley Water Management Scheme represents a significant step forward in our efforts to protect communities and enhance our natural environment.  This project not only addresses the immediate flood risks but also supports biodiversity and our fight against climate change.  

    “We encourage everyone to participate in the upcoming sessions to learn more about the positive impacts this scheme will bring.”

    Updates to this page

    Published 21 October 2024

    MIL OSI United Kingdom –

  • MIL-OSI Asia-Pac: Think critically, adapt to unforeseen circumstances & leverage latest technology to gain strategic advantage in today’s times: Raksha Mantri to military leaders at National Defence College, New Delhi

    Source: Government of India

    Think critically, adapt to unforeseen circumstances & leverage latest technology to gain strategic advantage in today’s times: Raksha Mantri to military leaders at National Defence College, New Delhi

    “Need to stay prepared to tackle the possibility of adversaries weaponising day-to-day tools & tech”

    “Ability to anticipate, adapt & respond will define our readiness to deal with emerging challenges”

    Govt’s focus is to make a technologically-advanced & future-ready military, says Shri Rajnath Singh

    Posted On: 19 OCT 2024 2:31PM by PIB Delhi

    Raksha Mantri Shri Rajnath Singh has called upon the military leaders to think critically, adapt to unforeseen circumstances and leverage latest technological advancements to gain a strategic advantage in today’s ever-evolving geopolitical landscape. Addressing the MPhil Convocation ceremony of 62nd National Defence College (NDC) course (2022 batch) in New Delhi on October 19, 2024, he urged the officers to become strategic thinkers who are capable of anticipating future conflicts, understanding global political dynamics and leading with both intelligence & empathy.

    “Warfare, today, has surpassed the traditional battlefields and now operates in a multi-domain environment where cyber, space & information warfare are as critical as conventional operations. Cyber-attacks, disinformation campaigns and economic warfare have become tools that can destabilise a whole nation without a single shot being fired. There is a need for military leaders to possess the ability to analyse complex problems and devise innovative solutions,” Raksha Mantri said.

    Shri Rajnath Singh described the rapid technological advancements in today’s times as the most crucial force which drives the evolution of a future-ready military. “From Drones and Autonomous Vehicles to Artificial Intelligence (AI) & Quantum Computing, the technologies shaping modern warfare are evolving at a breath-taking pace. Our officers must understand these technologies and be able to harness them,” he stated.

    Raksha Mantri exhorted the defence officers to carry-out in-depth analysis on how best to leverage niche technologies, such as AI, which has the potential to revolutionise military operations. He also stressed on the need to decide on the threshold level of the decisions AI is allowed to take, highlighting the importance of human intervention. Increasing reliance on AI in decision-making processes can raise concerns about accountability & the potential for unintended consequences, he said.

    Shri Rajnath Singh underlined the need to stay prepared to tackle the possibility of adversaries weaponising the tools and technologies used by people on a daily basis. “The mere thought that our adversaries exploiting the tools serves as a reminder of the urgency with which we must prepare for these threats. Institutions like NDC must evolve their course curriculum to not only incorporate case studies on such unconventional warfare but also to drive strategic innovation. The ability to anticipate, adapt & respond will define our readiness in the face of ever-evolving challenges,” he said.

    On the aspect of ethical dilemma faced by military leaders about the extent to which machines should make life-and-death decisions, Raksha Mantri said academic learning in ethics, philosophy and military history will provide officers with the tools to handle the sensitive subject & make sound decisions. He highlighted the critical role played by defence academic institutions, such as NDC, in instilling the moral framework in future leaders to deal with the challenges of present-day warfare. He urged the officers to have a firm grasp of geopolitics, international relations & the complexities of global security alliances, as the decisions made by them can have far-reaching consequences that extend beyond the battlefield and into the realm of diplomacy, economics & international law. 

    Shri Rajnath Singh voiced the Government’s resolve of developing a technologically-advanced and agile military, capable of responding to emerging threats & safeguarding national security. He asserted that while efforts are being made to ensure that the Armed Forces remain future-ready and resilient, defence institutions like NDC play a pivotal role in shaping the perspectives of military leaders & equipping them with the expertise necessary to handle the complexities of modern-day warfare.

    Raksha Mantri added that the curriculum of academic institutions must remain dynamic and adaptable to ensure its relevance to practitioners in the field. He described the challenges of modern warfare, ethical dilemmas, and strategic leadership as not just topics for reflection, but the foundation upon which the future of India’s national security will be built. 

    Emphasising that learning must be a continuous process not confined to the duration of a course, Shri Rajnath Singh suggested the introduction of online, short-term modules on critical subjects to extend the reach and impact of NDC. “This would allow more officers, irrespective of their geographical location or time constraints, to benefit from the knowledge and expertise offered by such a prestigious institution,” he stated.

    Raksha Mantri termed the extensive and well-established alumni network of NDC as an untapped resource that can play a pivotal role in this initiative. By leveraging the experience and insights of its alumni, NDC can foster a thriving, collaborative learning ecosystem that continuously enriches the professional development of defence personnel, he said.

    Shri Rajnath Singh congratulated the officers of the 62nd NDC Course who were awarded the MPhil degree, especially those from friendly countries. He termed them as a bridge between India and their respective nations. He added that challenges and concerns shared during the course would pave the way for enhancing the collective security and prosperity in the region.

    Defence Secretary-designate Shri RK Singh, Commandant NDC Air Marshal Hardeep Bains, Registrar, University of Madras Professor S. Elumalai, senior officers of Ministry of Defence and faculty members of NDC were present on the occasion.

     *******

    SR/Savvy/KB

    (Release ID: 2066290) Visitor Counter : 57

    MIL OSI Asia Pacific News –

  • MIL-OSI USA News: First Lady Jill  Biden Unveils Enhanced and Expanded White  House  Tour

    Source: The White House

    New Educational and Engaging Elements Added to the White House Public Tour Route; Aimed at Enhancing Civics Education for Students of All Ages; First Significant Improvement to Tour in Decades

    New Expanded Public Tour Will Now Include the Diplomatic Reception Room, where President Franklin D. Roosevelt held his famous fireside chats, and Further Entry Access to Rooms

    For photos of the enhanced tour elements, please visit the White House FLICKR page.

    Washington, DC – First Lady Jill Biden is unveiling today a new enhanced, educational White House public tour for visitors. A classroom teacher for 40 years, Dr. Biden knows that learning has to be engaging and interactive. The public tour, which accommodates approximately 10,000 visitors per week, is a significant opportunity to educate students of all ages about the living history of the White House. The public tour of the White House has not seen significant improvements in decades, until now.

    “I’ve been a classroom teacher for 40 years, and I know learning has to be interactive and engaging. It has to evoke the senses, and you have to meet students where they are, giving them what they need to spark their curiosity and imagination,” said First Lady Jill Biden. “We hope the tour inspires everyone who visits the White House to learn more about our shared history.”

    The enhanced White House public tour will now:

    • include more educational and engaging elements along the tour route;
    • incorporate more story-telling in the tour using technology and digital components;
    • provide visitors with more historic context to their tour;
    • entreat the senses with compelling and tactile content; and
    • present more opportunities for learning about our nation’s history, civics, and the lives of Presidents and first families, past and present.

    The enhanced tour elements are supported by The History Channel, in partnership with ESI Design, which is known for its educational improvements to the Liberty Island and Ellis Island museums, which like the White House are also cared for by the National Park Service. The History Channel has previously produced short films for historic sites across the country including the Smithsonian’s National Museum of American History, the Statue of Liberty, the Gettysburg National Military Park Museum and Visitor Center, and more.

    “Preserving our country’s history, investing in education, and engaging the next generation is at the heart of the new expanded White House tour,” said Paul Buccieri, President & Chairman, A+E Networks Group, which includes The History Channel. “We are honored to join First Lady Jill Biden on this special initiative to enhance the White House tour experience for the American public and visitors from around the globe.”

    “More than 10,000 visitors come through these doors each week on the public tour and it’s such an opportunity for students of all ages to learn about our country’s history, civics, and the lives of Presidents and their families,” said First Lady Jill Biden. “When Joe became President, I took a look at the public tour, which I’m told hasn’t seen any significant improvements in decades, and thought there
    has to be a way to reimagine this tour experience, add more educational content and story-telling, while also preserving and protecting its history. So, we did.”

    The First Lady added: “Throughout the past two years, we’ve been working with the National Park Service, White House Curator’s Office, White House Historical Association, presidential libraries, and The History Channel to enhance and expand the public tour of the White House. We’ve added flexible, versatile, and dynamic tools of learning to the tour; created more pathways in the house to bring people further into the rooms; expanded the tour to now include the Diplomatic Reception Room where President Roosevelt hosted his famous fireside chats; and we’ve included more educational content that visitors can touch, hear, and see up close.”

    “The White House, like all national parks, are living classrooms that provide the public with inspirational and educational opportunities to connect with our nation’s shared heritage,” National Park Service Director Chuck Sams said. “The National Park Service is honored to support these tour and exhibit enhancements that will elevate the thrill level of walking the halls of the White House and experiencing firsthand the rooms where history has been, and continues to be, made.”

    Stewart D. McLaurin, President of the White House Historical Association said: “Dr. Biden’s passion for
    education inspired this deeper engagement every visitor will now have with the White House. It has been a privilege to work with her and her team to deploy innovative and creative tools to better share the lessons and stories of White House history.”

    The following enhancements have been made to the new expanded White House public tour route:

    More Educational Story-telling and Civics Education Incorporated Throughout the Public Tour: The enhanced public tour now contains more historic, educational content, and story-telling elements throughout the visitor experience. For example, the Diplomatic Reception Room, used to welcome foreign dignitaries and home to President Franklin Delano Roosevelt’s famous fireside chats, will be open to the general public for the first time. One reader rail highlights the room’s panoramic wallpaper, Views of North America, and hosts a recreation of a 1939 Philco radio that plays snippets of various fireside chats given by FDR during his presidency.

    Educational, Experiential Signage, and Video Greetings: New signage along the tour route will augment visitors’ educational experience, helping to set expectations for the tour and guiding visitors to more points of interest. The new educational content updates the 18 existing room introduction signs, with an additional six signs to mark new tour elements and critical views. As guests enter the public tour through the East Wing, they will be welcomed by a video message from the First Lady. A video from the President will greet visitors in the East Room, giving further historic context and depth to the tour.

    “A Living Timeline” of White House History: Previously, the East Colonnade contained static photo collages, which were arduous to update and lacked key historic context or information. Visitors will now approach the East Colonnade and see a long corridor punctuated by permanent digital displays nestled below archways, embracing the design and feel of the previous collages. The graphic and media displays at each archway will showcase various “eras” of American history, segmented to capture historic moments of the White House and the presidency.

    The Living Timeline accommodates various experience modes ranging from Tour Mode, to Residential Mode, and Special Events Mode. These modes ensure the Living Timeline is a versatile tool that can evolve with the White House and moments across history.

    Three-Dimensional Architectural Model of the White House: After passing through the East Colonnade, visitors enter into the East Garden Room, where they will be greeted by a new 3D architectural model of White House’s 18-acre complex. Four supporting models depict the White House at key stages in its evolution. The dynamic model takes guests through the architectural history of the White House, beginning in 1792 and encompassing significant architectural milestones. The model is internally illuminated. Lighting cues are choreographed with a supplemental media screen that highlights important milestones pertaining to the architectural history of the White House. Over the course of the experience, visitors gain an appreciation of how the White House has evolved over time.

    More Access to White House Rooms: Previously, several rooms on the public tour of the White House were roped off and visitors could only look inside. Now, visitors will be able to go further inside each room and learn more about the room and its history.

