Category: Politics

  • MIL-OSI United Nations: UN Secretary-General’s Special Envoy for Road Safety Visits Latin America to launch UN Global Road Safety Campaign  

    Source: United Nations Economic Commission for Europe

    The United Nations Secretary-General’s Special Envoy for Road Safety, Jean Todt, will visit Mexico, Guatemala, Panama, Colombia and Brazil (23-27 June), to launch the UN global campaign #MakeASafetyStatement, in partnership with JCDecaux. During his visit, he will meet with key government officials, representatives of the international community, private and public sector leaders, and representatives of civil society to promote road safety initiatives and advocate for enhanced measures. 

    This mission aligns with the Global Plan for the Decade of Action for Road Safety 2021-2030, which aims to halve road fatalities by 2030. It follows the adoption of a new UN resolution on road safety at the 4th Global Ministerial Conference on Road Safety in Marrakech, Morocco, earlier this year (18-19February). 

    A Silent Pandemic

    Road traffic crashes claimed more than 145,000 lives across the Americas in 2021, according to the Pan American Health Organization (PAHO), representing 12% of global road fatalities that year. Road crashes remain the leading cause of death for children and young people aged 5 to 29 years old globally imposing a significant social and economic burden. According to the World Bank, the cost of road crashes represents between 3% and 6% of GDP in the region.   

    Across the Americas, deaths on the road have registered a 9.37% drop in the decade to 2021. The region’s progress is above the 5% global drop in deaths in the period but is nowhere near fast enough to meet the global goal of halving road deaths by 2030.  

    Latin America is one of the most urbanized regions in the world, making road safety a crucial component of city development strategies. This underscores the urgent need to rethink mobility and invest in road safety. 

    Solutions exist 

    The good news is that solutions exist. Strengthening law enforcement, investing in education and public transport, enhancing road infrastructure and vehicle safety, developing bicycle lanes and pedestrian pathways — especially around schools —and improving post-crash care are all part of a safe and efficient mobility system. Additionally, mobilizing political leadership is crucial to increase funding and action.  

    A 2019 report commissioned by Bloomberg Philanthropies revealed that more than 25,000 lives could be saved and over 170,000 serious injuries prevented by 2030 if United Nations (UN) vehicle safety regulations were applied by four key countries in the region—Argentina, Chile, Mexico and Brazil. 

    “Every year we lose 1.19 million lives on the world’s roads, this is equivalent to the entire population of cities like Monterrey (Mexico), Guatemala or Campinas (Brazil). This is madness, because we know how to stop this carnage. With this campaign we call for urgent action to ensure safe roads for all, everywhere on the continent,” said Jean Todt, UN Special Envoy for Road Safety.   

    Jean-Charles Decaux, Co-CEO of JCDecaux said: “At JCDecaux, we are committed to improving the quality of life for people wherever they live, work and travel, offering innovative, sustainable street furniture and services that meet cities and citizens’ expectations. This is the core of our mission and that is why we are proud to partner with the United Nations and Jean Todt, the UN Secretary-General’s Special Envoy for Road Safety, to display this road safety campaign across our global media network. Following its successful rollout in over 50 countries since September 2023, the campaign’s launch in Latin America marks a key milestone, amplifying local road safety efforts and reinforcing public awareness. With our powerful and service-driven media, we are able to relay these vital prevention messages in high-impact locations, promote safe behaviour, and engage all our stakeholders around this major cause. The campaign’s positive tone, supported by international celebrities, helps inspire a new vision for public space: one that is safer, more inclusive, and more harmonious for all.” 

    #MakeASafetyStatement campaign  

    The global #MakeASafetyStatement campaign aims to promote road safety and create secure, inclusive, and sustainable streets worldwide. 

    Celebrities fronting the campaign in Latin America include football icon Ousmane Dembélé, F1 driver Charles Leclerc, tennis legend Novak Djokovic, singer and musician Kylie Minogue, motorcycle racer Marc Marquez, supermodel Naomi Campbell, and actors Patrick Dempsey and Michael Fassbender.  

    Thanks to the support of the International Olympic Committee, Latin American 2024 Olympic champions such as Juan-Manuel Celaya (Mexico, silver medal, diving), Adriana Ruano (Guatemala, gold medal, shooting women’s trap), Atheyna Bylon (Panama, silver medal, boxing), Angel Barajas (Colombia, silver medal, gymnastics), Rebecca Andrade (Brazil, gold medal, artistic gymnastics) have joined the initiative. 

    National focus 

    Mexico 

    In Mexico, 15 to 16,000 people die each year in road accidents.  This puts the fatality rate at 12.4 per 100,000 inhabitants, below the average for the Americas, and for countries such as the USA, Colombia or Brazil, but above Chile or Argentina.  The economic cost of road accidents is estimated at approximately 1.4% of GDP

    One third of all road deaths in Mexico are among pedestrians and motorcyclists, so protecting these vulnerable road users should be an urgent priority. It should be noted, however, that road crash statistics are very incomplete. 

    The National Law of Mobility and Road Safety of 2022 called for the adoption of the life-saving ‘safe systems’ approach that makes safety priority in all road-related policies and planning and is laid out in the Global Plan for the Decade of Action for Road Safety. An exemplary amendment to Mexico’s constitution underpinned the law, making ‘mobility under the conditions of safety, accessibility, efficiency, sustainability, quality, inclusion and equality,’ a universal right for all Mexicans.  

    Although the law mandated the use of certified helmets at the federal level, most Mexican states have not yet legislated mandatory use, resulting in low compliance rates. 

    Guatemala 

    Road crashes remain a significant public health issue in Guatemala, with some 2,352 deaths registered in 2024 on the country’s roads. This brings the death rate at 12.6 per 100,000 population, as per WHO estimates.  

    Motorcycles are involved in half of the crashes and riders represent some 60% of the victims.  Road crashes happen predominantly in urban areas and among vulnerable road users. 

    In the recent period, Guatemala has made some progress in addressing road safety, both through institutional strengthening and the improvement of monitoring systems, legislative response, and intersectoral coordination. 

    Guatemala is currently a party to only 1 of the 7 core UN Road Safety legals instruments and legislation on pedestrian protection and child restraint systems remains fragmented. Helmet use is mandatory, but technical standards are not fully aligned with international best practices (e.g., UN-certified helmet standards ECE 22.05). Enforcement also remains a key challenge.  

    Guatemala currently participates in a project of the UN Road Safety Fund (UN RSF) Safe School Zones, which supports infrastructure improvements and awareness campaigns to protect children around schools. 

    Panama 

    Panama achieved a 45% reduction in road fatalities between 2016 and 2021, from 440 to 243 deaths. Its rate of 7.3 deaths per 100,000 inhabitants is the fourth lowest on the continent.  

    However, it records a very high level of people with serious injuries after a crash, with about 21 cases per death.   

    Panama is currently implementing 2 projects under the UN Road Safety Fund: Safe School Zones, aimed at reducing child fatalities near schools, and Strengthening Road Safety Legislation, aiming at aligning national laws with global best practices. Two legislative improvements are currently under discussion, on pedestrian protection and child restraints. 

    Colombia 

    Some 8,146 people died on Colombia’s in 2022, a 24% increase compared to the average from 2017 to 2019, driven by the rise in the number of motorcycles (+ over 100%)  and cars (+58%) registered between 2010 and 2022Motorcyclists represented 60% of the victims, and pedestrians 21%. The death rate is at 16 per 100,000 population (WHO), for an economic toll estimated at some 3% of GDP. 

    In recent years, through ANSV (Agencia Nacional de Seguridad Vial), the government has worked with cities such as Bogotá, Medellín, and Cali to implement urban safety plans, including developing public transport (express buses and cable cars); upgrading pedestrian infrastructure; developing safer intersections and introducing speed control zones. 

