Category: Politics

  • MIL-OSI: Sage Geosystems Achieves “Awardable” Status by the U.S. Department of Defense for the U.S. Air Force Geothermal Program

    Source: GlobeNewswire (MIL-OSI)

    HOUSTON, March 03, 2025 (GLOBE NEWSWIRE) — Sage Geosystems Inc. (Sage), the pioneer of Pressure Geothermal technology, announced today it was selected by the U.S. Air Force Office of Energy Assurance and the U.S. Department of Defense’s (DoD) Chief Digital and Artificial Intelligence Office (CDAO) to explore how to tap into America’s abundant geothermal energy supply to increase the U.S.’s national security and energy dominance.

    Having achieved “Awardable” status for three separate applications, Sage can now explore developing a utility-scale geothermal power plant domestically and abroad to supply U.S. military bases with reliable and cost-effective electricity, even during a grid outage.

    Sage was selected through the CDAO’s innovative solicitation process known as the Tradewinds Solutions Marketplace, which is designed to accelerate the procurement and adoption of mission-critical technologies, such as Artificial Intelligence, Machine Learning, and resilient energy technologies. All “awardable” solutions in Tradewinds have been assessed through complex scoring rubrics and competitive procedures and allow government and military customers to readily choose a pre-approved vendor to expedite a contract.

    Tradewinds selected three of Sage’s submissions:

    • Sage Geosystems individual submission
    • A partnership with an independent energy and carbon management company
    • A partnership with a major energy equipment manufacturing company and an energy service company.

    These selections represent three of eleven final applications that achieved “awardable” status.

    “The U.S. Air Force leveraged the Tradewinds solicitation process to quickly collaborate with innovative American companies to build resilient, next-generation geothermal technologies at our bases, using private capital instead of taxpayer dollars,” said Mr. Kirk Philips, Director, Air Force Office of Energy Assurance.

    “Sage is incredibly excited to have been granted awardable status by the DoD as this allows us priority selection for future contracts,” said Cindy Taff, CEO of Sage. “We are excited to play a role in helping unleash America’s energy dominance with secure, plentiful, geothermal energy.”

    Sage’s videos, including two videos produced in collaboration with three separate partner entities, accessible only by government customers on the Tradewinds Solutions Marketplace, present actual use cases in which the company would implement geothermal power generation solutions and/or energy storage solutions. Sage Geosystems was recognized among a competitive field of applicants to the Tradewinds Solutions Marketplace whose solutions demonstrated innovation, scalability, and potential impact on DoD missions. Government customers interested in viewing the video solutions can create a Tradewinds Solutions Marketplace account at tradewindAI.com.

    About Sage Geosystems:
    Sage Geosystems is a leader in the next-generation geothermal industry, pioneering the use of Pressure Geothermal. Pressure Geothermal leverages both the heat and the pressure of the earth to enable three applications: energy storage, power generation and district heating. It also broadly expands where it can be applied allowing geothermal to be deployed globally. For more information, visit www.sagegeosystems.com.

    About the Tradewinds Solutions Marketplace:
    The Tradewinds Solutions Marketplace is a digital repository of post-competition, readily awardable pitch videos that address the U.S. Department of Defense’s (DoD) most significant challenges in the Artificial Intelligence/Machine Learning (AI/ML), data, and analytics space. All awardable solutions have been assessed through complex scoring rubrics and competitive procedures and are available to Government customers with a Marketplace account. Government customers can create an account at www.tradewindai.com. Tradewinds is housed in the DoD’s Chief Digital Artificial Intelligence Office. For more information or media requests, contact: Success@tradewindai.com.

    About the U.S. Air Force Office of Energy Assurance:
    The U.S. Air Force Office of Energy Assurance (AF OEA), a directorate of the Air Force Civil Engineer Center (AFCEC), develops energy solutions that close energy resilience gaps and strengthen our nation’s Air Force and Space Force installations at home and abroad. By leveraging the expertise of the energy community, AF OEA builds tailored energy solutions for each installation that are resilient, innovative, and cost-effective. For more information, visit https://www.afcec.af.mil/energy.

    Media Contact:
    Claire Underwood
    claire@teamsilverline.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/d29340a8-b223-4747-94af-84cc4d3c8782

    The MIL Network

  • MIL-OSI United Kingdom: European Day for Victims of Terrorism event – speakers announced

    Source: Traditional Unionist Voice – Northern Ireland

    Every year since the Madrid bombings in 2004 across Europe one day in March has been set aside as a Memorial Day to the victims of terrorist attacks. Following his election to the Assembly Jim Allister hosted events at Stormont to mark the occasion. His successor as TUV MLA for North Antrim, Timothy Gaston, is continuing the tradition.

    Over the years, there have been highly successful events attended by victims of Republican and Loyalist terrorism from across Northern Ireland, Great Britain, the Republic and continental Europe.

    This year’s event to mark European Day for Victims of Terrorism will be held in the Senate Chamber in Parliament Buildings at 11am on Monday 10th March with refreshments available from 10:30am.

    The press are very welcome to attend.

    Timothy Gaston explained:

    “The event will take the form of a minute of silence in memory of murdered victims, followed by three victims telling their stories so that we might hear some of the untold accounts of the consequences of terrorism, both republican and loyalist.

    “I believe this will be a worthwhile effort and in previous years I received very positive feedback from those who attended. It is but right that one of the regions of Europe most savagely ravaged by terrorism should mark this important day. I am pleased that we will hear from a cousin of Dougald McCaughey, one of the three Scottish soldiers murdered in particularly brutal circumstances in on 10th March 1971 meaning the event will take place on the anniversary of these brutal murders.

    “I am thankful for the South East Fermanagh Foundation and Ulster Human Rights Watch for making this event possible and for Assembly colleagues Mike Nesbitt and Patsy McGlone without whose co-sponsorship this event would not be taking place”.

    This year’s event will include contributions from four speakers. Their details are provided by SEFF and UHRW.

    1. Caroline D’Eath
    Daughter of Gerald D’Eath
    22nd May 1975

    Gerald was a 31-year-old Roman Catholic civilian murdered by a UVF bomb. He was married with four children and a machine operator who was from, Braeside in Dungannon.

    Gerald had been working on the building site of a new Christian Brothers school for several months and died on the site when a UVF bomb exploded. He was working as a bricklayer at the time.

    Pics provided by the family:

    Gerald D’Eath with his daughters before his death.

    Second picture is with his loving late wife Margaret.

    2. David McCaughey

    Cousin of Dougald McCaughey who was murdered by Provisional IRA terrorists alongside John and Joseph McCaig

    Three Scottish soldiers – 10th March 1971

    The soldiers were unarmed members of the 1st Battalion, Royal Highland Fusiliers.
    Dougald McCaughey, 23, was murdered along with brothers John, 17 and Joseph McCaig, 18 respectively. All three men were from Scotland.

    They were murdered when off-duty and in civilian clothes, having been lured from a city-centre bar in Belfast, driven to a remote location, and shot.

    Family, former colleagues, and friends of the three Scottish soldiers continue to fight for justice for three young men, who were much loved by many, David is a key driver in The Three Scottish Soldiers campaign group.

    3. Pamela Wilson
    Daughter of Const. David Dorsett RUC GC
    14th January 1973

    David Dorsett and Mervyn Wilson who were murdered by Provisional IRA terrorists.

    David was 37-years-old and originally from Wolverhampton and had served in the Royal Navy and the Bristol Constabulary.

    In 1967, he joined the RUC. His wife was from Londonderry. It was his son’s 8th birthday on the day he was murdered. He also had a 10-year-old daughter and an 8-month old baby girl.

    A bomb exploded beneath their car on Harbour Square.

    Both officers were serving with the force’s Traffic Branch and had been stationed at the nearby Victoria RUC station.

    Two other police officers who were in the car were also injured.

    4. Colette Murray

    Colette Murray was aged 47 years when her brother Cyril was shot dead by Loyalist terrorists on the 8th of July 1992 in the family home where they both had lived for 29 years. Their late parents and two other siblings had lived there with the latter both moving out on getting married. Cyril and Colette had put the house up for sale and were in the process of moving to a new bungalow in Randalstown which they were having built and which was ready for occupation ten days after the incident.

    Cyril Murray was a law-abiding citizen who had taught in a primary school in Belfast. He was well regarded in educational circles as an inspirational teacher and many past pupils had fond memories of him.

    The terrorists later stated it was a case of mistaken identity.

    Two individuals were later convicted and sentenced. As a result of the 1998 Belfast Agreement these individuals would only have served a minimum of 4 years and a maximum of 8 years for their heinous crimes.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: New community shop opens for Wolverhampton residents

    Source: City of Wolverhampton

    Residents in Bushbury and surrounding areas will have the new community shop on their doorstep after it’s relocation from Low Hill Community centre. Anyone in the city will be able to reduce the cost of their weekly shop by popping in for a wide range of food from fresh fruit and vegetables to store cupboard items and fresh bread.

    It’s the latest community shop to join the city wide network, which also includes the flagship shop and Pomegranate Café at the Queen’s Building in Victoria Square in the city centre.

    Shoppers can save a lot of money every week on groceries by using the community shops instead of major supermarkets.

    The council helped create the shops with an initial investment from the government’s Household Support Fund and provides on-going support, but they are run day to day by staff and volunteers at community centres and hubs.

    Leader of the City of Wolverhampton Council, Councillor Stephen Simkins said he was glad the council had been able to work with the community to create this new shop.

    ‘These shops are for everyone who lives in Wolverhampton and have already helped many residents across the city save so much money on their weekly food bills over the last few years.

    ‘The council is committed to the future of community shops, as they really do offer a way for people to do the best for their families in these difficult times. They also help our local economy, which helps everyone in the city in the long-term.

    ‘This is just one of the many ways as a council we’re trying to help our citizens deal with the on-going challenges of the high cost of living. Food remains the number one item in regards to cost of living, with which residents need our help.’

    Kim Payne, WV10 Consortium Partnership manager said: ‘Opening a community shop here at Fifth Avenue will be a fantastic source of support for local people that will complement other services provided here at the community centre by Bushbury Hill Estate Management board and WV10 Consortium.

    ‘Please drop by and see what’s on offer, we’ll have plenty of fresh produce and seasonal deals as well as every day essentials for healthy and tasty meals.’

    For more information visit WV10 Consortium and for more details about other community shops across the city and other cost of living support available from the council check out our web pages.

    Pocket to Plate is another key project the council developed to help residents provide nutritious and tasty food for themselves and their families on a budget.

    Community chefs Prince and Simon, who both work out of Fifth Avenue, also join forces with self-taught cook and tiktok star Mitch Lane every Thursday to release new recipes and how to cook them as part of Pocket to Plate.

    Follow @pocketoplate now on Instagram, tiktok and youtube to view the latest and keep an eye out for them using produce from the shop to inspire your next home-cooked meal.      

    MIL OSI United Kingdom

  • MIL-OSI: Cyabra to Participate in the 37th Annual ROTH Conference on March 17-18

    Source: GlobeNewswire (MIL-OSI)

    New York, NY, March 03, 2025 (GLOBE NEWSWIRE) — Cyabra Ltd. (Nasdaq: TBMC) a leading AI platform for real-time disinformation detection, today announced its participation in the 37th Annual ROTH Conference on March 17-18, 2025, in Dana Point, CA.

    During the conference, Dan Brahmy, Cyabra’s Chief Executive Officer and co-founder, will be available for one-on-one investor meetings on both days. To schedule a meeting, please contact your Roth representative.

    Cyabra has entered into a business combination agreement with Trailblazer Merger Corporation I (NASDAQ: TBMC), a blank-check special-purpose acquisition company.

    About the 37thAnnual Roth Conference

    This year’s event will consist of 1-on-1 / small group meetings, analyst-selected fireside chats, industry keynotes and panels with executive management attending from approximately 450 private and public companies in a variety of growth sectors including: Business Services, Consumer, Healthcare, Industrial Growth, Insurance, Resources, Sustainability and Technology, Media & Entertainment.

    About Cyabra

    Cyabra Strategy Ltd. is a real-time AI-powered platform that uncovers and analyzes online disinformation and misinformation by uncovering fake profiles, harmful narratives, and GenAI content across social media and digital news channels. Cyabra’s AI protects corporations and governments against brand reputation risks, election manipulation, foreign interference, and other online threats. Cyabra’s platform leverages proprietary algorithms and NLP solutions, gathering and analyzing publicly available data to provide clear, actionable insights and real-time alerts that inform critical decision-making. Cyabra uncovers the good, bad, and fake online.

    For more information, visit www.cyabra.com.

    Media Contact:

    Jill Burkes
    Jill@cyabra.com

    Investor Relations Contact:

    Miri Segal
    MS-IR
    msegal@ms-ir.com

    About Trailblazer

    Trailblazer is a blank check company formed for the purpose of entering into a merger, share exchange, asset acquisition, stock purchase, recapitalization, reorganization, or other similar business combination with one or more businesses or entities. For more information, visit: www.trailblazermergercorp.com

    Forward-Looking Statements

    This press release contains certain forward-looking statements within the meaning of the federal securities laws with respect to certain products and services that are the subject of a proposed transaction (the “Business Combination”) between Trailblazer and Cyabra. All statements other than statements of historical facts contained in this press release, including statements regarding Cyabra’s business strategy, products and services, research and development costs, plans and objectives of management for future operations, and future results of current and anticipated product offerings, are forward-looking statements. These forward-looking statements generally are identified by the words “believe,” “project,” “expect,” “anticipate,” “estimate,” “intend,” “strategy,” “future,” “opportunity,” “plan,” “may,” “should,” “will,” “would,” “will be,” “will continue,” “will likely result,” and similar expressions. These forward-looking statements are subject to a number of risks, uncertainties and assumptions, including, but not limited to, the following risks relating to the proposed transaction: the ability to complete the Business Combination or, if Trailblazer does not consummate such Business Combination, any other initial business combination; expectations regarding Cyabra’s strategies and future financial performance, including its future business plans or objectives, prospective performance and opportunities and competitors, revenues, products and services, pricing, operating expenses, market trends, liquidity, cash flows and uses of cash, capital expenditures, and Cyabra’s ability to invest in growth initiatives and pursue acquisition opportunities; the occurrence of any event, change or other circumstances that could give rise to the termination of the Business Combination Agreement; the outcome of any legal proceedings that may be instituted against Trailblazer or Cyabra following announcement of the Business Combination Agreement and the transactions contemplated therein; the inability to complete the proposed Business Combination due to, among other things, the failure to obtain Trailblazer stockholder approval; the risk that the announcement and consummation of the proposed Business Combination disrupts Cyabra’s current operations and future plans; the ability to recognize the anticipated benefits of the proposed Business Combination; unexpected costs related to the proposed Business Combination; the amount of any redemptions by existing holders of Trailblazer’s common stock being greater than expected; limited liquidity and trading of Trailblazer’s securities; geopolitical risk and changes in applicable laws or regulations; the size of the addressable markets for Cyabra’s products and services; the possibility that Trailblazer and/or Cyabra may be adversely affected by other economic, business, and/or competitive factors; the ability to obtain and/or maintain the listing of the combined company’s common stock on Nasdaq following the Business Combination; operational risk; and the risks that the consummation of the proposed Business Combination is substantially delayed or does not occur.

    Important Information for Investors and Stockholders

    In connection with the Business Combination, Trailblazer Holdings, Inc., a subsidiary of Trailblazer (“Holdings”) has filed a registration statement on Form S-4 (the “Registration Statement”) with the United States Securities and Exchange Commission (the “SEC”), which includes a preliminary proxy statement/prospectus, and certain other related documents, which will be both the proxy statement to be distributed to holders of shares of Trailblazer’s common stock in connection with its solicitation of proxies for the vote by its stockholders with respect to the Business Combination and other matters as may be described in the Registration Statement, as well as the prospectus of Holdings relating to the offer and sale of its securities to be issued in the Business Combination. . After the Registration Statement is declared effective, the proxy statement/prospectus will be sent to all Trailblazer stockholders so that they may vote on the Business Combination.

    INVESTORS AND STOCKHOLDERS OF TRAILBLAZER ARE URGED TO READ CAREFULLY THE REGISTRATION STATEMENT, PROXY STATEMENT/PROSPECTUS, AND OTHER RELEVANT DOCUMENTS FILED OR TO BE FILED WITH THE SEC WHEN THEY BECOME AVAILABLE, AS THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE BUSINESS COMBINATION AND THE PARTIES INVOLVED.

    Trailblazer stockholders are currently able to obtain copies of the preliminary proxy statement/prospectus and other documents filed with the SEC that are incorporated by reference therein, and will be able to obtain the definitive proxy statement/prospectus and other documents filed with the SEC that will be incorporated by reference therein, once available, in all cases without charge, at the SEC’s web site at www.sec.gov, or by directing a request to: Trailblazer at 510 Madison Avenue, Suite 1401, New York, NY 10022, Telephone: 646-747-9618.

    Participants in the Solicitation

    Cyabra, Trailblazer, and their respective directors and executive officers may be deemed participants in the solicitation of proxies from Trailblazer stockholders regarding the proposed Business Combination. Information about Trailblazer’s directors and executive officers and their ownership of Trailblazer’s securities is set forth in the proxy statement/prospectus pertaining to the proposed Business Combination.

    No Offer or Solicitation

    This press release does not constitute an offer to sell or a solicitation of an offer to buy any securities, or a solicitation of any vote or approval. No sale of securities shall occur in any jurisdiction in which such offer, solicitation, or sale would be unlawful before registration or qualification under applicable

    The MIL Network

  • MIL-OSI: Announcement of the ordinary general shareholders meeting Urbo bankas UAB for the year 2025

    Source: GlobeNewswire (MIL-OSI)

    Urbo bankas UAB (hereinafter – “the Bank”), company code 112027077, address: Konstitucijos pr.18B, Vilnius.

    The Ordinary General Meeting of Shareholders of  the Bank is convened in 2025 March 21, 11 a.m. at Konstitucijos pr. 18B, Vilnius (4th floor).

    The agenda of the ordinary General Meeting of Shareholders is as follows:

    • Regarding Urbo bankas UAB in 2024 management reports.
    • Regarding the auditor’s report of Urbo bankas UAB.
    • Regarding the approval of the Set of Financial Statements of Urbo bankas UAB for 2024.
    • Regarding the distribution of profit of Urbo bankas UAB for the year 2024.
    • Regarding the increase of the authorized capital of Urbo bankas UAB from the funds of Urbo bankas UAB.
    • Regarding the amendment of the articles of association of Urbo bankas UAB.
    • Regarding the election of members of the supervisory board of Urbo bankas UAB.

    The draft resolution of each issue on the agenda of the general meeting of shareholders, as well as other documents that must be submitted to the general meeting of shareholders, and information related to the exercise of shareholder rights, can be obtained from the person exercising the rights of the Bank’s shareholder at the bank’s headquarters at Konstitucijos pr. 18B, Vilnius. The opportunity to receive the above-mentioned information will be made no later than 10 days before the general meeting of shareholders.

     For more information please contact: Head of Business Division Julius Ivaška, ph.: +370 601 04 453, e-mail: media@urbo.lt

    The MIL Network

  • MIL-OSI: Westhaven Announces Updated Preliminary Economic Assessment for the Shovelnose Gold Project, British Columbia

    Source: GlobeNewswire (MIL-OSI)

    After-Tax NPV Doubled to $454 Million

    After-Tax IRR of 43.2%

    Payback of Initial Capital Costs of 2.1 Years

    All amounts are in Canadian Dollars unless otherwise noted

    VANCOUVER, British Columbia, March 03, 2025 (GLOBE NEWSWIRE) — Westhaven Gold Corp. (TSX-V:WHN) is pleased to report the completion of an Updated Preliminary Economic Assessment (“PEA”) at its 100% owned 41,634-hectare Shovelnose Gold Property (the “Property”) located within the prospective Spences Bridge Gold Belt (“SBGB”), which borders the Coquihalla Highway 30 kilometres south of Merritt, British Columbia. The PEA outlines a robust, low-cost, rapid pay-back, high margin, 11.1 year underground gold mining opportunity and is based on updated mineral resources that include contributions from the South, Franz and FMN zones.

    At a gold price of US$2,400/oz and an exchange rate of C$1.00 to US$0.72, the Shovelnose base case estimate (the “Base Case”) generates an after-tax net present value (NPV) at a 6% discount rate of $454 million and an internal rate of return (IRR) of 43.2%. The proposed mine will operate over an initial 11.1 year mine-life with average annual life-of-mine gold production of 56,000 ounces. Initial capital expenditure to fund construction and commissioning is estimated at $184 million, with a life-of-mine capital cost of $379 million and a payback period of 2.1 years. The all-in sustaining costs (as defined per World Gold Council guidelines, less corporate G&A) are estimated to be US$836 per ounce of gold produced.

    Summary Table – Economic Sensitivity to Long Term Gold Price

    Long Term Metal Price Variability Corresponding Gold Price After Tax NPV (at 6%) After Tax IRR
    (percentage change) US$/ounce CDN $ millions (%)
    – 20% 1,920 284.3 30.4
    – 10% 2,160 369.1 36.9
    base case 2,400 453.7 43.2
    + 10% 2,640 538.3 49.5
    + 20% 2,880 622.8 55.7

    Gareth Thomas, President & CEO, comments: “Westhaven’s flagship Shovelnose Gold Property is ideally situated, in close proximity to roads, power and infrastructure in a tier 1 mining jurisdiction. Production contribution from both Franz and FMN provide valuable ounces that bring gold production forward in the schedule resulting in payback of initial capital costs in just 2.1 years. Our intention is to continue to advance this cornerstone project in parallel with our ongoing exploration efforts to further expand the gold-silver mineral inventory on this highly prospective land package. The next steps towards rapidly advancing development include further de-risking initiatives such as continued environmental baseline studies, permitting requirements, along with other cost and technical requirements.”

    The Company cautions that the results of the PEA are preliminary in nature and include Inferred Mineral Resources that are considered too speculative geologically to have economic consideration applied to them to be classified as Mineral Reserves. There is no certainty that the results of the PEA will be realized. Mineral Resources that are not Mineral Reserves do not have demonstrated economic viability.

    Preliminary Economic Assessment Highlights:

    *Base case parameters of US$2,400 per ounce gold, US$28 per ounce silver and CDN$/US$ exchange rate of $0.72.
    *All costs are in Canadian dollars unless otherwise specified.

    • Robust financial metrics.
      • Pre-tax Internal Rate of Return (“IRR”) of 56.3%; After-tax IRR of 43.2%.
      • Low All-In Sustaining Cost (“AISC”) of $1,161/ounce (“oz”) (US$836/oz) gold equivalent (“AuEq”).
      • Low Cash Cost of $872 oz/AuEq (US$ 628/oz AuEq).
      • Pre-tax Net Present Value (“NPV”6%) of $730 million (M) and After-tax NPV of $454M.
      • Payback period from start of production year at 1.7 years pre-tax and 2.1 years after-tax.
      • After-tax (NPV 6%) increases to $634M and After-tax IRR increases to 56.6% using spot prices of US$2,900 gold and US$30 silver.
    • Low capital-intensive development and operating costs.
      • Total Preproduction Capital of $184M.
      • Total Life of Mine (“LOM”) Capital Costs of $379M.
      • Average operating cost of $142/ tonne processed.
      • 92% of total stope mining is cost effective longitudinal and traverse longhole stoping, with only 8% of total mining requiring cut and fill stoping.
    • 11.1-year mine life and ability to expand processing to accommodate satellite discoveries.
      • 718,600 total Indicated ounces gold equivalent (“AuEq”) underground Mineral Resource Estimate.

           292,000 total Inferred ounces AuEq underground Mineral Resource Estimate.

    • Production rate of 1,000 tonnes per day (“tpd”).
    • Total payable metals of 637,000 oz gold (“Au”) and 3,562,000 oz silver (“Ag”).
    • Average annual production of 56,000 oz Au peaking in year 7 at 68,000 oz Au.

                            Total mineralized rock production of 4,159,000 tonnes at 5.26 g/t Au and 32 g/t Ag.

    • Metallurgical recoveries of 91.5% Au and 92.9% Ag.
    • Community/stakeholder benefits.
      • Total projected income taxes paid of $284M.
      • Total projected British Columbia mineral taxes paid of $163M.
      • More than 130 well-paying local full time jobs created during life of mine.
      • Additional employment during construction phase.
      • Indirect spin-off benefits during both construction and mine operations.