    Expanded Tour Route to Now Include the Diplomatic Reception Room: Previously, the public tour route on the ground floor of the White House only included the Library, Vermeil Room, and China Room. Now, visitors will get to see the Diplomatic Reception Room, the location of President Franklin D. Roosevelt’s (FDR) historic “fireside chats” during the Great Depression and World War II. Audio of some of FDR’s fireside chats will play for visitors as they come through the room.

    Multi-sensory Reader Rails: Once visitors go further into each room, they will be treated to multi-sensory “reader rails,” full of educational information and tactile, engaging content. These reader rails detail the historic uses of each room and highlight pertinent artifacts. Additionally, these rails offer opportunities for visitors to touch replicas of the materials in various room. This not only provides a new sensory experience for visitors, it also improves the accessibility of the experience for those who are blind or have low vision. The White House Historical Association currently provides an audio guide to the White House tour through their app, the WHExperience, which is available on whitehousehistory.org.

    Dynamic Digital Partition Panel: As guests exit the Diplomatic Reception Room, they will see a dynamic digital partition panel on the left, before ascending the stairs to the State Floor. This panel is a versatile large photo frame, presenting educational content and imagery of the White House beyond the areas visible to the public tour.

    East Room Welcome Pillar and Reader Rails: Speaking to visitors from the same room where Presidents have so often addressed the nation, a video from the President provides an introduction to the State Floor via a dedicated Welcome Pillar. Supporting reader rails provide educational information about the purpose and history of the East Room, the special items on display, such as the George and Martha Washington portraits featured in the center of the room, and the many momentous events that have happened there.

    Additional Educational Content in the State Dining Room: As visitors enter the State Dining Room, they will be surrounded with educational content, with three reader rails. One rail exhibit highlights the history of the room itself, including the numerous State Dinners. Another rail features a quote inscribed on the mantel taken from a letter John Adams wrote to his wife, Abigail, on his first night at the White House. A tactile replica of the mantel’s inscription is positioned at the center of the rail, inviting visitors to feel the carving and reflect on Adams’ hope for the future. A final rail highlights art and artifacts in the room, such as the famous Lincoln Portrait, which rarely moves from its revered position over the room’s mantel.

    Grand Staircase Frame: Positioned near the landing of the Grand Staircase, the Grand Frame serves as a window into special events at the White House, featuring rotating imagery of First Families at the staircase during State Dinners, holidays, or other special occasions.

    ###

    MIL OSI USA News –

  • MIL-OSI Security: Defense News: USS Harpers Ferry (LSD 49) returns to homeport after Indo-Pacific deployment

    Source: United States Navy

    Carrying over 700 Sailors and embarked Marines, Harpers Ferry participated in multiple, multi-national exercises and operations in the Pacific, displaying interoperability and the U.S.’s commitment to a free and open Indo-Pacific region.

    “The accomplishments of USS Harpers Ferry and its Navy and Marine Corps team are quite impressive,” said Cmdr. Gabriel Burgi, the commanding officer of Harpers Ferry. “Together, we steamed tens of thousands of miles from home, away from our friends and families, and completed important missions necessary to protect high seas freedoms. We took part in several bilateral and multinational exercises, and we were great ambassadors of the United States. I couldn’t be more proud of how well the crew and Marines worked together to accomplish many ‘firsts’ for the ARG-MEU team.”

    This deployment was an opportunity for the Marine Corps’ newest amphibious ship-to-shore connector, the amphibious combat vehicles (ACV), to gather operational data and lessons learned that will shape future deployments of the new platform in expeditionary environments.

    “This deployment was the first ever for the Marine Corps’ first new amphibious vehicle in over 50 years,” said Burgi. “All eyes were on us as we set the precedent for deployed operations of the ACV, and we helped write doctrine for future deployments. We launched and landed the first ACVs in foreign waters and on foreign shores, and the world was watching.”

    Harpers Ferry departed San Diego in March to begin a regularly scheduled, Western Pacific deployment. During the deployment, Harpers Ferry and embarked elements of the 15th MEU participated in Exercise Balikatan 24 (BK24), the largest, annual, bilateral exercise conducted between the U.S. and the Philippines. Elements of the embarked 15th MEU conducted a command-and-control exercise (C2X), Humanitarian Civic Assistance (HCA) projects and engagements, and a series of field training events.

    ACVs made their operational debut during BK24 in May, splashing from Harpers Ferry in Oyster Bay to conduct a waterborne live-fire gunnery exercise.

    “Throughout this deployment the landing force accomplished many firsts for the Marine Corps,” said Maj. Joe Santos, the ACV liaison officer, 15th MEU, and the commander of troops aboard Harpers Ferry. “The 15th MEU deployed with the Amphibious Combat Vehicle for the first time, which marked many more firsts for the Navy and Marine Corps. The Harpers Ferry and landing force was the first to achieve amphibious warfare certifications with the ACV; first to conduct ACV intermediate maintenance underway; first to conduct waterborne gunnery with the ACV; and first to operate within the Indo-Pacific.”

    While in the Philippines, Marines and Sailors of the 15th MEU also participated in the Amphibious Coastal Defense Continuum (ACDC), partnering with Philippine Marine Corps’ 3rd Marine Brigade to enhance the Philippine Marine Corps’ coastal defense strategy while supporting the modernization efforts of the Armed Forces of the Philippines.

    After BK24 and ACDC, the ship made its way north to Busan, South Korea, for Exercise Ssang Yong 24, a bilateral field training exercise with the Republic of Korea Marine Corps (ROKMC), and U.S. Navy and U.S. Marine Corps (USMC) in vicinity of Pohang.

    Ssang Yong was another landmark event for the ACV, marking the first time ACVs conducted a ship-to-shore amphibious assault overseas, partnered with ROKMC amphibious forces.

    “Harpers Ferry and their embarked Apache Company and ACV Platoon proved that we could safely and expeditiously launch and recover ACVs,” said Burgi. “The ACVs on deployment was a major milestone for the Navy-Marine Corps team. From onboard maintenance to overseas launch and recovery, almost everything we did with the ACVs was a first for our services. Deploying also gave the ACV platoon confidence in their weapon systems and in their ability to operate far from home without the benefit of onsite maintenance facilities.”

    After Ssang Yong, Harpers Ferry transited home to San Diego following a successful seven-month deployment.

    “I have seen this ship and her crew go from exiting the shipyards to the completion of a 7th Fleet deployment. This ship and her crew has been tasked over and over, and has exceeded the expectation of fleet commanders every time,” said Burgi. “There is no other crew or ship I would rather go to sea with. This crew has delivered miracles selflessly and tirelessly. I couldn’t be more proud of them; being the commanding officer to this crew has been the utmost privilege and highlight of my nearly 30-year career.”

    Santos echoed Burgi’s thoughts on the deployment.

    “I am excited for the Marines and Sailors to go home after this deployment knowing that they have accomplished so much,” said Maj. Santos. “They are a part of naval history and will remember this for the rest of their lives. It’s a beautiful day to be on the USS Harpers Ferry!”

    MIL Security OSI –

  • MIL-OSI Economics: New autonomous agents scale your team like never before

    Source: Microsoft

    Headline: New autonomous agents scale your team like never before

    Already, 60 percent of the Fortune 500 are using Microsoft 365 Copilot to accelerate business results and empower their teams. With Copilot supporting sales associates, Lumen Technologies projects $50 million dollars in savings annually. Honeywell(1) equates productivity gains to adding 187 full-time employees and Finastra is reducing creative production time from seven months to seven weeks.  

    Today, we’re announcing new agentic capabilities that will accelerate these gains and bring AI-first business process to every organization. 

    • First, the ability to create autonomous agents with Copilot Studio will be in public preview next month.  
    • Second, we’re introducing ten new autonomous agents in Dynamics 365 to build capacity for every sales, service, finance and supply chain team. 

    Copilot is your AI assistant — it works for you — and Copilot Studio enables you to easily create, manage and connect agents to Copilot. Think of agents as the new apps for an AI-powered world. Every organization will have a constellation of agents — ranging from simple prompt-and-response to fully autonomous. They will work on behalf of an individual, team or function to execute and orchestrate businesses process. Copilot is how you’ll interact with these agents, and they’ll do everything from accelerating lead generation and processing sales orders to automating your supply chain.  

    Empowering more customers to build autonomous agents in Copilot Studio 

    Earlier this year, we announced a host of powerful new capabilities in Copilot Studio, including the ability to create autonomous agents. Next month, these capabilities are shifting from private to public preview, allowing more customers to reimagine critical business processes with AI. Agents draw on the context of your work data in Microsoft 365 Graph, systems of record, Dataverse and Fabric, and can support everything from your IT help desk to employee onboarding and act as a personal concierge for sales and service.  

    Organizations like Clifford Chance, McKinsey & Company, Pets at Home and Thomson Reuters are already creating autonomous agents to increase revenue, reduce costs and scale impact. Pets at Home, the U.K.’s leading pet care business, created an agent for its profit protection team to more efficiently compile cases for skilled human review, which could have the potential to drive a seven-figure annual savings. McKinsey & Company is creating an agent that will speed up the client onboarding process. The pilot showed lead time could be reduced by 90% and administrative work reduced by 30%. Thomson Reuters built a professional-grade agent to speed up the legal due diligence workflow, with initial testing showing some tasks could be done in half the time. This agent can help Thomson Reuters increase the efficiency of work for clients and boost its new business pipeline.  

    Scaling your teams with 10 new autonomous agents in Dynamics 365  

    New autonomous agents enable customers to move from legacy lines of business applications to AI-first business process. AI is today’s ROI and tomorrow’s competitive edge. These new agents are designed to help every sales, service, finance and supply chain team drive business value — and are just the start. We will create many more agents in the coming year that will give customers the competitive advantage they need to future-proof their organization. Today, we’re introducing ten of these autonomous agents. Here are a few examples: 

    • Sales Qualification Agent: In a profession where time literally equals money, this agent enables sellers to focus their time on the highest priority sales opportunities while the agent researches leads, helps prioritize opportunities and guides customer outreach with personalized emails and responses. 
    • Supplier Communications Agent: This agent enables customers to optimize their supply chain and minimize costly disruptions by autonomously tracking supplier performance, detecting delays and responding accordingly — freeing procurement teams from time consuming manual monitoring and firefighting. 
    • Customer Intent and Customer Knowledge Management Agents: A business gets one chance to make a first impression, and these two agents are game changers for customer care teams facing high call volumes, talent shortages and heightened customer expectations. These agents work hand in hand with a customer service representative by learning how to resolve customer issues and autonomously adding knowledge-based articles to scale best practices across the care team. 

    As agents become more prevalent in the enterprise, customers want to be confident that they have robust data governance and security. The agents coming to Dynamics 365 follow our core security, privacy and responsible AI commitments. Agents built in Copilot Studio include guardrails and controls established by maker-defined instructions, knowledge and actions. The data sources linked to the agent adhere to stringent security measures and controls — all managed in Copilot Studio. These include data loss prevention, robust authentication protocols and more. Once these agents are created, IT administrators can apply a comprehensive set of features to govern their use. 

    Microsoft’s own transformation  

    At Microsoft, we’re using Copilot and agents to reimagine business process across every function while empowering employees to scale their impact. Using Copilot, one sales team has achieved 9.4% higher revenue per seller and closed 20% more deals(2). And thanks to Copilot, one team is resolving customer cases nearly 12% faster(3). Our Marketing team is seeing a 21.5% increase in conversion rate on Azure.com with a custom agent designed to assist buyers(4). And in Human Resources, our employee self-service agent is helping answer questions with 42% greater accuracy(5).  