    The new Road Safety strategy (2022-2031) adopted in 2022 officially adopted the Safe System approach. 

    Colombia implements three projects financed by the UNRS, focusing on: institutional strengthening and better crash data systems; Safe and Sustainable Urban Mobility Planning; and an Awareness Campaign for Road Safety and Behavior Change addressing National media and school-based outreach initiatives. 

    Brazil 

    In Brazil, the mortality rate is 15.7 per 100,000 inhabitants.  Pedestrians, cyclists, and motorcyclists—compose around 61% of all crash fatalities. The notable rise in motorcycle-related deaths observed over recent years calls for accrued efforts to enforce the use of proper helmets – aligned with UN regulations (e.g., ECE-22.05). 

    Road safety remains a key challenges with the economic toll of road crashes estimated at some 5% of GDP.  This is one powerful reason to rethink mobility and invest in road safety. 

    The adoption of the National Road Safety Plan (2019–2028) , aiming for a 50% reduction in fatalities by 2028, marks a strong direction, and laws exist on helmet usage, child restraints, speed, drink & drug driving, mobile phone ban, etc. However, enforcement gaps remain—especially in speed and seatbelt compliance among rear passengers.   

    Mandatory inspections of vehicles exist, but several modern safety requirements (ABS, Electronic Stability Control, pedestrian protection, etc.) have not yet been made mandatory.   

    The UN RSF Project Improving Crash Prevention on Federal Highways in Brazil develops an interoperable system for road data collection and analysis, enabling effective countermeasures. 

    Photo credit: JCDecaux

    MIL OSI United Nations News

  • MIL-OSI China: Naval fleet led by aircraft carrier Shandong concludes Hong Kong visit 2025-07-07 20:16:59 A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    Source: People’s Republic of China – Ministry of National Defense

    The Yuncheng missile frigate leaves the dock of the PLA Hong Kong Garrison’s naval base in Stonecutters Island, Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit. The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Jia Xiaopeng/Xinhua)

    HONG KONG, July 7 (Xinhua) — A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base.

    Early that morning, locals and student representatives gathered at the dock of the PLA Hong Kong Garrison’s naval base in Stonecutters Island, where the Zhanjiang missile destroyer and the Yuncheng missile frigate were prepared for departure. In the vibrant waters of Victoria Harbor, the aircraft carrier Shandong and the Yan’an missile destroyer displayed signal flags stating “Thanks for your support” and “Serving the people.”

    Around 10 a.m., the farewell ceremony began, during which the fleet’s commander expressed sincere gratitude to the HKSAR government and the public for their warm welcome. Guests of honor took part in a memorable photo session, capturing the moment.

    After the ceremony, the Zhanjiang and Yuncheng sounded their naval whistles, and the crew lined the sides to wave goodbye to the crowd on the dock. The two vessels then departed to join the Shandong and Yan’an in a designated sea area, escorted by HKSAR helicopters and vessels.

    Throughout their visit, the naval fleet engaged in a variety of activities, including a deck reception, ship tours, training demonstrations, national defense lectures, and cultural exchanges. These events ignited enthusiasm and patriotism among Hong Kong residents.

    Young students proudly unfurled a large national flag on the deck of Shandong, while the elderly moved to tears stood aboard the ships. Residents joined the officers in singing songs, and the dock’s message wall was filled with blessings for the nation and expressions of gratitude for the PLA.

    Statistics indicate that over 30,000 people visited the naval vessels during the fleet’s stay, creating cherished memories for both the naval personnel and their Hong Kong compatriots.

    The aircraft carrier Shandong departs from Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Li Gang/Xinhua)

    Local people take ferries to see off the Chinese People’s Liberation Army (PLA) Navy fleet in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Zhu Wei)

    Citizens taking a ferry see off the aircraft carrier Shandong in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Zhu Wei)

    The Yuncheng missile frigate leaves Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Wang Shen)

    The Zhanjiang missile destroyer leaves Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Wang Shen)

    Local people in Hong Kong watch the departure of the Chinese People’s Liberation Army (PLA) Navy fleet in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Zhu Wei)

    The Zhanjiang missile destroyer leaves Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Li Tang/Xinhua)

    The aircraft carrier Shandong departs from Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Cheng Zijian/Xinhua)

    The Zhanjiang missile destroyer leaves Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Wang Shen)

    The Zhanjiang missile destroyer leaves Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Wang Shen)

    Local people in Hong Kong watch the departure of the Chinese People’s Liberation Army (PLA) Navy fleet in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Zhu Wei)

    The aircraft carrier Shandong departs from Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Cheng Zijian/Xinhua)

    Local people in Hong Kong watch the departure of the Chinese People’s Liberation Army (PLA) Navy fleet in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Zhu Wei)

    The aircraft carrier Shandong departs from Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Cheng Zijian/Xinhua)

    The aircraft carrier Shandong departs from Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Cheng Zijian/Xinhua)

    The aircraft carrier Shandong departs from Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Cheng Zijian/Xinhua)

    The Yuncheng missile frigate leaves the dock of the PLA Hong Kong Garrison’s naval base in Stonecutters Island, Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Feng Li/Xinhua)

    A Hong Kong citizen holding the Chinese national flag sees off the aircraft carrier Shandong under a light tower in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Li Gang/Xinhua)

    Local people taking ferries see off the Chinese People’s Liberation Army (PLA) Navy fleet in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Zhu Wei)

    The aircraft carrier Shandong departs from Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Li Yun)

    The Zhanjiang missile destroyer leaves Victoria Harbor in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Photo by Li Tang/Xinhua)

    Citizens aboard a boat see off the aircraft carrier Shandong in Hong Kong, south China, July 7, 2025. A fleet of the Chinese People’s Liberation Army (PLA) Navy, led by the aircraft carrier Shandong, departed south China’s Hong Kong on Monday morning, wrapping up a five-day visit.

    The Hong Kong Special Administrative Region (HKSAR) government organized a farewell ceremony at the Stonecutters Island Naval Base. (Xinhua/Zhu Wei)

    MIL OSI China News

  • MIL-OSI USA: Rep. Simpson Cosponsors Bill to Protect Americans’ Energy Choices

    Source: US State of Idaho

    WASHINGTON—Idaho Congressman Mike Simpson cosponsored H.R. 3699 – the Energy Choice Act. This legislation would prohibit states or local governments from banning an energy service’s connection, reconnection, modification, installation, or expansion based on the type or source of energy to be delivered. This legislation is sponsored by Rep. Nick Langworthy (R-NY).
    “Energy freedom is key to strengthening our domestic energy supply and ensuring Americans have access to reliable sources that best meet their needs,” said Rep. Simpson. “The Energy Choice Act will lower prices in the long run while defending consumer choice against blue-state politicians working to ban certain types of energy. As a longtime member and former Chairman of the Energy and Water Appropriations Subcommittee, I’ve been proud to support policies related to energy production. I am also pleased that this bill supports both Idahoans’ needs and the Trump administration’s goals by protecting and unleashing American energy.”
    “As an Idaho home builder working to keep housing affordable for our citizens, I commend Rep. Mike Simpson for sponsoring the Energy Choice Act. This bill would ensure housing costs do not needlessly rise by preventing state and local governments from banning the use of natural gas energy in new homes. Such a ban would deprive consumers choice on how they heat and cool their homes and increase energy costs for families in Idaho because gas heating is often more cost-effective than electric systems,” said Steve Martinez, President of Tradewinds General Contracting.
    U.S. Senator Jim Justice (R-WV) has introduced companion legislation in the Senate.
    The full text of the legislation is available here.

    MIL OSI USA News

  • MIL-OSI Analysis: Social media can support or undermine democracy – it comes down to how it’s designed

    Source: The Conversation – USA – By Lisa Schirch, Professor of the Practice of Peace Studies, University of Notre Dame

    A protester calls out Facebook for facilitating the spread of disinformation. AP Photo/Jeff Chiu

    Every design choice that social media platforms make nudges users toward certain actions, values and emotional states.