    Mineral Resources, Updated PEA Preparation and Results

    The previous public Mineral Resource Estimate (“MRE”) for the South Zone was carried out by P&E Mining Consultants Inc. (“P&E”) with an effective date July 18, 2023. The current underground MRE is reported herein. All drilling and assay data were provided by Westhaven, in the form of Excel data files. The GEOVIA GEMS™ V6.8.4 database compiled by P&E for the February 28, 2025 MRE consisted of 355 surface drill holes, totalling 121,971 metres. A total of 145 drill holes (50,714 metres) were intersected by the Mineral Resource wireframes used in this PEA.

    P&E validated the Mineral Resource database in GEMS™ by checking for inconsistencies in analytical units, duplicate entries, interval, length or distance values less than or equal to zero, blank or zero-value assay results, out-of-sequence intervals, intervals or distances greater than the reported drill hole length, inappropriate collar locations, survey and missing interval and coordinate fields. Some minor errors were identified and corrected in the database. The QPs are of the opinion that the supplied database is suitable for Mineral Resource estimation.

    Block models were constructed using GEOVIA GEMS™ V6.8.4 modelling software and consist of separate model attributes for estimated Au, Ag and AuEq grade, rock type (mineralization domains), volume percent, bulk density, and classification. The Mineral Resource was classified as Indicated and Inferred based on the geological interpretation, variogram performance and drill hole spacing. The QPs also consider mineralization at the South, Franz and FMN Zones to be potentially amenable to underground mining methods. The revised MRE used for this Updated PEA is reported with an effective date of February 28, 2025 and is tabulated in Table 1.

    Table 1
    Shovelnose Underground Mineral Resource Estimate @ 1.3 g/t AuEq Cut-off (1-7)
    Classification Zone  Tonnes
    (k)
    Au
    (g/t)
    Contained Au
    (k oz)
    Ag
    (g/t)
    Contained Ag
    (k oz)
    AuEq
    (g/t)
    Contained AuEq
    (k oz)
    Indicated South 3,107 6.18 616.8 33.1 3,302.8 6.56 655.2
    Franz 89 7.44 21.2 30.9 88.0 7.80 22.2
    FMN 241 5.07 39.2 22.5 173.7 5.33 41.2
    Total 3,437 6.13 677.2 32.3 3,564.5 6.50 718.6
    Inferred South 1,386 3.79 168.6 16.5 736.8 3.98 177.2
    Franz 63 3.48 7.1 51.9 105.4 4.09 8.3
    FMN 843 3.49 94.6 37.5 1,017.3 3.93 106.5
    Total 2,292 3.67 270.3 25.2 1,859.5 3.96 292.0
    1.   Mineral Resources that are not Mineral Reserves do not have demonstrated economic viability.
    2.   The estimate of Mineral Resources may be materially affected by environmental, permitting, legal, title, taxation, socio-political, marketing, or other relevant issues.
    3.   The Inferred Mineral Resource in this estimate has a lower level of confidence than that applied to an Indicated Mineral Resource and must not be converted to a Mineral Reserve. It is reasonably expected that the majority of the Inferred Mineral Resource could potentially be upgraded to an Indicated Mineral Resource with continued exploration.
    4.   The Mineral Resources were estimated in accordance with the Canadian Institute of Mining, Metallurgy and Petroleum (CIM), CIM Standards on Mineral Resources and Reserves, Definitions (2014) and Best Practices Guidelines (2019) prepared by the CIM Standing Committee on Reserve Definitions and adopted by the CIM Council.
    5.   PEA is preliminary in nature and includes Inferred Mineral Resources that are considered too speculative geologically to have the economic considerations applied to them that would enable them to be classified as Mineral Reserves, and there is no certainty that the PEA will be realized.
    6.   The AuEq cut-off of 1.3 g/t was derived from costs of C$82/t mining, C$42/t processing and $18/t G&A. A USD:CDN exchange rate of 0.72 along with US$2,400/oz Au and US$28/oz Ag with respective process recoveries of 91.5% and 92.9%.
    7.   The Au/Ag ratio used was 86:1.
         

    A financial model was developed to estimate the Life of Mine (“LOM”) plan and considered only underground mining of Mineral Resources at the South, Franz and FMN Zones. Other known gold-silver mineralization at the Shovelnose Gold Property, currently being evaluated by Westhaven, are not included.

    The LOM plan covers a 13.1-year period (2 years pre-production and 11.1 years of production). Currency is in Q1 2025 Canadian dollars unless otherwise stated. Inflation has not been considered in the financial analysis.

    The Updated PEA outlines a production mine life of 11.1 years with average annual production of 56,000 ounces gold and 312,000 ounces silver at average respective cash costs and all-in sustaining costs (“AISC”) per ounce gold equivalent of $1,161(US$836). The PEA considers the payable recovery of 637,000 oz gold and 3,562,000 oz silver from an underground operation, at average respective mine production grades of 5.26 g/t and 32 g/t.

    Revenue

    The commercially saleable product generated by the Project is a gold/silver doré. Westhaven would be paid once the doré has been delivered to a smelter and refinery, off-site.

    The NSR payables were based on the following parameters:
    Dore Payable (Includes refining and smelting)
    Au 99%
    Ag 90%

    The CDN$/US$ exchange rate used in the PEA is 0.72.

    Subtotal Revenue        
    Au (US$) $1,529M
    Ag (US$) $100M
    Net revenue                
    CDN$ $2,201M

    The revenue generation by the Shovelnose Project, on a yearly basis, is presented in Table 2.

    Table 2
    Summary of Base Case Total Revenue Generation
    Item / Year Yr -1 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Yr 10 Yr 11 Yr 12 Total
    Tonnes (k) 133.7 330.4 367.5 365.3 365.3 365.3 365.3 365.3 365.3 365.3 365.3 365.3 40.0 4,158.8
    Grade (g/t) – Au 3.98 5.43 4.94 5.52 5.16 5.55 5.59 6.35 5.24 5.05 5.42 4.26 3.93 5.26
    – Ag 27 26 73 32 25 29 36 32 23 25 29 23 25 32
    Au koz  Payable 15.5 52.2 52.8 58.7 54.8 59.0 59.4 67.6 55.8 53.8 57.6 45.3 4.6 637.2
    Ag koz Payable 98.1 232.9 722.4 310.0 242.0 282.3 352.4 316.4 222.8 244.8 287.4 223.6 26.6 3,561.8
    Subtotal Rev.-Au (US$)M 37.2 125.4 126.8 140.8 131.6 141.7 142.6 162.2 133.9 129.0 138.3 108.8 11.0 1,529.3
    -Ag (US$)M 2.7 6.5 20.2 8.7 6.8 7.9 9.9 8.9 6.2 6.9 8.0 6.3 0.7 99.7
    Subtotal Rev. (Cdn$) M 55.4 183.2 204.3 207.6 192.2 207.8 211.8 237.6 194.6 188.8 203.2 159.8 16.3 2,262.5
    Net Royalty (Cdn$) M 5.9 4.6 5.1 5.2 4.8 5.2 5.3 5.9 4.9 4.7 5.1 4.0 0.4 61.1
    Net Revenue (Cdn$) M 49.5 178.6 199.1 202.4 187.4 202.6 206.5 231.7 189.7 184.0 198.2 155.8 15.9 2,201.4


    Note Yr = Year

    The QPs have estimated the net revenues assuming Westhaven has taken advantage of available royalty buy-outs. There is a 2% Net Smelter Return (“NSR”) royalty on the Shovelnose Gold Property held by Franco-Nevada Corp. which Westhaven has the option to buy down to a 1.5% NSR for US$3M. There is a 2% NSR held by Osisko Gold Royalties Ltd. which Westhaven has the option to buy down to a 1% NSR for $500,000.

    Costs

    Operating costs:    
    Total average cost   $142/t processed
    Cash Cost / AuEq oz (Cdn$/oz AuEq)   $872/oz AuEq (US$628/oz)
    All-in sustaining cost (“AISC”)(Cdn$/oz AuEq)   $1,161/oz AuEq (US$836/oz)
         
    Capital costs:    
    LOM   $379M
    Sustaining CAPEX   $195M
         

    LOM capital costs include the cost of all mine development; process plant, mine equipment; surface infrastructure; underground infrastructure; a closure cost; a salvage credit; and a 20% contingency.

    Stoping methods utilized are transverse longhole, longitudinal longhole and cut & fill. The average vein widths to be mined are 16.2m, 6.6m and 3.0m respectively.

    Mining unit costs by method are $143.81/t for transverse, $144.94 for longitudinal long hole, and $142.82/t for cut & fill stoping.

    The proportion of mining method during the life of mine is 65% longitudinal longhole, 27% for transverse longhole mining and 8% cut and fill.

    Table 3
    Base Case Cash Flow Summary
    ITEM DESCRIPTION / YEAR UNITS YR
    – 2
    YR
    – 1
    YR
    1
    YR
    2
    YR
    3
    YR
    4
    YR
    5
    YR
    6
    YR
    7
    YR
    8
    YR
    9
    YR
    10
    YR
    11
    YR
    12
    TTL
    Production kt   134 330 368 365 365 365 365 365 365 365 365 365 40 4,159
    Au (g/t)   3.9 5.4 4.9 5.5 5.2 5.6 5.6 6.4 5.2 5.1 5.4 4.3 3.9 5.3
    Ag (g/t)   27 26 73 32 25 29 36 32 23 25 29 23 25 32
     
    Revenue M$   50 179 199 202 187 203 206 232 190 184 198 156 16 2,201
     
    Opex Expensed Stope Development (Contractor) M$   11 6 11 13 9 2 6 2 9 3 9 5 1 88
    Longitudinal LH Stoping M$   1 3 3 2 3 3 2 2 2 3 3 4 0.4 30
    Transverse LH Stoping M$       1 2 1 1 2 2 2 1       12
    Cut and Fill Stoping M$   1 2 0.2 1 0.1 1     1   1 1 0.1 7
    Mine G&A M$   3 5 5 5 5 5 5 5 5 5 5 5 1 62
    Paste Backfill M$   1 1 2 3 3 3 3 3 3 3 3 3 1 34
    Process Plant M$   6 14 15 15 15 15 15 15 15 15 15 15 2 173
    Transport and Place Tailings M$   1 12 2 1 1 1 1 1 1 1 1 1 0.1 12
    U/G Ore Haulage M$   1 4 6 8 8 8 8 9 8 7 8 8 1 84
    Surface Ore Haulage M$   1 1 1                     3
    Backhaul Paste Backfilll to FMN M$   0.1 0.4 0.2                     1
    Stopckpile Rehandling M$   1 1 1 1 1 1 1 1 1 1 1 1 0.1 14
    G&A M$     6 6 6 6 6 6 6 6 6 6 6 1 71
    Total Opex with Contingency M$   25 45 55 58 53 47 50 47 4 47 53 50 6 589
     
    Capex Mine Development (Contractor) Waste M$   19 21 38 16 9   6 1 6 1 8 3   126
    Process Plant M$ 50 25   4   4   4   4   3     94
    Owner’s Cost M$ 3 5                         8
    Mining Equipment M$   11 7 7   2 2 12 1 5 2 3 4   54
    U/G Infrastructure M$   1 2 1 1   1 1 1 1 1 1 1   13
    Surface Infrastructure M$   48 5 2     2 5   2   5 2   72
    EPCM M$ 9 10                         19
    Closure & Salvage M$   5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 -16 -6
    Total Capex with Contingency M$ 62 122 35 52 18 15 4 28 4 18 4 21 10 -16 379
     
    Taxes Income Tax M$     11 25 24 23 30 31 38 27 28 30 21 -4 284
    Mineral Tax M$   0 3 3 12 16 20 17 24 16 18 17 13 3 163
    Total Taxes M$   0 14 28 37 39 50 48 62 43 46 47 34 0 447
     
    After-Tax Cash Flow M$ -62 -97 85 63 90 80 102 80 118 75 87 77 62 26 785
    After-Tax Cumulative Cash Flow M$ -62 -160 -75 -11 78 158 260 340 458 533 620 697 759 785  
     
    After-tax IRR %   43.2
    After-tax NPV @ 6% M$   454


    Cash Flow Sensitivity Analysis

    The following after-tax cash flow analysis was completed:

    Net Present Value (“NPV”) (at 5%, 6%, 7%, 8%, 9% and 10% discount rates).
    Internal Rate of Return (“IRR”).
    Payback period.

    The summary of the results of the cash flow sensitivity analysis is presented in Table 4

    Table 4
    Base Case Cash Flow Sensitivity Analysis
    Description Discount Rate Units Value
    Undiscounted After-Tax CF 0% (M$) 785
    Internal Rate of Return % 43.2
    After-Tax NPV at 5% (M$) 496
    Base Case 6% (M$) 454
    7% (M$) 415
    8% (M$) 380
    9% (M$) 348
    10% (M$) 319
    After-Tax Total Project Payback (including pre-production) Years 4.1

    The Project was evaluated on an after-tax cash flow basis which generates a net undiscounted cash flow estimated at $785M. This results in an after-tax IRR of 43.2% and an after-tax NPV of $454 M when using a 6% discount rate. In the base case scenario, the Project has a payback period of 4.1 years from the start of the Project. The average life-of-mine cash cost is $872/oz AuEq (US$628/oz AuEq), at an average operating cost of $142/t processed. The average life-of-mine all-in sustaining cost (“AISC”) is estimated at $1,161/oz AuEq (US$836/oz AuEq).

    Sensitivity Analysis

    Project risks can be identified in both economic and non-economic terms. Key economic risks were examined by running cash flow sensitivities to: gold metal price; silver metal price; gold process plant head grade; gold metallurgical recovery; operating costs; and capital costs.

    Each of the sensitivity items were varied up and down by 10% and 20% to assess the effect they would have on the NPV at a 6% discount rate. The value of each parameter, at 80%, 90%, 100% base case, 110% and 120%, is presented in Table 5.

    Table 5
    NPV Sensitivity Parameter Values
    Parameter 80% 90% 100% 110% 120%
    Au Metal Price US$/oz 1,920 2,160 2,400 2,640 2,880
    Ag Metal Price US$/oz 22.40 25.20 28.00 30.80 33.60
    Au Head Grade g/t 4.21 4.73 5.26 5.79 6.31
    Au Met Recovery % N/A 82.4% 91.5% N/A N/A
    Capex $M 304 342 379 417 455
    Opex $M 471 530 589 648 707

    The resultant after-tax NPV @ 6% values of each of the sensitivity parameters at 80% to 120% are presented in Table 6.

    Table 6
    After-Tax NPV Sensitivity to Base Case at 6% Discount Rate (M$)
    Parameter 80% 90% 100% 110% 120%
    Au Metal Price 284 369 454 538 623
    Ag Metal Price 442 448 454 459 465
    Au Head Grade 284 369 454 538 623
    Au Met Recovery N/A 369 454 N/A N/A
    Capex 515 484 454 423 392
    Opex 502 478 454 429 405


    Cautionary Statement

    The Updated PEA is considered by P&E Mining Consultants Inc. (“P&E”) to meet the requirements as defined in Canadian National Instrument (“NI”) 43-101 Standards of Disclosure for Mineral Projects. This PEA is preliminary in nature and includes Inferred Mineral Resources that are considered too speculative geologically to have the economic considerations applied to them that would enable them to be classified as Mineral Reserves, and there is no certainty that the PEA will be realized. Mineral Resources are not Mineral Reserves and do not have demonstrated economic viability. There is no guarantee that Westhaven Gold Corp. will be successful in obtaining any or all of the requisite consents, permits or approvals, regulatory or otherwise for the Project to be placed into production. The PEA was prepared in accordance with the requirements of NI 43-101 and has an effective date of February 28, 2025. A technical report relating to the PEA, prepared in accordance with NI 43-101, will be filed on SEDAR and posted on the company’s website within 45 days of this news release.

    On behalf of the Board of Directors
    WESTHAVEN GOLD CORP.

    “Gareth Thomas”

    Gareth Thomas, President, CEO & Director

    Qualified Person Statement

    The Preliminary Economic Assessment for the Shovelnose Gold Property – South Zone was prepared by James L. Pearson, P.Eng., D. Grant Feasby, P.Eng., Yungang Wu, P.Geo., Antoine Yassa, P.Geo., Brian Ray, P.Geo. and Eugene Puritch, P.Eng., FEC, CET of P&E Mining Consultants Inc., Brampton, Ontario, all Independent Qualified Persons as defined by National Instrument 43-101 – Standards of Disclosure for Mineral Projects. The PEA results are based on important assumptions made by the Qualified Persons who prepared the PEA. These assumptions, and the justifications for them, will be described in the PEA Technical Report that the Company will file on SEDAR and post on the Company’s website within 45 days of this news release. Mr. Puritch has reviewed and approved the technical contents of this news release.

    Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

    About Westhaven Gold Corp.

    Westhaven is a gold-focused exploration company advancing the high-grade discovery on the Shovelnose project in Canada’s newest gold district, the Spences Bridge Gold Belt. Westhaven controls ~61,512 hectares (~615 square kilometres) with four gold properties spread along this underexplored belt. The Shovelnose property is situated off a major highway, near power, rail, large producing mines, and within commuting distance from the city of Merritt, which translates into low-cost exploration. Westhaven trades on the TSX Venture Exchange under the ticker symbol WHN. For further information, please call 604-681-5558 or visit Westhaven’s website at www.westhavengold.com

    Forward-Looking Statements

    The TSX Venture Exchange has not reviewed this press release and does not accept responsibility for the adequacy or accuracy of this news release. 

    Certain information contained herein constitutes “forward-looking information” under Canadian securities legislation. Forward-looking information includes, but is not limited to, statements with respect to the results of the Preliminary Economic Assessment, the Mineral Resource Estimate future planned activities, future mineral production and future growth potential for the Company and its projects.  Generally, forward-looking information can be identified by the use of forward-looking terminology such as “will” or variations of such words and phrases or statements that certain actions, events or results “will” occur.  Forward-looking statements are based on the opinions and estimates of management as of the date such statements are made, and they are subject to known and unknown risks, uncertainties and other factors that may cause the actual results to be materially different from those expressed or implied by such forward-looking statements or forward-looking information. Assumptions have been made regarding, among other things, the price of gold and other precious metals; costs of exploration and development; the estimated costs of development of exploration projects; the Company’s ability to operate in a safe and effective manner and its ability to obtain financing on reasonable terms. Although management of Westhaven Gold Corp. have attempted to identify important factors that could cause actual results to differ materially from those contained in forward-looking statements or forward-looking information, there may be other factors that cause results not to be as anticipated, estimated or intended.  Many factors, both known and unknown, could cause actual results, performance, or achievements to be materially different from the results, performance or achievements that are or may be expressed or implied by such forwardlooking statements or forward-looking information. Such factors include, without limitation: the Company’s dependence on one group of mineral projects; precious metals price volatility; regulatory, consent or permitting delays; risks relating to reliance on the Company’s management team and outside contractors; risks regarding mineral resources and reserves; the Company’s inability to obtain insurance to cover all risks, on a commercially reasonable basis or at all; currency fluctuations; risks regarding the failure to generate sufficient cash flow from operations; risks relating to project financing and equity issuances; risks and unknowns inherent in all mining projects, including the inaccuracy of reserves and resources, metallurgical recoveries and capital and operating costs of such projects; laws and regulations governing the environment, health and safety; operating or technical difficulties in connection with mining or development activities; employee relations, labour unrest or unavailability; the Company’s interactions with surrounding communities; the speculative nature of exploration and development, including the risks of diminishing quantities or grades of reserves; stock market volatility; conflicts of interest among certain directors and officers; and the factors identified under the caption “Risk Factors” in the Company’s management discussion and analysis. There can be no assurance that such forward-looking statements or information will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements.  Accordingly, readers should not place undue reliance on forward-looking statements and forward-looking information.  The Company will not update any forward-looking statements or forward-looking information that are incorporated by reference herein, except as required by applicable securities laws.

    Westhaven’s Properties across the Spences Bridge Gold Belt

    2025 PEA Proposed Development Zones

    Shovelnose Proposed Mine Site Development & Infrastructure Layout

    Maps accompanying this announcement are available at: 

    https://www.globenewswire.com/NewsRoom/AttachmentNg/ed38b683-123a-44cf-86f5-1c63049a9351

    https://www.globenewswire.com/NewsRoom/AttachmentNg/b5ea66ea-6e4d-49c3-b1ae-78624a357568

    https://www.globenewswire.com/NewsRoom/AttachmentNg/2652ea09-9d55-45a5-b6e2-346b3e1ddea5

    The MIL Network

  • MIL-OSI Global: We need to switch to heat pumps fast – but can they overcome this problem?

    Source: The Conversation – UK – By Jack Marley, Environment + Energy Editor, UK edition

    StockMediaSeller/Shutterstock

    People in the UK need to adopt heat pumps and electric vehicles as fast as they once embraced refrigerators, mobile phones and internet connection according to a new report by the Climate Change Committee (CCC).

    This government watchdog says the next 15 years will be critical for decarbonising the UK, one of the world’s largest (and earliest) carbon polluters. Eighty-seven percent of its climate-heating emissions must be eliminated by 2040 to keep the country on track for net zero emissions by mid-century, per the report. The majority (60%) of these cuts are expected to come via a single source: electricity.


    This roundup of The Conversation’s climate coverage comes from our award-winning weekly climate action newsletter. 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.


    Out of possible alternatives to a fossil fuelled economy, electrification has emerged as the favoured solution of experts at the CCC.

    Ran Boydell, an associate professor in sustainable development at Heriot-Watt University, agrees. “Home boilers will very soon move into the realm of nostalgia,” he says.




    Read more:
    UK ban on boilers in new homes rules out hydrogen as a heating source


    The reason why heat pumps are increasingly touted as the future of home heating – and not retooled boilers that burn hydrogen instead of methane – is efficiency.

    Boydell points out that green hydrogen fuel is made using electricity from solar and wind farms. We could eliminate emissions a lot quicker, he argues, if that electricity went directly to heat pumps instead.

    Electricity can be turned into a fuel – or power appliances directly.
    Piyaset/Shutterstock

    “This is because you end up with only two-thirds of the energy in the hydrogen that you started with from the electricity,” he says.

    Likewise, battery-powered vehicles have an advantage that has allowed them to race ahead of hydrogen fuel cells to comprise almost a fifth of all new vehicles sold in the UK in 2024.

    “An electric vehicle can be recharged wherever there is access to a plug socket,” say Tom Stacey and Chris Ivory, supply chain experts at Anglia Ruskin University. “The infrastructure that exists to support hydrogen vehicles is limited in comparison and will require extensive investment to introduce.”




    Read more:
    The days of the hydrogen car are already over


    If the route to zero emissions is largely settled, we need to travel it quickly.

    Electric dreams

    One of the fastest energy transitions in history occurred over a decade in South Korea, according to energy system researchers James Price and Steve Pye (UCL). Between 1977 and 1987, the generation of electricity from oil in the east Asian country collapsed – from roughly 7 million gigawatt-hours to nearly 7,000 – and was replaced with, among other sources, nuclear power.

    There are historic analogues for the rapid shift necessary to arrest climate change. But a zero-carbon power sector, which the UK government aims to achieve by 2030, is just the start.




    Read more:
    For developing world to quit coal, rich countries must eliminate oil and gas faster – new study


    “Wind and solar, which provide more than 28% of the UK’s electricity, will soon overtake gas as the main generation source as more wind farms come online,” say energy system modeller Andrew Crossland and engineer Jon Gluyas, both of Durham University.

    “But successive governments have failed to achieve the same result in homes and communities where so much high-carbon gas is burned, despite their decarbonisation being critical to net zero.”




    Read more:
    Is Britain on track for a zero-carbon power sector in six years?


    Crossland and Gluyas note that solar panels, batteries and heat pumps can be installed “in days” to rapidly cut emissions, and that doing so would create “skilled jobs across the country”. As things stand, however, it would also present a severe challenge to the grid.

    Mechanical engineer Florimond Gueniat of Birmingham City University predicts that converting UK transport to battery power wholesale would require expanding grid capacity by 46% – the equivalent of erecting 5,800 skyscraper-sized wind turbines. And that’s even accounting for the greater efficiency of electric vehicles, which waste less of the energy we put into them compared with oil-powered cars.




    Read more:
    Switching to electric vehicles will push the power grid to the brink


    A massive upgrade to the electricity network is needed, and ordinary people have a part to play. Charging cars could serve as batteries that grid operators draw from during a supply pinch. The same goes for the power generated by solar panels on top of houses.