    With Copilot and agents, the possibilities are endless — we can’t wait to see what you create. Start building agents in Copilot Studio today. Read more about autonomous agent capabilities on the Copilot Studio and Dynamics 365 blogs. Head to WorkLab for more insights on Microsoft’s own AI transformation.

    YouTube Video

    NOTES

    1. Statistics are from an internal Honeywell survey of 5,000 employees where 611 employees responded.
    2. Internal Microsoft Sales Team data based on 687 sellers of Microsoft 365 Copilot, Jan. – June 2024, as compared with sellers with low usage of Copilot. Regular usage of Copilot means sellers who use Copilot daily at least 50% of the time during the testing period.
    3. Internal Finance analysis of costs, comparing actuals for FY ’24 and projections for FY ’25.
    4. Internal CSS experiment conducted by Microsoft, 600 participants using Copilot Q&A function, Azure Core team, Nov. – Dec. 2023. These results are statistically significant at the 95th% confidence interval.
    5. Internal Microsoft Marketing Team data, June – Sept. 2024. Conversion means initiating the free account sign-up process on Azure.com.

    Tags: AI, Copilot, Copilot Studio, Dynamics 365, Microsoft 365 Copilot, Microsoft 365 Graph, Microsoft Dataverse, Microsoft Fabric

    MIL OSI Economics –

  • MIL-OSI Banking: New autonomous agents scale your team like never before

    Source: Microsoft

    Headline: New autonomous agents scale your team like never before

    Already, 60 percent of the Fortune 500 are using Microsoft 365 Copilot to accelerate business results and empower their teams. With Copilot supporting sales associates, Lumen Technologies projects $50 million dollars in savings annually. Honeywell(1) equates productivity gains to adding 187 full-time employees and Finastra is reducing creative production time from seven months to seven weeks.  

    Today, we’re announcing new agentic capabilities that will accelerate these gains and bring AI-first business process to every organization. 

    • First, the ability to create autonomous agents with Copilot Studio will be in public preview next month.  
    • Second, we’re introducing ten new autonomous agents in Dynamics 365 to build capacity for every sales, service, finance and supply chain team. 

    Copilot is your AI assistant — it works for you — and Copilot Studio enables you to easily create, manage and connect agents to Copilot. Think of agents as the new apps for an AI-powered world. Every organization will have a constellation of agents — ranging from simple prompt-and-response to fully autonomous. They will work on behalf of an individual, team or function to execute and orchestrate businesses process. Copilot is how you’ll interact with these agents, and they’ll do everything from accelerating lead generation and processing sales orders to automating your supply chain.  

    Empowering more customers to build autonomous agents in Copilot Studio 

    Earlier this year, we announced a host of powerful new capabilities in Copilot Studio, including the ability to create autonomous agents. Next month, these capabilities are shifting from private to public preview, allowing more customers to reimagine critical business processes with AI. Agents draw on the context of your work data in Microsoft 365 Graph, systems of record, Dataverse and Fabric, and can support everything from your IT help desk to employee onboarding and act as a personal concierge for sales and service.  

    Organizations like Clifford Chance, McKinsey & Company, Pets at Home and Thomson Reuters are already creating autonomous agents to increase revenue, reduce costs and scale impact. Pets at Home, the U.K.’s leading pet care business, created an agent for its profit protection team to more efficiently compile cases for skilled human review, which could have the potential to drive a seven-figure annual savings. McKinsey & Company is creating an agent that will speed up the client onboarding process. The pilot showed lead time could be reduced by 90% and administrative work reduced by 30%. Thomson Reuters built a professional-grade agent to speed up the legal due diligence workflow, with initial testing showing some tasks could be done in half the time. This agent can help Thomson Reuters increase the efficiency of work for clients and boost its new business pipeline.  

    Scaling your teams with 10 new autonomous agents in Dynamics 365  

    New autonomous agents enable customers to move from legacy lines of business applications to AI-first business process. AI is today’s ROI and tomorrow’s competitive edge. These new agents are designed to help every sales, service, finance and supply chain team drive business value — and are just the start. We will create many more agents in the coming year that will give customers the competitive advantage they need to future-proof their organization. Today, we’re introducing ten of these autonomous agents. Here are a few examples: 

    • Sales Qualification Agent: In a profession where time literally equals money, this agent enables sellers to focus their time on the highest priority sales opportunities while the agent researches leads, helps prioritize opportunities and guides customer outreach with personalized emails and responses. 
    • Supplier Communications Agent: This agent enables customers to optimize their supply chain and minimize costly disruptions by autonomously tracking supplier performance, detecting delays and responding accordingly — freeing procurement teams from time consuming manual monitoring and firefighting. 
    • Customer Intent and Customer Knowledge Management Agents: A business gets one chance to make a first impression, and these two agents are game changers for customer care teams facing high call volumes, talent shortages and heightened customer expectations. These agents work hand in hand with a customer service representative by learning how to resolve customer issues and autonomously adding knowledge-based articles to scale best practices across the care team. 

    As agents become more prevalent in the enterprise, customers want to be confident that they have robust data governance and security. The agents coming to Dynamics 365 follow our core security, privacy and responsible AI commitments. Agents built in Copilot Studio include guardrails and controls established by maker-defined instructions, knowledge and actions. The data sources linked to the agent adhere to stringent security measures and controls — all managed in Copilot Studio. These include data loss prevention, robust authentication protocols and more. Once these agents are created, IT administrators can apply a comprehensive set of features to govern their use. 

    Microsoft’s own transformation  

    At Microsoft, we’re using Copilot and agents to reimagine business process across every function while empowering employees to scale their impact. Using Copilot, one sales team has achieved 9.4% higher revenue per seller and closed 20% more deals(2). And thanks to Copilot, one team is resolving customer cases nearly 12% faster(3). Our Marketing team is seeing a 21.5% increase in conversion rate on Azure.com with a custom agent designed to assist buyers(4). And in Human Resources, our employee self-service agent is helping answer questions with 42% greater accuracy(5).  

    With Copilot and agents, the possibilities are endless — we can’t wait to see what you create. Start building agents in Copilot Studio today. Read more about autonomous agent capabilities on the Copilot Studio and Dynamics 365 blogs. Head to WorkLab for more insights on Microsoft’s own AI transformation.

    YouTube Video

    NOTES

    1. Statistics are from an internal Honeywell survey of 5,000 employees where 611 employees responded.
    2. Internal Microsoft Sales Team data based on 687 sellers of Microsoft 365 Copilot, Jan. – June 2024, as compared with sellers with low usage of Copilot. Regular usage of Copilot means sellers who use Copilot daily at least 50% of the time during the testing period.
    3. Internal Finance analysis of costs, comparing actuals for FY ’24 and projections for FY ’25.
    4. Internal CSS experiment conducted by Microsoft, 600 participants using Copilot Q&A function, Azure Core team, Nov. – Dec. 2023. These results are statistically significant at the 95th% confidence interval.
    5. Internal Microsoft Marketing Team data, June – Sept. 2024. Conversion means initiating the free account sign-up process on Azure.com.

    Tags: AI, Copilot, Copilot Studio, Dynamics 365, Microsoft 365 Copilot, Microsoft 365 Graph, Microsoft Dataverse, Microsoft Fabric

    MIL OSI Global Banks –

  • MIL-OSI Global: Wild animals can experience trauma and adversity too − as ecologists, we came up with an index to track how it affects them

    Source: The Conversation – USA – By Xochitl Ortiz Ross, Ph.D. Candidate in Ecology & Evolutionary Biology, University of California, Los Angeles

    Marmots were the perfect test species for a wildlife adversity index. Xochitl Ortiz Ross

    Psychologists know that childhood trauma, or the experience of harmful or adverse events, can have lasting repercussions on the health and well-being of people well into adulthood. But while the consequences of early adversity have been well researched in humans, people aren’t the only ones who can experience adversity.

    If you have a rescue dog, you probably have witnessed how the abuse or neglect it may have experienced earlier in life now influence its behavior – these pets tend to be more skittish or reactive. Wild animals also experience adversity. Although their negative experiences are easy to dismiss as part of life in the wild, they still have lifelong repercussions – just like traumatic events in people and pets.

    As behavioral ecologists, we are interested in how adverse experiences early in life can affect animals’ behavior, including the kinds of decisions they make and the way they interact with the world around them. In other words, we want to see how these experience affect the way they behave and survive in the wild.

    Many studies in humans and other animals have shown the importance of early life experiences in shaping how individuals develop. But researchers know less about how multiple, different instances of adversity or stressors can accumulate within the body and what their overall impact is on an animal’s well-being.

    Wild populations face many kinds of stressors. They compete for food, risk getting eaten by a predator, suffer illness and must contend with extreme weather conditions. And as if life in the wild wasn’t hard enough, humans are now adding additional stressors such as chemical, light and sound pollution, as well as habitat destruction.

    Given the widespread loss of biodiversity, understanding how animals react to and are harmed by these stressors can help conservation groups better protect them. But accounting for such a diversity of stressors is no easy feat. To address this need and demonstrate the cumulative impact of multiple stressors, our research team decided to develop an index for wild animals based on psychological research on human childhood trauma.

    A cumulative adversity index

    Developmental psychologists began to develop what psychologists now call the adverse childhood experiences score, which describes the amount of adversity a person experienced as a child. Briefly, this index adds up all the adverse events – including forms of neglect, abuse or other household dysfunction – an individual experienced during childhood into a single cumulative score.

    This score can then be used to predict later-life health risks such as chronic health conditions, mental illness or even economic status. This approach has revolutionized many human health intervention programs by identifying at-risk children and adults, which allows for more targeted interventions and preventive efforts.

    So, what about wild animals? Can we use a similar type of score or index to predict negative survival outcomes and identify at-risk individuals and populations?

    These are the questions we were interested in answering in our latest research paper. We developed a framework on how to create a cumulative adversity index – similar to the adverse childhood experiences score, but for populations of wild animals. We then used this index to gain insights about the survival and longevity of yellow-bellied marmots. In other words, we wanted to see whether we could use this index to estimate how long a marmot would live.

    A marmot case study

    Yellow-bellied marmots are a large ground squirrel closely related to groundhogs. Our research group has been studying these marmots in Colorado at the Rocky Mountain Biological Laboratory since 1962.

    A marmot wearing an ear tag.
    Xochitl Ortiz Ross

    Yellow-bellied marmots are an excellent study system because they are diurnal, or active during the day, and they have an address. They live in burrows scattered across a small, defined geographical area called a colony. The size of the colony and the number of individuals that reside within varies greatly from year to year, but they are normally composed of matrilines, which means related females tend to remain within the natal colony, while male relatives move away to find a new colony.

    Yellow-bellied marmots hibernate for most of the year, but they become active between April and September. During this active period, we observe each colony daily and regularly trap each individual in the population – that’s over 200 unique individuals just in 2023. We then mark their backs with a distinct symbol and give them uniquely numbered ear tags so they can be later identified.

    Although they can live up to 15 years, we have detailed information about the life experiences of individual marmots spanning almost 30 generations. They were the perfect test population for our cumulative adversity index.

    Among the sources of adversity, we included ecological measures such as a late spring, a summer drought and high predator presence. We also included parental measures such as having an underweight or stressed mother, being born or weaned late, and losing their mother. The model also included demographic measures such as being born in a large litter or having many male siblings.

    Importantly, we looked only at females, since they are the ones who tend to stay home. Therefore, some of the adversities listed are only applicable to females. For example, females born in litters with many males become masculinized, likely from the high testosterone levels in the mother’s uterus. The females behave more like males, but this also reduces their life span and reproductive output. Therefore, having many male siblings is harmful to females, but maybe not to males.

    A yellow-bellied marmot shown on a trail camera in Montana.

