NewzIntel.com

Category: Pandemic

  • MIL-OSI: Test Boost Max: This Legal Testosterone Supplement For Men Now Available in USA

    Source: GlobeNewswire (MIL-OSI)

    New York City, NY, July 01, 2025 (GLOBE NEWSWIRE) — In an era where men’s health is at the forefront of the wellness conversation, Test Boost Max by Sculpt Nation has rapidly emerged as one of the most talked-about natural testosterone support supplements in the U.S. market. With consumers increasingly seeking solutions that enhance vitality, energy, and hormonal balance without synthetic ingredients, the growing momentum behind Test Boost Max marks a significant shift in how testosterone support is being approached.

    Positioned as a plant-powered formula that targets the body’s natural testosterone production, Test Boost Max has gained traction not through hype, but by aligning its formulation with scientific findings and time-tested herbal components. The supplement’s blend of botanicals, adaptogens, and minerals has drawn attention not only from fitness-minded consumers, but also from physicians, wellness professionals, and clinical nutritionists who are witnessing increased demand for natural alternatives to hormone therapy.

    Addressing a Quiet Epidemic: The Testosterone Decline in Modern Men

    According to the official product website (https:://sculptnation.com/) Testosterone levels in men have been gradually declining over the past few decades. While aging remains a natural factor, modern lifestyle stressors—ranging from chronic sleep deprivation and poor dietary habits to environmental toxins and sedentary routines—have exacerbated hormonal imbalances across age groups. According to recent data published in The Journal of Clinical Endocrinology & Metabolism, men today produce significantly less testosterone than men of the same age just 30 years ago.

    In this context, Test Boost Max is not marketed as a quick fix, but as part of a larger wellness framework that prioritizes stress management, movement, and nutritional support. Sculpt Nation emphasizes that the product was never designed to mimic synthetic testosterone or replace hormone replacement therapy (HRT). Instead, the supplement supports endocrine function by addressing the upstream mechanisms that influence testosterone levels.

    Inside the Formula: A Science-Grounded Approach

    The proprietary blend behind Test Boost Max is built around a core belief: the body’s hormonal systems respond best to natural compounds that have evolved alongside human biology. The formulation includes ingredients such as Ashwagandha root extract (KSM-66), Longjack (Tongkat Ali), Tribulus Terrestris, Epimedium, American Ginseng, Cordyceps, and Hawthorn Berry.

    Each ingredient was selected based on peer-reviewed research that supports its individual ability to affect stress, energy, libido, muscle performance, or hormonal signaling. For example, Ashwagandha has been shown to reduce cortisol levels—a known antagonist of testosterone—while also increasing serum testosterone in male subjects undergoing strength training. Tongkat Ali, meanwhile, has earned recognition in both Western and Southeast Asian medical communities for its potential to increase free testosterone and enhance energy metabolism.

    “What’s unique about Test Boost Max is the synergy,” explained Dr. Brandon Carr, an integrative health specialist not affiliated with the company. “These ingredients don’t just operate in isolation. Together, they create a broader effect—lowering stress, improving sleep quality, optimizing metabolic function—that all converge on hormonal health.”

    Sculpt Nation’s research and development team worked with clinical advisors to calibrate dosages to align with those tested in human trials. The aim, they say, was to balance safety with physiological efficacy—something often overlooked in overcrowded supplement categories where ingredient stuffing is more common than scientific restraint.

    View official website for latest pricing and promotions

    Natural Doesn’t Mean Passive: Results Without the Risks

    One of the reasons Test Boost Max has attracted attention in 2025 is because it operates within a unique space in men’s health: powerful enough to support results, yet gentle enough to respect the body’s own regulatory systems. With no synthetic hormones, banned substances, or pharmaceutical additives, it avoids many of the risks associated with testosterone replacement therapy, which can include fertility disruption, acne, mood instability, and cardiovascular strain.

    Early consumer data collected by Sculpt Nation suggests a favorable profile:

    • Men using the supplement for 60 days or more reported noticeable improvements in energy, sexual performance, strength, and lean muscle development.
    • Anecdotal feedback has highlighted a sense of renewed motivation and physical resilience, particularly in individuals aged 35 and above.

    Still, the company remains cautious not to overpromise. “We’re not here to sell magic pills,” said Dimond. “Test Boost Max is most effective when combined with movement, nutrition, and lifestyle adjustments. It’s a catalyst—not a cure-all.”

    Navigating a Crowded Market

    The U.S. supplement industry surpassed $60 billion in annual revenue in 2024, with male performance and hormonal health categories among the fastest growing segments. With competition from legacy brands and newer digital-first startups, it’s difficult for any one product to cut through the noise.

    However, Test Boost Max appears to be achieving just that—not by reinventing the wheel, but by refining it. The formula doesn’t overwhelm with dozens of unproven ingredients. It doesn’t rely on influencer gimmicks. It doesn’t bombard the body with megadoses. Instead, it does something rare: it respects the intelligence of the modern consumer.

    Its rising success may also be partially due to Sculpt Nation’s larger ecosystem. As the supplement arm of V Shred, a digital fitness brand known for personalized training programs, Sculpt Nation has access to an existing audience of millions already tuned into strength, performance, and transformation. For many of these customers, Test Boost Max serves as a natural extension of the lifestyle changes they’ve already adopted.

    No Gimmicks, Just Guarantees

    Perhaps the most striking move by Sculpt Nation was its decision to back Test Boost Max with a 100% lifetime money-back guarantee. Unlike the standard 30- or 60-day windows, this policy removes the pressure for immediate results and encourages long-term use, which aligns with how natural supplements often work.

    “We’re confident in what we’ve built,” said CEO Vinnie Fisher in a previous statement. “If someone doesn’t feel a meaningful difference, even after months or years, they deserve a refund. It’s that simple.”

    The gesture has been well received across industry forums, with many seeing it as a bold but welcome pivot toward accountability in the wellness supplement space.

    How Does Test Boost Max Work?

    According to the official product website, Test Boost Max is formulated to support the body’s endogenous testosterone production by enhancing the signaling pathways and physiological conditions that naturally encourage hormone synthesis. Instead of introducing synthetic testosterone, the product seeks to optimize the environment in which the body produces its own.
    The formula primarily works through several complementary mechanisms:
    Reducing Cortisol and Stress Load: Ingredients like Ashwagandha have been clinically shown to lower cortisol levels. Since cortisol has an inverse relationship with testosterone, reducing stress hormones helps preserve and potentially elevate testosterone levels.
    Improving Sleep Quality and Recovery: Many users of Test Boost Max report better sleep. Since testosterone is primarily produced during deep sleep, improving sleep quality can have a measurable effect on hormonal output.
    Stimulating Leydig Cell Activity: Longjack and Tribulus Terrestris are thought to stimulate the Leydig cells in the testes—the very cells responsible for testosterone synthesis—thereby nudging the body to produce more testosterone naturally.
    Supporting Circulation and Nutrient Delivery: With adaptogens like Epimedium and circulation-enhancing herbs like Hawthorn Berry, the formula helps improve blood flow, ensuring key nutrients are effectively delivered to the endocrine system.
    Enhancing Free Testosterone Availability: Some ingredients work by reducing the action of Sex Hormone Binding Globulin (SHBG), a protein that binds to testosterone and makes it unavailable. By reducing SHBG’s effects, more testosterone remains bioavailable.
    Together, these mechanisms enable Test Boost Max to create an internal environment conducive to hormonal balance and performance, rather than forcing an artificial response.

    View official website for more information

    Consumer Caution & Professional Guidance

    Despite its natural composition, Test Boost Max isn’t designed for everyone. Men with hormone-sensitive conditions, those on medication, or individuals with a history of endocrine disorders should consult a medical professional before using any testosterone-related supplement. Sculpt Nation includes this guidance on its packaging and insists that responsible supplementation starts with awareness.

    “We always recommend people consult their doctors—not because we doubt our product, but because every person’s health landscape is different,” said Dimond.

    Healthcare professionals, including naturopaths and performance dietitians, have echoed this stance. Some practitioners are beginning to integrate products like Test Boost Max into broader protocols, particularly in cases where patients seek natural alternatives to traditional hormone therapies.

    Looking to the Future

    With a growing body of data, increasing consumer awareness, and positive early outcomes, Test Boost Max seems well positioned for longevity in an otherwise trend-heavy market. Sculpt Nation has hinted at possible clinical collaborations in 2026 to study the supplement’s long-term effects in controlled populations—a move that could further solidify its credibility and differentiate it from opportunistic copycats.

    As wellness trends evolve in the post-pandemic era, the importance of hormone health is being redefined. Where testosterone was once whispered about behind closed doors, it is now part of a larger conversation about mood, motivation, metabolic resilience, and quality of life. Products like Test Boost Max are stepping into that conversation not as magic bullets, but as tools—respectful of science, rooted in nature, and oriented around sustainable results.

    About Sculpt Nation

    Sculpt Nation is a premium supplement brand founded by the creators of V Shred, a digital fitness platform with over 10 million users globally. Focused on science-driven formulations and high-quality ingredients, Sculpt Nation develops performance supplements that support fat loss, muscle building, hormonal balance, and total wellness. All products are manufactured in the USA and third-party tested for purity and safety. With a mission to bring transparency, accountability, and real results to the supplement space, Sculpt Nation is redefining the way people approach performance nutrition.

    For more information, educational content, and direct purchasing, visit the official Test Boost Max website.

    Contact:

    https:://sculptnation.com/
    V Shred
    4530 S Decatur Blvd, Las Vegas, NV 89103
    support@vshred.com

    Disclaimer The information provided in this review is for general educational and informational purposes only and is not intended as, nor should it be considered a substitute for, professional medical advice, diagnosis, or treatment. Always consult with your physician or another qualified healthcare provider before beginning any new supplement, dietary change, or health program—especially if you are pregnant, nursing, have existing health conditions, or are taking medications. Results may vary among individuals.
    The statements made regarding Test Boost Max have not been evaluated by the Food and Drug Administration (FDA). Test Boost Max is not intended to diagnose, treat, cure, or prevent any disease. Any claims made within this article about symptom relief, hearing improvement, or related health benefits are based on the product’s formulation and individual testimonials and not on conclusive clinical evidence. 
    This content does not constitute professional health or medical advice and should not be interpreted as such. Readers should always perform their own due diligence and consult medical professionals before making decisions related to health products.

    Attachment

    The MIL Network –

  • MIL-OSI: Sagtec Global (NASDAQ: SAGT) Accelerates Middle East Expansion with US$10 Million Smart Hospitality Tech Deal in UAE

    Source: GlobeNewswire (MIL-OSI)

    KUALA LUMPUR, Malaysia, July 01, 2025 (GLOBE NEWSWIRE) — Sagtec Global Limited (NASDAQ: SAGT) (“Sagtec” or the “Company”), a leading provider of customizable enterprise software solutions, today announced the signing of a US$10 million smart hospitality technology agreement with SMD Tech – FZCO, a UAE-based digital infrastructure firm. This major win represents a pivotal step in Sagtec’s expansion strategy across the Middle East and its entry into the high-growth hotel automation segment.

    Under the terms of the deal, Sagtec will develop and manage a next-generation Hotel Self Check-In/Out System across premium hospitality properties in the UAE. The project includes software licensing, systems integration, data analytics, and long-term service and maintenance, delivering an end-to-end solution that supports the region’s push toward smart tourism and contactless guest experiences.

    Contract Breakdown:

    • US$4 million – Licensing and custom software development
    • US$3 million – Five-year service and maintenance agreement
    • US$3 million – Five-year data hosting and analytics contract

    Over 60% of The Contract Value Represents Multi-Year Recurring Revenue Streams

    This latest development builds upon Sagtec’s May 2025 announcement of a US$30 million revenue pipeline stemming from the exclusive distribution of its Speed+ Smart Ordering System. The UAE partnership diversifies Sagtec’s SaaS verticals beyond Food & Beverage into the rapidly growing hospitality tech domain.

    “This strategic collaboration with SMD Tech not only affirms confidence in Sagtec’s innovation capabilities but also unlocks new market opportunities in one of the fastest-growing tourism economies in the world,” said Kevin Ng, Chairman, Executive Director, and Chief Executive Officer of Sagtec. “As the hospitality industry undergoes digital transformation, our tailored solutions are set to redefine how hotels operate and engage guests.”

    Sagtec’s comprehensive solution suite will include:

    • Integrated hotel check-in/out automation
    • Unified integration platform for backend operations
    • Automated room key card dispensing systems
    • CRM and POS modules optimized for hotel environments
    • Custom-built self check-in kiosks
    • Self Check-In Machine Operational Readiness Platform (ORP)

    Capitalizing on UAE’s Smart Hospitality Growth

    The UAE’s hospitality sector is undergoing a major digital transformation, fueled by government smart city initiatives, a post-pandemic travel rebound, and growing demand for seamless guest experiences. According to IMARC Group, the UAE hospitality market is expected to reach US$37.7 billion by 2033, growing at a CAGR of 5.2% from 2025 onwards.

    Sagtec’s latest offering is well-positioned to capitalize on this growth, addressing operational efficiency and customer experience simultaneously—key priorities for premium hospitality operators in the region.

    About Sagtec Global Limited

    Sagtec is a leading provider of customizable software solutions, primarily serving the Food & Beverage (F&B) sector. The Company also offers software development, data management, and social media management to enhance operational efficiency across various industries. Additionally, Sagtec operates power-bank charging stations at 300 locations across Malaysia through its subsidiary, CL Technology (International) Sdn Bhd.

    For more information on the Company, please log on to https://www.sagtec-global.com/.

    About SMD Tech – FZCO

    SMD Tech – FZCO is a technology-focused enterprise based in the United Arab Emirates, specializing in digital infrastructure, IoT solutions, and enterprise transformation. With a mission to empower businesses through innovative software and hardware integration, SMD Tech delivers cutting-edge solutions tailored to the region’s fast-evolving digital ecosystem. The company is committed to driving operational excellence and future-ready growth for its clients.

    Contact Information:

    Sagtec Global Limited Contact:
    Ng Chen Lok
    Chairman, Executive Director & Chief Executive Officer
    Phone: +6011-6217 3661
    Email: info@sagtec-global.com

    The MIL Network –

  • MIL-OSI: CareCloud Confirms ICFR Attestation Requirement Following $85.1 Million Public Float Milestone; Launches Audit Firm Search

    Source: GlobeNewswire (MIL-OSI)

    SOMERSET, N.J., July 01, 2025 (GLOBE NEWSWIRE) — CareCloud, Inc. (Nasdaq: CCLD, CCLDO) (“CareCloud” or the “Company”), a leader in AI-driven healthcare technology solutions for medical practices and health systems nationwide, today announced that it has surpassed the accelerated filer threshold with a public float of $85.1 million as of the market close on June 30, 2025. This achievement triggers a new compliance benchmark under SEC regulations—specifically, the inclusion of an auditor attestation of the Company’s Internal Control over Financial Reporting (“ICFR”) in accordance with Section 404(b) of the Sarbanes-Oxley Act.

    “This milestone is a powerful validation of CareCloud’s growth trajectory, investor confidence, and long-term market position,” said Stephen Snyder, Co-CEO of CareCloud. “We are entering this next phase with energy and focus, reinforcing our commitment to rigorous compliance, operational excellence, and world-class corporate governance.”

    The Company’s current audit firm notified CareCloud that it does not have the capacity to perform the ICFR attestation. Because SEC rules require the same audit firm to conduct both the financial statement audit and the ICFR attestation, a change in auditors is likely necessary.

    To ensure full regulatory compliance and timely filing, CareCloud has launched a formal process to engage a new audit firm capable of delivering the full scope of services required for fiscal year 2025.

    The Company will provide an update as soon as a new audit firm is selected and engaged.

    About CareCloud

    CareCloud brings disciplined innovation to the business of healthcare. Our suite of AI and technology-enabled solutions helps clients increase financial and operational performance, streamline clinical workflows and improve the patient experience. More than 40,000 providers count on CareCloud to help them improve patient care, while reducing administrative burdens and operating costs. Learn more about our products and services, including revenue cycle management (RCM), practice management (PM), electronic health records (EHR), business intelligence, patient experience management (PXM) and digital health, at carecloud.com.

    Follow CareCloud on LinkedIn, X and Facebook.

    For additional information, please visit our website at carecloud.com. To listen to video presentations by CareCloud’s management team, read recent press releases and view the latest investor presentation, please visit ir.carecloud.com.

    Disclaimer

    This press release is for information purposes only and does not constitute an offer to sell or solicitation of an offer to buy, nor shall there be any sale of these securities in any state or other jurisdiction in which such offer, solicitation or sale would be unlawful prior to the registration or qualification under the securities laws of such state or jurisdiction.

    Forward-Looking Statements

    This press release contains various forward-looking statements within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995. These statements relate to anticipated future events, future results of operations or future financial performance. In some cases, you can identify forward-looking statements by terminology such as “may,” “might,” “will,” “shall,” “should,” “could”, “intends,” “expects,” “plans,” “goals,” “projects,” “anticipates,” “believes,” “seeks,” “estimates,” “predicts,” “possible,” “potential,” “target,” or “continue” or the negative of these terms or other comparable terminology.

    Our operations involve risks and uncertainties, many of which are outside our control, and any one of which, or a combination of which, could materially affect our results of operations and whether the forward-looking statements ultimately prove to be correct. Forward-looking statements in this press release include, without limitation, statements reflecting management’s expectations for future financial performance and operating expenditures, expected growth, profitability and business outlook, the impact of pandemics on our financial performance and business activities, and the expected results from the integration of our acquisitions.

    These forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are only predictions, are uncertain and involve substantial known and unknown risks, uncertainties and other factors which may cause our (or our industry’s) actual results, levels of activity or performance to be materially different from any future results, levels of activity or performance expressed or implied by these forward-looking statements. New risks and uncertainties emerge from time to time, and it is not possible for us to predict all of the risks and uncertainties that could have an impact on the forward-looking statements, including without limitation, risks and uncertainties relating to the Company’s ability to manage growth, migrate newly acquired customers and retain new and existing customers, maintain cost-effective global operations, increase operational efficiency and reduce operating costs, predict and properly adjust to changes in reimbursement and other industry regulations and trends, retain the services of key personnel, develop new technologies, upgrade and adapt legacy and acquired technologies to work with evolving industry standards, compete with other companies’ products and services competitive with ours, and other important risks and uncertainties referenced and discussed under the heading titled “Risk Factors” in the Company’s filings with the Securities and Exchange Commission.

    The statements in this press release are made as of the date of this press release, even if subsequently made available by the Company on its website or otherwise. The Company does not assume any obligations to update the forward-looking statements provided to reflect events that occur or circumstances that exist after the date on which they were made.

    SOURCE: CareCloud

    Company Contact: 
    Norman Roth 
    Interim Chief Financial Officer and Corporate Controller 
    CareCloud, Inc.
    nroth@carecloud.com 

    Investor Contact:
    Stephen Snyder 
    Co-Chief Executive Officer 
    CareCloud, Inc. 
    ir@carecloud.com 

    The MIL Network –

  • MIL-OSI: CareCloud Confirms ICFR Attestation Requirement Following $85.1 Million Public Float Milestone; Launches Audit Firm Search

    Source: GlobeNewswire (MIL-OSI)

    SOMERSET, N.J., July 01, 2025 (GLOBE NEWSWIRE) — CareCloud, Inc. (Nasdaq: CCLD, CCLDO) (“CareCloud” or the “Company”), a leader in AI-driven healthcare technology solutions for medical practices and health systems nationwide, today announced that it has surpassed the accelerated filer threshold with a public float of $85.1 million as of the market close on June 30, 2025. This achievement triggers a new compliance benchmark under SEC regulations—specifically, the inclusion of an auditor attestation of the Company’s Internal Control over Financial Reporting (“ICFR”) in accordance with Section 404(b) of the Sarbanes-Oxley Act.

    “This milestone is a powerful validation of CareCloud’s growth trajectory, investor confidence, and long-term market position,” said Stephen Snyder, Co-CEO of CareCloud. “We are entering this next phase with energy and focus, reinforcing our commitment to rigorous compliance, operational excellence, and world-class corporate governance.”

    The Company’s current audit firm notified CareCloud that it does not have the capacity to perform the ICFR attestation. Because SEC rules require the same audit firm to conduct both the financial statement audit and the ICFR attestation, a change in auditors is likely necessary.

    To ensure full regulatory compliance and timely filing, CareCloud has launched a formal process to engage a new audit firm capable of delivering the full scope of services required for fiscal year 2025.

    The Company will provide an update as soon as a new audit firm is selected and engaged.

    About CareCloud

    CareCloud brings disciplined innovation to the business of healthcare. Our suite of AI and technology-enabled solutions helps clients increase financial and operational performance, streamline clinical workflows and improve the patient experience. More than 40,000 providers count on CareCloud to help them improve patient care, while reducing administrative burdens and operating costs. Learn more about our products and services, including revenue cycle management (RCM), practice management (PM), electronic health records (EHR), business intelligence, patient experience management (PXM) and digital health, at carecloud.com.

    Follow CareCloud on LinkedIn, X and Facebook.

    For additional information, please visit our website at carecloud.com. To listen to video presentations by CareCloud’s management team, read recent press releases and view the latest investor presentation, please visit ir.carecloud.com.

    Disclaimer

    This press release is for information purposes only and does not constitute an offer to sell or solicitation of an offer to buy, nor shall there be any sale of these securities in any state or other jurisdiction in which such offer, solicitation or sale would be unlawful prior to the registration or qualification under the securities laws of such state or jurisdiction.

    Forward-Looking Statements

    This press release contains various forward-looking statements within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995. These statements relate to anticipated future events, future results of operations or future financial performance. In some cases, you can identify forward-looking statements by terminology such as “may,” “might,” “will,” “shall,” “should,” “could”, “intends,” “expects,” “plans,” “goals,” “projects,” “anticipates,” “believes,” “seeks,” “estimates,” “predicts,” “possible,” “potential,” “target,” or “continue” or the negative of these terms or other comparable terminology.

    Our operations involve risks and uncertainties, many of which are outside our control, and any one of which, or a combination of which, could materially affect our results of operations and whether the forward-looking statements ultimately prove to be correct. Forward-looking statements in this press release include, without limitation, statements reflecting management’s expectations for future financial performance and operating expenditures, expected growth, profitability and business outlook, the impact of pandemics on our financial performance and business activities, and the expected results from the integration of our acquisitions.

    These forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are only predictions, are uncertain and involve substantial known and unknown risks, uncertainties and other factors which may cause our (or our industry’s) actual results, levels of activity or performance to be materially different from any future results, levels of activity or performance expressed or implied by these forward-looking statements. New risks and uncertainties emerge from time to time, and it is not possible for us to predict all of the risks and uncertainties that could have an impact on the forward-looking statements, including without limitation, risks and uncertainties relating to the Company’s ability to manage growth, migrate newly acquired customers and retain new and existing customers, maintain cost-effective global operations, increase operational efficiency and reduce operating costs, predict and properly adjust to changes in reimbursement and other industry regulations and trends, retain the services of key personnel, develop new technologies, upgrade and adapt legacy and acquired technologies to work with evolving industry standards, compete with other companies’ products and services competitive with ours, and other important risks and uncertainties referenced and discussed under the heading titled “Risk Factors” in the Company’s filings with the Securities and Exchange Commission.

    The statements in this press release are made as of the date of this press release, even if subsequently made available by the Company on its website or otherwise. The Company does not assume any obligations to update the forward-looking statements provided to reflect events that occur or circumstances that exist after the date on which they were made.

    SOURCE: CareCloud

    Company Contact: 
    Norman Roth 
    Interim Chief Financial Officer and Corporate Controller 
    CareCloud, Inc.
    nroth@carecloud.com 

    Investor Contact:
    Stephen Snyder 
    Co-Chief Executive Officer 
    CareCloud, Inc. 
    ir@carecloud.com 

    The MIL Network –

  • MIL-OSI: SC Capital Holding in Advanced Talks for Strategic Hospitality Acquisition in Cyprus

    Source: GlobeNewswire (MIL-OSI)

    ZUG, Switzerland, July 01, 2025 (GLOBE NEWSWIRE) — Switzerland-based SC Capital Holding AG confirmed today that it is in late-stage discussions to acquire a landmark luxury hotel on the southern coast of Cyprus, marking the firm’s entry into the island nation as part of its growing Mediterranean portfolio.