    “Such policies in Germany have … already offset 10% of the national demand,” says Gueniat.

    Getting to net zero requires the public’s involvement. But some of the CCC’s advice may be difficult to swallow. Not least the implication that people will have to eat 35% less meat and dairy in 2050 compared with 2019.




    Read more:
    The UK must make big changes to its diets, farming and land use to hit net zero – official climate advisers


    So are people ready for a world that runs on electrons alone? Aimee Ambrose, a professor of energy policy at Sheffield Hallam University, thinks heat pumps will struggle to compete with the inviting warmth of wood stoves and coal fires. Over three years she spoke with hundreds of people in the UK, Finland, Sweden and Romania and found strong attachments to high-carbon fuels even among people committed to solving climate change.

    The allure of the wood stove is hard to ignore.
    Jaromir Chalabala/Shutterstock



    Read more:
    Heat pumps have a cosiness problem


    Human behaviour is the most difficult variable for experts who study climate change to model. There will certainly be drawbacks to abandoning fossil fuelled conveniences at breakneck speed. Yet, there are bound to be benefits too – some of which might only materialise once we get going.

    In mid-April 2020, while much of humanity was under some form of lockdown to halt the spread of COVID-19, atmospheric chemist Paul Monks of the University of Leicester was marvelling at the sudden drop in air pollution, which kills millions of people each year and is predominantly caused by burning coal, oil and gas.

    “If there is something positive to take from this terrible crisis, it could be that it’s offered a taste of the air we might breathe in a low-carbon future,” he said.




    Read more:
    Coronavirus: lockdown’s effect on air pollution provides rare glimpse of low-carbon future


    ref. We need to switch to heat pumps fast – but can they overcome this problem? – https://theconversation.com/we-need-to-switch-to-heat-pumps-fast-but-can-they-overcome-this-problem-249658

    MIL OSI – Global Reports

  • MIL-OSI Global: English schools provide free period products – but they’re still not easy for pupils to get hold of

    Source: The Conversation – UK – By Maria Kathryn Tomlinson, Lecturer in Public Communication and Gender, University of Sheffield, University of Sheffield

    noowans/Shutterstock

    Pupils in the UK are struggling to afford menstrual products. In a 2022 UK survey, charity WaterAid found that one in five girls were missing school as a result. Limited access to period products can also have a negative impact on learning and attainment.

    In 2020, the government attempted to address this problem in England with a scheme to make period products available for free in schools and colleges. This is a valuable endeavour. However, just because pads and tampons are stocked in schools, this does not mean that they are easily accessible to the pupils who need them.

    In research for my recently published book, I talked to 77 teenagers in England about their knowledge and views of menstruation and related social issues.

    Many of the girls and non-binary pupils used this opportunity to share the frustrations, anxiety and embarrassment that they had experienced when searching for, requesting, or using the free period products in their current and previous schools.

    Some pupils explained that they had to ask for period products and wished that they could “just grab them” when needed. They told me that products were kept at reception, locked away, or stored in areas – such as staff rooms – that pupils are not allowed to access.

    This requires teenagers to discuss their period with teachers or other members of school staff and many pupils I spoke to explained that they felt too embarrassed to do this. This echoes the findings of other research on the continued role played by menstrual stigma in schools.

    The teenagers in my research also said that the stigma around poverty deterred them from asking for menstrual products. “There’s so much shame thrown on to it. There are so many labels around the whole concept of not being able to afford these things,” one explained. Another said:

    If you’re from a low-income household, you feel really awkward to go and
    pick them out, especially because the box is in the middle of the common
    room. So, to walk all the way there just to pick out some products… I
    wouldn’t say anyone is going to look at you weirdly, but obviously people
    have got that mindset of ‘oh they’re going to stare at me because I can’t
    afford it’.

    Other pupils reported that products were kept in libraries or only in one bathroom in the entire school which, in a large school, could be very far from their classrooms. One girl explained that this distance was especially problematic if her period had begun unexpectedly:

    Reception was in a completely different building across the courtyard, so it’s not like I’m going to go to the loo, discover I have my period, go to the front desk, get some stuff and then go back. It’s too time-consuming. If I have classes, I can’t use it. I feel like the period product scheme is a really good idea, but it is dependent on the schools properly utilising it.

    Exam time

    The pupils also said that they could not always access period products during examinations. They reported that this lack of access had affected their concentration during their GCSEs. They said that examinations often took place far from where they usually accessed menstrual products and, due to concerns about cheating, they could not bring their own into examination rooms.

    One girl explained: “Exams are stressful enough and then you put bleeding on to that and getting your pads and painkillers sorted. It’s another thing us girls have to worry about”. Another said: “In exams you can’t really bring anything in. They’re just going to think you’re cheating but you’re not, you just need to change yourself.”

    Teenagers said that the products they needed weren’t always available.
    New Africa/Shutterstock

    Some of the teenagers also mentioned that the products themselves were not serving their needs. Some schools only stocked internal products, such as tampons. For a range of reasons – due to culture, disability, and personal preference, among others – these are not suitable for everyone.

    Other schools only provided thin pads. This is a problem for pupils with heavy bleeding. “The school pads are not thick enough,” one girl said. “I have to change my pad five to six times a day because I come on really heavy.”

    Besides discussing the barriers they had faced to access these products, they also stated that they had never raised these issues with teachers or pastoral staff.

    Menstrual justice charity Irise International is launching a toolkit for schools on how they can improve access to both period products and toilets themselves. This is based on evidence from my book as well as Irise’s own consultations with young people.

    It is important that pupils are given the opportunity to share – in a comfortable and inclusive setting – their views with staff on which products should be available and where they are stored. This can include ordering reusable products such as cups and period underwear.

    Schools should also ensure that period products are easily accessible during exams – such as on a table outside the exam room or in nearby toilets – and that pupils know in advance where they will be kept.

    Maria Kathryn Tomlinson received funding for this research from the Leverhulme Trust under Grant ECF-2019-232.

    ref. English schools provide free period products – but they’re still not easy for pupils to get hold of – https://theconversation.com/english-schools-provide-free-period-products-but-theyre-still-not-easy-for-pupils-to-get-hold-of-249776

    MIL OSI – Global Reports

  • MIL-OSI Global: Governments can keep raiding takeaways and nail bars, but businesses will still employ undocumented migrants

    Source: The Conversation – UK – By Aida Hajro, Chair in International Business, University of Leeds, and Founding Co-Director of Migration, Business & Society, University of Leeds

    hxdbzxy/Shutterstock

    The UK is far from the only country to be caught in a heated debate over its migration system and border security. Unfortunately, it is unlikely to get its response right, because the UK debate ignores a fundamental truth: migration trends largely follow economic cycles and labour demand.

    It is well-documented that immigration increases during periods of economic growth and declines during downturns. Furthermore, Brexit has aggravated the UK’s labour shortages – a pinch being felt across nearly every work sector.

    Nearly 40% of UK businesses have not been able to grow or take advantage of new opportunities because of these labour shortages.

    Public discussions, including recent news coverage, tend to focus on border control and enforcement while overlooking the economic realities that shape migration. Past and present UK governments have largely failed to address the fact that migration is driven by the needs of UK businesses – and is often facilitated by informal recruitment systems, due to the lack of efficient legal migration channels.

    Our recent research backs up the idea that demand for labour is a major driver of both documented and undocumented (also known as “irregular”) immigration. Despite not being legally allowed to work, undocumented migrants are still sought after because of the shortages.




    Read more:
    Irregular, not illegal: what the UK government’s language reveals about its new approach to immigration


    Efforts to “crack down” on irregular migration often fail because businesses – especially in sectors like agriculture, healthcare, construction and the service industry – continue to rely on these workers. So without addressing labour shortages and recruitment practices, policies to restrict migration won’t work.

    But who bears the cost of migration? It’s not the UK government.

    Like most countries, the UK requires prospective workers to obtain a work visa while they are still in their country of origin. Getting this paperwork done is costly and complicated. A worker needs to apply, certify translations of the required documents, in some cases undergo a medical examination, cover travel expenses, pay the visa application fee, and show proof that they have enough personal savings to support themselves in the UK.

    For example, Nepalese workers pay around £6,000 to emigrate to Europe. This can amount to four years of wages for low-income workers there.

    To get to the UK, many rely on licensed recruitment agencies, known as “sponsors”. However, neither these sponsors nor the employers who desperately need workers are legally required to cover the costs of migration. For instance, the UK’s seasonal worker scheme, designed to provide much-needed labour for agriculture, does not require employers to pay for visa fees or recruitment expenses.

    This is a major weakness in the system, as it leaves the burden of migration costs on prospective workers – people who are ready to take on low-paid and seasonal jobs that UK citizens often avoid. To pay their way, many of these workers borrow from private money-lenders in their home countries, whose monthly interest rates can be excessive. Unsurprisingly, some turn to people smugglers.

    These smugglers often operate a business model that offers shortcuts for entering the UK, frequently making false promises about the length of employment and wages on offer. Studies show that most migrants are aware of the severe risks involved in using these illicit services, yet they still do due to the lack of better alternatives.

    The Employer Pays Principle

    Crossing the Channel is not the primary source of undocumented migration into the UK. The main issue is people overstaying legally granted visas, as the renewal process is complex and costly.

    It is no secret in the business world that migrant workers are exposed to significant costs just to access employment. To address this, the Institute for Human Rights and Business – a UK-based thinktank – introduced the Employer Pays Principle (EPP). This asserts that the costs of migration should be paid not by the workers but by employers. Leading corporations in the UK including Unilever, Morrisons, Waitrose and IHG Hotels & Resorts have adopted EPP.

    However, embracing this principle can be much more challenging for small and medium-sized enterprises (SMEs). The more-than-800 premises, including nail salons and takeaways, raided across the UK in January 2025 are unlikely to have the human resources and financial means to cover migration costs for the workers they need. Issuing civil penalty notices and demanding that SMEs pay £60,000 per worker if found liable will not solve the problem of undocumented workers.

    In general, punitive policies do not stop migration. They simply make it more precarious for already vulnerable people.

    And the government’s social media campaigns in countries like Vietnam and Albania, aimed at discouraging people from illegal travel to the UK, are also unlikely to work. The EU tried similar policies between 2015 and 2019 at a cost of nearly €45 million (£37 million) – and they largely failed.

    The UK government has run campaigns aimed at discouraging would-be migrants from Vietnam.

    To prevent undocumented migration, firms in need of workers should take responsibility for covering the actual costs of migration. Large firms should be legally required to do so, while for SMEs, the UK government could consider ways to improve access to financing and advisory services. It should also consider incentives and rewards for companies that have voluntarily adopted the EPP or introduced other good practices.

    Important next steps

    It is possible to estimate the cost of responsibly recruiting a migrant worker from a specific country to the UK. Providing clear and open access to this information would be another important step towards facilitating legal migration routes. After all, universities, consultancies and non-governmental organisations are collecting this data. Cross-sector partnerships could save time and money.

    Social media campaigns should prioritise educating potential migrants about UK immigration laws and their rights. This would be more valuable than focusing on the risks of undocumented journeys.

    It is also crucial to evaluate whether educational campaigns are more effective than those aimed at deterring migration. The government should remain open to abandoning any overseas social media campaigns that don’t demonstrate cost-effectiveness.

    The solution starts with accepting the realities of migration and acknowledging labour market forces. Then, creating the right regulatory environment will reduce the human cost of irregular migration, while supporting UK businesses to find the workers they need.

    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. Governments can keep raiding takeaways and nail bars, but businesses will still employ undocumented migrants – https://theconversation.com/governments-can-keep-raiding-takeaways-and-nail-bars-but-businesses-will-still-employ-undocumented-migrants-250947

    MIL OSI – Global Reports

  • MIL-OSI Global: GOP lawmakers commit to big spending cuts, putting Medicaid under a spotlight – but trimming the low-income health insurance program would be hard

    Source: The Conversation – USA – By Paul Shafer, Assistant Professor of Health Law, Policy and Management, Boston University

    Speaker of the House Mike Johnson addresses the media on Feb. 25, 2025, after the House narrowly passed his budget resolution calling for big spending cuts.
    Kayla Bartkowski/Getty Images

    Efforts by Republicans in Congress to make steep spending cuts have stirred widespread concerns that the federal government may trim expenditures on Medicaid even though President Donald Trump has previously indicated that he’s unwilling to do that. This public health insurance program covers around 72 million people – about 1 in 5 Americans.

    The Conversation U.S. asked Paul Shafer and Nicole Huberfeld, Boston University health policy and law professors, to explain why cutting Medicaid spending would be difficult and what the consequences might be.

    What is Medicaid’s role in the health care system?

    Created in 1965 along with Medicare, the public health insurance program for older Americans, Medicaid pays for the health care needs of low-income adults and children, including more than 1 in 3 people with disabilities. It also covers more than 12 million who qualify for both Medicare and Medicaid because they are both poor and over 65.

    In addition, this safety net program pays the health care costs of more than 2 in 5 U.S. births. Medicaid is a joint federal/state program, driven by federal funding and rules, with the states administering it.

    The Affordable Care Act was supposed to make nearly all U.S. adults under age 65 without children who earn up to 138% of the federal poverty level eligible for Medicaid. Prior to the 2010 landmark health care reform law, adults without children in most states could not get Medicaid coverage. The Supreme Court, however, made this change optional for states.

    So far, 40 states – as well as Washington, D.C. – have participated in Medicaid expansion. The program’s growth has reduced the number of Americans without health insurance and narrowed coverage gaps for people of color and those with low-wage jobs who typically do not get employer-sponsored coverage.

    Hundreds of studies have found that Medicaid expansion has improved access to care and the health of the people who gained coverage, while reducing mortality and bolstering state economies, among other positive outcomes.

    Ten states haven’t expanded Medicaid yet. Two of them, Georgia and Mississippi, have seriously considered doing so.

    Bishop Ronnie Crudup Sr., center, seen in May 2024, has called for the Mississippi Legislature to expand Medicaid in the state.
    AP Photo/Rogelio V. Solis

    Why are you concerned about Medicaid’s funding?

    A memo circulated among House Republicans in January 2025 included a menu of up to US$2.3 trillion in Medicaid cuts over 10 years. A House budget blueprint, approved in a 217-215 vote on Feb. 25, which fell largely along party lines, indicated that the Republican majority was instead aiming to reduce Medicaid spending by $880 billion over a decade.

    To be clear, GOP lawmakers didn’t say they planned to do that.

    Instead, they told the committee that oversees Medicaid and Medicare to identify cuts of that magnitude. Experts agree that slashing Medicare spending would be harder to pull off because Trump has made it clear he considers it off-limits, but at times he has suggested he might be open to trimming Medicaid. Trump says he supports the budget plan the House approved.

    In an interesting coincidence, Medicaid itself costs around $880 billion a year between federal and state government spending. That suggests Republicans are aiming for an approximately 10% cut.

    How does the program work?

    If you’re eligible for Medicaid, by law you can enroll in the program at any time and get health insurance coverage.

    If you require treatment for a condition Medicaid covers, whether it’s breast cancer or the flu, that happens with no – or low – out-of-pocket costs. Being enrolled in Medicaid means your medical treatment is covered and cannot be denied for budgetary reasons. The federal government contributes a share of what states pay for the health care of residents who enroll, but it can’t decide how much to spend on Medicaid – states do.

    The federal match rate is linked to the per capita income of each state. That means a state with lower per capita income gets a higher federal match, with all states getting at least 50%. For states that participate in the Medicaid expansion, the federal match is 90% across the board for that population.

    A dozen states have so-called trigger laws on their books that could automatically revoke Medicaid expansion if this enhanced match rate is lowered.

    How can the federal government reduce its Medicaid spending?

    The federal government could simply adjust the match rate, shifting more of the cost of Medicaid to states. But prior proposals have suggested a larger change, either through per capita caps or block grants.

    Per capita caps would place a per-person cap on federal funding, while block grants would place a total limit on how much the federal government would contribute to a state’s costs for Medicaid each year. In turn, the states would likely cover fewer people, reduce their benefits, pay less for care, or some combination of such cost-cutting measures.

    Either per capita caps or block grants would require a massive transformation in how Medicaid operates.

    The program has always provided open-ended funding to states, and both states and beneficiaries rely on the stability of federal funds to make the program work. Imposing caps or block grants would force states to contribute significantly more money to the program or cut enrollment drastically. Assuming a substantial cut in federal funding for Medicaid, millions could lose health insurance coverage they cannot afford to get elsewhere.

    Speaker Mike Johnson said that per capita caps and changing the federal match rates are not on the table, but they were included in the earlier House Republican memo detailing potential cuts.

    House Minority Leader Hakeem Jeffries, a New York Democrat, flanked by his fellow House Democrats, criticizes the House Republicans’ budget bill at the U.S. Capitol on Feb. 25, 2025.
    Saul Loeb/AFP via Getty Images

    What else could happen?

    Another idea many Republicans say they support is to add what are known as “work requirements.” The first Trump administration approved state proposals for Medicaid beneficiaries to complete a minimum number of hours of “community engagement” in activities like work, job training, education or community service to enroll and maintain Medicaid eligibility. This is despite the fact that the majority of Medicaid enrollees already work, are disabled, are caregivers for a loved one, or are in school.

    Some politicians argue that making people work to receive Medicaid benefits would help them transition to employer-based coverage, so adding that restriction may sound like common sense. However, the paperwork this requires can lead to lots of working people getting kicked out of the program and is very costly to implement. Also, job training programs, volunteering and education, unless in a degree program, generally don’t come with health insurance coverage, making this reasoning faulty.

    When Arkansas implemented Medicaid work requirements in 2018, despite the majority of enrollees already working, about 18,000 people lost coverage. The policy was poorly understood, and enrollees had trouble reporting their work activity. What’s more, the employment of low-income adults didn’t grow.

    Is Medicaid vulnerable to waste or fraud?

    Medicaid already spends less than Medicare or private health insurance per beneficiary. That includes spending on doctors, hospitals, medications and tests.

    The Government Accountability Office – an independent, nonpartisan government agency – has estimated that preventing payments which shouldn’t be made, or overpayments, could lead to $50 billion in federal savings per year. The GAO cautions that “not all improper payments are the result of fraud.” This significant sum is still nowhere near the scale of the cuts Republicans apparently want to make.

    Would Medicaid spending cuts be popular?

    That’s very unlikely.

    Polling and focus groups show that Medicaid is quite popular.

    More than half of Americans say that the government spends too little on Medicaid, and only 15% say spending is too high.

    We believe if Medicaid cuts were to be openly debated that members of Congress would be inundated with calls from constituents urging their lawmakers to oppose them. That is what happened in 2017, when the first Trump administration tried and failed to repeal the Affordable Care Act.

    Should Medicaid be cut by anything close to $880 billion over the next decade, we’d expect to see millions of America’s poorest and most vulnerable people kicked out of the program and wind up uninsured. But that would only be the beginning of their problems. Uninsured people are more likely to wait too long before seeing a doctor when they get sick or injured, leading to worse health outcomes and widening the gaps in health between haves and have-nots.

    Paul Shafer receives research funding from the National Institutes of Health, Agency for Healthcare Research and Quality, and Department of Veterans Affairs. The views expressed in this article are those of the authors and do not necessarily reflect the position or policy of these agencies or the United States government.

    Nicole Huberfeld 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. GOP lawmakers commit to big spending cuts, putting Medicaid under a spotlight – but trimming the low-income health insurance program would be hard – https://theconversation.com/gop-lawmakers-commit-to-big-spending-cuts-putting-medicaid-under-a-spotlight-but-trimming-the-low-income-health-insurance-program-would-be-hard-250998

    MIL OSI – Global Reports

  • MIL-OSI United Kingdom: Dr Penelope Dash confirmed as new Chair of NHS England 

    Source: United Kingdom – Executive Government & Departments

    Press release

    Dr Penelope Dash confirmed as new Chair of NHS England 

    Dr Penelope Dash has been appointed by the government as the next chair of NHS England

    Wes Streeting, the Secretary of State for Health and Social Care, has today confirmed Dr Penny Dash will be the new Chair of NHS England.

    Dr Dash is currently the Chair of the NHS North-West London Integrated Care Board and is leading a major review into the regulation of health and social care quality in England. Her interim report, published last year, shone a light on the scale of the failure at the Care Quality Commission, and sparked the appointment of new leadership to turn around the health and care regulator.

    A former NHS doctor, senior partner at McKinsey and Company working on healthcare globally, and Head of Strategy at the Department of Health and Social Care, Dr Dash has a wealth of experience in the public, private and government sectors.  

    As Chair of NHS England, she will be drawing on her vast knowledge in these fields to focus on rebuilding the NHS as part of the government’s 10 Year Health Plan. 

    She was selected following an open public appointment process to appoint a successor to Richard Meddings, who is due to step down next month.

    Health and Social Care Secretary Wes Streeting said: 

    I am delighted to confirm Dr Penny Dash as the new Chair of NHS England. She is a radical reformer, with the skills and experience we need to help fix our broken NHS and make it fit for the future.

    I look forward to working with her as we continue to tackle the waiting list backlog, unleash innovation in health services, and support our healthcare staff to deliver the timely care patients deserve.

    I would also like to thank Richard Meddings for his dedicated service, helping to guide the NHS through the aftermath of the pandemic.

    Dr Penny Dash said: 

    I am honoured to have been appointed the new Chair of NHS England. 

    I am excited to start working with my NHS colleagues and the government to accelerate the process of renewal and rebuilding to make sure the NHS continues to serve the needs of its communities and its staff.

    The 10 Year Health Plan is a once-in-a-generation opportunity to shape the NHS to take on the challenges of the future and I look forward to playing my part.

    Dr Dash was confirmed as the government’s preferred candidate in February. The Secretary of State took the final decision following a hearing with the Health and Social Care Committee on 26 February 2025.

    This appointment is a four-year term and begins 1 April 2025.

    Updates to this page

    Published 3 March 2025

    MIL OSI United Kingdom

  • MIL-OSI: Vimeo Launches Inaugural Short Film Grant in Partnership with Nikon and RED

    Source: GlobeNewswire (MIL-OSI)

    Program provides up to $150,000 to support up-and-coming filmmakers and drive a new generation of talent

    Submissions open March 10, Five winners selected by award-winning creators David Lowery, Charlotte Wells, Sean Wang, Savanah Leaf and Adam Bricker, ASC.

    NEW YORK, March 03, 2025 (GLOBE NEWSWIRE) — Vimeo, the world’s most innovative video experience platform for creators and enterprises, today announced the launch of the first-ever “Vimeo Short Film Grant presented by Nikon | RED.” This initiative will empower emerging filmmakers to bring their creative visions to life with the support and mentorship of industry visionaries, class-leading equipment, and distribution to Vimeo’s vast global audience.

    The grant will award five filmmakers with $30,000 each in funding to produce a short film, along with one-on-one mentorship opportunities with the selection jury and the Vimeo Curation Team. Additionally, recipients will gain access to:

    • The latest Z CINEMA line of professional video equipment, including the V-RAPTOR [X] and KOMODO-X cinema cameras, which feature all-new Z mount options, as well as Nikon’s collection of award winning mirrorless cameras including the Z9, Z8 and Z6III – all powered by the innovative technology from Nikon and RED to ensure films are produced to the highest technical standards.1
    • A Vimeo Standard subscription, and distribution support on Vimeo.com –including dedicated promotion of their work at in-person screenings in NYC and LA hosted by Vimeo.

    Winning projects will be selected by a prestigious jury of filmmakers, industry professionals, and Vimeo executives based on originality, artistic merit, and feasibility of project execution. The jury will be composed of celebrated Vimeo Staff Picks alumni, including filmmakers David Lowery, Charlotte Wells, Sean Wang, Savanah Leaf and cinematographer Adam Bricker, ASC.

    “For two decades, Vimeo has served and inspired millions of filmmakers and film enthusiasts around the world,” said Philip Moyer, CEO of Vimeo. “We are incredibly proud to partner with industry leaders, Nikon and RED, on this new grant program to accelerate the future of storytelling and launch a new generation of filmmakers. Together we will provide filmmakers with resources, mentorship, and a trusted platform to create exceptional short films and connect with a global audience.”

    “Short films are a form of their own, but they’re also an essential entryway into the feature film industry — a way many filmmakers begin to figure out what they’re doing and who they’re doing it with,” says filmmaker Charlotte Wells. “For years, Vimeo has given an impressive platform to short form work, supporting emerging filmmakers (including me), and in turn, I’m grateful to be able to support their inaugural short film grant — broadening access to this undeniably expensive art form.”