    So, does our index, or the number of adverse events a marmot experienced early on, explain differences in marmot survival? We found that, yes, it does.

    Experiencing even just one adversity event before age 2 nearly halved an adult marmot’s odds of survival, regardless of the type of adversity they experienced. This is the first record of lasting negative consequences from losing a mother in this species.

    So what?

    Our study isn’t the only one of its kind. A few other studies have used an index similar to the human adverse childhood experiences score with wild primates and hyenas, with largely similar results. We are interested in broadening this framework so that other researchers can adopt it for the species they study.

    A better understanding of how animals can or cannot cope with multiple sources of adversity can inform wildlife conservation and management practices. For example, an index like ours could help identify at-risk populations that require a more immediate conservation action.

    Instead of tackling the one stressor that seems to have the greatest effect on a species, this approach could help managers consider how best to reduce the total number of stressors a species experiences.

    For example, changing weather patterns driven by global heating trends may create new stressors that a wildlife manager can’t address. But it might be possible to reduce how many times these animals have to interact with people during key times of the year by closing trails, or providing extra food to replace the food they lose from harsh weather.

    While this index is still in early development, it could one day help researchers ask new questions about how animals adapt to stress in the wild.

    Xochitl Ortiz Ross has received funding from The National Science Foundation, The University of California, Los Angeles, The Rocky Mountain Biological Laboratory, The Animal Behavior Society, The American Society of Mammalogists, and The American Museum of Natural History.

    Daniel T. Blumstein received funding from The National Science Foundation, The University of California Los Angeles, The Rocky Mountain Biological Laboratory and the National Geographic Society.

    – ref. Wild animals can experience trauma and adversity too − as ecologists, we came up with an index to track how it affects them – https://theconversation.com/wild-animals-can-experience-trauma-and-adversity-too-as-ecologists-we-came-up-with-an-index-to-track-how-it-affects-them-237913

    MIL OSI – Global Reports –

  • MIL-OSI Global: Aurora and Springfield aren’t the first cities to become flash points in US immigration debate − here’s what happened in other places used as political soapboxes

    Source: The Conversation – USA – By Miranda Cady Hallett, Associate Professor of Anthropology and Human Rights Center Research Fellow, University of Dayton

    Many Americans had probably never heard of Aurora, Colorado, or Springfield, Ohio, before Donald Trump broadcast his false claims about these cities nationwide late in the 2024 presidential campaign.

    First, in September 2024, the Republican presidential nominee claimed in a debate with Kamala Harris that Haitian immigrants in Ohio were stealing and eating other residents’ pets. A month later, at a rally in Aurora, Trump declared that city to be a “war zone” overrun by Venezuelan gangs.

    Trump’s false claims went viral, creating chaos for these communities. Reporters rushed in. In Springfield, so did bomb threats.

    These stories feel familiar to me as an anthropologist whose work has explored the social dynamics of immigrant destinations in the United States. Springfield and Aurora are only the latest small cities to become sudden flash points in America’s ongoing – and increasingly heated – immigration debate.

    Siler City, North Carolina

    The small town of Siler City, North Carolina, was used as a backdrop for anti-immigrant political rhetoric a quarter century ago.

    In the late 20th century, jobs in Siler City’s local poultry industry became a magnet for Latin American immigrants and their families, leading to rapid demographic change. In 1990, the town was 98% white and African American. By the 2000 census, almost 40% of the town’s 6,000 residents identified as Hispanic or Latino.

    This shift caused some racial tension, and in 2000 the notoriously racist politician David Duke headlined an anti-immigrant rally outside City Hall in Siler City.

    Duke, who was also a former Louisiana state representative and former Ku Klux Klan grand wizard, railed against Latin American immigrants.

    “Do you understand that immigration will destroy the foundations of this country?” Duke asked. “When you have more diversity, you end up with more division and more conflict,” he said, warning of “extinction” for white people in the U.S.

    Duke also railed against school integration. Thirty-five years after desegregation, this remained a favorite complaint of white supremacists.

    Only a handful of people, many of them from out of town, showed up to support Duke’s message, carrying signs like “The Melting Pot is Boiling Over.”

    In the short term, Duke’s rally exacerbated polarization in Siler City. It also stoked fear and anxiety among foreign-born residents, some of whom believed the local government had endorsed Duke’s message because the rally took place in front of the town hall.

    Looking back, however, many Siler City residents see the David Duke incident as a turning point – toward an improvement in ethnic relations in their town.

    After Duke’s rally, local politicians spoke out against the divisiveness and hatred. Within a few months, residents offended by the anti-immigrant rally had organized a unity event and cultural festival.

    By the time I visited Siler City in 2008 as a graduate research assistant studying new immigration destinations, many locals noted with pride that white supremacists could gain no foothold in town. They said Duke’s racist rally caused neighbors to stop and think, and decide what side they were on.

    Today, Siler City has an immigrant community advisory board, and the government actively works to promote integration and social cohesion among residents.

    Lewiston, Maine

    A similar story unfolded in the working-class Maine city of Lewiston in 2002 after its mayor wrote a public letter about the city’s rising refugee population.

    Just over 1,000 Somali refugees had settled in the city in the preceding year, having been displaced by civil war and drought back home.

    “This large number of new arrivals cannot continue without negative results for all,” Mayor Laurier Raymond wrote. “Our city is maxed out financially, physically and emotionally.”

    He called on Somali people to “pass the word (that) we have been overwhelmed.”

    Raymond’s letter got the attention of organized white supremacist groups, who descended on Lewiston, a former sawmill hub of about 35,000 people. In response, local people formed an ad hoc community organization called “Many and One,” and when the hate group World Church of the Creator rallied in Lewiston on Jan. 11, 2003, only 36 people attended. About 4,000 counter-protesters came out to support the Somali community.

    A film crew that had showed up to document the conflict ended up telling the story of Lewistonians sending a message of acceptance and unity.

    The temporary stresses on Lewiston were real, but in general locals came down on the side of inclusion and welcome. By 2021, Lewiston had one of the country’s highest per capita populations of Muslim residents, and of Somali-Americans.

    Twenty years later, the arrival of Somali families has become part of the story Lewiston tells about its history and identity.

    Conservative and anti-immigrant messages continue to resonate in the town. Yet many locals, like author Cynthia Anderson, say they are “moved and inspired” by the resilience of their Somali-American neighbors.

    Like most Haitians living in Springfield, Somali people did not choose to leave their country. They were displaced, and many were traumatized – yet they built new lives and contributed to the community.

    What can this history tell us now?

    While there are key differences between Springfield, Aurora, Siler City and Lewiston, these four places also share many attributes.

    These are all economically beleaguered cities with higher crime rates than the U.S. average but lower housing costs and more entry-level jobs in manufacturing. Such places are sometimes called “emerging gateway cities,” because they are appealing to immigrant families seeking opportunity.

    Yet the same conditions also make these cities attractive to political figures seeking a stage to blame immigrants for the community’s preexisting economic, social and public safety challenges.

    As in Siler City and Lewiston, Springfield and Aurora have mainly rejected false political claims and negative messages about their immigrant residents.

    In Springfield, residents have organized rallies and a prayer vigil in solidarity with Haitians, and Ohio’s Republican governor defended the city against Trump’s allegations.

    The Republican mayor of Aurora said before Trump’s Oct. 11 visit that he hoped “to show him and the nation that Aurora is a considerably safe city – not a city overrun by Venezuelan gangs.”

    The 2024 election has brought tense and polarizing times to these towns. But history suggests that Springfield and Aurora will eventually be home to vibrant and integrated immigrant communities.

    Once the vitriol fades, Trump’s incendiary misinformation will likely become just a footnote to the larger story of the country’s 21st-century transformation.

    Miranda Cady Hallett received funding from the Russell Sage Foundation’s “New Immigrant Destinations” project in 2008-2009, providing support for the North Carolina-based research mentioned in this article.

    – ref. Aurora and Springfield aren’t the first cities to become flash points in US immigration debate − here’s what happened in other places used as political soapboxes – https://theconversation.com/aurora-and-springfield-arent-the-first-cities-to-become-flash-points-in-us-immigration-debate-heres-what-happened-in-other-places-used-as-political-soapboxes-239809

    MIL OSI – Global Reports –

  • MIL-OSI Video: Army BTS: Training Exercises

    Source: US Army (video statements)

    : Pfc. Alexcia Rupert, 22nd Mobile Public Affairs Detachment

    U.S. Soldiers, assigned to 2nd Battalion, 4th Infantry Regiment, 3rd Brigade Combat Team, 10th Mountain Division (Light Infantry), conduct M4 weapons qualifications and fire the Mk-19 Grenade Launcher during Table II & III qualifications. This event is important because it ensures Soldiers maintain combat readiness by sharpening their marksmanship skills and overall proficiency with essential weapons systems.

    About the U.S. Army:
    The Army Mission – our purpose – remains constant: To deploy, fight and win our nation’s wars by providing ready, prompt & sustained land dominance by Army forces across the full spectrum of conflict as part of the joint force.
    Interested in joining the U.S. Army?
    Visit: spr.ly/6001igl5L
    Connect with the U.S. Army online:
    Web: https://www.army.mil Facebook: https://www.facebook.com/USarmy/ X: https://www.twitter.com/USArmy Instagram: https://www.instagram.com/usarmy/ LinkedIn: https://www.linkedin.com/company/us-army
    #USArmy #Soldiers #Military #Shorts

    https://www.youtube.com/watch?v=WIuAUBg_cE4

    MIL OSI Video –

  • MIL-OSI Security: Activity in the U.S. Attorney’s Office

    Source: United States Bureau of Alcohol Tobacco Firearms and Explosives (ATF)

    Federal Land Offenses

    Michael A. Tunis, age 66 of West Yellowstone, Montana, was sentenced to 30 days in jail and a 5-year period of probation, with a ban from Yellowstone National Park during that time, for a DUI per se and open container violation. This case was prosecuted by Assistant U.S. Attorney Ariel Calmes. U.S. Magistrate Judge Stephanie A. Hambrick imposed the sentence on Oct. 11, in Mammoth, Wyoming.

    Darrell C. Osterhout, age 63 of New Brighton, Minnesota, was sentenced to 7 days in jail and 1 year of probation, with a ban from Yellowstone National Park during that time, for DUI per se and interference with law enforcement functions. This case was prosecuted by Assistant U.S. Attorney Ariel Calmes. U.S. Magistrate Judge Stephanie A. Hambrick imposed the sentence on Oct. 16, in Mammoth, Wyoming.

    Production of Child Pornography

    Robert Wayne Eaker, 38, of Boulder, Wyoming, was sentenced to 216 months in federal prison for production of child pornography with 15 years of supervised release. The court also ordered the defendant to pay $36,000 in restitution and a $100 special assessment. According to court documents, Eaker is a registered sex offender for prior offenses involving the sexual abuse of minors. In September 2023, the Wyoming Division of Criminal Investigation (DCI) Internet Crimes Against Children (ICAC) Task Force were conducting an online investigation for people sharing child pornography. Agents discovered a Wyoming IP address sharing numerous files of child pornography and traced it back to Eaker. Agents later received a search warrant for the house where he was living. Agents found Eaker had produced lewd and lascivious files of a child. Eaker admitted to producing the files without the child’s knowledge. In addition, investigators found hundreds of files of child pornography containing prepubescent children on multiple devices belonging to Eaker. DCI-ICAC investigated the crime and Assistant U.S. Attorney Z. Seth Griswold prosecuted the case. Eaker was indicted on May 16, pleaded guilty on July 25, and U.S. District Court Judge Kelly H. Rankin imposed the sentence on Oct. 16, in Cheyenne. 

