Category: Politics

MIL-OSI: High Arctic Announces 2024 Fourth Quarter and Year End Financial and Operating Results

Source: GlobeNewswire (MIL-OSI)

NOT FOR DISTRIBUTION TO U.S. NEWSWIRE SERVICES OR FOR DISSEMINATION IN THE UNITED STATES. ANY FAILURE TO COMPLY WITH THIS RESTRICTION MAY CONSTITUTE A VIOLATION OF U.S. SECURITIES LAW

CALGARY, Alberta, March 31, 2025 (GLOBE NEWSWIRE) — High Arctic Energy Services Inc. (TSX: HWO) (the “Corporation” or “High Arctic”) released its’ fourth quarter and year-end results today. The audited consolidated financial statements, management discussion & analysis (“MD&A”), and annual information form for the year ended December 31, 2024 will be available on SEDAR at www.sedar.com, and on High Arctic’s website at www.haes.ca. All amounts are denominated in Canadian dollars (“CAD”), unless otherwise indicated.

Mike Maguire, Interim Chief Executive Officer commented:

“With 2024 complete High Arctic has effectively been reset and is now a Canadian focused platform characterized by minimal debt, investment holdings, and an established and viable high margin rental business.

Our rental business footprint, while still small in scale, was bolstered by the Delta Acquisition completed in late 2023, an acquisition that is indicative of the type and structure of accretive investments High Arctic looks to pursue going forward.

The Board of Directors is currently undergoing a process to recruit and appoint a new Chief Executive Officer to augment and lead High Arctic’s vision and strategic plan which is to grow its equipment rentals business and position itself to benefit from upstream energy service activity levels in the western Canadian oil and gas industry.”

In the following discussion, the three months ended December 31, 2024 may be referred to as the “Quarter” or “Q4 2024”, and similarly the year ended December 31, 2023 may be referred to as “YTD 2023”. The comparative three months ended December 31, 2023 may be referred to as “Q4 2023” and similarly the year ended December 31, 2022 may be referred to as “YTD 2022”. References to other quarters may be presented as “QX 20XX” with X being the quarter/year to which the commentary relates.

2024 Highlights

Successful integration of Delta Rental Services.
Completed the reorganization of High Arctic including the return of $37.8 million to shareholders.
Maintained operational excellence and safety as evidenced by the continuation of recordable incident free work.
Exited Q4 with net positive working capital of $2.7 million, including $3.1 million of cash.

2025 Strategic Objectives

With the corporate restructuring and spinoff of the PNG business complete, the Corporation’s 2025 strategic objectives include:

Relentless focus on safety excellence and quality service delivery;
Grow the core businesses through selective and opportunistic investments;
Actively manage direct operating costs and general and administrative costs;
Steward capital to preserve balance sheet strength and financial flexibility; and
Execute on accretive acquisitions in Canada to drive shareholder value and optimize available tax loss carry-forwards.

2024 Strategic Objectives

At the beginning of 2024, High Arctic established a set of strategic priorities. Our priorities and highlights of objectives met include:

Continued relentless focus on safety excellence and quality service delivery.
- High Arctic’s Canadian business completed 2024 without any recordable incidents, contributing to the Corporation’s second calendar year running with a zero Total Recordable Incident Frequency Rate (“TRIF”) rate.
- High Arctic extended its recordable incident free activity in PNG, with 7 years and 353 days of continuous recordable incident free work conducted to the date of the spin-out, representing over 4 million work hours.
The creation of appropriate capital and corporate structures for the current businesses, providing the opportunity to consider transactions which would create value for the Corporation’s shareholders.
- The Arrangement was overwhelmingly supported by shareholders and resulted in separate public companies each focused upon their area of expertise.
A return of significant capital and spin out of the PNG Business to shareholders.
- The Arrangement resulted in separate public companies while also delivering a tax efficient return of capital totaling $37.8 million to shareholders.
- The Corporation retained its position on the main TSX (TSX: HWO); with High Arctic Overseas Holdings Corp. being listed on the TSX Venture Exchange (TSXV: HOH).
Grow the core businesses through selective and opportunistic investments.
- The Corporation focused on the very successful integration and rebranding of its rentals business in 2024, following its acquisition and amalgamation of the Delta Acquisition at the end of 2023.
- The middle of the year was dedicated to the business of the Arrangement and the resulting transitionary work, however later in the year, the Corporation commenced the examination of selective investment opportunities, with this work continuing into 2025.
Capital stewardship that preserves balance sheet strength and financial flexibility.
- The Delta acquisition has provided incremental free cash flow and operational synergies.
- The Corporation currently maintains low debt levels and associated leverage ratios.
- Exited 2024 with a working capital ratio of 1.6:1
Building up the Canadian business with acquisitions that allow the Corporation to optimize its available tax loss carry-forwards.
- The Delta acquisition creates a blueprint for accretive acquisitions that position the Corporation to improve its ability to utilize its significant tax loss carry-forwards.
- The Corporation, under the stewardship of the Board, continues its strategic review of potential acquisition targets with strong underlying intrinsic value and that will be accretive for shareholders.

RESULTS OVERVIEW
The following is a summary of select financial information of the Corporation:

	Three months ended Dec 31,				Year ended Dec 31,
(thousands of Canadian Dollars, except per share amounts)	2024		2023		2024		2023
Operating results from continuing operations:
Revenue – continuing operations	2,443		1,037		10,470		3,384
Net loss – continuing operations	(715	)	219		(2,117	)	(989	)
Per share (basic & diluted)	(0.06	)	0.02		(0.17	)	(0.08	)
Oilfield services operating margin – continuing operations	1,143		664		5,207		2,058
Oilfield services operating margin as a % of revenue	46.8	%	64.0	%	49.7	%	60.8	%
EBITDA – continuing operations	178		(918	)	(527	)	(2,311	)
Adjusted EBITDA – continuing operations	133		(672	)	795		(2,703	)
Operating loss – continuing operations	(533	)	(1,408	)	(2,965	)	(5,163	)
Cash flow from continuing operations:
Cash flow from (used in) continuing operating activities	226		(874	)	184		(515	)
Per share (basic & diluted)	0.02		(0.07	)	0.01		(0.04	)
Funds flow from (used in) continuing operating activities	530		(335	)	484		(1,292	)
Per share (basic & diluted)	0.04		(0.03	)	0.04		(0.11	)
2024 return of capital / 2023 dividends	–		–		37,842		2,190

	As at December 31
(thousands of Canadian Dollars, except per share amounts)	2024	2023	2022
Financial position:
Working capital	2,692	62,985	59,461
Cash and cash equivalents	3,123	50,331	19,559
Total assets	30,867	123,137	133,957
Long-term debt	3,178	3,352	4,028
Shareholders’ equity	21,105	99,332	115,231
Per share (basic)	1.70	8.09	9.47
Common shares outstanding	12,448,166	12,280,568	12,172,958

Fourth Quarter 2024 Summary

Revenue from continuing operations increased 136% to $2,443 in the quarter compared to $1,037 in Q4 2023. The increase in revenue is primarily attributable to the Delta Acquisition in late Q4 2023.
Oilfield services operating margin from continuing operations was $1,143 in the current year quarter compared to $664 in the prior year quarter, an increase of $479 or 72%, driven by the Delta Acquisition as noted above.
EBITDA from continuing operations was $178 in the current year quarter compared to EBITDA loss of $918 in the prior year quarter. EBITDA from continuing operations benefitted from the acquisition of Delta Rental Services Ltd. (“Delta”) or (the “Delta Acquisition”) in late 2023.
Operating loss from continuing operations of $553 in the quarter compared to $1,408 in Q4 2023. The decrease in operating loss is attributable to higher oilfield services operating margin and reduced general and administrative costs, offset in part, by an increase in depreciation and amortization expenses. The improvements in operating loss from continuing operations is directly related to the Delta Acquisition.
Net loss from continuing operations was $715 in Q4 2024 compared to net income from continuing operations of $219 in Q4 2023. Net loss from continuing operations was impacted by the same items impacting operating loss (as above) with a substantial contribution from the Delta Acquisition combined with reduced interest income, net higher non-cash accretion on contingent payments and notes receivable, fair value related adjustments, reduced income from equity accounted investment in Team Snubbing, and the positive change in foreign exchanges loss in Q4 2023 to gain in Q4 2024.

Annual 2024 Summary:

Revenue from continuing operations increased 209% to $10,470 compared to revenue of $3,384 achieved in 2023. Consistent with the summary of the fourth quarter results, the increase in revenue is primarily attributable to the Delta Acquisition in late Q4 2023.
Oilfield services operating margin from continuing operations was $5,207 in the current year quarter compared to $2,058 in the prior year quarter, an increase of $3,149 or 153%, driven by the Delta Acquisition as noted above.
EBITDA loss from continuing operations was $527 in the current year compared to EBITDA loss of $2,311 in the prior year. EBITDA from continuing operations benefitted from the Delta Acquisition.
Operating loss from continuing operations improved to $2,965 in the year compared to $5,163 in 2023. The decrease in operating loss is attributable to higher oilfield services operating margin, offset in part, by an increase in depreciation and amortization expenses. The improvements in operating loss from continuing operations was directly related to the Delta Acquisition.
Net loss from continuing operations was $2,117 compared to $989 in FY 2023. The net loss, despite an improvement of $2,198 in operating income, is primarily due to the 2023 $615 gain on sale of the nitrogen business, a 2023 $915 deferred income tax recovery, $729 lower interest income from cash on guaranteed investment certificates (“GICs”) and term deposits in 2024 with the July 2024 distributed return of capital to shareholders, $1,493 lower equity investment income from Team Snubbing, and the net impact of higher non-cash accretion related expenses.
Production Service’s 42% equity investment share of Team Snubbing Services Inc. net loss was $690 for the year ended December 31, 2024, compared to net income of $803 in the comparative period in 2023. Weak international operating results in 2024 combined with costs incurred to restructure the international business in Alaska dragged down Team Snubbing’s results while the Canadian business performed in line with 2023.
Cash from operating activities from continuing operations was $184 for the year, an improvement of $699 as compared to the prior year use of $515, driven by strong operational performance from the Delta Acquisition, partially offset by the significant additional general and administrative expenses incurred in 2024 due to the Arrangement.

Rental services segment

	Three months ended Dec 31,				Years ended Dec 31,
(thousands of Canadian Dollars, unless otherwise noted)	2024		2023		2024		2023
Revenue – continuing operations	2,443		1,037		10,470		3,384
Oilfield services expense – continuing operations	(1,300	)	(373	)	(5,263	)	(1,326	)
Oilfield services operating margin⁽¹⁾	1,143		664		5,207		2,508
*Operating margin (%)*	46.8	%	64.0	%	49.7	%	60.8	%

The Rental Services segment consists of High Arctic’s oilfield rental equipment in Canada, centred upon pressure control equipment and equipment supporting the high-pressure stimulation of oil and gas wells in the WCSB.

The increase in revenue for the three and twelve month periods ended December 31, 2024, versus the comparable periods in 2023 is a direct result of the contribution from the Delta business that was acquired in late 2023. Specifically, Q4 2024 revenues increased by $1,406 or 136% compared to Q3 2023, with annual 2024 revenues increasing by $7,086 or 209% when compared to annual 2023. Operating margins of 46.8% and 49.7% for the three and twelve months ended December 31, 2024, respectively, are approximately 17 percent and 11 percent lower (on a gross basis) than the comparable periods in 2023, respectively. The reduction in operating margins is primarily a result of the Delta Acquisition, as Delta utilizes a combination of owned and third-party rental equipment in its operations, with third-party rental equipment resulting in higher operating expenses.

Production Services segment
The Production Services segment operations consist of High Arctic’s idled snubbing units in Colorado, U.S., and its equity investments in the Seh’ Chene Partnership and Team Snubbing Services Inc. in Canada. Though the Seh’ Chene Partnership has experienced limited business activity since the 2022 Canadian sales transactions, the partnership is still active and the Corporation together with its partner will look to reposition its customer offerings and explore other avenues for business activity.

Team Snubbing Services Inc.
High Arctic accounts for the results of its 42% equity interest in Team Snubbing using the equity method of accounting, with Team Snubbing’s net earnings recorded as income from equity investments in the respective reporting period. As reported in the Corporation’s 2024 Financial Statements (Note 12), Team Snubbing achieved gross revenues of $26,064 for 2024 versus gross revenues of $21,252 for the comparative period in 2023. This increase in revenues is primarily a result of the consolidation of the results of Team Snubbing International Inc. (“Team International”) for the first time following Team Snubbing’s April 1, 2024, acquisition of control of Team International.

Team International’s operations experienced lower than anticipated activity levels in the Alaskan market in both Q4 2024, and for the year 2024. In addition, during Q2 2024, Team International incurred additional costs for restructuring management and operational teams. The restructuring initiative consolidated Team International’s workforce, “right sizing” it to the needs of the overall customer base and aligning the service delivery with Team Snubbing’s successful Canadian model. Team Snubbing’s domestic Canadian operations experienced similar activity levels in both Q4 2024 and year-to-date 2024, when compared to the same periods of 2023.

High Arctic’s proportionate share of Team Snubbing’s net loss for 2024 was $690 compared to an income inclusion of $803 for the comparable period in 2023, representing a decrease in income from equity investment of $1,493. This year-over-year decline in income from equity investment realized in 2024 was primarily due to the results of Team International.

Liquidity and capital resources

	Three months ended Dec 31,				Years ended Dec 31,
(thousands of Canadian Dollars)	2024		2023		2024		2023
Cash provided by (used in) continued operations:
Operating activities	226		(874	)	184		(515	)
Investing activities	(310	)	(3,160	)	(997	)	25,638
Financing activities	(430	)	45		(38,659	)	(2,967	)
Effect of exchange rate changes on cash	(469	)	(745	)	717		(720	)
Increase (decrease) in cash from continuing operations	(983	)	(4,734	)	(38,755	)	21,436

(thousands of Canadian Dollars, unless otherwise noted)	As at Dec 31, 2024		As at Dec 31, 2023
Current assets	7,221		79,438
Working capital⁽¹⁾	2,692		62,985
Working capital ratio⁽¹⁾	1.6:1		4.8:1
Cash and cash equivalents	3,123		50,331
Net cash⁽¹⁾	(230	)	46,804

Operating Activities
In Q4 2024, cash from operating activities from continuing operations was $226, as compared with an outflow of $874 from operating activities from continuing operations in Q4 2023. Funds from operating activities from continuing operations totaled $530 in the quarter versus funds used of $335 for Q4 2023 (see “Non-IFRS Measures”). In Q4 2024, changes in non-cash operating working capital from continuing operations totaled an outflow of $304 compared to an outflow of $539 in Q4 2023.

For the year ended 2024, cash from operating activities from continuing operations was $184 as compared to a use of cash of $515 of cash from operating activities from continuing operations in 2023. Funds from operating activities from continuing operations totaled $484 for the year ended 2024, versus a use of funds of $1,292 for 2023.

Changes in cash from operating activities from continuing operations and funds from operating activities from continuing operations for both the three and twelve months ended December 31, 2024, when compared to the same periods in 2023, were largely the result of the positive impact on the business from the Delta Acquisition. In addition, operating related cash flows in the fourth quarter of 2024 benefitted from reduced G&A costs associated with the Arrangement transaction which was completed in the third quarter of 2024.

Investing Activities
During the fourth quarter, the Corporation’s net cash used in investing activities from continuing operations totaled $310 compared to $3,160 for the prior year comparative quarter. For the year ended 2024, net cash used in investing activities from continuing operations totaled $997 compared to an inflow of $25,638 in the prior year. For the fourth quarter of 2024 and YTD 2024, the majority of expenditures incurred related to sustaining and growth capital for the Rental Services Segment combined with investments in information technology and systems required to support the Corporation upon completion of the Arrangement transaction. YTD 2023 investing activities were impacted by proceeds received on the sale of assets (net of costs) of $29,569, offset in part by the Delta Acquisition in Q4 2023 for $3,430.

Financing Activities
During the fourth quarter, the Corporation’s net cash used in financing activities from continuing operations was $430 compared to an inflow of $45 in the prior year comparative quarter. For the year ended 2024, net cash used in financing activities from continuing operations was $38,659 compared to $2,967 in the prior year. Cash flow from financing activities for the year ended 2024 was impacted by a one-time $37,842 distribution to shareholders in accordance with the completion of the Arrangement transaction. Excluding the impact of the one-time distribution, cash flows related to finance activities were impacted by the normal course receipts and payments on the Corporation’s existing note receivables, lease liabilities and long-term debt.

Working Capital
As at December 31, 2024, the Corporation’s working capital balance was $2,692 compared to $62,985 as at December 31, 2023. The change in working capital is largely due to the spinout of the Corporation’s PNG business combined with the $37,842 return of capital distribution paid during 2024, both of which were completed in connection with the Arrangement transaction.

Long-term Debt

(thousands of Canadian Dollars)	As at Dec 31, 2024	As at Dec 31, 2023
Current	175	175
Non current	3,178	3,352
Total	3,353	3,527

The Corporation has mortgage financing secured by lands and buildings owned by High Arctic located within Alberta, Canada. The mortgage has a remaining initial term of under two years with a fixed interest rate of 4.30% with payments occurring monthly. The mortgage financing contains certain non-financial covenants requiring lenders’ consent including changes to the underlying business. As at December 31, 2024, the Corporation was compliant with all covenants associated with the mortgage financing.

2025 Earn-Out Shares issued pursuant to the 2023 share purchase agreement with Delta Rental Services Ltd.
Subsequent to December 31, 2024, the Corporation issued 248,793 shares as part of the settlement of the first-year contingent consideration payable pursuant to the Acquisition of Delta Rental Services Ltd.

Outlook
As a result of the successful execution of the Arrangement and corporate reorganization during 2024, High Arctic has transformed itself. After a decade of significant cash flow generation and cash dividends and distribution to shareholders in excess of $105 million, bold measures were taken to adjust for the decade ahead. The 2024 Arrangement provided shareholders with a separate investment holding and future flexibility through a new publicly traded entity containing the former PNG business (TSXV: HOH) plus a tax efficient cash distribution in the form of a $37.8 million return of capital. It also provided shareholders with a continuing investment in a refined, Canadian focused, and reset High Arctic publicly traded entity.

High Arctic’s Canadian platform is characterized by minimal debt and its continuing operations now consist of:

A western Canadian high-margin equipment rental business – centred on pressure ‎control and well stimulation;
A minority 42% interest in Canada’s largest oilfield snubbing services business, Team Snubbing; and
Two industrial properties, located in Clairmont and Whitecourt, Alberta.

High Arctic anticipates that its Rental Services segment will continue to generate funds flow from operations commensurate with oil and gas well completion fundamentals in western Canada. The rental business footprint, while still small in scale, was bolstered by the 2023 Delta Acquisition. This acquisition is indicative of the type and structure of accretive investment High Arctic will look to pursue going forward. For 2025, the Rental Services segment is expected to be at a stage whereby operating cash flow covers Corporate segment costs and yields modest funds for organic growth.

High Arctic is at the early stages of a new chapter in its corporate history. The 2024 transformational developments provide a clean platform to enable a new strategic direction. The Board of Directors is currently undergoing a process to recruit and appoint a new Chief Executive Officer to augment and lead High Arctic’s vision and strategic plan. High Arctic’s current intent is to grow its equipment rentals business and position itself to benefit from upstream energy service activity levels in the western Canadian oil and gas industry. Complementary new service lines with high margin, low headcount and low fixed costs, are also being considered.

In summary for 2025, the Corporation expects to continue to execute on the initial phases of its strategic business plan, with progress to date being evidenced by selective capital expenditure investments in its rental business throughout 2024. High Arctic continues to assess acquisition targets that are both complimentary and new to existing customer offerings. Potential benefits of an acquisition for High Arctic include enhancing the scope and scale of its operations; the ability to provide a broader customer service offering; and formalizing/augmenting the leadership team for the Corporation.

Execution of the strategic plan remains opportunistic and is ongoing. The timing and ability to execute on certain underlying objectives, however, has become challenging due to recent divisive global geopolitical developments and resulting global economic uncertainties. These developments include changes and potential changes in global trade policies and tariffs, threats of additional or retaliatory tariffs, and policy shifts as a result of new government leadership in many jurisdictions around the world. The federal election in Canada, set for April 28, 2025, may have a significant impact on long term investment in Canada’s energy industry.

Western Canadian oil and gas activity levels, despite volatility in underlying commodity prices, have benefited from resurgent Canadian upstream activity to meet, and then sustain, growing oil and natural gas export infrastructure capacity. This includes tidewater access off the west coast of Canada through the 2024 Trans Mountain pipeline expansion, expected 2025 LNG Canada pipeline commencement, and land pipeline expansion to the United States through completed projects such as the Line 3 expansion.

NON – IFRS MEASURES
This press release contains references to certain financial measures that do not have a standardized meaning prescribed by International Financial Reporting Standards (“IFRS”) and may not be comparable to the same or similar measures used by other companies High Arctic uses these financial measures to assess performance and believes these measures provide useful supplemental information to shareholders and investors. These financial measures are computed on a consistent basis for each reporting period and include Oilfield services operating margin, EBITDA (Earnings before interest, tax, depreciation, and amortization), Adjusted EBITDA, Operating loss, Funds flow from operating activities, Working capital and Long-term financial liabilities. These do not have standardized meanings.

These financial measures should not be considered as an alternative to, or more meaningful than, net income (loss), cash from operating activities, current assets or current liabilities, cash and/or other measures of financial performance as determined in accordance with IFRS.

For additional information regarding non-IFRS measures, including their use to management and investors and reconciliations to measures recognized by IFRS, please refer to the Corporation’s MD&A, which is available online at www.sedar.com and through High Arctic’s website at www.haes.ca.

FORWARD-LOOKING STATEMENTS
This press release contains forward-looking statements. When used in this document, the words “may”, “would”, “could”, “will”, “intend”, “plan”, “anticipate”, “believe”, “seek”, “propose”, “estimate”, “expect”, and similar expressions are intended to identify forward-looking statements. Such statements reflect the Corporation’s current views with respect to future events and are subject to certain risks, uncertainties, and assumptions. Many factors could cause the Corporation’s actual results, performance, or achievements to vary from those described in this press release.