    “Cyprus offers the confluence of architectural heritage, year-round airlift, and upscale leisure demand that fits perfectly with our value-creation model,” said Simo Chaabani, Chief Executive Officer of SC Capital Holding. “We are targeting properties where targeted investment and operational enhancements can create long-term value for guests and investors alike.”

    Chaabani and a delegation of senior executives completed a series of on-island inspections last week, visiting select assets in Limassol and Paphos. The itinerary focuses on hotels with strong architectural bones, unobstructed beachfront frontage, and expansion potential for low-rise branded residences.

    Building on a Proven Mediterranean Playbook
    The Cypriot pursuit follows SC Capital Holding’s recently announced pipeline in Albania, where the firm is evaluating more than 500 keys across Sarandë and Vlorë. Coupled with active projects in Central Europe, the Cyprus initiative underscores a disciplined regional thesis: acquire under-tapped coastal or city-center assets, inject best-in-class sustainability features, and drive superior RevPAR growth through data-driven revenue management.

    “Our partners understand that hospitality transformations are rarely cosmetic,” Simo Chaabani noted. “We go deep, recasting energy systems, digitizing the guest journey, and hard-wiring ESG metrics into every line item of the business plan. SC Capital Holding’s decades of cumulative hotel experience span corporate banking, hotel asset management, and construction engineering.” Recent projects exceeded energy-efficiency targets while lifting operating margins into the high teens, a performance Simo Chaabani calls “a rehearsal for what we intend to accomplish in Cyprus.”

    This flight was 100% offset with carbon compensation.

    Market Tailwinds Favour Cyprus
    Tourism arrivals to Cyprus surpassed 4.4 million in 2024, approaching pre-pandemic peaks, while average daily rates for five-star hotels climbed 9 percent year-on-year, according to national tourism data. Yet many legacy properties still operate below their potential, lacking the sustainability credentials and brand affiliations required by today’s global traveler.

    “Cyprus sits at the crossroads of Europe, the Middle East, and North Africa, but much of its luxury inventory has stood still,” Simo Chaabani said. “That disconnect between destination appeal and asset performance positions us to create a genuine flagship.”

    Sustainability and Smart-Hotel Technologies at the Core
    Every SC Capital Holding acquisition is evaluated against a proprietary “green conversion roadmap,” which targets:

    • LEED Gold or BREEAM Excellent certification within three years
    • 40 percent renewable-energy adoption via rooftop solar arrays and battery storage
    • 30 percent water-consumption reductions through grey-water recycling and low-flow fixtures
    • 75 percent waste-diversion rates supported by on-site composting and recycling partnerships

    Layered atop these environmental benchmarks is the firm’s Smart-Stay™ technology stack, AI-powered energy management, contactless guest journeys, and predictive maintenance tools that collectively trim utility spending while elevating the guest experience.

    “Efficiency and luxury are not mutually exclusive,” Simo Chaabani asserted. “Our guests will enjoy Ionian Sea views in rooms powered by renewable energy and enhanced with smart technology, that is the future of premium hospitality.”

    “We believe in working closely with local partners and stakeholders,” Simo Chaabani emphasized. “Success depends on aligning with municipal leaders, community stakeholders, and world-class operators who share our commitment to responsible growth.”

    For acquisition proposals or partnership inquiries, contact SC Capital Holding executive reception , to the attention of Mrs Allyson Roscoe, director of deal sourcing : contact@sccapitalholding.ch

    Learn more at: https://sccapitalholding.ch/

    About SC Capital Holding AG
    Headquartered in Zug, Switzerland, SC Capital Holding AG is a privately held investment group specializing in the acquisition, development, and management of hospitality assets across Europe. The firm combines disciplined capital allocation, sustainability leadership, and a technology-first mindset to deliver superior risk-adjusted returns.

    Media Contact
    Company Name: SC Capital Holding
    Contact Person: Allyson Roscoe
    Email: contact@sccapitalholding.ch
    Website: www.sccapitalholding.ch

    Disclaimer: This press release is provided by the SC Capital Holding. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing involves significant risks, including the potential loss of capital. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release.Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    Photos accompanying this announcement are available at :

    https://www.globenewswire.com/NewsRoom/AttachmentNg/fe3e461c-1239-4ca6-9b38-d07e5747f66d

    https://www.globenewswire.com/NewsRoom/AttachmentNg/c107d9ae-4a08-4fa2-b4b4-a7b2206570b0

    The MIL Network –

  • MIL-OSI: SC Capital Holding in Advanced Talks for Strategic Hospitality Acquisition in Cyprus

    Source: GlobeNewswire (MIL-OSI)

    ZUG, Switzerland, July 01, 2025 (GLOBE NEWSWIRE) — Switzerland-based SC Capital Holding AG confirmed today that it is in late-stage discussions to acquire a landmark luxury hotel on the southern coast of Cyprus, marking the firm’s entry into the island nation as part of its growing Mediterranean portfolio.

    “Cyprus offers the confluence of architectural heritage, year-round airlift, and upscale leisure demand that fits perfectly with our value-creation model,” said Simo Chaabani, Chief Executive Officer of SC Capital Holding. “We are targeting properties where targeted investment and operational enhancements can create long-term value for guests and investors alike.”

    Chaabani and a delegation of senior executives completed a series of on-island inspections last week, visiting select assets in Limassol and Paphos. The itinerary focuses on hotels with strong architectural bones, unobstructed beachfront frontage, and expansion potential for low-rise branded residences.

    Building on a Proven Mediterranean Playbook
    The Cypriot pursuit follows SC Capital Holding’s recently announced pipeline in Albania, where the firm is evaluating more than 500 keys across Sarandë and Vlorë. Coupled with active projects in Central Europe, the Cyprus initiative underscores a disciplined regional thesis: acquire under-tapped coastal or city-center assets, inject best-in-class sustainability features, and drive superior RevPAR growth through data-driven revenue management.

    “Our partners understand that hospitality transformations are rarely cosmetic,” Simo Chaabani noted. “We go deep, recasting energy systems, digitizing the guest journey, and hard-wiring ESG metrics into every line item of the business plan. SC Capital Holding’s decades of cumulative hotel experience span corporate banking, hotel asset management, and construction engineering.” Recent projects exceeded energy-efficiency targets while lifting operating margins into the high teens, a performance Simo Chaabani calls “a rehearsal for what we intend to accomplish in Cyprus.”

    This flight was 100% offset with carbon compensation.

    Market Tailwinds Favour Cyprus
    Tourism arrivals to Cyprus surpassed 4.4 million in 2024, approaching pre-pandemic peaks, while average daily rates for five-star hotels climbed 9 percent year-on-year, according to national tourism data. Yet many legacy properties still operate below their potential, lacking the sustainability credentials and brand affiliations required by today’s global traveler.

    “Cyprus sits at the crossroads of Europe, the Middle East, and North Africa, but much of its luxury inventory has stood still,” Simo Chaabani said. “That disconnect between destination appeal and asset performance positions us to create a genuine flagship.”

    Sustainability and Smart-Hotel Technologies at the Core
    Every SC Capital Holding acquisition is evaluated against a proprietary “green conversion roadmap,” which targets:

    • LEED Gold or BREEAM Excellent certification within three years
    • 40 percent renewable-energy adoption via rooftop solar arrays and battery storage
    • 30 percent water-consumption reductions through grey-water recycling and low-flow fixtures
    • 75 percent waste-diversion rates supported by on-site composting and recycling partnerships

    Layered atop these environmental benchmarks is the firm’s Smart-Stay™ technology stack, AI-powered energy management, contactless guest journeys, and predictive maintenance tools that collectively trim utility spending while elevating the guest experience.

    “Efficiency and luxury are not mutually exclusive,” Simo Chaabani asserted. “Our guests will enjoy Ionian Sea views in rooms powered by renewable energy and enhanced with smart technology, that is the future of premium hospitality.”

    “We believe in working closely with local partners and stakeholders,” Simo Chaabani emphasized. “Success depends on aligning with municipal leaders, community stakeholders, and world-class operators who share our commitment to responsible growth.”

    For acquisition proposals or partnership inquiries, contact SC Capital Holding executive reception , to the attention of Mrs Allyson Roscoe, director of deal sourcing : contact@sccapitalholding.ch

    Learn more at: https://sccapitalholding.ch/

    About SC Capital Holding AG
    Headquartered in Zug, Switzerland, SC Capital Holding AG is a privately held investment group specializing in the acquisition, development, and management of hospitality assets across Europe. The firm combines disciplined capital allocation, sustainability leadership, and a technology-first mindset to deliver superior risk-adjusted returns.

    Media Contact
    Company Name: SC Capital Holding
    Contact Person: Allyson Roscoe
    Email: contact@sccapitalholding.ch
    Website: www.sccapitalholding.ch

    Disclaimer: This press release is provided by the SC Capital Holding. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing involves significant risks, including the potential loss of capital. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release.Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    Photos accompanying this announcement are available at :

    https://www.globenewswire.com/NewsRoom/AttachmentNg/fe3e461c-1239-4ca6-9b38-d07e5747f66d

    https://www.globenewswire.com/NewsRoom/AttachmentNg/c107d9ae-4a08-4fa2-b4b4-a7b2206570b0

    The MIL Network –

  • MIL-OSI: SC Capital Holding in Advanced Talks for Strategic Hospitality Acquisition in Cyprus

    Source: GlobeNewswire (MIL-OSI)

    ZUG, Switzerland, July 01, 2025 (GLOBE NEWSWIRE) — Switzerland-based SC Capital Holding AG confirmed today that it is in late-stage discussions to acquire a landmark luxury hotel on the southern coast of Cyprus, marking the firm’s entry into the island nation as part of its growing Mediterranean portfolio.

    “Cyprus offers the confluence of architectural heritage, year-round airlift, and upscale leisure demand that fits perfectly with our value-creation model,” said Simo Chaabani, Chief Executive Officer of SC Capital Holding. “We are targeting properties where targeted investment and operational enhancements can create long-term value for guests and investors alike.”

    Chaabani and a delegation of senior executives completed a series of on-island inspections last week, visiting select assets in Limassol and Paphos. The itinerary focuses on hotels with strong architectural bones, unobstructed beachfront frontage, and expansion potential for low-rise branded residences.

    Building on a Proven Mediterranean Playbook
    The Cypriot pursuit follows SC Capital Holding’s recently announced pipeline in Albania, where the firm is evaluating more than 500 keys across Sarandë and Vlorë. Coupled with active projects in Central Europe, the Cyprus initiative underscores a disciplined regional thesis: acquire under-tapped coastal or city-center assets, inject best-in-class sustainability features, and drive superior RevPAR growth through data-driven revenue management.

    “Our partners understand that hospitality transformations are rarely cosmetic,” Simo Chaabani noted. “We go deep, recasting energy systems, digitizing the guest journey, and hard-wiring ESG metrics into every line item of the business plan. SC Capital Holding’s decades of cumulative hotel experience span corporate banking, hotel asset management, and construction engineering.” Recent projects exceeded energy-efficiency targets while lifting operating margins into the high teens, a performance Simo Chaabani calls “a rehearsal for what we intend to accomplish in Cyprus.”

    This flight was 100% offset with carbon compensation.

    Market Tailwinds Favour Cyprus
    Tourism arrivals to Cyprus surpassed 4.4 million in 2024, approaching pre-pandemic peaks, while average daily rates for five-star hotels climbed 9 percent year-on-year, according to national tourism data. Yet many legacy properties still operate below their potential, lacking the sustainability credentials and brand affiliations required by today’s global traveler.

    “Cyprus sits at the crossroads of Europe, the Middle East, and North Africa, but much of its luxury inventory has stood still,” Simo Chaabani said. “That disconnect between destination appeal and asset performance positions us to create a genuine flagship.”

    Sustainability and Smart-Hotel Technologies at the Core
    Every SC Capital Holding acquisition is evaluated against a proprietary “green conversion roadmap,” which targets:

    • LEED Gold or BREEAM Excellent certification within three years
    • 40 percent renewable-energy adoption via rooftop solar arrays and battery storage
    • 30 percent water-consumption reductions through grey-water recycling and low-flow fixtures
    • 75 percent waste-diversion rates supported by on-site composting and recycling partnerships

    Layered atop these environmental benchmarks is the firm’s Smart-Stay™ technology stack, AI-powered energy management, contactless guest journeys, and predictive maintenance tools that collectively trim utility spending while elevating the guest experience.

    “Efficiency and luxury are not mutually exclusive,” Simo Chaabani asserted. “Our guests will enjoy Ionian Sea views in rooms powered by renewable energy and enhanced with smart technology, that is the future of premium hospitality.”

    “We believe in working closely with local partners and stakeholders,” Simo Chaabani emphasized. “Success depends on aligning with municipal leaders, community stakeholders, and world-class operators who share our commitment to responsible growth.”

    For acquisition proposals or partnership inquiries, contact SC Capital Holding executive reception , to the attention of Mrs Allyson Roscoe, director of deal sourcing : contact@sccapitalholding.ch

    Learn more at: https://sccapitalholding.ch/

    About SC Capital Holding AG
    Headquartered in Zug, Switzerland, SC Capital Holding AG is a privately held investment group specializing in the acquisition, development, and management of hospitality assets across Europe. The firm combines disciplined capital allocation, sustainability leadership, and a technology-first mindset to deliver superior risk-adjusted returns.

    Media Contact
    Company Name: SC Capital Holding
    Contact Person: Allyson Roscoe
    Email: contact@sccapitalholding.ch
    Website: www.sccapitalholding.ch

    Disclaimer: This press release is provided by the SC Capital Holding. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing involves significant risks, including the potential loss of capital. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release.Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    Photos accompanying this announcement are available at :

    https://www.globenewswire.com/NewsRoom/AttachmentNg/fe3e461c-1239-4ca6-9b38-d07e5747f66d

    https://www.globenewswire.com/NewsRoom/AttachmentNg/c107d9ae-4a08-4fa2-b4b4-a7b2206570b0

    The MIL Network –

  • MIL-OSI: Automotive Tire Pressure Monitoring System Market Set to Hit USD 8.94 Billion in 2024, Accelerating Ahead with a Robust 12.91% CAGR Through 2032 | AnalystView Market Insights

    Source: GlobeNewswire (MIL-OSI)

    San Francisco, USA, July 01, 2025 (GLOBE NEWSWIRE) — Market Dynamics

    The Automotive Tire Pressure Monitoring System (TPMS) market was valued at US$ 8,940.29 million in 2024 and is projected to grow at a robust CAGR of 12.91% from 2025 to 2032, reflecting increasing global emphasis on vehicle safety and performance. This impressive growth trajectory is fueled by a combination of regulatory mandates and consumer demand for enhanced driving safety. As underinflated tires contribute to poor fuel efficiency, tire wear, and accident risk, TPMS is becoming a crucial component in modern vehicles.

    Regulatory mandates across developed economies such as the United States, European Union, Japan, and China have made TPMS installation mandatory in all new vehicles. These regulations are significantly propelling market demand, particularly for Direct TPMS (DTPMS), which offers higher accuracy compared to Indirect TPMS (ITPMS). Furthermore, with the rise in global vehicle production and sales, especially in emerging markets where automotive demand is rapidly increasing, the adoption of Tire Pressure Monitoring Systems (TPMS) as a standard safety feature is becoming more widespread. In 2022, global motor vehicle production reached 85.4 million units, marking a 5.7% increase from 2021, according to the European Automobile Manufacturers Association. Many countries have introduced regulatory mandates requiring TPMS installation to enhance road safety by providing drivers with real-time tire pressure information, thereby reducing the risk of accidents caused by underinflated tires.

    Unlock exclusive insights with our detailed sample report (Please enter your Corporate Email ID to get priority access@ https://www.analystviewmarketinsights.com/request_sample/AV4027

    Key Attributes:

    Report Attributes Details
    No. of Pages 269
    Forecast Period 2025 – 2032
    Estimated Market Value (USD) in 2025 $8,940.29 Million
    Compound Annual Growth Rate (CAGR) 12.91%
    Regions Covered North America (U.S., and Canada)
    Europe (Germany, UK, France, Italy, Spain, The Netherlands, Sweden, Russia, Poland, Rest of Europe)
    Asia Pacific (China, India, Japan, South Korea, Australia, Indonesia, Thailand, Philippines, Rest of APAC)
    Latin America (Brazil, Mexico, Argentina, Colombia, Rest of LATAM)
    The Middle East and Africa (Saudi Arabia, UAE, Israel, Turkey, Algeria, Egypt, Rest of MEA)

    Key Drivers

    1. Stringent Safety Regulations:
      Government regulations worldwide mandating the use of TPMS in new vehicles are a major growth driver. For instance, the U.S. National Highway Traffic Safety Administration (NHTSA) requires TPMS in all passenger vehicles sold post-2007. Similarly, the European Union and countries like China, South Korea, and Japan have enforced comparable safety mandates, accelerating market adoption.
    2. Increasing Focus on Fuel Efficiency:
      Properly inflated tires reduce rolling resistance, which leads to better fuel efficiency. As consumers and fleet operators look to cut fuel costs, TPMS has become a vital tool. In commercial fleets, particularly, optimizing tire pressure can result in substantial savings on fuel and tire maintenance.
    3. Growing Vehicle Production:
      The post-pandemic recovery of the global automotive industry and the continued expansion of electric vehicle (EV) production contribute significantly to TPMS demand. EVs, often equipped with the latest safety tech, are more likely to include TPMS as a standard feature.
    4. Technological Advancements:
      The market is witnessing innovations such as battery-less TPMS, wireless sensors, and systems integrated with advanced driver-assistance systems (ADAS). These enhancements not only improve system reliability but also reduce maintenance requirements, making TPMS more appealing to OEMs and consumers alike.

    Restraints

    1. High Initial Costs:
      TPMS, especially direct systems with individual sensors on each tire, can increase the overall vehicle cost. This price sensitivity is a significant deterrent in cost-conscious markets, particularly in entry-level and budget vehicle segments.
    2. Maintenance and Repair Challenges:
      TPMS components are prone to damage during tire replacement or servicing. Additionally, battery-powered sensors have a limited lifespan, typically around 5-10 years, which may require costly replacements.
    3. Lack of Consumer Awareness in Developing Markets:
      In regions such as parts of Africa, Southeast Asia, and Latin America, awareness regarding the benefits of TPMS is relatively low. This hampers adoption, despite the system’s proven advantages in safety and efficiency.

    Opportunities

    1. Aftermarket Growth:
      The aftermarket TPMS segment presents vast potential, especially as older vehicles are retrofitted to meet safety standards or improve performance. Rising e-commerce penetration is also making it easier for consumers to purchase and install aftermarket solutions.
    2. Electric and Autonomous Vehicles:
      The rising trend of connected vehicles, EVs, and autonomous cars paves the way for more sophisticated tire pressure and health monitoring systems. Manufacturers are developing smart TPMS integrated with telematics and real-time data analytics, providing broader vehicle management capabilities.

    Market segmentation :

    GLOBAL AUTOMOTIVE TIRE PRESSURE MONITORING SYSTEM MARKET, BY PRODUCT TYPE- MARKET ANALYSIS, 2019 – 2032

    • Direct
    • Indirect

    GLOBAL AUTOMOTIVE TIRE PRESSURE MONITORING SYSTEM MARKET, BY VEHICLE TYPE- MARKET ANALYSIS, 2019 – 2032

    • Passenger Vehicles
    • Commercial Vehicles

    GLOBAL AUTOMOTIVE TIRE PRESSURE MONITORING SYSTEM MARKET, BY COMPONENT- MARKET ANALYSIS, 2019 – 2032

    • Sensors
    • Transmitters
    • Receivers
    • Display Units
    • Control Units

    GLOBAL AUTOMOTIVE TIRE PRESSURE MONITORING SYSTEM MARKET, BY SALES CHANNEL- MARKET ANALYSIS, 2019 – 2032

    • OEM
    • Aftermarket

    Regional Insights

    North America

    North America remains a leading market for TPMS, primarily driven by regulatory enforcement and high consumer awareness. The U.S. is the dominant player due to early legislation mandating TPMS and widespread OEM adoption. The region is also a hotspot for aftermarket sales, supported by a well-established automotive service ecosystem.

    Europe

    Europe follows closely, with countries like Germany, France, and the U.K. leading TPMS penetration. The region’s strong focus on vehicle safety and environmental concerns (such as CO2 emission reduction) has fostered widespread TPMS adoption. Moreover, the European Union’s General Safety Regulation (GSR) continues to enforce TPMS requirements across all new vehicle segments.

    Asia-Pacific

    The Asia-Pacific region, led by China, Japan, South Korea, and India, is emerging as the fastest-growing market. China’s TPMS mandate for new vehicles starting 2019 has significantly boosted local demand. Additionally, rising disposable incomes, rapid urbanization, and growing automotive manufacturing hubs in India and Southeast Asia offer enormous growth potential. However, aftermarket awareness and infrastructure still lag behind developed markets.

    Latin America & Middle East Africa

    These regions are in the nascent stages of TPMS adoption. While vehicle ownership is rising, the lack of strict safety norms and consumer education limits the market. Nonetheless, growing automotive imports and gradual economic development are creating long-term opportunities.

     Looking For a Detailed Full Report? Please review it here @ https://www.analystviewmarketinsights.com/reports/report-highlight-automotive-tire-pressure-monitoring-system-market

    Reasons to Invest in the TPMS Market

    1. Global Regulatory Support:
      With safety becoming non-negotiable, TPMS has become a compliance requirement in many parts of the world. Investors can bank on this long-term regulatory support driving consistent demand.
    2. EV Integration and Smart Mobility:
      As electric and smart vehicles become mainstream, integrated TPMS solutions are evolving. These systems go beyond just pressure monitoring—providing tire temperature, wear analysis, and real-time alerts through mobile apps or vehicle dashboards. The synergy with ADAS and IoT provides avenues for value-added services and recurring revenue.
    3. High Growth Potential in Aftermarket:
      Millions of vehicles worldwide still operate without TPMS. This opens a vast aftermarket potential, especially in regions where regulations have recently come into effect or are under proposal. Startups and component suppliers focusing on plug-and-play solutions can capitalize on this underserved segment.
    4. Rising OEM Collaborations and Strategic Partnerships:
      Tier-1 suppliers are collaborating with vehicle manufacturers to embed next-gen TPMS as part of their safety and telematics packages. This trend ensures steady B2B revenue streams and fosters innovation in customized solutions.
    5. Advancements in Sensor Technology:
      The evolution of MEMS (Micro-Electro-Mechanical Systems) and sensor miniaturization is reducing costs while improving performance. This technological edge is lowering entry barriers for new players and making TPMS feasible even for low-cost vehicles.
    6. Fleet Management Optimization:
      For commercial fleets, TPMS offers tangible benefits in maintenance planning, fuel efficiency, and downtime reduction. As logistics and transport companies digitize operations, TPMS becomes an integral component of their fleet health systems—driving up volume demand.

    Related Links

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    The MIL Network –

  • MIL-OSI Analysis: The NHS plan to genetically test all newborns sounds smart – until it creates patients who aren’t sick

    Source: The Conversation – UK – By Luca Stroppa, Postdoctoral fellow (“borsista di ricerca) at the University of Turin, former Postdoctoral Fellow on the project “Early Diagnosis – Handling Knowing”, University of St Andrews

    The current heel-prick test checks for nine rare genetic conditions, antibydni/Shutterstock

    By 2030, every baby born in England could have their entire genome sequenced under a new NHS initiative to “predict and prevent illness”. This would dramatically expand the current heel-prick test, which checks for nine rare genetic conditions, into a far more extensive screen of hundreds of potential risks.

    On the surface, the idea sounds like an obvious win for public health: spot problems early, intervene sooner and save lives. But genetic testing on this scale carries real risks, especially if the results are misunderstood or poorly communicated.

    The new plan builds on a recent NHS pilot study that sequenced the genomes of 100,000 newborns in England to identify more than 200 genetic conditions. However, these tests don’t provide clear cut answers. They don’t offer a diagnosis or certainty, just an estimate of risk.