    Drug and Firearm Offenses

    Brady Mitchell, 33, a transient, was sentenced to 21 months’ imprisonment for being a felon and unlawful user of a controlled substance in possession of a firearm. According to court documents, on April 13, Cheyenne Police Officers contacted Mitchell who was asleep in his van in a gas station parking lot. During questioning, officers saw a hatchet under his seat and smelled marijuana. They asked him to step out of his van so they could secure the weapon and conduct a search. Officers found a .22 revolver on Mitchell and approximately 12 ounces of marijuana, 3.31 grams of Xanax, 3.75 grams of fentanyl, and 1.13 grams of methamphetamine in his van. Mitchell is a previously convicted felon and not allowed to possess a firearm. The Bureau of Alcohol Tobacco Firearms and Explosives and the Cheyenne Police Department investigated this crime. Assistant U.S. Attorney, Michael J. Elmore prosecuted the case. Mitchell was indicted on April 13, pleaded guilty on July 11, and U.S. District Court Judge Kelly H. Rankin imposed the sentence on Oct. 15, in Cheyenne. 

    llegal Re-entry of a Previously Deported Alien

    Luis Barajas-Morales, 46, of Mexico, was sentenced to time served plus 10 days for deportation for illegal reentry into the United States. According to court documents, on Feb. 26, Barajas-Morales was arrested by the Teton County Sheriff’s Department for the charge of contempt of court. Immigration and Customs Enforcement (ICE) was contacted. A Deportation Officer processed the defendant and obtained fingerprints matching pre-existing fingerprints in their database indicating Barajas-Morales was in the U.S. illegally and had not applied for permission to reenter the U.S. after being formally removed in December 2003. ICE investigated the crime and Assistant U.S. Attorney Cameron J. Cook prosecuted the case. U.S. District Court Judge Alan B. Johnson imposed the sentence on Oct. 15, in Cheyenne. Case No. 24-CR-00106.

    About the United States Attorney’s Office

    The United States Attorney’s Office is responsible for representing the federal government in virtually all litigation involving the United States in the District of Wyoming, including all criminal prosecutions for violations of federal law, civil lawsuits brought by or against the government, and actions to collect judgments and restitution on behalf of victims and taxpayers. The Office is involved in several programs designed to make our communities safer. They include:

    Environmental Justice
    The fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies.

    Project Safe Childhood
    Project Safe Childhood (PSC) is a DOJ initiative that combats the proliferation of technology-facilitated sexual exploitation crimes against children. The threat of sexual predators soliciting children for sexual contact is well-known and serious.

    Project Safe Neighborhoods
    Project Safe Neighborhoods (PSN) is a nationwide commitment to reducing gun and gang crime in America by networking existing local programs that target gun crime and providing these programs with additional tools necessary to be successful.

    Victim Witness Assistance
    The Victim Witness Coordinator for the United States Attorney’s Office for the District of Wyoming is dedicated to making sure that victims of federal crimes and their family members are treated with compassion, fairness, and respect.

    To report a federal crime, go to: https://www.justice.gov/actioncenter/report-crime#trafficking

    MIL Security OSI –

  • MIL-OSI USA: Largest Public Sector Labor Unions Unite to Get Out the Vote in Battleground States

    Source: American Federation of State, County and Municipal Employees Union

    SEIU, NEA, AFT and AFSCME launch joint volunteer canvassing effort two weeks before Presidential election

    WASHINGTON, DC — The presidents of the nation’s largest public service labor unions — April Verrett of the Service Employees International Union (SEIU), Becky Pringle of the National Education Association (NEA), Randi Weingarten of the AFT, and Lee Saunders of the American Federation of State, County and Municipal Employees (AFSCME) — today announced a coordinated, multi-state voter outreach initiative to turn out voters in support of Harris-Walz in key battleground states. This massive effort, launching October 19 in Detroit, underscores the impact working people will have in determining the outcome of the 2024 election. 

    Following the October 19 launch, union leaders will host a series of rallies and statewide canvasses across targeted states including two rallies featuring all four union presidents in Atlanta on October 27, and Philadelphia on November 2. Following these rallies, thousands of union member volunteers from all four organizations will engage in an intensive door-to-door canvassing campaign, connecting with potential voters on issues critical to working families. 

    This joint action represents a significant escalation of labor’s political engagement, with the unions pooling resources and mobilizing their combined membership of several million workers. 

    and includes people of all backgrounds working across the public service – as nurses, child care providers, sanitation workers, first responders, teachers, education support professionals and higher education workers, among others.

    The joint campaign aims to mobilize an unprecedented number of workers across battleground states.

    “In an election this close, it’s all going to come down to turnout,” said April Verrett, President of SEIU. “That’s why our get-out-the-vote efforts are going to make the difference. We’re going to have our members and leaders on the ground in every battleground state from now until Election Day, ensuring every voice is heard and every vote is counted.”

    “Union members are mobilizing with a new level of energy, because we know what’s at stake,” said AFSCME President Lee Saunders. “Kamala Harris and Tim Walz have a vision for working people that will move us forward, lower rising costs and protect our freedoms. Meanwhile, the other side wants to take away our voice on the job. That’s the choice before working people, and that’s why we’re going to make sure that we mobilize our communities to get out the vote.”

    “The 3-million strong National Education Association is proud to partner with our union siblings to ensure working families know there is only one pro-union, pro-public education ticket: the Harris-Walz ticket,” said NEA President Becky Pringle. “Educators and union members across the country are fired up to elect Kamala Harris and Tim Walz, the leaders we need to deliver a new way forward for America. Vice President Harris and Governor Walz are tireless champions for students and educators, who will work to support strong public schools, expand school-based mental health services, ensure no student is hungry, and create good union jobs for middle class families. As some of the most trusted people in every community, NEA members are knocking on doors, making phone calls, and talking to their neighbors and friends about voting for Kamala Harris and Tim Walz, along with other pro-public education champions up and down the ballot.”

    “Kamala Harris and Tim Walz believe in the promise of America and will spend their time solving problems, not sowing fear, so every American can partake in that promise,” said AFT President Randi Weingarten. “As Donald Trump and JD Vance plan to cut taxes for billionaires, raise the retirement age and gut Medicare, Harris and Walz will crack down on price gouging, make it easier to afford a home, extend Medicare to help the Sandwich Generation and fight for public education. But it’s not just what we can gain, it’s also what we will lose with Trump and Vance: our democracy, our freedoms, our public schools, our right to have a union, a vote and a voice. Extending the ladder of opportunity or destroying it. Union members get this. And that’s why we will fight every hour of every day for the next fortnight to get out the vote to elect candidates who proudly stand for freedom, democracy and opportunity. Remember the chaos, lies and division of the Trump era? That was our dark past and we can’t let it be our future. Harris and Walz will turn the page.”

    Each union has invested significantly in GOTV programs and media outreach, across TV and streaming platforms to support the Harris-Walz ticket and worker-friendly candidates in House, Senate,gubernatorial, and other down-ballot races.

    The impact of union households on elections in key battleground states cannot be overstated. In 2020, 21% of votes cast in Michigan were from union households, representing approximately one-fifth of the electorate. The same is true for Pennsylvania and Wisconsin, where union households accounted for 18% and 13% of votes cast, respectively.

    Unions are currently enjoying a level of popularity not seen since the 1960s. This resurgence is rooted in workers’ belief in the power of collective action to transform the economy into one that works for all. As the election approaches, it’s crucial for voters to hear from real people about the issues that matter most to working families.

    By joining forces, these unions are not just amplifying their individual voices but creating a unified front to advocate for the rights and well-being of millions of workers across the nation.

    MIL OSI USA News –

  • MIL-OSI NGOs: MSF temporarily suspends activities in Djibo, Burkina Faso

    Source: Médecins Sans Frontières –

    Geneva – Faced with ongoing security challenges that threaten the ability to carry out activities in Djibo, Burkina Faso, Médecins Sans Frontières (MSF) has made the difficult decision to temporarily suspend our humanitarian response in the city. This decision prioritises the safety of our staff, and allows us to reassess working conditions, given the increasing difficulty of providing humanitarian medical assistance. MSF’s medical teams remain committed to continuing their efforts and maintaining a presence in other regions where we operate, to provide medical care to communities in need across Burkina Faso.

    MSF teams have been in close contact with local authorities, informing them of the reasons behind this suspension of activities. In November 2023 and again in July 2024, MSF offices, Ministry of Health-supported medical facilities, and water distribution sites were repeatedly targeted by gunfire. Tragically, a child was killed after being hit by a bullet near a water distribution point in September 2023.

    Four buildings still bear visible bullet holes, medical facilities have been set on fire, water distribution points vandalised, and our ability to supply the area by road has been severely restricted. These attacks have placed vital medical assistance and access to safe drinking water at serious risk for those impacted by the ongoing security crisis. As a result, we have been forced to significantly scale back our capacity to protect both patients and staff and we have now suspended activities altogether.

    This suspension comes during a particularly painful time for MSF. On 2 September, we were deeply saddened to learn of the tragic death of one of our team members in Djibo under unknown circumstances. A 37-year-old father of 10, he had joined MSF in 2020. Our thoughts are with his family and loved ones. MSF offers its deepest condolences and is working to understand the circumstances surrounding his death.

    In Burkina Faso, local communities are the primary victims of insecurity and violence. As a neutral and impartial medical organisation, our priority remains providing humanitarian medical assistance. Caught in the crossfire, people have seen their living conditions deteriorate rapidly, and humanitarian aid is essential for their survival. MSF calls for the protection of healthcare facilities, displaced people, and humanitarian missions.

    MIL OSI NGO –

  • MIL-OSI USA: Response and Recovery Efforts in Western North Carolina

    Source: US State of North Carolina

    Headline: Response and Recovery Efforts in Western North Carolina

    Response and Recovery Efforts in Western North Carolina
    mseets

    After Hurricane Helene, North Carolina continues leading a robust response and recovery with the support of federal, local, and non-profit partners.

    Helene hit North Carolina 25 days ago as the deadliest tropical storm in the state’s history. Because Governor Cooper declared a State of Emergency Declaration before the storm hit, North Carolina National Guard soldiers, swift water rescue teams, equipment and supplies were positioned in Western North Carolina to respond as soon as the storm passed. Just as this storm was unprecedented, the response that followed has been unprecedented in its size and speed.

    Key Progress and Numbers

    Today there are approximately 5,000 customers without power down from more than one million customers just after the storm. Most of the cell phone coverage that was wiped out by the storm has been restored. The NC Department of Transportation (NCDOT) has opened 789 roads of the approximately 1,200 roads that were closed as a result of the storm, which is significant considering the difficulty of making repairs in a rugged, mountainous region. NCDOT currently has approximately 2,000 employees and 900 pieces of equipment working to re-open roads that remain closed. 28 of the school districts that were closed following the storm have re-opened, with 7 still closed, two of which are scheduled to re-open this week.

    North Carolina National Guard (NCNG) soldiers and other military personnel rescued 765 people with local first responders and swift water teams rescuing hundreds more. The state has confirmed 95 fatalities and there are currently approximately 26 people still unaccounted for.

    Air Drop of Supplies and Commodities

    Because road access was limited, the state, local and federal government working with nonprofits and volunteers used a system for aerial delivery of supplies and commodities like water, food and medicine. Supplies were brought into the Asheville airport by plane and then delivered to other parts of Western North Carolina by helicopter.

    At the height of this operation, more than 30 planes and helicopters and 1,200 ground vehicles were in use. More than 27 million pounds of food and water were delivered by the state and federal government, with more being brought by non-profits and charities.

    National Guard and Military

    The response to Helene was the largest and fastest integration of U.S. military soldiers with the National Guard in North Carolina history.