    It is a design choice to offer a news feed that combines verified news sources with conspiracy blogs – interspersed with photos of a family picnic – with no distinction between these very different types of information. It is a design choice to use algorithms that find the most emotional or outrageous content to show users, hoping it keeps them online. And it is a design choice to send bright red notifications, keeping people in a state of expectation for the next photo or juicy piece of gossip.

    Platform design is a silent pilot steering human behavior.

    Social media platforms are bringing massive changes to how people get their news and how they communicate and behave. For example, the “endless scroll” is a design feature that aims to keep users scrolling and never reaching the bottom of a page where they might decide to pause.

    I’m a political scientist who researches aspects of technology that support democracy and social cohesion, and I’ve observed how the design of social media platforms affects them.

    Democracy is in crisis globally, and technology is playing a role. Most large platforms optimize their designs for profit, not community or democracy. Increasingly, Big Tech is siding with autocrats, and the platforms’ designs help keep society under control.

    There are alternatives, however. Some companies design online platforms to defend democratic values.

    Optimized for profit

    A handful of tech billionaires dominate the global information ecosystem. Without public accountability or oversight, they determine what news shows up on your feed and what data they collect and share.

    Social media companies say they are in the business of connecting people, but they make most of their money as data brokers and advertising firms. Time spent on platforms translates to profit. The more time you spend online, the more ads you see and the more data they can collect from you.

    This ad-based business model demands designs that encourage endless scrolling, social comparison and emotional engagement. Platforms routinely claim they merely reflect user behavior, yet internal documents and whistleblower accounts have shown that toxic content often gets a boost because it captures people’s attention.

    Tech companies design platforms based on extensive psychological research. Examples include flashing notifications that make your phone jump and squeak, colorful rewards when others like your posts, and algorithms that push out the most emotional content to stimulate your most base emotions of anger, shame or glee.

    How social media algorithms work, explained.

    Optimizing designs for user engagement undermines mental health and society. Social media sites favor hype and scandal over factual accuracy, and public manipulation over designing for safety, privacy and user agency. The resulting prevalence of polarizing false and deceptive information is corrosive to democracy.

    Many analysts identified these problems nearly a decade ago. But now there is a new threat: Some tech executives are looking to capture political power to advance a new era of techno-autocracy.

    Optimized for political power

    A techno-autocracy is a political system where an authoritarian government uses technology to control its population. Techno-autocrats spread disinformation and propaganda, using fear tactics to demonize others and distract from corruption. They leverage massive amounts of data, artificial intelligence and surveillance to censor opponents.

    For example, China uses technology to monitor and surveil its population with public cameras. Chinese platforms like WeChat and Weibo automatically scan, block or delete messages and posts for sensitive words like “freedom of speech.” Russia promotes domestic platforms like VK that are closely monitored and partly owned by state-linked entities that use it to promote political propaganda.

    Over a decade ago, tech billionaires like Elon Musk and Peter Thiel, and now Vice President JD Vance, began aligning with far-right political philosophers like Curtis Yarvin. They argue that democracy impedes innovation, favoring concentrated decision-making in corporate-controlled mini-states governed through surveillance. Embracing this philosophy of techno-autocracy, they moved from funding and designing the internet to reshaping government.

    Techno-autocrats weaponize social media platforms as part of their plan to dismantle democratic institutions.

    The political capture of both X and Meta also have consequences for global security. At Meta, Mark Zuckerberg removed barriers to right-wing propaganda and openly endorsed President Donald Trump’s agenda. Musk changed X’s algorithm to highlight right-wing content, including Russian propaganda.

    Designing tech for democracy

    Recognizing the power that platform design has on society, some companies are designing new civic participation platforms that support rather than undermine society’s access to verified information and places for public deliberation. These platforms offer design features that big tech companies could adopt for improving democratic engagement that can help counter techno-autocracy.

    In 2014, a group of technologists founded Pol.is, an open-source technology for hosting public deliberation that leverages data science. Pol.is enables participants to propose and vote on policy ideas using what they call “computational democracy.” The Pol.is design avoids personal attacks by having no “reply” button. It offers no flashy newsfeed, and it uses algorithms that identify areas of agreement and disagreement to help people make sense of a diversity of opinions. A prompt question asks for people to offer ideas and vote up or down on other ideas. People participate anonymously, helping to keep the focus on the issues and not the people.

    The civic participation platform Pol.is helps large numbers of people share their views without distractions or personal attacks.

    Taiwan used the Pol.is platform to enable mass civic engagement in the 2014 democracy movement. The U.K. government’s Collective Intelligence Lab used the platform to generate public discussion and generate new policy proposals on climate and health care policies. In Finland, a public foundation called Sitra uses Pol.is in its “What do you think, Finland?” public dialogues.

    Barcelona, Spain, designed a new participatory democracy platform called Decidim in 2017. Now used throughout Spain and Europe, Decidim enables citizens to collaboratively propose, debate and decide on public policies and budgets through transparent digital processes.

    Nobel Peace Laureate Maria Ressa founded Rappler Communities in 2023, a social network in the Philippines that combines journalism, community and technology. It aims to restore trust in institutions by providing safe spaces for exchanging ideas and connecting with neighbors, journalists and civil society groups. Rappler Communities offers the public data privacy and portability, meaning you can take your information – like photos, contacts or messages – from one app or platform and transfer it to another. These design features are not available on the major social media platforms.

    Rappler Communities is a social network in the Philippines that combines journalism, community and technology.
    Screenshot of Rappler Communities

    Tech designed for improving public dialogue is possible – and can even work in the middle of a war zone. In 2024, the Alliance for Middle East Peace began using Remesh.ai, an AI-based platform, to find areas of common ground between Israelis and Palestinians in order to advance the idea of a public peace process and identify elements of a ceasefire agreement.

    Platform designs are a form of social engineering to achieve some sort of goal – because they shape how people behave, think and interact – often invisibly. Designing more and better platforms to support democracy can be an antidote to the wave of global autocracy that is increasingly bolstered by tech platforms that tighten public control.

    Lisa Schirch receives funding from the Ford Foundation. I know the founder of Pol.is and Remesh platforms, mentioned in this article, as well as Maria Ressa of Rappler Communities.

    I will not benefit in any way from describing their work.

    ref. Social media can support or undermine democracy – it comes down to how it’s designed – https://theconversation.com/social-media-can-support-or-undermine-democracy-it-comes-down-to-how-its-designed-257103

    MIL OSI Analysis

  • MIL-OSI Analysis: Turbulent research landscape imperils US brain gain − and ultimately American prosperity

    Source: The Conversation – USA – By Marc Zimmer, Professor of Chemistry, Connecticut College

    International students have been a big part of American STEM. Rick Friedman/AFP via Getty Images

    Despite representing only 4% of the world’s population, the United States accounts for over half of science Nobel Prizes awarded since 2000, hosts seven of The Times Higher Education Top 10 science universities, and incubates firms such as Alphabet (Google), Meta and Pfizer that turn federally funded discoveries into billion-dollar markets.

    The domestic STEM talent pool alone cannot sustain this research output. The U.S. is reliant on a steady and strong influx of foreign scientists – a brain gain. In 2021, foreign-born people constituted 43% of doctorate-level scientists and engineers in the U.S. They make up a significant share of America’s elite researchers: Since 2000, 37 of the 104 U.S. Nobel laureates in the hard sciences, more than a third, were born outside the country.

    China, the U.S.’s largest competitor in science, technology, engineering and math endeavors, has a population that is 4.1 times larger than that of the U.S. and so has a larger pool of homegrown talent. Each year, three times as many Chinese citizens (77,000) are awarded STEM Ph.D.s as American citizens (23,000).