    A genetic result might suggest a child has a higher (or lower) probability of developing a certain disease later in life. But risk is not prediction. If parents, or even clinicians, misinterpret that nuance, the consequences could be serious.

    Some families may come to see a child flagged as “at risk” as a patient-in-waiting. In extreme cases, they may treat a probability as a certainty; assuming, for instance, that a child “has the gene” and will inevitably become ill. That assumption could reshape how children are raised, how they’re treated and how they could see themselves.

    Alarming language

    This isn’t speculation. Research shows that while some people understand risk scores accurately, many struggle with statistical information. Words like “high risk” or “likely” are interpreted differently by different people and often more seriously than intended. Even trained doctors can overestimate what a positive test result means. When it comes to genomics, the line between “you might get sick” and “you will get sick” can blur quickly.

    Policymakers haven’t helped this confusion. Government messaging refers to “diagnosis before symptoms even occur” and “leapfrogging disease.” But this language overpromises what genomic data can do and downplays its uncertainty.

    When testing is indiscriminate and communication unclear, the fallout can be wide ranging. Children identified as “high risk” may undergo years of monitoring, unnecessary medical appointments, or even treatment for diseases they never develop. In some cases, this leads to physical harms, from unnecessary medications to procedures with side effects. In others, the damage is psychological: shaping a child’s identity around an anticipated future of illness. These psychological effects can be lasting. Being told you’re likely to develop a condition like dementia may influence how a person plans their life, even if that illness never materialises.

    False positives

    There are also broader issues with applying this kind of screening to everyone. Risk based testing works best when it’s targeted; for example, among those with symptoms or a strong family history. But in the general population, where most people are healthy, false positives can far outnumber accurate results. Even well designed tests can produce misleading outcomes when applied at scale.

    This is a well-known statistical effect, discussed during the COVID pandemic. In populations where a disease is rare, even highly accurate tests produce more false positives than true ones. If DNA screening is rolled out universally, many families will be told their child is at risk when they are not. These false positives can lead to a cascade of further tests, stress and unnecessary clinical interventions; all of which consume time and resources and may cause real harm.

    This issue already affects adult testing. For example, Alzheimer’s tests that measure early changes in the brain work well in memory clinics, where patients already show symptoms. But when these same tests are used on the general population, where most people are healthy, they produce false positives in up to two-thirds of cases. If genetic screening in newborns is rolled out in the same way, it could lead to similar problems: mislabelling healthy children as sick, and causing unnecessary worry and follow-up tests.

    So what’s the solution? It’s not to abandon genetic testing altogether – far from it. When used carefully, genomic data can offer real benefits, particularly for patients with symptoms or in research settings. But if we’re going to roll this out to every newborn, the surrounding infrastructure needs to be robust.

    That includes:

    • Clear, consistent communication: Risk scores must be explained in ways that emphasise uncertainty, not oversold as definitive predictions.

    • Support for parents: For consent to be truly informed, parents need help understanding that a genetic flag is not a diagnosis – and that many people with elevated risk never go on to develop the condition.

    • Training for clinicians: Many doctors still lack the tools to interpret and explain genetic information accurately and responsibly.

    • A national network of genetic counsellors Genetic counsellors are essential for supporting families through testing and interpretation. But current numbers in the England fall far short of what universal newborn screening would require.

    Genomic data holds great promise. But using it as a blanket tool for all newborns demands caution, clarity, and investment in communication and care. Without these safeguards, we risk turning healthy babies into patients-in-waiting.

    Correction: An earlier version of this article incorrectly stated that every baby born in the UK could have their genome sequenced under a new NHS initiative. In fact, the initiative applies to England only.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. The NHS plan to genetically test all newborns sounds smart – until it creates patients who aren’t sick – https://theconversation.com/the-nhs-plan-to-genetically-test-all-newborns-sounds-smart-until-it-creates-patients-who-arent-sick-259816

    MIL OSI Analysis –

  • MIL-OSI USA: DBEDT NEWS RELEASE: Visitor Arrivals and Expenditures Increased in May 2025

    Source: US State of Hawaii

    DBEDT NEWS RELEASE: Visitor Arrivals and Expenditures Increased in May 2025

    Posted on Jun 30, 2025 in Latest Department News, Newsroom

    STATE OF HAWAIʻI

    KA MOKU ʻĀINA O HAWAIʻI

     

    JOSH GREEN, M.D.
    GOVERNOR

    KE KIAʻĀINA

    DEPARTMENT OF BUSINESS, ECONOMIC DEVELOPMENT AND TOURISM

    KA ʻOIHANA HOʻOMOHALA PĀʻOIHANA, ʻIMI WAIWAI A HOʻOMĀKAʻIKAʻI

     

    RESEARCH AND ECONOMIC ANALYSIS DIVISION

     

    JAMES KUNANE TOKIOKA

    DIRECTOR

    KA LUNA HOʻOKELE

     

    VISITOR ARRIVALS AND EXPENDITURES INCREASED IN MAY 2025

     

    FOR IMMEDIATE RELEASE

    June 30, 2025

     

    HONOLULU – According to preliminary statistics from the Department of Business, Economic Development and Tourism (DBEDT), total visitor arrivals and total visitor spending in May 2025 increased compared to May 2024. There were 771,038 visitors to the Hawaiian Islands in May 2025, up slightly by 1.0 percent from the same month last year. Total visitor spending measured in nominal dollars was $1.68 billion, a 3.7 percent growth from May 2024. May 2025 total visitor arrivals represent a 91.0 percent recovery compared to pre-pandemic May 2019 and total visitor spending was higher than May 2019 ($1.41 billion, +18.9%).

    In May 2025, 766,377 visitors arrived by air service, mainly from the U.S. West and U.S. East. Additionally, 4,661 visitors came via out-of-state cruise ships. In comparison, 757,841 visitors (+1.1%) arrived by air and 5,420 visitors (-14.0%) came by cruise ships in May 2024, and 836,058 visitors (-8.3%) arrived by air and 11,338 visitors (-58.9%) came by cruise ships in May 2019. The average length of stay by all visitors in May 2025 was 8.47 days, compared to 8.51 days (-0.5%) in May 2024 and 8.37 days (+1.2%) in May 2019. The statewide average daily census was 210,695 visitors in May 2025, compared to 209,543 visitors (+0.5%) in May 2024 and 228,768 visitors (-7.9%) in May 2019.

    In May 2025, 411,318 visitors arrived from the U.S. West, an increase compared to May 2024 (403,981 visitors, +1.8%) and May 2019 (387,844 visitors, +6.1%). U.S. West visitor spending of $831.1 million grew from May 2024 ($767.9 million, +8.2%) and was much higher than May 2019 ($564.0 million, +47.4%). Daily spending by U.S. West visitors in May 2025 ($248 per person) was up compared to May 2024 ($233 per person, +6.4%) and was considerably more than May 2019 ($174 per person, +42.7%).

    In May 2025, 207,445 visitors arrived from the U.S. East, a decline from May 2024 (209,711 visitors, -1.1%), but an increase compared to May 2019 (199,344 visitors, +4.1%). U.S. East visitor spending of $540.5 million rose slightly from May 2024 ($539.4 million, +0.2%) and was much greater than May 2019 ($392.4 million, +37.7%). Daily spending by U.S. East visitors in May 2025 ($279 per person) was higher than May 2024 ($274 per person, +1.8%) and up significantly from May 2019 ($211 per person, +32.3%).

    There were 45,895 visitors from Japan in May 2025, a slight drop from May 2024 (46,124 visitors, -0.5%) and much lower than May 2019 (113,226 visitors, -59.5%). Visitors from Japan spent $67.1 million in May 2025, compared to $68.4 million (-1.8%) in May 2024 and $162.4 million (-58.7%) in May 2019. Daily spending by Japanese visitors in May 2025 ($244 per person) was higher than May 2024 ($237 per person, +3.0%) and similar to May 2019 ($244 per person, +0.3%).

    In May 2025, 18,672 visitors arrived from Canada, a decrease compared to May 2024 (20,301 visitors, -8.0%) and May 2019 (26,424 visitors, -29.3%). Visitors from Canada spent $40.0 million in May 2025, down from May 2024 ($44.6 million, -10.2%) and May 2019 ($48.3 million, -17.1%). Daily spending by Canadian visitors in May 2025 ($221 per person) was lower than May 2024 ($225 per person, -1.7%), but considerably more than May 2019 ($170 per person, +29.8%).

    There were 83,047 visitors from all other international markets in May 2025, which included visitors from Oceania, Other Asia, Europe, Latin America, Guam, the Philippines, and the Pacific Islands. In comparison, there were 77,725 visitors (+6.8%) from all other international markets in May 2024 and 109,220 visitors (-24.0%) in May 2019.

    In May 2025, a total of 4,771 transpacific flights with 1,060,288 total seats serviced the Hawaiian Islands. There was a similar number of total flights (4,770, 0.0%) but fewer total seats (1,070,804, -1.0%) compared to May 2024. Air capacity in May 2025 decreased in comparison to May 2019 (5,085 total flights, -6.2% with 1,118,421 total seats, -5.2%).

    Year-to-Date 2025

     A total of 4,060,004 visitors arrived in the first five months of 2025, which was a 2.8 percent growth from 3,949,483 visitors in the first five months of 2024. Total arrivals declined 3.9 percent when compared to 4,224,071 visitors in the first five months of 2019.

    In the first five months of 2025, total visitor spending was $8.99 billion, which was an increase compared to $8.44 billion (+6.5%) in the first five months of 2024 and $7.23 billion (+24.3%) in the first five months of 2019.

    VIEW FULL NEWS RELEASE AND TABLES

     

    Statement by DBEDT Director James Kunane Tokioka

    May 2025 saw a modest increase in total visitors (+1.0%), led by growth from the U.S. West, which offset fewer arrivals from U.S. East (-1.1%), Japan (-0.5%) and Canada (-8.0%). Visitor expenditures in May 2025 were higher compared to May 2024.

    As we go into the summer months, air service from U.S., Japan and Canada is scheduled to decrease. Combined with political and economic uncertainties, both nationally and globally, we are expecting to see a soft summer. We have been hearing from our partners that the average booking window for a trip to Hawai‘i is about 120 days, however, they are still seeing bookings in the month for the month.

     

     

    # # #

     

     

    Media Contacts:

     

    Laci Goshi

    Communications Officer

    Department of Business, Economic Development and Tourism

    Cell: 808-518-5480

    Email: [email protected]

     

    Jennifer Chun

    Director of Tourism Research

    Department of Business, Economic Development and Tourism

    Phone: 808-973-9446

    Email: [email protected]

    MIL OSI USA News –

  • MIL-OSI Submissions: Digital government can benefit citizens: how South Africa can reduce the risks and get it right

    Source: The Conversation – Africa (2) – By Busani Ngcaweni, Visiting Adjunct Professor, Wits School of Governance, University of the Witwatersrand

    The digital revolution is reshaping governance worldwide. From the electronic filing of taxes to digital visa applications, technology is making government services more accessible, efficient and transparent.

    South Africa is making progress in its digital journey. In 2024 it climbed to 40th place out of 193 countries, from 65th place in 2022, in the United Nations e-Government Index. This improvement makes the country one of Africa’s digital leaders, surpassing Mauritius and Tunisia.

    South Africa has identified more than 255 government services for digitisation. Already, 134 are available on the National e-Government Portal. This achievement is remarkable. Nevertheless, the shift to digitisation comes with challenges and risks.

    Some countries have weakened the state’s role by rapidly outsourcing key government functions. But South Africa has the opportunity to build a model of digital transformation that strengthens public institutions rather than diminishes them.

    New technologies must bring tangible benefits for citizens. Digital transformation can improve public administration. But, if mismanaged, it could burden taxpayers with costs.

    Benefits

    Digital transformation comes at a cost. This is particularly true if the state fails to use its procurement power to negotiate reasonable prices. Infrastructure upgrades, cybersecurity measures, software licensing and system maintenance require substantial financial investment.

    The question is whether these expenses are a necessary step towards a more efficient and accessible government.

    Two South African examples illustrate that digital transformation can save money and enhance service delivery quality.

    The first is the South African Revenue Service. Its goal is to ensure that taxpayers and tax advisers can use the service from anywhere and at any time. The changes made more than a decade ago show that digital systems can yield substantial financial gains. After introducing e-filing in 2006, the revenue service streamlined tax processes, reduced inefficiencies and led to higher compliance rates. Ultimately this led to improved revenue collection.

    Similarly, digitising social grant payments has had a number of positive effects. In a chapter of a recent edited volume on public governance, my colleagues and I wrote a case study about how the South African Social Security Agency used basic technologies and platforms like WhatsApp and email to process a grant during the COVID pandemic. It allowed over 14 million people to apply, paid grants to over 6 million beneficiaries during the first phase of the project.

    South African Social Security Agency annual reports show that over 95% of grant beneficiaries receive their payouts electronically through debit cards, instead of going to cash points. This improves security and lets beneficiaries decide when to get and spend their money.

    There are fears that automation could result in massive job losses. But global experience has shown that digitalisation does not necessarily lead to large-scale retrenchments. Instead it can shift the nature of work to other responsibilities.

    The South African Social Security Agency provides a compelling case. Its transition to digital grant payments did not lead to job losses. Similarly, the expansion of e-filing at the revenue service has not resulted in workforce reductions. In both cases efficiencies improved.

    These cases highlight that digital transformation is reshaping roles rather than displacing employees. Public servants are moving into areas such as cybersecurity, data analysis and AI-driven decision-making.

    Shortcomings and pitfalls

    A number of inefficiencies are at play in government services.

    Firstly, most government digital operations still work with outdated paper-based systems. The lack of a uniform digital identity creates bureaucratic inefficiencies and delays.

    Secondly, fragmented procurement of equipment in government has led to duplicated efforts, increased costs and fruitless expenditure.

    Thirdly, different departments often use isolated and incompatible digital systems. This reduce the mutual benefits of digital transformation. The State IT Agency has been blamed for inefficiencies, procurement failures and questionable spending.

    Fourthly, South Africa’s public service remains fragmented. Citizens still struggle to access government services seamlessly. They often move between departments to complete what should be a single transaction.

    Without a centralised system, departments operate in isolation, duplicating efforts, increasing costs and eroding public trust.



    Read more:
    South Africa’s civil servants are missing skills, especially when it comes to technology – report

    Fifth, a lack of skills. Increasing reliance on digital tools requires expertise in data analytics, cloud computing and automation. Many public servants lack the training to take on these new roles. The National Digital and Future Skills Strategy was introduced in September 2020 to bridge this gap, but its effectiveness depends on its implementation.

    Introducing it in 2020 at the height of the COVID-19 pandemic forced government to make digital leaps which otherwise might have taken longer. To sustain services, technology had to be rapidly adopted, including basic things like holding Cabinet meetings online, using a system rapidly developed by the State Information Technology Agency.

    Sixth, security concerns complicate the transformation. As government systems become digital, they become vulnerable to cyberattacks. South Africa must put in place cybersecurity infrastructure to prevent identity theft, data breaches and service disruptions. A cyberattack on one department could affect the entire public sector.

    What needs to be done

    Government must streamline procurement, improve coordination and eliminate inefficiencies to ensure interdepartmental collaboration.

    A single, integrated e-government platform would:

    • cut red tape

    • reduce queues

    • increase efficiency.

    Government needs to upskill civil servants and improve their digital literacy.

    Government must create a seamless e-government system that connects services while protecting citizens’ personal information. The success of digitalisation depends on technological advancements as well as the level of trust citizens have in government systems. Without strong security measures, transparency and accountability, even the most sophisticated digital tools will fail to gain public confidence.

    South Africa has the chance to demonstrate that a strong, capable state can successfully integrate technology while safeguarding public interests. It should take full advantage of offers by Microsoft, Amazon and Huawei to support digital skills training in the public sector in a way that does not advantage one company’s technologies over others. Choices of technology must be user-centric, not based on preferences of accounting officers and chief information officers. Leaders of public institutions must be measured on their ability to digitally transform their organisations.

    Busani Ngcaweni is affiliated with the National School of Government, Wits and Johannesburg Universities.

    – ref. Digital government can benefit citizens: how South Africa can reduce the risks and get it right – https://theconversation.com/digital-government-can-benefit-citizens-how-south-africa-can-reduce-the-risks-and-get-it-right-254089

    MIL OSI –

  • MIL-OSI Submissions: Digital government can benefit citizens: how South Africa can reduce the risks and get it right

    Source: The Conversation – Africa (2) – By Busani Ngcaweni, Visiting Adjunct Professor, Wits School of Governance, University of the Witwatersrand

    The digital revolution is reshaping governance worldwide. From the electronic filing of taxes to digital visa applications, technology is making government services more accessible, efficient and transparent.

    South Africa is making progress in its digital journey. In 2024 it climbed to 40th place out of 193 countries, from 65th place in 2022, in the United Nations e-Government Index. This improvement makes the country one of Africa’s digital leaders, surpassing Mauritius and Tunisia.

    South Africa has identified more than 255 government services for digitisation. Already, 134 are available on the National e-Government Portal. This achievement is remarkable. Nevertheless, the shift to digitisation comes with challenges and risks.

    Some countries have weakened the state’s role by rapidly outsourcing key government functions. But South Africa has the opportunity to build a model of digital transformation that strengthens public institutions rather than diminishes them.

    New technologies must bring tangible benefits for citizens. Digital transformation can improve public administration. But, if mismanaged, it could burden taxpayers with costs.

    Benefits

    Digital transformation comes at a cost. This is particularly true if the state fails to use its procurement power to negotiate reasonable prices. Infrastructure upgrades, cybersecurity measures, software licensing and system maintenance require substantial financial investment.

    The question is whether these expenses are a necessary step towards a more efficient and accessible government.

    Two South African examples illustrate that digital transformation can save money and enhance service delivery quality.

    The first is the South African Revenue Service. Its goal is to ensure that taxpayers and tax advisers can use the service from anywhere and at any time. The changes made more than a decade ago show that digital systems can yield substantial financial gains. After introducing e-filing in 2006, the revenue service streamlined tax processes, reduced inefficiencies and led to higher compliance rates. Ultimately this led to improved revenue collection.

    Similarly, digitising social grant payments has had a number of positive effects. In a chapter of a recent edited volume on public governance, my colleagues and I wrote a case study about how the South African Social Security Agency used basic technologies and platforms like WhatsApp and email to process a grant during the COVID pandemic. It allowed over 14 million people to apply, paid grants to over 6 million beneficiaries during the first phase of the project.

    South African Social Security Agency annual reports show that over 95% of grant beneficiaries receive their payouts electronically through debit cards, instead of going to cash points. This improves security and lets beneficiaries decide when to get and spend their money.

    There are fears that automation could result in massive job losses. But global experience has shown that digitalisation does not necessarily lead to large-scale retrenchments. Instead it can shift the nature of work to other responsibilities.

    The South African Social Security Agency provides a compelling case. Its transition to digital grant payments did not lead to job losses. Similarly, the expansion of e-filing at the revenue service has not resulted in workforce reductions. In both cases efficiencies improved.

    These cases highlight that digital transformation is reshaping roles rather than displacing employees. Public servants are moving into areas such as cybersecurity, data analysis and AI-driven decision-making.

    Shortcomings and pitfalls

    A number of inefficiencies are at play in government services.

    Firstly, most government digital operations still work with outdated paper-based systems. The lack of a uniform digital identity creates bureaucratic inefficiencies and delays.

    Secondly, fragmented procurement of equipment in government has led to duplicated efforts, increased costs and fruitless expenditure.

    Thirdly, different departments often use isolated and incompatible digital systems. This reduce the mutual benefits of digital transformation. The State IT Agency has been blamed for inefficiencies, procurement failures and questionable spending.

    Fourthly, South Africa’s public service remains fragmented. Citizens still struggle to access government services seamlessly. They often move between departments to complete what should be a single transaction.

    Without a centralised system, departments operate in isolation, duplicating efforts, increasing costs and eroding public trust.



    Read more:
    South Africa’s civil servants are missing skills, especially when it comes to technology – report

    Fifth, a lack of skills. Increasing reliance on digital tools requires expertise in data analytics, cloud computing and automation. Many public servants lack the training to take on these new roles. The National Digital and Future Skills Strategy was introduced in September 2020 to bridge this gap, but its effectiveness depends on its implementation.

    Introducing it in 2020 at the height of the COVID-19 pandemic forced government to make digital leaps which otherwise might have taken longer. To sustain services, technology had to be rapidly adopted, including basic things like holding Cabinet meetings online, using a system rapidly developed by the State Information Technology Agency.

    Sixth, security concerns complicate the transformation. As government systems become digital, they become vulnerable to cyberattacks. South Africa must put in place cybersecurity infrastructure to prevent identity theft, data breaches and service disruptions. A cyberattack on one department could affect the entire public sector.

    What needs to be done

    Government must streamline procurement, improve coordination and eliminate inefficiencies to ensure interdepartmental collaboration.

    A single, integrated e-government platform would:

    • cut red tape

    • reduce queues

    • increase efficiency.

    Government needs to upskill civil servants and improve their digital literacy.

    Government must create a seamless e-government system that connects services while protecting citizens’ personal information. The success of digitalisation depends on technological advancements as well as the level of trust citizens have in government systems. Without strong security measures, transparency and accountability, even the most sophisticated digital tools will fail to gain public confidence.

    South Africa has the chance to demonstrate that a strong, capable state can successfully integrate technology while safeguarding public interests. It should take full advantage of offers by Microsoft, Amazon and Huawei to support digital skills training in the public sector in a way that does not advantage one company’s technologies over others. Choices of technology must be user-centric, not based on preferences of accounting officers and chief information officers. Leaders of public institutions must be measured on their ability to digitally transform their organisations.

    Busani Ngcaweni is affiliated with the National School of Government, Wits and Johannesburg Universities.

    – ref. Digital government can benefit citizens: how South Africa can reduce the risks and get it right – https://theconversation.com/digital-government-can-benefit-citizens-how-south-africa-can-reduce-the-risks-and-get-it-right-254089

    MIL OSI –

  • MIL-OSI Submissions: We have drugs to manage HIV. So why are we spending millions looking for cures?

    Source: The Conversation – Global Perspectives – By Bridget Haire, Associate Professor, Public Health Ethics, School of Population Health, UNSW Sydney

    Alim Yakubov/Shutterstock

    Over the past three decades there have been amazing advances in treating and preventing HIV.

    It’s now a manageable infection. A person with HIV who takes HIV medicine consistently, before their immune system declines, can expect to live almost as long as someone without HIV.

    The same drugs prevent transmission of the virus to sexual partners.

    There is still no effective HIV vaccine. But there are highly effective drugs to prevent HIV infection for people without HIV who are at higher risk of acquiring it.

    These drugs are known as as “pre-exposure prophylaxis” or PrEP. These come as a pill, which needs to be taken either daily, or “on demand” before and after risky sex. An injection that protects against HIV for six months has recently been approved in the United States.

    So with such effective HIV treatment and PrEP, why are we still spending millions looking for HIV cures?

    Not everyone has access to these drugs

    Access to HIV drugs and PrEP depends on the availability of health clinics, health professionals, and the means to supply and distribute the drugs. In some countries, this infrastructure may not be secure.

    For instance, earlier this year, US President Donald Trump’s dissolution of the USAID foreign aid program has threatened the delivery of HIV drugs to many low-income countries.

    This demonstrates the fragility of current approaches to treatment and prevention. A secure, uninterrupted supply of HIV medicine is required, and without this, lives will be lost and the number of new cases of HIV will rise.

    Another example is the six-monthly PrEP injection just approved in the US. This drug has great potential for controlling HIV if it is made available and affordable in countries with the greatest HIV burden.

    But the prospect for lower-income countries accessing this expensive drug looks uncertain, even if it can be made at a fraction of its current cost, as some researchers say.

    So despite the success of HIV drugs and PrEP, precarious health-care systems and high drug costs mean we can’t rely on them to bring an end to the ongoing global HIV pandemic. That’s why we also still need to look at other options.

    Haven’t people already been ‘cured’?

    Worldwide, at least seven people have been “cured” of HIV – or at least have had long-term sustained remission. This means that after stopping HIV drugs, they did not have any replicating HIV in their blood for months or years.