    More than 3,150 Soldiers and Airmen have been working in Western North Carolina in the aftermath of the storm. Joint Task Force- North Carolina, led by the North Carolina National Guard is made up of Soldiers and Airmen from 12 different states, two different XVIII Airborne Corps units from Ft. Liberty, a unit from Ft. Campbell’s 101st Airborne Division, and numerous civilian entities working side-by-side to get the much-needed help to people in Western North Carolina.

    The Army Corps of Engineers is working with local, state and federal experts, including the EPA and the N.C. Department of Environmental Quality (NCDEQ), to assess damages, remove debris and repair water systems.

    More than 1,600 responders from 39 state and local agencies have performed 146 missions supporting the response and recovery efforts through the Emergency Management Assistance Compact (EMAC).

    FEMA

    Approximately $129 million in FEMA Individual Assistance funds so far have been paid directly to people in Western North Carolina hurt by the storm and more than 207,000 people have registered for Individual Assistance. More than 6,200 people have been able to get temporary housing through FEMA’s Transitional Sheltering Assistance. More than 5,100 registrations for Small Business Administration Loans have been filed.

    Approximately 1,500 FEMA staff are in the state to help with the Western North Carolina relief effort. In addition to search and rescue and providing commodities, they have been meeting with disaster survivors in their neighborhoods and homes, in shelters, and in other areas to provide rapid access to relief resources.

    Cooper Signed Bipartisan Bill for Funding and Elections

    Just days after the storm, state legislators returned to Raleigh on October 9 to begin the process of allocating state funding for storm recovery. On October 10, Governor Cooper signed HB 149 into law as a first step in that process. In addition to initial funding, the bill also allows people in affected counties to have more options in where they return absentee ballots and gives flexibility to local election boards in impacted counties to ensure people have opportunities to vote. The 2024 election will be safe and secure, and people impacted by the storm will be able to make their voices heard.

    Governor Cooper also raised the amount of weekly unemployment payments for the thousands of people temporarily out of work. The Executive Order increasing benefits won unanimous bipartisan support from the NC Council of State.

    Misinformation and Disinformation Permeate the Response

    Governor Cooper and a bipartisan array of local, state and federal North Carolina officials have called out the intentional spread of disinformation and misinformation as detrimental to this response and recovery, leading to threats and intimidation, breeding confusion, and demoralizing storm survivors and response workers.

    On October 11, Governor Cooper responded to one of Donald Trump’s social media posts by saying, “This is a flat out lie. We’re working with all partners around the clock to get help to people. Trump’s lies and conspiracy theories have hurt the morale of first responders and people who lost everything, helped scam artists and put government and rescue workers in danger.”

    At a media briefing on October 16, Governor Cooper was asked why he believes the misinformation and disinformation have been worse after this storm compared to others. Governor Cooper explained:

    “Candidates are using people’s misery to sow chaos for their own political objectives, and it’s wrong. This is a time where we all need to pull together to help the people of Western North Carolina and it’s disappointing when candidates, knowing full well what they’re doing, are continuing this kind of disinformation filled with lies,”

    Efforts Will Continue to Ensure Long Term Recovery

    Other resources have surged into the area following the storm. $100 million in emergency funding from US Department of Transportation has been granted. NC Department of Health and Human Services, NCDEQ, Department of Motor Vehicles, NC Department of Public Instruction and many other state entities are supporting response and recovery.

    Western North Carolina has never experienced a storm like this. Recovery in mountainous terrain will require a unique, united and sustained effort that focuses on people who’ve lost everything while leaving politics at the door. With just weeks until the 2024 election, the Governor’s office urges all leaders to stick to the truth and not spread disinformation and misinformation, which only hurts the people who need help and those on the ground giving it their all to provide that help.

    ###

    Oct 21, 2024

    MIL OSI USA News –

  • MIL-OSI USA: Ernst Demands Answers from SBA Over Handling of Disaster Resources

    US Senate News:

    Source: United States Senator Joni Ernst (R-IA)
    WASHINGTON – After the Small Business Administration (SBA) claimed it has run out of funds for disaster relief, U.S. Senator Joni Ernst (R-Iowa), the top Republican on the Senate Small Business and Entrepreneurship Committee, alongside her fellow committee members Senators Tim Scott (R-S.C.), Todd Young (R-Ind.), and James Risch (R-Idaho), demanded answers over the agency’s mismanagement of disaster resources.
    In the letter, the senators highlighted that the SBA failed to notify Congress of the need for supplemental funding ahead of time, as required by law. They also stressed how bureaucratic inefficiency was to blame for the SBA coming up short for Americans in need.
    “Under existing law, the SBA already has several reporting requirements to provide Congress with sufficient notification and information before any shortfall occurs in its disaster account. Unfortunately, the SBA failed to comply, or only partially complied, with several of these provisions and is now, at the eleventh-hour, sounding alarm bells. We must consider whether SBA’s internal decisions were the catalyst for this unfortunate situation. For example, SBA currently has more than $550 million in its disaster administrative expenses account to pay for salaries, but did not request any reprogramming to their disaster loan fund,” wrote the senators.
    “Further, during a disaster, on-the-ground staff and training is essential. Congress has long recognized the need for agencies to scale up and down during times of disaster. In light of this, the SBA has a statutorily authorized disaster cadre, which is not meant to fall below 1,000 employees,” the senators continued.
    “Based on information recently provided by the SBA in response to questions as it sought supplemental funds, it appears that this cadre may have vanished, but no one was notified. This raises stark concerns about the SBA’s ability to provide for disaster victims during the immediate aftermath of these storms and its ability to inform Congress in accordance with the law,” the senators concluded.
    Click here to view the full letter.

    MIL OSI USA News –

  • MIL-OSI USA: Deadline Approaching in Washington for SBA Working Capital Loans Due to Wildfires

    Source: United States Small Business Administration

    SACRAMENTO, Calif. – Francisco Sánchez Jr., associate administrator for the Office of Disaster Recovery and Resilience at the Small Business Administration, today reminded Washington small businesses of the Nov. 20, 2024, deadline to apply for an SBA federal disaster loan for economic injury caused by the wildfires that occurred Aug. 18–25, 2023.

    According to Sánchez, small nonfarm businesses, small agricultural cooperatives, small businesses engaged in aquaculture and most private nonprofit organizations of any size may apply for Economic Injury Disaster Loans of up to $2 million to help meet working capital needs caused by the disaster. “Economic Injury Disaster Loans may be used to pay fixed debts, payroll, accounts payable and other bills that cannot be paid because of the disaster’s impact. Economic injury assistance is available regardless of whether the applicant suffered any property damage,” Sánchez said.

    These low-interest federal disaster loans are available in the counties below:
    Washington counties:  Lincoln, Pend Oreille, Spokane, Stevens and Whitman;
    Idaho counties:  Benewah, Bonner and Kootenai.

    The interest rate is 4 percent for businesses and 2.375 percent for private nonprofit organizations with terms up to 30 years. Loan amounts and terms are set by SBA and are based on each applicant’s financial condition.

    Interest does not begin to accrue until 12 months from the date of the first disaster loan disbursement. SBA disaster loan repayment begins 12 months from the date of the first disbursement.

    On October 15, 2024, it was announced that funds for the Disaster Loan Program have been fully expended. While no new loans can be issued until Congress appropriates additional funding, we remain committed to supporting disaster survivors. Applications will continue to be accepted and processed to ensure individuals and businesses are prepared to receive assistance once funding becomes available.

    Applicants are encouraged to submit their loan applications promptly for review in anticipation of future funding.

    Applicants may apply online and receive additional disaster assistance information at SBA.gov/disaster. Applicants may also call SBA’s Customer Service Center at (800) 659-2955 or email disastercustomerservice@sba.gov for more information on SBA disaster assistance. For people who are deaf, hard of hearing, or have a speech disability, please dial 7-1-1 to access telecommunications relay services.

    ###

    About the U.S. Small Business Administration
    The U.S. Small Business Administration helps power the American dream of business ownership. As the only go-to resource and voice for small businesses backed by the strength of the federal government, the SBA empowers entrepreneurs and small business owners with the resources and support they need to start, grow, expand their businesses, or recover from a declared disaster. It delivers services through an extensive network of SBA field offices and partnerships with public and private organizations. To learn more, visit http://www.sba.gov.

    MIL OSI USA News –

  • MIL-OSI Security: Suburban Chicago Man Sentenced to 18 Years in Prison for Trafficking Fentanyl and Attempting To Support ISIS

    Source: Office of United States Attorneys

    CHICAGO — A suburban Chicago man has been sentenced to 18 years in federal prison for trafficking fentanyl and attempting to provide material support to the Islamic State of Iraq and al-Sham, also known as ISIS.

    On three occasions in 2019, JASON BROWN provided $500 in cash to an individual with the understanding that the money would be wired to an ISIS soldier engaged in terrorist activity in Syria.  Unbeknownst to Brown, the individual to whom he provided the money was confidentially working with law enforcement, and the purported ISIS fighter was actually an undercover law enforcement officer.

    Also in 2019, Brown trafficked fentanyl and other drugs from California to the Chicago suburbs and illegally possessed several loaded handguns in furtherance of his drug trafficking activities.

    Brown, 42, of Lombard, Ill., pleaded guilty last year to one count of attempting to provide material support to ISIS, one count of distributing fentanyl, and one count of possessing a firearm in furtherance of a drug trafficking crime.  U.S. District Judge Mary M. Rowland imposed the sentence on Oct. 16, 2024, during a hearing in federal court in Chicago. Brown has been in law enforcement custody since his arrest in 2019.

    The sentence was announced by Morris Pasqual, Acting United States Attorney for the Northern District of Illinois, Matthew G. Olsen, Assistant Attorney General for National Security at the U.S. Department of Justice, Douglas S. DePodesta, Special Agent-in-Charge of the Chicago Field Office of the FBI, Ramsey E. Covington, Acting Special Agent-in-Charge of IRS Criminal Investigation Chicago Field Office, and Larry Snelling, Superintendent of the Chicago Police Department.  Substantial assistance was provided by the Illinois State Police, U.S. Postal Inspection Service, U.S. Customs and Border Protection, Homeland Security Investigations, Lombard, Ill. Police Department, Addison, Ill. Police Department, and FBI Field Offices in Atlanta, Los Angeles, and San Diego.  The government was represented by Assistant U.S. Attorney Shawn McCarthy of the Northern District of Illinois and S. Elisa Poteat, Trial Attorney from the Justice Department’s National Security Division, Counterterrorism Section.

    MIL Security OSI –

  • MIL-OSI Security: Deer Lake — Deer Lake RCMP continues to look for missing man, an unaccounted guest of Driftwood Motel

    Source: Royal Canadian Mounted Police

    Deer Lake RCMP is continuing to look for 77-year-old Eugene Earl Spoon, who was last seen on the evening of October 18, 2024, in Deer Lake. Police have since confirmed that Spoon was a guest at the Driftwood Motel and has been unaccounted for since the time of the blaze.

    Efforts are underway to complete a search of the fire scene. Spoon, who is visiting Newfoundland from the state of Kansas in the United States, has grey hair and is known to wear prescription glasses. His image is attached.

    Anyone having information about the current location of Eugene Spoon is asked to contact Deer Lake RCMP at 709-635-2173.

    The investigation is continuing.