    Filmmaker and grant program mentor Savannah Leaf added, “As a writer and director, the journey can often feel lonely and nerve-wracking. Mentorship is a powerful way to navigate those challenges, offering the support and confidence to create. From the start of my career, Vimeo has helped me build a community of peers and mentors. I’m excited to collaborate with Vimeo and emerging filmmakers to continue fostering the community that first gave me the courage to direct.”

    “Nikon and RED are thrilled to partner with Vimeo on this important initiative, which recognizes the visions and talent of emerging filmmakers, while enabling them to create with the best tools available and expand to a broader audience than ever before,” said Naoki Onozato, President and CEO, of Nikon Inc. “We’re excited to see the incredible films that will be created through this grant.”

    Keiji Oishi, CEO of RED Digital Cinema added, “Independent filmmaking is a vibrant community that amplifies fresh voices and unique stories, igniting creativity and innovation from emerging filmmakers. RED is excited to partner with Vimeo and Nikon in supporting these promising artists at the beginning of their cinematic journey, and we can’t wait to see what they create.”

    Submissions for the “Vimeo Short Film Grant presented by Nikon | RED” will open on March 10, 2025. Winners will be notified by July 7, with projects to begin by July 2025. Filmmakers are encouraged to visit www.vimeo.com/shortfilmgrant for official rules, including eligibility, conditions, prize descriptions, and complete details.

    About Vimeo:

    Vimeo (NASDAQ: VMEO) is the world’s most innovative video experience platform. We enable anyone to create high-quality video experiences to better connect and bring ideas to life. We proudly serve our community of millions of users – from creative storytellers to globally distributed teams at the world’s largest companies – whose videos receive billions of views each month. Learn more at www.vimeo.com.

    About Nikon:

    Nikon Inc. is a world leader in digital imaging, precision optics and technologies for photo and video capture; globally recognized for setting new standards in product design and performance for an award-winning array of equipment that enables visual storytelling and content creation. Nikon Inc. distributes consumer and professional Z series mirrorless cameras, digital SLR cameras, a vast array of NIKKOR and NIKKOR Z lenses, Speedlights and system accessories, Nikon COOLPIX® compact digital cameras and Nikon software products. For more information, dial (800) NIKON-US or visit www.nikonusa.com, which links all levels of photographers and visual storytellers to the Web’s most comprehensive learning and sharing communities. Connect with Nikon on Facebook, X, YouTube, Instagram, Threads, and TikTok.

    About RED:

    RED Digital Cinema is a leading manufacturer of professional digital cameras and accessories. In 2006, RED began a revolution with the 4K RED ONE digital cinema camera. By 2008, RED had released the DSMC (Digital Stills and Motion Camera) system that allowed the same camera to be used on award-winning features, television, commercials, music videos and magazine covers like “Vogue” and “Harper’s Bazaar.” Today, RED cameras are being used on some of the most lauded movies and episodics, including award winners “Mank,” “Squid Game,” “Hacks,” “Navalny,” “The Queen’s Gambit,” and “The Deepest Breath.” RED’s latest technology includes the highly advanced V-RAPTOR [X] and V-RAPTOR XL [X] systems, the flagship DSMC3 generation systems and the first available large format global shutter cinema cameras. The RED lineup also includes KOMODO-X and KOMODO, which features a global shutter sensor in a shockingly small and versatile form factor. Also available is RED Connect, a license-enabled feature that unlocks up to 8K 120FPS live cinematic streaming from the V-RAPTOR line of cameras. Find additional information at www.RED.com.

    1 Equipment will be provided on a temporary loan basis, subject to availability and the final discretion of Nikon and RED.

    Frank Filiatrault
    Frank.filiatrault@vimeo.com

    The MIL Network

  • MIL-OSI Banking: Howard Lee: Keynote address – Asia Pacific Loan Market Association Global Loan Market Summit

    Source: Bank for International Settlements

    Tibor (Papp, Chair of APLMA), distinguished guests, ladies and gentlemen,

    Let me first thank APLMA for inviting me here today. The loan markets were full of challenges in 2024. Geopolitical conflicts, high interest rate environment and uneven economic performances across regions have put pressure on loan demand in the Asia Pacific. Despite the uncertain environment, 2024 will probably be remembered as the starting point of mass adoption of Generative A.I. (GenA.I.) technologies. A few market statistics for putting this into perspective. Globally, fueled by the GenA.I. race, syndicated loans surged 35% to roughly USD 6 trillion, marking the highest volume on record. There was a 70% increase in syndicated loans in the high technology industry1.

    The spike in loan demand last year was mostly observed in the North American market. But we have also seen more GenA.I. innovations in other parts of the world, such as the sudden emergence of the cost-effective DeepSeek last month. To support GenA.I. development, large investments will be required for data centers and communication technology. We are probably still in the first inning of what is to come from GenA.I., and GenA.I. related syndicated loan transactions will likely be a running theme in the loan market for years to come.

    Harnessing Gen A.I.: A Smarter, Data-Driven Future

    With GenA.I.’s unique capabilities in processing vast amounts of documents and unstructured data, as well as its ability to handle cross-media inputs and outputs, such as text, audio and graphics, the technology has the potential to revolutionise the operation of financial institutions, from customer-facing functions such as remote account onboarding and customer chatbots, to middle and back-office operations for risk management, fraud detection and automation of work processes.

    At the HKMA, we are committed to promoting responsible GenA.I. adoption, and ensuring that innovation aligns with ethical standards and regulatory requirements. As a banking regulator, we are tasked not only with safeguarding the integrity and stability of financial systems but also with fostering an environment where innovation can flourish.

    Regulatory innovation is more than just introducing new rules; it involves creating an adaptable framework that encourages experimentation while ensuring consumer protection and market integrity. By collaborating with the industry, we aim to better understand the application of emerging technologies in the financial sector. We have adopted an “explorer” mindset, embracing innovative thinking even at an early stage.

    We have recently launched our GenA.I. Sandbox in collaboration with the Cyberport2. Within that, banks may partner with technology companies to test new ideas that leverage the latest GenA.I. technologies, refine innovative strategies and obtain early supervisory feedback.

    A total of 15 use cases from 10 banks and 4 technology partners have been selected as the inaugural participants in the GenA.I. Sandbox. Notable use cases include augmenting credit assessment and fraud detection by automated processing of unstructured data, and enhancing customer service to handle more personalised and complex enquiries. This initiative ensures that we harness the benefits of A.I. while mitigating potential risks, facilitating innovation in a controlled environment.

    Sustainability: The New Frontier in Finance

    Development of GenA.I. goes hand-in-hand with increase in power demand. In addition to investments in digital infrastructure, we will also see increase in investments for power generation and transmission. With rising temperatures and a rapidly changing global climate, it is imperative such increase in power demand is met in a sustainable manner.

    Our Sustainable Finance Action Agenda outlines a vision for integrating sustainability at the core of our financial system. It calls on all banks to strive to achieve Net Zero in their operations by 2030 and in their financed emissions by 2050, reflecting Hong Kong’s commitment to a greener economy.

    Green and sustainable finance is closely tied to financial innovation. For instance, tokenisation technology could help solve long-standing challenges such as double counting in carbon credits, a key issue in carbon trading. This could unlock new business models and create opportunities for businesses and investors to engage in sustainable practices. We have also assisted the HKSAR Government in issuing two tokenised green bonds, creating demonstrative effect and promoting broader technology adoption in the capital market.

    As announced by the Financial Secretary in his Budget Speech this morning, the Government will regularise the issuance of tokenised bond. So the HKMA is preparing for issuing the third tranche and will also continue to encourage private issuances through the Digital Bond Grant Scheme.

    At the same time, the Financial Secretary also announced a bond issuance programme of $150 billion to $195 billion per year in the next five years. The Government debt-to-GDP ratio will remain at manageable levels of 12 to 16.5%. The proceeds will be used to invest in infrastructure but not fund Government recurrent expenditure. So this would bring more opportunities to the debt capital market and provide good quality assets for investors.

    On the investment front, the HKMA is prioritising ESG investments across all asset classes under the Exchange Fund, striving toward the Net Zero target by 2050 while contributing to a sustainable economy. Our investment approach integrates both quantitative indicators and the long-term sustainable value of investments.

    Infrastructure Financing for a Sustainable and Digital Future

    Even with its vast scale, funding raised from the syndicated loan market may not be enough to support the global transition to a digital and sustainable future. More needs to be done to channel market capital into high-quality infrastructure development. In 2019, the Hong Kong Mortgage Corporation (HKMC) entered the infrastructure financing business, aiming to address the funding gap in the infrastructure market through securitisation.

    So far, the HKMC has successfully issued two series of infrastructure loan-backed securities in the institutional market, with total value of over US$800 million. The securitisation issues received a strong response from investors, and promoted the development of local debt market.

    In alignment with our vision for Hong Kong to play a central role in supporting green and sustainable financing needs in Asia and globally, both securitisation issues include sustainability tranches which are backed by sustainable, green and social assets, and issued in accordance with the HKMC’s Social, Green and Sustainability Financing Framework.

    Conclusion

    Looking ahead, we envision a future where new technologies will not only enhance connectivity among users, data, and services but also drives economic progress across sectors.

    As we continue to evolve as regulators, it is imperative that we remain agile and responsive to the changing landscape. The journey of regulatory innovation and market transformation is one of immense opportunity and responsibility. By working together, we can create a financial ecosystem that is innovative, sustainable, and inclusive.

    Thank you for your attention. I look forward to engaging with you in meaningful discussions that will shape our collective future. Once again, I thank APLMA for today’s invitation.


    MIL OSI Global Banks

  • MIL-OSI Video: Are we in a historic moment of change? #Davos2025 #WorldEconomicForum #JavierMilei

    Source: World Economic Forum (video statements)

    The 55th Annual Meeting of the World Economic Forum will provide a crucial space to focus on the fundamental principles driving trust, including transparency, consistency and accountability.

    This Annual Meeting will welcome over 100 governments, all major international organizations, 1000 Forum’s Partners, as well as civil society leaders, experts, youth representatives, social entrepreneurs, and news outlets.

    The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change.

    World Economic Forum Website ► http://www.weforum.org/
    Facebook ► https://www.facebook.com/worldeconomicforum/
    YouTube ► https://www.youtube.com/wef
    Instagram ► https://www.instagram.com/worldeconomicforum/
    X ► https://twitter.com/wef
    LinkedIn ► https://www.linkedin.com/company/world-economic-forum
    TikTok ► https://www.tiktok.com/@worldeconomicforum
    Flipboard ► https://flipboard.com/@WEF

    #Davos2025 #WorldEconomicForum #wef25

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

    MIL OSI Video

  • MIL-OSI: Odysight.ai to Participate at the 37th Annual ROTH Conference on March 17-18, 2025

    Source: GlobeNewswire (MIL-OSI)

    Omer, Israel, March 03, 2025 (GLOBE NEWSWIRE) — Odysight.ai Inc. (Nasdaq: ODYS), a pioneering developer of AI systems for Predictive Maintenance (PdM) and Condition-Based Monitoring (CBM), today announced its participation at the 37th Annual ROTH Conference on March 17-18, 2025, in Dana Point, CA.

    Yehu Ofer, Chief Executive Officer, and Einav Brenner, Chief Financial Officer, will be available for one-on-one investor meetings on both days. To schedule a meeting, please contact your Roth representative.

    About the 37th Annual ROTH Conference

    This year’s event will consist of 1-on-1 / small group meetings, analyst-selected fireside chats, industry keynotes and panels with executive management attending from approximately 450 private and public companies in a variety of growth sectors including: Business Services, Consumer, Healthcare, Industrial Growth, Insurance, Resources, Sustainability and Technology, Media & Entertainment.

    About Odysight.ai

    Odysight.ai is pioneering the Predictive Maintenance (PdM) and Condition Based Monitoring (CBM) markets with its visualization and AI platform. Providing video sensor-based solutions for critical systems in the aviation, transportation, and energy industries, Odysight.ai leverages proven visual technologies and products from the medical industry. Odysight.ai’s unique video-based sensors, embedded software, and AI algorithms are being deployed in hard-to-reach locations and harsh environments across a variety of PdM and CBM use cases. Odysight.ai’s platform allows maintenance and operations teams visibility into areas which are inaccessible under normal operation, or where the operating ambience is not suitable for continuous real-time monitoring.

    We routinely post information that may be important to investors in the Investors section of our website. For more information, please visit: https://www.odysight.ai or follow us on TwitterLinkedIn and YouTube.

    Forward-Looking Statements

    Information set forth in this news release contains forward-looking statements within the meaning of safe harbor provisions of the Private Securities Litigation Reform Act of 1995 relating to future events or our future performance. All statements contained in this press release that do not relate to matters of historical fact should be considered forward-looking statements, including, but not limited to, statements regarding the Company’s intention to participate in the 37th Annual ROTH Conference. In some cases, you can identify forward-looking statements by terminology such as “may,” “should,” “expects,” “plans,” “anticipates,” “believes,” “estimates,” “predicts,” “potential” or “continue” or the negative of these terms or other comparable terminology. Those statements are based on information we have when those statements are made or our management’s current expectation and are subject to risks and uncertainties that could cause actual performance or results to differ materially from those expressed in or suggested by the forward- looking statements. Factors that may affect our results, performance, circumstances or achievements include, but are not limited to the following: (i) market acceptance of our existing and new products, including those that utilize our micro Odysight.ai technology or offer Predictive Maintenance and Condition Based Monitoring applications, (ii) lengthy product delays in key markets, (iii) an inability to secure regulatory approvals for the sale of our products, (iv) intense competition in the medical device and related industries from much larger, multinational companies, (v) product liability claims, product malfunctions and the functionality of Odysight.ai’s solutions under all environmental conditions, (vi) our limited manufacturing capabilities and reliance on third-parties for assistance, (vii) an inability to establish sales, marketing and distribution capabilities to commercialize our products, (viii) an inability to attract and retain qualified personnel, (ix) our efforts to obtain and maintain intellectual property protection covering our products, which may not be successful, (x) our reliance on a single customer that accounts for a substantial portion of our revenues, (xi) our reliance on single suppliers for certain product components, including for miniature video sensors which are suitable for our Complementary Metal Oxide Semiconductor technology products, (xii) the fact that we will need to raise additional capital to meet our business requirements in the future and that such capital raising may be costly, dilutive or difficult to obtain, (xiii) the impact of computer system failures, cyberattacks or deficiencies in our cybersecurity, (xiv) the fact that we conduct business in multiple foreign jurisdictions, exposing us to foreign currency exchange rate fluctuations, logistical, global supply chain and communications challenges, burdens and costs of compliance with foreign laws and political and economic instability in each jurisdiction and (xv) political, economic and military instability in Israel, including the impact of Israel’s war against Hamas and Hezbollah. These and other important factors discussed in Odysight.ai’s Annual Report on Form 10-K filed with the Securities and Exchange Commission (“SEC”) on March 26, 2024 and our other reports filed with the SEC could cause actual results to differ materially from those indicated by the forward-looking statements made in this press release. Except as required under applicable securities legislation, Odysight.ai undertakes no obligation to publicly update or revise forward-looking information.

    Investor Relations Contact:
    Miri Segal
    MS-IR LLC
    msegal@ms-ir.com

    Company Contact:
    Einav Brenner, CFO
    info@odysight.ai

    The MIL Network

  • MIL-OSI: WTW appoints Paul Reilly as Non-Executive Chair of the Board 

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, March 03, 2025 (GLOBE NEWSWIRE) — WTW (NASDAQ: WTW), a leading global advisory, broking and solutions company, today announced that its Board of Directors has appointed Paul Reilly to succeed Paul Thomas as Non-Executive Chair of the Board following WTW’s 2025 Annual General Meeting (AGM) to be held in May 2025.

    Thomas has notified the Board that he intends to retire from the Board and will not stand for re-election at the 2025 AGM. Thomas has served as the Non-Executive Chair of the WTW Board since the conclusion of the 2022 AGM. Prior to the merger between Towers Watson and Willis Group Holdings in 2016, he served on the Towers Watson board of directors, where he was a member of the Audit Committee and the Risk Committee. 

    “Paul Thomas has been an invaluable leader and mentor during his tenure as Non-Executive Chair,” said Carl Hess, WTW’s chief executive officer (CEO). “His deep expertise and unwavering commitment have been instrumental in guiding WTW through significant transformations, milestones and challenges. We are profoundly grateful for his many contributions and the lasting impact he has had on our company.” 

    Reilly has served on the WTW Board since October 1, 2022, and is a member of the Corporate Governance and Nominating Committee and the Human Capital and Compensation Committee. He is currently the Executive Chair of Raymond James Financial, a multi-national independent investment bank and financial services company, having served as CEO from 2010 until recently in 2025. Reilly was also previously Executive Chairman of Korn/Ferry International and CEO at KPMG International. 

    “We are thrilled to welcome Paul Reilly to this critical role,” said Hess. “His extensive experience in global financial and professional services and his proven leadership will be immensely beneficial as we deliver on our strategy to accelerate performance, enhance efficiency and optimize our portfolio. We are excited to work with him in this future capacity and are confident that his vision and expertise will further strengthen our Board and our company.”

    “I am deeply honored to be named the future Non-Executive Chair of the WTW Board,” said Reilly. “WTW is a company with a rich history and a bright future, and I am eager to further contribute to its continued success. I look forward to working with Carl, the Board and the entire WTW team to build on the strong foundation laid by Paul Thomas and to drive the company towards new heights of performance, excellence and innovation.”

    About WTW
    At WTW (NASDAQ: WTW), we provide data-driven, insight-led solutions in the areas of people, risk and capital. Leveraging the global view and local expertise of our colleagues serving 140 countries and markets, we help organizations sharpen their strategy, enhance organizational resilience, motivate their workforce and maximize performance.

    Working shoulder to shoulder with our clients, we uncover opportunities for sustainable success—and provide perspective that moves you.

    Learn more at wtwco.com. 

    Media contact
    Miles Russell
    miles.russell@wtwco.com

    Investor Relations contact
    Claudia De La Hoz
    claudia.delahoz@wtwco.com

    Forward-Looking Statements 
    This document contains ‘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, which are intended to be covered by the safe harbors created by those laws. You can identify these statements and other forward-looking statements by words such as ‘may’, ‘will’, ‘would’, ‘commit’, ‘anticipate’, ‘believe’, ‘estimate’, ‘expect’, ‘intend’, ‘plan’, ‘future’, or similar words, expressions or the negative of such terms or other comparable terminology. These forward-looking statements include, but are not limited to, future leadership of our board of directors, strategic plans and the future of our business, and other statements that are not historical facts. Such statements are based upon the current beliefs and expectations of the Company’s management and are subject to significant risks and uncertainties. Actual results may differ from those set forth in the forward-looking statements. All forward-looking disclosure is speculative by its nature. 

    There are important risks, uncertainties, events and factors that could cause our actual results or performance to differ materially from those in the forward-looking statements contained in this document, including, but not limited to those described under “Risk Factors” in the Company’s most recent 10-K filing and subsequent filings filed with the SEC. The foregoing list of factors is not exhaustive and new factors may emerge from time to time that could also affect actual performance and results. Although we believe that the assumptions underlying our forward-looking statements are reasonable, any of these assumptions, and therefore also the forward-looking statements based on these assumptions, could themselves prove to be inaccurate. Given the significant uncertainties inherent in the forward-looking statements included in this document, our inclusion of this information is not a representation or guarantee by us that our objectives and plans will be achieved. Our forward-looking statements speak only as of the date made, and we will not update these forward-looking statements unless the securities laws require us to do so. With regard to these risks, uncertainties and assumptions, the forward-looking events discussed in this document may not occur, and we caution you against unduly relying on these forward-looking statements. 

    The MIL Network

  • MIL-OSI: NANO Nuclear Energy to Support Advanced Engineering Solutions and City University of New York on DOE SBIR Phase I Project Application for Microreactor Cooling and Smart Monitoring Technologies

    Source: GlobeNewswire (MIL-OSI)

    Project Would Investigate Advanced Decay Heat Removal Methods and a Smart Alarming System for Microreactor Transportation

    New York, N.Y., March 03, 2025 (GLOBE NEWSWIRE) — NANO Nuclear Energy Inc. (NASDAQ: NNE) (“NANO Nuclear” or “the Company”), a leading advanced nuclear energy and technology company focused on developing clean energy solutions, today announced its support of a U.S. Department of Energy (DOE) Small Business Innovation Research (SBIR) Phase I application for a project in collaboration with the City University of New York – City College (CCNY) and Advanced Engineering Solutions LLC of Jersey City, New Jersey (AES). AES is headed by Dinesh Kalaga, Ph.D., a chemical engineer with experience on DOE funded projects, who would serve as the principal investigator of the project.

    The project, titled “Investigation of Microreactor Cooling and Development of a Smart Alarming System for Reactor Pressure Vessel Surface Temperature Monitoring,” is part of DOE’s Funding Opportunity Announcement and aims to develop advanced cooling techniques and monitoring systems for microreactor transport safety.

    Assuming SBIR Phase I approval and funding, the project will evaluate advanced Heat Pipes (HPs), Thermoelectric Cooling Modules, and Smart Alarming Systems as innovative solutions for managing decay heat during nuclear microreactor transportation. These technologies have the potential to evolve into a Type B-certified transport container with an integrated cooling system, ensuring the safe and efficient transportation of nuclear microreactors (including NANO Nuclear’s ZEUS microreactor in development) in compliance with U.S. Department of Transportation (DOT) regulations.

    Figure 1 – NANO Nuclear Energy Inc. supports City University of New York and Advanced Engineering Solutions on for Microreactor Cooling and Smart Monitoring Technologies Supports For DOE SBIR Phase I Project

    “Our support of AES and CCNY represents an important step forward in addressing one of the most significant challenges facing microreactor deployment—the safe and efficient removal of decay heat during transport,” said James Walker, Chief Executive Officer and Head of Reactor Development of NANO Nuclear Energy. “By leveraging advanced heat pipe technologies and smart monitoring systems, we aim to develop a first-of-its-kind transport system that will significantly enhance microreactor safety and regulatory compliance. As the microreactor industry continues to grow, solving transportation challenges is crucial to ensuring ultimate widespread deployment. NANO Nuclear’s involvement in this potential DOE-funded initiative reflects our dedication to advancing safe, efficient, and scalable microreactor technologies.”

    If funding from DOE is approved, the SBIR Phase I project will focus on:

    • Developing a Thermal Management System for microreactor transport containers using advanced Heat Pipes (HPs) and Thermoelectric Cooling Modules to remove decay heat passively and actively.
    • Creating a Smart Alarming System utilizing real-time monitoring sensors and computer vision technology to detect anomalies in temperature and pressure, enabling operators to take immediate corrective action.
    • Designing and testing a scaled-down prototype system at CCNY’s Thermal-Hydraulics Laboratory to validate performance and regulatory compliance.

    “This project aligns perfectly with our mission to pioneer the next generation of nuclear energy solutions, including those related to reactor transportation,” said Jay Yu, Founder and Chairman of NANO Nuclear Energy. “A robust and regulatory-compliant transport system is essential for unlocking the full potential of microreactors. By working with AES and CCNY, we are taking proactive steps to ensure microreactors can be safely delivered to locations where they are needed most.”

    Microreactors are represent the cutting edge of innovation in nuclear energy, designed to provide clean, resilient power in remote locations, military bases, disaster relief operations, data centers and other industrial applications. However, once shut down, microreactors continue to generate decay heat, necessitating an advanced cooling system to prevent overheating during transport. By advancing the thermal management and monitoring technologies needed for microreactor transportation, the project will contribute to overcoming key deployment barriers, helping to accelerate the commercialization of microreactors. The successful completion of Phase I will pave the way for a Phase II expansion, where NANO Nuclear may actively collaborate with AES and CCNY in further development, including a full-scale prototype and real-world testing.

    “This collaboration with NANO Nuclear, CCNY and AES brings together leading research and industry expertise to tackle one of the most pressing issues in microreactor deployment,” said Dr. Carlos O. Maidana, Ph.D., NANO Nuclear’s Head of Thermal Hydraulics and Space Program. “Our approach integrates passive and active cooling technologies, ensuring that microreactors meet strict transportation safety requirements while maintaining operational reliability.”