Should one or more of these risks or uncertainties materialize, or should assumptions underlying forward-looking statements prove incorrect, actual results may vary materially from those described in this press release as intended, planned, anticipated, believed, estimated or expected. Specific forward-looking statements in this press release include, among others, statements pertaining to the following: general economic and business conditions, which will include, among other things, the outlook for the energy industry inclusive of commodity prices, producer activity levels and general energy supply and demand fundamentals that may impact the energy industry as a whole; the impact (if any) of geo-political events, changes in government, changes to tariff’s or related trade policies and the potential impact on the Corporation’s ability to execute its 2025 strategic objectives; fluctuations in interest rates and commodity prices; expectations regarding the Corporation’s ability to manage its liquidity risk; raise capital and manage its debt finance agreements; projections of market prices and costs; factors upon which the Corporation will decide whether or not to undertake a specific course of operational action or expansion; the Corporation’s ongoing relationship with its major customers; the Corporation’s ability to seek and execute accretive acquisitions including the timing thereof and the potential operational and financial benefits; the ability to recruit and retain executive officers and other key personnel; management of general and administrative costs; the maintenance of a strong balance sheet and related financial flexibility; the performance of the Corporation’s investment in Team Snubbing; operational and financial performance of the Corporation’s Canadian rental equipment in 2025; scaling the Canadian business, execution on one or more corporate transactions; and estimated credit risks.

With respect to forward-looking statements contained in this press release, the Corporation has made assumptions regarding, among other things, its ability to: maintain its ongoing relationship with major customers; successfully market its services to current and new customers; devise methods for, and achieve its primary objectives; source and obtain equipment from suppliers; successfully manage, operate, and thrive in an environment which is facing much uncertainty; remain competitive in all its operations; attract and retain skilled employees; obtain equity and debt financing on satisfactory terms and manage its liquidity risk.

The Corporation’s actual results could differ materially from those anticipated in these forward-looking statements as a result of the risk factors set forth above and elsewhere in this press release, along with the risk factors set out in the most recent Annual Information Form filed on SEDAR+ at www.sedarplus.ca.

The forward-looking statements contained in this press release are expressly qualified in their entirety by this cautionary statement. These statements are given only as of the date of this press release. The Corporation does not assume any obligation to update these forward-looking statements to reflect new information, subsequent events or otherwise, except as required by law.

About High Arctic Energy Services
High Arctic is an energy services provider. High Arctic provides pressure control equipment and equipment supporting the high-pressure stimulation of oil and gas wells and other oilfield equipment ‎on a rental basis to exploration and production companies, from its bases in Whitecourt and Red Deer, Alberta‎.

For further information contact:

Lonn Bate
Chief Financial Officer
P: 587-318-2218
P: +1 (800) 688 7143

High Arctic Energy Services Inc.
Suite 2350, 330 – 5^th Ave SW
Calgary, Alberta, Canada T2P 0L4
website: www.haes.ca
Email: info@haes.ca

The MIL Network –

April 1, 2025

MIL-OSI: Powered by 5th Gen AMD EPYC CPUs, Oracle Cloud Infrastructure Compute E6 Shapes Deliver Breakthrough Cloud Performance and Efficiency

Source: GlobeNewswire (MIL-OSI)

— Leading cloud services providers expand their adoption of EPYC CPUs to meet growing public cloud demand —

SANTA CLARA, Calif., March 31, 2025 (GLOBE NEWSWIRE) — Today, AMD (NASDAQ: AMD) announced 5^th Gen AMD EPYC™ processors power the Oracle Cloud Infrastructure (OCI) Compute E6 Standard shapes. 5^th Gen AMD EPYC processors, the world’s best server CPUs for enterprise, AI and cloud¹, enable OCI Compute E6 shapes to deliver up to a 2X increase in cost to performance, compared to the previous E5 instance generation based on testing by OCI².

The new OCI Compute E6 shapes build on the success of the previous E5 generation to deliver leadership performance and cost efficiency for general-purpose and compute-intensive workloads. These OCI shapes add to the selection of more than a thousand compute instances powered by AMD EPYC processors across all major cloud service providers.

“The rapid adoption of AMD EPYC processors in the cloud underscores our ability to deliver innovative, high-performance solutions that enable our partners to create highly competitive cloud offerings,” said Dan McNamara, senior vice president and general manager, Server Business, AMD. “The combination of OCI’s flexible infrastructure and the performance of 5^th Gen AMD EPYC processors helps customers accelerate their most demanding workloads while optimizing their cloud infrastructure.”

“Oracle Cloud Infrastructure is committed to providing our customers with the best-performing, most cost-effective cloud offerings,” said Donald Lu, senior vice president, software development, Oracle Cloud Infrastructure. “With the new OCI Compute E6 Standard shapes powered by AMD EPYC processors, we are delivering an unparalleled combination of compute power, scalability, and efficiency that meets the demands of today’s most complex workloads.”

Availability and Customer Adoption
OCI Compute E6 Standard bare metal instances and virtual machines are available today in multiple regions, including US East (Ashburn), US West (Phoenix), US Midwest (Chicago), Germany Central (Frankfurt), and UK South (London), with a rollout planned for additional regions in the coming months.

Supporting Resources

About AMD
For more than 50 years AMD has driven innovation in high-performance computing, graphics, and visualization technologies. Billions of people, leading Fortune 500 businesses, and cutting-edge scientific research institutions around the world rely on AMD technology daily to improve how they live, work, and play. AMD employees are focused on building leadership high-performance and adaptive products that push the boundaries of what is possible. For more information about how AMD is enabling today and inspiring tomorrow, visit the AMD (NASDAQ: AMD) website, blog, LinkedIn, and Twitter pages.

AMD, the AMD Arrow logo, EPYC and combinations thereof are trademarks of Advanced Micro Devices, Inc. Other names are for informational purposes only and may be trademarks of their respective owners.
Oracle, Java, MySQL and NetSuite are registered trademarks of Oracle Corporation. NetSuite was the first cloud company—ushering in the new era of cloud computing.

_____________________________

¹ EPYC-029D: Comparison based on thread density, performance, features, process technology and built-in security features of currently shipping servers as of 10/10/2024. EPYC 9005 series CPUs offer the highest thread density, leads the industry with 500+ performance world records including world record enterprise leadership Java^® ops/sec performance, top HPC leadership with floating-point throughput performance, AI end-to-end performance with TPCx-AI performance and highest energy efficiency scores. Compared to 5th Gen Xeon, the 5th Gen EPYC series also has more DDR5 memory channels with more memory bandwidth and supports more PCIe^® Gen5 lanes for I/O throughput, and has up to 5x the L3 cache/core for faster data access. The EPYC 9005 series uses advanced 3-4nm technology, and offers Secure Memory Encryption + Secure Encrypted Virtualization (SEV) + SEV Encrypted State + SEV-Secure Nested Paging security features. For additional details, see https://www.amd.com/en/legal/claims/epyc.html#q=epyc5#EPYC-029D

² OCI launches high-performance E6 Standard compute instances powered by AMD: Comparative workload performance per core cost analysis for E5 and E6 shapes – https://blogs.oracle.com/cloud-infrastructure/post/oci-launches-highperformance-e6-standard-compute-instances-powered-by-amd

The MIL Network –

April 1, 2025
MIL-OSI: BayFirst Announces First Quarter 2025 Conference Call and Webcast

Source: GlobeNewswire (MIL-OSI)

ST. PETERSBURG, Fla., March 31, 2025 (GLOBE NEWSWIRE) — BayFirst Financial Corp. (NASDAQ: BAFN) (“BayFirst” or the “Company”), parent company of BayFirst National Bank (the “Bank”) today announced that it will report its first quarter results after the market close on Thursday, April 24, 2025. Management will host a conference call on Friday, April 25, 2025, at 9:00 a.m. ET to discuss the results. The call will also be broadcast live via the internet.

Interested investors may listen to the call live under the Investor Relations tab at www.bayfirstfinancial.com. Investment professionals are invited to dial (800) 549-8228 to participate in the call using Conference ID 90275. A replay of the call will be available for one year at www.bayfirstfinancial.com.

About BayFirst Financial Corp.

BayFirst Financial Corp. is a registered bank holding company based in St. Petersburg, Florida which commenced operations on September 1, 2000. Its primary source of income is derived from its wholly owned subsidiary, BayFirst National Bank, a national banking association which commenced business operations on February 12, 1999. The Bank currently operates twelve full-service banking offices throughout the Tampa Bay-Sarasota region and offers a broad range of commercial and consumer banking services to businesses and individuals. It was named the best bank in Florida in 2024, according to Forbes and was the 9th largest SBA 7(a) lender by number of units originated and 16th largest by dollar volume nationwide through the SBA’s quarter ended December 31, 2024. As of December 31, 2024, BayFirst Financial Corp. had $1.29 billion in total assets.

Forward-Looking Statements

In addition to the historical information contained herein, this presentation includes “forward-looking statements” within the meaning of such term in the Private Securities Litigation Reform Act of 1995. These statements are subject to many risks and uncertainties, including, but not limited to, the effects of health crises, global military hostilities, weather events, or climate change, including their effects on the economic environment, our customers and our operations, as well as any changes to federal, state or local government laws, regulations or orders in connection with them; the ability of the Company to implement its strategy and expand its banking operations; changes in interest rates and other general economic, business and political conditions, including changes in the financial markets; changes in business plans as circumstances warrant; risks related to mergers and acquisitions; changes in benchmark interest rates used to price loans and deposits, changes in tax laws, regulations and guidance; and other risks detailed from time to time in filings made by the Company with the SEC, including, but not limited to those “Risk Factors” described in our most recent Form 10-K and Form 10-Q. Readers should note that the forward-looking statements included herein are not a guarantee of future events, and that actual events may differ materially from those made in or suggested by the forward-looking statements.

Contacts:

Thomas G. Zernick Scott J. McKim

Chief Executive Officer Chief Financial Officer

727.399.5680 727.521.7085

The MIL Network –

April 1, 2025
MIL-OSI USA: Attorney General Pamela Bondi Dismisses Biden-Era Lawsuit Against Commonsense Georgia Election Law, Advancing President Trump’s Mandate to End Weaponization

Source: US State of Vermont

Today, Attorney General Pamela Bondi directed the Department of Justice to dismiss its claims in In Re Georgia Senate Bill 202, a Biden-era lawsuit that falsely accused Georgia of intentionally suppressing Black voters’ votes.

“Contrary to the Biden Administration’s false claims of suppression, Black voter turnout actually increased under SB 202,” said Attorney General Pamela Bondi. “Georgians deserve secure elections, not fabricated claims of false voter suppression meant to divide us. Americans can be confident that this Department of Justice will protect their vote and never play politics with election integrity.”

The Biden administration fabricated an untrue narrative following the passage of Senate Bill 202 and sued the state of Georgia, claiming without evidence that SB 202 was an intentional scheme to “depress the Black vote” and referring to the basic election legislation as “Jim Crow 2.0.”Some mainstream media outlets and corporate allies of the Biden Administration fueled this falsehood, demonizing Georgians for political gain and triggering boycotts—including Major League Baseball’s relocation of the 2021 All-Star Game from Atlanta—that, by some estimates, cost the state over $100 million in economic losses.

In reality, SB 202’s commonsense reforms—photo ID for all voting, strengthened absentee ballot procedures, and rapid reporting of results—spurred record voter turnout, including among Black Georgians.

“The Department of Justice is done with this disgrace,” said Acting Associate Attorney General and Department of Justice Chief of Staff Chad Mizelle. “There is nothing racist about protecting elections—baseless claims of Jim Crow-style discrimination are the real insult.”

President Trump and Attorney General Bondi are committed to dismantling weaponized litigation and ensuring fair, lawful elections for all Americans. Instead of wasting time on false, divisive lawsuits, the Department of Justice will continue to root out real discrimination, promote common-sense election safeguards, and ensure equality for every American.

MIL OSI USA News –

April 1, 2025
MIL-OSI Security: Attorney General Pamela Bondi Dismisses Biden-Era Lawsuit Against Commonsense Georgia Election Law, Advancing President Trump’s Mandate to End Weaponization

Source: United States Attorneys General

Today, Attorney General Pamela Bondi directed the Department of Justice to dismiss its claims in In Re Georgia Senate Bill 202, a Biden-era lawsuit that falsely accused Georgia of intentionally suppressing Black voters’ votes.

“Contrary to the Biden Administration’s false claims of suppression, Black voter turnout actually increased under SB 202,” said Attorney General Pamela Bondi. “Georgians deserve secure elections, not fabricated claims of false voter suppression meant to divide us. Americans can be confident that this Department of Justice will protect their vote and never play politics with election integrity.”

The Biden administration fabricated an untrue narrative following the passage of Senate Bill 202 and sued the state of Georgia, claiming without evidence that SB 202 was an intentional scheme to “depress the Black vote” and referring to the basic election legislation as “Jim Crow 2.0.”Some mainstream media outlets and corporate allies of the Biden Administration fueled this falsehood, demonizing Georgians for political gain and triggering boycotts—including Major League Baseball’s relocation of the 2021 All-Star Game from Atlanta—that, by some estimates, cost the state over $100 million in economic losses.

In reality, SB 202’s commonsense reforms—photo ID for all voting, strengthened absentee ballot procedures, and rapid reporting of results—spurred record voter turnout, including among Black Georgians.

“The Department of Justice is done with this disgrace,” said Acting Associate Attorney General and Department of Justice Chief of Staff Chad Mizelle. “There is nothing racist about protecting elections—baseless claims of Jim Crow-style discrimination are the real insult.”

President Trump and Attorney General Bondi are committed to dismantling weaponized litigation and ensuring fair, lawful elections for all Americans. Instead of wasting time on false, divisive lawsuits, the Department of Justice will continue to root out real discrimination, promote common-sense election safeguards, and ensure equality for every American.

MIL Security OSI –

April 1, 2025
MIL-OSI Security: NATO reaffirms its commitment to Western Balkans stability, as Secretary General Rutte wraps up visits to Sarajevo and Pristina

Source: NATO

On 10 and 11 March 2025, NATO’s Secretary General, Mark Rutte, visited Sarajevo and Pristina. In Sarajevo, he met high-level officials from Bosnia and Herzegovina, including the Chair and members of the Presidency, the Chair of the Council of Ministers, the Minister of Foreign Affairs, the Minister of Defence, and the Acting Minister of Security, as well as with the Commander of NATO Headquarters Sarajevo, the High Representative for Bosnia and Herzegovina, and the Commander of the EUFOR mission. The Secretary General also engaged with students at the University of Sarajevo.

During his visit, Mr. Rutte highlighted that “NATO remains firmly committed to the stability of this region and to the sovereignty, territorial integrity and security of Bosnia and Herzegovina.” He added that “the Dayton Peace Agreement is the cornerstone of peace in this country and must be respected; and we support the Office of the High Representative; any actions that undermine Dayton, the constitutional order, or national institutions are unacceptable; inflammatory rhetoric and actions are dangerous; they pose a direct threat to Bosnia and Herzegovina stability and security.” The NATO Secretary General also underscored the need for political leaders in Bosnia and Herzegovina “to do their share” and “take responsibility” for the progress and stability of their country. He made it clear that “this is not 1992” and that NATO and its international partners are present and engaged in Bosnia and Herzegovina, and “will not allow a security vacuum to emerge.” Finally, he emphasised that the Alliance stands committed to its cooperation with Bosnia and Herzegovina. “We already have a solid partnership, and we are prepared to build on NATO’s long-standing support to a unified BiH Armed Forces and to defence and security reforms, through our Headquarters in Sarajevo, our newly established Political Cell, and our Defence Capacity Building Package,” he said.

In Pristina, the Secretary General led a visit of the North Atlantic Council and troop contributing partners to the NATO-led KFOR mission and the NATO Advisory and Liaison Team. Together with the NATO Deputy Secretary General, Ms Radmila Shekerinska, and the Chair of NATO’s Military Committee, Admiral Giuseppe Cavo Dragone, they met with the leadership and personnel of KFOR and the NATO Advisory and Liaison Team (NALT). They also had an exchange of views with the Heads of Mission of the European Union, the EU Rule of Law Mission in Kosovo (EULEX), the UN Special Representative of the Secretary-General and Head of Mission of UNMIK, and the Acting Head of Mission of the OSCE. Furthermore, the Secretary General met with representatives of the Institutions in Kosovo, for bilateral discussions.

“NATO has supported peace and stability in the Western Balkans region for thirty years; our commitment remains strong today, spearheaded by KFOR, which is our longest and currently largest mission. Under the excellent leadership of Major General Enrico Barduani, our KFOR troops work relentlessly to ensure a safe and secure environment for all people and communities living in Kosovo, in line with KFOR’s long-standing UN mandate; and the NATO Advisory and Liaison Team continues to support the security organisations in Kosovo, through capacity-building, education and training coordination; a secure Western Balkans region means more security across the whole Euro-Atlantic area,” Secretary General Rutte said. “NATO will continue to play its part, in close coordination with the Kosovo Police and the EU Rule of Law Mission in Kosovo, in our respective roles as security responders,” he added. “The solution leading to long-lasting peace is political; NATO will continue to fully support the normalisation of relations between Belgrade and Pristina, led by the European Union; this is the only way to solve pending issues, and secure a stable future, ensuring that the rights of all communities are respected and safeguarded; to move the Dialogue forward, both sides must show flexibility, make the necessary compromises, and focus on the long-term gains,” he pointed out.

MIL Security OSI –

April 1, 2025
MIL-OSI Security: NATO Deputy Secretary General to participate in a committee meeting at the European Parliament

Source: NATO

On Thursday, 20 March 2025, the NATO Deputy Secretary General, Ms Radmila Shekerinska, will take part in a meeting of the European Parliament’s Committee on Security and Defence (SEDE) for an exchange of views.

Media advisory

10:00 (CET) Deputy Secretary General’s remarks followed by an exchange of views with parliamentarians.

Media coverage

The event will be streamed live on the Multimedia Centre portal of the European Parliament.

Transcripts of the Deputy Secretary General’s remarks, as well as photographs, will be available on the NATO website.

For more information:

For general queries: Contact the NATO Press Office

Follow us on X: @NATO, @DepSecGenNATO and @NATOPress

MIL Security OSI –

April 1, 2025
MIL-OSI: Explosive Investigative Thriller Bribe, Inc. to Make U.S. Premiere Amid Global Reckoning Over Corruption

Source: GlobeNewswire (MIL-OSI)

Groundbreaking Documentary to Make Its U.S. Debut in Los Angeles April 3, Followed by New York Screening at IFC Center April 15–16

New York Premiere to Feature Post-Screening Q&As with Three-Time Emmy Award-Winning Director Peter Klein, Moderated by MSNBC’s Ali Velshi and Investigative Reporter Simon Ostrovsky

LOS ANGELES, March 31, 2025 (GLOBE NEWSWIRE) — Bribe, Inc., the jaw-dropping true story of global corruption, secret codes, whistleblowers and million-dollar bribes, will make its highly anticipated U.S. premiere on Thursday, April 3 at the legendary TCL Chinese 6 Theatres in Hollywood as part of the 25th Annual Beverly Hills Film Festival. The film will also have its New York debut on April 15–16 at the IFC Center in Manhattan.

Described by The Guardian as “filled with the kind of cloak-and-dagger developments one associates with potboilers and airport novels,” the film plunges viewers deep into the hidden world of global business, where bribery has become a trillion-dollar industry propping up authoritarian regimes, enabling human rights abuses and undermining democracy itself.

Writer, investigative journalist and the film’s producer Calyn Shaw will attend the screening at the TCL Chinese 6 Theatres. Shaw’s journalism has spanned the globe, from exposing targeted killings in Brazil (The New York Times) to uncovering supply chain breakdowns during the COVID-19 pandemic (PBS Frontline).

“Bribe, Inc. is more than a film—it’s a reckoning,” said Shaw. “This isn’t just about a single scandal. It’s about a global system built on secrets, where power and profit are protected at any cost. The question is: what are we going to do about it?

In New York, Bribe, Inc. will screen at the IFC Center on April 15 and 16, followed by post-screening Q&As featuring director Peter Klein and director of photography Claire Ward. The discussions will be moderated by Emmy and DuPont-winning reporter Simon Ostrovsky and Ali Velshi, longtime business journalist and MSNBC host. Klein, a three-time Emmy Award-winning producer and director, brings three decades of hard-hitting documentary experience to the film, having created dozens of investigative programs that shine a light on global injustice.

“This film takes viewers inside a world most people never see—and many in power would prefer stay hidden,” said Klein. “As journalists and filmmakers, we have a duty to shine a light on corruption, not just for shock value, but to ignite change. Bribe, Inc. is our call to action to understand the true cost of corruption.”

As global enforcement of anti-bribery laws weakens and trust in institutions collapses, Bribe, Inc. emerges as a cinematic gut-punch—an urgent demand for accountability in a world where corruption is routine.

The film doesn’t shy away from political complicity. It explores Donald Trump’s controversial views on bribery as a tool of global commerce and examines the politicians who have excused corruption as a cost of doing business. On February 10, 2025, President Trump issued an executive order suspending enforcement of the Foreign Corrupt Practices Act (FCPA)—a law enacted in 1977 to prevent U.S. companies from bribing foreign officials. The administration claimed the law’s “overexpansion and unpredictable enforcement” hurt U.S. competitiveness. Critics argue the move may undercut global anti-corruption efforts and signal retreat from ethical business standards.

Variety praised the film’s revelations as “explosive,” especially for exposing a covert effort by the U.S. Department of Justice to seize jurisdiction and protect blue-chip corporations from scrutiny. From war-torn Iraq to backroom deals in Monaco, Bribe, Inc. forces audiences to follow the money—and confront the consequences. Bribe, Inc. is a real-life political thriller that dares viewers to ask: what kind of world are we really living in—and who’s getting rich off the silence?

About Bribe, Inc.
Bribe, Inc. is a real-life political thriller that exposes one of the largest corporate bribery scandals in modern history. Told through the lens of whistleblowers, investigators and journalists, the film uncovers a trillion-dollar corruption network stretching from oil fields in Iraq to boardrooms in Monaco—and all the way to the halls of power in Washington. Directed by Emmy Award-winner Peter Klein and co-produced by investigative journalist Calyn Shaw, Bribe, Inc. reveals how corporations, politicians and regulators conspire to protect a global system built on secrecy and profit. Described by The Guardian as “cloak-and-dagger,” and praised by Variety for its “explosive” revelations, the film challenges audiences to follow the money—and confront the cost of complicity. For more information, visit https://bribeinc.com/.