    To remain preeminent, the U.S. will need to keep attracting exceptional foreign graduate students, budding entrepreneurs and established scientific leaders.

    Funding and visa policies could flip gain to drain

    This scientific brain gain is being threatened by the Trump administration, which is using federal research funding, scholarships and fellowships as leverage against universities, freezing billions of dollars in grants and contracts to force compliance with its ideological agenda. Its ad hoc approach has been described by higher education leaders as “unprecedented and deeply disturbing,” and a Reagan-appointed judge ruled that 400 National Institutes of Health grants be reinstated because their terminations were “bereft of reasoning, virtually in their entirety.”

    Experts caution that these moves not only risk immediate harm to scientific progress and academic freedom but also erode the public’s trust in science and education, with long-term implications for the nation’s prosperity and security.

    Citing national security concerns, the White House has also targeted visas for Harvard University’s international students and instructed embassies worldwide to halt visa interviews for all international students, citing national security and alleged institutional misconduct. Against a backdrop of court injunctions and legal appeals, the government continues its heightened “national-security” vetting, so thousands of international scholars remain in limbo.

    These measures, combined with travel bans, intensified scrutiny and revocations of existing visas, have disrupted research collaborations and threaten the nation’s continued status as a global leader in science and innovation.

    What US misses with fewer foreign scientists

    The U.S. research brain gain starts with the 281,000 foreign STEM graduate students and 38,000 foreign STEM postdoctoral scholars who annually come to the U.S. I am one of them. After earning my bachelor’s and master’s degrees in South Africa, I left in 1986 to avoid the apartheid‑era military service, completed my chemistry doctorate and postdoc in the U.S., and joined the United States’ brain gain. It’s an opportunity today’s visa climate might have denied me.

    Some other countries are eager to scoop up STEM talent that is unwelcome or unfunded in the U.S.
    Clement Mahoudeau/AFP via Getty Images

    Incentives for the best and brightest foreign science students to come to the U.S. are diminishing at the same time its competitors are increasing their efforts to attract the strongest STEM researchers. For instance, the University of Hong Kong is courting stranded Harvard students with dedicated scholarships, housing and credit-transfer help. A French university program, Safe Place for Science, drew so many American job applicants that it had to shut the portal early. And a Portuguese institute reports a tenfold surge in inquiries from U.S.-based junior faculty.

    Immigrants import new ways of thinking to their research labs. They come from other cultures and have learned their science in different educational systems, which place different emphases on rote learning, historical understanding and interdisciplinary research. They often bring an alternative perspective that a homogeneous scientific community cannot match.

    Immigrants also help move discoveries from the lab to the marketplace. Foreign-born inventors file patents at a higher per‑capita rate than their domestic peers and are 80% more likely to launch a company. Such firms create roughly 50% more jobs than enterprises founded by native-born entrepreneurs and pay wages that are, on average, one percentage point higher.

    The economic stakes are high. Growth models suggest that scientific advances now account for a majority of productivity gains in high‑income countries.

    L. Rafael Reif, the former president of MIT, called international talent the “oxygen” of U.S. innovation; restricting visas chokes that supply. Ongoing cuts and uncertainties in federal funding and visa policy now jeopardize America’s scientific leadership and with it the nation’s long‑term economic growth.

    Marc Zimmer received funding from NIH and NSF.

    ref. Turbulent research landscape imperils US brain gain − and ultimately American prosperity – https://theconversation.com/turbulent-research-landscape-imperils-us-brain-gain-and-ultimately-american-prosperity-258537

    MIL OSI Analysis

  • MIL-OSI United Kingdom: Global Combat Air Programme Joint Statement: 7 July 2025

    Source: United Kingdom – Executive Government & Departments

    Press release

    Global Combat Air Programme Joint Statement: 7 July 2025

    Italian Defence Minister Guido Crosetto, Japanese Defense Minister NAKATANI Gen and UK Secretary of State for Defence John Healey took part in a virtual meeting.

    On 7 July 2025, Italian Defence Minister Guido Crosetto, Japanese Defense Minister NAKATANI Gen and UK Secretary of State for Defence John Healey took part in a virtual meeting and confirmed the following points:

    1. The three Ministers welcomed the announcement on 20 June by industry to officially launch Edgewing, a Joint Venture that brings together international aerospace leaders BAE Systems (UK), Leonardo (Italy) and Japan Aircraft Industrial Enhancement Co. Ltd. (Japan).

    2. The three Ministers also welcomed the opening of the new headquarters in Reading for the Global Combat Air Programme (GCAP) International Government Organisation (GIGO) and Edgewing. The GIGO and Edgewing will work together from the HQ, under the streamlined governance structure, delivering the programme at pace alongside teams from across the three nations.

    3. The three Ministers reaffirmed their strong and personal commitment to the programme, and confirmed to accelerate all the necessary work to conclude the first international contract between the GIGO and Edgewing by the end of this year. They also spoke of deepening trilateral cooperation for the shared objectives of GCAP and ensuring its continued success.

    Updates to this page

    Published 7 July 2025

    MIL OSI United Kingdom

  • MIL-OSI USA: War-Torn Central America in the 1980s Comes to Life in New Historical Memoir

    Source: US State of Connecticut

    Some six decades ago, when Scott Wallace’s parents gifted him a Polaroid Swinger camera and leather-bound diary as a child, the seeds of journalism were planted.

    No one knew back then that Wallace, now an associate professor in the UConn journalism department, would go on to become an award-winning writer, television producer, and photojournalist who’s reported from places including the front lines of war-torn Central America, jungles of South America, and post-Soviet Russia.

    Similarly, no one could have foreseen the foreign policy decisions made by the U.S. during the Vietnam War, from around the same time Wallace opened that gift of a camera and journal, would have an influence on some of today’s most divisive issues.

    That’s the thread woven through Wallace’s new historical memoir, “Central America in the Crosshairs of War: On the Road from Vietnam to Iraq,” which has won Gold in the Foreward INDIES Awards in the category of political and social sciences, along with a Gold IPPY from the Independent Book Publishers Association as best history book (oversized/coffee table).

    He maintains the U.S. government’s decisions, denials, and deceit during Vietnam inevitably led to disasters in Iraq and Afghanistan many decades later, coming through the conflicts, civil wars, and revolutions in Central America in the 1980s.

    “Our country would be less polarized,” he says of what would have happened if the U.S. behaved differently in places like El Salvador, Nicaragua, and Guatemala during those years.

    “We would be dealing with a diminished immigration crisis if we had encouraged democracy in Central America and redirected the resources that we gave them for training armies and waging war,” he says. “If we instead used those same resources to build up their economies, there would have been far fewer reasons for them to leave. They’d still be there. We seriously contributed to the tearing apart of the social fabric there, and I think a lot of the people who’ve come here in the last 40 years never would have left their homes.”

    Wallace sat with UConn Today recently to talk about how he got started as a journalist, his unique perspective as a firsthand witness to war, and his advice to others who want to report from the front lines.

    Why have you decided to share your story now?

     
    I was in the middle of a project in Brazil involving the struggles of Indigenous peoples in the Amazon and their efforts to defend their territories and the rainforest from predatory logging and other forms of what passes for development down there. Then, the pandemic hit, and I realized I had to move in another direction if I was to work on a monograph during that time. Even after the pandemic passed, it was near-impossible to gain entry to Indigenous communities. Even into 2021 and 2022, it was still too difficult to get into the territories where I’d been conducting my research. Part of the reason I chose the Central America project was to pivot away from Brazil, at least until it was possible to return to those sensitive Indigenous territories. Secondly, there was a lot I’d been wanting to say for a long time about my experiences as a young journalist in Central America and the abiding relevance of so many issues that have come to the fore today, including immigration and the crisis at the border. Very few people understand how much the issue of immigration from Central America has been driven by our policies from 40 years ago, when we were actively involved in supporting and fueling the military conflicts that were going on down there. It drove a lot of the immigration into the U.S. and made the conditions in those countries so difficult that people left en masse. It’s a story of unintended consequences. The third impetus for the project was the very rich trove of images I’d taken while covering those conflicts, most of which had not previously been published, along with detailed notes and compelling stories that have withstood the test of time. Those experiences formed the foundation of my career and what I’ve ended up doing as a journalist over the last 40 years.