    In each case, the person with HIV also had a life-threatening cancer needing a bone marrow transplant. They were each matched with a donor who had a specific genetic variation that resulted in not having HIV receptors in key bone marrow cells.

    After the bone marrow transplant, recipients stopped HIV drugs, without detectable levels of the virus returning. The new immune cells made in the transplanted bone marrow lacked the HIV receptors. This stopped the virus from infecting cells and replicating.

    But this genetic variation is very rare. Bone marrow transplantation is also risky and extremely resource-intensive. So while this strategy has worked for a few people, it is not a scalable prospect for curing HIV more widely.

    So we need to keep looking for other options for a cure, including basic laboratory research to get us there.

    How about the ‘breakthrough’ I’ve heard about?

    HIV treatment stops the HIV replication that causes immune damage. But there are places in the body where the virus “hides” and drugs cannot reach. If the drugs are stopped, the “latent” HIV comes out of hiding and replicates again. So it can damage the immune system, leading to HIV-related disease.

    One approach is to try to force the hidden or latent HIV out into the open, so drugs can target it. This is a strategy called “shock and kill”. And an example of such Australian research was recently reported in the media as a “breakthrough” in the search for an HIV cure.

    Researchers in Melbourne have developed a lipid nanoparticle – a tiny ball of fat – that encapsulates messenger RNA (or mRNA) and delivers a “message” to infected white blood cells. This prompts the cells to reveal the “hiding” HIV.

    In theory, this will allow the immune system or HIV drugs to target the virus.

    This discovery is an important step. However, it is still in the laboratory phase of testing, and is just one piece of the puzzle.

    We could say the same about many other results heralded as moving closer to a cure for HIV.

    Further research on safety and efficacy is needed before testing in human clinical trials. Such trials start with small numbers and the trialling process takes many years. This and other steps towards a cure are slow and expensive, but necessary.

    Importantly, any cure would ultimately need to be fairly low-tech to deliver for it to be feasible and affordable in low-income countries globally.

    So where does that leave us?

    A cure for HIV that is affordable and scalable would have a profound impact on human heath globally, particularly for people living with HIV. To get there is a long and arduous path that involves solving a range of scientific puzzles, followed by addressing implementation challenges.

    In the meantime, ensuring people at risk of HIV have access to testing and prevention interventions – such as PrEP and safe injecting equipment – remains crucial. People living with HIV also need sustained access to effective treatment – regardless of where they live.

    Bridget Haire has received funding from the National Health and Medical Research Council. She is a past president of the Australian Federation of AIDS Organisations (now Health Equity Matters).

    Benjamin Bavinton receives funding from the National Health and Medical Research Council, the Australian government, and state and territory governments. He also receives funding from ViiV Healthcare and Gilead Sciences, both of which make drugs or drug classes mentioned in this article. He is a Board Director of community organisation, ACON, and is on the National PrEP Guidelines Panel coordinated by ASHM Health.

    – ref. We have drugs to manage HIV. So why are we spending millions looking for cures? – https://theconversation.com/we-have-drugs-to-manage-hiv-so-why-are-we-spending-millions-looking-for-cures-258391

    MIL OSI –

  • MIL-OSI Europe: EU Fact Sheets – Management of the external borders – 30-06-2025

    Source: European Parliament

    The EU’s border management policy has needed to adapt to significant developments, such as the unprecedented arrival of refugees and irregular migrants, and since mid-2015, a series of shortcomings in EU policies on external borders and migration have come to light. The challenges linked to the increase in mixed migration flows into the EU, the COVID-19 pandemic and heightened security concerns have triggered a new period of activity in EU external border protection, which also has an impact on its internal borders.

    MIL OSI Europe News –

  • MIL-OSI Europe: ECB Consumer Expectations Survey results – May 2024

    Source: European Central Bank

    1 July 2025

    Compared with April 2025:

    • median consumer perceptions of inflation over the previous 12 months remained unchanged, while median expectations for inflation one and three years ahead decreased, and median inflation expectations for five years ahead remained unchanged;
    • expectations for nominal income growth over the next 12 months increased, while expectations for spending growth over the next 12 months decreased;
    • expectations for economic growth over the next 12 months became less negative, while the expected unemployment rate in 12 months’ time decreased;
    • expectations for growth in the price of homes over the next 12 months remained unchanged, while expectations for mortgage interest rates 12 months ahead declined.

    Inflation

    In May, the median rate of perceived inflation over the previous 12 months remained unchanged at 3.1% for the fourth consecutive month. This was its lowest level since September 2021. Median expectations for inflation over the next 12 months decreased by 0.3 percentage points to 2.8%. Expectations for three years ahead also decreased, by 0.1 percentage points, to 2.4% while expectations for inflation five years ahead were unchanged at 2.1% for the sixth consecutive month. Uncertainty about inflation expectations over the next 12 months decreased in May, reversing the increase observed in April. While the broad evolution of inflation perceptions and expectations remained relatively closely aligned across income groups, over the previous year and a half inflation perceptions and short-horizon expectations for lower income quintiles were, on average, slightly above those for higher income quintiles. Younger respondents (aged 18-34) continued to report lower inflation perceptions and expectations than older respondents (aged 35-54 and 55-70), albeit to a lesser degree than in previous years.

    Inflation results

    Income and consumption

    Consumers’ nominal income growth expectations over the next 12 months increased to 1.0%, from 0.9% in April. This increase was observed across all income groups. Perceived nominal spending growth over the previous 12 months increased to 5.0%, from 4.9% in April. Conversely, expected nominal spending growth over the next 12 months decreased to 3.5% in May, from 3.7% in April. This decrease was prevalent across all income quintiles, except for the lowest income group.

    Income and consumption results

    Economic growth and labour market

    Economic growth expectations for the next 12 months became less negative, standing at -1.1% in May compared with -1.9% in April. Expectations for the unemployment rate 12 months ahead decreased to 10.4%, from 10.5% in April. Consumers continued to expect the future unemployment rate to be only slightly higher than the perceived current unemployment rate (9.9%), implying a broadly stable labour market.

    Economic growth and labour market results

    Housing and credit access

    Consumers expected the price of their home to increase by 3.2% over the next 12 months, which was unchanged from April. Households in the lowest income quintile continued to expect higher growth in house prices compared with those in the highest income quintile (3.5% and 3.1% respectively). Expectations for mortgage interest rates 12 months ahead declined to 4.4%, from 4.5% in April. As in previous months, the lowest income households expected the highest mortgage interest rates 12 months ahead (4.9%), while the highest income households expected the lowest rates (4.1%). The net percentage of households reporting a tightening (relative to those reporting an easing) in access to credit over the previous 12 months declined. The net percentage of those expecting a tightening over the next 12 months declined as well, reversing the increase seen in April.

    Housing and credit access results

    The release of the Consumer Expectations Survey (CES) results for June is scheduled for 29 July 2025.

    For media queries, please contact: Benoit Deeg, tel.: +49 172 1683704.

    Notes

    MIL OSI Europe News –

  • MIL-OSI: Over half of sports fans are turning to AI or gen AI for more personalized content

    Source: GlobeNewswire (MIL-OSI)

    Press contact:
    Elsa Estager Bergerou
    Tel: +33 6 59 62 55 13
    Email: elsa.estager-bergerou@capgemini.com

    Over half of sports fans are turning to AI or gen AI for more personalized content

    • AI has overtaken traditional search engines as the main source for sports information, with 67% of fans wanting all sports data aggregated in one place.
    • Digital insights are filling gaps in the live sports experience, with nearly 70% of fans seeking stats related to team, players and playing conditions primarily pre-match and during breaks.
    • Spectators want balance between tech innovation and authenticity, with almost three out of five fans worrying that too much technology could impact the thrill of live sport.

    Paris, July 1, 2025 – The Capgemini Research Institute today released its latest report, “Beyond the game: The new era of AI-powered sports engagement”, revealing how AI and generative AI (gen AI) are reshaping the global fan experience. As AI-powered tools become the primary gateway for sports content and data, fans still seek the thrill of authentic, in-person moments, therefore highlighting the need to strike a balance between the digital and physical worlds of sport.

    AI and gen AI power the next era of fan engagement
    AI is redefining how fans interact with sports. Over half (54%) of them now use AI or gen AI tools as their main source of information with 59% trusting content generated by these technologies. From personalized match summaries to real-time highlights reels, fans increasingly expect AI and gen AI to aggregate all sports-related content – 67% want a single, streamlined platform where they can discover information aggregated from websites, search engines and social media.

    However, personalization and interactivity are key to ensuring a genuine and authentic fan experience. While the report finds fans are returning to stadiums since the pandemic, with 37% already having attended live matches this year, AI is transforming how fans engage with sports overall. The technology is delivering tailored updates that enhance their experience of the game, with stats and facts about their favorite teams, fixtures, and players.

    Indeed, 64% of fans want AI to provide updates customized to their preferences, a similar number want to compete against well-known players in a virtual space during live games, and 58% would like to replay matches using ‘what-if’ scenarios. Just over a quarter (27%) are even willing to pay a premium for these AI-driven, interactive experiences. For instance, Tour de France fans can now play and follow their Fantasy team in real time, vote and elect the most combative rider of the day or even experience the race from inside an official fans car.

    “The true power of AI in sports, and especially gen AI, lies in its ability to transform how fans connect with the game, with athletes, and with each other,” explained Pascal Brier, Chief Innovation Officer at Capgemini and Member of the Group Executive Committee. “As technology evolves, unlocking new ways for fans to curate their own unique experience, will be a blend of real-time data with immersive, interactive opportunities. The challenge is to ensure that these innovations deepen the emotional connections that make sport so powerful for passionate supporters, while preserving the authenticity and integrity that defines the spirit of the game.”

    Balancing innovation with responsibility and the thrill of live sports
    Sports fans today are hungry for data but the report shows their digital engagement peaks before matches and during breaks, rather than during the live play itself. Nearly 70% of fans want access to player metrics and live match data, using these insights to enrich their understanding when the action pauses. By meeting fans’ appetite for insights at these key moments, data enriches the overall viewing experience while keeping the thrill of live sports intact.

    While digital innovation is widely embraced, nearly 60% of sports fans are concerned that too much technology could dampen the excitement of attending events, and over half fear it could diminish their overall enjoyment of the game or match. This highlights the importance of finding the right balance – leveraging technology to elevate the fan experience while preserving what makes live sports so uniquely compelling.

    The report finds that there is a lack of awareness about data privacy aspects of AI-powered sports viewing tools.
    For example, whereas about half of Gen Y and Gen Z fans are aware of the various kinds of data collected and explicitly consent to its storage, this is true for only 38% and 36% of baby boomers, respectively.

    There are also concerns about misinformation, as two-thirds of fans admit being worried that the spread of unverified content on AI or gen AI platforms could increase the risk of athletes being targeted or harassed by disgruntled supporters. What’s more, 57% of fans are concerned about the generation of false content resulting in the spread of misinformation about players or sports teams.

    Stadiums invest in tech to meet rising fan expectations
    The report finds that stadium operators are investing in apps and smart technologies to create smoother, more immersive experiences for digital-native audiences. Over half of attendees say ticketing, scheduling, and real-time apps enhance their stadium experience, while facial recognition entry and digital navigation are also valued.

    Download the full report here.

    Report methodology
    The Capgemini Research Institute surveyed f 12,017 sports fans across 11 countries, in March and April 2025: Australia, Brazil, Canada, France, Germany, Italy, Japan, Spain, Sweden, the UK, and the US. The research explored fan behaviors, attitudes, and expectations around AI, gen AI, and digital innovations in sports.

    About Capgemini
    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get The Future You Want | www.capgemini.com

    About the Capgemini Research Institute
    The Capgemini Research Institute is Capgemini’s in-house think-tank on all things digital. The Institute publishes research on the impact of digital technologies on large traditional businesses. The team draws on the worldwide network of Capgemini experts and works closely with academic and technology partners. The Institute has dedicated research centers in India, Singapore, the United Kingdom and the United States. It was ranked #1 in the world for the quality of its research by independent analysts for six consecutive times – an industry first.

    Visit us at https://www.capgemini.com/researchinstitute/

    Attachment

    The MIL Network –

  • MIL-OSI: EUR 150 million share buyback completed

    Source: GlobeNewswire (MIL-OSI)

    Schiphol, July 1, 2025 – Aegon today announces the completion of its EUR 150 million share buyback program that began on January 13, 2025.

    Between January 13, 2025, and June 30, 2025, 25,200,170 common shares were repurchased for a total amount of EUR 150 million at an average price of EUR 5.9641 per share. Aegon will use 6,720,045 common shares to meet its obligations resulting from share-based compensation plans for senior management and cancel the remainder of the repurchased shares in the second half of 2025.

    For further details, visit our share buyback updates page at aegon.com.

    Contacts

    About Aegon
    Aegon is an international financial services holding company. Aegon’s ambition is to build leading businesses that offer their customers investment, protection, and retirement solutions. Aegon’s portfolio of businesses includes fully owned businesses in the United States and United Kingdom, and a global asset manager. Aegon also creates value by combining its international expertise with strong local partners via insurance joint-ventures in Spain & Portugal, China, and Brazil, and via asset management partnerships in France and China. In addition, Aegon owns a Bermuda-based life insurer and generates value via a strategic shareholding in a market leading Dutch insurance and pensions company.

    Aegon’s purpose of helping people live their best lives runs through all its activities. As a leading global investor and employer, Aegon seeks to have a positive impact by addressing critical environmental and societal issues. Aegon is headquartered in Schiphol, the Netherlands, domiciled in Bermuda, and listed on Euronext Amsterdam and the New York Stock Exchange. More information can be found at aegon.com.

    Forward-looking statements
    The statements contained in this document that are not historical facts are forward-looking statements as defined in the US Private Securities Litigation Reform Act of 1995. The following are words that identify such forward-looking statements: aim, believe, estimate, target, intend, may, expect, anticipate, predict, project, counting on, plan, continue, want, forecast, goal, should, would, could, is confident, will, and similar expressions as they relate to Aegon. These statements may contain information about financial prospects, economic conditions and trends and involve risks and uncertainties. In addition, any statements that refer to sustainability, environmental and social targets, commitments, goals, efforts and expectations and other events or circumstances that are partially dependent on future events are forward-looking statements. These statements are not guarantees of future performance and involve risks, uncertainties and assumptions that are difficult to predict. Aegon undertakes no obligation, and expressly disclaims any duty, to publicly update or revise any forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which merely reflect company expectations at the time of writing. Actual results may differ materially and adversely from expectations conveyed in forward-looking statements due to changes caused by various risks and uncertainties. Such risks and uncertainties include but are not limited to the following:

    • Changes in general economic and/or governmental conditions, particularly in Bermuda, the United States, the United Kingdom and in relation to Aegon’s shareholding in ASR Nederland N.V. and asset management business, the Netherlands;
    • Civil unrest, (geo-) political tensions, military action or other instability in countries or geographic regions that affect our operations or that affect global markets;
    • Changes in the performance of financial markets, including emerging markets, such as with regard to:         
      • The frequency and severity of defaults by issuers in Aegon’s fixed income investment portfolios;
      • The effects of corporate bankruptcies and/or accounting restatements on the financial markets and the resulting decline in the value of equity and debt securities Aegon holds;
      • The effects of declining creditworthiness of certain public sector securities and the resulting decline in the value of government exposure that Aegon holds;
      • The impact from volatility in credit, equity, and interest rates;
    • Changes in the performance of Aegon’s investment portfolio and decline in ratings of Aegon’s counterparties;
    • The effect of tariffs and potential trade wars on trading markets and on economic growth, globally and in the markets where Aegon operates.
    • Lowering of one or more of Aegon’s debt ratings issued by recognized rating organizations and the adverse impact such action may have on Aegon’s ability to raise capital and on its liquidity and financial condition;
    • Lowering of one or more of insurer financial strength ratings of Aegon’s insurance subsidiaries and the adverse impact such action may have on the written premium, policy retention, profitability and liquidity of its insurance subsidiaries;
    • The effect of applicable Bermuda solvency requirements, the European Union’s Solvency II requirements, and applicable equivalent solvency requirements and other regulations in other jurisdictions affecting the capital Aegon is required to maintain and our ability to pay dividends;
    • Changes in the European Commissions’ or European regulator’s position on the equivalence of the supervisory regime for insurance and reinsurance undertakings in force in Bermuda;
    • Changes affecting interest rate levels and low or rapidly changing interest rate levels;
    • Changes affecting currency exchange rates, in particular the EUR/USD and EUR/GBP exchange rates;
    • The effects of global inflation, or inflation in the markets where Aegon operates;
    • Changes in the availability of, and costs associated with, liquidity sources such as bank and capital markets funding, as well as conditions in the credit markets in general such as changes in borrower and counterparty creditworthiness;
    • Increasing levels of competition, particularly in the United States, the United Kingdom, emerging markets and in relation to Aegon’s shareholding in ASR Nederland N.V. and asset management business, the Netherlands;
    • Catastrophic events, either manmade or by nature, including by way of example acts of God, acts of terrorism, acts of war and pandemics, could result in material losses and significantly interrupt Aegon’s business;
    • The frequency and severity of insured loss events;
    • Changes affecting longevity, mortality, morbidity, persistence and other factors that may impact the profitability of Aegon’s insurance products and management of derivatives;
    • Aegon’s projected results are highly sensitive to complex mathematical models of financial markets, mortality, longevity, and other dynamic systems subject to shocks and unpredictable volatility. Should assumptions to these models later prove incorrect, or should errors in those models escape the controls in place to detect them, future performance will vary from projected results;
    • Reinsurers to whom Aegon has ceded significant underwriting risks may fail to meet their obligations;
    • Changes in customer behavior and public opinion in general related to, among other things, the type of products Aegon sells, including legal, regulatory or commercial necessity to meet changing customer expectations;
    • Customer responsiveness to both new products and distribution channels;
    • Third-party information used by us may prove to be inaccurate and change over time as methodologies and data availability and quality continue to evolve impacting our results and disclosures;
    • As Aegon’s operations support complex transactions and are highly dependent on the proper functioning of information technology, operational risks such as system disruptions or failures, security or data privacy breaches, cyberattacks, human error, failure to safeguard personally identifiable information, changes in operational practices or inadequate controls including with respect to third parties with which Aegon does business, may disrupt Aegon’s business, damage its reputation and adversely affect its results of operations, financial condition and cash flows;
    • Aegon’s failure to swiftly, effectively, and securely adapt and integrate emerging technologies;
    • The impact of acquisitions and divestitures, restructurings, product withdrawals and other unusual items, including Aegon’s ability to complete, or obtain regulatory approval for, acquisitions and divestitures, integrate acquisitions, and realize anticipated results from such transactions, and its ability to separate businesses as part of divestitures;
    • Aegon’s failure to achieve anticipated levels of earnings or operational efficiencies, as well as other management initiatives related to cost savings, Cash Capital at Holding, gross financial leverage and free cash flow;
    • Changes in the policies of central banks and/or governments;
    • Litigation or regulatory action that could require Aegon to pay significant damages or change the way Aegon does business;
    • Competitive, legal, regulatory, or tax changes that affect profitability, the distribution cost of or demand for Aegon’s products;
    • Consequences of an actual or potential break-up of the European Monetary Union in whole or in part, or further consequences of the exit of the United Kingdom from the European Union and potential consequences if other European Union countries leave the European Union;
    • Changes in laws and regulations, or the interpretation thereof by regulators and courts, including as a result of comprehensive reform or shifts away from multilateral approaches to regulation of global or national operations, particularly regarding those laws and regulations related to ESG matters, those affecting Aegon’s operations’ ability to hire and retain key personnel, taxation of Aegon companies, the products Aegon sells, the attractiveness of certain products to its consumers and Aegon’s intellectual property;
    • Regulatory changes relating to the pensions, investment, insurance industries and enforcing adjustments in the jurisdictions in which Aegon operates;
    • Standard setting initiatives of supranational standard setting bodies such as the Financial Stability Board and the International Association of Insurance Supervisors or changes to such standards that may have an impact on regional (such as EU), national (such as Bermuda) or US federal or state level financial regulation or the application thereof to Aegon;
    • Changes in accounting regulations and policies or a change by Aegon in applying such regulations and policies, voluntarily or otherwise, which may affect Aegon’s reported results, shareholders’ equity or regulatory capital adequacy levels;
    • The rapidly changing landscape for ESG responsibilities, leading to potential challenges by private parties and governmental authorities, and/or changes in ESG standards and requirements, including assumptions, methodology and materiality, or a change by Aegon in applying such standards and requirements, voluntarily or otherwise, may affect Aegon’s ability to meet evolving standards and requirements, or Aegon’s ability to meet its sustainability and ESG-related goals, or related public expectations, which may also negatively affect Aegon’s reputation or the reputation of its board of directors or its management;
    • Unexpected delays, difficulties, and expenses in executing against Aegon’s environmental, climate, or other ESG targets, goals and commitments, and changes in laws or regulations affecting us, such as changes in data privacy, environmental, health and safety laws; and
    • Reliance on third-party information in certain of Aegon’s disclosures, which may change over time as methodologies and data availability and quality continue to evolve. These factors, as well as any inaccuracies in third-party information used by Aegon, including in estimates or assumptions, may cause results to differ materially and adversely from statements, estimates, and beliefs made by Aegon or third-parties. Moreover, Aegon’s disclosures based on any standards may change due to revisions in framework requirements, availability of information, changes in its business or applicable governmental policies, or other factors, some of which may be beyond Aegon’s control. Additionally, Aegon’s discussion of various ESG and other sustainability issues in this document or in other locations, including on our corporate website, may be informed by the interests of various stakeholders, as well as various ESG standards, frameworks, and regulations (including for the measurement and assessment of underlying data). As such, our disclosures on such issues, including climate-related disclosures, may include information that is not necessarily “material” under US securities laws for SEC reporting purposes, even if we use words such as “material” or “materiality” in relation to those statements. ESG expectations continue to evolve, often quickly, including for matters outside of our control; our disclosures are inherently dependent on the methodology (including any related assumptions or estimates) and data used, and there can be no guarantee that such disclosures will necessarily reflect or be consistent with the preferred practices or interpretations of particular stakeholders, either currently or in future.

    This document contains information that qualifies, or may qualify, as inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation (596/2014). Further details of potential risks and uncertainties affecting Aegon are described in its filings with the Netherlands Authority for the Financial Markets and the US Securities and Exchange Commission, including the 2024 Integrated Annual Report. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, Aegon expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Aegon’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.

    Attachment

    The MIL Network –

  • MIL-OSI: EUR 200 million share buyback begins

    Source: GlobeNewswire (MIL-OSI)

    Schiphol, July 1, 2025 – Aegon today begins a EUR 200 million share buyback that was announced on May 16, 2025. The share buyback is expected to be completed by December 15, 2025, barring unforeseen circumstances.

    Aegon has entered into an agreement with its largest shareholder, Vereniging Aegon, to participate in the new EUR 200 million share buyback program. Vereniging Aegon will participate pro-rata in the share buyback program based on its combined common shares and common shares B which represent about 18.4% of the total shareholders’ voting rights that are currently exercisable. This results in a buyback amount of EUR 37 million. The number of common shares that Aegon will repurchase from Vereniging Aegon will be determined based on the daily volume-weighted average price per common share on Euronext Amsterdam.

    Aegon will engage a third party to execute the buyback transactions on its behalf. The common shares will be repurchased at a maximum of the average of the daily volume-weighted average price per common share during the repurchase period. Aegon intends to cancel the shares it repurchases during this share buyback program.

    The share buyback program will be executed in compliance with the EU’s Market Abuse Regulation and within the limitations of the existing authority as granted by our shareholders at our annual general meeting held on June 12, 2025. For further details, visit our share buyback updates page at aegon.com.

    Contacts

    About Aegon
    Aegon is an international financial services holding company. Aegon’s ambition is to build leading businesses that offer their customers investment, protection, and retirement solutions. Aegon’s portfolio of businesses includes fully owned businesses in the United States and United Kingdom, and a global asset manager. Aegon also creates value by combining its international expertise with strong local partners via insurance joint-ventures in Spain & Portugal, China, and Brazil, and via asset management partnerships in France and China. In addition, Aegon owns a Bermuda-based life insurer and generates value via a strategic shareholding in a market leading Dutch insurance and pensions company.