    NANO Nuclear Energy’s suite of energy systems includes several next-generation microreactors in development. To support these technologies, NANO Nuclear is also leading efforts in domestic HALEU (High-Assay Low-Enriched Uranium) fuel development through its subsidiary, HALEU Energy Fuel Inc., ensuring a secure and sustainable fuel supply for microreactors. NANO Nuclear will continue to engage with government agencies, national laboratories, and industry leaders to drive innovation in nuclear energy solutions and is committed to developing innovative reactor technologies and infrastructure that support the necessary transition to clean nuclear energy solutions.

    About NANO Nuclear Energy, Inc.

    NANO Nuclear Energy Inc. (NASDAQ: NNE) is an advanced technology-driven nuclear energy company seeking to become a commercially focused, diversified, and vertically integrated company across five business lines: (i) cutting edge portable and other microreactor technologies, (ii) nuclear fuel fabrication, (iii) nuclear fuel transportation, (iv) nuclear applications for space and (v) nuclear industry consulting services. NANO Nuclear believes it is the first portable nuclear microreactor company to be listed publicly in the U.S.

    Led by a world-class nuclear engineering team, NANO Nuclear’s reactor products in development include “ZEUS”, a solid core battery reactor, and “ODIN”, a low-pressure coolant reactor, each representing advanced developments in clean energy solutions that are portable, on-demand capable, advanced nuclear microreactors. NANO Nuclear is also developing patented stationary KRONOS MMR Energy System and space focused, portable LOKI MMR.

    Advanced Fuel Transportation Inc. (AFT), a NANO Nuclear subsidiary, is led by former executives from the largest transportation company in the world aiming to build a North American transportation company that will provide commercial quantities of HALEU fuel to small modular reactors, microreactor companies, national laboratories, military, and DOE programs. Through NANO Nuclear, AFT is the exclusive licensee of a patented high-capacity HALEU fuel transportation basket developed by three major U.S. national nuclear laboratories and funded by the Department of Energy. Assuming development and commercialization, AFT is expected to form part of the only vertically integrated nuclear fuel business of its kind in North America.

    HALEU Energy Fuel Inc. (HEF), a NANO Nuclear subsidiary, is focusing on the future development of a domestic source for a High-Assay, Low-Enriched Uranium (HALEU) fuel fabrication pipeline for NANO Nuclear’s own microreactors as well as the broader advanced nuclear reactor industry.

    NANO Nuclear Space Inc. (NNS), a NANO Nuclear subsidiary, is exploring the potential commercial applications of NANO Nuclear’s developing micronuclear reactor technology in space. NNS is focusing on applications such as the LOKI MMR system and other power systems for extraterrestrial projects and human sustaining environments, and potentially propulsion technology for long haul space missions. NNS’ initial focus will be on cis-lunar applications, referring to uses in the space region extending from Earth to the area surrounding the Moon’s surface.

    For more corporate information please visit: https://NanoNuclearEnergy.com/

    For further NANO Nuclear information, please contact:

    Email: IR@NANONuclearEnergy.com
    Business Tel: (212) 634-9206

    PLEASE FOLLOW OUR SOCIAL MEDIA PAGES HERE:

    NANO Nuclear Energy LINKEDIN
    NANO Nuclear Energy YOUTUBE
    NANO Nuclear Energy X PLATFORM

    Cautionary Note Regarding Forward Looking Statements

    This news release and statements of NANO Nuclear’s management in connection with this news release contain or may contain “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, and the Private Securities Litigation Reform Act of 1995. In this context, forward-looking statements mean statements related to future events, which may impact our expected future business and financial performance, and often contain words such as “expects”, “anticipates”, “intends”, “plans”, “believes”, “potential”, “will”, “should”, “could”, “would” or “may” and other words of similar meaning. In this press release, forward-looking statements include those related to the SBIR application addressed herein and the anticipated benefits to NANO Nuclear of the research project described herein. These and other forward-looking statements are based on information available to us as of the date of this news release and represent management’s current views and assumptions. Forward-looking statements are not guarantees of future performance, events or results and involve significant known and unknown risks, uncertainties and other factors, which may be beyond our control. For NANO Nuclear, particular risks and uncertainties that could cause our actual future results to differ materially from those expressed in our forward-looking statements include but are not limited to the following: (i) risks related to our U.S. Department of Energy (“DOE”) or related state or non-U.S. nuclear fuel licensing submissions, (ii) risks related the development of new or advanced technology and the acquisition of complimentary technology or businesses, including difficulties with design and testing, cost overruns, regulatory delays, integration issues and the development of competitive technology, (iii) our ability to obtain contracts and funding to be able to continue operations or fund research (including SBIR applications and other government funding, which might not receive DOE approval), (iv) risks related to uncertainty regarding our ability to technologically develop and commercially deploy a competitive advanced nuclear reactor or other technology in the timelines we anticipate, if ever, (v) risks related to the impact of U.S. and non-U.S. government regulation, policies and licensing requirements, including by the DOE and the U.S. Nuclear Regulatory Commission, including those associated with the recently enacted ADVANCE Act, and (vi) similar risks and uncertainties associated with the operating an early stage business a highly regulated and rapidly evolving industry. Readers are cautioned not to place undue reliance on these forward-looking statements, which apply only as of the date of this news release. These factors may not constitute all factors that could cause actual results to differ from those discussed in any forward-looking statement, and NANO Nuclear therefore encourages investors to review other factors that may affect future results in its filings with the SEC, which are available for review at www.sec.gov and at https://ir.nanonuclearenergy.com/financial-information/sec-filings. Accordingly, forward-looking statements should not be relied upon as a predictor of actual results. We do not undertake to update our forward-looking statements to reflect events or circumstances that may arise after the date of this news release, except as required by law.

    Attachment

    The MIL Network

  • MIL-OSI: LIS Technologies Inc. (“LIST”) Awarded AFWERX SBIR Phase I

    Source: GlobeNewswire (MIL-OSI)

    LIST wins contract to conduct feasibility study on enriching uranium to empower Department of the Air Force’s global operations 

    Oak Ridge, Tennessee, March 03, 2025 (GLOBE NEWSWIRE) — LIS Technologies Inc. (“LIST”) announces it has been selected by AFWERX for a SBIR Phase I contract focused on enhancing our Chemical Reaction by Isotope Selective Laser Activation (C.R.I.S.L.A) technology to address the most pressing challenges in the Department of the Air Force (DAF). The Air Force Research Laboratory and AFWERX have partnered to streamline the Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) process by accelerating the small business experience through faster proposal to award timelines, changing the pool of potential applicants by expanding opportunities to small business and eliminating bureaucratic overhead by continually implementing process improvement changes in contract execution. The DAF began offering the Open Topic SBIR/STTR program in 2018 which expanded the range of innovations the DAF funded and now as of January 15th, 2025, LIST will start its journey to create and provide innovative capabilities that will strengthen the national defense of the United States of America.

    Quote From Company Leadership

    “LIS Technologies is proud to support the Air Force with transformative solutions that enhance Uranium supply chain resilience and maintain America’s technological and strategic superiority.” – Chairman, Jay Yu.

    “This AFWERX Phase I award validates LIS Technologies’ CRISLA innovation as a critical tool for strengthening the U.S. industrial base and advancing national security through cutting-edge isotope separation technology to secure America’s Uranium supply chain.” -C.E.O., Christo Liebenberg.

    “The views expressed are those of the author and do not necessarily reflect the official policy or position of the Department of the Air Force, the Department of Defense, or the U.S. government.”

    About LIS Technologies Inc.

    LIS Technologies Inc. (LIST) is a USA based, proprietary developer of a patented advanced laser technology, making use of infrared lasers to selectively excite the molecules of desired isotopes to separate them from other isotopes. The Laser Isotope Separation Technology (L.I.S.T) has a huge range of applications, including being the only USA-origin (and patented) laser uranium enrichment company, and several major advantages over traditional methods such as gas diffusion, centrifuges, and prior art laser enrichment. The LIST proprietary laser-based process is more energy-efficient and has the potential to be deployed with highly competitive capital and operational costs. L.I.S.T is optimized for LEU (Low Enriched Uranium) for existing civilian nuclear power plants, High-Assay LEU (HALEU) for the next generation of Small Modular Reactors (SMR) and Microreactors, the production of stable isotopes for medical and scientific research, and applications in quantum computing manufacturing for semiconductor technologies. The Company employs a world class nuclear technical team working alongside leading nuclear entrepreneurs and industry professionals, possessing strong relationships with government and private nuclear industries.

    In 2024, LIS Technologies Inc. was selected as one of six domestic companies to participate in the Low-Enriched Uranium (LEU) Enrichment Acquisition Program. This initiative allocates up to $3.4 billion overall, with contracts lasting for up to 10 years. Each awardee is slated to receive a minimum contract of $2 million.

    Forward Looking Statements

    This news release contains “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, and the Private Securities Litigation Reform Act of 1995. In this context, forward-looking statements mean statements related to future events, which may impact our expected future business and financial performance, and often contain words such as “expects”, “anticipates”, “intends”, “plans”, “believes”, “will”, “should”, “could”, “would” or “may” and other words of similar meaning. These forward-looking statements are based on information available to us as of the date of this news release and represent management’s current views and assumptions. Forward-looking statements are not guarantees of future performance, events or results and involve known and unknown risks, uncertainties and other factors, which may be beyond our control. For LIS Technologies Inc., particular risks and uncertainties that could cause our actual future results to differ materially from those expressed in our forward-looking statements include but are not limited to the following which are, and will be, exacerbated by any worsening of global business and economic environment: (i) risks related to the development of new or advanced technology, including difficulties with design and testing, cost overruns, development of competitive technology, loss of key individuals and uncertainty of success of patent filing, (ii) our ability to obtain contracts and funding to be able to continue operations and (iii) risks related to uncertainty regarding our ability to commercially deploy a competitive laser enrichment technology, (iv) risks related to the impact of government regulation and policies including by the DOE and the U.S. Nuclear Regulatory Commission; and other risks and uncertainties discussed in this and our other filings with the SEC. Only after successful completion of our Phase 2 Pilot Plant demonstration will LIS Technologies be able to make realistic economic predictions for a Commercial Facility. Readers are cautioned not to place undue reliance on these forward-looking statements, which apply only as of the date of this news release. These factors may not constitute all factors that could cause actual results to differ from those discussed in any forward-looking statement. Accordingly, forward-looking statements should not be relied upon as a predictor of actual results. We do not undertake to update our forward-looking statements to reflect events or circumstances that may arise after the date of this news release, except as required by law.

    About AFRL

    The Air Force Research Laboratory is the primary scientific research and development center for the Department of the Air Force. AFRL plays an integral role in leading the discovery, development, and integration of affordable warfighting technologies for our air, space and cyberspace force. With a workforce of more than 12,500 across nine technology areas and 40 other operations across the globe, AFRL provides a diverse portfolio of science and technology ranging from fundamental to advanced research and technology development. For more information, visit afresearchlab.com.

    About AFWERX

    As the innovation arm of the DAF and a directorate within the Air Force Research Laboratory, AFWERX brings cutting-edge American ingenuity from small businesses and start-ups to address the most pressing challenges of the DAF. AFWERX employs approximately 370 military, civilian and contractor personnel at five hubs and sites executing an annual $1.4 billion budget. Since 2019, AFWERX has executed over 6,200 new contracts worth more than $4.7 billion to strengthen the U.S. defense industrial base and drive faster technology transition to operational capability. For more information, visit afwerx.com.

    Company Press Contact:
    For more information please visit: LaserIsTech.com
    For further information, please contact:
    Email: info@laseristech.com
    Telephone: 800-388-5492
    Follow us on X Platform
    Follow us on LinkedIn

    The MIL Network

  • MIL-OSI: Airship AI Reports Full Year 2024 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    2024 Net Revenue of $23.1 Million, an 87% Increase over FY 2023 Net Revenue of $12.3 Million

    No Debt on Balance Sheet Following Conversion of $2.8 million in Senior Secured Convertible Notes

    New Pro-U.S. Border Security Administration Provides Additional Macro Tailwinds for 2025 & Beyond

    REDMOND, Wash., March 03, 2025 (GLOBE NEWSWIRE) —  Airship AI Holdings, Inc. (NASDAQ: AISP) (“Airship AI” or the “Company”), a leader in AI-driven video, sensor, and data management surveillance solutions, today reported its financial and operational results for the quarter and year ended December 31, 2024.

    FY 2024 Financial Highlights

    • Net revenues were $23.1 million.
    • Gross profit was $10.5 million.
    • Gross margin was 45.7%.
    • Operating loss was $3.5 million, which reflected increased stock-based compensation and transactions costs related to the merger and overall sales levels.

    FY 2024 Financial Highlights

    • Dramatic Revenue Growth: In 2024, Airship AI delivered 87% year-over-year (“YoY”) revenue growth, growing from $12.3 million to $23.1 million. Revenue growth was driven mainly by increased sales to federal government customers, with multiple large awards for cloud-based Acropolis offerings and edge-based Outpost AI appliances.
    • Steady Gross Profit Margin: Full year gross profit as of December 31, 2024 was $10.5 million, flat YoY, primarily due to the continued high percentages of third-party hardware sales as part of turn-key solutions bundled by Airship AI with Outpost AI included. The Company is already seeing the value of these seeding opportunities in awarded business as well as pipeline opportunity growth.
    • Significant Operational Improvements: Full year operating loss as of December 31, 2024 was $3.5 million as compared to a $6.6 million loss in 2024. Numerous one-time charges were incurred in 2024, resulting from transaction costs associated with the transition to a public company, conversion of a senior secured promissory note, and partial payments to the founders for previous advances.
    • Strengthened Balance Sheet: Cash and cash equivalents as of December 31, 2024, was $11.4 million, along with $1.2 million in accounts receivable. With the conversion of issued senior secured convertible promissory notes of $2.8 million, Airship AI enters 2025 with no debt on the balance sheet.

    Q4 2024 & Subsequent Operational Highlights

    • Backlog as of December 31, 2024 was $5.5 million, including orders received late in the second half of 2024 that are expected to be delivered and invoiced across Q1 and Q2 of 2025. Backlog is not indicative of future quarterly revenue as approximately 75% of quarterly revenue is transactional and recognized in the same quarter.
    • Total validated pipeline at the year-end of 2024 was approximately $135 million, consisting of single and multi-year opportunities for AI-driven edge, video, and sensor and data management platform across all our customer verticals. The pipeline includes opportunities at varying stages of progression with expected award timeframes throughout the next 18-24 months.
    • Due to the sensitive nature of many customers and deployment use cases, the Company is often restricted from publicly disclosing awards and or limited as to the specifics of the customer and use case. Consequently, most awards are executed on closed or restricted contract vehicles, which further limits the sharing of information that might otherwise be available.
    • Multiple large contracts awarded throughout and/or subsequent to the quarter include but are not limited to:
      • $4.0 million firm-fixed price contract for an agency within the U.S. Department of Homeland Security (“DHS”), for advanced integrated solutions supporting real-time intelligence collection operations along the United States’ borders, leveraging the Company’s edge IoT appliance, Outpost AI.
      • $1.2 million firm-fixed price support and maintenance contract for our existing deployment of Acropolis Enterprise Video and Data Management Platform supporting a Fortune 100 Transportation and E-Commerce company’ global operations.
      • Follow-on seven-figure one (1) year system maintenance and sustainment contract for an existing Fortune 100 customer leveraging the Company’s Acropolis Enterprise Video and Data Management platform supporting operational and physical security requirements.
    • We began deploying new infrastructure supporting mission critical requirements along the U.S. southern border; follow-on work to our successful completion of a congressionally driven pilot opportunity earlier in the year. This follow-on work is in support of our single-largest opportunity, valued at more than $50 million over the next four (4) years. Estimated total contract value is conservatively based on data points from published market research, including size and scope, and pricing approved via awarded procurement efforts.
    • Completed $8.0 million at-the-market public offering with net proceeds to the Company of $7.0 million after deducting placement agent fees and offering expenses.
    • Hired new members of the team, at the C-Suite level and below, and promoted key members of the team to increasingly higher levels of strategic responsibility within the Company. Airship AI expects additional hires in 2025 in the sales and product development teams.
    • Launched a new routes-to-market strategy targeting business partners and resellers that are looking for differentiated alternatives in new verticals (for Airship AI) as well as partners that can help us scale more rapidly within existing verticals.
    • Put in place a marketing and branding campaign for 2025. This bifurcated plan is hyper focused on creating brand awareness in several new targeted verticals through a combination of partner and industry events, enabling partners to monetize that awareness through expanded routes to market.
    • We participated in JIFX, or Joint Interagency Field Exercise, an invite only event led by the Naval Post-Graduate School. The JIFX team leads experimentation in alternative methods to enable rapid technological development by cultivating a community of interest and hosting broadly scoped quarterly collaborative field events which enable the Department of Defense (“DoD”), the U.S. government, and allied stakeholders to identify, influence, and accelerate early-stage technology development that address national and collective security challenges.
    • We participated in TIDE, or Technology Innovation Discovery Event, an invite only DoD sponsored event that aims to help innovative small businesses and non-traditional DoD performers showcase new hardware and software technologies that can significantly improve existing software or meet new challenges in support of the National Defense Strategy.
    • We were a primary sponsor of and participant in UTAC, the premier unmanned aerial and robotic systems tactical event for Police, Public Safety, Government, and Defense agencies. UTAC is a fully immersive training event where public safety, government, enterprise, and defense operators gather to learn best practices, establish procedures, and gain experience with the latest innovations in unmanned aerial, ground, and maritime systems along augmenting technical solutions.

    Capital Markets Update:

    • Participated at the 13th Annual ROTH Technology Conference and the Benchmark 13th Annual Discovery One-on-One Conference.
    • Benchmark Company initiated coverage of Airship AI on November 13, 2024, with a Buy rating and price target of $6.

    2025 Outlook

    • 2025 net revenues of approximately $30 million, reflecting 30% revenue growth YoY, supported by a strong and validated pipeline of ~$135 million, improving gross profit margins, and a strong recurring revenue model.
    • Positive cash flow from business operations for the full year.
    • Expand AI offerings at the edge running on our Outpost AI platform and announce new offerings running at the datacenter level or in the cloud that increase customer operational efficiency using existing sources of data.
    • Continued innovation across our core Acropolis software platform supporting new workflows for on-premises and cloud-based deployments in highly secure operational environments.
    • Announce new offerings around our Digital Evidence Management System (DEMS) called Evidence Discovery Server (EDS) supporting stand-alone operations as well as integrations with other leading DEMS platforms.
    • Continue the digital transformation of our back-office operations to improve supply chain management and production-based process efficiencies to help drive continued margin expansion.
    • Launch new AI based offerings supporting partner engagement, training, and support as part of our larger strategy to provide differentiated offerings to those existing and to be recruited business partners and resellers.
    • Targeted focus on brand awareness and engagement in new verticals through targeted marketing outreach opportunities, social media platforms, Airship AI hosted technology events, and industry tradeshow events.

    Management Commentary

    “The past year has been an exciting journey as we completed our first full year as a public company amid significant shifts in domestic and global economic, social, and political landscapes,” said Paul Allen, President of Airship AI. “With this dynamic backdrop, we set ambitious goals for 2024, focusing on substantial revenue growth and strengthening our balance sheet to position the business for positive cash flow operations. The great news is that we made meaningful progress on both the top and bottom lines. We delivered 87% year-over-year revenue growth of $23.1 million at a gross margin of 46%. We ended the year with $11.4 million in cash and cash equivalents and $1.2 million in accounts receivable.

    “Our recently completed capital raise has significantly enhanced our ability to execute many of the anticipated large transactions in our pipeline, particularly those involving substantial up-front costs of goods sold. The capital raise has also enabled us to expand our sales, business development, and partner marketing capabilities by bringing in specialized industry expertise and experience in managing these large-scale defense programs. We have already made progress toward this objective with the addition of several high-caliber team members, and we are in the process of bringing on even more talent to further strengthen our capabilities.

    “As we entered 2025, we have a new administration in place that has stressed from day one that the focus is going to be on securing the border and strengthening public safety and security across the homeland. While the safety of the homeland has and should always be a bi-partisan issue, the approach to how it is done varies. The new administration has made clear many of its policies and approaches to this problem already, with technology itself and technology-based solutions playing a key role in most if not all of them. Specifically, the January 20th Secure Our Borders Executive Order states that the United States will establish a physical wall and other barriers monitored and supported by adequate personnel and technology.

    “To that point, we remain under the cloud of Continuing Resolution, which affects the whole of government to fund its ability to execute daily, at least beyond that which it was approved to do so the prior year. While the budget to fund this and other related activities is being addressed, we remain engaged with our customers already focused on these challenges, engagement which includes already funded efforts or those which are already budgeted.

    “While we are heavily focused on the agencies directly tasked to solve these challenges, we also have a larger existing business with other agencies and commercial customers that we remain focused on as well. These customers are involved daily in similarly protecting the homeland, ranging from countering the illegal trafficking of narcotics with a focus on fentanyl, protecting critical infrastructure such as courthouses, office buildings, and sensitive sites, and enforcing the laws of the land on the streets of mainstream America.

    “With the work we have already done, and the relationships we have established, we believe we are well positioned in 2025 and for the next several years to be an integral part of providing a solution for a well-defined and challenging problem that impacts every one of our shareholders.

    “Lastly, we look forward to seeing some of you at our upcoming Analyst Technology Showcase on Friday, March 14, 2025, in Dripping Springs, Texas,” concluded Mr. Allen.

    About Airship AI Holdings, Inc.

    Founded in 2006, Airship AI (NASDAQ: AISP) is a U.S. owned and operated technology company headquartered in Redmond, Washington. Airship AI is an AI-driven video, sensor and data management surveillance platform that improves public safety and operational efficiency for public sector and commercial customers by providing predictive analysis of events before they occur and meaningful intelligence to decision makers. Airship AI’s product suite includes Outpost AI edge hardware and software offerings, Acropolis enterprise management software stack, and Command family of visualization tools.

    For more information, visit https://airship.ai.

    Forward-Looking Statements

    The disclosure herein includes certain statements that are not historical facts but are forward-looking statements for purposes of the safe harbor provisions under the United States Private Securities Litigation Reform Act of 1995. Forward-looking statements generally are accompanied by words such as “believe,” “may,” “will,” “estimate,” “continue,” “anticipate,” “intend,” “expect,” “should,” “would,” “plan,” “project,” “forecast,” “predict,” “potential,” “seem,” “seek,” “future,” “outlook,” and similar expressions that predict or indicate future events or trends or that are not statements of historical matters, but the absence of these words does not mean that a statement is not forward looking. These forward-looking statements include, but are not limited to, (1) statements regarding estimates and forecasts of financial, performance and operational metrics and projections of market opportunity; (2) changes in the market for Airship AI’s services and technology, expansion plans and opportunities; (3) the projected technological developments of Airship AI; and (4) current and future potential commercial and customer relationships. These statements are based on various assumptions, whether or not identified in this press release, and on the current expectations of Airship AI’s management and are not predictions of actual performance. These forward-looking statements are also subject to a number of risks and uncertainties, as set forth in the section entitled “Risk Factors” in its Annual Report on Form 10-K for the year ended December 31, 2024, filed with the SEC on February 28, 2025, and the other documents that the Company has filed, or will file, with the SEC. If any of these risks materialize or our assumptions prove incorrect, actual results could differ materially from the results implied by these forward-looking statements. In addition, forward looking statements reflect the Company’s expectations, plans or forecasts of future events and views as of the date of this press release. The Company anticipates that subsequent events and developments will cause its assessments to change. However, while it may elect to update these forward-looking statements at some point in the future, the Company specifically disclaims any obligation to do so. These forward-looking statements should not be relied upon as representing the Company’s assessments as of any date subsequent to the date of this press release. Accordingly, undue reliance should not be placed upon the forward-looking statements.