    What’s one of your ‘I-can’t-believe-I did-that’ experiences from the front lines?

    We managed to get ourselves into this rural area of El Salvador in the rebel stronghold of Chalatenango Department, where there had been allegations of a massacre perpetrated by the army that the United States was arming and supporting. We managed to bluff our way past a series of roadblocks, got into rebel-controlled territory, and then got permission from the guerrillas to undertake a journey on foot down into the scene of this atrocity.  After most of the day walking, we came upon a dilapidated footbridge stretching across this yawning chasm with a rushing river beneath us. The bridge was such a wreck that, out in the middle, the boards were sagging vertically to the surface of the water, and the wires on one side were basically useless. You had to pick your way across, hand over hand, with your feet on the tops of the boards. The water below was rushing at such a furious speed that the rebels advised us not to look down as we crossed because the rush of the water would make us dizzy, and we’d lose our balance and fall. Had we known what we were getting into, I’m not sure we would have gone there. But by then, we were already so far into the journey there was no going back. When we got to the scene, a horrific stench came from a good way off. It looked like a scene from a plane crash, with clothing and belongings strewn across the brush and hanging from the trees and bodies lying on the ground. It was horrific. I did my best to piece together what had happened from interviews with survivors and what we could see on the ground.

    Something like that must stick with you.

     
    I think you develop a little bit of a thick skin, and you just have to move through it. You’re there to find out what happened, and your own personal feelings are kind of secondary.

    Sandinista Popular Army soldiers forcibly remove peasants to create a free-fire zone to battle Contra rebels in El Ventarrón, Nicaragua, in 1985. (Photo courtesy of Scott Wallace)

    How did you get your start as a journalist?

     
    I was thirsty for adventure and for finding out about the bigger world. I took a year off from college as an undergraduate, and, with advice from some students who were a little older than me and who had done something similar, I lined up a volunteer position in the Peruvian jungle. I went first to Mexico, studied intensive Spanish for the summer, then traveled overland through Central America, down the spine of the Andes, and out into the jungle, where I worked as a literacy instructor in an Indigenous community. During that year I discovered something new about myself. I didn’t know Spanish at all before I left, and through the process of having to put myself out there, I kind of developed a new persona as I interacted with Latin Americans and mastered the language and the culture. I loved the music, the people, and the literature. I returned to college after that, doubled up on Spanish classes, and learned how to write it and read it. I also became fascinated with what was going on in Latin America in the news. I was already a few years out of college when it dawned on me that maybe I could make a career as a journalist covering events in Latin America, since I loved writing, taking pictures, and travel. I decided to go back to school to get a master’s in journalism with the objective of going to Central America when I graduated. By this time, the early 1980s, Central America was in turmoil. The Sandinistas had taken power in Nicaragua, a civil war had erupted in El Salvador, and the Reagan Administration vowed to ‘draw the line’ against what it perceived to be communist aggression in Central America. The region was a tinderbox that seemed poised to become a new Vietnam. I knew that no news organization would send a new graduate straight into a big story. I would have to go as a freelancer, so I decided to learn as many skills as I could, because as a freelancer I knew I would have to have as many skills as possible to earn a living: write news stories, take photographs for my stories, sell my photographs to other news outlets. I also got a tip that doing radio for one of the networks was a really good way to establish yourself and bring in a steady stream of work. Just as I was about to graduate, one of my professors, who had previously been a CBS Radio correspondent, introduced me to network executives when they came to campus, and one thing led to another. They didn’t have anyone in El Salvador at that time, so I was able to land a gig as their freelance ‘stringer’ there.

    What would your advice be for a journalism student or working journalist who’s hungry to do this kind of work today?

     
    It takes a certain kind of person. You have to be passionate about the world, curious about the way the world works. You need to be an avid reader of literature as well as nonfiction, be up on current events, and follow the news closely. In all the writing classes that I teach, I require my students to accompany their stories with images, because everyone should know how to take decent pictures and how to do solid interviews. They should learn how to shoot video and record audio. Of course, now you must have a social media presence and put your stuff out there. It’s also very important to make contacts. Ply your professors or the people you meet, go to places where you’re going to meet the professionals you admire. Follow them on Instagram. See who’s excelling at the kind of work you’re interested in and reach out to them. You also should build a portfolio of writing, images, and multimedia. Persistence and patience are also important.

    Compared to historians and others who’ve studied Central America and the conflicts there, do you think you have a unique perspective seeing it all firsthand?

     
    It’s definitely a unique perspective, but sometimes I’m a little bit daunted by the intellectual capabilities and rigor of my colleagues in other departments at the University. I think my strength lies in bringing personal experiences and storytelling acumen to the narrative. In June, I was asked to do a presentation at a seminar of academics on genocide and its relationship to ‘ecocide’ – the criminal destruction of the environment – based on my work covering Indigenous struggles in jungles of the Amazon. I was pleasantly surprised by the positive reception to my presentation, in which I showed my photographs and told stories of people whose lives are impacted and threatened by deforestation, land grabbing, and the violent destruction of habitats and biodiversity. It was a way of bringing abstract concepts down to ground level. I’m not the only one who does that. All my colleagues in the journalism department similarly bring that kind of ground-truthing and storytelling to the subjects they report on.

    MIL OSI USA News

  • MIL-OSI: Plantro Requisitions Shareholder Meeting of Dye & Durham, Nominates Three Highly-Qualified Individuals to Initiate Sale of Company

    Source: GlobeNewswire (MIL-OSI)

    Nearly $1 Billion in Shareholder Value Destroyed Under Engine Led Board Since December 2024

    Governance Failures: Four CEOs and Two CFOs in Six Months, an Entrenched Board Ignoring Credible Bids, Insiders Granted ~5% of the Company in Egregious $10 Stock Options, and Investors Actively Directing Management

    If the Current Board and its Misguided Strategy Remain in Place, Shareholders Risk Further Losses – It is Time to Immediately Initiate a Sale Process and Unlock a Change of Control Premium for Shareholders

    Today, a Financial Services Sale for ~$590 million or ~11x EBITDA Still Leaves Leverage at ~4.5x, with No Path to Sub-3x Until 2031

    ST. HELIER, Jersey, July 07, 2025 (GLOBE NEWSWIRE) — Plantro Ltd. (“Plantro” or the “Concerned Shareholder”) one of the largest shareholders of Dye & Durham Limited (“Dye & Durham” or the “Company”) (DND: TSX) which owns approximately 11% of the Company, today announced that it has requisitioned a special meeting of Dye & Durham shareholders (the “Special Meeting”) and nominated three highly qualified individuals for the Company’s board of directors (the “Board”): Brian J. Bidulka, David Danziger, and Martha Vallance. The requisition also calls for the removal of Board Chair Arnaud Ajdler, and directors Tracey E. Keates, and Ritu Khanna, from the Board.

    The value destruction at Dye & Durham since December of 2024 has reached crisis proportions and threatens the Company’s future. The current Board, steered by Engine Capital (“Engine”), EdgePoint Wealth Management Inc. (“EdgePoint”) and OneMove Capital Ltd. (“OneMove”) (together, the “Engine Activist Group”) has presided over the destruction of nearly $1 billion in shareholder value.