    Aegon’s purpose of helping people live their best lives runs through all its activities. As a leading global investor and employer, Aegon seeks to have a positive impact by addressing critical environmental and societal issues. Aegon is headquartered in Schiphol, the Netherlands, domiciled in Bermuda, and listed on Euronext Amsterdam and the New York Stock Exchange. More information can be found at aegon.com.

    Forward-looking statements
    The statements contained in this document that are not historical facts are forward-looking statements as defined in the US Private Securities Litigation Reform Act of 1995. The following are words that identify such forward-looking statements: aim, believe, estimate, target, intend, may, expect, anticipate, predict, project, counting on, plan, continue, want, forecast, goal, should, would, could, is confident, will, and similar expressions as they relate to Aegon. These statements may contain information about financial prospects, economic conditions and trends and involve risks and uncertainties. In addition, any statements that refer to sustainability, environmental and social targets, commitments, goals, efforts and expectations and other events or circumstances that are partially dependent on future events are forward-looking statements. These statements are not guarantees of future performance and involve risks, uncertainties and assumptions that are difficult to predict. Aegon undertakes no obligation, and expressly disclaims any duty, to publicly update or revise any forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which merely reflect company expectations at the time of writing. Actual results may differ materially and adversely from expectations conveyed in forward-looking statements due to changes caused by various risks and uncertainties. Such risks and uncertainties include but are not limited to the following:

    • Changes in general economic and/or governmental conditions, particularly in Bermuda, the United States, the United Kingdom and in relation to Aegon’s shareholding in ASR Nederland N.V. and asset management business, the Netherlands;
    • Civil unrest, (geo-) political tensions, military action or other instability in countries or geographic regions that affect our operations or that affect global markets;
    • Changes in the performance of financial markets, including emerging markets, such as with regard to:         
      • The frequency and severity of defaults by issuers in Aegon’s fixed income investment portfolios;
      • The effects of corporate bankruptcies and/or accounting restatements on the financial markets and the resulting decline in the value of equity and debt securities Aegon holds;
      • The effects of declining creditworthiness of certain public sector securities and the resulting decline in the value of government exposure that Aegon holds;
      • The impact from volatility in credit, equity, and interest rates;
    • Changes in the performance of Aegon’s investment portfolio and decline in ratings of Aegon’s counterparties;
    • The effect of tariffs and potential trade wars on trading markets and on economic growth, globally and in the markets where Aegon operates.
    • Lowering of one or more of Aegon’s debt ratings issued by recognized rating organizations and the adverse impact such action may have on Aegon’s ability to raise capital and on its liquidity and financial condition;
    • Lowering of one or more of insurer financial strength ratings of Aegon’s insurance subsidiaries and the adverse impact such action may have on the written premium, policy retention, profitability and liquidity of its insurance subsidiaries;
    • The effect of applicable Bermuda solvency requirements, the European Union’s Solvency II requirements, and applicable equivalent solvency requirements and other regulations in other jurisdictions affecting the capital Aegon is required to maintain and our ability to pay dividends;
    • Changes in the European Commissions’ or European regulator’s position on the equivalence of the supervisory regime for insurance and reinsurance undertakings in force in Bermuda;
    • Changes affecting interest rate levels and low or rapidly changing interest rate levels;
    • Changes affecting currency exchange rates, in particular the EUR/USD and EUR/GBP exchange rates;
    • The effects of global inflation, or inflation in the markets where Aegon operates;
    • Changes in the availability of, and costs associated with, liquidity sources such as bank and capital markets funding, as well as conditions in the credit markets in general such as changes in borrower and counterparty creditworthiness;
    • Increasing levels of competition, particularly in the United States, the United Kingdom, emerging markets and in relation to Aegon’s shareholding in ASR Nederland N.V. and asset management business, the Netherlands;
    • Catastrophic events, either manmade or by nature, including by way of example acts of God, acts of terrorism, acts of war and pandemics, could result in material losses and significantly interrupt Aegon’s business;
    • The frequency and severity of insured loss events;
    • Changes affecting longevity, mortality, morbidity, persistence and other factors that may impact the profitability of Aegon’s insurance products and management of derivatives;
    • Aegon’s projected results are highly sensitive to complex mathematical models of financial markets, mortality, longevity, and other dynamic systems subject to shocks and unpredictable volatility. Should assumptions to these models later prove incorrect, or should errors in those models escape the controls in place to detect them, future performance will vary from projected results;
    • Reinsurers to whom Aegon has ceded significant underwriting risks may fail to meet their obligations;
    • Changes in customer behavior and public opinion in general related to, among other things, the type of products Aegon sells, including legal, regulatory or commercial necessity to meet changing customer expectations;
    • Customer responsiveness to both new products and distribution channels;
    • Third-party information used by us may prove to be inaccurate and change over time as methodologies and data availability and quality continue to evolve impacting our results and disclosures;
    • As Aegon’s operations support complex transactions and are highly dependent on the proper functioning of information technology, operational risks such as system disruptions or failures, security or data privacy breaches, cyberattacks, human error, failure to safeguard personally identifiable information, changes in operational practices or inadequate controls including with respect to third parties with which Aegon does business, may disrupt Aegon’s business, damage its reputation and adversely affect its results of operations, financial condition and cash flows;
    • Aegon’s failure to swiftly, effectively, and securely adapt and integrate emerging technologies;
    • The impact of acquisitions and divestitures, restructurings, product withdrawals and other unusual items, including Aegon’s ability to complete, or obtain regulatory approval for, acquisitions and divestitures, integrate acquisitions, and realize anticipated results from such transactions, and its ability to separate businesses as part of divestitures;
    • Aegon’s failure to achieve anticipated levels of earnings or operational efficiencies, as well as other management initiatives related to cost savings, Cash Capital at Holding, gross financial leverage and free cash flow;
    • Changes in the policies of central banks and/or governments;
    • Litigation or regulatory action that could require Aegon to pay significant damages or change the way Aegon does business;
    • Competitive, legal, regulatory, or tax changes that affect profitability, the distribution cost of or demand for Aegon’s products;
    • Consequences of an actual or potential break-up of the European Monetary Union in whole or in part, or further consequences of the exit of the United Kingdom from the European Union and potential consequences if other European Union countries leave the European Union;
    • Changes in laws and regulations, or the interpretation thereof by regulators and courts, including as a result of comprehensive reform or shifts away from multilateral approaches to regulation of global or national operations, particularly regarding those laws and regulations related to ESG matters, those affecting Aegon’s operations’ ability to hire and retain key personnel, taxation of Aegon companies, the products Aegon sells, the attractiveness of certain products to its consumers and Aegon’s intellectual property;
    • Regulatory changes relating to the pensions, investment, insurance industries and enforcing adjustments in the jurisdictions in which Aegon operates;
    • Standard setting initiatives of supranational standard setting bodies such as the Financial Stability Board and the International Association of Insurance Supervisors or changes to such standards that may have an impact on regional (such as EU), national (such as Bermuda) or US federal or state level financial regulation or the application thereof to Aegon;
    • Changes in accounting regulations and policies or a change by Aegon in applying such regulations and policies, voluntarily or otherwise, which may affect Aegon’s reported results, shareholders’ equity or regulatory capital adequacy levels;
    • The rapidly changing landscape for ESG responsibilities, leading to potential challenges by private parties and governmental authorities, and/or changes in ESG standards and requirements, including assumptions, methodology and materiality, or a change by Aegon in applying such standards and requirements, voluntarily or otherwise, may affect Aegon’s ability to meet evolving standards and requirements, or Aegon’s ability to meet its sustainability and ESG-related goals, or related public expectations, which may also negatively affect Aegon’s reputation or the reputation of its board of directors or its management;
    • Unexpected delays, difficulties, and expenses in executing against Aegon’s environmental, climate, or other ESG targets, goals and commitments, and changes in laws or regulations affecting us, such as changes in data privacy, environmental, health and safety laws; and
    • Reliance on third-party information in certain of Aegon’s disclosures, which may change over time as methodologies and data availability and quality continue to evolve. These factors, as well as any inaccuracies in third-party information used by Aegon, including in estimates or assumptions, may cause results to differ materially and adversely from statements, estimates, and beliefs made by Aegon or third-parties. Moreover, Aegon’s disclosures based on any standards may change due to revisions in framework requirements, availability of information, changes in its business or applicable governmental policies, or other factors, some of which may be beyond Aegon’s control. Additionally, Aegon’s discussion of various ESG and other sustainability issues in this document or in other locations, including on our corporate website, may be informed by the interests of various stakeholders, as well as various ESG standards, frameworks, and regulations (including for the measurement and assessment of underlying data). As such, our disclosures on such issues, including climate-related disclosures, may include information that is not necessarily “material” under US securities laws for SEC reporting purposes, even if we use words such as “material” or “materiality” in relation to those statements. ESG expectations continue to evolve, often quickly, including for matters outside of our control; our disclosures are inherently dependent on the methodology (including any related assumptions or estimates) and data used, and there can be no guarantee that such disclosures will necessarily reflect or be consistent with the preferred practices or interpretations of particular stakeholders, either currently or in future.

    This document contains information that qualifies, or may qualify, as inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation (596/2014). Further details of potential risks and uncertainties affecting Aegon are described in its filings with the Netherlands Authority for the Financial Markets and the US Securities and Exchange Commission, including the 2024 Integrated Annual Report. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, Aegon expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Aegon’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.

    Attachment

    The MIL Network –

  • MIL-OSI: DRC Medicine Ltd. Announces the Business Combination Agreement with Ribbon Acquisition Corp.

    Source: GlobeNewswire (MIL-OSI)

    Combined Company Expected to be Listed on NASDAQ Global Market

    • DRC Medicine Ltd. (“DRC Medicine” or the “Company”), is an innovative healthcare and biotechnology company headquartered in Japan, focused on the research, development, and commercialization of advanced medical technologies that address significant global health challenges.
    • The Company is best known for its proprietary Hydro Silver Titanium® technology, initially applied in consumer hygiene products such as masks and towels, and now being advanced to obtain medical device certification as among the world’s first therapeutic masks for seasonal allergic rhinitis.
    • Combined company to have an implied initial pro forma equity value of approximately $422.15 Million, (assuming no redemptions) and the transaction is expected to deliver cash proceeds of around $50.42 Million to DRC Medicine (assuming no redemptions) to fund DRC Medicine’s business and operations, which include devices’ clinical trial and certification.
    • Current DRC Medicine shareholders will retain 100% of their equity and will continue to own approximately 82.91% of the combined company on a pro forma basis, assuming no redemptions by Ribbon’s shareholder.

    Tokyo, June 30, 2025 (GLOBE NEWSWIRE) — DRC Medicine Ltd., an innovative healthcare and biotechnology company based in Tokyo, Japan (“DRC” or the “Company”), announced today that it has entered into a business combination agreement (the “Business Combination Agreement”) with Ribbon Acquisition Corp. (NASDAQ: RIBB) (“Ribbon”), a special purpose acquisition company, DRC Medicine Inc., a Delaware company limited by shares (DRC Medicine) and DRC Merger Inc. (“Merger Sub”), a Delaware company limited by shares and a directly owned subsidiary of DRC Medicine, which would result in DRC Medicine becoming a publicly-traded company (the “Proposed Transaction”).

    DRC Medicine Ltd. is an innovative healthcare and biotechnology company headquartered in Japan, focused on the research, development, and commercialization of advanced medical technologies that address significant global health challenges. The Company is best known for its proprietary Hydro Silver Titanium® technology, initially applied in consumer hygiene products such as masks and towels, and now being advanced to obtain medical device certification as among the world’s first therapeutic masks for seasonal allergic rhinitis. In addition to medical devices, the Company is developing a pipeline of In Vitro Diagnostic (“IVD”) kits for infectious diseases and allergen detection, combining its world-only cell-free protein synthesis technology leveraging AI powered Apps and is in final negotiation in acquiring an innovative ATP-enhancing drug for Parkinson’s disease drugs development company, the drug is currently in clinical trials. This diverse portfolio is driven by a strong focus on unmet medical needs, AI-assisted discovery, and global healthcare infrastructure transformation. For more information, visit https://drciyaku.co.jp/ and https://drciyaku.jp/.

    Dr. Marumi Okazaki, President & CEO of DRC, said: “This transaction will give us the resources that will enable us to capture the positive trends in our industry. Given the growth of airborne allergens, respiratory diseases and infectious diseases, increasing demand for better respiratory protection mask and faster and a more accurate IVD kits, we intend to invest in more IVD kits paired with AI-powered Apps in achieving universal diagnostics to empower the general public in guarding their health and fight against allergen, respiratory diseases and infectious diseases as well as catapult our research and development, production capabilities to meet the rising demand for better respiratory protection mask and AI-powered IVD kits.”

    Mr. Angshuman (Bubai) Ghosh, Chairman/CEO of Ribbon, said, “This business combination agreement with DRC is a great opportunity to enter into an exciting and accelerating growth healthcare and biotechnology industry. We believe its highly capable and experienced management team with all of the founders with substantial experience in developing innovative technologies, supported by their technology-savvy specialists and R&D team who are committed to pioneering innovations, will enable DRC to continuously innovate and advance their healthcare and biotechnology applications to gain a greater foothold in the global market.”

    Transaction Overview

    As a part of the Proposed Transaction, an intermediate holding company incorporated in Japan (the “Intermediate Co.” will acquire the shares of DRC Medicine, after which the Intermediate Co. will engage in a share exchange transaction with the  shareholders of the Company, such that the Company will become a wholly-owned subsidiary of Intermediate Co. and the shareholders of the Company will become shareholders of DRC Medicine (the “DRC Restructuring”). Following the consummation of the DRC Restructuring and subject to the terms and conditions of the Business Combination Agreement, Ribbon will merge with and into the Merger Sub, with Merger Sub continuing as the surviving company and remaining a wholly owned subsidiary of DRC Medicine.

    The Proposed Transaction implies a pre-money equity value of US$350 million of DRC on a fully diluted basis, and is expected to provide DRC with access to approximately US$50 million cash from Ribbon’s IPO proceeds held in trust, assuming no redemption by Ribbon’s shareholders in connection with the current and future proxy exercises and prior to the payment of any transaction expenses. The parties will cooperate in connection with any financing arrangement the parties seek in connection with the Proposed Transaction.

    Advisors

    A.G.P./Alliance Global Partners serves as the financial advisor and lead capital markets advisor to Ribbon. Geneva Capital Group serves as the financial advisor to DRC. Celine & Partners serves as the legal advisor to Ribbon. Ross Law Group serves as the legal advisor to DRC.

    About DRC Medicine Ltd. 

    Founded in 2007, DRC is an innovative healthcare and biotechnology company headquartered in Japan, focused on the research, development, and commercialization of advanced medical technologies that address significant global health challenges. The Company is best known for its proprietary Hydro Silver Titanium® technology, initially applied in consumer hygiene products such as masks and towels, and now being advanced to obtain medical device certification as among the world’s first therapeutic masks for seasonal allergic rhinitis . In addition to medical devices, the Company is developing a pipeline of In Vitro Diagnostic (“IVD”) kits for infectious diseases and allergen detection, combining its world-only cell-free protein synthesis technology leveraging AI powered Apps and is in final negotiation in acquiring an innovative ATP-enhancing drug for Parkinson’s disease.

    About Ribbon Acquisition Corp. 

    Ribbon is a blank check company whose business purpose is to effect a merger, capital stock exchange, asset acquisition, stock purchase, reorganization, or similar business combination with one or more businesses. While Ribbon intends to conduct a global search for target businesses without being limited by geographic region, certain executive officers and independent directors are based in Hong Kong, and certain executive officers have experience investing in and building businesses in the Asia Pacific region and have a deep understanding of the region’s business environment, regulations, regulatory bodies and culture. Ribbon will not undertake an initial business combination with any company being based in or having the majority of the company’s operations in Greater China. Ribbon is led by Mr. Angshuman (Bubai) Ghosh, Ribbon’s Chief Executive Officer, and Ms. Zhiyang (Anna) Zhou, Ribbon’s Chief Financial Officer.

    Important Additional Information Regarding the Transaction Will Be Filed With the SEC

    This press release relates to the proposed business combination between Ribbon Acquisition Corp. and DRC Medicine Ltd.. This press release does not constitute an offer to sell or exchange, or the solicitation of an offer to buy or exchange, any securities, nor shall there be any sale of securities in any jurisdiction in which such offer, sale or exchange would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. DRC intends to file a Registration Statement on Form S-4 with the SEC, which will include a document that serves as a joint prospectus and proxy statement, referred to as a proxy statement/prospectus. A proxy statement/prospectus will be sent to all Ribbon shareholders. No offering of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended, or an exemption therefrom. Ribbon and DRC will also file other documents regarding the proposed business combination with the SEC. This press release does not contain all the information that should be considered concerning the proposed business combination and is not intended to form the basis of any investment decision or any other decision in respect of the business combination. BEFORE MAKING ANY VOTING DECISION, INVESTORS AND SECURITY HOLDERS OF RIBBON ARE URGED TO READ THE REGISTRATION STATEMENT, THE PROXY STATEMENT/PROSPECTUS AND ALL OTHER RELEVANT DOCUMENTS FILED OR THAT WILL BE FILED WITH THE SEC IN CONNECTION WITH THE PROPOSED BUSINESS COMBINATION AS THEY BECOME AVAILABLE BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE PROPOSED BUSINESS COMBINATION.

    Investors and security holders will be able to obtain free copies of the registration statement, the proxy statement/prospectus and all other relevant documents filed or that will be filed with the SEC by Ribbon and DRC through the website maintained by the SEC at www.sec.gov. The documents filed by Ribbon and DRC with the SEC also may be obtained free of charge upon written request to Ribbon Acquisition Corp., Central Park Tower LaTour Shinjuku Room 3001, 6-15-1 Nishi Shinjuku, Shinjuku-ku Tokyo 160-0023.

    Participants in the Solicitations

    Ribbon, DRC and their respective directors, executive officers, other members of management, and employees, under SEC rules, may be deemed to be participants in the solicitation of proxies from Ribbon’s shareholders in connection with the proposed business combination. You can find information about Ribbon’s directors and executive officers and their interest in Ribbon in Ribbon’s Annual Report on Form 10-K for the fiscal year ended December 31, 2024, which was originally filed with the SEC on April 1, 2025. A list of the names of the directors, executive officers, other members of management and employees of Ribbon and DRC, as well as information regarding their interests in the business combination, will be contained in the Registration Statement on Form S-4 to be filed with the SEC by DRC. Additional information regarding the interests of such potential participants in the solicitation process may also be included in other relevant documents when they are filed with the SEC. You may obtain free copies of these documents from the sources indicated above.

    Caution About Forward-Looking Statements

    This press release may contain forward-looking statements within the meaning of section 27A of the U.S. Securities Act of 1933, as amended (the “Securities Act”), and section 21E of the U.S. Securities Exchange Act of 1934 (“Exchange Act”) that are based on beliefs and assumptions and on information currently available to Ribbon and DRC. These forward-looking statements are based on Ribbon’s and DRC’s expectations and beliefs concerning future events and involve risks and uncertainties that may cause actual results to differ materially from current expectations. In some cases, you can identify forward-looking statements by the following words: “may,” “will,” “could,” “would,” “should,” “expect,” “intend,” “plan,” “anticipate,” “believe,” “estimate,” “predict,” “project,” “potential,” “continue,” “ongoing,” “target,” “seek” or the negative or plural of these words, or other similar expressions that are predictions or indicate future events or prospects, although not all forward-looking statements contain these words. Any statements that refer to expectations, projections or other characterizations of future events or circumstances, including projections of market opportunity and market share, the capability of DRC’s business plans including its plans to expand, the anticipated enterprise value of the combined company following the consummation of the proposed business combination, anticipated benefits of the proposed business combination and expectations related to the terms and timing of the proposed business combination, are also forward-looking statements.

    Although each of Ribbon and DRC believes that it has a reasonable basis for each forward-looking statement contained in this communication, each of Ribbon and DRC cautions you that these statements are based on a combination of facts and factors currently known and projections of the future, which are inherently uncertain. These factors are difficult to predict accurately and may be beyond Ribbon’s and DRC’s control. In addition, there will be risks and uncertainties described in the proxy statement/prospectus on Form S-4 relating to the proposed business combination, which is expected to be filed by DRC with the SEC and other documents filed by Ribbon or DRC from time to time with the SEC. These filings may identify and address other important risks and uncertainties that could cause actual events and results to differ materially from those expressed or implied in the forward-looking statements.

    There may be additional risks that neither Ribbon or DRC presently know or that Ribbon and DRC currently believe are immaterial and that could also cause actual results to differ from those contained in the forward-looking statements. In light of the significant uncertainties in these forward-looking statements, you should not regard these statements as a representation or warranty by Ribbon or DRC, their respective directors, officers or employees or any other person that Ribbon and DRC will achieve their objectives and plans in any specified time frame, or at all. Forward-looking statements in this communication or elsewhere speak only as of the date made. New uncertainties and risks arise from time to time, and it is impossible for Ribbon or DRC to predict these events or how they may affect Ribbon or DRC. Except as required by law, neither Ribbon nor DRC has any duty to, and does not intend to, update or revise the forward-looking statements in this communication or elsewhere after the date this communication is issued. In light of these risks and uncertainties, investors should keep in mind that results, events or developments discussed in any forward-looking statement made in this communication may not occur. Uncertainties and risk factors that could affect Ribbon’s and DRC’s future performance and cause results to differ from the forward-looking statements in this release include, but are not limited to: the occurrence of any event, change or other circumstances that could give rise to the termination of the business combination; the outcome of any legal proceedings that may be instituted against Ribbon or DRC, the combined company or others following the announcement of the business combination; the inability to complete the business combination due to the failure to obtain approval of the shareholders of Ribbon or to satisfy other conditions to closing; changes to the proposed structure of the business combination that may be required or appropriate as a result of applicable laws or regulations; the ability to meet stock exchange listing standards following the consummation of the business combination; the risk that the business combination disrupts current plans and operations of Ribbon or DRC as a result of the announcement and consummation of the business combination; the ability to recognize the anticipated benefits of the business combination, which may be affected by, among other things, competition, the ability of the combined company to grow and manage growth profitably, maintain relationships with customers and retain its management and key employees; costs related to the business combination; changes in applicable laws or regulations; Ribbon’s estimates of expenditures and profitability and underlying assumptions with respect to shareholder redemptions and purchase price and other adjustments; the impact of the COVID-19 pandemic; changes in laws and regulations that impact DRC; ability to enforce, protect and maintain intellectual property rights; and other risks and uncertainties set forth in the section entitled “Risk Factors” and “Cautionary Note Regarding Forward-Looking Statements” in Ribbon’s final prospectus dated January 14, 2025 relating to its initial public offering and in subsequent filings with the SEC, including the registration statement on Form S-4 relating to the business combination expected to be filed by DRC.

    No Offer or Solicitation

    This communication does not constitute an offer to sell or the solicitation of an offer to buy any securities, or a solicitation of any vote or approval, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. No offering of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act, or an exemption therefrom.

    For further queries please contact:

    Geneva Capital Group on behalf of DRC

    Bob Lau, bob.lau@genevagroup.com.sg 

    The MIL Network –

  • MIL-OSI Russia: IMF Executive Board Completes the Second Review under the Extended Credit Facility Arrangement for Togo

    Source: IMF – News in Russian

    June 30, 2025

    • The IMF Executive Board today completed the second review under the Extended Credit Facility (ECF) arrangement for Togo, allowing the authorities to draw about SDR 44.0 million (about US$ 60.5 million). The Executive Board approved the 42-month ECF arrangement in March 2024 and concluded the first review in December 2024.
    • Growth has remained robust, and inflation has continued to slow. The medium-term economic outlook is favorable, with sustained robust growth, but elevated risks remain.
    • Implementation of the IMF-supported program has been broadly satisfactory: the authorities met all quantitative targets at end-December 2024 except for the performance criterion on the fiscal balance, and they have met all but one structural benchmark due since the completion of the first ECF review.