Media Contact:
Ellen Mellody
570-209-2947
EMellody@kcsa.com

The MIL Network –

April 1, 2025
MIL-OSI: Schellman Now Authorized to Conduct Classified DoD Assessments; also Reauthorized as a CMMC 3PAO

Source: GlobeNewswire (MIL-OSI)

TAMPA, Fla., March 31, 2025 (GLOBE NEWSWIRE) — Schellman, a leading provider of attestation and compliance services and a top 50 CPA firm, is pleased to announce that it has received a Facility Security Clearance (FCL), enabling the company to expand its offerings to perform classified assessments for its clients. As an accredited FedRAMP^® Third Party Assessment Organization (3PAO), this enables Schellman to perform Department of Defense (DoD) Impact Level 6 (IL6) assessments as well as other NIST-based assessments, SOC 2 examinations, and penetration testing for classified systems. This milestone strengthens Schellman’s position as a trusted assessment partner for government and defense-related classified environments.

In addition, Schellman has been reauthorized as a Cybersecurity Maturity Model Certification (CMMC) Third-Party Assessment Organization (C3PAO) under the finalized CMMC Program. As one of the original C3PAOs, Schellman had the privilege of performing the first assessment under the Joint Voluntary Surveillance Assessment (JVSA) program and has performed multiple assessments for large and small contractors alike. This reauthorization reinforces Schellman’s role in supporting defense contractors as they navigate evolving cybersecurity requirements set by the Department of Defense.

DoD IL6 is designed for cloud environments handling classified information at the Secret level, requiring rigorous cybersecurity standards to protect highly sensitive government data. With this new capability, Schellman can now audit providers and their offerings for authorization against the complex security requirements necessary for IL6, ensuring compliance with the highest federal security standards. As a long-standing FedRAMP and DoD assessment organization, this expansion reinforces Schellman’s expertise in high-impact cloud security assessments.

“Schellman has been a strategic 3PAO partner for Palantir consistently delivering exceptional assessment services. We are excited to see them expand their capabilities into cleared environments,” said Kevin Carr, US Government Cloud Compliance Lead at Palantir.

Schellman’s status as the leading FedRAMP 3PAO in the FedRAMP marketplace along with its cross-compliance expertise in ISO 27001, PCI DSS, SOC 2, and HITRUST assessments, combined with their deep understanding of CMMC requirements, positions Schellman uniquely to support their clients’ compliance needs.

“We continue to invest in our federal and DoD capabilities to ensure that these agencies can trust the cloud providers and contractors they work with to protect our critical national security data,” said Doug Barbin, President of Schellman & Company, LLC. “These milestones reflect our commitment to quality and diligence at the highest levels of security and protection of classified information.”

To learn more about Schellman’s Federal suite of services and how it can help an organization’s compliance journey, visit schellman.com.

About Schellman

“Schellman” is the brand name under which Schellman & Company, LLC and Schellman Compliance, LLC provide professional services. Schellman stands as a leading global provider of attestation, compliance, and certification services. Operating under two distinct entities, Schellman & Company, LLC (a top 50 firm) and Schellman Compliance, LLC (a globally accredited compliance assessment firm which is not a licensed CPA firm). The services provided by the Schellman entities include acting as a CPA firm (Schellman & Company, LLC Florida license number AD62941) as a leading provider of SOC reports, an ISO Certification Body, a PCI Qualified Security Assessor Company, a HITRUST assessor, a FedRAMP 3PAO, being among the pioneering CMMC C3PAOs, as well as offering international certification services including TISAX and HDS.

Renowned for its professionals’ expertise combined with practical experience, Schellman delivers superior client service while upholding steadfast independence. The company’s approach fosters successful, long-term relationships, enabling clients to achieve multiple compliance objectives through a single trusted third-party assessor. For further information about the services provided, please visit schellman.com.

Contact
V2 Communications
schellman@v2comms.com

The MIL Network –

April 1, 2025

MIL-OSI: Data Storage Corporation Reports 2024 Fiscal Year Financial Results and Provides Business Update

Source: GlobeNewswire (MIL-OSI)

Expanded CloudFirst platform in 2024 with 4 new Tier III data centers (UK & Chicago), totaling 10 globally to enhance multi-cloud and continuity services across North America and Europe
Completed Flagship Solutions Group integration into CloudFirst, boosting efficiency and cross-sell potential to clients; secured major 2024 contracts across motorsports, insurance, healthcare, and education sectors
Net income improved by approximately 71% for the 2024 fiscal year
compared to 2023 fiscal year and achieved Adjusted EBITDA* of $2.37 million for 2024
Ends 2024 with $12.3 million in cash and marketable securities
and no long-term debt
Conference Call to be held today at 11:00 am ET

MELVILLE, N.Y., March 31, 2025 (GLOBE NEWSWIRE) — Data Storage Corporation (Nasdaq: DTST) (“DSC” and the “Company”), a leading provider of multi-cloud hosting, managed cloud services, disaster recovery, cybersecurity, and IT automation, with direct connection to AWS, Microsoft Azure, and Google Cloud, today provided a business update and reported financial results for the year ended December 31, 2024.

“We made consistent progress in 2024 — both financially and strategically,” said Chuck Piluso, CEO of Data Storage Corporation. “To start, total revenue for the year increased to $25.4 million, a modest 2% gain from 2023, reflecting a shift from lower-margin, one-time equipment sales toward long term, recurring subscription revenue streams. This strategy builds on our already $39.2 million remaining contract value with disaster recovery and cloud hosting solutions. Importantly, we ended the year with an estimated $22 million Annual Recurring Revenue run rate, demonstrating the scalability and consistency of our subscription-based model with over 80% of our revenue recurring. Furthermore, net income rose approximately 71% to $513 thousand, while Adjusted EBITDA* increased to $2.37 million — both strong indicators of improved margins and greater operational efficiency. Finally, with $12.3 million in cash and marketable securities and no long-term debt, we remain well-positioned to invest in future growth.”

“In 2024, we also took steps to expand our footprint. Internationally, we launched CloudFirst Europe Ltd. supported by three Tier III data centers in the UK through three strategic partnerships. This expansion positions us to provide our Power platform serving clients across the U.S., Canada, and the UK — we are one of the few single source global providers. To lead our European operations, we appointed Colin Freeman as Managing Director, and early traction in the region has been promising. Domestically, we added a Tier III data center in Chicago, bringing our total to ten global sites while enhancing redundancy and performance across North America.”

“We also completed the full integration of our Flagship Solutions Group subsidiary into our CloudFirst Technologies subsidiary, which has streamlined operations and improved our ability to deliver integrated cloud and managed services to clients. Key new contracts in 2024 included engagements with a Canadian division of a major motorsports manufacturer, a billion-dollar insurance provider, and a U.S. medical center — each reflecting our strength in delivering compliant, mission-critical high processing infrastructure solutions.”

“Overall, 2024 was a year of meaningful execution across all fronts. We advanced our shift to a high-margin, recurring revenue model, expanded into new international markets, strengthened our infrastructure, and delivered improved financial results. These accomplishments reinforce our long-term vision and position us to scale further in 2025 and beyond as demand for compliant, enterprise-grade cloud solutions continues to rise globally.”

Conference Call

The Company plans will host a conference call at 11:00 a.m. Eastern Time on Monday, March 31, 2025, to discuss the Company’s financial results for the 2024 fiscal year which ended December 31, 2024, as well as corporate progress and other developments.

The conference call will be available via telephone by dialing toll-free 877-407-9219 for U.S. callers or for international callers +1-201-689-8852. A webcast of the call may be accessed at  DSC 2024 Fiscal Year Earnings Call or on the Company’s News & Events section of the website,  www.dtst.com/news-events.

A webcast replay of the call will be available on the Company’s website (www.dtst.com/news-events) through September 30, 2025. A telephone replay of the call will be available approximately three hours following the call, through April 7, 2025, and can be accessed by dialing 877-660-6853 for U.S. callers or + 1-201-612-7415 for international callers and entering conference ID: 13751220.

About Data Storage Corporation

Data Storage Corporation (Nasdaq: DTST) through its subsidiaries is a leading provider of multi-cloud hosting, fully managed cloud services, disaster recovery, cybersecurity, IT automation, and voice & data solutions. Recognizing that data migration is a critical step in transitioning from on-premises systems to the cloud, DSC provides comprehensive migration services to ensure seamless, secure, and efficient data transfer, minimizing downtime and optimizing performance.

Through its owned and operated cloud platform, built on IBM Power Cloud infrastructure, DSC delivers high-performance, scalable, and secure cloud solutions with interoperability across its infrastructure partners, AWS, Microsoft Azure, and Google Cloud.

With data centers supporting its CloudFirst platform deployments across the United States, Canada, and the United Kingdom, DSC provides mission-critical solutions to a diverse clientele, including Fortune 500 companies, government agencies, educational institutions, and healthcare organizations.

As a leader in the multi-billion-dollar cloud hosting and business continuity market, DTST is recognized for its expertise in cloud infrastructure, IT modernization, and data migration, enabling clients to transition to the cloud with confidence and operational continuity.

For more information, please visit www.dtst.com or follow us on X @DataStorageCorp.

*Adjusted EBITDA is a non-GAAP measure. Please refer to the Company’s financial disclosures for a reconciliation to the most directly comparable GAAP measure.

Safe Harbor Provision

This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, as amended, that are intended to be covered by the safe harbor created thereby. Forward-looking statements are subject to risks and uncertainties that could cause actual results, performance or achievements to differ materially from any future results, performance or achievements expressed or implied by such forward-looking statements. Statements preceded by, followed by or that otherwise include the words “believes,” “expects,” “anticipates,” “intends,” “projects,” “estimates,” “plans” and similar expressions or future or conditional verbs such as “will,” “should,” “would,” “may” and “could” are generally forward-looking in nature and not historical facts, although not all forward-looking statements include the foregoing. Although the Company believes that the expectations reflected in such forward-looking statements are reasonable, it can provide no assurance that such expectations will prove to have been correct. These forward-looking statements are based on management’s expectations and assumptions as of the date of this press release and include statements regarding being well-positioned to invest in future growth, the Company’s Power platform serving clients across the U.S., Canada and the UK and the Company’s recent accomplishments positioning it to scale further in 2025 and beyond as demand for compliant, enterprise-grade cloud solutions continues to rise globally, and are subject to a number of risks and uncertainties, many of which are difficult to predict that could cause actual results to differ materially from current expectations and assumptions from those set forth or implied by any forward-looking statements. Important factors that could cause actual results to differ materially from current expectations include, the Company’s ability to grow its presence in Europe, the Company being well-positioned to invest in future growth, the Company’s successful transition from on-premises systems to the cloud, and DSC delivering high-performance, scalable, and secure cloud solutions with interoperability across its infrastructure partners. These risks should not be construed as exhaustive and should be read together with the other cautionary statements included in the Company’s Annual Report on Form 10-K, subsequent Quarterly Reports on Form 10-Q and Current Reports on Form 8-K filed with the Securities and Exchange Commission. Any forward-looking statement speaks only as of the date on which it was initially made. Except as required by law, the Company assumes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events, changed circumstances or otherwise.

Contact:
Crescendo Communications, LLC
212-671-1020
DTST@crescendo-ir.com

DATA STORAGE CORPORATION AND SUBSIDIARIES
CONSOLIDATED BALANCE SHEETS

	December 31, 2024			December 31, 2023
ASSETS
Current Assets:
Cash	$	1,070,097		$	1,428,730
Accounts receivable (less allowance for credit losses of $31,472 and $7,915 in 2024 and 2023, respectively)		2,225,458			1,259,972
Marketable securities		11,261,006			11,318,196
Prepaid expenses and other current assets		859,502			513,175
Total Current Assets		15,416,063			14,520,073

Property and Equipment:
Property and equipment		9,598,963			7,838,225
Less—Accumulated depreciation		(6,159,307	)		(5,105,451	)
Net Property and Equipment		3,439,656			2,732,774

Other Assets:
Goodwill		4,238,671			4,238,671
Operating lease right-of-use assets		575,380			62,981
Other assets		183,439			48,436
Intangible assets, net		1,427,006			1,698,084
Total Other Assets		6,424,496			6,048,172

Total Assets	$	25,280,215		$	23,301,019

LIABILITIES AND STOCKHOLDERS’ DEFICIT
Current Liabilities:
Accounts payable and accrued expenses	$	3,183,379		$	2,608,938
Deferred revenue		212,390			336,201
Finance leases payable		17,641			263,600
Finance leases payable related party		33,879			235,944
Operating lease liabilities short term		98,860			63,983
Total Current Liabilities		3,546,149			3,508,666

Operating lease liabilities		523,070			—
Finance leases payable		—			17,641
Finance leases payable related party		—			20,297
Deferred Tax Liability		39,031			—
Total Long-Term Liabilities		562,101			37,938

Total Liabilities		4,108,250			3,546,604

Commitments and contingencies (Note 7)

Stockholders’ Equity:
Preferred stock, par value $.001; 10,000,000 shares authorized; 1,401,786 designated as Series A Preferred Stock, par value $.001; 0 shares issued and outstanding on December 31, 2024 and 2023		—			—
Common stock, par value $.001; 250,000,000 shares authorized; 7,045,108 and 6,880,460 shares issued and outstanding on December 31, 2024 and 2023, respectively		7,045			6,881
Additional paid in capital		40,417,813			39,490,285
Accumulated deficit		(18,982,589	)		(19,505,803	)
Accumulated other comprehensive loss		(23,214	)		—
Total Data Storage Corporation Stockholders’ Equity		21,419,055			19,991,363
Non-controlling interest in consolidated subsidiary		(247,090	)		(236,948	)
Total Stockholders’ Equity		21,171,965			19,754,415
Total Liabilities and Stockholders’ Equity	$	25,280,215		$	23,301,019

DATA STORAGE CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF INCOME

	Year Ended December 31,
	2024			2023

Sales	$	25,371,303		$	24,959,576

Cost of sales		14,267,936			15,383,251

Gross Profit		11,103,367			9,576,325

Selling, general and administrative		11,023,476			9,744,736

Income (loss) from Operations		79,891			(168,411	)

Other Income (Expense)
Interest income		592,819			542,229
Interest expense		(119,008	)		(74,502	)
Loss on disposal of equipment		(1,599	)		—
Total Other Income		472,212			467,727

Income before provision for income taxes		552,103			299,316

Provision for income taxes		(39,031	)		—

Net Income		513,072			299,316

Loss in Non-controlling interest in consolidated subsidiary		10,142			82,259

Net Income Attributable to Common Stockholders	$	523,214		$	381,575

Earnings per Share – Basic	$	0.08		$	0.06
Earnings per Share – Diluted	$	0.07		$	0.05
Weighted Average Number of Shares – Basic		6,931,399			6,841,094
Weighted Average Number of Shares – Diluted		7,347,779			7,424,228

DATA STORAGE CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS

	Year Ended December 31,
	2024			2023
Cash Flows from Operating Activities:
Net income	$	513,072		$	299,316
Adjustments to reconcile net income to net cash provided by operating activities:
Depreciation and amortization		1,350,238			1,301,594
Stock based compensation		794,687			506,205
Change in expected credit losses		45,394			119,524
Loss on disposal of equipment		1,599			—
Changes in Assets and Liabilities:
Accounts receivable		(1,010,880	)		2,123,340
Other assets		(135,003	)		—
Prepaid expenses and other current assets		(347,717	)		71,491
Right of use asset		135,559			163,520
Accounts payable and accrued expenses		567,930			(598,638	)
Deferred revenue		(123,811	)		55,141
Deferred tax liability		39,031			—
Operating lease liability		(90,010	)		(168,446	)
Net Cash Provided by Operating Activities		1,740,089			3,873,047
Cash Flows from Investing Activities:
Capital expenditures		(1,800,364	)		(1,545,017	)
Purchase of marketable securities		(842,810	)		(2,307,228	)
Sale of marketable securities		900,000			—
Net Cash Used in Investing Activities		(1,743,174	)		(3,852,245	)
Cash Flows from Financing Activities:
Repayments of finance lease obligations related party		(222,362	)		(520,624	)
Repayments of finance lease obligations		(263,600	)		(359,869	)
Cash received for the exercise of stock options		133,005			1,699
Net Cash Used in Financing Activities		(352,957	)		(878,794	)

Effect of exchange rates on cash		(2,591	)		—

Decrease in Cash		(358,633	)		(857,992	)

Cash, Beginning of Year		1,428,730			2,286,722

Cash, End of Year	$	1,070,097		$	1,428,730
Supplemental Disclosures:
Cash paid for interest	$	23,549		$	65,057
Cash paid for income taxes	$	—		$	—
Non-cash investing and financing activities:
Assets acquired by operating lease	$	647,958		$	—

The following table shows the Company’s reconciliation of net income (loss) to adjusted EBITDA for the years ended December 31, 2024, and 2023:

For the year ended December 31, 2024

	CloudFirst Technologies		CloudFirst Europe Ltd.			Nexxis Inc.			Corporate			Total

Net income (loss)	$	3,562,622	$	(290,219	)	$	(93,514	)	$	(2,665,817	)	$	513,072

Non-GAAP adjustments:
Depreciation and amortization		1,348,534		79			850			775			1,350,238
Sales tax settlement		142,021		—			—			—			142,021
Interest income		—		—			—			(592,819	)		(592,819	)
Interest expense		119,008		—			—			—			119,008
Provision for income tax		—		—			—			39,031			39,031
Stock-based compensation		295,688		—			25,991			473,008			794,687

Adjusted EBITDA	$	5,467,873	$	(290,140	)	$	(66,673	)	$	(2,745,822	)	$	2,365,238

For the year ended December 31, 2023

	CloudFirst Technologies		CloudFirst Europe Ltd.		Nexxis Inc.			Corporate			Total

Net income	$	2,625,879	$	—	$	(229,377	)	$	(2,097,186	)	$	299,316

Non-GAAP adjustments:
Depreciation and amortization		1,300,237		—		705			652			1,301,594
Interest income		—		—		—			(542,229	)		(542,229	)
Interest expense		74,502		—		—			—			74,502
Stock-based compensation		162,004		—		17,603			326,598			506,205

Adjusted EBITDA	$	4,162,622	$	—	$	(211,069	)	$	(2,312,165	)	$	1,639,388

The MIL Network –

April 1, 2025

MIL-OSI: Investview, Inc. (“INVU”) Reports Full Year 2024 Financial Results, Operational Highlights and a Year-End Message from the CEO

Source: GlobeNewswire (MIL-OSI)

$55.4M in Gross Revenue | $8.3M in Net Cash Provided by Operating Activities | Strong Balance Sheet |Share Repurchase Program and Strategic Expansion- for the year ended December 31, 2024

Haverford, PA, March 31, 2025 (GLOBE NEWSWIRE) — Investview, Inc. (OTCQB: INVU), a diversified financial technology services company that offers multiple business units across key sectors, including a financial education division offering tools, products and content through a global network of independent distributors; a manufacturing division focused on proprietary aesthetics, health, nutrition, & cognitive wellness products for wholesale and retail markets, with strategic plans for global expansion; an early-stage online trading platform that intends to offer self-directed retail brokerage services; and a business unit that owns and operates a sustainable blockchain business focused on bitcoin mining, today reported its full-year 2024 financial results and shared highlights of key operational progress, strategic milestones, and forward-focused initiatives.

Summary Consolidated Financial Highlights:

Results of Operations and Net Cash Provided by Operating Activities – Twelve Months Ended December 31, 2024 vs December 31, 2023

Gross Revenue (a Non-GAAP measure) decreased 24.0% to $55.4 million for the twelve months ended December 31, 2024, as compared to $72.9 million for the comparable prior year period.
Net Revenue decreased 22.9% to $52.4 million for the twelve months ended December 31, 2024, as compared to $67.9 million for the comparable prior year period.
Net income from operations decreased 63.2% to $1.7 million for the twelve months ended December 31, 2024, as compared to $4.6 million for the comparable prior year period.
Net cash provided by operating activities increased 36.9%, reaching $8.3 million for the twelve months ended December 31, 2024, as compared to $6.1 million for the comparable prior year period, reflecting the results of our disciplined business model.

Balance Sheet Data-December 31, 2024, vs December 31, 2023

Cash and cash equivalents increased by 7.4%, reaching $22.5 million for twelve months ended December 31, 2024, an increase of $1.6 million from $20.9 million at December 31, 2023, even after having repurchased $3.4 million of common stock and $1.1 million for the acquisition of substantially all the assets of Renu Laboratories Inc. during 2024. Our cash balances provide us with working capital that we can direct towards our strategic initiatives and growth investments.
Total assets at December 31, 2024 were $31.6 million, a decrease of $2.1 million from $33.7 million of assets at December 31, 2023, mainly due to non-cash depreciation and impairment charges relating to our mining servers and a decrease in deposits with vendors, partially offset by an increase our cash balance, an increase in Bitcoin holdings and the addition of a goodwill balance related to the acquisition of substantially all the assets of Renu Laboratories Inc.
Working Capital Balance increased by 30.8% to $16.2 million at December 31, 2024, an increase of $3.8 million from December 31, 2023.
Current Ratio is strong, up 14.3%, reaching 2.32 at December 31, 2024, an increase of 0.29 from our previous current ratio of 2.03 at December 31, 2023, confirming our strong balance sheet position.
Outstanding debt decreased by 10.0%, to $3.2 million at December 31, 2024, a decrease of $0.4 million, from the $3.6 million of debt at December 31, 2023, with total liabilities also decreasing by $0.5 million during the comparative period.
Total stockholders’ equity at December 31, 2024 was $17.2 million, a decrease of $1.6 million or 8.5% from the $18.8 of stockholders’ equity at December 31, 2023, mainly due to the repurchase of common shares during 2024.
Common stock issued and outstanding decreased by approximately 20.3% to 1.859 billion shares at the end of December 31, 2024, a decrease of 474 million shares from 2.333 billion shares at December 31, 2023, primarily attributable to strategic stock repurchases aimed at further reducing outstanding share count in an effort to enhance shareholder value.

Comments on our industry segments and business units

Our Financial Education and Technology Segment

iGenius recognized net revenue for the twelve months ending December 31, 2024, of $47.1 million. This reflects a decrease of 16.8% or $9.5 million less than the comparable prior year period. The decrease was largely attributable to a combination of shifts in consumer behavior and demand following the COVID-19 pandemic as individuals re-evaluated their spending priorities, lifestyle habits, and engagement preferences, as well as broader global macroeconomic changes that have caused a general slowdown in direct sales and home-based business. Despite the drop in revenue, we are hopeful that over time we can regain some of the ground that we have lost as we try to build our sales network organically and develop additional product and service offerings that we offer into our sales network. We firmly believe our direct selling model has broad scalable potential beyond financial education. As part of our strategic vision, we expect to be able to expand the product suite available through our sales network—particularly through the introduction of offerings from our myLife Wellness- health, beauty, and wellness division.