    The Engine Activist Group and the Board have pursued a misguided and haphazard strategy of customer price cuts and overspending. This has led to sharp declines in Adjusted EBITDA, cash flow, and rising debt, as evidenced by the Company’s recent quarterly results and a new debt covenant being imposed. As global real estate markets recently weakened, the Board doubled down on its strategy instead of adjusting course. This has caused a liquidity crisis, forcing the Company to aggressively draw on its revolving credit facility to make its April 2025 interest payment. With no clear or credible plan in place, leverage is expected to approach 6.0x Adjusted EBITDA by September 30, 20251.

    Remaining public is no longer a viable option. If the current Board remains unchanged, the Company will continue down the same failed path, resulting in further shareholder losses. A full sale of the Company is the only way to realize a control premium for current shareholders and restore stability in the business.

    Unfortunately, the current Board and the Engine Activist Group have fought for the past nine months against the sale of the Company or even presenting an offer to shareholders to consider. Before taking control, the Engine Activist Group publicly rejected multiple all-cash offers obtained by the prior board of approximately $25 per share. After the 2024 annual general meeting, as the stock declined significantly, Plantro submitted an offer to acquire the Company for $20 a share in February 2025. This offer was similarly rejected, and Plantro was threatened with litigation for privately submitting it. Furthermore, in April 2025, according to media reports, the Board refused to engage with Advent International, a credible well-funded buyer, who formally submitted offers of approximately $20 per share. The Board has also continued to deny basic due diligence access, actively undermining the possibility of negotiating higher bids.

    As outlined below, and in a presentation available at www.SellDnD.com, a sale of Dye & Durham is the only viable risk-adjusted path, free from execution risk, remaining for shareholders to preserve and maximize their value. Plantro invites its fellow shareholders to join in the push for urgent change. If elected, the Plantro nominees intend to immediately pursue a well-governed and thoughtful process to sell the Company without delay TO THE BUYER WILLING TO PAY THE HIGHEST PRICE.

    Stopgap Solutions Won’t Protect Shareholders: Dye & Durham Cannot Afford to Wait Any Longer and the Company Should Be Sold.

    The Engine Activist Group will try to sell you a half-baked plan — an asset sale and a plea for more time; but they are wrong. Just months ago, a sale of the Financial Services business may have been a viable path to reduce leverage, however, their misguided strategy and poor execution has damaged the business to the point where a sale of the Financial Services business would do little to reduce debt. Even if the Company sells additional assets, there are no realistic paths to reduce leverage below 4.0x any time soon.

    The Engine Activist Group and Engine-led Board have no plan to deliver anywhere near a $20 per share price on a risk- or time-adjusted basis. All they will do is sell you vague and hypothetical outcomes. Shareholders need to immediately realize a sale of the entire Company for the large control premium available for the following reasons:

    • It is Too Risky Not to Sell: A misguided and haphazard strategy, coupled with poor execution has led to significantly declining financial performance and excessive borrowing over the last six months. This has resulted in a new 5.8x debt covenant being imposed on the business, which sell-side analysts estimate the Company will be precariously close to breaching in the coming quarters2, putting shareholder equity at real risk of further erosion.
    • Divesting Financial Services Doesn’t Solve the Problem: Today, a sale of the Financial Services business at ~11x Adjusted EBITDA still leaves leverage at ~4.5x, with no path to sub-3x until 20313. Further, speculative claims of multiple expansion following a sale of the Financial Services business are unfounded as the Company will be a smaller, declining business, with leverage too high for public market investors to tolerate.
    • Generous Assumptions Point to a Lower Share Price: Waiting is not an option. Assuming the Company maintains its current 7.9x trading multiple the implied share price in Q3 FY2026 will be between $4.77 and $7.444, with the low-end of the range assuming the Company misses revenue estimates by only 5%.
    • There Are Still Credible Interested Buyers at the Table Right Now: Given the current negative trajectory, shareholders should pursue a full sale to capture an attractive all-cash change-of-control premium. Credible private equity buyers with the right expertise, risk appetite, and who bring the appropriate capital structure, are interested in acquiring the Company right now.

    The Engine Activist Group Has Usurped the Board and Now Dye & Durham is Not Suited to Operate as a Public Company.

    A revolving door of executives has destabilized the business and eradicated irreplaceable institutional memory at the worst possible time. The Company is now on its fourth CEO in six months, and its second CFO. Numerous other executives and employees at all levels have left or been terminated, with employee turnover now reportedly reaching 25%, compared to low single digits previously, creating paralysis and leaving the business rudderless. Retaining even a portion of this critical institutional knowledge would have informed better decision making and helped avoid multiple strategic blunders.

    In what appears to be an act of desperation, the Board delegated the recruitment of a new CEO and CFO to the principal of OneMove and a representative of EdgePoint, and in doing so appointed an unproven first-time CEO, with no public company or capital allocation experience, and a new CFO. They then granted the pair nearly 5% of the Company in options priced at just $10 per share. The pair stand to pocket over $30 million simply for getting shareholders back to where they were in December 2024.

    Plantro understands there is also ongoing infighting at the Board level that has a created a situation where management cannot operate effectively, and established governance structures are breaking down. Plantro has learned the Company was recently forced to engage an independent third party mediator to help navigate basic internal operations as a result of repeated shareholder-level interference with management. This kind of shareholder “skip-level” behaviour, where investors directly bypass a board of directors and provide instruction directly to management, is confusing and creates potential for further executive attrition. It is also virtually unheard of in a public company and raises serious concerns about accountability and proper oversight.

    Plantro’s Highly Qualified Nominees Are Committed to Leading a Process to Sell Dye & Durham.

    The Plantro nominees collectively bring experience in M&A, capital allocation, operations, technology, governance, public and private board service, and direct senior experience at Dye & Durham (which is necessary given excessive executive turnover under the Engine Activist Group). Together they have the right mix of skills, experience, expertise, and shareholder-centric perspective to stabilize Dye & Durham, and immediately commence a well-governed and thoughtful process to sell the Company for the highest price possible.

    Each of Plantro’s highly qualified individuals is independent of Plantro and each other, and will act as true fiduciaries with a mandate to preserve and maximize shareholder value:

    • Brian J. Bidulka, CPA, CA, is a corporate director and chartered accountant with extensive experience in technology, finance, and business analytics. Brian is the former Chief Financial Officer of Research in Motion. He has also served in senior executive roles at major Canadian companies including Porter Airlines, Postmedia, George Weston Limited, and Molson Coors. Currently, he is a member of the board at Andrew Peller Limited, and is also a board member and treasurer of Canada Basketball.
    • David Danziger, CPA, CA, is an experienced finance leader and corporate director with an extensive background in audit, accounting, and management consulting. Previously, he was the Senior Vice President, Assurance, and the National Leader of Public Companies at MNP LLP, Canada’s fifth largest accounting firm. David continues to serve as a Senior Advisor for MNP LLP working on special projects and supporting the Public Company Audit Team nationally. David has served as a director for a range of technology, mining, and life sciences companies listed on the TSX, TSXV, CSE, and NYSE.
    • Martha Vallance is a corporate director with significant experience in M&A, capital markets and technology. Most recently, Martha was the Chief Operating Officer of Dye & Durham after previously establishing and leading the company’s Corporate Development function and has deep knowledge of the company’s strategy and operations. Prior to this, Martha spent over 12 years in Investment & Corporate Banking at BMO Capital Markets, most recently holding a series of senior roles within both the Mergers & Acquisitions and Equity Capital Markets teams. In addition, Martha served as a Director on the Board of TSX-listed TMAC Resources and was also a member of the Special Committee during the sale of the company which concluded in January 2021.