    Washington, DC: The Executive Board of the International Monetary Fund (IMF) completed the second review of the Extended Credit Facility (ECF) arrangement for Togo. The Board’s decision enables the immediate disbursement of about SDR 44.0 million (about US$ 60.5 million), which will be used for budget support. The ECF-arrangement provides overall financing of SDR 293.60 million (about US$ 403.4 million) on favorable terms.

    The IMF approved the ECF arrangement in March 2024 to help the authorities address the legacies of shocks experienced since 2020, notably the COVID pandemic and the increase in global food and fuel prices. The Togolese authorities were able to lessen the impacts of these shocks on the Togolese population, but this came at the price of large fiscal deficits and a rapidly rising public debt burden. The IMF-supported government program aims to (i) make growth more inclusive while strengthening debt sustainability, and (ii) implement structural reforms to support growth and limit fiscal and financial sector risks. The IMF Executive Board completed the first ECF review in December 2024.  

    The medium-term outlook is broadly favorable, with continued robust growth. Economic growth reached an estimated 5.3 percent in 2024 and is projected at 5.2 percent in 2025 and 5.5 percent per year thereafter, according to IMF staff projections, barring major adverse shocks. Headline inflation eased to 2.6 percent in April 2025 and core inflation (which excludes the prices of energy and fresh products) fell to 1.3 percent (annual averages).

    However, the outlook is subject to high risks. In particular, insecurity from the presence of terrorist groups at the country’s northern border continues, putting pressure on spending. The authorities face challenging trade-offs between the need to achieve fiscal consolidation to lower the debt burden and the need to maintain security, enhance inclusion, and support growth.

    Implementation of the IMF-supported program has been broadly satisfactory. The authorities met all quantitative targets at end-December 2024 except for the performance criterion on the fiscal balance. A notable success has been that the authorities raised tax revenue in 2024 as planned and pushed non-tax revenue beyond expectations. At the same time, higher-than-budgeted spending pushed debt higher. The authorities also met all but one structural benchmark due since the completion of the first ECF review, thanks to public financial management and banking sector reforms.

    At the conclusion of the Executive Board’s discussion, Mr. Kenji Okamura, Deputy Managing Director, and Acting Chair, made the following statement: 

    “The authorities have implemented the IMF-supported program in an overall satisfactory manner in an environment marked by continued security challenges, tight financing conditions, and elevated global uncertainty. Among other achievements, the authorities mobilized tax revenue in line with targets, while non-tax revenue exceeded projections.

    “Nonetheless, progress on fiscal consolidation has been slower than programmed due to operations the authorities recorded below the line, resulting in faster-than-expected debt accumulation. The authorities’ efforts to address this development, in particular the publication of an innovative note on budget execution and debt accumulation, are welcome.

    “Against this background, the authorities are encouraged to redouble their efforts at fiscal consolidation while preserving growth and strengthening inclusion. The IMF approves the authorities’ request for a limited relaxation of the fiscal deficit target for 2024 and for delaying the goal of lowering the present value of debt below 55 percent of GDP by one year, to 2027. These modifications appropriately balance the need to respond to security threats against the need to strengthen debt sustainability. 

    “Further, the authorities are encouraged to continue efforts to enhance revenue while making taxation more efficient, supported by a timely elaboration of a medium-term revenue mobilization strategy. Reforms to improve the efficiency of spending and strengthen the effectiveness of the social safety net, including phasing out fuel subsidies, will also be important. Further, it will be important to strengthen electricity and water provision, including raising tariffs to ensure cost recovery in combination with measures to protect the most vulnerable.

    “The IMF welcomes the authorities’ efforts to reduce financial sector and fiscal risks by recapitalizing the remaining state-owned bank, which have boosted the bank’s compliance with regulatory norms. Further efforts will be needed to address the remaining breaches of regulatory norms and to restructure the bank’s operations to ensure its stability and profitability.

    “Finally, efforts to strengthen governance will be critical for nurturing the business environment and supporting sustainable growth. The authorities’ commitment to publishing the planned Governance Diagnostic Assessment is very welcome. The authorities should also align asset and income declarations regime with international standards.”

    Togo: Selected Economic and Financial Indicators, 2023–27
     

    2023

    2024

    2025

    2026

    2027
     

    Estimates

    Projections

    Real GDP

    5.6

    5.3

    5.2

    5.5

    5.5

    Real GDP per capita

    3.1

    2.8

    2.7

    3.0

    3.0

    GDP deflator

    2.9

    2.2

    2.0

    2.0

    2.0

    Consumer price index (annual average)

    5.3

    2.9

    2.3

    2.0

    2.0

    GDP (CFAF billions)

    5,507

    5,927

    6,360

    6,843

    7,364

    Exchange rate CFAF/US$ (annual average level)

    606

    …

    …

    …

    …

    Real effective exchange rate (appreciation = –)

    -8.2

    …

    …

    …

    …

    Terms of trade (deterioration = –)

    2.5

    -0.4

    -0.3

    0.9

    0.6
     

    Monetary survey

    		  

    Net foreign assets

    2.0

    1.3

    3.6

    2.4

    2.3

    Net credit to government

    1.2

    8.6

    2.6

    -1.3

    -0.1

    Credit to nongovernment sector

    2.9

    3.6

    1.4

    7.4

    7.0

    Broad money (M2)

    6.5

    8.5

    7.3

    7.6

    7.6

    Velocity (GDP/end-of-period M2)

    2.0

    2.0

    2.0

    2.0

    2.0
     

    Investment and savings

    		  

    Gross domestic investment

    28.0

    26.8

    25.6

    24.4

    25.3

    Government

    11.5

    10.1

    8.5

    7.1

    7.8

    Nongovernment

    16.5

    16.7

    17.1

    17.3

    17.5

    Gross national savings

    24.0

    23.7

    23.2

    23.0

    24.3

    Government

    4.8

    2.7

    4.6

    4.1

    4.8

    Nongovernment

    19.2

    20.9

    18.7

    18.8

    19.5
     

    Government budget

    		          

    Total revenue and grants

    19.8

    19.0

    18.8

    18.5

    19.0

    Revenue

    16.8

    17.0

    16.6

    17.1

    17.6

    Tax revenue

    14.8

    14.9

    15.4

    15.9

    16.4

    Expenditure and net lending

    26.6

    26.4

    22.7

    21.5

    22.0

    Expenditure and net lending (excl. banking sector operations)

    26.6

    25.4

    22.3

    21.5

    22.0

    Primary balance (commitment basis, incl. grants)

    -3.9

    -4.5

    -1.2

    -0.2

    -0.4

    Overall balance (commitment basis, incl. grants, excl. banking sector operations)

    -6.7

    -6.4

    -3.5

    -3.0

    -3.0

    Overall balance (commitment basis, incl. grants)

    -6.7

    -7.4

    -3.9

    -3.0

    -3.0

    Primary balance (cash basis, incl. grants)

    -3.9

    -4.5

    -1.2

    -0.2

    -0.4

    Overall balance (cash basis, incl. grants, excl. banking sector operations)

    -6.7

    -6.4

    -3.5

    -3.0

    -3.0

    Overall balance (cash basis, incl. grants)

    -6.7

    -7.4

    -3.9

    -3.0

    -3.0
     

    External sector

    		          

    Current account balance

    -4.0

    -3.2

    -2.3

    -1.4

    -1.0

    Exports (goods and services)

    26.3

    25.5

    25.5

    25.5

    25.7

    Imports (goods and services)

    -37.8

    -35.9

    -34.3

    -32.8

    -32.5

    External public debt1

    26.3

    30.4

    32.8

    32.1

    32.7

    External public debt service (percent of exports)1

    7.7

    10.0

    14.8

    15.0

    8.1

    Domestic public debt2

    42.3

    41.7

    37.5

    36.6

    34.3

    Total public debt3

    68.6

    72.1

    70.2

    68.7

    66.9

    Total public debt (excluding SOEs)4

    67.3

    71.2

    69.6

    68.2

    66.6

    Present value of total public debt3

    62.3

    63.2

    60.0

    57.0

    54.0

    Sources: Togolese authorities and IMF staff estimates and projections.
     

    1 Includes state-owned enterprise external debt.

    2 Includes domestic arrears and state-owned enterprise domestic debt.

    3 Includes domestic arrears and state-owned enterprise debt.

    4 Includes domestic arrears.
    IMF Communications Department
    MEDIA RELATIONS

    PRESS OFFICER: Kwabena Akuamoah-Boateng

    Phone: +1 202 623-7100Email: MEDIA@IMF.org

    https://www.imf.org/en/News/Articles/2025/06/30/pr25229-togo-imf-completes-the-second-review-under-the-ecf-arrangement-for-togo

    MIL OSI

    MIL OSI Russia News –

  • MIL-OSI Submissions: Sugary drinks, processed foods, alcohol and tobacco are big killers: why the G20 should add its weight to health taxes

    Source: The Conversation – Africa – By Karen Hofman, Professor and Programme Director, SA MRC Centre for Health Economics and Decision Science – PRICELESS SA (Priority Cost Effective Lessons in Systems Strengthening South Africa), University of the Witwatersrand

    By 2030, non-communicable diseases will account for 75% of all deaths annually. Eighty percent of these will be in the global south. Most of these diseases are what we call silent killers: type 2 diabetes, high blood pressure and heart disease, as well as certain types of cancer at increasingly younger ages.

    The consumption of sugary drinks and processed foods high in sugar, salt and saturated fats is fuelling these pandemics. And increasingly advertising is being seen as the means by which the consumption of unhealthy products is promoted. This translates into the growth of non-communicable diseases in populations across the globe. This rising threat is driven largely by the way in which markets and industries are organised, which, in turn, shapes social norms towards consumption of tobacco, alcohol, food and sugary beverages.

    This process is what’s known as commercial determinants of health.

    Products that top the list in terms of their risk to health are tobacco, sugary beverages, ultra processed food and alcohol.

    These products are heavily advertised. For example, in South Africa from 2013 to 2019, sugary beverage manufacturers spent US$191 million (R3.7 billion) to advertise their products. Many of the TV advertisements for sugary drinks were placed during child and family viewing time, between 3pm and 7pm.

    Over the past decade a number of countries have introduced policies in a bid to limit the use and intake of harmful food and beverages. These have ranged from taxes on certain products, such as sugar, alcohol and tobacco, to bans on advertising. Many have proved effective. But there are still big gaps in policies to control these harmful products.

    As academics who have researched this field for three decades we believe that the G20 can play a significant role in plugging these gaps. The countries under the G20 umbrella, which represent two thirds of the world’s population, have reason to act: all are experiencing a mounting burden of obesity-related illness such as diabetes, high blood pressure and cancer at ever-younger ages.

    One of South Africa’s G20 presidency health priorities is “stemming the tide of non-communicable diseases”. In our view this is an invitation for the G20 to pledge to combat the drivers of non-communicable diseases.

    The G20 can acknowledge that these diseases are part of a pathological system in which commercial actors are causing ill health. And G20 leaders can acknowledge that progress enacting health taxes has stagnated in most countries.

    By galvanising attention in this way, the G20 can give impetus to a high level United Nations meeting in 2025 at which a new vision for the control and prevention of non-communicable diseases is due to be set. Health taxes and bans on marketing are focus areas.

    What stands in the way of progress

    Efforts by various countries to curb consumption of these harmful products have shown one thing clearly: there’s no silver bullet.

    Nevertheless, evidence shows that consumers are responsive to price. This points to the fact that taxes are a key tool for decreasing demand, especially for young consumers.



    Read more:
    Sugary drinks are a killer: a 20% tax would save lives and rands in South Africa

    There is also mounting evidence that health taxes are progressive for health at a population level – in other words they lead to better health outcomes. Research also shows that they scarcely affect overall employment, if at all.

    But advances on alcohol and tobacco taxes are slow. And there has been little progress on taxes on sugary beverages.

    These taxes remain far too low because health promotion taxes face tough resistance from industry. When any health promotion taxes are proposed, industries deny harms, promote doubt, divert attention, spread disinformation, create front organisations, and varnish their reputations through corporate social responsibility initiatives.

    When taxes do proceed through the legislative or regulatory process, industries influence proposals to make them less effective. They also offer to replace legislation with voluntary commitments. Evidence shows that voluntary commitments do not work.

    What would be gained

    In 2024, a report by a panel of experts showed that US$3.7 trillion in additional revenue could be generated over five years if all countries increased prices of tobacco, alcohol and sugary beverages by 50%.

    This money is sorely needed to boost healthcare. Non-communicable diseases disproportionately affect the most poor and vulnerable and healthcare systems are increasingly unable to cope. Screening, diagnosis, medications and treatment are very expensive for both ministries of finance and at the household level, where health needs can result in catastrophic expenditure.

    And taxes that generate a 50% increase in real prices of tobacco, alcohol and sugary beverages would save 50 million lives globally over 50 years.

    Where to begin

    We believe the G20 platform is a sound one on which to champion efforts to curb the consumption of harmful products. This is because half of the countries in the group have one or two policies for food such as taxes on sweetened beverages. Their experiences can therefore inform debates about how to protect the public from the fatal effects of diet-influenced diseases.

    But building a solid foundation won’t be easy. What’s needed is for the G20 to put its weight behind these key points:

    • Promoting good health before people get sick should be an imperative because the cost of inaction in financial and human terms is just too high.

    • Promoting the case for raising tobacco taxes, because tobacco continues to cause the most death and illness. But taxation has stalled. Approximately 90% of smokers live in countries where cigarettes were equally or more affordable in 2022 than they were five years earlier.

    • A renewed focus on alcohol taxes, which have shown little improvement in the last decade. Alcohol excise taxes are not being used effectively.

    • Fresh impetus behind increasing the level of taxes as a percentage of the cost of sugar sweetened beverages. Evidence suggests that to be effective, taxes on sugar sweetened beverages should increase product prices by at least 20%.

    • Champion nutrition regulation when navigating the trade and nutrition policy environment. Trade policies can be inconsistent with health policies.

    • Lastly, push for stronger global monitoring frameworks to track corporate accountability in health. This should include clear conflict of interest policies, information management, and exposing when corporations try to shape their own evidence-base or discredit research that would be supportive of public health policies.

    Susan Goldstein receives funding from the SAMRC, the NIHR and UNICEF. She is a Board Member of the Southern African Alcohol Policy Alliance: South Africa,

    Karen Hofman 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. Sugary drinks, processed foods, alcohol and tobacco are big killers: why the G20 should add its weight to health taxes – https://theconversation.com/sugary-drinks-processed-foods-alcohol-and-tobacco-are-big-killers-why-the-g20-should-add-its-weight-to-health-taxes-256024

    MIL OSI –

  • MIL-OSI Submissions: How the UK became dependent on asylum hotels

    Source: The Conversation – UK – By Jonathan Darling, Professor in Human Geography, Durham University

    Hotels housing asylum seekers have become hotspots of protest. Jory Mundy/Shutterstock

    Chancellor Rachel Reeves’s pledge to “end the costly use of asylum hotels in this parliament” is a rare thing in British politics: a policy supported by all major political parties and a range of refugee charities.

    Reeves says ending the use of asylum hotels will save the Treasury £1 billion a year. But for a government rapidly losing support, ending “hotel Britain” is also central to their popular appeal to regain control over the asylum system.

    At a time of financial instability and declining living standards, the use of hotels to house asylum seekers has increased substantially. Hotels are associated with escape, luxury or business. This explains why the use of hotels has become such a flashpoint for political controversy and fuelled resentment and tensions in some communities.

    How did we get here?

    Under the UN refugee convention, Britain has a legal obligation to house people while they are waiting for a decision on their claim to refugee status. Responsibility for housing asylum seekers lies with the Home Office, which has contracts with three private companies to offer accommodation. Hotels have historically been a small part of this housing, only used for short-term emergency cover when housing in the private rental sector is unavailable.

    Hotel use rose sharply during the COVID-19 pandemic. Private contractors responsible for housing asylum seekers were unable to find enough space in more routine “dispersal accommodation”.

    Dispersal accommodation involves housing asylum seekers in shared properties across the country. These are usually shared houses or flats that private providers procure from the private rental sector, or from subcontracted housing associations. Local authority properties are not used. Asylum seekers have no choice where they are housed.

    Once someone receives a decision on their asylum application (granted or refused refugee status), the Home Office stops providing them with housing and support. But during the pandemic, the Home Office temporarily stopped this practice, to avoid making people homeless during lockdown. But this meant more people were staying longer in asylum housing. Hotels provided emergency housing during this period.

    Following the pandemic, the number of asylum applications to the UK increased, peaking at 108,138 in 2024. Decision making on asylum claims had slowed dramatically since 2016, leaving people in the asylum process and in accommodation for longer periods of time. This increased pressure on housing and made it difficult for contractors to move people out of hotels.

    At the height of hotel use, in June 2023, 51,000 asylum seekers were housed in more than 400 hotels across the UK, costing the Home Office £8 million a day. By March 2025, this had fallen to 32,345 asylum seekers in 218 hotels.

    The use of hotels on this scale indicates that the system for housing asylum seekers in Britain is failing. While hotels can provide adaptable emergency accommodation, they are not sustainable housing solutions, nor do they offer the security of a home.

    The costs of ‘hotel Britain’

    In 2024, hotel accommodation for asylum seekers cost on average £158 per night. Dispersal accommodation, on the other hand, cost on average £20 per night. The total asylum accommodation system cost £4.7 billion, £3.1 billion of which went on hotels.

    While costly to taxpayers, this was highly profitable for those offering accommodation.

    In May 2025, the three providers contracted by the government to deliver housing were reported to have made £380 million in profit from their accommodation contracts. The Britannia Hotels chain alone reportedly made over £150 million in profit since first accommodating asylum seekers in 2014.



    Read more:
    The UK spent a third of its international aid budget on refugees in the UK – what it’s paying for, and why it’s a problem

    The costs have been more than financial. Asylum seekers have repeatedly raised the negative effects on mental and physical health associated with confinement and isolation in hotels, a lack of privacy and personal space and the limited access to support services.

    Reports of hotels infested with insects, collapsing ceilings and rude and abusive staff, reflect a model of accommodation that is ill-suited to supporting the needs of vulnerable residents. It is a far cry from the “luxury” conditions often described in media coverage.

    Hotels have also become focal points for community tensions. Local residents were rarely informed of the use of a hotel in advance, and hotels were often closed to other guests at short notice, with reports of weddings and other events being cancelled.

    These cases created a damaging sense of community powerlessness. Following a decade of austerity, the use of a town’s hotel to indefinitely accommodate asylum seekers was often described as another resource being “taken away” from communities. Far-right groups were quick to exploit these tensions, circulating details of hotels accommodating asylum seekers and organising protests.

    Communities not camps

    To end the use of hotels, government proposals have focused on expanding the use of large-scale accommodation sites. This suggests that lessons from the last government have been ignored in the rush to end hotel accommodation.

    Mass accommodation sites, such as Wethersfield camp in Essex, are not able to provide sustainable and dignified accommodation. Using former military sites has been found to be more expensive than hotels and can further isolate and stigmatise asylum seekers.

    Sustainable accommodation that meets the needs of asylum seekers and the public requires long-term strategy to replace short-term profiteering. Part of that strategy should involve using local authority expertise to provide dispersal housing in communities. Experience shows that this is the best way to reduce the costs of asylum while supporting those seeking refuge. The government’s resettlement scheme for refugees fleeing the conflict in Syria shows that engaging local authorities in housing and support is key to the success of integration.

    Any changes to asylum housing will create pressures for a UK housing sector in crisis. Yet the financial and social costs of the current system cannot be ignored. Supporting local authorities in the development and delivery of social housing must be a priority for the government, and housing asylum seekers should not be seen as an issue separate to that commitment.

    Jonathan Darling has received funding from the Economic and Social Research Council. He is affiliated with the No Accommodation Network as a trustee.

    – ref. How the UK became dependent on asylum hotels – https://theconversation.com/how-the-uk-became-dependent-on-asylum-hotels-258767

    MIL OSI –

  • MIL-OSI Submissions: Urban food gardens produce more than vegetables, they create bonds for young Capetonians – study

    Source: The Conversation – Africa – By Tinashe P. Kanosvamhira, Post-doctoral researcher, African Centre for Cities, University of Cape Town

    Urban farms like this one in Nouakchott, Mauritania, have many benefits. John Wessels/AFP via Getty Images)

    Urban agriculture takes many forms, among them community, school or rooftop gardens, commercial urban farms, and hydroponic or aquaponic systems. These activities have been shown to promote sustainable cities in a number of ways. They enhance local food security and foster economic opportunities through small-scale farming initiatives. They also strengthen social cohesion by creating shared spaces for collaboration and learning.

    However, evidence from some African countries (and other parts of the world) shows that very few young people are getting involved in agriculture, whether in urban, peri-urban or rural areas. Studies from Kenya, Tanzania, Ethiopia and Nigeria show that people aged between 15 and 34 have very little interest in agriculture, whether as an educational pathway or career. They perceive farming as physically demanding, low-paying and lacking in prestige. Systemic barriers like limited access to land, capital and skills also hold young people back.

    South Africa has a higher rate of young people engaging in farming (24%) than elsewhere in sub-Saharan Africa. However, this number could be higher if young people better understood the benefits of a career in farming and if they had more support.

    In a recent study I explored youth-driven urban agriculture in Khayelitsha, a large urban area outside Cape Town whose residents are mostly Black, low-income earners.

    The young urban farmers I interviewed are using community gardens to grow more than vegetables. They’re also nurturing social connections, creating economic and business opportunities, and promoting environmental conservation. My findings highlight the transformative potential of youth-driven urban agriculture and how it can be a multifaceted response to urban challenges. It’s crucial that policy makers recognise the value of youth-led urban agriculture and support those doing the work.

    The research

    Khayelitsha is vibrant and bustling. But its approximately 400,000 residents have limited resources and often struggle to make a living.

    I interviewed members of two youth-led gardens. One has just two members; the other has six. All my interviewees were aged between 22 and 27. The relatively low number of interviewees is typical of qualitative research, where the emphasis is placed on depth rather than breadth. This approach allows researchers to obtain detailed, context-rich data from a small, focused group of participants.

    The first garden was founded in January 2020, just a few months before the pandemic struck. The founders wanted to tackle unemployment and food insecurity in their community. They hoped to create jobs for themselves and others, and to provide nutritional support, particularly for vulnerable groups like children with special needs.

    The second garden was established in 2014 by three childhood friends. They were inspired by one founder’s grandmother, who loved gardening. They also wanted to promote organic farming, teach people healthy eating habits, and create a self-reliant community.

    All of my interviewees were activists for food justice. This refers to efforts aimed at addressing systemic inequities in food production, distribution, and access, particularly for marginalised communities. It advocates for equitable access to nutritious, culturally appropriate food.

    One of the gardens, for instance, operates about 30 beds. It cultivates a variety of produce: beetroot, carrots, spinach, pumpkins, potatoes, radishes, peas, lettuce and herbs. 30% of its produce is donated to local community centres each month (they were unable to say how many people benefited from this arrangement). The rest is sold to support the garden financially. Its paying clients include local restaurants and chefs, and members of the community. The garden also partners with schools, hospitals and other organisations to promote healthy eating and sustainable practices.

    The second garden, which is on land belonging to a local early childhood development centre, also focuses on feeding the community, as well as engaging in food justice activism.

    Skills, resilience and connections

    The gardens also help members to develop skills. Members gain practical knowledge about sustainable agriculture, marketing and entrepreneurship, all while managing operations and planning for growth.



    Read more:
    Healthy food is hard to come by in Cape Town’s poorer areas: how community gardens can fix that

    This hands-on experience instils a sense of responsibility and gives participants valuable skills they can apply in future careers or ventures. The founder of the first garden told me his skills empowered him to seek help from his own community rather than waiting for government intervention. He approached the management of an early childhood development centre in the community to request space on their land, and this was granted.

    Social connections have been essential to the gardens’ success. Bonding capital (close ties within their networks) and bridging capital (connections beyond their immediate community) has allowed them to strengthen relationships between themselves and civil society organisations. They’ve also been able to mobilise resources, as in the case of the first garden accessing community land.

    Additionally, the gardens foster community resilience. Members host workshops and events to educate residents about healthy eating, sustainable farming and environmental stewardship.