Our Blockchain Technology and Crypto Mining Products and Services Segment

SAFETek recognized net revenue for the twelve months ending December 31, 2024, of $5.2 million. This reflects a decrease of 54.2% or $6.2 million less than the comparable prior year period. The decrease in net revenue was the result of Bitcoin halving, which cut block rewards by 50%, an increase in network difficulty over 29%, and a government-mandated energy curtailment resulting from low hydroelectric reservoir levels in our host country.

Despite the challenging environment in which we now operate, in 2024, SAFETek produced 85.92 Bitcoin, navigating industry-wide headwinds including the April halving event, a sharp rise in network difficulty, and a government energy curtailment. While these factors impacted output, they also helped reduce power costs, turning a challenge into a cost-management initiative that we expect will serve us well over time.

Further, in 2024, we implemented strategic enhancements, including the retirement of older miners, deployment of next-gen ASICs, and consolidation of operations, significantly lowering our hash cost and strengthening our market position. As a result, we remain debt-free on all equipment purchases and maintain flexibility with our strong balance sheet, as we evaluate future expansion opportunities.

Despite the challenging environment, our long-term view of BTC mining remains cautiously optimistic, and we are maintaining a disciplined and strategic posture while preparing for future expansion should the economic environment return to prior levels.

Our Manufacturing and Development of Health, Beauty and Wellness Products Segment

In October 2024, we entered the over-the-counter health, beauty, and wellness market when our subsidiary, myLife Wellness Company (“myLife Wellness”), acquired the business of Renu Laboratories, Inc. (“Renu Labs”), a contract developer and manufacturer, producing both proprietary and non-proprietary health, beauty, and wellness products for third-party clients. This move creates the potential for us to extend our platform into consumer verticals, with a focus on aesthetics, nutrition, and cognitive health. Since the acquisition, we’ve strategically accelerated investment in Renu Labs’ technology, equipment, and talent, resulting in measurable improvements in production and operational efficiency.

myLife Wellness will serve as both the marketing and e-commerce platform engine for the products developed and manufactured by Renu Labs, with a focus on aesthetics, health, nutrition, and cognitive wellness. These products are expected to be distributed through both retail and wholesale channels. In addition to operating as a standalone platform, myLife Wellness also expects to be able to leverage retail, wholesale, and direct-to-consumer channels through collaboration with our affiliated business platform, iGenius, to promote and offer myLife wellness products to its global membership base and its customers, expanding reach and creating new revenue opportunities.

We plan to further the development and growth of both Renu Labs and myLife Wellness in 2025, as well as establishing our presence in the health and wellness industry and supporting our broader global growth objectives.

Our Financial Services Initiatives

March 2024 marked a major milestone in our fintech initiatives with the acquisition of Opencash Securities LLC—an early-stage registered broker-dealer. Although it has not yet achieved commercial operations, it is our objective to develop Opencash as a modern, mobile-first platform for low-cost, and commission-free trading of stocks, ETFs, and options, targeting accessibility and simplicity for retail investors worldwide. Currently, Opencash is progressing through clearing integration, infrastructure buildout, and testing in preparation for launch.

Our Opencash initiative is intended to complement our proprietary MPower Trading Systems- Prodigio trading engine, acquired in 2021, and once fully developed, may be expected to yield two synergistic platforms: Opencash for everyday users and OpencashPro for advanced traders. Together, they will offer a seamless, data-driven trading experience.

Message from Investview’s CEO – Victor Oviedo

2024 was a transformative year for Investview—one marked by strategic discipline and a focused commitment to delivering long-term shareholder value. Aligned with our capital allocation priorities, we successfully reduced our outstanding debt by 10%, or $0.4 million, bringing it to $3.2 million by year-end. Simultaneously, we advanced our shareholder-focused strategy through a significant reduction in common stock by repurchasing and retiring approximately 474 million shares, a 20.3% decrease in issued and outstanding shares, at a blended 53% discount to the market.

These actions reflect our continued focus on building intrinsic value while enhancing capital structure efficiency. Importantly, even after executing these initiatives, we concluded the year with a strong cash position of $22.5 million, providing us with both the resilience and flexibility to pursue appropriate investment opportunities, should they arise, pursue strategic acquisitions, and fund the continued development of our platforms.

Further, the Company recently announced in March 2025 the launch of a $1 million share repurchase program, reaffirming its confidence in the long-term value of its business. This initiative reflects management’s belief that the current market price of its common stock does not accurately reflect the Company’s underlying strength and growth potential.

Despite a challenging macroeconomic environment and industry headwinds, Investview continues to demonstrate resilience, adaptability, and long-term vision across its dynamic portfolio of business units—including financial education, wellness product manufacturing, sustainable blockchain mining, and a soon-to-launch online trading platform.

As we look to the future, our aspirations are clear: scale our highest-potential business segments, maintain financial strength, and unlock new sources of value across our ecosystem.

Entering the Wellness Market with myLife Wellness and Renu Labs

Our entry into the over-the-counter health, beauty, and wellness market reflects a strategic step in broadening our platform and aligning with growing consumer demand in key wellness categories. This expansion began when our subsidiary, myLife Wellness Company (“myLife Wellness”), acquired the business of Renu Laboratories, Inc. (“Renu Labs”), a contract developer and manufacturer of both proprietary and non-proprietary health, beauty, and wellness products for third-party clients.

The acquisition provides a pathway for us to extend into consumer verticals with a focus on aesthetics, nutrition, and cognitive health areas that complement our broader long-term growth objectives.

In addition to myLife Wellness operating as a standalone platform, myLife Wellness also expects to be able to leverage retail, wholesale, and direct-to-consumer channels through collaboration with our affiliated business platform, iGenius, to promote and offer myLife wellness products to its global membership base and its customers, expanding reach and creating new revenue opportunities.

Since the acquisition, we have made targeted investments in Renu Labs’ technology, equipment, and team. These enhancements have already contributed to improved production capacity and operational efficiency, laying a solid foundation for continued growth and development in this space.

Positioned for a Breakout Year in 2025 and Beyond

As we move into 2025, Investview is looking to accelerate growth and drive innovation across all verticals. Our key priorities include:

Launching the Opencash trading platform
Expanding iGenius’ global distribution network
Investing in new products and technology
Pursuing strategic and synergistic acquisitions
Maintaining a strong cash position and balance sheet discipline
We remain cautiously optimistic as to the long-term value of Bitcoin mining, and we intend to take deliberate steps to stabilize operations until favorable conditions return to support the business expansion.

We enter 2025 with a clear vision, and a strong sense of purpose. Our leadership team is aligned around innovation, execution, and long-term value creation. With $22.5 million in cash, reduced debt, and a motivated team, we are anxious to pursue new opportunities and unlock shareholder value.”

At Investview, we are not just building for today—we are shaping a future defined by possibility. We believe the best is yet to come.

About Investview, Inc.

Investview, Inc., a Nevada corporation, operates a financial technology (FinTech) services company, offering several different lines of business, including a Financial Education and Technology business that delivers a series of products and services involving financial education, digital assets and related technology, through a network of independent distributors; and a Blockchain Technology and Crypto Mining Products and Services business, including leading-edge research, development and FinTech services involving the management of digital asset technologies with a focus on Bitcoin mining and the new generation of digital assets. In addition, we are planning to create a Brokerage and Financial Markets business within the investment management and brokerage industries by, among others, commercializing on a proprietary trading platform we acquired in September 2021. For more information on Investview, please visit: www.investview.com.

About Opencash Securities LLC

Brokerage services are provided by Opencash Securities LLC, a member of FINRA and SIPC. Options involve risk and are not suitable for all investors. Please review Characteristics and Risks of Standardized Options prior to engaging in options trading. Opencash Securities LLC does not provide investment advice. Please consult with investment, tax, or legal professionals before making any investment decisions. All investments involve risks, including the possible loss of capital. Check the background of this investment professional on BrokerCheck. Opencash Securities LLC is a wholly-owned subsidiary of Investview, Inc.

Forward-Looking Statement

All statements in this release that are not based on historical fact are “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Forward-looking statements, which are based on certain assumptions and describe our future plans, strategies, and expectations, can generally be identified by the use of forward-looking terms such as “believe,” “expect,” “may,” “should,” “could,” “seek,” “intend,” “plan,” “goal,” “estimate,” “anticipate” or other comparable terms. These forward-looking statements are based on Investview’s current beliefs and assumptions and information currently available to Investview and involve known and unknown risks, uncertainties and other factors which may cause the actual results, performance, or achievements of the Company to be materially different from any future results, performance or achievements expressed or implied by these forward-looking statements. Our forward-looking statements expect that we will ultimately be able to develop retail brokerage operations at Opencash, although it is currently in the pre-revenue and early stage of its operations. We plan to do this by, among others, investing the funds we believe are necessary to develop the infrastructure necessary to achieve retail operations. This includes, among others, the on-boarding of customer support personnel and software developers, the development and implementation of a marketing strategy, the securing of necessary securities clearing arrangements, and the continued development of the online Opencash trading platform and completing its integration with the proprietary algorithmic trading platform we acquired in September 2021. Despite our best efforts, there can be no assurance that we will be able to achieve these objectively on a timely basis, if at all, as the development of an early-stage securities brokerage business involves inherent regulatory and operational risks and uncertainties. Our forward-looking statements also assume that the curtailment in our hydroelectric energy supply will be addressed within the near term and will not continue to have a long-term negative impact on our Bitcoin mining operations, although we are unable to predict when our mining levels will return to pre-2024 levels. More information on potential factors that could affect Investview’s financial results is included from time to time in Investview’s public reports filed with the U.S. Securities and Exchange Commission, including the Company’s most recent Annual Report on Form 10-K, Quarterly Reports on Form 10-Q, and Current Reports on Form 8-K. The forward-looking statements made in this release speak only as of the date of this release, and Investview, Inc. assumes no obligation to update any such forward-looking statements to reflect actual results or changes in expectations, except as otherwise required by law.

Investor Relations
Contact: Ralph R. Valvano
Phone Number: 732.889.4300
Email: pr@investview.com

Reconciliation of Gross Revenue to Net Revenue (unaudited)

As used in this report, Gross Revenues are not a measure of financial performance under United States Generally Accepted Accounting Principles (“GAAP”). Gross Revenues are presented as they are used by management to understand the total revenue before certain items such as refunds, incentives, credits, chargebacks and amounts paid to third party providers. The non-GAAP Gross Revenue measure is a supplement to the GAAP financial information. A reconciliation between Gross Revenue (non-GAAP) and Net Revenue is presented in the table below.

Gross Revenue (non-GAAP) to Net Revenue reconciliation for the twelve months ended December 31, 2024 is as follows:

	Membership revenue			Mining revenue		Health and wellness product sales			Other Revenue		Total
Gross billings/receipts	$	50,086,839		$	5,186,606	$	110,856		$	23,404	$	55,407,705
Refunds, incentives, credits, and chargebacks		(3,025,549	)		–		(185	)		–		(3,025,734	)
Net revenue	$	47,061,290		$	5,186,606	$	110,671		$	23,404	$	52,381,971

Gross Revenue (non-GAAP) to Net Revenue reconciliation for the twelve months ended December 31, 2023 is as follows:

	Membership Revenue			Cryptocurrency Revenue			Mining Revenue		Miner Repair Revenue		Total
Gross billings/receipts	$	60,516,836		$	990,785		$	11,348,156	$	23,378	$	72,879,156
Refunds, incentives, credits, and chargebacks		(4,480,784	)		–			–		–		(4,480,784	)
Amounts paid to supplier		–			(477,500	)		–		–		(477,500	)
Net revenue	$	56,036,052		$	513,285		$	11,348,156	$	23,378	$	67,920,871

The MIL Network –

April 1, 2025

MIL-OSI: authID Announces Pricing of Approximately $8,150,000 Million Registered Direct Offering

Source: GlobeNewswire (MIL-OSI)

DENVER, March 31, 2025 (GLOBE NEWSWIRE) — authID Inc. (NASDAQ: AUID) (“authID” or the “Company”), a leading provider of biometric identity verification and authentication solutions, today announced it has entered into a definitive agreement with investors to sell approximately 1,811,111 shares of its common stock (the “Shares”) and/or Pre-Funded Warrants (the “Pre-Funded Warrants”), pursuant to a registered direct offering (the “Registered Direct Offering”). The purchase price for one Share or Pre-Funded Warrant will be $4.50, (each Pre-Funded Warrant will be exercisable into one share of common stock). The aggregate gross proceeds from the Offering are expected to be approximately $8,150,000 million before deducting placement agent fees and other offering expenses.

The closing of the Registered Direct Offering is expected to occur on or about April 1, 2025, subject to the satisfaction of customary closing conditions.

Dominari Securities LLC and Madison Global Partners, LLC, acted as Co-Placement Agents for the offering.

Upon closing of this Registered Direct Offering, an Advisory Board will be created, comprising of the following advisors, each having extensive experience in different industry and government sectors where authID’s biometric identity solutions can address critical needs.

Eric Swider served as the CEO of Digital World Acquisition Corp. (NASDAQ: DWAC) which merged with Trump Media and Technology Group (NASDAQ: DJT), bringing the company public. He currently sits on the public board of the combined company. Mr. Swider founded Renatus Advisors and has been serving as the Managing Partner of Renatus LLC since June 2016. He is also the co-founder and CEO of Rubidex, a company providing data security through decentralized data storage and blockchain technology.

Eric Swider said “I am thrilled to participate as both an advisor and investor in authID. Biometrics will continue to play an increasingly important role as technology evolves and AI is relied upon. AuthID has a biometric authentication platform proven to provide value beyond the standard participants in this market. I believe there is an opportunity for the company to benefit from these advantages.”

“Rubidex is a company providing an evolution in data security through decentralized data storage combined with the protection of blockchain technology, I know firsthand the value authID’s biometric PrivacyKey technology offers. I look forward to leveraging both Rubidex’s customers and my other business relationships to help accelerate adoption and growth in the market,” added Swider.

Donald Nitti is the Founder and Chief Investment Officer of Chroma Ventures, where he has spent over a decade investing in leading technology companies across enterprise, data, and consumer sectors. Some of his notable early and growth-stage pre-IPO investments include Palantir, DigitalOcean, Lyft, Alibaba, and Rubrik. He is also an investor in forward-looking companies such as Apptronik and Radiant Nuclear.

“I’m incredibly excited to work with the authID management team for years to come. Their technology is truly best-in-class and represents a powerful solution for a wide range of companies. Beyond Chroma’s internal network, I believe many of our co-investment partners will recognize the value that authID brings and will seriously consider how to integrate their solutions across their portfolio companies as well”, said Nitti.

Mr. Kyle Wool, President of Dominari Holdings Inc. (NASDAQ: DOMH) commented, “My firm is committed to making American companies great, and Dominari Holdings is proud to be the lead placement agent for a company that protects American citizens, especially our youth, from deep fake technologies. Dominari Securities, our wholly owned Investment Bank, acted as lead placement agent on this important transaction to assist authID in advancing its mission of protecting users by quickly and accurately verifying user’s identity and preventing cybercriminals from taking over accounts. We appreciate the assistance provided by our Board of Advisors on the transaction, who offered keen insight on the deal. Our goal is to build great American companies. We are proud to add authID to that list.”

“The addition of our newly appointed prominent advisors Eric Swider and Donald Nitti is a pivotal moment for our company as it expands authID’s presence by bringing extensive experience and expertise in government and private sector markets opening new opportunities for our industry leading biometric authentication solutions,” said Rhon Daguro, CEO of authID. Our mission is to eliminate fraud and stop account take overs driven by deep fakes. We are extremely pleased to have Kyle Wool and Dominari Holdings assisting us in achieving our goal.

authID intends to use the net proceeds for working capital and general corporate purposes.

The Shares offered in the Registered Direct Offering are being offered by the Company pursuant to a shelf registration statement (Registration No. 333-283580) filed with the Securities and Exchange Commission (the “SEC”) and declared effective by the SEC on December 13, 2024. The offering is being made only by means of a prospectus supplement and accompanying prospectus. A prospectus supplement and accompanying prospectus relating to the Registered Direct Offering will be filed with the SEC and, when available, may be obtained for free on the SEC’s website located at http://www.sec.gov. Electronic copies of the final prospectus supplement and accompanying prospectus relating to the Registered Direct offering may be obtained by contacting Madison Global Partners, LLC, Attention: David S. Kaplan, 350 Motor Parkway, Suite 205, Hauppauge, NY 11788, by email at info@madisonglobalpartners.com, or by telephone at (646) 690-0330.

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

About authID Inc.

authID (Nasdaq: AUID) ensures enterprises “Know Who’s Behind the Device™” for every customer or employee login and transaction through its easy-to-integrate, patented biometric identity platform. authID quickly and accurately verifies a user’s identity and eliminates any assumption of ‘who’ is behind a device to prevent cybercriminals from compromising account openings or taking over accounts. Combining secure digital onboarding, biometric authentication, and account recovery with a fast, accurate, user-friendly experience, authID delivers biometric identity processing in 700ms. With our ground-breaking PrivacyKey Solution, authID delivers all the benefits of biometric identity verification, with a 1-to-1-billion false match rate, while storing no biometric data. Binding a biometric root of trust for each user to their account, authID stops fraud at onboarding, detects and stops deepfakes, prevents account takeover, eliminates password risks and costs, and provides the fastest, most frictionless, and most accurate user identity experience demanded by today’s digital ecosystem. Contact us to discover how authID can help your organization secure your workforce or consumer applications against identity fraud, cyberattacks, and account takeover.

For more information, please visit authid.ai.

Media Contacts

NextTech Communications
Walter Fowler
1-631-334-3864
wfowler@nexttechcomms.com

Investor Relations Contacts
Investor-Relations@authid.ai

Gateway Group, Inc.
Alex Thompson
1-949-574-3860
AUID@gateway-grp.com

Cautionary Statement Regarding Forward-Looking Statements:

This Press Release includes “forward-looking statements.” All statements other than statements of historical facts included herein are forward-looking statements. Actual results may vary materially from the results anticipated by these forward-looking statements as a result of a variety of risk factors. See the Company’s Annual Report on Form 10-K for the Fiscal Year ended December 31, 2024, filed at www.sec.gov and other documents filed with the SEC for risk factors which investors should consider. These forward-looking statements speak only as to the date of this release and cannot be relied upon as a guide to future performance. authID expressly disclaims any obligation or undertaking to disseminate any updates or revisions to any forward-looking statements contained in this release to reflect any changes in its expectations with regard thereto or any change in events, conditions, or circumstances on which any statement is based.

The MIL Network –

April 1, 2025
MIL-OSI Global: 23% of South Africa’s children suffer from severe hunger: we tested some solutions – experts
Source: The Conversation – Africa – By Leila Patel, Professor of Social Development Studies, University of Johannesburg

A 2024 Unicef report found that 23% of South African children experience severe food poverty, eating less than two of the recommended five food groups per day. Unemployment, food insecurity, limited access to basic services and a lack of knowledge about nutrition all contribute to this. The lead researcher of this multidisciplinary study, Leila Patel, and collaborating researchers Matshidiso Sello and Sadiyya Haffejee suggest ways to tackle this dire situation.

What’s in place to protect children from poverty?

Since a call for prioritising the needs of children was adopted by the Mandela government in 1994, much progress has been made in expanding access to education, to immunisations, other primary healthcare services and social grants. Just over 13 million children now receive a child support grant. This has reduced child hunger rates from the high levels seen during the apartheid and immediate post-apartheid eras.

But the grant doesn’t get to all the children who qualify for it. Around 17.5% of eligible children still don’t receive it. Reasons include a lack of proper documentation, lack of awareness of eligibility criteria and insufficient outreach by government agencies to reach vulnerable populations.

Also, the grant isn’t close enough to the food poverty line, which is R796 (about US$43) per month per person based on the daily energy intake that a person needs. From 1 April 2025, the child support grant will increase to R560 (about US$30) per month per child.

Secondly, although school feeding schemes are in place, many children fall outside the net. Close to 10 million children in low income communities in South Africa have access to a school lunch via the National School Nutrition Programme. This programme is an excellent intervention which improves the health of children. However, in 2024, about a quarter of the children who are eligible did not receive school meals. Some of the reasons are procurement issues, funding delays, problems with provisioning, and the impact of the COVID-19 pandemic, when school feeding ceased. Uptake has recovered to some extent but there is a need to improve the quality and effectiveness of the school feeding programme to improve nutritional outcomes.

You designed a system to help alleviate child poverty: what did it involve?

The South African Research Chairs Initiative and the Centre for Social Development in Africa at the University of Johannesburg implemented a study to strengthen social and care systems across health, education and social development. The project, which was started in 2020, involved tracking early grade learners and their caregivers in Johannesburg over a three-year period, looking at their health, material circumstances, food security, educational performance and mental health. Our research revealed a concerning picture of child hunger in Johannesburg, Africa’s wealthiest city.

The number of children in our study who went to bed hungry in the past week decreased from 13.7% in 2020 to 4.9% in 2022. Zero hunger was achieved in 2021 but it increased again in 2022 due to broader economic pressures like rising food prices and unemployment. While stunting rates showed a slight downward trend over the three years (from 13.5% in 2020 to 11.1% in 2022), we observed worrying increases in wasting, a severe form of malnutrition (from 5.6% in 2020 to 20.3% in 2022), and underweight (from 5.6% in 2020 to 11.4% in 2022).

Increases in wasting may be due to the COVID-19 pandemic and slow economic recovery. Nevertheless, the fluctuating figures underscore the complex interplay of factors contributing to severe child hunger.

The teams who worked on the project – called the Community of Practice intervention – set about creating a tighter, more supportive net around children experiencing severe and moderate risk. This integrated approach brought together government agencies, NGOs, schools, social workers, families and community leaders, to build sustainable solutions for child wellbeing.

The focus was on strengthening existing systems and fostering collaboration to ensure that children’s needs were identified and addressed effectively. On average, 157 children were reached each year over a three year period.

Read more:
COVID-19 has hurt some more than others: South Africa needs policies that reflect this

What did you find?

Several promising practices emerged from the collaborations, demonstrating the potential for positive change. These included:
- Strengthening school nutrition programmes by improving the quality and consistency of meals received and providing nutrition education through radio and WhatsApp messaging. More children had access to school meals.
- Tailored interventions: The team conducted screenings to assess the needs of children and their families. Children requiring specific interventions were referred to appropriate services such as child protection services and grants. Caregivers facing mental health challenges were connected to psychosocial support services, and families experiencing hunger were provided with food parcels by NGOs. Providing food top-ups for children resulted in zero hunger in the second year of the pandemic.
The number of children experiencing learning and social and emotional difficulties decreased between 2020 and 2022. Access to food and nutrition improved, higher vaccination rates were achieved and caregivers were more responsive to their health needs.