    Investor Contact:

    Chris Tyson/Larry Holub
    MZ North America
    949-491-8235
    AISP@mzgroup.us

    AIRSHIP AI HOLDINGS, INC.
    CONSOLIDATED BALANCE SHEETS
    As of December 31, 2024 and 2023
        December
    31, 2024
        December
    31, 2023
     
    ASSETS            
                 
    CURRENT ASSETS:            
    Cash and cash equivalents   $ 11,414,830     $ 3,124,413  
    Accounts receivable, net of allowance for credit losses of $0     1,226,757       1,648,904  
    Prepaid expenses and other     17,883       18,368  
    Income tax receivable           7,230  
    Total current assets     12,659,470       4,798,915  
                     
    PROPERTY AND EQUIPMENT, NET           1,861  
                     
    OTHER ASSETS                
    Other assets     165,960       182,333  
    Operating lease right of use asset     882,024       1,104,804  
                     
    TOTAL ASSETS   $ 13,707,454     $ 6,087,913  
                     
    LIABILITIES AND STOCKHOLDERS’ DEFICIT                
                     
    CURRENT LIABILITIES:                
    Accounts payable – trade   $ 759,480     $ 2,908,472  
    Advances from founders     1,300,000       1,750,000  
    Accrued expenses     51,649       200,531  
    Senior Secured Convertible Promissory Notes           2,825,366  
    Current portion of operating lease liability     305,178       174,876  
    Deferred revenue- current portion     3,238,483       4,008,654  
    Total current liabilities     5,654,790       11,867,899  
                     
    NON-CURRENT LIABILITIES:                
    Operating lease liability, net of current portion     638,525       943,702  
    Warrant liability     34,180,618       667,985  
    Earnout liability     23,304,808       5,133,428  
    Deferred revenue- non-current     2,951,850       4,962,126  
    Total liabilities     66,730,591       23,575,140  
                     
    COMMITMENTS AND CONTINGENCIES (Note 9)                
                     
    STOCKHOLDERS’ DEFICIT:                
    Preferred stock – no par value, 5,000,000 shares authorized, 0 shares issued and outstanding as of December 31, 2024 and December 31, 2023            
    Common stock – $0.0001 par value, 200,000,000 shares authorized, 30,588,413 and 22,812,048 shares issued and outstanding as of December 31, 2024 and 2023     3,056       2,281  
    Additional paid in capital     21,918,867        
    Accumulated deficit     (74,941,590 )     (17,476,700 )
    Accumulated other comprehensive loss     (3,470 )     (12,808 )
    Total stockholders’ deficit     (53,023,137 )     (17,487,227 )
                     
    TOTAL LIABILITIES AND STOCKHOLDERS’ DEFICIT   $ 13,707,454     $ 6,087,913  
    AIRSHIP AI HOLDINGS, INC.
    CONSOLIDATED STATEMENTS OF OPERATIONS AND COMPREHENSIVE (LOSS) INCOME
    For the years ended December 31, 2024 and 2023
        Year Ended     Yar Ended  
        December
    31, 2024
        December
    31, 2023
     
    NET REVENUES:            
    Product   $ 18,716,196     $ 7,439,045  
    Post contract support     4,334,017       4,692,487  
    Other services           168,052  
     Revenues     23,050,213       12,299,584  
    COST OF NET REVENUES:                
    Cost of Sales     10,843,766       4,767,159  
    Post contract support     1,679,692       1,681,267  
    Other services           86,841  
     Cost of revenue     12,523,458       6,535,267  
    GROSS PROFIT     10,526,755       5,764,317  
    RESEARCH AND DEVELOPMENT EXPENSES     2,804,894       2,729,492  
    SELLING, GENERAL AND ADMINISTRATIVE EXPENSES     11,226,974       9,675,190  
    TOTAL OPERATING EXPENSES     14,031,868       12,404,682  
    OPERATING LOSS     (3,505,113 )     (6,640,365 )
    OTHER (EXPENSE) INCOME:                
    (Loss) gain from change in fair value of earnout liability     (18,171,380 )     21,976,349  
    (Loss) gain from change in fair value of warrant liability     (33,512,633 )     1,341,120  
    Loss from change in fair value of convertible debt     (141,636 )     (240,784 )
    Loss on note conversion     (1,144,676 )      
    Interest expense, net     (1,003,096 )     (55,685 )
    Other income (expense)     13,644       (9,501 )
    Total other (expense) income, net     (53,959,777 )     23,011,499  
                     
    (LOSS) INCOME BEFORE PROVISON FOR INCOME TAXES     (57,464,890 )     16,371,134  
                     
    Provision for income taxes            
                     
    NET (LOSS) INCOME     (57,464,890 )     16,371,134  
                     
    OTHER COMPREHENSIVE INCOME (LOSS)                
    Foreign currency translation income (loss), net     9,338       (2,702 )
                     
    TOTAL COMPREHENSIVE (LOSS) INCOME   $ (57,455,552 )   $ 16,368,432  
                     
    NET (LOSS) INCOME PER SHARE:                
    Basic   $ (2.34 )   $ 1.20  
    Diluted   $ (2.34 )   $ 0.80  
                     
    Weighted average shares of common stock outstanding                
    Basic     24,585,955       13,671,376  
    Diluted     24,585,955       20,390,663  
    AIRSHIP AI HOLDINGS, INC.
    CONSOLIDATED STATEMENTS OF CASH FLOWS
    For the years ended December 31, 2024 and 2023
        Year Ended     Year Ended  
        December
    31, 2024
        December
    31, 2023
     
                 
    CASH FLOWS FROM OPERATING ACTIVITIES:            
    Net loss   $ (57,464,890 )   $ 16,371,134  
    Adjustments to reconcile net loss to net cash used in operating activities                
    Depreciation and amortization     1,861       14,879  
    Stock-based compensation     1,078,344       715,727  
    Stock-based compensation- warrants     284,478       2,136,115  
    Amortization of operating lease right of  use asset     222,780       596,556  
    Accelerated amortization of ROU asset – lease termination           265,130  
    Gain from lease termination           (344,093 )
    Issuance of common stock for services     198,500        
    Noncash interest expense     1,008,419        
    Loss (gain) from change in fair value of warrant liability     33,512,633       (1,341,120 )
    Loss (gain) from change in fair value of earnout liability     18,171,380       (21,976,349 )
    Loss from change in fair value of convertible note     141,636       240,784  
    Loss on note conversion     1,144,676        
    Non cash interest, net           65,487  
    Changes in operating assets and liabilities:                
    Accounts receivable     422,147       (943,152 )
    Prepaid expenses and other     485       (2,329 )
    Other assets     16,373       (182,333 )
    Operating lease liability     (174,875 )     (531,621 )
    Payroll and income tax receivable     7,230       960,383  
    Accounts payable – trade and accrued expenses     (2,294,698 )     666,136  
    Deferred revenue     (2,780,447 )     (2,667 )
    NET CASH USED IN OPERATING ACTIVITIES     (6,503,968 )     (3,291,333 )
                     
    CASH FLOWS FROM FINANCING ACTIVITIES:                
    Issuance of common stock and warrants for offering, net     7,290,000        
    Proceeds from convertible promissory note           2,584,582  
    Proceeds from warrant exercise, net     7,704,540        
    Advances from founders, net     (450,000 )     1,150,000  
    Proceeds from reverse recapitalization           2,809,792  
    Proceeds from stock option exercises     240,507        
    Repayment of small business loan and line of credit           (424,540 )
                     
    NET CASH PROVIDED BY FINANCING ACTIVITIES     14,785,047       6,119,834  
                     
    NET INCREASE IN CASH AND CASH EQUIVALENTS     8,281,079       2,828,501  
                     
    Effect from exchange rate on cash     9,338       (2,702 )
                     
    CASH AND CASH EQUIVALENTS, beginning of period     3,124,413       298,614  
                     
    CASH AND CASH EQUIVALENTS, end of period   $ 11,414,830     $ 3,124,413  
                     
    Supplemental disclosures of cash flow information:                
    Interest paid   $ 11,913     $ 21,438  
    Taxes paid   $ 2,410     $ 17,247  
                     
    Noncash investing and financing                
    Elimination of advances to founders in connection with contribution of Zeppelin by shareholders   $     $ 1,100,000  
    Elimination of payables to founders in connection with contribution of Zeppelin by shareholders   $     $ 1,100,000  
    Issuance of common stock for debt interest payment   $ 1,008,442     $  
    Issuance of common stock for debt conversion   $ 4,114,831     $  
    Recognition of warrant liability   $     $ 15,418  
    Recognition of right-of-use asset   $     $ 1,162,152  
    Recognition of operating lease liability   $     $ 1,162,152  
    Noncash activity related to Merger-                
    Recognition of warrant liability   $     $ 2,009,105  
    Recognition of earnout liability   $     $ 27,109,777  
    Recognition of accounts payable   $     $ 1,500,000  

    The MIL Network

  • MIL-OSI Global: America’s designs on annexing Canada have a long history − and record of political failures

    Source: The Conversation – USA – By G. Patrick O’Brien, Assistant Teaching Professor of History, University of Tampa

    Donald Trump has repeatedly raised the specter of annexing Canada since his inauguration to a second term as president.

    The president’s rhetoric about making Canada “the 51st state” may seem to project confidence, a 21st-century vision of manifest destiny, a belief in the United States’ right and obligation to expand.

    Trump is not the first American leader to dream of northern expansion. To me, a historian of early U.S.-Canadian relations, these designs suggest not power, but weakness and simmering divisions inside the United States.

    Early Americans’ lust for Canada

    Even before independence, social conflict helped turn American eyes northward. Throughout the 18th century, England’s Colonial population in North America doubled every 25 years. Successive generations of Colonists along the Eastern Seaboard had to compete with each other, and with Indigenous people, for resources, arable land and trade.

    These unhappy, land-hungry Colonists clamored for expansion, instigating a series of wars against both the French and Spanish empires for control of the northeastern half of the continent, culminating in the French and Indian War, from 1754 to 1763.

    While these Colonists were animated by their thirst for expansion, they had little else unifying them. Many Americans today are familiar with the “Join, or Die” cartoon Ben Franklin printed, featuring a segmented snake with each section representing one of the Colonies. However, few realize that it was not crafted during the Revolution to unite Colonists against Britain, but in 1754, to rally divided British Colonists in their war against France.

    This famous image urging the American Colonies to unite was in support of a war against France, not Britain.
    Benjamin Franklin via Wikimedia Commons

    Britain finished conquering Canada in 1763, but the empire never fully supported Colonial expansion northward. In the 1750s and 1760s, British troops forcibly removed French colonists from Acadia in Nova Scotia and recruited thousands of Colonists from neighboring New England to move north. These settlers had long imagined the region rich in fishing and timber to be a land of opportunity. But disillusioned by the financial cost of sustaining their settlements, many of these Colonists returned to New England by the early 1770s.

    Attempts to settle other lands ceded by France were no more successful. Fearful that Colonists might provoke a costly war with Indigenous people, Parliament issued the Proclamation of 1763, which attempted to protect native land by discouraging Colonial expansion westward. Many Colonists turned against Britain in response, especially those like George Washington, who had speculated in the land west of the Appalachian Mountains.

    The failed invasion of Canada

    In the earliest months of the Revolution, the Continental Congress authorized an American invasion of British-occupied Quebec. In a letter addressed to “Friends and Brethren” of Canada, Washington himself implored Canadians to join invading troops. “The Cause of America, and of Liberty, is the Cause of every virtuous American Citizen,” he wrote. “Come then, ye generous Citizens, range yourselves under the Standard of general Liberty.”

    But at home, Colonists were far from united in their rebellion. Historians estimate that around 20% of the white Colonial population, more than 500,000 people, remained loyal to Britain, and an even larger number hoped to remain neutral.

    The difficult realities of conquest also turned many soldiers against the invasion of Canada. In late October 1775, nearly a quarter of the underfed and overworked troops under the command of soon-to-be turncoat Benedict Arnold abandoned their arduous journey through interior Maine toward Canada. The soldiers who carried on prayed these deserters “might die by the way, or meet with some disaster, Equal to the Cowardly dastardly and unfriendly Spirit they discover’d in returning Back without orders.”

    The more resilient troops who reached Quebec were emphatically defeated by British forces in December, making Washington skeptical of any future efforts to attack Canada.

    American troops clash with British soldiers and the French defenders of Quebec in December 1775.
    Charles William Jefferys, cover art for ‘The Father of British Canada: A Chronicle of Carleton,’ Volume 12 by William Wood, 1916

    19th-century divisions

    Following American independence, tens of thousands of loyal Colonists sailed north to Canada, determined to build British colonies that would become what one of these refugees called “the envy of the American States.” Their presence on the contested northern border was an unsettling reminder to the new American nation about the power Britain still exerted on the continent.

    Conflict with Britain over land and trade in the early 1800s reopened old divisions among Americans. Virginia Congressman John Randolph expressed his frustrations with renewed calls for a northern invasion. “We have but one word, like the whip-poor-will, but one eternal monstrous tone,” an exasperated Randolph noted, “Canada! Canada! Canada!”

    The debate over Canada was one of many issues dividing the nation, and as President James Madison would later explain, he hoped that war would help unify a polarized nation. His gamble paid off, but only after opponents from New England flirted with the idea of secession to negotiate their own end to conflict.

    When the popular editor and columnist John O’Sullivan called for the annexation of Texas and war with Mexico in 1845, he also suggested the annexation of Canada would naturally follow. The anti-expansionist response united pacifists, abolitionists and a variety of religious and literary figures, helping deepen the divides that would lead to the Civil War.

    Annexation talk in the 20th century

    Trump’s posturing has served to unite Canadians and revive Canadian nationalism. In the U.S., most people seem to understand the practical hurdles of adding a new state or dismiss the idea altogether.

    A Canadian demonstrates in Washington, D.C., against President Donald Trump’s policies on Feb. 17, 2025.
    Dominic Gwinn/Middle East Images/AFP via Getty Images

    One example of annexation talk from the 20th century, however, might serve as a warning to Trump, showing how aggressive rhetoric toward Canada has led to political defeat. In 1911, a bill creating free trade with Canada passed Congress with the support of President William Taft, despite objections from protectionists in both parties.

    In an attempt to have the agreement defeated in the Canadian Parliament, U.S. opponents from both sides of the aisle attempted to stir popular sentiment against the U.S. in Canada. Champ Clark, the Democratic speaker of the House and a front-runner for the presidential nomination in 1912, seized on the moment.

    “I hope to see the day when the American flag will float over every square foot of the British North American possessions, clear to the North Pole,” Champ proclaimed on the House floor. William Stiles Bennet, a Republican, proposed a resolution that would authorize the president to begin negotiations for annexation.

    Their approach to defeating the trade agreement worked, at least in Canada. In the general election of September 1911, worried Canadian voters ousted the Liberal Party, which had supported free trade, and the new Conservative majority rejected the agreement.

    Back home, however, the plan backfired. Woodrow Wilson, not Clark, secured the Democratic nomination in 1912 and would go on to defeat both the incumbent Taft and former President Theodore Roosevelt. The bluster led not to success and victory, but loss and defeat.

    G. Patrick O’Brien 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. America’s designs on annexing Canada have a long history − and record of political failures – https://theconversation.com/americas-designs-on-annexing-canada-have-a-long-history-and-record-of-political-failures-250229

    MIL OSI – Global Reports

  • MIL-OSI Global: What is Tren de Aragua? How the Venezuelan gang started − and why US policies may only make it stronger

    Source: The Conversation – USA – By Verónica Zubillaga, Mellon Visiting Professor, University of Illinois Chicago

    A viral surveillance video allegedly shows armed members of the Tren de Aragua gang at an apartment building in Aurora, Colo. RJ Sangosti/MediaNews Group/The Denver Post via Getty Images

    When the U.S. government deported 177 Venezuelans on Feb. 20, 2025, the Department of Homeland Security alleged that 80 of the deportees were members of the Venezuelan gang Tren de Aragua.

    U.S. news outlets report that members have set up shop in at least 16 states and are “wreaking havoc on communities across the nation.”

    According to Fox News, in February 2025 there was an “infestation” of Tren de Aragua members in an apartment building in Aurora, Colorado.

    Suspected Tren de Aragua members have been arrested in Florida, Pennsylvania, New York, California, Texas and other states.

    The U.S. State Department went so far as to designate Tren de Aragua a foreign terrorist organization in an effort to stop “the campaigns of violence and terror committed by international cartels and transnational organizations.”

    There is little reliable information about Tren de Aragua – but no shortage of sensationalist news reports and Immigration and Customs Enforcement raids claiming to target them.

    We are sociologists who have spent a combined 37 years researching gangs, crime and policing in Venezuela. Our research in Venezuela, and our colleagues’ research in other countries, suggests that incarceration and mass deportations of Venezuelans living in the U.S., whether they have ties to the group or not, will likely strengthen Tren de Aragua rather than cripple it.

    Indeed, we have already seen how these strategies contributed to the expansion of street gangs in El Salvador and Honduras by creating new opportunities for members to network and become more organized.

    What is Tren de Aragua?

    According to investigative journalists and a handful of academic studies, Tren de Aragua was initially founded by Hector “El Niño” Guerrero and two other men in 2014. The three men were imprisoned in Tocorón prison in the state of Aragua.

    By 2017, Tren de Aragua began to be known as a “megabanda,” a category the local press in Venezuela use to refer to large organized criminal groups. The term arose to highlight the size of some street gangs, which at the time was unprecedented in Venezuela.

    Since its beginning, the gang has depended heavily on extortion. It also sells street drugs, but that has been a much less important source of revenue for it.

    Tren de Aragua’s growth surged as a result of mass incarceration policies that began under Venezuela’s former President Hugo Chávez and expanded under current President Nicolás Maduro. Incarceration rates began to increase in 2009 and were exacerbated by police raids deployed in 2010 in marginalized neighborhoods across the country. Venezuela’s prisons became filled with young, poor men.

    Crowded together in inhumane conditions, the men began to organize into prison gangs with clear hierarchies. They accumulated vast profits by charging prisoners fees for food, use of space and protection from inmate violence. They also opened and ran businesses, including a club, inside Tocorón prison.

    Members of different gangs in and outside the prison also began to communicate and share information about criminal activities such as kidnapping and extortion. This strengthened social networks and expanded their illegal enterprises.

    Tren de Aragua eventually took control of Tocorón prison as the government became unable to manage daily life inside its walls. It had become one of the largest and best organized gangs in Venezuela.

    A view inside the notoriously dangerous and violent Tocorón prison in 2011.
    Franklin Suarez via Getty Images

    Criminal enterprise grows

    Since 2014, an economic and humanitarian crisis has devastated Venezuela, causing many Venezuelans to migrate.

    Venezuela had one of the highest displacement rates in the world between 2014 and 2018, when at least 3 million people left the country.

    Tren de Aragua, still based in the Tocorón prison at that time, took advantage of this mass migration. It expanded the group’s business portfolio to include human trafficking and sexual exploitation of Venezuelan female migrants in Chile, Colombia and Peru.

    It’s unclear how far beyond Venezuela Tren de Aragua has spread. While the group has certainly expanded operations into the Latin American countries mentioned above, research shows common criminals have posed as Tren de Aragua members in both Colombia and Chile.

    Moreover, the arrest of alleged Tren de Aragua members for committing crimes in the U.S. and other countries does not mean that the gang has set up shop in those places. Gang members, same as non-gang members, migrate during crises. They may continue to commit crimes in new places after they arrive. However, it’s important to note that immigration in the U.S. is consistently linked with decreasesnot increases – in both violent crime and property crime.

    Even some local police departments have questioned the gang’s expansion into the U.S.

    In Aurora, police refuted both the mayor’s and President Donald Trump’s claims about the apartment complex being taken over by the gang. And the New York Police Department recently reported that suspected Tren de Aragua members there are largely focused on snatching mobile phones and robbing department stores – hardly the crimes of a transnational criminal empire or terrorist organization.

    Venezuelan security forces wrested control of Tocorón prison from the Tren de Aragua gang in 2023.
    Yuri Cortez/AFP via Getty Images

    Making matters worse

    Deportations do not address the urgent situation faced by many migrants who leave their homelands in search of a better, safer future.

    When governments prioritize the spectacle of deportations to deal with migration, they contribute to the expansion of even more resilient networks of criminal enterprises.

    Recent history bears this out.

    In El Salvador in the 1990s and early 2000s, incarceration, deportations and repressive policing policies contributed to the evolution of youth street gangs such as the Mara Salvatrucha, or MS-13, into transnational extortion rackets that spread across Central America.

    These same policies could also contribute to the growth of Tren de Aragua within Latin America.

    Prison isolates large groups of excluded and marginalized people and constrains them to brutal conditions. This enables and encourages the social networks that fuel illegal markets and criminal activity beyond the walls of prisons.

    Rising xenophobia

    Another harmful outcome of the policies we have discussed here is that they may fuel xenophobia toward and criminalization of Venezuelan immigrants living in the U.S.

    This closes off opportunities and harms people already devastated by economic, political and humanitarian crises in their home country.

    Venezuelans have responded with their characteristically incisive and biting humor.

    Many have used social media to parody news outlets and political speeches, and Venezuelans regularly post memes and videos that mock the automatic association made between them and Tren de Aragua.

    The satiric news site El Chigüire Bipolar posted stories titled “The United States confirms that Venezuelans are Tren de Aragua members from birth” and “ICE agents detain newborn that might be Tren de Aragua leader in the future.”

    Meanwhile, recent cuts in U.S. foreign aid to countries with large Venezuelan populations, such as Colombia and Peru, will likely exacerbate the migration crisis by constraining opportunities for Venezuelans.

    Future waves of migrants will be easy prey for criminal organizations like Tren de Aragua, which has turned human trafficking into a lucrative business. And with current policies of cutbacks, incarceration and repression, Tren de Aragua will likely continue to grow and fill its coffers.

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

    ref. What is Tren de Aragua? How the Venezuelan gang started − and why US policies may only make it stronger – https://theconversation.com/what-is-tren-de-aragua-how-the-venezuelan-gang-started-and-why-us-policies-may-only-make-it-stronger-250007

    MIL OSI – Global Reports

  • MIL-OSI Global: From opposing robber barons to the New Deal to desegregation to DOGE, state attorneys general have long taken on Washington

    Source: The Conversation – USA – By Austin Sarat, William Nelson Cromwell Professor of Jurisprudence and Political Science, Amherst College

    State attorneys general are teaming up to check Trump’s executive power. erhui1979/DigitalVision Vectors via Getty Images

    The start of President Donald Trump’s second term has been a bonanza for the attorneys general of blue states. As the president has released his blizzard of executive orders and axed federal funding and programs on which states rely, these attorneys general have filed suits designed to put the brakes on what Trump is trying to accomplish.

    As the Washington Post reported on Feb. 22, 2025, “In the past month alone, multistate coalitions have sued the Trump administration seven times.”

    Here’s one example: In late January, 22 states and the District of Columbia asked a federal district court in Rhode Island for a temporary restraining order to stop the Office of Management and Budget from halting federal grants and financial assistance that would go to residents, organizations or governmental entities in their jurisdictions.

    In early February, the attorneys general of Minnesota, Oregon and Washington sought and were granted an order to stop the Trump administration from implementing an executive order that, according to Lambda Legal, an LGBTQ+ rights advocacy group, “targets transgender and gender-diverse youth.”

    Almost a week later, 14 attorneys general went to court to prevent Elon Musk “from issuing orders to any person in the Executive Branch outside of DOGE and otherwise engaging in the actions of an officer of the United States.”

    New York Attorney General Letitia James and Connecticut Attorney General William Tong both sued to stop DOGE from obtaining Americans’ personal data.
    Michael M. Santiago/Getty Images

    As a student of law and politics, I see the attorneys general actions against the Trump administration as the latest chapter of an ongoing story dating to the 19th century in which state officials push back against the national government, breathing life into this country’s federal system. That system, designed by the framers to protect liberty and as a guard against tyranny, gave powers to both federal and state governments.

    Hybrid role of state attorneys general

    The work of attorneys general in the various states involves a mix of law and politics. As the National Association of Attorneys General describes their role, attorneys general are “chief legal officers” and serve “as counselor to state government agencies and legislatures, and as a representative of the public interest.”

    Attorneys general use the law to advance their political goals. Though their precise duties vary from state to state, state attorneys general do not completely eschew politics.

    In 43 states, they are elected officials who run for office as partisans. These candidates offer programs and promise to take actions that are typically in line with the platforms of the parties that nominate them. As attorney Marissa Smith wrote in the Cornell Law Review, “The position of State AG has long been said to stand for ‘Aspiring Governor’ rather than Attorney General.”

    Smith argues that state attorneys general “have leaned into our nation’s divisive partisanship – often as an integral part of a quest for higher office – and used their traditional roles and powers to grandstand and showcase their party loyalty on a national stage.”

    When, as in the recent spate of suits, state attorneys general pursue the federal government or another target on the national stage, there’s really no way for them to lose, politically speaking. As journalist Alan Greenblatt writes, “It’s all upside. If a lawsuit succeeds, you achieve a policy goal. If it fails, you’ve still made a name for yourself and often delayed a policy for months and even years,” especially when that policy is unpopular.