    Plantro proposes that shareholders support incumbent directors Hans T. Gieskes, the recently deposed independent chairman of the Board, Anthony P. Kinnear, Sid Singh, and Eric Shahinian to maintain continuity on the Board. Both Gieskes and Singh served as interim CEOs of the Company, and collectively, these individuals have relevant C-Suite, public company, and capital markets experience at other companies.

    Plantro remains supportive of management and believes stability is required to execute a successful sales process and restore value to shareholders.

    Shareholders Need to Make their Voices Heard

    There is no debate – Dye & Durham does not have a viable long-term path as a public company and must be sold. The Board and management will claim they need more time, but the status quo for shareholders is simply intolerable. While the business drifts and headwinds build, the risks to Dye & Durham and its shareholders continue to accumulate. The time for decisive action has arrived.

    Plantro has heard from many shareholders who share its contention that the Company must run a formal sale process to preserve and maximize shareholder value. Now is the time to speak up. It is imperative that shareholders communicate their views directly to the Board and urge them to call and hold the Special Meeting without delay so the Company can be sold. Alternatively, the Board can spare shareholders the cost and distraction of a proxy contest, appoint the Plantro nominees to the Board, and commence a formal sale process immediately.

    Please visit www.SellDnd.com to view Plantro’s presentation to fellow shareholders and other important materials.

    Other Information Concerning the Plantro Nominees

    To the knowledge of Plantro, no Plantro nominee is, at the date hereof, or has been, within ten (10) years before the date hereof: (a) a director, chief executive officer or chief financial officer of any company that (i) was subject to a cease trade order, an order similar to a cease trade order or an order that denied the relevant company access to any exemption under securities legislation that was in effect for a period of more than thirty (30) consecutive days (each, an “order”), in each case that was issued while the Plantro nominee was acting in the capacity as director, chief executive officer or chief financial officer, or (ii) was subject to an order that was issued after the Plantro nominee ceased to be a director, chief executive officer or chief financial officer and which resulted from an event that occurred while that person was acting in the capacity as director, chief executive officer or chief financial officer; (b) a director or executive officer of any company that, while such Plantro nominee was acting in that capacity, or within one (1) year of such Plantro nominee ceasing to act in that capacity, became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency or was subject to or instituted any proceedings, arrangement or compromise with creditors or had a receiver, receiver manager or trustee appointed to hold its assets; or (c) someone who became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency, or became subject to or instituted any proceedings, arrangement or compromise with creditors, or had a receiver, receiver manager or trustee appointed to hold the assets of such Plantro nominee.

    To the knowledge of Plantro, as at the date hereof, no Plantro nominee has been subject to: (a) any penalties or sanctions imposed by a court relating to securities legislation, or by a securities regulatory authority, or has entered into a settlement agreement with a securities regulatory authority; or (b) any other penalties or sanctions imposed by a court or regulatory body that would likely be considered important to a reasonable securityholder in deciding whether to vote for a Plantro nominee.

    To the knowledge of Plantro, none of the directors or officers of Plantro, or any associates or affiliates of the foregoing, or any of the Plantro nominees or their respective associates or affiliates, has: (a) any material interest, direct or indirect, in any transaction since the commencement of the Company’s most recently completed financial year or in any proposed transaction which has materially affected or will materially affect the Company or any of its subsidiaries; or (b) any material interest, direct or indirect, by way of beneficial ownership of securities or otherwise, in any matter proposed to be acted on at the Special Meeting, other than the re-constitution of the Board.

    Plantro beneficially owns and controls 7,374,510 common shares representing approximately 11% of the outstanding shares of the Company. Martha Vallance beneficially owns and controls 38,600 common shares, representing approximately 0.06% of the outstanding shares of the Company. She also holds options to acquire an additional 425,433 common shares. Assuming full exercise of these options, she would beneficially own and control 464,033 common shares, representing approximately 0.69% of the then-outstanding shares of the Company, on a partially diluted basis. While the other Concerned Shareholder Nominees may purchase shares in the future, not of the other Concerned Shareholder Nominees currently hold any units of the Company.

    Additional Information

    The information contained in this news release does not and is not meant to constitute a solicitation of a proxy within the meaning of applicable corporate and securities laws. Although Plantro has requisitioned the Special Meeting, there is currently no record or meeting date and shareholders are not being asked at this time to execute a proxy in favour of the Plantro nominees or any other matter to be acted upon at the Special Meeting. In connection with the Special Meeting, Plantro may file a dissident information circular (the “Information Circular”) in due course in compliance with applicable corporate and securities laws.

    Notwithstanding the foregoing, Plantro is voluntarily providing the disclosure required under section 9.2(4) of National Instrument 51-102 – Continuous Disclosure Obligations (“NI 51-102”) and has filed this news release containing disclosure prescribed by applicable corporate law and disclosure required under section 9.2(6) of NI 51-102 in respect of Engine’s director nominees, in accordance with corporate and securities laws applicable to public broadcast solicitations. This news release is available under the Company’s profile on SEDAR+ at www.sedarplus.ca.

    This news release and any solicitation made by Plantro in advance of the Special Meeting is, or will be, as applicable, made by Plantro and not by or on behalf of the management of the Company. All costs incurred for any solicitation will be borne by Plantro, provided that, subject to applicable law, Plantro may seek reimbursement from the Company of Plantro’s out-of-pocket expenses, including proxy solicitation expenses and legal fees, incurred in connection with a successful reconstitution of the Board.

    Plantro is not soliciting proxies in connection with the Special Meeting at this time, and shareholders are not being asked at this time to execute proxies in favour of the Plantro nominees (in respect of the Special Meeting) or any matter to be acted upon at the Special Meeting. Proxies may be solicited by Plantro pursuant to an Information Circular sent to shareholders after which solicitations may be made by or on behalf of Plantro, by mail, telephone, fax, email or other electronic means as well as by newspaper or other media advertising, and in person by directors, officers and employees of Plantro, who will not be specifically remunerated therefor. Plantro may also solicit proxies in reliance upon the public broadcast exemption to the solicitation requirements under applicable Canadian corporate and securities laws, conveyed by way of public broadcast, including through press releases, speeches or publications, and by any other manner permitted under applicable corporate and securities laws. Plantro may engage the services of one or more agents and authorize other persons to assist in soliciting proxies on behalf of Plantro.

    Plantro has retained Morrow Sodali (Canada) Ltd. (“Sodali”) as its proxy advisor to assist Plantro in soliciting shareholders should Plantro commence a formal solicitation of proxies, for which Sodali will receive a fee not to exceed $200,000 plus a per call fee and certain success fees, together with reimbursement for reasonable and out-of-pocket expenses, and will be indemnified against certain liabilities and expenses, including certain liabilities under securities laws. Sodali’s responsibilities will principally include advising Plantro on governance best practices, where applicable, liaising with proxy advisory firms, developing and implementing shareholder engagement strategies, and advising with respect to meeting and proxy protocol.

    Plantro is not requesting that Dye & Durham shareholders submit a proxy at this time. Once Plantro has commenced a formal solicitation of proxies in connection with the Special Meeting, proxies may be revoked by instrument in writing by the shareholder giving the proxy or by its duly authorized officer or attorney, or in any other manner permitted by law (including subsection 110(4) of the Business Corporations Act (Ontario)). None of Plantro or, to its knowledge, any of its associates or affiliates, has any material interest, direct or indirect, (i) in any transaction since the beginning of Dye & Durham’s most recently completed financial year or in any proposed transaction that has materially affected or would materially affect Dye & Durham or any of its subsidiaries; or (ii) by way of beneficial ownership of securities or otherwise, in any matter proposed to be acted on at the Special Meeting, other than the election of directors to the Board.

    Dye & Durham’s principal office address is 25 York St., Suite 1100, Toronto, Ontario, M5J 2V5. A copy of this news release may be obtained on Dye & Durham’s SEDAR profile at www.sedar.com.