What does this tell you about what needs to change?

A significant barrier in addressing severe child poverty is the fragmentation of services across the Departments of Health, Basic Education and Social Development. Since the departments run standalone programmes, the synergies between the different social systems are not optimised. Children and their families who need additional support are often referred to the appropriate services, but there is poor follow-up.

The Integrated School Health Policy of 2012 makes provision for better coordination between these departments. But implementation has been uneven and poor in some instances. Improving and strengthening these inter-connected social systems of service provision across government departments is critical to improving child food poverty outcomes.

While managing food inflation, economic growth, job creation, and reduced inequality are important longer-term goals, immediate interventions are essential to address severe child food poverty. Failure to do so will compromise school progression and delay their overall health and social wellbeing. Simply improving economic indicators will not automatically translate to food on the table for every child; targeted interventions are vital.

Ending severe child hunger in South Africa demands a comprehensive and coordinated response, involving government, NGOs, community organisations, schools, and families themselves.

Leila Patel receives funding from the National Research Foundation for the Communities of Practice (CoP) study for social systems strengthening for better child wellbeing outcomes.

Matshidiso Valeria Sello receives funding from the Centre of Excellence in Human Development for a project on Household Economic Shocks.

Sadiyya Haffejee receives funding from the National Research Foundation.

– ref. 23% of South Africa’s children suffer from severe hunger: we tested some solutions – experts – https://theconversation.com/23-of-south-africas-children-suffer-from-severe-hunger-we-tested-some-solutions-experts-252566
MIL OSI – Global Reports –
April 1, 2025
MIL-OSI Africa: 23% of South Africa’s children suffer from severe hunger: we tested some solutions – experts
Source: The Conversation – Africa – By Leila Patel, Professor of Social Development Studies, University of Johannesburg

A 2024 Unicef report found that 23% of South African children experience severe food poverty, eating less than two of the recommended five food groups per day. Unemployment, food insecurity, limited access to basic services and a lack of knowledge about nutrition all contribute to this. The lead researcher of this multidisciplinary study, Leila Patel, and collaborating researchers Matshidiso Sello and Sadiyya Haffejee suggest ways to tackle this dire situation.

What’s in place to protect children from poverty?

Since a call for prioritising the needs of children was adopted by the Mandela government in 1994, much progress has been made in expanding access to education, to immunisations, other primary healthcare services and social grants. Just over 13 million children now receive a child support grant. This has reduced child hunger rates from the high levels seen during the apartheid and immediate post-apartheid eras.

But the grant doesn’t get to all the children who qualify for it. Around 17.5% of eligible children still don’t receive it. Reasons include a lack of proper documentation, lack of awareness of eligibility criteria and insufficient outreach by government agencies to reach vulnerable populations.

Also, the grant isn’t close enough to the food poverty line, which is R796 (about US$43) per month per person based on the daily energy intake that a person needs. From 1 April 2025, the child support grant will increase to R560 (about US$30) per month per child.

Secondly, although school feeding schemes are in place, many children fall outside the net. Close to 10 million children in low income communities in South Africa have access to a school lunch via the National School Nutrition Programme. This programme is an excellent intervention which improves the health of children. However, in 2024, about a quarter of the children who are eligible did not receive school meals. Some of the reasons are procurement issues, funding delays, problems with provisioning, and the impact of the COVID-19 pandemic, when school feeding ceased. Uptake has recovered to some extent but there is a need to improve the quality and effectiveness of the school feeding programme to improve nutritional outcomes.

You designed a system to help alleviate child poverty: what did it involve?

The South African Research Chairs Initiative and the Centre for Social Development in Africa at the University of Johannesburg implemented a study to strengthen social and care systems across health, education and social development. The project, which was started in 2020, involved tracking early grade learners and their caregivers in Johannesburg over a three-year period, looking at their health, material circumstances, food security, educational performance and mental health. Our research revealed a concerning picture of child hunger in Johannesburg, Africa’s wealthiest city.

The number of children in our study who went to bed hungry in the past week decreased from 13.7% in 2020 to 4.9% in 2022. Zero hunger was achieved in 2021 but it increased again in 2022 due to broader economic pressures like rising food prices and unemployment. While stunting rates showed a slight downward trend over the three years (from 13.5% in 2020 to 11.1% in 2022), we observed worrying increases in wasting, a severe form of malnutrition (from 5.6% in 2020 to 20.3% in 2022), and underweight (from 5.6% in 2020 to 11.4% in 2022).

Increases in wasting may be due to the COVID-19 pandemic and slow economic recovery. Nevertheless, the fluctuating figures underscore the complex interplay of factors contributing to severe child hunger.

The teams who worked on the project – called the Community of Practice intervention – set about creating a tighter, more supportive net around children experiencing severe and moderate risk. This integrated approach brought together government agencies, NGOs, schools, social workers, families and community leaders, to build sustainable solutions for child wellbeing.

The focus was on strengthening existing systems and fostering collaboration to ensure that children’s needs were identified and addressed effectively. On average, 157 children were reached each year over a three year period.

Read more: COVID-19 has hurt some more than others: South Africa needs policies that reflect this

What did you find?

Several promising practices emerged from the collaborations, demonstrating the potential for positive change. These included:
- Strengthening school nutrition programmes by improving the quality and consistency of meals received and providing nutrition education through radio and WhatsApp messaging. More children had access to school meals.
- Tailored interventions: The team conducted screenings to assess the needs of children and their families. Children requiring specific interventions were referred to appropriate services such as child protection services and grants. Caregivers facing mental health challenges were connected to psychosocial support services, and families experiencing hunger were provided with food parcels by NGOs. Providing food top-ups for children resulted in zero hunger in the second year of the pandemic.
The number of children experiencing learning and social and emotional difficulties decreased between 2020 and 2022. Access to food and nutrition improved, higher vaccination rates were achieved and caregivers were more responsive to their health needs.

What does this tell you about what needs to change?

A significant barrier in addressing severe child poverty is the fragmentation of services across the Departments of Health, Basic Education and Social Development. Since the departments run standalone programmes, the synergies between the different social systems are not optimised. Children and their families who need additional support are often referred to the appropriate services, but there is poor follow-up.

The Integrated School Health Policy of 2012 makes provision for better coordination between these departments. But implementation has been uneven and poor in some instances. Improving and strengthening these inter-connected social systems of service provision across government departments is critical to improving child food poverty outcomes.

While managing food inflation, economic growth, job creation, and reduced inequality are important longer-term goals, immediate interventions are essential to address severe child food poverty. Failure to do so will compromise school progression and delay their overall health and social wellbeing. Simply improving economic indicators will not automatically translate to food on the table for every child; targeted interventions are vital.

Ending severe child hunger in South Africa demands a comprehensive and coordinated response, involving government, NGOs, community organisations, schools, and families themselves.

– 23% of South Africa’s children suffer from severe hunger: we tested some solutions – experts
– https://theconversation.com/23-of-south-africas-children-suffer-from-severe-hunger-we-tested-some-solutions-experts-252566

MIL OSI Africa –
April 1, 2025
MIL-OSI Security: NATO Aviation Committee meets in New Zealand to discuss future cooperation on air activities

Source: NATO

The NATO Aviation Committee was hosted by the Royal New Zealand Air Force in Christchurch, on 18-20 March 2025. This was the first time a NATO senior policy level committee met in the Indo-Pacific region, and a demonstration of NATO’s commitment to boosting cooperation with its four Indo-Pacific partners (Australia, Japan, New Zealand, and the Republic of Korea).

Over 100 participants – including from partner countries and international organisations – shared views on the challenges faced by the military aviation of Allied and partner countries, and on the prospects of enhanced resilience, interoperability and civil-military cooperation.

In the margins of the meeting, a NATO Industry Seminar brought together senior civil and military officials and industry leaders from the region, to better understand the strategic importance of aviation and space capabilities, share lessons learned, and enhance the safe development of cutting-edge commercial innovation. NATO officials also engaged with government officials and representatives of local universities to discuss NATO’s relations with New Zealand.

In the current context of increasing geopolitical competition, NATO and New Zealand have been strengthening their relations to address shared security challenges and to contribute to defending international law. They also cooperate as part of NATO’s broader relations with its partners in the Indo-Pacific region. New Zealand has made valuable contributions to NATO-led operations and missions for many years, and in support to Ukraine – including through the NATO Security Assistance and Training for Ukraine (NSATU) – following Russia’s full-scale invasion of Ukraine.

“The Euro-Atlantic region and the Indo-Pacific region are closely interlinked; we have had historic links for decades, and currently we face many of the same security challenges, and share the same values and the same strong interest in protecting international law,” NATO’s Assistant Secretary General for Defence Investment, Taja Jaakkola highlighted. “Let me be clear: this is not about NATO going to the region. NATO is and will remain a regional alliance whose aim is to protect its own region – North America and Europe; but we need to have a global outlook, and we see our partnerships with countries in the Indo-Pacific region as key in the current context; we have had closer dialogue in the last three NATO Summits with the leaders of Australia, Japan, the Republic of Korea and New Zealand; this dialogue is very important to better understand the challenges we face in our respective regions, and share best practices about how we deal with them,” she underscored.

“NATO is a longstanding and likeminded security partner for New Zealand; our enduring partnership is key to providing the doctrine, tactics, training and procedures that underpin the New Zealand Defence Force’s interoperability with key partners; the finalisation last year of the New Zealand NATO Individually Tailored Partnership Programme demonstrates our intent to continue partnering with the Alliance on shared security challenges, including emerging disruptive technologies, cyber defence, industrial cooperation and climate change,” said New Zealand’s Associate Minister of Defence, Chris Penk. “With the launch last year of the ‘New Zealand Space and Advanced Aviation Strategy’ New Zealand aims to have an aviation regulatory environment that supports innovation while maintaining safety and protecting our national interests, including national security and New Zealand’s foreign policy interests; this strategy will support the growth and development of New Zealand’s space and advanced aviation sectors, with a view to New Zealand becoming an even greater hub of space and aviation activity,” he added.

The Aviation Committee advises the North Atlantic Council on a “Total System Approach to Aviation (TSAA)” in support of NATO’s core tasks (collective deterrence and defence, crisis prevention and management, and cooperative security). It contributes to making Allied air activities more effective and to mitigate hazards, safety and security risks to air activities. It is NATO’s primary forum for the engagement of international aviation organisations and institutions at the policy and technical levels.

MIL Security OSI –

April 1, 2025
MIL-OSI Africa: Oando PLC Joins Afreximbank’s AfrexInsure Portfolio
Source: Africa Press Organisation – English (2) – Report:

CAIRO, Egypt, March 31, 2025/APO Group/ —

AfrexInsure, the wholly-owned Specialty Insurance Subsidiary of African Export-Import Bank (“Afreximbank” or the “Bank”) (www.Afreximbank.com), has announced its onboarding of Oando PLC as one of its strategic clients, further strengthening the business relationship between Oando PLC and the Bank.

With Oando on board its clientele portfolio, this new development aligns with Afreximbank’s financial support to the company, with critical risk management solutions, ensuring that the Bank’s investment in Oando PLC’s operations in Nigeria is safeguarded through tailored Specialty Insurance Solutions. By mitigating operational and geopolitical risks, the collaboration would enhance Oando’s resilience, promote sustainable energy development and reinforce Afreximbank’s commitment to economic growth and regional stability in the trade ecosystem.

Commenting on the partnership, Jonas Mushosho, CEO and Principal Officer of AfrexInsure, said: “This strategic collaboration between Oando and AfrexInsure will help promote local content in Africa’s oil and gas sector. The collaboration, which also underscores a shared commitment aimed at fostering economic empowerment and contributing to the sustainable development of Africa’s natural resources, will also strengthen the African insurance sector by retaining premium flows within the continent and fostering Africa’s financial sustainability.”

Mr. Mushosho, who noted that Oando PLC and Afreximbank had established a significant business relationship aimed at enhancing trade development in Africa’s energy sector, added that, many multinationals doing business in Africa face high levels of risk in the current volatile and uncertain environment. Greater availability of affordable trade and trade related specialty insurance solutions could mitigate those risks and encourage firms to engage in enhanced industrialisation and export development activities. “This win by AfrexInsure shows how we are supporting the growth of trade and development in Africa by providing required Insurance management services, giving investors the confidence to make investments in Africa. By using African securities, specialty insurance premiums raised in Africa are retained on the continent and are used to contribute to its overall trade and economic development,” he said.

Commenting on this announcement, Wale Tinubu CON, Group Chief Executive, Oando PLC, said: “We have a longstanding relationship with Afreximbank where we have seen the Bank support our vision for energy in Africa, not only with essential financing but also with invaluable guidance and advisory support. Following our recent acquisition, a tailored risk identification and mitigation approach is paramount. We are confident that our collaboration with AfrexInsure will provide the necessary oversight to ensure both the adequacy and comprehensiveness of our risk management strategy.”

Afreximbank’s partnership with Oando has included a pivotal role in financing the company’s strategic initiatives in Nigeria’s oil and gas sector, including:
- Facilitating a US$650-million financing for Oando PLC’s acquisition of Nigerian Agip Oil Company Assets in August 2024, which is expected to enhance Oando’s production capacity from 20,000 to 100,000 barrels of oil equivalent per day, boosting Nigeria’s oil output and economic growth; and
- Oando PLC’s June 2024 participation, through its Oando Trading subsidiary (“Oando Trading”), in Project Gazelle, the US$3.3-billion structured crude oil-backed finance facility sponsored by the Nigerian National Petroleum Company Limited, in which Oando Trading contributed US$550 million to a US$925-million accordion facility arranged by Afreximbank.
Established by Afreximbank, AfrexInsure provides specialty insurance products to ensure that right-fit insurance solutions are secured for African clients. The subsidiary provides comprehensive and tailored solutions that secure assets owned by clients and that meet bankability requirements of project funders. It draws on expertise, personalized approach and market knowledge to guarantee that Intra-African Trade Champions and multinationals receive value from programmes backed by top rated insurers capable of paying claims.

By placing its programme with pan-African (re)insurers and strong local underwriters, AfrexInsure achieves the retention of premiums in Africa, making it possible for such funds to be invested on the continent where African businesses can access them at lower cost.

MIL OSI Africa –
April 1, 2025
MIL-OSI: iRhythm Unveils New Real-World Data at ACC.25 Demonstrating the Benefits of Zio® Long-Term Continuous Monitoring for Arrhythmia Detection
Source: GlobeNewswire (MIL-OSI)

SAN FRANCISCO, March 31, 2025 (GLOBE NEWSWIRE) — iRhythm Technologies, Inc. (NASDAQ:IRTC) today announced results from two large real-world retrospective analyses presented at the American College of Cardiology (ACC) 2025 Scientific Sessions in Chicago, IL. Drawing on data from more than 1.1 million patients who used iRhythm’s Zio^® long-term continuous monitoring (LTCM) ECG devices, these studies demonstrate that short-term (24–48-hour) monitoring, such as with Holter devices, fails to detect a significant proportion of actionable arrhythmias—even in patients reporting “daily symptoms”—and that Symptom–Rhythm Correlation (SRC) is notably low for most arrhythmias, underscoring that selection of monitoring duration based on the frequency of symptoms alone can lead to undetected (missed) actionable¹ arrhythmias. Together, these findings highlight the benefits of Zio^® long-term continuous monitoring (LTCM)² and the limitations in 24–48-hour Holter monitoring still prevalent in current clinical practices and payer policies.

Zio LTCM “Daily Symptoms” Study: Gaps in Short-Term Holter Monitoring
- 64% Undetected in the First 48 Hours: Among daily-symptom patients—those with daily or greater symptom frequency— diagnosed with actionable arrhythmias, nearly two-thirds went undetected through two days monitoring—indicating that 24–48-hour monitoring, such as with Holter, would have failed to detect them.
- Higher Yield for Non-Daily Symptom Patients: Non-daily symptom patients—those with symptoms occurring with a frequency less than once per day—had an 80.9% arrhythmia yield versus 69.1% in daily-symptom patients, demonstrating that greater symptom frequency does not necessarily reflect increased arrhythmia burden.
- Mean Time to First Episode Exceeds 48 Hours: Across all arrhythmia types, the mean time to the first detected episode was greater than 48 hours—regardless of symptom frequency—underscoring the limitations of short-term monitoring.
Zio LTCM “Symptom–Rhythm Correlation (SRC)” Study: Symptoms Alone Are Unreliable
- Less Than 20% Correlation: In most arrhythmia types, fewer than one in five patients in the analysis documented a symptom coinciding with an arrhythmic episode. Symptom-rhythm correlation was higher for patients reporting daily vs. non-daily symptoms.
- AF Often Asymptomatic: Even for atrial fibrillation (AF)—the most commonly symptomatic arrhythmia—over half of all cases were asymptomatic.
- Serious Arrhythmias Frequently Not Correlated with Symptoms: Ventricular tachycardia, AV block, and significant pauses were frequently detected by Zio LTCM without patient-reported symptoms, suggesting that selection of monitor duration should not be based on symptom frequency alone, and that long-term continuous monitoring may offer advantages over other monitoring types with shorter duration or those which rely on patient triggered events to initiate recording.
“These findings challenge the long-held assumption that frequent symptoms justify short-duration monitoring,” said Mintu Turakhia, MD, iRhythm Chief Medical and Scientific Officer and EVP of Product Innovation. “They reinforce the limitations of Holter-duration monitoring and highlight the value of Zio long-term continuous monitoring up to 14 days. Once again, iRhythm’s real-world data are contributing evidence that can help guide both clinical practice and payer policy.”

Arrhythmias: A Growing Burden for Patients and Health Systems

Up to five percent of the general population—around 16 million Americans—experience arrhythmias,³ in which the heart may beat too quickly, too slowly, or sporadically. If left untreated, certain arrhythmias can damage the heart, brain, or other organs⁴ and increase the risk of stroke or death.⁵^,⁶^,⁷ Beyond these clinical concerns, the financial toll of undiagnosed arrhythmias is substantial. It’s estimated that undiagnosed atrial fibrillation alone costs the U.S. $3 billion per year,⁸ while heart failure costs could reach $70 billion by 2030.⁹ Taken together, these figures illustrate both the clinical urgency and health-economic rationale for long-term continuous monitoring.

Implications for Clinical Care and Payer Policy

While 24–48-hour Holter monitoring is widely used in current clinical practice and historically supported by payer policies—especially for patients reporting daily symptoms—these new findings indicate that 64% of daily-symptom patients with actionable arrhythmias remain undetected following the first 48 hours of monitoring, which could lead to missed diagnoses and delayed care. In contrast, Zio LTCM provides uninterrupted, continuous monitoring for up to 14 days, enabling more accurate and timely detection of actionable arrhythmias. The Cardiac Ambulatory Monitor EvaLuation of Outcomes and Time to Events (CAMELOT) study, published in the American Heart Journal, further demonstrated that Zio LTCM service had the highest yield of specified arrhythmia diagnosis and the lowest likelihood of repeat testing compared to all other monitoring services.¹⁰^,¹¹^,¹²^,¹³ As healthcare systems increasingly adopt value-based care models, extending monitoring beyond 48 hours can improve patient outcomes, reduce missed diagnoses, and help contain healthcare resource utilization.

New Data Add to iRhythm’s Clinical Evidence Base for LTCM

These new data build on iRhythm’s comprehensive clinical evidence program, encompassing more than 125 original research manuscripts,¹⁴ insights derived from over 2 billion hours of curated heartbeat data¹⁵ and more than 10 million patient reports posted since the company’s inception—underscoring the company’s ongoing commitment to expanding evidence that supports improved patient outcomes.

About the iRhythm Studies Presented at ACC.25

“Arrhythmias in Patients with Daily vs. Non-Daily Symptoms Undergoing Long-Term Continuous Patch ECG Monitoring”

Holter monitoring of 24-48 hours remains in common use for patients with frequent or daily symptoms based on clinician or payer preferences. This retrospective cohort study sought to determine the percentage of arrhythmias detected by LTCM before and after 48 hours of monitoring in patients with daily (≥ 1/day) and non-daily (<1/day) symptoms. Researchers compared yield in patients ≥18 years prescribed a Zio^® monitor or Zio® XT LTCM worn for >7 to 14 days from June 2023 to July 2024. These devices include a patient-activated button to document symptomatic episodes. Symptom frequency was measured as button presses/day and stratified by daily (≥1/day) or non-daily (<1/day). ECG data was analyzed via a deep-learned AI algorithm and confirmed by cardiographic technicians. Nearly two thirds (64%) of daily-symptom patients with actionable arrhythmias were undetected in the first 48 hours and the man time to first detected arrhythmia was >48 hours for all arrhythmia types, regardless of symptom frequency, suggesting that Holter (<48 hour) may be inadequate even for these patients.

“Symptom-Rhythm Correlation Patterns in Patients Undergoing Ambulatory ECG Monitoring: Analysis of Over 1 Million Patients”

Symptoms are the most common indication for ambulatory cardiac monitoring, yet Symptom–Rhythm Correlation (SRC) has not been well described across various arrhythmias. Researchers assessed SRC in patients ≥18 years who wore a Zio^® monitor or Zio^® XT LTCM for >7 to 14 days between June 2023 and July 2024. These devices include a patient-activated button to mark symptomatic episodes, and episodes within ±45 seconds of a recorded arrhythmia were considered rhythm-correlated. ECG data was analyzed via a deep-learned AI algorithm and confirmed by cardiographic technicians. Atrial fibrillation (AF) and ectopic beats were the rhythms most-correlated with patient symptoms. Overall symptom-rhythm correlation was low (i.e., <20% for most rhythms), but higher for patients with Daily Symptoms than Non-Daily Symptoms.

About iRhythm Technologies
iRhythm is a leading digital health care company that creates trusted solutions that detect, predict, and prevent disease. Combining wearable biosensors and cloud-based data analytics with powerful proprietary algorithms, iRhythm distills data from millions of heartbeats into clinically actionable information. Through a relentless focus on patient care, iRhythm’s vision is to deliver better data, better insights, and better health for all. To learn more, please visit https://www.irhythmtech.com/.