    By donating produce to local early childhood centres, they provide direct benefits to those most in need. These efforts have transformed the gardens into safe spaces for the community.

    Broader collaboration has also been key to the gardens’ success. For instance, the second garden has worked with global organisations and networks, like the Slow Food Youth Network, to share and gain knowledge about sustainable farming practices.

    Room for growth

    My findings highlight the need for targeted support for youth-driven urban agriculture initiatives. Policy and financial backing can enable these young gardeners to expand their efforts. This in turn will allow them to provide more food to their communities, create additional jobs, and empower more young people.

    At a policy level, the government could prioritise land access for urban agriculture projects, especially in under-served communities. Cities can foster an environment for youth initiatives to thrive by allocating spaces within their planning for urban farming.



    Read more:
    Africa’s megacities threatened by heat, floods and disease – urgent action is needed to start greening and adapt to climate change

    There’s also a need for educational programmes that emphasise the value of sustainable urban agriculture, and workshops and training on entrepreneurship and sustainable farming techniques. Community organising could further empower young farmers. Finally, continued collaboration with national and international food networks would help strengthen such initiatives.

    Tinashe P. Kanosvamhira 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. Urban food gardens produce more than vegetables, they create bonds for young Capetonians – study – https://theconversation.com/urban-food-gardens-produce-more-than-vegetables-they-create-bonds-for-young-capetonians-study-243500

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  • MIL-OSI Submissions: Food security in Africa: managing water will be vital in a rapidly growing region

    Source: The Conversation – Africa – By Christian Siderius, Senior researcher in water and food security, London School of Economics and Political Science

    Sub-Saharan Africa’s population is growing at 2.7% per year and is expected to reach two billion by the year 2050. The region’s urban population is growing even faster: it was at 533 million in 2023, a 3.85% increase from 2022.

    The need to feed this population will put pressure on land and water resources.

    I’m part of a group of researchers who have looked at whether regional food production would be sufficient to supply growing urban populations. By and large, we have found high levels of food self-sufficiency. But climate change could put a spanner in the works.

    We have also looked at the potential of local water conservation measures to help achieve food self-sufficiency in sub-Saharan Africa.

    Our study shows that measures such as better irrigation or water harvesting could boost food production while buffering the vagaries of weather.

    We found that ambitious – yet realistic – adoption of such measures increases food supply to cities and makes the region as a whole self-sufficient.

    A new model

    In large parts of eastern Africa, rainfall is relatively abundant and well distributed over the growing season, resulting in good yields. In future, however, the gap between water availability and crop water demand is expected to increase.

    We wanted to know whether sub-Saharan Africa would be able to increase its food production to meet future demand, in a changing climate. To do so, we built a novel foodshed model which simulates crop production using climate data and links urban demand to nearby food supply. Foodsheds have been defined as areas where supply matches demand. We assessed various water management measures that could buffer weather variability or increase production (or both). Understanding the potential of such measures can help mobilise and target much needed investments in Africa’s food system.

    Conserving water and growing more food

    First, we looked at whether regional food production was sufficient to supply growing urban populations.

    Combining large databases and crop simulations, we outlined the regions that food might come from for urban areas. Sub-Saharan Africa produces 85% of its overall crop food demand at present, according to our calculations, much of it in eastern Africa. Tanzania, Kenya, and even Uganda – if it were to use its food exports for domestic consumption – come close to being self-sufficient.

    Local exceptions are the large cities of Mombasa, the largest port city in Kenya, and Arusha, an important tourism and diplomatic and conference hub in Tanzania, and their immediate surroundings.

    In future, a larger population will demand more food. At the same time, the gap between how much water is available and how much crops need is expected to increase. Higher water losses due to higher temperatures will not be fully compensated for by changes in rainfall, according to climate model projections. And even where rainfall is projected to increase, more extreme events are likely to affect crop production. It might rain either too much or too little, which will lead to higher year-to-year variability.

    Our study shows that local water conservation measures could buffer some of the projected negative impacts of climate change in eastern Africa. It could also boost food production.

    Water harvesting, soil conservation and making sure water infiltrates in the soil would slow runoff and store more water in the soil.

    Irrigation systems should be gradually upgraded to drip irrigation or sprinklers. This will improve irrigation efficiency and water consumption. On rainfed areas, rainwater harvesting reservoirs should be installed. The water stored could be used for supplemental irrigation during dry periods. Soil moisture conservation measures will also be applied. These measures will prevent water from evaporating from the bare soil. Irrigation could offset occasional drought risk and so provide better financial stability or create possibilities for planting a different or a second or third crop, further increasing production and income.

    Even the foodsheds of rapidly growing cities such as Dar es Salaam in Tanzania will be able to supply enough to meet demand from relatively short distances.

    Large scale expansion of irrigation onto new lands should, however, be considered carefully. Potential trade-offs with energy and tourism incomes must equally be considered.

    In an earlier study, assessing Tanzania’s ambitious formal irrigation expansion plans, we found that expansion without water conservation measures would pose considerable risk to hydropower production in the new Julius Nyerere Hydropower Project. It would also be a risk to river-dependent ecosystems and national parks and the substantial tourism income that they generate.



    Read more:
    Kenya needs to grow more food: a focus on how to irrigate its vast dry areas is key

    Why our findings matter

    Producing more food in Africa is essential to keep pace with population growth and changing diets. The alternative is an increasing dependence on imports from outside the continent. In 2021, the total value of Africa’s food imports was roughly US$100 billion. Imports can be a useful supplement to local production, but major food exporters in Europe and America are already producing at peak productivity. They have limited scope to increase area and production.

    Security concerns around global supply chains in the wake of the COVID-19 pandemic, the war in Ukraine, and broader geo-political realignment have also made countries wary of relying too much on others.

    Our study confirms the potential of Africa to supply much of the increased demand for food within the continent. We looked at all food crops, including regionally important ones such as cassava, beans and millet. Countries in eastern Africa play a pivotal role.

    Improved productivity due to measures proposed would reduce the need for more land elsewhere to grow crops, and limit conflicts related to land use. This is equally important for biodiversity and tourism.



    Read more:
    Diet and nutrition: how well Tanzanians eat depends largely on where they live

    Looking forward

    What we propose requires large investments. Exploring these costs against benefits in a case study in the Rufiji basin in Tanzania we found that most water management measures would be cost effective, but only when considering the overall impact of water conservation on agriculture, hydropower production, and the riverine ecosystem.

    Not all farmers will be able to finance these measures themselves. The government and private sector have to provide incentives, reduce risks and increase access to affordable loans.

    Nor should these measures be taken in isolation. Other buffer mechanisms to support a stable food supply are increased storage facilities for food, diversified production, and stable and diversified trade relationships.
    With farmers innovating, the region’s infrastructure rapidly developing, and expanding urban areas becoming catalysts for growth, there is both the need and the scope to further invest in and improve the region’s food system.

    Christian Siderius received funding to conduct this research from the Netherlands Environmental Assessment Agency (PBL) for the Future Water Challenges project (E555182DA/5200000978/9) and in preparation of the 2021 United Nations Food Systems Summit. Other cited work was carried out under the Future Climate for Africa UMFULA project with financial support from the UK Natural Environment Research Council (grants NE/M020398/1 and NE/M020258) and the UK government’s former
    Department for International Development.

    Christian is a director and founder of Uncharted Waters Ltd, a not-for-profit climate-food system analytics company, and a Visiting Senior Fellow at the Grantham Research Institute of the London School of Economics and Political Science in the United Kingdom, and Visiting Senior Researcher the Water Resources Management group at Wageningen University in the Netherlands

    – ref. Food security in Africa: managing water will be vital in a rapidly growing region – https://theconversation.com/food-security-in-africa-managing-water-will-be-vital-in-a-rapidly-growing-region-241281

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  • MIL-OSI Submissions: From the marriage contract to breaking the glass under the chuppah, many Jewish couples adapt their weddings to celebrate gender equality

    Source: The Conversation – USA (3) – By Samira Mehta, Associate Professor of Women and Gender Studies & Jewish Studies, University of Colorado Boulder

    The ketubah is a binding document in Jewish law that traditionally spells out a groom’s responsibilities toward his wife − but that many couples adapt to be more egalitarian. PowerSiege/iStock via Getty Images Plus

    Traditional Jewish weddings share one key aspect with traditional Christian weddings. Historically, the ceremony was essentially a transfer of property: A woman went from being the responsibility of her father to being the responsibility of her husband.

    That may not be the first thing Americans associate with weddings today, but it lives on in rituals and vows. Think, in a traditional Christian wedding, of a bride promising “to obey” her husband, or being “given away” by her father after he walks her down the aisle.

    Feminism has changed some aspects of the Christian wedding. More egalitarian or feminist couples, for example, might have the bride be “given away” by both her parents, or have both the bride and groom escorted in by parents. Others skip the “giving” altogether. Queer couples, too, have reimagined the wedding ceremony.

    Mara Mooiweer, left, and Elisheva Dan dance during their socially distanced wedding in Brookline, Mass., during the COVID-19 pandemic.
    Jessica Rinaldi/The Boston Globe via Getty Images

    During research for my book “Beyond Chrismukkah,” about Christian-Jewish interfaith families, many interviewees wound up talking about their weddings and the rituals that they selected or innovated for the day to reflect their cultural background. Some of them had also designed their ceremonies to reflect feminism and marriage equality – something that the interfaith weddings had in common with many weddings where both members of the couple were Jewish.

    These values have transformed many Jewish couples’ weddings, just as they have transformed the Christian wedding. Some Jewish couples make many changes, while some make none. And like every faith, Judaism has lots of internal diversity – not all traditional Jewish weddings look the same.

    Contracts and covenants

    Perhaps one of the most important places where feminism and marriage equality have reshaped traditions is in the “ketubah,” or Jewish marriage contract.

    A traditional ketubah is a simple legal document in Hebrew or Aramaic, a related ancient language. Two witnesses sign the agreement, which states that the groom has acquired the bride. However, the ketubah is also sometimes framed as a tool to protect women. The document stipulates the husband’s responsibility to provide for his wife and confirms what he should pay her in case of divorce. Traditional ketubot – the plural of ketubah – did not discuss love, God or intentions for the marriage.

    A groom signs the ketubah as witnesses sit beside him in Jerusalem, Israel, in 2014.
    Dan Porges/Getty Images

    Contemporary ketubot in more liberal branches of Judaism, whether between opposite- or same-sex couples, are usually much more egalitarian documents that reflect the home and the marriage that the couple want to create. Sometimes the couple adapt the Aramaic text; others keep the Aramaic and pair it with a text in the language they speak every day, describing their intentions for their marriage.

    Rather than being simple, printed documents, contemporary ketubot are often beautiful pieces of art, made to hang in a place of prominence in the newlyweds’ home. Sometimes the art makes references to traditional Jewish symbols, such as a pomegranate for fertility and love. Other times, the artist works with the couple to personalize their decorations with images and symbols that are meaningful to them.

    Contemporary couples will often also use their ketubah to address an inherent tension in Jewish marriage. Jewish law gives men much more freedom to divorce than it gives women. Because women cannot generally initiate divorce, they can end up as “agunot,” which literally means “chained”: women whose husbands have refused to grant them a religious divorce. Even if the couple have been divorced in secular court, an “agunah” cannot, according to Jewish law, remarry in a religious ceremony.

    Contemporary ketubot will sometimes make a note that, while the couple hope to remain married until death, if the marriage deteriorates, the husband agrees to grant a divorce if certain conditions are met. This prevents women from being held hostage in unhappy marriages.

    Other couples eschew the ketubah altogether in favor of a new type of document called a “brit ahuvim,” or covenant of lovers. These documents are egalitarian agreements between couples. The brit ahuvim was developed by Rachel Adler, a feminist rabbi with a deep knowledge of Jewish law, and is grounded in ancient Jewish laws for business partnerships between equals. That said, many Jews, including some feminists, do not see the brit ahuvim as equal in status to a ketubah.

    Two female ducks are depicted on the ketubah hanging in the sunroom in Lennie Gerber and Pearl Berlin’s home in High Point, N.C.
    AP Photo/Allen G. Breed

    Building together

    Beyond the ketubah, there are any number of other changes that couples make to symbolize their hopes for an egalitarian marriage.

    Jewish ceremonies often take place under a canopy called the chuppah, which symbolizes the home that the couple create together. In a traditional Jewish wedding, the bride circles the groom three or seven times before entering the chuppah. This represents both her protection of their home and that the groom is now her priority.

    Many couples today omit this custom, because they feel it makes the bride subservient to the groom. Others keep the circling but reinterpret it: In circling the groom, the bride actively creates their home, an act of empowerment. Other egalitarian couples, regardless of their genders, share the act of circling: Each spouse circles three times, and then the pair circle once together.

    In traditional Jewish weddings, like in traditional Christian weddings, the groom gives his bride a ring to symbolize his commitment to her – and perhaps to mark her as a married woman. Many contemporary Jewish couples exchange two rings: both partners offering a gift to mark their marriage and presenting a symbol of their union to the world. While some see this shift as an adaptation to American culture, realistically, the dual-ring ceremony is a relatively new development in both American Christian and American Jewish marriage ceremonies.

    Finally, Jewish weddings traditionally end when the groom stomps on and breaks a glass, and the entire crowd yells “Mazel tov” to congratulate them. People debate the symbolism of the broken glass. Some say that it reminds us that life contains both joy and sorrow, or that it is a reminder of a foundational crisis in Jewish history: the destruction of the Second Temple in Jerusalem in 70 C.E. Others say that it is a reminder that life is fragile, or that marriage, unlike the glass, is an unbreakable covenant.

    Yulia Tagil and Stas Granin celebrate their union on July 25, 2010, at a square in Tel Aviv. The couple held a public wedding to protest Israeli marriage guidelines set by the chief rabbinate.
    Uriel Sinai/Getty Images

    Regardless of what it means, some contemporary couples both step on glasses, or have one partner place their foot on top of the other’s so that the newlyweds can break the glass together. The couple symbolize their commitment to equality – and both get to do a fun wedding custom.

    There are many other innovations in contemporary Jewish weddings that have much less to do with feminism and egalitarianism, such as personalized wedding canopies or wedding programs. But these key changes represent how the wedding ceremony itself has become more egalitarian in response to both feminism and marriage equality.

    Samira Mehta receives funding from the Henry Luce Foundation for work on Jews of Color.

    – ref. From the marriage contract to breaking the glass under the chuppah, many Jewish couples adapt their weddings to celebrate gender equality – https://theconversation.com/from-the-marriage-contract-to-breaking-the-glass-under-the-chuppah-many-jewish-couples-adapt-their-weddings-to-celebrate-gender-equality-229084

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  • MIL-OSI Submissions: Appeals court ruling grants Donald Trump broad powers to deploy troops to American cities

    Source: The Conversation – Canada – By Jack L. Rozdilsky, Associate Professor of Disaster and Emergency Management, York University, Canada

    Residents of Los Angeles will need to get used to federally controlled National Guard troops operating on their streets. Due to a ruling from an appeals court on June 19, United States President Donald Trump now has broad authority to deploy military forces in American cities.

    This is a troubling development. All presidents have held in their grasp extraordinary powers to deploy military troops domestically. But Trump stands apart with his apparent keen interest in manufacturing false emergencies to exploit extraordinary power.

    An 1878 law called the Posse Comitatus Act restricts using the military for domestic law enforcement. The broader principle being challenged by Trump’s actions in L.A. is the norm of the military not being allowed to interfere in the affairs of civilian governance.

    Injunctions and appeals

    Five months into Trump’s presidency, L.A. has been targeted for aggressive immigration enforcement. In their pluralistic city where dozens of languages and nationalities peacefully co-exist, some Angelenos believe the city is experiencing an attack on its most essential social fabric.

    On June 7, Trump acted under United States Code Title 10 provisions to take over command and control of California’s National Guard. Federalized military forces were deployed.

    The objective was to counter what Trump argued was a form of rebellion against the authority of the government of the United States. In fact, these “rebellions” were largely peaceful protests in downtown L.A.

    On June 9, the U.S. District Court for the Northern District of California granted an injunction restraining the president’s use of military force in L.A. The court order supported Gov. Gavin Newsom’s contention that Trump overstepped his authority.

    On June 19, a decision from a panel of judges at the U.S. Court of Appeals for the Ninth Circuit overturned the injunction.

    What this means at the moment is that Trump does not have to return control of the troops to Newsom. California has options to continue litigation by asking the Federal Appeals Court to rehear the matter, or perhaps directly asking the U.S. Supreme Court to intervene.

    Moving toward authoritarianism

    Trump’s June 7 memorandum facilitating his move to overrule Newsom’s authority and seize control of 2,000 National Guard troops was based on the president defining his own so-called emergency.

    He claimed incidents of violence and disorder following aggressive immigration enforcement amounted to a form of rebellion against the U.S.

    As Trump flexes his emergency power might, his second term has been called the 911 presidency. He has used extraordinary emergency powers at a pace well beyond his predecessors, pressing the limits to address his administration’s supposed sense of serious perils overtaking the nation.

    Issues arise when the level of actual danger locally is not at all representative of what the president suggests is a full-scale national emergency. For example, demonstrations over immigration raids occupied only a tiny parcel of real estate in L.A.’s huge metropolitan area. A Los Angeles-based rebellion against the U.S. was not occurring.

    As dissent over aggressive immigration enforcement actions grew, localized clashes with law enforcement did occur. Mutual aid surged into Los Angeles, where neighbouring California law enforcement agencies acted to assist one another. The law enforcement challenges never rose to the level of the governor of California requesting additional federal support.

    Shortly after the federal government took over the California National Guard, Newsom said the move was purposefully inflammatory.

    In addition to declaring dubious emergencies to amass power, stoking violence is a characteristic of authoritarian rulers. Creating fear, division and feelings of insecurity can lead to community crises. Trump did not need to wait for a crisis; it seems he simply invented one.

    No guardrails

    The expression “out of kilter” comes to mind as Trump inches closer to invoking the Insurrection Act of 1807. If so, the situation will look quite similar in practice to what is happening now in Los Angeles.

    Five years ago, Trump flirted with invoking the Insurrection Act during Black Lives Matter unrest in Washington, D.C., in and around Lafayette Park.

    As recent L.A. protests intensified, Trump stated: “We’re going to have troops everywhere.”

    Currently, there are few guardrails in place to prevent a rogue president from misusing the military in domestic civilian affairs. Trump has been coy about whether he would tap into the greater powers available to him under the Insurrection Act.

    Real emergencies presenting existential threats to America do persist. Nuclear proliferation, climate change and pandemics need serious leaders. But politically exploiting last-resort emergency laws designed to provide options to deal with genuine existential threats — not to weaponize them against protesters demonstrating against public policy — is absurd.

    Jack L. Rozdilsky receives support for research communication and public scholarship from York University. He also has received research support from the Canadian Institutes of Health Research.

    – ref. Appeals court ruling grants Donald Trump broad powers to deploy troops to American cities – https://theconversation.com/appeals-court-ruling-grants-donald-trump-broad-powers-to-deploy-troops-to-american-cities-258894

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  • MIL-OSI United Nations: ‘Don’t Agonize — Organize, Help Realize Change Our World Urgently Needs’, Deputy Secretary-General Tells Sciences Po Graduating Class

    Source: United Nations 4

    Following are UN Deputy Secretary-General Amina Mohammed’s remarks at the graduation ceremony for the Paris School of International Affairs, Sciences Po, in Paris today:

    Let me begin with the most important word of all:  congratulations.

    You now join a long line of Sciences Po alumni who have shaped our world — including some of whom are doing it every day at the United Nations as they work in my office supporting the Secretary-General.

    Let’s also take a moment to recognize your families, friends and loved ones — who have been with you every step of the way.  They deserve a round of applause.

    Students representing more than 120 nationalities come here to learn how the world works, and how it can work better.  That spirit of global curiosity and purpose has also carried me through every chapter of my own journey:  designing schools and hospitals in my home country of Nigeria; advising four Presidents on poverty reduction, development policy planning and public sector reform; supporting Member States to lead the process that transformed global aspirations into the Sustainable Development Goals; and now as the longest-serving Deputy Secretary-General in United Nations history, supporting the Secretary-General on some of the most complex situations in our history, from COVID to Ukraine to Sudan and Gaza and today’s continuing crisis in the Middle East.

    Today, I want to reflect on the lessons I have learned along the way.

    First, don’t agonize, organize.  We live in a world of hurt.  A world that is messy, complicated and often overwhelming.  And I know it might be easy to feel paralysed by the scale and hopelessness of today’s challenges.  Don’t. Because more than ever, those challenges are connected — and we solve them by seeing those connections and coming together.

    When I served as Nigeria’s Minister for Environment, my job was never just about the environment.  When Lake Chad was drying up, it wasn’t just an ecological crisis — it was a security crisis.  Boko Haram was born and abducted 200 schoolgirls.  When we faced population and urban sprawl and tensions rose between farmers and herders, it wasn’t just about water access — it was about food systems and growing cities. When I met girls walking hours to fetch water, missing school every day — it wasn’t just about resources — it was about gender equality.

    We didn’t work in siloes.  We built coalitions across sectors — civil society, young people, traditional leaders, the private sector — to find real solutions.  We didn’t agonize, we organized.  And, yes, there’s plenty to agonize about today — especially when multilateralism is under attack and international cooperation is on the back foot. But I have seen what’s possible when we find common ground and forge ahead.

    Just look at the last two months at the UN.:  a landmark Pandemic Treaty approved at the World Health Organization; major new protections for our oceans at the World Ocean Conference in Nice; and from Paris, I head to Sevilla — where the world is coming together to commit to better finance sustainable development.

    So, when the problems seem larger than life, too tangled, too tough — don’t agonize.  Organize.  Mobilize.   And help realize the change our world so urgently needs. Remember you did not fail for want of trying.

    The second lesson — keep learning and delivering.

    Graduation isn’t the end of learning.  In many ways, it’s just the start of your lifelong journey.

    When I joined the UN, I was not steeped in the intricacies of international diplomacy.  Throughout my career, I have had to learn fast — and deliver even faster.  So will you.

    Even now, I am learning every day — about artificial intelligence (AI), about geothermal energy, space debris, biotechnology, cybersecurity.  You will face even more change, even faster, especially in the new era of super technologies.  Regardless of the task that is put in front of you, get ahead of it. Learn more.  Do more.  Show your stuff and deliver.  Performance opens doors.  Yes, some of life is luck and privilege.  But I guarantee:  the harder you work, the luckier you will get.

    Third, make hope your most powerful asset.  The world is a cynical place.  And international affairs is not for the faint of heart.  There will be setbacks and critics.  There will be many days when the problems seem too big, and the politics too small.  When anxieties grip you like a fever.  Just look around:  war in Ukraine, atrocities in Sudan, catastrophe in Gaza, climate chaos everywhere.

    But never forget, hope is not a four-letter word.  Hope is the courage to build when others are tearing down.  Hope is the decision to get up one more time, to negotiate one more deal, even when the odds are against you.

    I have sat with young girls who survived the worst horrors of war and sexual violence.  And in their eyes, I saw not just pain — but power.  The power to heal, to lead, to hope, to survive and thrive.

    Hope is not the absence of fear.  It is the refusal to be defined by it.  So, carry it with you.  Guard it fiercely.  Because hope is not just a feeling.  It’s a force.

    Fourth, hold onto your moral compass.

    Your degree will open doors.  But your integrity will tell you which ones are worth walking through.  And in today’s world — where the global moral compass is spinning — that clarity matters more than ever.

    We live in a world where military spending is soaring, while development budgets shrink.  Where fossil fuel subsidies dwarf investments in climate action.  Where conflict and hardship has forced more people from their homes than at any time since the Second World War.

    In this world, your role as changemakers is not just to make the right deals.  It is to draw the right lines.  There will be pressure to stay silent.  There will be moments when abandoning principles may seem an easier choice.  But integrity matters most.

    As Deputy Secretary-General, I have had to tell hard truths to powerful people. To remind leaders of the many promises they made — and the people they made them to.  It is never easy to challenge power.  But we don’t serve power.  We serve people.  And if we truly serve people, we must use our superpower and stand for justice, dignity and solidarity.