    Suing the federal government

    There is nothing new about what state attorneys general are now doing. At one time or another, lawsuits against the federal government have come from both Democratic and Republican attorneys general.

    For example, during the so-called Gilded Age at the end of the 19th century, because of their “unique institutional position,” progressive state attorneys general “were able to serve as opportunity points for the expression of the ‘public interest’ in the absence of administrative mechanisms or actions by other political institutions,” political scientist Paul Nolette writes.

    These attorneys general sued railroad companies and other big businesses, seeking to get state courts to rein in the growing power of what were called at the time “robber barons.”

    As the New Deal unfolded in the 1930s, some Republican state attorneys general tried to resist what they saw as federal government encroachment on state power, though the primary opposition to the New Deal came from other political actors.

    After the Supreme Court’s 1954 Brown v. Board of Education decision ordered the desegregation of schools, a few Southern Democratic state attorneys general were involved in organizing “massive resistance” in the region, by offering legal advice to state officials opposed to the Brown decision and defending segregation in court.

    In the 1980s, state attorneys general banded together to sue federal agencies for failing to enforce the law or to implement acts of Congress, including those concerning the deregulation of industry. A decade later, they launched a concerted campaign of lawsuits against major tobacco companies because the federal government was not, they alleged, adequately regulating the tobacco industry.

    And when Barack Obama entered the White House, state attorneys general enthusiastically embraced the role of watchdog and nemesis. Republican state attorneys general led the resistance with lawsuits over health policy, immigration and environmental regulations, using their powers much like their Democratic counterparts are doing today.

    Texas Attorney General Ken Paxton claims to have sued the Obama administration 100 times.
    Justin Lane-Pool/Getty Images

    Former West Virginia Solicitor General Elbert Lin, who served as the chief litigator in his state’s attorney general’s office, tells the story this way: “During the eight years of the Obama Administration, states led mostly by Republican attorneys general made it a priority, early and often, to challenge President Obama’s initiatives.”

    One of them, Texas’ Greg Abbott, sued the Obama administration 31 times, at one point describing his job this way: “I go into the office, I sue the federal government, and I go home.”

    During the first Trump administration, Democratic attorneys general continued what had happened under Obama. They filed 138 multistate lawsuits, up from the 78 times Republicans sued the Obama administration.

    And at the end of President Joe Biden’s term, Ken Paxton, Texas’ Republican attorney general, issued a press release saying that over the previous four years, he had sued the administration 100 times, calling it “an historic milestone.”

    ‘Expect to be sued’

    Supreme Court Justice Louis Brandeis once called states “laboratories of democracy.” More recently, Jeffrey Rosen of the National Constitution Center praised federalism for continuing “to promote ideological diversity” in an increasingly polarized nation.

    That diversity has long been on display in what state attorneys general have done on the national stage.

    Today, when some worry that the U.S. constitutional system is breaking down, state attorneys general are trying to realize the founders’ vision of limited government. They are mobilizing legal tools to vindicate legal claims while also using the courts for political purposes.

    All presidents should expect to be sued early and often by state attorneys general of the opposite party. But as attorney Jeffrey Toobin writes in The New York Times, “political victories matter more, and last longer, than court cases” in the United States.

    In recent years, suits brought by state attorneys general have protected the rights of immigrants, defended reproductive rights and asserted state prerogatives in many areas. But while these lawsuits have an important role to play in America’s constitutional system, what citizens do is more important.

    Even successful litigation by state attorneys general typically brings only a one-time victory, but political action is needed to sustain what they achieve in court. And their work cannot be done without the support of the citizens they serve and who, by and large, elect them.

    Austin Sarat 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. From opposing robber barons to the New Deal to desegregation to DOGE, state attorneys general have long taken on Washington – https://theconversation.com/from-opposing-robber-barons-to-the-new-deal-to-desegregation-to-doge-state-attorneys-general-have-long-taken-on-washington-250758

    MIL OSI – Global Reports

  • MIL-OSI Global: What is isolationism? The history and politics of an often-maligned foreign policy concept

    Source: The Conversation – USA – By Andrew Latham, Professor of Political Science, Macalester College

    Isolationism has deep roots in American foreign policy stretching back to George Washington. FotografiaBasica/Getty Images

    Few terms in American foreign policy discourse are as misunderstood or politically charged as “isolationism.”

    Often used as a political weapon, the term conjures images of a retreating America, indifferent to global challenges.

    However, the reality is more complex. For example, some commentators argue that President Donald Trump’s return to the White House signals a new era of isolationism. But others contend his foreign policy is more akin to “sovereigntism,” which prioritizes national autonomy and decision-making free from external constraints, and advocates for international engagement only when it directly serves a nation’s interests.

    Understanding isolationism’s role in U.S. policy requires a closer look at its historical roots and political usage.

    ‘Entangling alliances’

    The idea of avoiding foreign entanglements has been a part of American strategic thinking since the country’s founding. President George Washington’s famous warning against “entangling alliances” reflected a desire to insulate the young republic from European conflicts.

    Throughout the 19th century, this sentiment shaped U.S. policy, though not exclusively. The country expanded its influence in the Western Hemisphere, maintained strong economic ties abroad and occasionally intervened in regional affairs.

    This cautious approach allowed the U.S. to develop its economy and military strength without becoming deeply embroiled in European rivalries.

    After World War I, isolationism became more pronounced. The staggering human and financial costs of the war led many Americans to question deep international involvement. Skepticism toward President Woodrow Wilson’s League of Nations reinforced this sentiment, and in the 1930s, the U.S. passed Neutrality Acts designed to keep the country out of foreign wars. However, this approach proved unsustainable.

    Though getting increasingly involved in the European conflict in the years before the attack on Pearl Harbor on Dec. 7, 1941, that day officially led the U.S. into World War II, marking the definitive end of traditional isolationism. With the war’s conclusion, American strategic thinking shifted, recognizing that even partial disengagement was no longer an option in a globalized world.

    Isolationism as a slur

    In the postwar era, isolationism devolved from a coherent strategic perspective into a term of political derision. During the Cold War, those who opposed military alliances like NATO or U.S. interventions in Korea and Vietnam were often dismissed as isolationists, regardless of their actual policy preferences.

    This framing marginalized critics of U.S. global engagement, even when their concerns were grounded in strategic prudence rather than a reflexive desire to withdraw from the world.

    The same pattern persisted going into the 21st century. In debates over U.S. involvement in Iraq, Afghanistan and Ukraine, critics of expansive military commitments were frequently labeled isolationists, despite advocating for a recalibration of foreign policy rather than outright disengagement.

    Many of those calling for an end to America’s “forever wars” did not argue for global retreat but for a prioritization of national interests over the broad defense of the so-called rules-based international order.

    A persistent myth is that isolationism represents a total disengagement from the world. Historically, even during its peak, isolationism in the U.S. was never absolute. Trade, diplomacy and cultural exchanges continued even in periods marked by reluctance to intervene militarily. What critics of interventionism have historically sought is prudence in foreign affairs – avoiding unnecessary wars while ensuring the protection of core national interests.

    Moving beyond isolationism

    In recent years, “restraint” has gained traction as a more precise and useful framework for U.S. foreign policy. Unlike isolationism, restraint does not imply withdrawal from global affairs but rather advocates a more selective and strategic approach.

    Proponents argue that the U.S. should avoid unnecessary wars, focus on core national interests and work with its allies to maintain stability rather than relying on unilateral military action. This perspective acknowledges the limits of American power and the risks of overextension while still recognizing the necessity of international engagement. Advocates of restraint suggest that recalibrating U.S. foreign policy would allow the country to address pressing domestic concerns while maintaining a strong international presence where it matters most.

    As the U.S. reassesses decades of intervention, restraint offers a middle path between disengagement and unrestrained global activism. It encourages a more thoughtful and sustainable approach to foreign policy that prioritizes long-term stability and national interests over automatic involvement in conflicts.

    Moving beyond the outdated and politically charged debate over isolationism would, I believe, allow for a more productive conversation about how the U.S. can engage globally in a way that is both effective and aligned with its strategic interests.

    Andrew Latham 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. What is isolationism? The history and politics of an often-maligned foreign policy concept – https://theconversation.com/what-is-isolationism-the-history-and-politics-of-an-often-maligned-foreign-policy-concept-245201

    MIL OSI – Global Reports

  • MIL-OSI Video: Streamlined regulations for the use of AI? #Davos2025 #WorldEconomicForum #PaulaIngabire

    Source: World Economic Forum (video statements)

    The 55th Annual Meeting of the World Economic Forum will provide a crucial space to focus on the fundamental principles driving trust, including transparency, consistency and accountability.

    This Annual Meeting will welcome over 100 governments, all major international organizations, 1000 Forum’s Partners, as well as civil society leaders, experts, youth representatives, social entrepreneurs, and news outlets.

    The World Economic Forum is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business, cultural and other leaders of society to shape global, regional and industry agendas. We believe that progress happens by bringing together people from all walks of life who have the drive and the influence to make positive change.

    World Economic Forum Website ► http://www.weforum.org/
    Facebook ► https://www.facebook.com/worldeconomicforum/
    YouTube ► https://www.youtube.com/wef
    Instagram ► https://www.instagram.com/worldeconomicforum/
    X ► https://twitter.com/wef
    LinkedIn ► https://www.linkedin.com/company/world-economic-forum
    TikTok ► https://www.tiktok.com/@worldeconomicforum
    Flipboard ► https://flipboard.com/@WEF

    #Davos2025 #WorldEconomicForum #wef25

    https://www.youtube.com/watch?v=1K3QybvJQx8

    MIL OSI Video

  • MIL-OSI China: Chinese economy’s trend of long-term sound development unchanged: spokesperson

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

    BEIJING, March 3 — The underlying conditions for and basic trend of the long-term sound development of the Chinese economy remain unchanged, a spokesperson said Monday.

    Liu Jieyi, spokesperson for the third session of the 14th National Committee of the Chinese People’s Political Consultative Conference, China’s top political advisory body, made the remarks at a press conference.

    Liu said the Chinese economy has a solid foundation, numerous advantages, strong resilience and vast potential, noting that the country has distinctive institutional strengths, a supersized domestic market and a complete industrial system.

    The spokesperson acknowledged that both domestic and external environments are undergoing profound changes and that the country’s economic development still faces many challenges and difficulties, with domestic demand still insufficient and risks in some areas yet to be defused.

    He called for addressing difficulties head-on and maintaining confidence, and stressed that the high-quality development of the economy will reach new heights.

    The country has vowed to promote opening up across more areas and in greater depth, according to the spokesperson.

    He said the country will continue to steadily expand institutional opening up, deepen foreign trade structural reform, optimize the layout for regional opening up, and improve the mechanism for high-quality Belt and Road cooperation.

    Over the past year, China has deepened the integration of scientific and technological innovation and industrial innovation, accelerated the modernization of its industrial system, and made remarkable achievements in developing new quality productive forces, Liu said.

    Noting that new quality productive forces serve as the strong engines driving China’s high-quality development, Liu called for continued efforts to further unleash their dynamism.

    MIL OSI China News

  • MIL-OSI China: What to know about CPPCC in China’s democratic process

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

    BEIJING, March 3 — Around 2,100 members will attend the annual session of the 14th National Committee of the Chinese People’s Political Consultative Conference (CPPCC), China’s top political advisory body, which is set to open on Tuesday.

    This session and the annual session of the National People’s Congress, China’s national legislature, form the “two sessions” of the country, making headlines every year in this country.

    ROLES OF CPPCC

    The CPPCC is an initiative that brings together various political parties in the country, prominent individuals without party affiliation, people’s organizations, and individuals from all ethnic groups and sectors of society to participate in the political system.

    It is a key mechanism for multiparty cooperation and political consultation under the leadership of the Communist Party of China, and fulfills a major role in the promotion of socialist democracy and the practice of whole-process people’s democracy in China.

    The CPPCC promotes unity and cooperation among its participating political parties and individuals without party affiliation. It also works to promote democracy and offer proposals on state affairs while fostering consensus.

    The CPPCC consists of a national committee and local committees. The national committee guides the work of local committees and they all enjoy a term of five years.

    The main functions of the national committee are political consultation, democratic oversight, and participation in and deliberation of state affairs.

    SECTORS OF NATIONAL POLITICAL ADVISORS

    Members of the CPPCC National Committee are from a wide range of sectors, such as literature and arts, science and technology, the social sciences, and economics. They are selected through extensive consultations within their respective circles.

    Individuals from the Hong Kong and Macao special administrative regions are also among members of the top political advisory body.

    The 14th CPPCC National Committee consists of 34 sectors. Among them, the sector of environment and resources was established in 2023 to help promote green transformation and development.

    DUTIES OF NATIONAL POLITICAL ADVISORS

    National political advisors can help with formulating national policies by raising comments and suggestions after thorough research and consultations.

    Their comments and suggestions, when formally documented and submitted, are officially referred to as proposals. Each proposal, whether adopted or not, must receive a reply.

    During the annual session, national political advisors usually hold group meetings to deliberate the work report of the top political advisory body and a report on how the proposals from political advisors have been handled. They also sit in on the annual session of the national legislature as non-voting participants to hear and discuss documents — including the government work report.

    Political advisors are encouraged to engage deeply with the people and their communities, seek people’s opinions and suggestions, and effectively reach out to, serve, unite and guide their respective sectors throughout the year.

    MIL OSI China News

  • MIL-OSI: New Stratus Energy Announces Award of a Transformative Production Sharing Contract for a Significant Oil Field in Ecuador, Funding and Offtake Agreement, and Concurrent Offerings

    Source: GlobeNewswire (MIL-OSI)

    NOT FOR DISTRIBUTION TO UNITED STATES NEWSWIRE SERVICES OR FOR DISSEMINATION IN THE UNITED STATES

    CALGARY, Alberta, March 03, 2025 (GLOBE NEWSWIRE) — New Stratus Energy Inc. (TSX.V – NSE) (“New Stratus”, “NSE” or the “Corporation”) is pleased to announce that a consortium formed by subsidiaries of Sinopec International Petroleum E&P Corporation (60%) (“Sinopec”) and New Stratus (40%) (the “Consortium”) has reached an agreement for an award by the Ministry of Energy and Mines of Ecuador (“MEM”) of a 20-year (renewable) production sharing contract (the “PSC”) for crude oil production and additional exploration relating to Block 60 in Ecuador, also known as the “Sacha Block”, for an upfront cash entry bonus of US$1.5 billion (US$600 million payable by NSE). Formal execution of the PSC (“PSC Execution”) by the Consortium and MEM is expected to occur in March 2025 and upon which the Corporation will acquire a 40% interest (the “Acquired Interest”) in the Sacha Block.

    Highlights:

    • Average production in 2024 for the Sacha Block was approximately 77,191 barrels per day (bbl/d) of medium oil (25 degrees API gravity). Average gross production(1) in 2024 attributable to the Acquired Interest was approximately 30,876 bbl/d, implying US$19,433 per flowing barrel.
    • The average prices for WTI and Oriente Blend in December 2024 were US$70.12 and US$64.11, respectively. Currently, production from the Sacha Block receives a positive quality adjustment over Oriente Blend pricing of approximately US$2.50. Accordingly, using average production for December 2024 of 73,711 bbl/d, gross revenue(2) for the month of December 2024 attributable to the Acquired Interest was approximately US$60.9 million (approximately C$87.7 million).
    • As at December 31, 2024, proved developed producing (“PDP”) gross reserves(3) for the Acquired Interest are estimated at 67.8 million barrels, implying US$8.85 per barrel.
    • As at December 31, 2024, before-tax PDP reserve net present value of future net revenue(4) at a 10% discount rate (“PDP NPV 10”) for the Acquired Interest is estimated at US$2.4 billion (approximately C$3.5 billion), implying 0.25x before-tax PDP reserve net present value. The before-tax PDP NPV10 for the Acquired Interest is described in more detail in the chart below and implies a 1.13x before-tax PDP NPV10 for 2025.
      Period Ending
    Decembe31,
        PDP NPV10(4) for
    Acquired Interest
     
      2025     US$ 530.8 million  
      2026     US$ 413.1 million  
      2027     US$ 317.7 million  
      2028-2044     US$ 1,148.4 million  
      Total    

    US$ 2,410.1million(5)

     
               

    PSC Award and Terms

    On February 28, 2025, the official Committee for Hydrocarbons Tenders formed by the MEM, the Ministry of Finance and a representative of the President of Ecuador, approved the PSC and recommended to the MEM to grant the PSC to the Consortium. The PSC Execution by the Consortium and MEM is expected to occur in March 2025 and upon the Consortium paying an upfront cash entry bonus (“Entry Bonus”) to the Republic of Ecuador in the amount of US$1.5 billion (approximately C$2.2 billion), or US$600 million (approximately C$864 million) payable by NSE in accordance with its Acquired Interest.

    The PSC will be awarded for an initial 20-year term (the “Initial Term”) and pursuant to which the Consortium shall receive a share of production (known as the “X Factor”) calculated on a sliding scale basis depending on the prevailing Oriente Blend price (which is correlated to the price of WTI). At a WTI price of US$65 per barrel, the government production share is anticipated to be 18%, resulting in a Consortium production share, or X Factor, of 82%.

    In addition to the Entry Bonus, the Consortium has agreed to invest (the “Capital Investment”) amounts in excess of US$1.7 billion (approximately C$2.4 billion) during the Initial Term to finance a development plan approved by MEM (the “Approved Development Plan”). The Corporation’s share of the Capital Investment is approximately US$680 million (approximately C$979 million), of which approximately US$64 million (approximately C$92 million) and US$159 million (approximately C$229 million) are expected to be invested in 2025 and 2026, respectively. NSE expects to fund its share of the Capital Investment primarily through cash flow from operations, as well as from additional debt financing. The objectives of the Approved Development Plan are, among other things: (i) to replace and upgrade current facilities; (ii) for the expansion and construction of new facilities; (iii) for drilling new wells, workovers, recompletions, and water injection wells; (iv) for the drilling of two exploration wells; (v) for projects to eliminate gas flaring; and (vi) for secondary recovery which is intended to take the current oil recovery rate from 23% to 30%.

    No other royalties, or other similar production share arrangements, are payable and all operating expenses, capital expenses and taxes are on the account of the Consortium.

    The PSC Execution is subject to customary approval by the TSX Venture Exchange (“TSXV”). No finder’s fee is payable in connection with the PSC. The PSC, and the transactions contemplated thereby, are arm’s length.

    Ecuadorian Regulatory Framework

    The Ecuadorian government recently implemented policies to optimize the production from its oil and gas assets and aimed at attracting private investment, including reinstating production sharing contracts pursuant to the country’s Hydrocarbons Law and the 2018 executive decree no. 449. In accordance with the reinstated production sharing contracts, the Ecuadorian government may enter into production sharing contracts whereby the investing entity receives a share of the oil produced. The term for a production sharing contract is generally four years for exploration (extendable for two additional years) and 20 years for production, subject to an extension if reserves have been added and new investments are committed. The PSC includes the continuation and increase of production by the Consortium, as well as additional exploration in the Sacha Block.

    Sacha Block

    With an approximate area of 355 km2 and located in Central Ecuador, the Sacha Block has been operated by EP Petroecuador since 1990. The Sacha Block main reservoir is the Lower Cretaceous Hollin sandstone, with secondary reservoirs in the Upper Cretaceous Napo ‘T’ and ‘U’ sands.

    Pursuant to the PSC, the Consortium has committed to increase production for the Sacha Block to over 105,000 bbl/d by the end of 2029 (the “Production Increase”) and intends to achieve the Production Increase by providing the Capital Investment and completing the Approved Development Plan.

    Acquired Interest Funding

    NSE’s portion of the Entry Bonus will be satisfied through a combination of the following funding sources: (i) a funding and off-take agreement with a leading global off-taker (the “Off-Taker”) in the amount of US$480 million (approximately C$691 million); (ii) the Subscription Receipt Offering (as defined below) for aggregate gross proceeds of approximately US$70 million (C$100 million); (iii) the Common Share Offering (as defined below) for aggregate gross proceeds of approximately US$10 million (C$14 million); and (iv) additional amounts through a combination of debt, convertible debt or other equity financing sources (collectively, the “Additional Financing”).

    Off-take Mandate and Senior Secured Prepayment Facility

    NSE has appointed the Off-Taker as exclusive mandated lead arranger of an up to US$480 million (approximately C$691 million) senior secured prepayment facility (the “Facility”) and exclusive off-taker. The Facility has a cost of SOFR + 9.5%, a five-year final maturity date, and a minimum amortization equal to 1/16th of the original principal amount per quarter after a one-year grace period. As exclusive off-taker, the Off-Taker will have the right to purchase NSE’s share of the production from the Sacha Block for five years.

    Concurrent Offerings

    NSE intends to complete brokered private placements of (i) subscription receipts of the Corporation (“Subscription Receipts”) for gross proceeds of up to approximately US$70 million (C$100 million) (the “Subscription Receipt Offering”); and (ii) common shares of the Corporation (“Common Shares”) for gross proceeds of up to approximately US$10 million (C$14 million) (the “Common Share Offering” and together with the Subscription Receipt Offering, the “Concurrent Offerings”). The number of Subscription Receipts and Common Shares to be sold, the offering price (the “Offering Price”) of the Subscription Receipts and Common Shares, and the terms of the Concurrent Offerings will be determined in the context of the market. NSE expects to issue a subsequent news release containing the final terms of the Concurrent Offerings following the time of pricing.

    New Stratus has received lead indications of interest: (i) for the Common Share Offering from a U.S.-based energy specialist institutional investor; and (ii) for the Subscription Receipt Offering from a group of global energy specialist institutional investors, all based on an expected Offering Price reflecting the customary discount to the trading price for financings of this nature.

    The Concurrent Offerings are being co-led by Ventum Financial Corp. (“Ventum”) and Cormark Securities Inc. (“Cormark” and together with Ventum, the “Lead Agents”) on their own behalf, and in respect of the Subscription Receipt Offering, on behalf of a syndicate of agents (the “Agents”). Each Subscription Receipt will entitle the holder thereof to automatically receive, without payment of any additional consideration or further action on the part of the holder, one Common Share upon completion of certain escrow release conditions in accordance with the terms of a subscription receipt agreement to be entered into between the Corporation, the Lead Agents and Odyssey Trust Company, as subscription receipt agent (the “Subscription Receipt Agent”), including, among other things, the completion of all conditions precedent to the PSC Execution other than payment of the Entry Bonus.

    In addition, NSE will grant the Agents an option (the “Agents’ Option”) to increase the size of the Subscription Receipt Offering by up to 15% by giving written notice of the exercise of the Agents’ Option, or a part thereof, to NSE at any time up to 48 hours prior to closing of the Subscription Receipt Offering.

    In consideration for their services, the Agents will receive a commission equal to 6.0% of the gross proceeds (the “Subscription Receipt Commission”) of the Subscription Receipt Offering and the Lead Agents will receive a commission equal to 6.0% of the gross proceeds of the Common Share Offering.

    The proceeds from the sale of the Subscription Receipts less 50% of the Subscription Receipt Commission and the Agents’ expenses incurred in connection with the Subscription Receipt Offering (the “Escrowed Proceeds”) will be held by the Subscription Receipt Agent. If (i) an escrow release notice and direction is not delivered to the Subscription Receipt Agent prior to by 5:00 p.m. (Calgary time) on May 15, 2025; (ii) the Corporation gives notice to the Agents that it does not intend to proceed with the PSC Execution; or (iii) the Corporation announces to the public that it does not intend to proceed with the PSC Execution (each, a “Termination Event” and the time of the earliest of such Termination Event to occur, the “Termination Time” and the date on which such Termination Time occurs, the “Termination Date”), the Subscription Receipt Agent will pay to each holder of Subscription Receipts, no earlier than the third business day following the Termination Date, an amount per Subscription Receipt equal to the issue price in respect of such Subscription Receipt, plus such holder’s proportionate share of any interest and other income received or credited on the investment of the Escrowed Proceeds between the closing date and the Termination Date.

    The securities to be issued under the Concurrent Offerings will be offered by way of private placement in (i) all of the provinces of Canada, (ii) the United States and (iii) such other jurisdictions as may be determined by the Corporation, in each case, pursuant to applicable exemptions from the prospectus requirements under applicable securities laws. The Concurrent Offerings are expected to close on or about March 25,
    2025, subject to TSXV approval and other customary closing conditions.