Media Contact
Kassandra Perry
irhythm@highwirepr.com

Investor Contact
Stephanie Zhadkevich
investors@irhythmtech.com

¹ Actionable Arrhythmias defined as Atrial Fibrillation ≥30 sec, Supraventricular Tachycardia ≥90 bpm & ≥30s, Ventricular Tachycardia ≥100 bpm & ≥4 beats, any Ventricular Fibrillation, Pause ≥3 sec, and/or Atrioventricular Block (any 2nd Degree or Complete Heart Block).
² The Zio monitor is a prescription-only, single-use ECG monitor that continuously records data for up to 14 days. It is indicated for use on patients who may be asymptomatic or who may suffer from transient symptoms such as palpitations, shortness of breath, dizziness, lightheadedness, pre-syncope, syncope, fatigue, or anxiety.
³ Desai et al. Arrhythmias. In: StatPearls. Treasure Island (FL): StatPearls Publishing; June 5, 2023. https://pubmed.ncbi.nlm.nih.gov/32644349/
⁴ National Heart, Lung, and Blood Institute. Arrhythmias – What Is an Arrhythmia? www.nhlbi.nih.gov. Published March 24, 2022. Accessed April 25, 2024. https://www.nhlbi.nih.gov/health/arrhythmias
⁵ Ataklte et al. Meta-analysis of ventricular premature complexes and their relation to cardiac mortality in general populations. The American Journal of Cardiology. 2013;112(8):1263-1270. doi:10.1016/j.amjcard.2013.05.065
⁶ Lin et al. Long-term outcome of non-sustained ventricular tachycardia in structurally normal hearts. PLOS ONE. 2016;11(8). doi:10.1371/journal.pone.0160181
⁷ Wolf et al. Atrial fibrillation as an independent risk factor for stroke: The Framingham Study. Stroke. 1991;22(8):983-988. doi:10.1161/01.str.22.8.983
⁸ Turakhia et al. Economic Burden of Undiagnosed Nonvalvular Atrial Fibrillation in the United States. The American Journal of Cardiology. 2015;116(5):733-739. doi:https://doi.org/10.1016/j.amjcard.2015.05.045
⁹ Heidenreich et al. Forecasting the Impact of Heart Failure in the United States: A Policy Statement From the American Heart Association. Circulation: Heart Failure. 2013;6(3):606-619. doi:https://doi.org/10.1161/hhf.0b013e318291329a
¹⁰ Reynolds et al. Comparative effectiveness and healthcare utilization for ambulatory cardiac monitoring strategies in Medicare beneficiaries. Am Heart J. 2024;269:25–34. https://doi.org/10.1016/j.ahj.2023.12.002
¹¹ A specified arrhythmia refers to an arrhythmia encounter diagnosis as per Hierarchical Condition Categories (HCC) 96.

¹² Based on previous generation Zio XT device data. Zio monitor utilizes the same operating principles and ECG algorithm. Additional data on file.
¹³ Zio LTCM service refers to Zio XT and Zio monitor service.
¹⁴ Data on file. iRhythm Technologies, 2025.
¹⁵ Data on file. iRhythm Technologies, 2024.

The MIL Network –
April 1, 2025
MIL-OSI Global: The Panama Canal’s other conflict: Water security for the population and the global economy

Source: The Conversation – USA – By Karina Garcia, Researcher and Lecturer in Climate, Universidad Tecnológica de Panamá

The Panama Canal carries cargo ships between the Atlantic and Pacific oceans, cutting weeks off shipping time. Danny Lehman/The Image Bank via Getty Images

The Panama Canal is one of the most important waterways in the world, with about 7% of global trade passing through. It also relies heavily on rainfall. Without enough freshwater flowing in, the canal’s locks can’t raise and lower ships traveling between the Atlantic and Pacific oceans. Droughts mean fewer ships per day, and that can quickly affect Panama’s finances and economies around the world.

But the same freshwater is also essential for Panama’s many other needs, including drinking water for about 2 million Panamanians, use by Indigenous people and farmers in the watershed, as well as hydropower.

When the region experiences droughts, as it did in 2023-2024, the resulting water shortages can lead to increasing water conflicts.

One of those conflicts involves a new dam the Panama Canal Authority plans to begin building in 2027. It would be designed to secure enough water to keep the canal, which contributes about 4.2% to the country’s gross domestic product,, operating into the future, but it would also submerge farming communities and displace over 2,000 people from their homes.

The Panama Canal Authority plans to build a new dam and reservoir that would submerge the village of Limon and hundreds of homes in the region.
AP Photo/Matias Delacroix

This recent drought wasn’t an anomaly. As an academic who studies the effects of rising temperatures on water availability and sea level rise, I’m aware that as the climate warms, Panama will likely face more extremes, both long dry spells and also periods of too much rain. That will force more trade-offs between residential needs and the canal over water use.

Complex engineering remade the landscape

The Panama Canal was built over a century ago at the narrowest point of the country and in the heart of its population center. The route was historically used by the Spanish colonies and later for a rail line between the oceans.

The idea of a canal connecting the Atlantic and Pacific oceans began as a French endeavor, led by architect Ferdinand D. Lesseps, designer of the Suez Canal in Egypt. After the French effort failed, the U.S. government signed a treaty with newly independent Panama in 1903 to take over the project.

The U.S. acquired the rights to build and operate the Panama Canal in exchange for US$10 million and annual payments of $250,000. Later, the Torrijos-Carter Treaty in 1977 committed the U.S. to transfer the control of operations to Panama at the end of 1999.

One week of shipping on the Panama Canal. Source: Maps.com using World Economic Forum data.

The canal project was designed to take advantage of the region’s tropical climate and abundant average rainfall.

It harnessed the water of the Chagres River basin to run three sets of locks – chambers that, filled with fresh water, act like elevators, lifting or lowering ships to compensate for the difference in water levels between the two oceans.

To ensure enough water would be available for the locks, the canal’s designers changed the shapes of the region’s mountains and rivers to create a large watershed – over 1,325 square miles (3,435 square kilometers) – that drains toward the canal’s human-made lakes, Gatun and Alajuela.

About 65% of the water that flows from the watershed today goes to operate the locks. The majority of that water is quickly lost to the oceans.

Even the two newest locks, built in 2016, only reuse about 60% of water on each transit – 40% is flushed to avoid saltwater from the oceans intruding into the watershed.

Threats to water security

Panama’s wet tropical weather is predominantly influenced by its location near the equator, the trade winds and the oceans. Most of its rain falls during the wet season, from May to November. However, weather records show a drop in average precipitation starting around 1950.

The driest years resulted in dangerously low water levels in Gatun Lake that made canal operations difficult, including in 1998, 2016 and most recently 2023-2024. El Niño weather patterns can mean particularly low rainfall.

Water levels at Gatun Lake since 1965 show how low 2023 and 2024 were.
EIA

In December 2023, the Panama Canal Authority was forced to limit the number of daily transits to 22, compared with 36 to 38 usual crossings, because too little freshwater was available.

To avoid steep financial losses, the Panama Canal Authority raised prices and auctioned transit opportunities to the highest bidders. Without those measures, the authority estimated it would lose $100 million a month from reduced ship traffic because of the water shortage.

Ecosystems also need enough water, and changes in forest tree composition have become evident on Barro Colorado Island in Gatun Lake in response to rising temperatures and more frequent droughts.

Climate change is also creating greater variability in rainfall. Too much rain can also be a problem for canal operations. In December 2010, the biggest storm on record caused landslides and $150 million in damage that interrupted transits on the canal.

Sustaining Panama’s canal and its people

Temporary measures for saving water have been already implemented. The Panama Canal Authority shortened the chamber size in some of its locks to use less water for smaller vessels and minimized direction changes.

In January 2025, the authority approved plans to build the new dam on the Indio River to increase water available for the canal. The dam could solve some water concerns during drier periods for the canal.

However, it also illustrates the country’s water conflicts. Once filled, the dam’s reservoir will submerge over 1,200 homes by some counts, and more people in the region will lose access to land and travel routes. The Panama Canal Authority promises that residents will be relocated, but some of those living in the region fear they will lose their livelihoods, along with the communities their families have lived in for generations.

Panama Canal representatives explain to community members in El Jobo in 2024 how a planned dam on the Indio River would affect the future of their community.
AP Photo/Matias Delacroix

Residents across Panama, meanwhile, regularly hear media campaigns that encourage them to save water. An Environmental Economic Incentives Program promotes forest conservation and sustainable family agriculture to conserve water resources.

The Panama Canal is a crucial part of international trade, and it will face more periods of water stress. I believe responding to those future changes, as well as market and societal demands, will require innovative solutions that respect ecosystem limits and the needs of the population.

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

– ref. The Panama Canal’s other conflict: Water security for the population and the global economy – https://theconversation.com/the-panama-canals-other-conflict-water-security-for-the-population-and-the-global-economy-253100

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI Global: As ‘right to die’ gains more acceptance, a scholar of Catholicism explains the position of the Catholic Church

Source: The Conversation – USA – By Mathew Schmalz, Professor of Religious Studies, College of the Holy Cross

In recent years, euthanasia and assisted death rates have risen worldwide. Cavan Images / Raffi Maghdessian via Getty images

An individual’s “right to die” is becoming more accepted across the globe. Polls show that most Americans support allowing doctors to end a patient’s life upon their request. Assisted suicide is now permitted in 10 U.S. states and in Washington. In 2025,five more states are set to consider “right to die” legislation.

The “right to die” can refer to several means of dying. In “euthanasia,” death can either be “voluntary” – when a physician administers lethal drugs with the patient’s consent – or “nonvoluntary,” without a person’s consent, as when a person is in a vegetative state. In such cases, consent is usually given by a legal guardian or relative.

By contrast “assisted suicide” refers to a person being aided in ending their life by being given lethal drugs and then administering the dose themselves. This practice is sometimes called “assisted dying.” These terms make crucial distinctions between who carries out the final act of ending life.

Worldwide, euthanasia and assisted death rates have risen in recent years.

In 2023, almost 1 in 20 deaths in Canada were from assisted dying; in the Netherlands, the number reached 5.4% from assisted dying and euthanasia. The Netherlands has also legalized assisted dying related to mental disorders, not just terminal illnesses.

In November 2024, an assisted dying bill passed the British parliament, with a similar bill now pending in Scotland. Assisted suicide and euthanasia are already legal in Spain, Belgium and Luxembourg, among other countries in Europe and Latin America.

The right-to-die debate

Advocates of a person’s right to die argue that individuals should make their own end-of-life decisions because it is their life – and their death. Advocates also maintain that euthanasia and assisted suicide not only prevent further suffering, but also safeguard an individual’s dignity by avoiding senseless pain and severely diminished quality of life.

However, right-to-die advocates have critics; among the more forceful ones is the Roman Catholic Church. For example, speaking about the potential legalization of euthanasia in France in 2022, Pope Francis argued that euthanasia, in all its forms, only leads to “more killing.”

But as a scholar of Catholic thought and practice, I also recognize that the Catholic position is a nuanced one. It opposes euthanasia and assisted dying, but it does not support extraordinary or disproportionate treatments when unavoidable death is close at hand.

‘A sin against God’

Francis has called euthanasia and assisted suicide “a sin against God.” He also has linked euthanasia to abortion, saying, “you don’t play with life, not at the beginning, and not at the end.”

The fullest, most recent explanation of the Catholic view on the right to die can be found in the 2020 Vatican letter “The Good Samaritan,” a title that refers to the biblical story of a stranger who was the only one to assist a man beaten and stripped by robbers.

The parable of The Good Samaritan.
David Teniers the Younger/ The Metropolitan Museum of Art

Agreeing with many other Christian denominations, “The Good Samaritan” letter makes the point that our lives are not our own but belong to God. As God’s creations, we do not have the right to end our own lives. Euthanasia also involves a doctor actively killing their own patient. Euthanasia and assisted suicide thus violate the biblical commandment “thou shalt not kill.”

Beyond this basic point, the letter maintains that euthanasia undermines society because the right to life is the basis of all other rights. Also, debates about “quality of life” can lead to the idea that “poor-quality” lives have no right to continue.

A failure of love

“The Good Samaritan” letter observes that human beings are joined together by compassion – a word that literally means “co-suffering.” In the letter’s words, which have been repeated by Francis many times, euthanasia is “false compassion” because it ignores the “spiritual and interpersonal aspects” of human life such as accompanying – or simply being with – someone in and through their suffering.

Connected to this opposition to euthanasia and assisted suicide is a point that Francis often makes about “throwaway culture,” which “discards” the poor, needy and dependent. In Francis’ words, euthanasia is “a failure of love.”

End-of-life care

Given the Catholic church’s stand against assisted suicide and euthanasia, it might seem surprising that the church does allow refusing “overzealous” treatments that prolong suffering in the face of unavoidable death. Such procedures could include mechanical ventilation or dialysis, for example.

Catholic ethics would point out that killing is a basic part of the act of assisted suicide and euthanasia. Killing is also the intent behind the action.

But declining disproportionate treatment is not intended to kill the patient, although death is the foreseeable outcome. Death is the result of the disease, not the result of a method that actively ends the patient’s life. Also, even in terminal cases, normal care, such as providing nutrition and hydration, should be continued unless it causes additional pain.

A difference that matters

In the Catholic Church’s view, it matters that there is a difference between assisted suicide and euthanasia, on the one hand, and discontinuing disproportionate care, on the other. The difference lies in the nature of particular actions and the intent behind them.

And the difference also matters in a broader sense. In the debate between right-to-die advocates and those who, like Francis, oppose them, there are very different understandings of how society should respond to those who suffer.

Mathew Schmalz is a Roman Catholic and registered as an Independent.

– ref. As ‘right to die’ gains more acceptance, a scholar of Catholicism explains the position of the Catholic Church – https://theconversation.com/as-right-to-die-gains-more-acceptance-a-scholar-of-catholicism-explains-the-position-of-the-catholic-church-146737

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI Global: Bird flu could be on the cusp of transmitting between humans − but there are ways to slow down viral evolution

Source: The Conversation – USA – By Ron Barrett, Professor of Anthropology, Macalester College

Workers who are in frequent contact with potentially sick animals are at high risk of bird flu infection. Costfoto/NurPhoto via Getty Images

Disease forecasts are like weather forecasts: We cannot predict the finer details of a particular outbreak or a particular storm, but we can often identify when these threats are emerging and prepare accordingly.

The viruses that cause avian influenza are potential threats to global health. Recent animal outbreaks from a subtype called H5N1 have been especially troubling to scientists. Although human infections from H5N1 have been relatively rare, there have been a little more than 900 known cases globally since 2003 – nearly 50% of these cases have been fatal – a mortality rate about 20 times higher than that of the 1918 flu pandemic. If the worst of these rare infections ever became common among people, the results could be devastating.

Approaching potential disease threats from an anthropological perspective, my colleagues and I recently published a book called “Emerging Infections: Three Epidemiological Transitions from Prehistory to the Present” to examine the ways human behaviors have shaped the evolution of infectious diseases, beginning with their first major emergence in the Neolithic period and continuing for 10,000 years to the present day.

Viewed from this deep time perspective, it becomes evident that H5N1 is displaying a common pattern of stepwise invasion from animal to human populations. Like many emerging viruses, H5N1 is making incremental evolutionary changes that could allow it to transmit between people. The periods between these evolutionary steps present opportunities to slow this process and possibly avert a global disaster.

Spillover and viral chatter

When a disease-causing pathogen such as a flu virus is already adapted to infect a particular animal species, it may eventually evolve the ability to infect a new species, such as humans, through a process called spillover.

Spillover is a tricky enterprise. To be successful, the pathogen must have the right set of molecular “keys” compatible with the host’s molecular “locks” so it can break in and out of host cells and hijack their replication machinery. Because these locks often vary between species, the pathogen may have to try many different keys before it can infect an entirely new host species. For instance, the keys a virus successfully uses to infect chickens and ducks may not work on cattle and humans. And because new keys can be made only through random mutation, the odds of obtaining all the right ones are very slim.

Given these evolutionary challenges, it is not surprising that pathogens often get stuck partway into the spillover process. A new variant of the pathogen might be transmissible from an animal only to a person who is either more susceptible due to preexisting illness or more likely to be infected because of extended exposure to the pathogen.

Even then, the pathogen might not be able to break out of its human host and transmit to another person. This is the current situation with H5N1. For the past year, there have been many animal outbreaks in a variety of wild and domestic animals, especially among birds and cattle. But there have also been a small number of human cases, most of which have occurred among poultry and dairy workers who worked closely with large numbers of infected animals.

Pathogen transmission can be modeled in three stages. In Stage 1, the pathogen can be transmitted only between nonhuman animals. In stage 2, the pathogen can also be transmitted to humans, but it is not yet adapted for human-to-human transmission. In Stage 3, the pathogen is fully capable of human-to-human transmission.
Ron Barrett, CC BY-SA

Epidemiologists call this situation viral chatter: when human infections occur only in small, sporadic outbreaks that appear like the chattering signals of coded radio communications – tiny bursts of unclear information that may add up to a very ominous message. In the case of viral chatter, the message would be a human pandemic.

Sporadic, individual cases of H5N1 among people suggest that human-to-human transmission may likely occur at some point. But even so, no one knows how long or how many steps it would take for this to happen.

Influenza viruses evolve rapidly. This is partly because two or more flu varieties can infect the same host simultaneously, allowing them to reshuffle their genetic material with one another to produce entirely new varieties.

Genetic reshuffling – aka antigenic shift – between a highly pathogenic strain of avian influenza and a strain of human influenza could create a new strain that’s even more infectious among people.
Eunsun Yoo/Biomolecules & Therapeutics, CC BY-NC

These reshuffling events are more likely to occur when there is a diverse range of host species. So it is particularly concerning that H5N1 is known to have infected at least 450 different animal species. It may not be long before the viral chatter gives way to larger human epidemics.

Reshaping the trajectory

The good news is that people can take basic measures to slow down the evolution of H5N1 and potentially reduce the lethality of avian influenza should it ever become a common human infection. But governments and businesses will need to act.

People can start by taking better care of food animals. The total weight of the world’s poultry is greater than all wild bird species combined. So it is not surprising that the geography of most H5N1 outbreaks track more closely with large-scale housing and international transfers of live poultry than with the nesting and migration patterns of wild aquatic birds. Reducing these agricultural practices could help curb the evolution and spread of H5N1.

Large-scale commercial transport of domesticated animals is associated with the evolution and spread of new influenza varieties.
ben/Flickr, CC BY-SA

People can also take better care of themselves. At the individual level, most people can vaccinate against the common, seasonal influenza viruses that circulate every year. At first glance this practice may not seem connected to the emergence of avian influenza. But in addition to preventing seasonal illness, vaccination against common human varieties of the virus will reduce the odds of it mixing with avian varieties and giving them the traits they need for human-to-human transmission.

At the population level, societies can work together to improve nutrition and sanitation in the world’s poorest populations. History has shown that better nutrition increases overall resistance to new infections, and better sanitation reduces how much and how often people are exposed to new pathogens. And in today’s interconnected world, the disease problems of any society will eventually spread to every society.

For more than 10,000 years, human behaviors have shaped the evolutionary trajectories of infectious diseases. Knowing this, people can reshape these trajectories for the better.

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

– ref. Bird flu could be on the cusp of transmitting between humans − but there are ways to slow down viral evolution – https://theconversation.com/bird-flu-could-be-on-the-cusp-of-transmitting-between-humans-but-there-are-ways-to-slow-down-viral-evolution-250232

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI Global: Massive cuts to Health and Human Services’ workforce signal a dramatic shift in US health policy

Source: The Conversation – USA – By Simon F. Haeder, Associate Professor of Public Health, Texas A&M University

The new plan will shrink the Health and Human Services workforce from more than 82,000 to 62,000 employees. Sarah Stierch via Wikimedia Commons, CC BY

On March 27, 2025, Department of Health and Human Services Secretary Robert F. Kennedy, Jr. announced plans to dramatically transform the department. HHS is the umbrella agency responsible for pandemic preparedness, biomedical research, food safety and many other health-related activities.

In a video posted that afternoon, Kennedy said the cuts and reorganization to HHS aim to “streamline our agency” and “radically improve our quality of service” by eliminating rampant waste and inefficiency. “No American is going to be left behind,” the health secretary told the nation.

As a scholar of U.S. health and public health policy, I have written about administrative burdens that prevent many Americans from accessing benefits to which they are entitled, including those provided by HHS, like Medicaid.

Few experts would deny that the federal bureaucracy can be inefficient and siloed. This includes HHS, and calls to restructure the agency are nothing new

Combined with previous reductions, these cuts may achieve some limited short-term savings. However, the proposed changes dramatically alter U.S. health policy and research, and they may endanger important benefits and protections for many Americans. They may also have severe consequences for scientific progress. And as some policy experts have suggested, the poorly targeted cuts may increase inefficiencies and waste down the line.

Health and science in a big-budget agency

HHS is tasked with providing a variety of public health and social services as well as fostering scientific advancement.

Originally established as the Department of Health, Education, and Welfare in 1953, HHS has seen substantial growth and transformation over time. Today, HHS is home to 28 divisions. Some of these are well known to many Americans, such as the National Institutes of Health, the Food and Drug Administration and the Centers for Disease Control and Prevention. Others, such as the Center for Faith-Based and Neighborhood Partnerships and the Administration for Community Living, may fly under the radar for most people.

HHS oversees Medicare, through which 68 million Americans, primarily adults age 65 and older, receive health insurance benefits.
Richard Bailey/Corbis Documentary via Getty Images

With an annual budget of roughly US$1.8 trillion, HHS is one of the largest federal spenders, accounting for more than 1 in 5 dollars of the federal budget.

Under the Biden administration, HHS’s budget increased by almost 40%, with a 17% increase in staffing. However, 85% of that money is spent on 79 million Medicaid and 68 million Medicare beneficiaries. Put differently, most of HHS’ spending goes directly to many Americans in the form of health benefits.

A new direction for Health and Human Services

From a policy perspective, the changes initiated at HHS by the second-term Trump administration are far-reaching. They involve both staffing cuts and substantial reorganization.

Prior to the March 27 announcement, the administration had already cut thousands of positions from HHS by letting go probationary employees and offering buyouts for employees to voluntarily leave.

Now, HHS is slated to lose another 10,000 workers. The latest cuts focus most heavily on a handful of agencies. The FDA will lose an additional 3,500 employees, and the NIH will lose 1,200. The CDC, where cuts are steepest, will lose 2,400 positions.

In all, the moves will reduce the HHS workforce by about 25%, from more than 82,000 to 62,000. These changes will provide savings of about $1.8 billion, or 0.1% of the HHS budget.

Along with these cuts comes a major reorganization that will eliminate 13 out of 28 offices and agencies, close five of the 10 regional offices, reshuffle existing divisions and establish a new division called the Administration for a Healthy America.

In his latest message, Kennedy noted that this HHS transformation would return the agency to its core mission: to “enhance the health and well-being of all Americans”. He also announced his intention to refocus HHS on his Make America Healthy Again priorities, which involve reducing chronic illness “by focusing on safe, wholesome food, clean water and the elimination of environmental toxins.”