    As we mark Beijing+30, we cannot talk about a future and leave women and girls behind.  Gender equality is not charity.  It powers our agency.  And human rights.  And everyone wins when we leave no one behind.  But let’s be honest, we are not there yet.  So, to the men here today, I say:  don’t stand in the way.  Don’t walk ahead.  Walk with.  Stand with. And speak up.  For the other half of your society, women.

    The final lesson is this:  invest time in what truly sustains you.

    Your career will have highs and lows.  Plans change.  Titles come and go.  But what will carry you through are the people who know you beyond your résumé.  Friends, families, mentors, partners.  Protect those bonds.  Nurture them.  Because in the toughest moments, those relationships will remind you of who you are, why you started and why you must keep going.  So, no matter how far you go, or how fast — never lose sight of what, and who, matters most.

    Today, you are not just stepping into the world.  You are inheriting its unfinished business, and its boundless possibilities.  As I look out, I see the next generation of climate champions, human rights defenders and world class diplomats.  And I am filled with hope.  Whatever path you choose, walk it with courage and conviction.

    Congratulations, Class of 2025.  The world is waiting.  And I, for one, can’t wait to see what you will do.

    MIL OSI United Nations News –

  • MIL-OSI USA: Making New York Safer During Gun Violence Awareness Month

    Source: US State of New York

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    New York State Office of Victim Services Director Bea Hanson said, “Communities across New York State are experiencing record-low incidents of gun violence, but some communities still experience more gun violence than others. And we know that even one victim is one too many. All survivors, their families and communities need continued support, increased access to services, and expanded programs that focus on both prevention and intervention. OVS is proud to support the work of the Office of Gun Violence Prevention and remains committed to ensuring that all survivors have the resources they need to recover and thrive. We thank Governor Hochul for prioritizing public safety and for her unwavering support to continue reducing gun violence in all our communities.”

    State Senator Zellnor Myrie said, “At a time when the Trump Administration is rolling back efforts to stop gun violence nationwide, New York continues to lead the way. The Office of Gun Violence Prevention will coordinate efforts among localities and community groups, collect and share data on best practices, and help organizations on the front lines of this fight weather the storms coming from Washington. Our community deserves a whole-of-government approach to ending gun violence, and I am proud to have led the effort to establish OGVP alongside Assemblymember Monique Chandler-Waterman and advocates who are fighting for public safety.”

    State Senator Nathalia Fernandez said, “Gun violence has cut too many lives short — and the current administration has turned their backs on us by closing the White House Office of Gun Violence Prevention. By codifying the Office of Gun Violence Prevention in New York, we’re saying that our right to safety, community, and to life itself is worth defending. I thank Governor Hochul for not only responding to gun violence, but also investing in the infrastructure to prevent it.”

    Assemblymember Monique Chandler-Waterman said, “We are at a pivotal moment in time with these vital investments of securing in state stature the NYS Office of Gun Violence Prevention. This office will be rooted in data collection, public education, wrap-around services, community collaboration, providing funding to local anti-violence groups and effective coordination between agencies and stakeholders. We are taking a bold step toward ending gun violence and addressing the trauma that continues to devastate our communities. While also codifying a new term called mass gun violence that will activate this office to coordinate resources to impacted communities. Thank you to the Governor for prioritizing our survivors, community members and anti-violence community based organizations on the ground doing this important work. As the co-chair of the NYS Anti-Gun Violence Subcommittee of the NYS Black Puerto Rican Hispanic and Asian Legislative Caucus I am proud of the movement we’ve made here in New York that will serve as a model for states across the country—especially at a time when federal funding for comprehensive, preventative approaches to gun violence is being slashed. Deepened financial investments will ensure long-term support to address this public health crisis in a real and lasting way. This is a step in the right direction and I will continue to advocate for more investments until the day we can say not another loved one was murdered due to gun violence.”

    State Senator Jamaal T. Bailey said, “Codifying the State Office of Gun Violence Prevention is about building a lasting commitment to saving lives. As we see a decline in shootings, we cannot grow complacent. Now is the time to double down, to institutionalize the progress we’ve made and ensure our strategies are permanent, proactive, and rooted in community. This Office will serve as a centralized hub for prevention, coordination, and innovation to keep the voices of those most impacted at the center of the conversation. Thank you to Senator Zellnor Myrie and Assembly Member Monique Chandler-Waterman for sponsoring the bill. I thank Governor Kathy Hochul, Majority Leader Andrea Stewart-Cousins, and Assembly Speaker Carl Heastie for their continued leadership and their partnership in making public safety a priority for every neighborhood across the State of New York.”

    State Senator Kristen Gonzalez said, “As the Trump administration and Congressional Republicans cut funding for violence prevention and dismantle offices to address this crisis our state is showing leadership. Every New Yorker including my constituents deserves to be safe. The codification of a state Office of Gun Violence Prevention will ensure this important initiative can carry on in future administrations and that we can more intentionally track and address this public health emergency. I’m grateful to my colleagues who worked on this legislation and the issue and the Governor for including it in our state budget.”

    State Senator Leroy Comrie said, “Gun violence is a public health crisis that demands a united, data-driven response. I commend Governor Hochul for codifying the Office of Gun Violence Prevention into law and look forward to increased investment in the Crisis Management Services providers who do this work everyday, from Southeast Queens to East Buffalo. With CMS organizations involved at every level, this office will help ensure we’re not only addressing violence when it happens, but working to prevent it in the first place.”

    Assemblymember Michaelle Solages said, “While Washington turns its back, New York is stepping up. Governor Hochul, our State Legislature, and local advocates are proving what real action looks like. By making the Office of Gun Violence Prevention permanent, we are saving lives and supporting communities that have been marginalized for too long. The drop in shootings shows this approach works and we will keep going until every New Yorker feels safe.”

    Assemblymember Jeffrey Dinowitz said, “Following alarming spikes of gun violence during the COVID-19 pandemic, New York State has seen a steady decrease in gun violence during the last few years. Many of the investments we’re making, including providing funding for the establishment of the Office of Gun Violence Prevention and expanding the duties of the Division of Criminal Justice Services to include gun violence intervention and prevention strategies, will contribute towards our continued success in addressing gun violence. Legislation has also been a key factor contributing to the decline of gun violence, including my law requiring a person who seeks to obtain a gun license or purchase a firearm to be made aware of the dangers of ownership, including the increased risk of suicide, death during domestic disputes, and unintentional deaths of others while and making them aware of the National Suicide Prevention Lifeline. I look forward to continuing to work with my partners in government in reaching our ultimate goal of eradicating the scourge of gun violence in our state.”

    Assemblymember Yudelka Tapia said, “Gun violence has devastated too many families in the Bronx and across New York State. By making the Office of Gun Violence Prevention permanent, our state is making it clear that we will not turn our backs on the communities most impacted by this crisis. This office will strengthen violence interruption efforts, increase access to youth programs, and provide long-term support to grassroots organizations working on the frontlines.”

    “By codifying the State’s Office of Gun Violence Prevention, we’re increasing the impact of our efforts to mitigate gun crimes in New York and working directly with the communities most affected by gun violence to fundamentally change the way we address and combat this public health crisis across our state.”

    Governor Kathy Hochul

    Assemblymember Nikki Lucas said, “I am in support of the establishment of an Office of Gun Violence. Members of my district like New Yorkers across our state, hold accountable government to provide Public Safety services for all. The Office of Gun Violence is another crucial step that protects all New Yorkers including families, domestic violence survivors, police officers, incarcerated individuals along with providing critical psychological testing for candidates in need. I am happy to stand with Governor Hochul along with my colleagues in government who have worked to make this a reality.”

    Assemblymember Brian Cunningham said, “We’ve seen gun violence go down in my district because prevention works. The Office of Gun Violence Prevention, now formally established in the state budget, will expand that impact by coordinating funding, supporting local groups, and improving accountability. Communities most affected by gun violence deserve strategic, evidence-based solutions, and the Governor’s work here positions New York to deliver them.”

    Assemblymember Landon Dais said, “Here in the Bronx, we have unfortunately seen Gun violence devastate too many families for far too long. The formal establishment of New York’s Office of Gun Violence Prevention is a critical step in making sure our communities get the resources, coordination, and support they deserve. As a father of two young boys growing up in the Bronx, I recognized the need for a holistic approach to ending gun violence. One that does not only criminalize but finds our youth something to do and prevents them from picking up guns in the first place. I commend Governor Hochul for her commitment to real, lasting solutions because every New Yorker, from the South Bronx to upstate, deserves to feel safe where they live, work, and raise their families.”

    Assemblymember George Alvarez said, “I applaud Governor Hochul on her successful efforts to significantly reduce gun violence over the past year. It’s been my honor to work alongside the Governor and my colleagues in the State legislature to make our communities safer. In the face of declining support for gun safety at the Federal level, I congratulate the Governor on making permanent the Office of Gun Violence Prevention (OGVP). The time is now for New York to take such measures to protect our residents against the ravages of guns on our streets.”

    Assemblymember John Zaccaro, Jr. said, “I was proud to support legislation in this year’s budget that would codify the Office of Gun Violence Prevention and applaud the Governor’s dedication and leadership combating gun violence in our cities. New York State continues to set the benchmark for success in the battle to address the gun epidemic and the numbers don’t lie. Shootings are down 21% in New York City and gun involved homicides are the lowest on record. As we forge ahead, New York will continue to lead with an emphasis on keeping our communities safe.”

    Assemblymember Chantel Jackson said, “As someone who has seen firsthand the pain gun violence inflicts on our communities, I commend Governor Hochul for formalizing New York’s Office of Gun Violence Prevention. This is not just policy, this is about protecting lives, uplifting neighborhoods, and ensuring families can feel safe in their own homes. The data speaks for itself, we’re shown that when we invest in prevention, support our communities, and take a comprehensive approach, we save lives. New York is showing the nation what it means to prioritize public safety, and I am proud to stand alongside this effort.”

    Queens Borough President Donovan Richards Jr. said, “Gun violence has claimed far too many lives and torn apart far too many families across our city. As someone whose career was kick-started by the loss of a close friend to gun violence, I’m proud to work alongside Governor Hochul and all our city and community partners to drive down shootings and save lives in our neighborhoods. From building a new 116th Precinct to addressing the root causes of crime to now codifying the state’s Office of Gun Violence Prevention, we are delivering on a data-driven, community-based approach to gun violence that keeps New York neighborhoods and families safe. The work is never over, however, and these tireless efforts will continue uninterrupted.”

    New York City Council Member Keith Powers said, “Gun violence is a heartbreaking public health crisis. I’m proud that New York has some of the strongest gun safety laws in the country, which are critical to keeping our communities safe. The state’s Office of Gun Violence Prevention leads the way on ensuring guns don’t get into the hands of those who could do harm, and I am glad that it is now a codified part of our state’s efforts to curb violence from firearms.”

    Embedded Flickr Album

    New York City Council Member Kevin C. Riley said, “As a Council Member representing communities deeply impacted by gun violence, I commend Governor Hochul for making the Office of Gun Violence Prevention permanent in New York State law. This office strengthens our ability to invest in life-saving, community-based solutions that address the root causes of violence. We know that public safety is about more than policing; it is about prevention, healing, and opportunity. I look forward to continuing this critical work alongside our state partners to protect our neighborhoods and uplift our youth.”

    New York City Council Member Carlina Rivera said, “New York and our nation continue to face the public health crisis of gun violence. Too many residents still live in fear, and we must double down on comprehensive policies, investments, and community partnerships to stop the violence. I commend Governor Hochul for codifying New York’s Office of Gun Violence Prevention into law, a vital step that will strengthen coordination and expand proven prevention strategies.”

    New York City Council Member Rita Joseph said, “As a mother, an educator, and a proud representative of a community that has felt the devastating impact of gun violence, I wholeheartedly support Governor Hochul’s announcement to formalize the Office of Gun Violence Prevention. This is the kind of bold, compassionate leadership we need—one that recognizes that public safety means investing in prevention, healing, and community. I look forward to working in partnership with the state to ensure that our young people can grow up in neighborhoods free from the threat of gun violence.”

    District Attorneys Association of the State of New York President and Rensselaer County District Attorney Mary Pat Donnelly said, “New York State’s prosecutors appreciate Governor Hochul’s commitment to curbing gun violence in our State. My own county, Rensselaer, is one of the 21 counties that are part of the Gun Involved Violence Elimination (GIVE) initiative that focuses on the reduction of firearm-related homicides and shootings in communities outside of New York City. The support from this program and others led by the Division of Criminal Justice Services has been successful in reducing gun violence and in enhancing gun-involved crime reduction strategies. Along with my fellow District Attorneys and our larger law enforcement community, I look forward to continued partnerships with our state related to tackling gun crimes and supporting victims of those crimes.”

    Manhattan District Attorney Alvin Bragg, Jr., said, “While shootings are down 69% in Manhattan compared to this time in 2021, we will not take our eye off the ball. Permanently codifying the Office of Gun Violence Prevention is an important measure to ensure a coordinated response across all corners of the State, and the perfect way to close out gun violence awareness month. I thank Governor Hochul for her steadfast commitment to combatting gun violence.”

    Brooklyn District Attorney Eric Gonzalez said, “Gun violence reached a record low in Brooklyn last year, but we cannot take that progress for granted. A dedicated Office of Gun Violence Prevention will give New York the tools to better coordinate responses, support communities, and develop data-driven strategies to save lives. I commend the Legislature for passing this important and proactive public safety legislation, and I applaud Governor Hochul for signing it into law.”

    Bronx District Attorney Darcel D. Clark said, “One shooting victim is too many so anything we can do to prevent gun violence must be done. Governor Hochul’s strategies to reduce the harm and heartbreak in our community are concrete steps. But efforts must be made to improve opportunities for our youth and to stop the flow of firearms so they do not get into the hands of children.”

    Richmond County District Attorney Michael E. McMahon said, “Although recorded shootings are at a historic low so far this year on Staten Island – one shooting is one shooting too many, and law enforcement needs all the help it can get to eradicate the scourge of gun violence from our communities. From taking nearly 800 firearms off our streets through our gun buyback partnership with the NYPD to implementing precision prosecution in the courtroom, the men and women of my office are committed to removing illegal firearms from our communities and holding those who dare use these dangerous weapons accountable under the law. However, more must be done to prevent acts of gun violence and protect New Yorkers from its deadly consequences. I commend Governor Hochul for codifying the New York State Office of Gun Violence Prevention and for her continued commitment to keeping Staten Islanders and all New Yorkers safe from the threat of gun violence.”

    Newly released data comes from the 28 police departments outside of New York City participating in the state’s Gun Involved Violence Elimination (GIVE) initiative. Cities including Albany, Buffalo and Rochester all reported double-digit reductions in both shooting incidents involving injury and the number of individuals shot. In May 2025, four individuals were killed by gun violence across these jurisdictions, down from 13 in May 2024.

    To build on this progress, OGVP will launch a statewide safe storage public awareness campaign and make $5 million available for community-based organizations to provide safe spaces for youth mentorship, mental health services, and recreational programming in the coming months. The awareness campaign will promote responsible gun ownership and distribute free gun locks to help prevent firearm-related injuries and deaths, especially among children and teens.

    About the Office of Gun Violence Prevention
    The New York State Office of Gun Violence Prevention (OGVP), housed within the Division of Criminal Justice Services (DCJS), leads a coordinated statewide approach to preventing gun violence. Its mission is to build a comprehensive, equity-driven public health model that addresses the root causes of violence by strengthening communities and public systems. OGVP plays a central role in New York’s broader violence prevention ecosystem, partnering with the Department of Health (DOH), the Office of Children and Family Services (OFCS), the Office of Mental Health (OMH), the Office of Victim Services (OVS), and State and local stakeholders across New York, including the New York City Department of Youth and Community Development (DYCD), and Department of Health and Mental Hygiene (DOHMH). Visit the Office of Gun Violence Prevention webpage to learn more.

    MIL OSI USA News –

  • MIL-OSI: Willis Lease Finance Corporation Completes Sale of Consultancy and Advisory Arm to Joint Venture with Mitsui & Co.

    Source: GlobeNewswire (MIL-OSI)

    COCONUT CREEK, Fla., June 30, 2025 (GLOBE NEWSWIRE) — Willis Lease Finance Corporation (NASDAQ: WLFC) (“WLFC” or the “Company”), a leading lessor of commercial aircraft engines and global provider of aviation services, announced today the successful close of its previously reported sale of Bridgend Asset Management Limited (“BAML”), its consultancy and advisory arm, to Willis Mitsui & Co. Engine Support Limited (“WMES”), the Company’s long-standing joint venture with Mitsui & Co., Ltd. (“Mitsui”).

    After the closing, BAML will be officially renamed Willis Mitsui & Co. Asset Management Limited (“WAML”), reflecting its new position within the joint venture structure and its expanded strategic role going forward.

    This transaction strengthens the WMES platform by integrating technical consultancy and records management services into its operations, enhancing its capabilities, reach, and efficiency across aviation asset management. WMES, established in 2011 and headquartered in Dublin, now manages assets totaling approximately $380 million, a figure expected to grow with its expanded service offerings.

    “This is a milestone for WLFC and our partnership with Mitsui,” said Austin C. Willis, Chief Executive Officer of WLFC. “It is the first step towards closer collaboration and significant growth in our joint venture, WMES.”

    “With this transaction, we deepen our collaboration with WLFC and expand the scope of WMES,” shared Yuichi Nagata, General Manager of the Aerospace Business Division at Mitsui. “This positions us to better serve the growing demands of the global aviation market and solidifies the joint venture’s role as a key platform for delivering comprehensive engine-related services.”

    WLFC remains a 50% owner of WMES and will continue to leverage its services to support its leasing operations while focusing on strategic initiatives to grow its aviation portfolio.

    Willis Lease Finance Corporation

    Willis Lease Finance Corporation (“WLFC”) leases large and regional spare commercial aircraft engines, auxiliary power units and aircraft to airlines, aircraft engine manufacturers and maintenance, repair, and overhaul providers worldwide. These leasing activities are integrated with engine and aircraft trading, engine lease pools and asset management services through Willis Asset Management Limited, as well as various end-of-life solutions for engines and aviation materials provided through Willis Aeronautical Services, Inc. Through Willis Engine Repair Center®, Jet Centre by Willis, and Willis Aviation Services Limited, the Company’s service offerings include Part 145 engine maintenance, aircraft line and base maintenance, aircraft disassembly, parking and storage, airport FBO and ground and cargo handling services. Willis Sustainable Fuels intends to develop, build and operate projects to help decarbonize aviation.

    Except for historical information, the matters discussed in this press release contain forward-looking statements that involve risks and uncertainties. Do not unduly rely on forward-looking statements, which give only expectations about the future and are not guarantees. Forward-looking statements speak only as of the date they are made, and we undertake no obligation to update them to reflect any change in the Company’s expectations or any change in events, conditions or circumstances on which the forward-looking statement is based, except as required by law. Our actual results may differ materially from the results discussed in forward-looking statements. Factors that might cause such a difference include, but are not limited to: the effects on the airline industry and the global economy of events such as war, terrorist activity and the COVID-19 pandemic; changes in oil prices, rising inflation and other disruptions to world markets; trends in the airline industry and our ability to capitalize on those trends, including growth rates of markets and other economic factors; risks associated with owning and leasing jet engines and aircraft; our ability to successfully negotiate equipment purchases, sales and leases, to collect outstanding amounts due and to control costs and expenses; changes in interest rates and availability of capital, both to us and our customers; our ability to continue to meet changing customer demands; regulatory changes affecting airline operations, aircraft maintenance, accounting standards and taxes; the market value of engines and other assets in our portfolio; and risks detailed in the Company’s Annual Report on Form 10-K and other continuing and current reports filed with the Securities and Exchange Commission. It is advisable, however, to consult any further disclosures the Company makes on related subjects in such filings. These statements constitute the Company’s cautionary statements under the Private Securities Litigation Reform Act of 1995.

    CONTACT: Lynn Mailliard Kohler
    Director, Global Corporate Communications
      415.328.4798

    The MIL Network –

  • MIL-OSI: Willis Lease Finance Corporation Completes Sale of Consultancy and Advisory Arm to Joint Venture with Mitsui & Co.

    Source: GlobeNewswire (MIL-OSI)

    COCONUT CREEK, Fla., June 30, 2025 (GLOBE NEWSWIRE) — Willis Lease Finance Corporation (NASDAQ: WLFC) (“WLFC” or the “Company”), a leading lessor of commercial aircraft engines and global provider of aviation services, announced today the successful close of its previously reported sale of Bridgend Asset Management Limited (“BAML”), its consultancy and advisory arm, to Willis Mitsui & Co. Engine Support Limited (“WMES”), the Company’s long-standing joint venture with Mitsui & Co., Ltd. (“Mitsui”).

    After the closing, BAML will be officially renamed Willis Mitsui & Co. Asset Management Limited (“WAML”), reflecting its new position within the joint venture structure and its expanded strategic role going forward.

    This transaction strengthens the WMES platform by integrating technical consultancy and records management services into its operations, enhancing its capabilities, reach, and efficiency across aviation asset management. WMES, established in 2011 and headquartered in Dublin, now manages assets totaling approximately $380 million, a figure expected to grow with its expanded service offerings.

    “This is a milestone for WLFC and our partnership with Mitsui,” said Austin C. Willis, Chief Executive Officer of WLFC. “It is the first step towards closer collaboration and significant growth in our joint venture, WMES.”

    “With this transaction, we deepen our collaboration with WLFC and expand the scope of WMES,” shared Yuichi Nagata, General Manager of the Aerospace Business Division at Mitsui. “This positions us to better serve the growing demands of the global aviation market and solidifies the joint venture’s role as a key platform for delivering comprehensive engine-related services.”

    WLFC remains a 50% owner of WMES and will continue to leverage its services to support its leasing operations while focusing on strategic initiatives to grow its aviation portfolio.

    Willis Lease Finance Corporation

    Willis Lease Finance Corporation (“WLFC”) leases large and regional spare commercial aircraft engines, auxiliary power units and aircraft to airlines, aircraft engine manufacturers and maintenance, repair, and overhaul providers worldwide. These leasing activities are integrated with engine and aircraft trading, engine lease pools and asset management services through Willis Asset Management Limited, as well as various end-of-life solutions for engines and aviation materials provided through Willis Aeronautical Services, Inc. Through Willis Engine Repair Center®, Jet Centre by Willis, and Willis Aviation Services Limited, the Company’s service offerings include Part 145 engine maintenance, aircraft line and base maintenance, aircraft disassembly, parking and storage, airport FBO and ground and cargo handling services. Willis Sustainable Fuels intends to develop, build and operate projects to help decarbonize aviation.

    Except for historical information, the matters discussed in this press release contain forward-looking statements that involve risks and uncertainties. Do not unduly rely on forward-looking statements, which give only expectations about the future and are not guarantees. Forward-looking statements speak only as of the date they are made, and we undertake no obligation to update them to reflect any change in the Company’s expectations or any change in events, conditions or circumstances on which the forward-looking statement is based, except as required by law. Our actual results may differ materially from the results discussed in forward-looking statements. Factors that might cause such a difference include, but are not limited to: the effects on the airline industry and the global economy of events such as war, terrorist activity and the COVID-19 pandemic; changes in oil prices, rising inflation and other disruptions to world markets; trends in the airline industry and our ability to capitalize on those trends, including growth rates of markets and other economic factors; risks associated with owning and leasing jet engines and aircraft; our ability to successfully negotiate equipment purchases, sales and leases, to collect outstanding amounts due and to control costs and expenses; changes in interest rates and availability of capital, both to us and our customers; our ability to continue to meet changing customer demands; regulatory changes affecting airline operations, aircraft maintenance, accounting standards and taxes; the market value of engines and other assets in our portfolio; and risks detailed in the Company’s Annual Report on Form 10-K and other continuing and current reports filed with the Securities and Exchange Commission. It is advisable, however, to consult any further disclosures the Company makes on related subjects in such filings. These statements constitute the Company’s cautionary statements under the Private Securities Litigation Reform Act of 1995.

    CONTACT: Lynn Mailliard Kohler
    Director, Global Corporate Communications
      415.328.4798

    The MIL Network –