    The securities issued pursuant to the Concurrent Offerings, and any securities issued on exchange or conversion thereof, are subject to a statutory four-month hold period from the date(s) of closing of the Concurrent Offerings and applicable U.S. resale restrictions.

    Additional Financing

    The Corporation expects to issue a subsequent news release containing the details of the Additional Financing once an agreement has been reached in respect of same, which will include the material terms of such transaction.

    Disposition of Interest in Venezuela

    NSE also announces that it has entered into a termination agreement pursuant to which it has formally dissolved its joint venture for the development of four oil fields located in eastern Venezuela. This joint venture was structured through an indirect 40% equity participation in Vencupet SA, facilitated via Gold Pillar International SPC Ltd. (“GP”), a British Virgin Islands-based fund that holds 40% of Vencupet.

    The Vencupet oil fields development project included a financing arrangement under which GP would provide funding for the rehabilitation of these oil wells. In return, PDVSA was to repay the financing and to compensate GP with oil produced through the assignment of crude oil shipments.

    Following the termination of its joint venture, NSE has relinquished its entire equity stake in DOOG at no cost. Additionally, all shareholder loans extended by NSE to DOOG in the amount of approximately US$4.1 million have been forgiven, and all counterparty agreements and consideration arrangements have been terminated, without any further obligation or liability to NSE, except for specific compensation to GP’s principal shareholder, in the event that certain anticipated project costs cannot be recovered from PDVSA within fourteen months of the termination date.

    For two years from the termination, NSE will be allowed to negotiate the terms to reacquire its shareholding in DOOG and in the Vencupet project, in terms to be agreed between the Parties.

    Financial Advisors

    Ventum, Cormark and Horizon Partners are acting as financial advisors to the Corporation with respect to the transaction. ECM Capital Advisors Inc. is acting as strategic advisor to the Corporation with respect to the transaction.

    Contact Information:

    Jose Francisco Arata
    Chairman & Chief Executive Officer
    jfarata@newstratus.energy

    Wade Felesky
    President & Director
    wfelesky@newstratus.energy

    Mario Miranda
    Chief Financial Officer
    mmiranda@newstratus.energy – (647) 498-9109

    Notes:

    (1) Average gross production attributable to the Acquired Interest is presented before any deductions relating to the government share, because the government share was not payable as at December 31, 2024. Applying an example government share of 18%, net production attributable to the Acquired Interest would have been 25,319 bbl/d.
    (2) Gross revenue for December 2024 attributable to the Acquired Interest is calculated using December 2024 average production and December 2024 average pricing (being Oriente Blend pricing plus the positive quality adjustment), and is presented before any deductions relating to the government share, because the government share was not payable as at December 31, 2024. Applying an example government share of 18%, net revenue for the month of December 2024 attributable to the Acquired Interest would have been approximately US$49.9 million (approximately C$71.9 million).
    (3) As at December 31, 2024, Netherland, Sewell & Associates, Inc. (“NSAI”) estimates the gross PDP reserves for the Sacha Block (100% working interest) to be 169.5 million barrels. Gross reserves attributable to the Acquired Interest are based on a 40% working interest and are presented before any deductions relating to the government share.
    (4) As at December 31, 2024, NSAI estimates the net present value of future net revenue before income taxes discounted at 10 percent for the PDP reserves for the Sacha Block (100% working interest) to be US$6.0 billion. Net present value of future net revenue attributable to the Acquired Interest is based on a 40% working interest and is presented before any deductions relating to the government share, because the government share was not payable as at December 31, 2024. Following the acquisition of the Acquired Interest, NSE will be required to pay the government share, which is estimated to be 18% at a WTI price of US$65 per barrel.
    (5) Total value may not add due to rounding.

    Note on Currency and Exchange Rates

    In this news release, references to “C$” or “$” are to Canadian dollars and references to “US$” are to United States dollars. In this news release, the Corporation has used a currency exchange rate of US$1.00 = C$1.44.

    Forward-Looking Information

    Certain information set forth in this news release constitutes “forward-looking statements”, and “forward-looking information” under applicable securities legislation (collectively, “forward-looking statements”). All statements other than statements of historical fact are forward-looking statements. Forward-looking statements may be identified by the use of conditional or future tenses or by the use of words such as “will”, “expects”, “intends”, “may”, “should”, “estimates”, “anticipates”, “believes”, “projects”, “plans”, and similar expressions, including variations thereof and negative forms. Forward-looking statements in this news release include, among others, timing of the PSC Execution; satisfaction or waiver of the conditions precedent to the PSC Execution, including the funding and payment of the Entry Bonus; receipt of required legal and regulatory approvals for the PSC Execution (including approval of the TSXV); expected production and revenue related to the Sacha Block; the anticipated dates of the PSC Execution; the terms (including the Offering Price), timing and completion of the Concurrent Offerings; the indications of interest and the lead orders for the Concurrent Offerings; the timing and completion of the Additional Financing and the terms thereof; the closing of the Facility and the terms thereof; the use of proceeds from the Concurrent Offerings, the Additional Financing and the Facility; the amount, terms and timing of the Capital Investment, and the resulting effect thereof on production levels, including the Production Increase; the terms and timing of the Approved Development Plan, and the resulting effect thereof on production levels, including the Production Increase; and the Consortium’s ability to replicate past performance in the Sacha Block. Forward-looking statements are based on the Corporation’s current internal expectations, estimates, projections, assumptions and beliefs, which may prove to be incorrect. Forward-looking statements are not guarantees of future performance and undue reliance should not be placed on them.

    In respect of the forward-looking statements contained herein, the Corporation has provided them in reliance on certain key expectations and assumptions made by management, including expectations and assumptions concerning the receipt of all approvals and satisfaction of all conditions to the completion of the PSC Execution, the Concurrent Offerings, and the Facility, the operational and financial performance of the Sacha Block, the geological characteristics of the Sacha Block, the availability of debt and equity financing on terms acceptable to the Corporation, the cooperation of the Consortium, prevailing weather conditions, prevailing legislation affecting the oil and gas industry, commodity prices and exchange rates.

    Although NSE believes that the expectations and assumptions on which the forward-looking statements are based are reasonable, undue reliance should not be placed on the forward-looking statements because NSE can give no assurance that they will prove to be correct. Such forward-looking statements necessarily involve known and unknown risks and uncertainties, which may cause actual performance and financial results in future periods to differ materially from any projections of future performance or results expressed or implied by such forward-looking statements. These risks and uncertainties include, but are not limited to: risks associated with the oil and gas industry in general (e.g., operational risks in development, exploration and production; the uncertainty of reserve estimates; the uncertainty of estimates and projections relating to production, costs and expenses, and health, safety and environmental risks); risks associated with negotiating with foreign governments as well as country risk associated with conducting international activities; the impact of general economic conditions in Canada and Ecuador; prolonged volatility in commodity prices; the risk that the new U.S. administration imposes tariffs affecting the oil and gas industry in Ecuador or globally, and that such tariffs (and/or retaliatory tariffs in response thereto) adversely affect the demand for the Corporation’s production, or otherwise adversely affects the Corporation’s business or operations; the risk that Oriente Blend oil prices are lower than anticipated; determinations by OPEC and other countries as to production levels; the risk of changes in government policy on resource development; industry conditions including changes in laws and regulations including adoption of new environmental laws and regulations, and changes in how they are interpreted and enforced; the timing for conducting planned operations and the results of such operations, including flow rates and resulting production; the availability of the requisite personnel and equipment to conduct operations; the ability to successfully integrate operations and realize the anticipated benefits of acquisitions; the ability to increase production, and the anticipated cost associated therewith; failure of counterparties to perform under contracts; changes in currency exchange rates; interest rate fluctuations; the ability to secure adequate equity and debt financing; and management’s ability to anticipate and manage the foregoing factors and risks.

    There can be no assurance that forward-looking statements will prove to be accurate, and actual results and future events could differ materially from those anticipated in such statements. New Stratus undertakes no obligation to update forward-looking statements if circumstances or management’s estimates or opinions should change except as required by applicable securities laws. Actual results, performance or achievement could differ materially from those   expressed in, or implied by, these forward-looking statements and, accordingly, no assurance can be given that any of the events anticipated by the forward-looking statements will transpire or occur, or if any of them do so, what benefits may be derived therefrom.

    Oil & Gas Matters Advisory

    The reserves information included in this news release attributable to the Acquired Interest has been derived from a report prepared by Netherland, Sewall & Associates, Inc. (“NSAI”) effective as of December 31, 2024 (the “NSAI Report”). The reserves information was prepared in accordance with the Canadian Oil and Gas Evaluation Handbook and National Instrument 51-101 Standards of Disclosure for Oil and Gas Activities.

    Statements relating to reserves are deemed to be forward-looking statements, as they involve the implied assessment, based on certain estimates and assumptions, that the reserves described exist in the quantities predicted or estimated. The reserve estimates described herein are estimates only. The actual reserves may be greater or less than those calculated.

    It should not be assumed that the estimates of future net revenues presented herein represent the fair market value of the reserves. There are numerous uncertainties inherent in estimating quantities of crude oil, reserves and the future net revenues attributed to such reserves.

    References in this news release to historical production rates are not indicative of long term performance or of ultimate recovery. Readers are cautioned not to place reliance on such rates in assessing the future production rates for the Corporation.

    “Proved Developed Producing Reserves” are those reserves that are expected to be recovered from completion intervals open at the time of the estimate. These reserves may be currently producing or, if shut-in, they must have previously been on production, and the date of resumption of production must be known with reasonable certainty.

    Medium crude oil is crude oil with a relative density greater than 22.3 degrees API gravity and less than or equal to 31.1 degrees API gravity.

    General Advisory

    This announcement does not constitute an offer to sell or a solicitation of an offer to buy securities in the United States, nor may any securities referred to herein be offered or sold in the United States absent registration or an exemption from registration under the United States Securities Act of 1933, as amended (the “U.S. Securities Act”) and the rules and regulations thereunder. The securities referred to herein have not been and will not be registered under the U.S. Securities Act or any state securities laws. Accordingly, the securities may not be offered or sold within the United States except in transactions exempt from the registration requirements of the U.S. Securities Act and applicable state securities laws.

    Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

    The MIL Network

  • MIL-OSI: Dave and Coastal Community Bank Announce Strategic Partnership

    Source: GlobeNewswire (MIL-OSI)

    Los Angeles, CA, March 03, 2025 (GLOBE NEWSWIRE) — Dave Inc. (“Dave” or the “Company”) (Nasdaq: DAVE), one of the nation’s leading neobanks and Coastal Financial Corporation (Nasdaq: CCB), the holding company for Coastal Community Bank, today announced a definitive strategic partnership.

    Coastal Community Bank will become a sponsor bank of Dave, including for Dave’s banking products and Dave’s new, simplified ExtraCash product. Customers will begin onboarding to Coastal Community Bank as soon as Q2 2025.

    “We are thrilled to work with Dave as a sponsor bank. From our first discussions with their team, it was clear that we are aligned in bringing accessible, transparent financial services to traditionally underbanked populations,” said Brian Hamilton, President of CCBX.

    The strategic partnership with Coastal Community Bank and CCBX, the bank’s banking-as-a-service division, will accelerate Dave’s business growth and expansion, and support Dave’s mission to provide products that level the financial playing field for Americans.

    “This partnership marks a milestone moment for Dave. Coastal Community Bank is the right partner for our company because of their customer-first mission, deep knowledge across credit and banking products, strong risk management, and our shared ambition to make a difference in the communities that need it most,” said Jason Wilk, CEO and Founder of Dave.

    About Dave:

    Dave (Nasdaq: DAVE) is a leading U.S. neobank and fintech pioneer serving millions of everyday Americans. Dave uses disruptive technologies to provide best-in-class banking services at a fraction of the price of incumbents. For more information about the company, visit: www.dave.com. For investor information and updates, visit: investors.dave.com and follow @davebanking on X.

    About Coastal Financial Corporation:

    Coastal Financial Corporation (Nasdaq: CCB), is an Everett, Washington based bank holding company whose wholly owned subsidiaries are Coastal Community Bank (“Bank”) and Arlington Olympic LLC. The $4.12 billion Bank provides service through 14 branches in Snohomish, Island, and King Counties, the Internet and its mobile banking application. The Bank provides banking as a service to broker-dealers, digital financial service providers, companies and brands that want to provide financial services to their customers through the Bank’s CCBX segment. To learn more about Coastal Financial Corporation visit www.coastalbank.com.

    Forward-Looking Statements

    This press release includes forward-looking statements, which are subject to the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These statements may be identified by words such as “feels,” “believes,” “expects,” “estimates,” “projects,” “intends,” “remains,” “should,” “is to be,” or the negative of such terms, or other comparable terminology and include, among other things, statements relating to the strategic partnership with Coastal Community Bank, financial inclusion, and Dave’s business growth and expansion.  Such forward-looking statements are not guarantees of future performance and are subject to risks and uncertainties, which could cause actual results to differ materially from the forward-looking statements contained herein due to many factors, including, but not limited to: the ability of Dave to compete in its highly competitive industry; the ability of Dave to keep pace with the rapid technological developments in its industry and the larger financial services industry; the ability of Dave to manage risks associated with providing ExtraCash advances; the ability of Dave to retain its current Members, acquire new Members and sell additional functionality and services to its Members; the ability of Dave to protect intellectual property and trade secrets; the ability of Dave to maintain the integrity of its confidential information and information systems or comply with applicable privacy and data security requirements and regulations; the reliance by Dave on a single bank partner; the ability of Dave to maintain or secure current and future key banking relationships and other third-party service providers; failures by third-party service providers; changes in applicable laws or regulations and extensive and evolving government regulations that impact operations and business; the ability to attract or maintain a qualified workforce; level of product service failures that could lead Dave Members to use competitors’ services; investigations, claims, disputes, enforcement actions, litigation and/or other regulatory or legal proceedings, including the Department of Justice’s lawsuit against Dave; the ability to maintain the listing of Dave Class A Common Stock on The Nasdaq Stock Market; the possibility that Dave may be adversely affected by other economic factors, including fluctuating interest rates, and business, and/or competitive factors; and other risks and uncertainties discussed in Dave’s Annual Report on Form 10-K filed with the Securities and Exchange Commission (the “SEC”) on March 5, 2024 and subsequent Quarterly Reports on Form 10-Q under the heading “Risk Factors,” filed with the SEC and other reports and documents Dave files from time to time with the SEC. Any forward-looking statements speak only as of the date on which they are made, and Dave undertakes no obligation to update any forward-looking statement to reflect events or circumstances after the date of this press release.

    The MIL Network

  • MIL-OSI Global: Who’s who at the Vatican?

    Source: The Conversation – USA – By Daniel Speed Thompson, Associate Professor of Religious Studies, University of Dayton

    Deacons take part in a mass in St. Peter’s Basilica that was supposed to be presided over by Pope Francis. AP Photo/Alessandra Tarantino

    For more than two weeks, eyes have been on the Vatican, awaiting news about Pope Francis’ health. The pope has been at Rome’s Gemelli Hospital since Feb. 14, 2025, being treated for double pneumonia and other complications.

    When a pope is ill, resigns or passes away, who steps in? And who else helps lead the Holy See? The Conversation U.S. asked Daniel Speed Thompson, a theologian at the University of Dayton, for some insight into Vatican City.

    Who are the most powerful people at the Vatican, besides the pope?

    The Vatican houses the central government of the Catholic Church and is also an independent city-state. The pope is both the head of the Catholic Church and head of state.

    In order to govern both, he has the Roman Curia, meaning “court.” In modern terms, the Curia is the papal bureaucracy. It is an extension of the pope’s authority.

    In Catholic doctrine, the pope has the highest authority in the church. He can exercise it alone or with the College of Bishops, made up of all the bishops in the world. Bishops named by the pope to the office of “cardinal” can, if under 80 years old, vote to elect a new pope. Some cardinals, but by no means all, serve in the papal Curia in Rome.

    Besides the pope, curial officials who oversee important aspects of the church’s political and religious life are often powerful figures. For example, the secretariat of state, headed by Cardinal Pietro Parolin, oversees relations with other countries and international organizations. It also oversees the Vatican’s diplomatic corps.

    Pope Francis smiles as he walks alongside Vatican Secretary of State Pietro Parolin, left, and Cardinal Giuseppe Versaldi at the Vatican in 2014.
    AP Photo/Gregorio Borgia

    The Dicastery – “department” – for the Doctrine of the Faith, led by Cardinal Víctor Manuel Fernández, addresses questions about correct Catholic teaching on faith and morals. The Dicastery of Bishops, headed by Cardinal Robert Prevost, coordinates the nominations of new bishops around the world.

    All these officials work under the authority of the pope, advocating for and implementing his agenda. For example, Prevost has suggested that all Catholics should be involved in the selection of bishops. This idea is linked with Francis’ call for a more “synodal” church: one that is less hierarchical and shaped by lay Catholics’ concerns and challenges.

    If a pope can’t fulfill his duties, who steps in?

    When a pope dies – or resigns, like Benedict XVI did in 2013 – the governance of the Catholic Church formally falls to the College of Cardinals. However, the authority of the college is very limited. On their own, cardinals cannot make any significant decisions concerning faith, morals and worship. Nor can they undo previous papal decisions or change church laws about electing a new pope.

    All the heads of the dicasteries lose their office upon the death or resignation of a pope. The College of Cardinals serves as a caretaker government whose primary purpose is to prepare for the election of the new pope and oversee day-to-day workings of the Vatican.

    One cardinal, known as the “camerlengo,” is responsible for confirming the pope’s death or resignation. He then assumes control over the pope’s residence and coordinates the funeral, if needed. The camerlengo also takes custody of the Vatican’s property in Rome and supervises details for the upcoming conclave.

    Cardinal Camerlengo Kevin Farrell talks with The Associated Press in his office in Rome in 2018.
    AP Photo/Paolo Santalucia

    The day-to-day business of the Catholic Church continues, but no big decisions can be made in the absence of a pope. The church cannot appoint new bishops, and the Vatican cannot start new diplomatic efforts.

    Are officials at the Vatican often nominated to be pope?

    Sometimes. Francis was a cardinal from Argentina before his election as pope and had not served in the Roman Curia. However, Benedict XVI, Francis’ predecessor, did serve as the prefect of the Congregation – now called Dicastery – for the Doctrine of the Faith. Some recent popes served in the Curia earlier in their career but not immediately before their election.

    What do you wish more people understood about the Vatican?

    Three things. First, the Vatican is unlike any organization in the world. Its religious mission and political status rest on nearly 2,000 years of history. This complicated story provides a unique tradition that anchors the institution of the Catholic Church, but can also block the church from critical self-examination and renewal.

    Second, the Vatican is like every organization in the world. Vatican officials can be faithful to the highest standards of their religion, truly wishing to serve the church and the common good of humanity. But they can also be flagrantly immoral, even criminals, and careerist seekers of status or luxury. Francis has consistently called out priests and bishops who see themselves as somehow superior by virtue of their office or their ordination.

    Finally, compared with the massive bureaucracies of modern governments and corporations, the Vatican is relatively small and not as wealthy as it is often portrayed.

    Although the Curia manages a vast international organization, its resources are far closer to my own midsize Catholic university than to the U.S. government or Apple. Vatican City and the Holy See employ about 2,000 people, with an operating budget of about US$835 million.

    Yes, the Catholic Church has wealth – and the ongoing problem of deficits and financial corruption. But the Vatican’s resources pale in comparison with what a modern state or large company can muster.

    Daniel Speed Thompson 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. Who’s who at the Vatican? – https://theconversation.com/whos-who-at-the-vatican-250874

    MIL OSI – Global Reports

  • MIL-OSI United Kingdom: Government and Nuffield Health support NHS staff to get back to work

    Source: United Kingdom – Executive Government & Departments 2

    Press release

    Government and Nuffield Health support NHS staff to get back to work

    Thousands of frontline NHS staff to benefit from a free rehabilitation programme with Nuffield Health to get them back to work.

    • The partnership will support thousands of NHS workers suffering from chronic joint conditions like arthritis or back pain
    • Musculoskeletal (MSK) conditions are second leading cause of absence among NHS staff and this initiative will help them regain quality of life
    • Programme will help deliver Plan for Change’s ambition to build an NHS fit for the future and shift healthcare from hospitals to community

    Four thousand frontline NHS staff will benefit from a free rehabilitation programme Nuffield Health are rolling out in partnership with the government to get them back to work, the Health and Social Care Secretary announced today.

    Nuffield Health’s Joint Pain Programme will support NHS workers with chronic and long-term joint conditions like arthritis, helping them regain their quality of life and focus on bringing down waiting lists. 

    It will work with NHS teams to identity staff suitable for the programme and initially offer it at 10 trusts in London, Birmingham and the North West before a national rollout later this year.

    MSK conditions are the second leading cause of absence among NHS staff and this groundbreaking partnership will help them recover and focus on supporting patients.

    Health and Social Care Secretary, Wes Streeting said:

    NHS staff cannot treat patients if they’re in debilitating pain themselves.

    This partnership with Nuffield Health will help get thousands of NHS staff back to work, improve their quality of life and allow them to continue to cut waiting lists.

    We’ll care for them so they can care for us and deliver our Plan for Change’s goal to build an NHS fit for the future.

    Alex Perry, CEO, Nuffield Health said:

    Nuffield Health’s mission is to build a healthier nation and our free-to-access Joint Pain Programme is a key part of that. This unique programme has helped over 35,000 people to date improve their health and quality of life.

    By offering this free programme directly to NHS staff – including nurses, porters and paramedics – we are providing them with support to recover, return to work and continue delivering essential care.

    This not only improves their health but also reduces pressure on the NHS by lowering sickness absence and keeping skilled staff where they are needed most.

    In August 2024, more than 2 million days were lost due to NHS staff sickness.

    Back and MSK problems led to over 314,000 lost days and over 10,000 members of staff off work.

    Nuffield Health’s programme has already benefitted 35,000 people and participants experienced 35% improvement in joint pain and 37% improvement in joint function after taking part in 2024.

    On top of this, it prevented 86,226 sick days and resulted in a 29% reduction in GP appointments in 2024.

    The programme will deliver the Plan for Change’s ambition to build an NHS fit for the future as part of a decade of national renewal.

    It provides 12 weeks of exercise and support led by a personal trainer who has been upskilled to deliver rehabilitation programmes, followed by 12 weeks of access to Nuffield Health fitness facilities – all at no cost.

    It will help keep NHS staff healthy and fulfil one of the 10 Year Health Plan’s key ambitions of shifting care from hospital into the community.

    Keeping more NHS staff at work will boost productivity – ensuring they can focus on delivering the highest-quality care for patients and continue to cut waiting lists.

    Between July and November last year, the NHS carried out almost 2.2 million more elective care appointments compared to the same period the previous year – delivering on the government’s mission to fix the NHS. 

    The government reached the target 7 months earlier than promised – with 100,000 more treatments, tests and scans for patients each week, and more than half a million extra diagnostic tests delivered.

    It follows figures published this month which showed the waiting list has been cut by almost 160,000 since the government took office, compared to a rise of almost 33,000 over the same period the previous year. 

    The Health and Social Care Secretary announced the partnership at an event attended by 100 NHS staff in Peterborough earlier this week to gather their views on how to fix the health service.

    The public engagement event will help shape the government’s 10 Year Health Plan and forms part of a nationwide series of debates about how to make the NHS fit for the future.

    Ministers and NHS clinicians have carried out engagement events with NHS workers throughout this month – while thousands of NHS staff and the wider public have already submitted a range of ideas on Change NHS. These ideas will inform the government’s Plan for Change, which will drive a decade of national renewal and transform the health service.

    A new survey was recently launched on Change NHS, focusing on patient choice, how to support staff to care for patients and using technology to improve people’s experiences of the NHS.

    Further information

    Find out more on the Nuffield Health website or on their Instagram and LinkedIn pages.  

    The Joint Pain Programme will be available to NHS staff in the following Nuffield Health locations:

    • Wandsworth
    • Wandsworth Southside
    • City
    • Covent Garden
    • Shoreditch
    • Paddington
    • Battersea
    • Chiselhurst
    • Fulham
    • Wimbledon
    • Twickenham
    • Brondesbury Park
    • Stoke Poges
    • Friern Barnet Hendon
    • Birmingham Central
    • Preston
    • Bolton

    Updates to this page

    Published 1 March 2025

    MIL OSI United Kingdom