How HHS’ new reality will affect Americans

Kennedy has said the HHS overhaul will not affect services to Americans. Given the magnitude of the cuts, this seems unlikely.

HHS reaches into the lives of all Americans. Many have family members on Medicaid or Medicare, or know individuals with disabilities or those dealing with substance use disorder. Disasters may strike anywhere. Bird flu and measles outbreaks are unfolding in many parts of the country. Everyone relies on access to safe foods, drugs and vaccines.

The plan to restructure HHS will trim its budget by 0.1%.

In his announcement, the health secretary highlighted cuts to HHS support functions, such as information technology and human resources, as a way to reduce redundancies and inefficiencies. But scaling down and reorganizing these capacities will inevitably have implications for how well HHS employees will be able to fulfill their duties – at least temporarily. Kennedy acknowledged this as a “painful period” for HHS.

However, large-scale reductions and reorganizations inevitably lead to more systemic disruptions, delays and denials. It seems implausible that Americans seeking access to health care, help with HIV prevention or early education benefits such as Head Start, which are also administered by HHS, will not be affected. This is particularly the case when conceived rapidly and without transparent long-term planning.

These new cuts are also further exacerbated by the administration’s previous slashes to public health funding for state and local governments. Given the crucial functions of HHS – from health coverage for vulnerable populations to pandemic preparedness and response – the American Public Health Association predicts the cuts will result in a rise in rates of disease and death.

Already, previous cuts at the FDA – the agency responsible for safe foods and drugs – have led to delays in product reviews.

Overall, the likelihood of increasing access challenges for people seeking services or support as well as fewer protections and longer wait times seems high.

A fundamental reshaping of American public health

The HHS restructuring should be viewed in a broader context. Since coming to office, the Trump administration has aggressively sought to reshape the U.S. public health agenda. This has included vast cuts to research funding as well as funding for state and local governments. The most recent cuts at HHS fit into the mold of rolling back protections and reshaping science.

The Trump administration has already announced plans to curtail the Affordable Care Act and roll back regulations that address everything from clean water to safe vaccines. State programs focused on health disparities have also been targeted.

HHS-funded research has also been scaled back dramatically, with a long list of projects terminated in research areas touching on health disparities, women’s and LGBTQ-related health issues, COVID-19 and long COVID, vaccine hesitancy and more.

The HHS reorganization also revamps two bodies within HHS, the Office of the Assistant Secretary for Planning and Evaluation and the Agency for Healthcare Research and Quality, that are instrumental in improving U.S. health care and providing policy research. This change further diminishes the likelihood that health policy will be based on scientific evidence and raises the risk for more politicized decision-making about health.

More cuts are likely still to come. Medicaid, the program providing health coverage for low-income Americans, will be a particular target. The House of Representatives passed a budget resolution on Feb. 25 that allows up to $880 billion in cuts to the program.

All told, plans already announced and those expected to emerge in the future dramatically alter U.S. health policy and roll back substantial protections for Americans.

A vision for deregulation

Regulation has emerged as the most prolific source of policymaking over the last five decades, particularly for health policy. Given its vast responsibilities, HHS is one of the federal government’s most prolific regulators. Vast cuts to the HHS workforce will likely curtail this capability, resulting in fewer regulatory protections for Americans.

At the same time, with fewer experienced administrators on staff, industry influence over regulatory decisions will likely only grow stronger. HHS will simply lack the substance and procedural expertise to act independently. More industry influence and fewer independent regulators to counter it will also further reduce attention to disparities and underserved populations.

Ultimately, the Trump administration’s efforts may lead to a vastly different federal health policy – with fewer benefits, services and protections – than what Americans have become accustomed to in modern times.

Dr. Simon F. Haeder has previously received funding from the Centers for Medicare and Medicaid Services (CMS) of the U.S. Department of Health and Human Services (HHS) .

– ref. Massive cuts to Health and Human Services’ workforce signal a dramatic shift in US health policy – https://theconversation.com/massive-cuts-to-health-and-human-services-workforce-signal-a-dramatic-shift-in-us-health-policy-253316

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI Global: Doctor shortages have hobbled health care for decades − and the trend could be worsening

Source: The Conversation – USA – By Rochelle Walensky, Bayer Fellow in Health and Biotech, American Academy in Berlin, Senior Fellow in the Women and Public Policy Program, Harvard Kennedy School

Specialists across numerous fields of medicine are in short supply. sudok1/iStock via Getty Images

Americans are increasingly waiting weeks or even months to get an appointment to see a health care specialist.

This delay comes at a time when the population of aging adults is rising dramatically. By 2050, the number of adults over 85 is expected to triple, which will intensify the strain on an already stretched health care system. We wrote about this worsening challenge and its implications for the health care workforce in a January 2025 report in the New England Journal of Medicine.

We are health care scholars who are acutely aware of the severe shortfall of specialists in America’s health care system. One of us, Rochelle Walensky, witnessed the consequences of this shortage firsthand as the director of the Centers for Disease Control and Prevention from January 2020 to June 2023, during the critical early years of the pandemic.

The COVID-19 pandemic brought the physician and overall health care workforce shortage to the forefront. Amid the excess daily deaths in the U.S. from COVID-19, many people died of potentially preventable deaths due to delayed care for heart attacks, deferred cancer screenings and overwhelmed emergency departments and intensive care units.

Even before the pandemic, 80% of U.S. counties lacked a single infectious disease physician. Before going to the CDC, I – Dr. Walensky – was chief of the Division of Infectious Diseases at Massachusetts General Hospital. When COVID-19 hit our hospitals, we were in desperate need of more infectious disease expertise. I was just one of them.

At the local level, these infectious disease-trained subspecialists provide essential services when it comes to preventing and controlling transmissible outbreaks, carrying out diagnostic testing, developing treatment guidelines, informing hospital capacity planning and offering resources for community outreach. Each of these experts plays a vital role at the bedside and in systems management toward effective clinical, hospital and community responses to infectious disease outbreaks.

Uneven health care outcomes and access

For decades, experts have warned of an impending decline in the physician workforce.

Now, Americans across all regions, specialties and socioeconomic backgrounds are experiencing that decline firsthand or personally.

The National Center for Health Workforce Analysis projects a national shortage of 140,000 physicians by 2036, with that shortfall spanning multiple specialties, including primary care, obstetrics, cardiology and geriatrics.

However, some geographic areas in the country – especially some of those with the poorest health – are disproportionately affected. The brunt of the effect will be felt in rural areas: An estimated 56% shortage is predicted in nonmetro areas, versus only 6% in metro areas.

States such as Massachusetts, New York and Maryland boast the highest density of physicians per 100,000 people, while states such as Idaho, Mississippi and Oklahoma rank among those with the lowest. And even in states with the highest physician density, demand may still overwhelm access.

Although doctor shortages do not necessarily cause poor health outcomes, regions with fewer physicians tend to have lower life expectancy. The mean life expectancy in Mississippi is six years lower than that of Hawaii and more than four years below the national average. This underscores the substantial differences in health outcomes depending on where you live in the U.S.

Notably, areas with fewer doctors also see higher rates of chronic conditions such as chronic pulmonary disease, diabetes and poor mental health. This crisis is further exacerbated by the aging baby boomer population, which places increasing demand on an already strained health care system due to rising rates – especially among those over 85 – of multiple chronic diseases, complex health care needs and the concurrent use of multiple medications.

Rural areas have always had lower access to medical care compared with urban centers, and this divide could get far worse with the looming physician shortage.
Chalabala/iStock via Getty Images Plus

How the US reached this point

Some of these workforce challenges stem from the unintended consequences of policy changes that were originally aimed at improving the rigor of medical education or curtailing a once-anticipated physician glut.

For example, the 1910 Flexner Report was commissioned to restructure American medical education with the goals of standardizing curricula and improving quality. While the report succeeded at those goals, it was shortsighted in important ways. For instance, it recommended closing rather than strengthening 89 of the 155 existing medical schools at the time. This created medical school deserts that persist in some U.S. regions to this day.

Additionally, the report further divided the study of medicine, focused on disease, from the study of public health, which is focused on health care systems, populations and society. This separation has led to siloed communication and data systems that continue to hinder coordinated responses to public health crises.

Decades after the Flexner Report, in 1980, policymakers anticipated a physician oversupply based on medical school enrollment projections and government investments in the medical workforce. In response, funding constraints were introduced by Congress to limit residency and fellowship training slots available after medical school.

But by the early 2000s, discussions shifted to concerns about physician shortages. Despite the calls for reforms to address the issues more than a decade ago, the funding and training constraints have remained largely unchanged. These have created a persistent bottleneck in postgraduate medical training that requires acts of Congress to reverse.

Primary care doctors provide continuity for patients; without them, people tend to experience more complex health care needs and poorer outcomes.

Forces shaping the physician bottleneck

In the wake of the Dobbs vs. Jackson Women’s Health Organization decision, states with restrictive abortion policies are now facing an emerging and troubling workforce challenge: It may get more difficult to recruit and retain tomorrow’s medical school grads.

Research surveys suggest that 82% of future physicians, not just obstetricians, prefer to train and work in states that uphold abortion access. While it may seem obvious that obstetricians would want to avoid the increasing liabilities associated with the Dobbs decision, another point is less obvious: Most medical trainees are between the ages of 25 and 35, prime childbearing years, and may themselves want access to a full range of obstetric care.

And given that 20% of physicians are married to other physicians and an additional 25% to other health professionals, marriage within the health care workforce may also play a substantial role. A physician choosing not to practice in one of the 14 states with limited abortion access, many of which already rank among the poorest in health outcomes and lowest in physician densities, may not only take their expertise but also their partner’s elsewhere.

Shifting the trajectory

The doctor shortage requires a combination of solutions, starting with addressing the high cost of medical education and training. Medical school enrollment has increased by only 10% over the past decade, far insufficient to address both the shortage today and the projected growth of the aging population needing care.

In addition, many students carry large amounts of debt, which frequently limits who can pursue the profession. And existing scholarship and compensation programs have been only modestly effective in incentivizing providers to work in high-need areas.

In our New England Journal of Medicine report, we laid out several specific strategies that could help address the shortages and the potential workforce crisis. For instance:

Rather than the traditional medical education model – four years of broad medical training followed by three to seven years of residency – medical schools could offer more specialized training pathways. These streamlined programs would focus on the skills needed for specific medical specialties, potentially reducing training duration and costs.

Reforming physician compensation could also help address imbalances in the health care system. Specialists and subspecialists typically earn substantially more than primary care doctors, despite the high demand for primary care. Raising primary care salaries and offering incentives, such as student loan forgiveness for physicians in high-need areas, could encourage more doctors to practice where they are needed most.

Additionally, addressing physician burnout is crucial, particularly in primary care, where administrative burdens such as billing and charting contribute to stress and attrition. Reducing these burdens, potentially through novel AI-driven solutions, could allow doctors to focus more on patient care and less on paperwork.

These are just an assortment of strategies we propose, and time is of the essence. One thing is certain: The U.S. urgently needs more doctors, and everyone’s health depends on it.

Dr Rochelle P. Walensky is the Bayer Fellow in Health and Biotech, American Academy in Berlin. She reported receiving personal fees from Madryn Asset Management for serving as a senior policy advisor, Consonance Capital for serving as a senior advisory board member, and Doris Duke Foundation for serving as a trustee; consulting fees from Infectious Diseases Society of America; and nonfinancial support from The Carter Center for being a member of the board of directors outside the submitted work.

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

– ref. Doctor shortages have hobbled health care for decades − and the trend could be worsening – https://theconversation.com/doctor-shortages-have-hobbled-health-care-for-decades-and-the-trend-could-be-worsening-251222

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI Global: Trump’s use of the Alien Enemies Act to deport Venezuelans to El Salvador sparks legal questions likely to reach the Supreme Court

Source: The Conversation – USA – By Jennifer Selin, Associate Professor of Law, Arizona State University

Prisoners stand in a cell as Homeland Security Secretary Kristi Noem speaks during a tour of the Terrorist Confinement Center in Tecoluca, El Salvador, on March 26, 2025. AP Photo/Alex Brandon

A federal appeals court on March 26, 2025, upheld a temporary block on President Donald Trump’s deportation of hundreds of Venezuelan immigrants, including alleged members of the Venezuelan gang Tren de Aragua, to a maximum security prison in El Salvador.

The court was skeptical of Trump’s use of the Alien Enemies Act to defend the deportations. The act, passed in 1798, gives the president the power to detain and remove people from the United States in times of war.

On March 28, Trump asked the Supreme Court for permission under the act to resume deporting Venezuelans to El Salvador while legal battles continue.

Attorney General Pam Bondi previously said the deportations are necessary as part of “modern-day warfare” against narco-terrorists.

Nanya Gupta, policy director of the American Immigration Council, is among experts who note that the Trump administration’s evidence against the migrants, which relied in part on the immigrants’ tattoos and deleted social media pictures, is “flimsy.”

Those who are challenging Trump’s actions in court say the administration has violated constitutional principles of due process. That’s because it gave the migrants no opportunity to refute the government’s claims that they were gang members.

But what is due process? And how does the government balance this important right against national security?

As a constitutional law professor who studies government institutions, I recognize the delicate balance government must strike in protecting civil rights and liberties while allowing presidential administrations to preserve national security and foreign policy interests.

Ultimately, the U.S. Constitution’s framers left it to the courts to determine this balance.

Due process explained

The phrase “due process of law” goes back to at least 1215. That’s when England’s Magna Carta established the principle that government is not above the law.

This principle guided the framers of the U.S. Constitution. The Fifth Amendment and 14th Amendment, for example, prohibit federal and state governments from depriving people of their “life, liberty, or property, without due process of law.”

But what constitutes due process has varied over time.

Government officials see the limits of their power from one lens. People affected by the exercise of that power view it differently.

To combat this problem, the Constitution’s framers placed the judiciary in charge of determining what due process means and when people’s due process rights have been violated.

Court decisions on the issue traditionally weigh the government’s interests in taking specific actions against claims that those actions violate people’s civil rights and liberties.

Even when the law authorizes the president to detain people, historically the Supreme Court has held that those people should receive notice of the reason for their detention, and they should have a fair opportunity to rebut the government’s claims.

When the high court, for example, heard cases about the rights of detainees held in Guantanamo Bay by President George W. Bush after 9/11, it ruled that principles of due process apply to noncitizens and even those whom the government designates as enemy combatants.

One of the important considerations in legal analysis of the procedures the government must follow when depriving people of their liberty is the risk that the government will make a mistake in its decision-making.

For example, some representatives of the deported Venezuelan migrants argue that they have been falsely accused of having ties to Tren de Aragua based on their country of origin and tattoos. They claim that without more investigation, including an opportunity for the migrants to present their evidence refuting the government’s claims, there is a large risk that government will mistakenly deport people.

When can the president avoid due process?

In some cases, the president can skirt traditional due process considerations in pursuit of broader policy concerns.

As put by U.S. District Judge James Boasberg in his initial order blocking the deportations, the president’s action in this area implicate “a host of complicated legal issues, including fundamental and sensitive questions about the often-circumscribed extent of judicial power in matters of foreign policy and national security.”

Before Trump took executive action using the Alien Enemies Act, the measure had only been used three times – all during times of war.

The act was part of a series of four laws passed in 1798 known as the Alien and Sedition Acts. These laws, among other things, gave the president the power to deport any noncitizen thought to be dangerous.

A woman holds a sign during a rally on March 18, 2025, in Caracas, Venezuela, to protest the deportation from the U.S. of alleged members of a Venezuelan gang, who were transferred to an El Salvador prison.
AP Photo/Ariana Cubillos

President Thomas Jefferson allowed most of the acts to expire. But Jefferson and subsequent presidents kept in place the provisions that empowered the president to detain or deport noncitizens in times of war, “invasion” or “predatory incursion” by foreign powers.

Today, the law authorizes the president to apprehend and remove people over the age of 14 that the administration determines to be “alien enemies.” However, it places procedural requirements on the president.

Notably, the president’s ability to act requires a declared war against or an “invasion or predatory excursion” by a foreign nation. In such an event, the president must issue a proclamation saying he plans on using the act against perceived enemies.

To justify the Venezuelan deportations, Trump issued a proclamation on March 15 claiming Tren de Aragua is perpetrating and threatening an invasion against the U.S.

But the act also says people considered alien enemies must be given reasonable time to settle their affairs and voluntarily depart from the country. And it gives the courts power to regulate whether such persons even fall within the definition of “alien enemies.”

The Venezuelan migrants claim Trump has violated these parts of the act.

The current fight

This is where things become complicated.

All parties in the case acknowledge that the Alien Enemies Act grants the president authority to act. However, the argument is whether the government has given people the opportunity to challenge the government’s decision to classify them as “alien enemies.”

Trump claims Tren de Aragua is a foreign terrorist organization engaged in warfare against the U.S. in the form of narco-terrorism – the use of drug trade to influence government operations.

His administration argues that it doesn’t have to tell migrants it considers them alien enemies. And the administration says it’s not required to give them time to ask the courts to step in before they are deported.

In a March 24 hearing on the issue, D.C. Circuit Court Judge Patricia A. Millet noted that during World War II, even the “Nazis got better treatment under the Alien Enemies Act.”

The dispute has prompted international questions about the legality of the U.S. government’s deportation procedures and its treatment of the migrants.

And Democratic members of Congress have called for an investigation into the administration’s deportation practices.

The case will most likely head to the Supreme Court to determine what due process means and when the president can act in the name of national security to limit people’s due process rights. That’s just as the framers of the Constitution intended.

Jennifer L. Selin has received funding and/or support for her research on the executive branch from the Administrative Conference of the United States. The views in this piece are those of the author and do not represent the position of the Administrative Conference or the federal government.

– ref. Trump’s use of the Alien Enemies Act to deport Venezuelans to El Salvador sparks legal questions likely to reach the Supreme Court – https://theconversation.com/trumps-use-of-the-alien-enemies-act-to-deport-venezuelans-to-el-salvador-sparks-legal-questions-likely-to-reach-the-supreme-court-253011

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI United Kingdom: OIM response to UK Internal Market Act consultation

Source: United Kingdom – Executive Government & Departments

Correspondence

OIM response to UK Internal Market Act consultation

The Office for the Internal Market (OIM) has published its response to the Department for Business and Trade’s (DBT) consultation on the UK Internal Market Act 2020.

Documents

OIM response to UKIMA consultation

PDF, 322 KB, 18 pages

Details

23 January 2025: DBT launched a consultation seeking views on the operation of certain aspects of the UK Internal Market Act 2020, in particular Parts 1 to 4 of the Act.

31 March 2025: The OIM has responded to this consultation, drawing on evidence from its experience of discharging its functions under Part 4 of the Act.

Updates to this page

Published 31 March 2025

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MIL OSI United Kingdom –

April 1, 2025
MIL-OSI USA: Sowing the Seeds of a New Community Resource

Source: US State of Connecticut

A senior at UConn is making strides to combat food insecurity in Storrs with a free seed library.

“Food insecurity is kind of crazy high in all college student populations,” says Iris Armstrong ’25 (CAHNR), who goes by Iris. “At UConn, as well as in our surrounding community, it’s pretty significant. My first goal was to combat food insecurity through connecting people with the resources they need to grow their own food.”

Iris, a landscape architecture major, started the seed library during the fall 2024 semester thanks to an Environmental and Social Sustainability Grant (ESSG) from the Office of Sustainability. It is located in the lobby of the Floriculture Building.

The seed library is open to anyone in the UConn community whenever the building is open, typically 8 a.m. to 4 p.m. It remains open during the summer months.

There are a variety of seeds available, primarily for edible plants, mostly vegetables. “We also have some flowers. I’m trying to get a good selection of native flowers because that’s really important as far as the role of seed libraries in promoting biodiversity,” says Iris. She secured donations from seed companies and is working with local farms to source more.

Along with seeds, Iris collected supplemental resources. There is literature with information on seed saving, food justice, gardening, agricultural policy and food assistance programs including UConn Swipes and The Husky Harvest Food Pantries. “I used some of the grant funding to buy some great books,” says Iris. “They’re kind of like the Bibles of seed saving.”

Seed saving is the practice of saving seeds from plants you grow, so you can grow a new plant the following year. “It saves you money, it keeps you from becoming dependent on seed corporations and it helps you grow better plants,” Iris says.

(George Velky / UConn Photo)

She is hoping that the seed library can continue to grow after graduation. “I really want to see it grow as an educational space,” says Iris. “I’d like to tie it more into the food justice and food sovereignty side of things, I want it to be more political.” She says she also wants to make the space multi-lingual to increase accessibility.

Iris has been working on setting up workshops at the Spring Valley Student Farm so people can learn how to save seeds with a hands-on approach. Another idea is to implement seed saving walks around campus. “I’ve taken a lot of seeds from perennial plants around campus. It’s like an infinite plant hack,” says Iris.

When it comes to information on how to start a garden, Iris says, “Don’t come to me for advice, go to the UConn Home and Garden Center, and UConn Extension. They’re amazing, everyone should go talk to them.” These programs can help community members with any questions once they get started at the seed library. “They’ll get you connected with soil testing, guides to growing and tons of cool information,” she said.

“I’m hoping that having a place on campus where you’re able to get the seeds you need, the pots you need, and also connect with the other resources you need to grow your own food will help people become more familiar with the process of growing food, and raise awareness for food insecurity on campus,” says Iris.

Keep up with the work of the seed library on Instagram: @UConnSeedLibrary

MIL OSI USA News –

April 1, 2025
MIL-OSI Global: UK nuclear deterrent: the mutual defense agreement is at risk in a Trumpian age

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

Keir Starmer aboard one of the UK’s Vanguard class submarines. CC BY-NC-ND

Prime Minister Keir Starmer recently boarded one of the UK’s four nuclear-armed submarines for a photo call as part of his attempts to demonstrate the UK’s defence capabilities as tensions with Russia continue.

However, Starmer faces a problem. The submarine, and the rest of the UK’s nuclear fleet, is heavily reliant on the US as an operating partner. And at a time when the US becomes an increasingly unreliable partner under the leadership of an entirely transactional president, this is not ideal. The US can, if it chooses, effectively switch off the UK’s nuclear deterrent.

British and US nuclear history is irrevocably interwoven. The US and UK cooperated on the Manhattan project, under the 1943 Quebec agreements and the 1944 Hyde Park aide memoire. This work generated the world’s first nuclear weapons, which were deployed on Hiroshima and Nagasaki in 1945.

It also led to the first rupture. In 1946, the US classified UK citizens as “foreign” and prevented them from engaging in secret nuclear work. Collaboration with the UK immediately ceased.