    Background:

    https://www.rcmp-grc.gc.ca/en/news/2024/missing-person-help-the-rcmp-find-eugene-earl-spoon

    MIL Security OSI –

  • MIL-OSI Security: Federal Trial Jury Convicts New Orleans Men for Using Stash House for Methamphetamine, Heroin, Fentanyl Distribution Conspiracy and Being Felons in Possession of Firearms

    Source: Federal Bureau of Investigation (FBI) State Crime News

    NEW ORLEANS, LOUISIANA – A federal jury convicted TERENCE WILSON (“WILSON”), age 42, and TRAVIS ENCLADE (“ENCLADE”), age 42, both of New Orleans,  on October 9, 2024 for using a stash location in the 3500 block of Encampment Street in New Orleans to conspire to distribute methamphetamine, heroin, and fentanyl and, for being felons in possession of firearms.

    According to court documents and evidence presented at trial, WILSON and ENCLADE conspired together, and with others, to distribute methamphetamine, heroin, and fentanyl from August 2022 through October 12, 2022.  During this time, WILSON and ENCLADE engaged in multiple, near daily, hand-to-hand transactions with drug customers in the Hollygrove area. 

    In September 2022, law enforcement identified a residence being used by WILSON and ENCLADE as a stash house.  Both WILSON and ENCLADE regularly made short trips to the stash house, indicative of drug activities, and possessed access  keys.  When law enforcement executed a search warrant at the stash house, they seized over 534 grams of heroin and fentanyl, over 120 grams of fentanyl, and 363 grams of mostly pure methamphetamine.  Law enforcement also seized a Diamondback Model DB9, multicaliber pistol, a Palmetto State Armory Model PA-X9, multicaliber pistol and drug paraphernalia, including, vacuum seal bags, a plastic mixer bottle containing a brownish residue, digital scales with suspected drug residue, a mechanical press used to compress drugs into kilogram shaped packages for distribution, and bags of brown sugar, used as a cutting agent. 

    During a separate search of ENCLADE’s residence, law enforcement seized a stolen Ruger Model 57, 5.7 x 28-millimeter pistol.

    In Count 1, the jury convicted WILSON and ENCLADE of conspiracy to distribute and, possess with intent to distribute, 50 grams or more of methamphetamine, 40 grams or more of a fentanyl mixture, and 100 grams or more of heroin mixture.  With respect to Count 2, possession with intent to distribute 50 grams or more of methamphetamine, 40 grams or more of a fentanyl mixture and, 100 grams or more of a heroin mixture, the jury found WILSON guilty and ENCLADE not guilty.  The jury convicted WILSON and ENCLADE of being felons in possession of firearms in Counts 3 and 4.  The jury found WILSON and ENCLADE not guilty on Count 5, which charged possession of firearms in furtherance of a drug trafficking crime.

    For both Counts 1 and 2, WILSON faces a mandatory minimum sentence of 10 years and up to life imprisonment, a fine of up to $10,000,000, at least 5 years of supervised release.  For Count 1, ENCLADE faces a mandatory minimum sentence of 10 years and up to life imprisonment, a fine of up to $10,000,000, at least 5 years of supervised release. For being a felon in possession of firearms, WILSON and ENCLADE each face up to 10 years imprisonment, a fine of up to $250,000, and up to 3 years of supervised release. Additionally, for each count of conviction, both WILSON and ENCLADE face payment of a $100 mandatory special assessment fee.  Sentencing is set for January 21, 2025.

    This prosecution is part of an Organized Crime Drug Enforcement Task Forces (OCDETF) investigation.  OCDETF identifies, disrupts, and dismantles the highest-level drug traffickers, money launderers, gangs, and transnational criminal organizations that threaten the United States by using a prosecutor-led, intelligence-driven, multi-agency approach that leverages the strengths of federal, state, and local law enforcement agencies against criminal networks.

    This prosecution is also part of Project Safe Neighborhoods (PSN), a program bringing together all levels of law enforcement and the communities they serve to reduce violent crime and gun violence, and to make our neighborhoods safer for everyone.  On May 26, 2021, the Department launched a violent crime reduction strategy strengthening PSN based on these core principles: fostering trust and legitimacy in our communities, supporting community-based organizations that help prevent violence from occurring in the first place, setting focused and strategic enforcement priorities, and measuring the results.

    The case was investigated by the Drug Enforcement Administration, New Orleans Division, the Drug Enforcement Administration, Special Response Team, the Federal Bureau of Investigation, Special Response Team, the New Orleans Police Department, the Louisiana State Police, the Slidell Police Department, the St. Charles Parish Sheriff’s Office, the Jefferson Parish Sheriff’s Office, the Lafourche Parish Sheriff’s Office, the Gretna Major Crimes Task Force, and the Thibodeaux Police Department. Assistant United States Attorneys Rachal Cassagne and André Jones of the Narcotics Unit are in charge of the prosecution.

    MIL Security OSI –

  • MIL-OSI Global: What is it like to be a prison officer in the UK?

    Source: The Conversation – UK – By Kaigan Carrie, PhD Candidate in Criminology, University of Westminster

    When prison officers are in the news, it’s rarely for a positive reason. Recent headlines have included officers smuggling contraband into prisons, or having inappropriate relationships with prisoners. It’s little wonder that the many prison officers who only want to do a good job feel undervalued. We don’t often hear about the ones saving lives on the wings.

    Prison officers get a bad reputation. Research suggests that the public think they are power-hungry disciplinarians with questionable morals. It doesn’t help that a record high 165 staff in England and Wales were dismissed for misconduct in the past year.

    But what is it like to be a prison officer in the UK today? I talk to prison officers in Scotland and Finland for my own PhD research and I regularly interview prison officers around the world for my podcast, Evolving Prisons.

    Prison officers wear many hats. They’re mentors, firefighters and first-aiders. Officers themselves have likened their job to that of a parent. Sometimes they’re teaching a prisoner how to read, helping with job applications and sometimes they’re just having a conversation which might help someone change their thinking. Prison officers are the cornerstone of the prison system.

    This is why it is so concerning that prisons in England and Wales are chronically understaffed. More than 13% of prison officers left His Majesty’s Prison and Probation Service in the 12 months prior to June 30 2024. And 32% of the remaining officers have less than two years’ service, which puts them at risk due to their inexperience.

    Want more politics coverage from academic experts? Every week, we bring you informed analysis of developments in government and fact check the claims being made.

    Sign up for our weekly politics newsletter, delivered every Friday.

    This understaffing means that prisoners spend longer in their cells, as there are fewer opportunities for them during the day. This, coupled with unprecedented overcrowding, creates a “pressure cooker” environment which results in higher rates of violence and an increase in staff assaults.

    One officer, who has worked in UK prisons for three decades, said it’s like going through a meat grinder and living each day in fear.

    A 2023 study by the House of Commons justice committee surveyed 5,113 prison officers (about 25% of the total officer workforce). The results found a staggering 50% of them do not feel safe in the prison they work in.

    The Ministry of Justice revealed that, in the 12 months to March 2024, the rate of assaults on staff in prisons in England and Wales increased by 24% from the year before, totalling 9,847 assaults. Working in a job where you are exposed to violence regularly has a negative impact on your physical and mental health.

    Physical and mental health toll

    Prison officers are in constant contact with people deemed too dangerous to be in society. As a result of this and the lack of resources available to them to do their job, they’re found to experience elevated rates of stress and burnout. They are also at heightened risk of cardiovascular disease and stroke.

    In addition to the stress-related risks, working in a prison carries other environmental hazards that have both physical and mental effects.

    For example, the use of the synthetic drug “spice”, a psychoactive substance, is prevalent in prisons around the UK and prison officers are at risk from inhaling the fumes. The symptoms are wide-ranging from one officer telling me it made her believe she had six fingers, to another being hospitalised and left with long-term health problems. Earlier this year, five prison officers were taken to hospital after a curry made for them by prisoners was suspected to have been spiked with spice.

    Hypervigilance is common in prison officers and manifests as a way to keep themselves safe. However, research found it can negatively affect their sleep and their relationships, and it can psychologically fatigue officers. Some research suggests that some officers may help prisoners commit crime as a result of burnout, due to feeling a lack of motivation and dedication to the job.

    Prison officers can also experience “moral injury”, a form of psychological trauma that can occur when someone acts against deeply held beliefs, as they find themselves going against their internal beliefs in their work. One officer told me, when working with female prisoners who had previously been victims of domestic abuse, that she felt she had replaced their perpetrator and was further traumatising them by telling them when they could shower, eat and leave their cell.

    Prison officers witness a lot of trauma such as self-harm, suicide attempts and violence. Little research exists into rates of post-traumatic stress disorder (PTSD) among serving prison officers in the UK. However, a 2018 study in the US found prison officers have PTSD rates six times higher than the general population.

    It’s clear that UK prison officers have been struggling with their mental health. One in eight took sick days for mental health reasons in 2022.

    A Ministry of Justice spokesperson said recently that the department will “get a grip on the situation … and make our prisons safer for hard-working staff.”

    But until that happens, the country’s prisons remain in a state of disarray. And prison officers are the people being asked to hold them together, while putting their own health and wellbeing on the line.

    Kaigan Carrie 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. What is it like to be a prison officer in the UK? – https://theconversation.com/what-is-it-like-to-be-a-prison-officer-in-the-uk-241596

    MIL OSI – Global Reports –

  • MIL-OSI Canada: Supporting Jasper residents’ return home

    Source: Government of Canada regional news

    [embedded content]

    Alberta’s government is committed to ensuring Jasper residents are supported as the community recovers from the summer’s wildfire. To support rebuilding efforts in Jasper, government is committing $112 million to build interim housing for displaced Jasper residents and residents of Pine Grove Senior Citizens Manor.

    Work on the sites in Jasper has already begun, and the first residents are expected to begin moving in as early as January 2025. Homes in Jasper will be available for essential service workers and support service workers, and other eligible Jasper residents who lost their homes and are employed in the area. Alberta’s government will ensure that interim homes are ready for eligible residents as quickly and efficiently as possible.

    “Our entire country grieved when wildfire ravaged Jasper this past summer. We know the rebuilding process takes time, and we’re doing all we can to support Jasper’s recovery. Most of all, people want to return home, and the funding we have approved will speed up that process so folks can rebuild their lives and move forward sooner.”

    Danielle Smith, Premier of Alberta

    “We know that Jasper residents are eager to get back home and Alberta’s government is committed to ensuring they have the supports they need throughout this rebuilding effort. When ready, these interim homes will address the immediate housing need in Jasper and provide a short-term housing option for those who are working in the town doing the critical work needed to support this rebuild.”

    Jason Nixon, Minister of Seniors, Community and Social Services

    To support the interim housing needs of Jasperites, the government is supporting the construction of modular homes. It is estimated that this portion of the provincial funding will build 250 modular homes for eligible displaced Jasper residents. Modular homes are constructed off-site, in a controlled environment, to allow for all-season construction and accelerated schedules. They are installed using permanent foundations that ensure the safety and comfort of the occupants.

    Interim housing units in Jasper will be provided at market rent, and applications and eligibility details will be released in the future. Units in Jasper will be sold at market value when they are no longer required for interim housing for Jasper recovery.

    “This interim housing is a much-needed step forward in getting the community of Jasper back on track and getting people into homes. Alberta’s government will continue to work with the town and our partners to restore Jasper as quickly as possible.”

    Martin Long, MLA for West Yellowhead

    “On behalf of the people of Jasper, I extend our sincere gratitude to the Government of Alberta for their critical support in funding interim housing as we work to rebuild Jasper. This housing isn’t just about the buildings, it’s directly linked to our social and economic recovery including the mental well-being of the community as a whole.”

    Richard Ireland, mayor, Town of Jasper

    Alberta’s government is also supporting the residents of Pine Grove Manor with interim housing in Hinton. Pine Grove Manor was destroyed by the fire and this interim housing will keep residents close to their community while the seniors home is rebuilt. Up to 25 units of modular housing will be built for seniors in Hinton on a site that was given to the project by the Town of Hinton. These units in Hinton will later be used as affordable housing for the community. Work on these sites is expected to begin in January and the first seniors are expected to begin moving in as early as April 2025.