The UK decided to develop its own arsenal of nuclear weapons. The successful detonation of the “Grapple Y” hydrogen bomb in April 1958 cemented its position as a thermonuclear power.

In the meantime, however, Russia’s launch of the Sputnik satellite in 1957 had demonstrated the lethal reach of Soviet nuclear technology. This brought the US and UK back together as nuclear partners.

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Talks on how to counter the Russian threat became the foundation of an atomic partnership that endures to the present day. This mutual defence agreement, signed in 1958, has provided the UK with affordable access to the latest nuclear technology and a reliable western ally. The treaty has been amended and adapted over time to reflect changes in the US-UK working relationship and the two are now so entangled that it is very hard to leave the co-dependent relationship.

Both sides have benefited from security and protection, especially during the cold war. However, Trump’s new “special relationship” with Russia’s Vladimir Putin has reconfigured the global order of geopolitics.

Serious concerns are now being raised about the UK’s nuclear capacity, given the unpredictability and potential unreliability of the new US administration. Trump could ignore or threaten to terminate the agreement in a show of power or contempt.

The UK’s nuclear subs

The UK’s Trident nuclear deterrence programme consists of four Vanguard nuclear-powered and armed submarines. The UK has some autonomy, as it is operationally independent and controls the decision to launch.

However, it remains dependent on the US because the nuclear technologies at the heart of the Trident system are US designed and leased by Lockheed Martin – and there is no suitable alternative. The Trident system therefore relies on the US for support and maintenance.

The UK is currently in the process of upgrading the current system. But its options seem limited. If the US were to renege on its commitments, the UK would either have to produce its own weapons domestically, collaborate with France or Europe or disarm. Each scenario creates new issues for the UK. Manufacturing nuclear weapons from scratch in the UK, for example, would be a costly and protracted activity.

Technical collaboration with France seems the most plausible back-up option at the moment. The two countries already have a nuclear collaboration treaty in place. France has taken a similar submarine-based approach to deterrence as the UK and French president Emmanuel Macron has suggested its deterrent could be used to protect other European countries. Another alternative would be to spread the cost across Europe and create a European deterrence – but both strategies just re-embed the UK’s current nuclear reliance.

The UK is reliant on others for its nuclear deterrent.
Number 10/Flickr, CC BY-NC-ND

While these weapons may deter a hostile nuclear strike, they have failed to prevent broader acts of aggression. Nuclear weapons have not been used in warfare for 80 years. Perhaps it is time to completely and permanently unshackle the UK from nuclear deterrence, and consider alternative forms of defence.

The UK’s nuclear arsenal is expensive to maintain. The cost of replacing Trident is £205 billion. In 2023, the Ministry of Defence reported that the anticipated costs for supporting the nuclear deterrent would exceed its budget by £7.9 billion over the next ten years. This funding could be channelled into more pressing security threats, such as cybersecurity, terrorism or climate change.

Nuclear weapons will become strategically redundant if the UK cannot act independently. As Nato and the US dominate the global nuclear stage, the UK’s capacity to respond has become contested. The time has come to decide whether the US is really our friend – or a new foe.

Becky Alexis-Martin 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. UK nuclear deterrent: the mutual defense agreement is at risk in a Trumpian age – https://theconversation.com/uk-nuclear-deterrent-the-mutual-defense-agreement-is-at-risk-in-a-trumpian-age-252674

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI Global: Donald Trump likes tariffs, but they damage the economies of everyone involved

Source: The Conversation – UK – By Muhammad Ali Nasir, Associate Professor in Economics, University of Leeds

Donald Trump is calling April 2 2025 “Liberation Day”. For the rest of the world it will just be the day when they discover the details of his latest round of tariffs.

Those tariffs have already become the stand out economic feature of Trump’s second term in the White House. And frankly, it’s been hard to keep track.

There have been tariffs imposed and then lifted, tariffs with exemptions, tariffs on metal and tariffs on wood. Now Trump has announced a 25% tariff on all imported cars to take effect on April 2, when he also plans to reveal his “reciprocal tariffs” on other trading partners.

Trump thinks the US has been “ripped off for decades by nearly every country on Earth”. He also counts “tariff” as his favourite word, and a tool which is “”very powerful, both economically and in getting everything else you want”.

Whether or not the president gets everything he wants remains to be seen. But the frequent changes in tariff policies over the past few weeks have definitely created uncertainty in trade with the US, which research shows can be harmful in itself.

And the evidence clearly shows that the reasons for the US trade deficit are more to do with domestic issues such as productivity and fiscal discipline than international trade.

So what are the possible outcomes if Trump continues to pursue this policy?

The worst case

Our analysis shows that in the worst-case scenario, non-reciprocated tariffs on Canada and Mexico could result in a significant fall in GDP for all three countries. Canada would be the worst affected (a dip of 16.5%) followed by Mexico (6.6%). GDP in the US would fall by 0.19%.

Canada is particularly dependent on selling its oil and gas – and the US is heavily reliant on its northern neighbour for its fuel supply. In 2024, total trade between the two nations reached US$762.1 billion (£589 billion).

The impact on Mexico would also be devastating. Over 40% of the country’s GDP is derived from exports – and 80% of those exports go to the US.

High tariffs and subsequent retaliations would quickly reduce the confidence of companies on both sides. Costs passed on to consumers would reduce demand and then profits, forming a vicious cycle of economic recession. Trade protectionism could then rise further, potentially even turning a recession into a depression

Middle ground

We also found that even if the economic effects of tariffs were less severe, no nation involved would manage to achieve GDP growth. And Canada and Mexico would still suffer the most.

In this situation, some kind of stalemate could emerge, where tariffs lead to rising inflation, reducing the political appetite for escalation. Trade friction would likely continue until 2026, when a renegotiation of the trade agreement between the US, Mexico and Canada is due to take place.

Best case

Even under the best-case scenario, with reduced economic impact, GDP for all three countries still falls. Put simply, imposing tariffs creates no winners.

Since the tariff has been seen as a bargaining chip, the best option for Canada and Mexico will be to enter trade negotiations with the US, aiming for a balanced trade policy that is beneficial to all parties.

Read more:
Donald Trump is planning more trade barriers if he becomes president – but they didn’t work last time

In the meantime, they should cooperate with other economies affected by US tariffs – such as the EU and China – in the hope that this encourages Trump to make concessions.

All three countries could then revert to their original low-tariff levels before the trade war. This constitutes the optimal scenario within our projected framework – and could be what happens eventually.

US treasury secretary, Scott Bessent, has said that Trump’s second favourite word is “reciprocal”. If that’s true, then it is possible that the Trump administration has the overall intention of cooling down the intensity of this trade war ahead of negotiating a new version of its trade deal with Canada and Mexico – and a new one with China too.

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. Donald Trump likes tariffs, but they damage the economies of everyone involved – https://theconversation.com/donald-trump-likes-tariffs-but-they-damage-the-economies-of-everyone-involved-252322

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI Global: Climate change isn’t fair but Tony Juniper’s new book explains how a green transition could be ‘just’

Source: The Conversation – UK – By Alix Dietzel, Senior Lecturer in Climate Justice, University of Bristol

Tony Juniper. Jason Bye, CC BY-NC-ND

Inequality – between the rich and poor or between the powerful and the weak – is the main factor stalling action on environmental problems including biodiversity loss, pollution and climate change, according to British environmentalist Tony Juniper.

In his new book, Just Earth: How a Fairer World Will Save the Planet, he argues that “if we want to build a secure future, both environmental priorities and social justice must be pursued together”. Much of this is about how decisions are made: “Disadvantaged groups rarely have a say, while those deciding on policy continue to comprise a narrow social segment.”

It is interesting to see Juniper’s views on the topic of a just transition, given his decades of experience. Juniper has served as the executive director of environmental charity Friends of the Earth, he was a Green party parliamentary candidate in the 2011 general election and previously led The Wildlife Trusts. He is currently chair of Natural England, the official government organisation working for the conservation and restoration of the natural environment.

His views on this subject certainly matter. His key message that social justice is at the heart of solving environmental problems helps to explain why we have collectively failed to address these.

This injustice is an issue that has been raised for decades by those most affected by environmental issues, those who work in the environment sector and academics like me who focus on environmental justice.

The UK environment sector, for example, is notoriously one of the least diverse, with only 3.5% of those working in environmental jobs identifying as an ethnic minority. In addition, the climate change movement is sometimes portrayed by the media as a middle-class preoccupation. Research shows a tendency for mainstream media to position environmentalism as a position of the wealthy. That’s reflected by the use of distancing terminology such as “middle-class tree huggers”.

However, 39% of UK working class voters experience climate anxiety. That’s only slightly below the 42% of middle-class voters.

Levels of climate concern have stayed high throughout both the COVID-19 pandemic and cost of living crises, while support for government action on climate mitigation policies, such as decreased meat consumption and flying, has remained steady.

At the global level, there have always been tensions between developed and developing countries in terms of what is “fair”. Entrenched power dynamics ensure that developed countries have historically won out when deciding what a fair future looks like.

Most recently, those tensions have been evident in the lack of clarity around how loss and damage will be funded and managed – who will pay out when an island disappears, or a village becomes inhabitable to due drought, for example? There’s also much debate around how a new finance goal should be defined, with huge disagreements between the developed and developing countries.

As Juniper explains, not only is it unclear what fairness means at global negotiations, there is clear evidence that these tend to favour the more powerful countries, such as the US or members of the EU, and create an unjust regime. Steven Vanderheiden, one of the earliest climate justice philosophers, claims that developing nations are usually offered a “take it or leave it” deal, such as the new finance goal of US$300 billion (£232 billion) or about half of what developing countries were asking for, once developed nations have made decisions without them.

A fairer vision

In response to these inequalities and ongoing tensions, Juniper sets out a vision for a fairer, greener society – also known as a just transition.

A just transition is hard to define. It was once a relatively well demarcated and clearly grounded concept associated with worker’s rights.

Over time, it has become an increasingly all-encompassing policy objective, untethered from any specific policies, political objectives or priorities. Indeed, while there are certainly overlaps between the different visions of a just transition, significant aspects directly contradict one another.

Just Earth by Tony Juniper is out now.
CC BY-NC-ND

Many of the messages in Juniper’s book have been shouted by those less privileged for decades. By using his platform to amplify the importance of climate justice, he is striving to make a difference. However, the voices of those from affected communities in developing countries, the working class in richer countries, and women (who will be hardest hit by climate change) are somewhat absent.

Juniper neatly encompasses 40-plus years of global negotiations on climate change and biodiversity, reflecting on core issues blocking progress, such as populism and fossil fuel interests. Getting your head around negotiations is a complex task – and it’s one that Juniper executes very well.

Juniper also discusses rising inequality, especially post-COVID, and the intersecting relationship between affluence and environmental destruction, with the richest consuming far more than the poorest and the top 10% wealthiest individuals having emitting more greenhouse gases than the poorest 50%.

He sets out the impacts of consumption, particularly of the wealthiest, and the unfairness of those being hit hardest consuming the least. He carefully dissects why indefinite growth of GDP can no longer be taken as a given.

Then he sets out his vision for a just transition with a ten-point agenda, including new measures of progress. He suggests focusing on wellbeing and sustainable consumption, not GDP.

He highlights the importance of financing the future and raising the transition war chest – that involves carbon tax regimes and additional public resources for environmental protection to build climate resilience. He advises switching subsidies to green energy rather than fossil fuels, and also advocates for the use of ecocide law to protect future generations.

While progress is possible, Juniper is a realist. He outlines how much our culture needs to shift away from consumption, competition, devaluing nature, and towards a fairer society for all. As he puts it: “We have nowhere else to go. There is just Earth.”

Don’t have time to read about climate change as much as you’d like?

Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 40,000+ readers who’ve subscribed so far.

Alix Dietzel 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. Climate change isn’t fair but Tony Juniper’s new book explains how a green transition could be ‘just’ – https://theconversation.com/climate-change-isnt-fair-but-tony-junipers-new-book-explains-how-a-green-transition-could-be-just-250671

MIL OSI – Global Reports –

April 1, 2025
MIL-OSI United Nations: 31 March 2025 Departmental update WHO calls for urgent action on dementia among refugees and migrants
Source: World Health Organisation

The World Health Organization (WHO) has launched a new report, Dementia in refugees and migrants: epidemiology, public health implications and global health responses, which synthesizes the latest global evidence on the factors affecting the health and care of displaced populations and offers policy considerations to address these challenges. This is the sixth report in the Global Evidence Review on Health and Migration (GEHM) series.

Dementia: A growing public health challenge

Dementia affects over 57 million people worldwide, with nearly 10 million new cases each year. It is the seventh leading cause of death and a major driver of disability among older people. While no cure exists, physical activity, social engagement, and some medications can help manage symptoms. However, people with dementia frequently face discrimination and barriers to care, highlighting the need for robust policies that safeguard their rights and ensure access to support services.

Refugees and migrants with dementia face greater barriers to care

For refugees and migrants, these challenges are even more pronounced. Many face limited access to culturally and linguistically appropriate care, disrupted support networks, and the compounded effects of migration-related stressors. A lack of cross-cultural assessment tools and limited specialist training for health care professionals contributes to underdiagnosis and undertreatment among refugees and migrants.

As migration and forced displacement due to economic factors, conflict, climate change, and food insecurity intensifies, the number of older refugees and migrants is rising. Yet dementia in these populations remains largely overlooked in health policies and crisis response plans.

Data and research on dementia prevalence and risk factors among refugees and migrants are scarce, making it difficult to design effective interventions. Without comprehensive, disaggregated data, health systems cannot tailor services to meet the needs of refugees and migrants.

“Dementia care must be an integral part of migration and public health policies. Refugees and migrants have the same right to health as everyone else, yet too often face systemic barriers to care” said Dr Santino Severoni, Director of WHO’s Department of Health and Migration. “Urgent action is needed to ensure timely diagnosis, effective treatment, and appropriate support for both individuals and their carers.”

Urgent action needed to address dementia in refugees and migrants:

“Refugees and migrants, already vulnerable due to displacement, face additional risks when it comes to dementia” said Dévora Kestel, Director of WHO’s Department of Mental Health, Brain Health and Substance Use. “The report highlights the critical need for health systems and emergency responses to be equipped to address the unique barriers these populations face in accessing timely and appropriate dementia care”.

The report synthesises available global evidence on dementia in refugees and migrants and puts forward a series of policy considerations to governments, policymakers, and programme managers in Ministries of Health and other ministries.
- Policy and legislation: Ensure inclusion of refugees and migrants in national and regional dementia-related policies, legislation, and frameworks, and position dementia within broader health agendas addressing refugee and migrant populations.
- Awareness and inclusion: Launch national and local campaigns and policy engagement to raise awareness of dementia in refugee and migrant communities. Develop dementia-friendly and dementia-inclusive environments, including in emergency displacement settings.
- Risk reduction: Design and implement culturally and linguistically sensitive, evidence-informed interventions to lower dementia risk among refugees and migrants. Integrate dementia risk reduction into broader noncommunicable disease prevention policies and strengthen research on risk and protective factors.
- Diagnosis, treatment, and care: Improve access to healthcare by addressing barriers to dementia diagnosis and treatment, particularly among refugees and migrants. Develop integrated care pathways and provide training for health and social care professionals working with refugees and migrants.
- Support for carers: Implement training and legal protections for carers of refugees and migrants with dementia. Ensure access to care and support services, particularly in emergency settings, and involve family caregivers in care planning and policymaking.
- Health information systems and monitoring: Strengthen national surveillance and monitoring systems to include data on dementia in refugees and migrants. Expand the evidence base on dementia prevalence and its public health implications in these populations, including addressing the priority evidence gaps brought forward in this Global evidence review.
- Research and innovation: Prioritize dementia in refugees and migrants within the global research agenda. Increase investment and collaboration to develop innovative solutions tailored to their unique needs.
This sixth report of the GEHM series was developed by WHO Health and Migration, in collaboration with the Department of Mental Health, Brain Health, and Substance Use. The GEHM series provides policymakers with evidence-based insights and policy considerations to address the health needs of refugees and migrants

MIL OSI United Nations News –
April 1, 2025
MIL-OSI Europe: ASIA/SOUTH KOREA – Archbishop Nappa celebrates the 60th anniversary of the establishment of the Korean Pontifical Mission Societies in Seoul

Source: Agenzia Fides – MIL OSI

Don Marco Kim

Seoul (Agenzia Fides) – “It is with great emotion that I visit this land of martyrs that is Korea, a unique country in the history of the Church, where the faith took root spontaneously before the arrival of the missionaries.” With these words, Archbishop Emilio Nappa began his homily at the commemorative Mass for the 60th anniversary of the founding of the Korean National Direction of the Pontifical Mission Societies (PMS). The Eucharistic concelebration was presided over this morning, Monday, March 31, by Bishop Mathias Iong-hoon Ri, President of the Korean Bishops’ Conference, in the Cathedral of the Archdiocese of Seoul, in Myeongdong.Archbishop Nappa, current Secretary General of the Governorate of the Vatican City and former President of the Pontifical Mission Societies, concelebrated the Mass at 10 a.m., in the presence of Cardinal Andrea Yeom, Archbishop Emeritus of Seoul; Archbishop Giovanni Gaspari, Apostolic Nuncio to South Korea; and numerous prelates, priests, former national directors of the Pontifical Mission Societies, religious sisters and lay missionaries, as well as hundreds of faithful. “Your ancestors in the faith,” said Archbishop Nappa, “kept their faith under severe persecution, dreaming of eternal life. Nobles and servants sat together, calling each other brothers and sisters.” The former PMS president “gave thanks and praise to God” for all those who have served the Korean PMS throughout their history, inviting the faithful to “implore with the same ardent intention […] so that the steadfast faith that animated your ancestors in the faith may be awakened in you.”In his welcoming address, Cardinal Andrew Soo-jung Yeom, Archbishop Emeritus of Seoul, retraced the history of the Korean PMS, recalling that the Pontifical Mission Societies of Korea were established on June 29, 1965, under the name ‘Pontifical Commission for the Propagation of the Faith’.He also emphasized that in 60 years, we have moved from a “Church that receives” (referring to the period when Korea was still poor and seminaries benefited from PMS subsidies) to a “Church that gives.” Indeed, “the Church on mission,” the Cardinal explained, “is a Church on the move, a Church that spreads the fragrance of Christ through the charity of daily life.”The Eucharistic celebration was followed by a conference on mission and several testimonies from consecrated and lay missionaries. Thomas Aquinas Seong-ho Song and Rosa Eun-hyung Rosa Yang, a Consolata lay missionary couple and grandparents of three grandchildren, recounted how they were called at the age of 60 to a mission in Tanzania after a previous experience in Mozambique. “Living with people and loving them” in order to “be able to proclaim Christ” were the main characteristics of the mission witnessed by the couple. As administrators at the Mission Center, he and her vice-directors, Thomas and Rosa, also reiterated the importance of learning the language and obtaining a driver’s license to begin interacting with the local community and becoming accustomed to its cultural expressions. They also emphasized that the situation they have embraced is “a place where it is difficult to live without prayer.”Another significant testimony came from Sister Anna Kang, a member of the Conceptionist Teaching Missionaries and a missionary in the Philippines from 2018 to 2023. With the help of the PMS and thanks to the support of many other donors, Sister Anna continued a daycare project, created specifically to provide a place of welcome and education for children who come from these homes where “a single room serves as a kitchen, dormitory, and bathroom.”During the lecture given by Father Peter Dong Won Kim, head of the Department of Mission ad Gentes of the Archdiocese of Seoul, he recounted his missionary experience in Taiwan, working with an aboriginal parish in the mountains, emphasizing that “missionary travel is not dictated by personal preferences (even if it seems so), but by the missionary’s response to God’s call.””We hope that the missionary spirit you experienced as President of the Pontifical Mission Societies will continue to accompany you in fulfilling your new mission,” expressed Father Marco Sungsu Kim, official of the Dicastery for Evangelization (section for the First Evangelization and the New Particular Churches), who accompanied the Archbishop during his visit to Japan and South Korea. The former President of the PMS took the time, at the end of his homily, to thank the Korean Church, which places its priests at the disposal of the universal Church.Archbishop Nappa’s visit to South Korea began on March 26 with a visit to the Apostolic Nunciature and a meeting with the Nuncio, Msgr. Giovanni Gaspari, and ended this morning. During his stay, Archbishop Nappa participated with a message of good wishes in the Mass celebrated on March 26, also in Myeongdong, for the 12th anniversary of the papal election of Pope Francis, with all the Korean bishops gathered for the Ordinary Plenary Assembly of the Korean Bishops’ Conference.The Archbishop also celebrated a Mass with the Salesian Sisters (about 30 sisters) on March 27 and took the opportunity to thank them for their commitment to North Korean youth. On the same day, he visited the Korean Bishops’ Conference where he was welcomed with “deep gratitude” by Secretary General Stefano Cheol-soo Lee and conveyed the greetings of Cardinal Tagle, Pro-Prefect of the Dicastery for Evangelization.The day’s program concluded with a meeting with Catholic secondary school students. On March 28, he then visited the Diocese of Daegu, where he celebrated Mass, had a brief meeting with Bishop Thaddeus Hwan-kil Cho, and visited the Daegu Archdiocesan Major Seminary, Gwandeokjung (Museum of Martyrdom), the cathedral, the headquarters of ‘Catholic Times’, and the regional headquarters of the ‘Catholic Peace Broadcasting Corporation’. On the 29th, he visited the Diocese of Suwon, where Bishop Mathias Iong-hoon Ri, president of the Korean Bishops’ Conference, is bishop. In the afternoon, after visiting the Marian Shrine of Namyang (dedicated first to the anonymous martyrs, and later, in 1991, to the Virgin Mary), he concelebrated Mass with approximately 200 children at the parish of St. Pio of Pietrelcina in Hwaseong (Dongtan Bansong-dong Catholic Church). He then returned to the Seoul Major Seminary on Sunday, March 30, and visited the Seosomun Martyrs’ Shrine, the site where many early Korean Catholics were martyred, including the first to be baptized, Peter Seung-hun Yi.The gifts that Archbishop Nappa brought to the bishops and collaborators in Japan and Korea consisted of a wooden reproduction of the crucifix offered by Saint John Mary Vianney to Blessed Pauline Jaricot (prepared by the Pontifical Society for the Propagation of the Faith, POPF) and booklets on the life of the foundress of the societies and of Jeanne Bigard (foundress of the Pontifical Society of Saint Peter the Apostle, POSPA), as well as the missionary rosaries of the Dicastery. (PR) (Agenzia Fides, 31/3/2025)
Don Marco Kim

Don Marco Kim

Don Marco Kim

Don Marco Kim

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April 1, 2025

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