    “The Evergreens Foundation is proud to work together with the province to move forward on this project with haste. We continue to keep the needs of the seniors who built our province in the forefront as we work through the Jasper recovery.”

    Kristin Chambers, chief administrative officer, The Evergreens Foundation

    A request for proposals will be released on both of these projects as the next steps in this process. Funding from Alberta’s government will be contributed to these projects over two fiscal years.

    Quick facts

    • The 2024 Jasper wildfire complex destroyed or damaged around 30 per cent of structures in Jasper, including the Pine Grove Seniors Citizens Manor, a government-owned building.
    • Wildfire is an insurable event and insurance can cover costs for interim housing for insured individuals.

    Related news

    • Supporting recovery in Jasper (Sept.19, 2024)
    • Progress on Jasper recovery: Premier Smith and Minister McIver Joint Statement (Oct.10, 2024)

    Multimedia

    • Watch the news conference

    MIL OSI Canada News –

  • MIL-OSI Global: Russia’s ‘meat grinder’ tactics in Ukraine have proved effective in past wars – but at terrible cost

    Source: The Conversation – UK – By Becky Alexis-Martin, Peace Studies and International Development, University of Bradford

    Reports have emerged in recent months of particularly savage casualties among Russian troops fighting in the Donbas region of eastern Ukraine, as the Russian military bids to capture as much territory as it can, possibly with one eye on a potential ceasefire deal. Much will depend on the outcome of the US election. Donald Trump has said he will end military aid to Ukraine if elected, bringing the war to an end in “one day”.

    This could mean that Kyiv will be forced to cede Ukrainian territory along current lines of occupation. Analysts have commented that this was one of the motivations for Ukraine’s Kursk offensive inside Russia in August, since territory captured by Ukraine would be a valuable bargaining chip in negotiations.

    But meanwhile Russia’s offensive in eastern Ukraine has been particularly bloody, with US intelligence reports of casualty numbers of up to 1,000 per day, dead and wounded. This calls to mind the “meat grinder” tactics of previous Russian and Soviet military campaigns.

    The “meat grinder” is a collective battlefield approach that values high troop density and intensity to overwhelm the enemy. It is a uniquely Russian approach nine decades in the making, consisting of a combination two much older strategies, namely attrition and mass mobilisation.

    At the heart of attrition is the notion of abundance. The opponent is physically and psychologically exhausted by the sheer force of numbers, as wave after wave of cannon fodder are relentlessly deployed. Mass mobilisation is the large-scale movement of troops to a particular location with the intention of overpowering the adversary. Neither approach recognises the intrinsic value of individual lives.

    Despite being outmatched in organisation and tactics, the Russian military successfully undertook a war of attrition against Napoleon’s invasion in 1812. A century later, the Russian empire generated enormous casualties but successfully launch large-scale counterattacks during the first world war.

    The “meat grinder” became embedded in Soviet military tactics. The phrase “quantity has a quality of its own” has apocryphal roots in Stalin’s leadership during the second world war. Key battles such as Stalingrad and Kursk involved the deployment of millions of soldiers, and the Soviet army eventually crushed the Nazi blitzkrieg through sheer weight of numbers on the eastern front.

    Past victories do not guarantee future success. But – for the Russian president, Vladimir Putin, and his military planners – it seems the dead and disabled bodies of their own soldiers are necessary collateral damage. It is estimated that more than 70,000 Russian troops have died since 2022. But it has been reported that Russian casualty rates are now rising more rapidly due to its military’s increased reliance on inexperienced fighters.

    The state of the war in Ukraine, October 20 2024.
    Institute for the Study of War

    Civilian recruits now make up the greatest proportion of deaths since the invasion began. This increase is partially their lack of military knowledge in a challenging fighting environment against a highly motivated enemy. But inadequate medical care and poor quality protective kit are also important factors. The Russian state media shares carefully curated images and stories of the deceased but morale is still crashing, and military wives and mothers are rebelling.

    Ultimate sacrifice

    Putin’s meat grinder continues to expand, however. The Russian government announced plans to spend £133.8 billion on national security and defence in 2025, equivalent to 41% of annual government expenditure. All healthy men aged 18 to 30 can now be conscripted, and Russia has recently ordered a third increase in Russian troops. The recruitment of a further 180,000 soldiers will make Russia’s army the second largest in the world, with nearly 2.4 million members. Yet this army is unqualified and offers little protection for the individual soldier.

    Ukraine does not view its soldiers’ lives as disposable in the same way – and they are comparatively well trained and resourced. But the dynamic in Ukraine may be changing. The country’s president, Volodymyr Zelensky, signed new conscription laws in April 2024 that lowered the age of conscription to 25, and it has reached the point where eligible men are now being dragged away from restaurants and nightclubs by army recruiters.

    Russia’s meat-grinder tactics are not infallible and will eventually collapse. Large formations can quickly become large targets in an age of remote reconnaissance. While Russia can coerce military participation through the carrot of high wages and the stick of forced conscription, a large and unmotivated army is not well-equipped for modern warfare and will eventually produce diminishing returns.

    Even declaration of martial law in the whole of Russia – Putin introduced martial law in occupied part of Ukraine in September 2022 – would not overcome the deeply embedded structural issues Russia faces. Poor care of soldiers and veterans will generate long-term challenges in the form of disability and treatment for post-traumatic stress disorder.

    The social and cultural harms of a poor culture of care are already manifesting in Russia. Approximately 190 serious crimes have been committed by veterans upon returning home. With Putin showing no interest in peace, we can only hope that the Russian war machine burns itself out – and that the long-term consequences are not terminal.

    Becky Alexis-Martin is affiliated with the British American Security Information Council.

    – ref. Russia’s ‘meat grinder’ tactics in Ukraine have proved effective in past wars – but at terrible cost – https://theconversation.com/russias-meat-grinder-tactics-in-ukraine-have-proved-effective-in-past-wars-but-at-terrible-cost-241688

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Chair of the Police and NCA Pay Review Bodies reappointed

    Source: United Kingdom – Executive Government & Departments

    The Prime Minister has reappointed Zoë Billingham as the Chair of the Police and NCA Pay Review Bodies.

    Photo: Getty Images

    The Prime Minister has reappointed Zoë Billingham as Chair of the Police Remuneration Review Body (PRRB) and the National Crime Agency Remuneration Review Body (NCARRB). This will be Zoë’s second term in the role. She will be in the role for 3 years starting 13 January 2025. This reappointment was made in line with the Governance Code on Public Appointments.

    Zoë has spent much of her career inspecting public services to promote improvement. Serving as Her Majesty’s Inspector of Constabulary and Fire and Rescue for 12 years, she shone a light on all aspects of policing and created the new fire inspectorate. She led the inspectorate’s national work on value for money, mental health and protecting the most vulnerable.

    Zoë is Chair of Norfolk and Suffolk NHS Foundation Trust. She is also a trustee of SafeLives, a national domestic abuse charity, and a member of the Transport for London Board.

    The PRRB makes independent recommendations concerning the pay, allowances and conditions of police officers to the Home Secretary and the Northern Ireland Minister of Justice.

    The NCARRB makes independent recommendations to the government on the pay and allowances of NCA officers designated with operational powers.

    Updates to this page

    Published 21 October 2024

    MIL OSI United Kingdom –

  • MIL-OSI USA: Congressman Mfume, Team Maryland Announce More Than $38 Million for Critical Transportation & Port Infrastructure Projects in Baltimore

    Source: United States House of Representatives – Congressman Kweisi Mfume (MD-07)

    WASHINGTON, D.C. – U.S. Congressman Congressman Kweisi Mfume, Senators Ben Cardin and Chris Van Hollen, Governor Wes Moore (all D-Md.), and Maryland Transportation Secretary Paul J. Wiedefeldtoday announced $38,406,076 in U.S. Department of Transportation awards to rehabilitate the Dundalk Marine Terminal and the Curtis Creek Drawbridge. This investment will improve vital infrastructure at and around the Port of Baltimore, which is critical to Maryland’s economy.

    “This monumental federal investment is a transformative display of the continued unity among us in Team Maryland to deliver for all of those who have been personally affected by the collapse of the Francis Scott Key Bridge and continue to navigate the recovery alongside us. After speaking with so many of those impacted, I was and remain inspired by their grit, fierceness, and commitment to getting through this disaster together,” said Congressman Kweisi Mfume.

    “With these grants, the federal government is recognizing that Baltimore is home to nationally significant supply chain infrastructure that is overdue for investment and improvement. We are seeing once again how the Biden-Harris Administration’s historic Infrastructure Investment and Jobs Act is delivering for Maryland, and we will continue to push for federal commitments to our infrastructure, including the rebuilding of the Francis Scott Key Bridge,” said Senator Cardin. 

    “Through the Infrastructure Investment and Jobs Act, we continue to deliver historic resources to upgrade everything from our transportation network to the Port of Baltimore. With these major federal investments, we are priming the Port for future growth – while sustaining the thousands of jobs it already supports – and modernizing an essential bridge for commuting and commerce. These efforts will help drive Baltimore’s economic success and create more good paying jobs for Marylanders,” said Senator Van Hollen.

    “These two projects reinforce the Moore-Miller Administration’s commitment to making Maryland more competitive by investing in our critical infrastructure, including our world-class Port of Baltimore,” said Governor Moore. “We are grateful for the partnership from the Biden-Harris Administration, the U.S. Department of Transportation and our Congressional delegation in supporting projects that will serve all Marylanders and help expand our growing economy.”

    “Together, these federal grants will support increased economic growth at the Port of Baltimore and the greater Baltimore region,” said Secretary Wiedefeld. “The funding will support critical rehabilitation efforts at the Dundalk Martine Terminal, the largest publicly owned terminal in the Port, and the Curtis Creek Drawbridge on I-695.  Thank you to our federal delegation and partners for their continued commitment in rebuilding Baltimore’s infrastructure better than before.”

    “Thanks to the Bipartisan Infrastructure Law, the Biden-Harris administration is carrying out ambitious, complex transportation projects that will shape our country’s infrastructure for generations to come,” said U.S. Transportation Secretary Pete Buttigieg. “With this latest round of awards, dozens of major and much-needed projects – projects that are often difficult to fund through other means – are getting the long-awaited investment they need to move forward.”

    The funding was awarded by the U.S. Department of Transportation’s Infrastructure for Rebuilding America Grant Program (INFRA), which has administered historic levels of federal investments through the Infrastructure Investment and Jobs Act.

    1. $30,906,076, Dundalk Marine Terminal: Awarded to the Maryland Port Administration to reconstruct Berth 11, consisting of the rehabilitation and replacement of 597 linear feet of wharf deck including pilings, substructure, storm water drainage, utilities, and installation of new mooring bollards, cleats, pneumatic fenders, flood barriers, and tidal gates.

    1. $7,500,000, Curtis Creek Drawbridge Rehabilitation: Awarded to the Maryland Transportation Authority to rehabilitate parallel drawbridges over Curtis Creek on I-695. The project will replace portions of the reinforced concrete deck, perform repairs to the exposed steel superstructure and existing catwalks, remove and replace bridge parapets, traffic lights, and low-level lights, and install new electrical service systems, drainage systems, and pavement markings.

    The Infrastructure for Rebuilding America Grant Program provides funding for multimodal freight and highway projects of national or regional significance to improve the safety, efficiency, and reliability of the movement of freight and people in and across rural and urban areas. 

    ###

    MIL OSI USA News –