    Disclaimer for Forward-Looking Information

    Certain information in this news release may constitute “forward-looking information” within the meaning of applicable securities legislation. Forward-looking statements and information generally can be identified by the use of forward-looking terminology such as “may,” “will,” “expect,” “intend,” “estimate,” “anticipate,” “believe,” “should,” “plans,” “continue,” or similar expressions suggesting future outcomes or events. Forward-looking information in this news release may include, but is not limited to, statements of Plantro regarding (i) how Plantro intends to exercise its legal rights as a shareholder of the Company, and (ii) its plans to make changes at the Board of the Company.

    Although Plantro believes that the expectations reflected in any such forward-looking information are reasonable, there can be no assurance that such expectations will prove to be correct. Such forward-looking statements are subject to risks and uncertainties that may cause actual results, performance or developments to differ materially from those contained in the statements including, without limitation, the risks that (i) the Company may use tactics to thwart the rights of Plantro as a shareholder and (ii) the actions being proposed and the changes being demanded by Plantro, may not take place for any reason whatsoever. Except as required by law, Plantro does not intend to update these forward-looking statements.

    About Plantro

    Plantro is a privately held company, with an established track record of making successful investments in undervalued and high quality legal, financial, and information services businesses.

    Media Contact

    Gagnier Communications
    Riyaz Lalani / Dan Gagnier
    Plantro@gagnierfc.com

    ____________________________________
    1
    Source: CapIQ: based off of analyst consensus adjusted EBITDA estimates and Plantro’s calculations which are available within the investor presentation on www.SellDnD.com
    2The Company’s Consolidated First Lien Net Leverage Ratio will be materially higher in two quarters from now when it loses the ability to offset $185 million in restricted cash it holds to repay its 2026 convertible debentures, against its senior debt. Based on sell-side consensus estimates, the Company will be much closer to breaching its Consolidated First Lien Net Leverage Ratio covenant, should it remain in place.
    3Assumes 0.5% annual Adjusted EBITDA growth after the sale of financial services based off trailing 9-month results as at Q3 FY25; Further details on Plantro’s assumptions and calculations are available within the investor presentation on www.SellDnD.com
    4Future share price applies current EV / LTM EBITDA multiple to LTM EBITDA ending March 31, 2026 based on research consensus estimates and adjusting for net debt forecasted as at March 31, 2026 with cash flow assumptions as further detailed in the presentation available at www.SellDnD.com.

    The MIL Network

  • MIL-OSI: Plantro Requisitions Shareholder Meeting of Dye & Durham, Nominates Three Highly-Qualified Individuals to Initiate Sale of Company

    Source: GlobeNewswire (MIL-OSI)

    Nearly $1 Billion in Shareholder Value Destroyed Under Engine Led Board Since December 2024

    Governance Failures: Four CEOs and Two CFOs in Six Months, an Entrenched Board Ignoring Credible Bids, Insiders Granted ~5% of the Company in Egregious $10 Stock Options, and Investors Actively Directing Management

    If the Current Board and its Misguided Strategy Remain in Place, Shareholders Risk Further Losses – It is Time to Immediately Initiate a Sale Process and Unlock a Change of Control Premium for Shareholders

    Today, a Financial Services Sale for ~$590 million or ~11x EBITDA Still Leaves Leverage at ~4.5x, with No Path to Sub-3x Until 2031

    ST. HELIER, Jersey, July 07, 2025 (GLOBE NEWSWIRE) — Plantro Ltd. (“Plantro” or the “Concerned Shareholder”) one of the largest shareholders of Dye & Durham Limited (“Dye & Durham” or the “Company”) (DND: TSX) which owns approximately 11% of the Company, today announced that it has requisitioned a special meeting of Dye & Durham shareholders (the “Special Meeting”) and nominated three highly qualified individuals for the Company’s board of directors (the “Board”): Brian J. Bidulka, David Danziger, and Martha Vallance. The requisition also calls for the removal of Board Chair Arnaud Ajdler, and directors Tracey E. Keates, and Ritu Khanna, from the Board.

    The value destruction at Dye & Durham since December of 2024 has reached crisis proportions and threatens the Company’s future. The current Board, steered by Engine Capital (“Engine”), EdgePoint Wealth Management Inc. (“EdgePoint”) and OneMove Capital Ltd. (“OneMove”) (together, the “Engine Activist Group”) has presided over the destruction of nearly $1 billion in shareholder value.

    The Engine Activist Group and the Board have pursued a misguided and haphazard strategy of customer price cuts and overspending. This has led to sharp declines in Adjusted EBITDA, cash flow, and rising debt, as evidenced by the Company’s recent quarterly results and a new debt covenant being imposed. As global real estate markets recently weakened, the Board doubled down on its strategy instead of adjusting course. This has caused a liquidity crisis, forcing the Company to aggressively draw on its revolving credit facility to make its April 2025 interest payment. With no clear or credible plan in place, leverage is expected to approach 6.0x Adjusted EBITDA by September 30, 20251.

    Remaining public is no longer a viable option. If the current Board remains unchanged, the Company will continue down the same failed path, resulting in further shareholder losses. A full sale of the Company is the only way to realize a control premium for current shareholders and restore stability in the business.

    Unfortunately, the current Board and the Engine Activist Group have fought for the past nine months against the sale of the Company or even presenting an offer to shareholders to consider. Before taking control, the Engine Activist Group publicly rejected multiple all-cash offers obtained by the prior board of approximately $25 per share. After the 2024 annual general meeting, as the stock declined significantly, Plantro submitted an offer to acquire the Company for $20 a share in February 2025. This offer was similarly rejected, and Plantro was threatened with litigation for privately submitting it. Furthermore, in April 2025, according to media reports, the Board refused to engage with Advent International, a credible well-funded buyer, who formally submitted offers of approximately $20 per share. The Board has also continued to deny basic due diligence access, actively undermining the possibility of negotiating higher bids.

    As outlined below, and in a presentation available at www.SellDnD.com, a sale of Dye & Durham is the only viable risk-adjusted path, free from execution risk, remaining for shareholders to preserve and maximize their value. Plantro invites its fellow shareholders to join in the push for urgent change. If elected, the Plantro nominees intend to immediately pursue a well-governed and thoughtful process to sell the Company without delay TO THE BUYER WILLING TO PAY THE HIGHEST PRICE.

    Stopgap Solutions Won’t Protect Shareholders: Dye & Durham Cannot Afford to Wait Any Longer and the Company Should Be Sold.

    The Engine Activist Group will try to sell you a half-baked plan — an asset sale and a plea for more time; but they are wrong. Just months ago, a sale of the Financial Services business may have been a viable path to reduce leverage, however, their misguided strategy and poor execution has damaged the business to the point where a sale of the Financial Services business would do little to reduce debt. Even if the Company sells additional assets, there are no realistic paths to reduce leverage below 4.0x any time soon.

    The Engine Activist Group and Engine-led Board have no plan to deliver anywhere near a $20 per share price on a risk- or time-adjusted basis. All they will do is sell you vague and hypothetical outcomes. Shareholders need to immediately realize a sale of the entire Company for the large control premium available for the following reasons:

    • It is Too Risky Not to Sell: A misguided and haphazard strategy, coupled with poor execution has led to significantly declining financial performance and excessive borrowing over the last six months. This has resulted in a new 5.8x debt covenant being imposed on the business, which sell-side analysts estimate the Company will be precariously close to breaching in the coming quarters2, putting shareholder equity at real risk of further erosion.
    • Divesting Financial Services Doesn’t Solve the Problem: Today, a sale of the Financial Services business at ~11x Adjusted EBITDA still leaves leverage at ~4.5x, with no path to sub-3x until 20313. Further, speculative claims of multiple expansion following a sale of the Financial Services business are unfounded as the Company will be a smaller, declining business, with leverage too high for public market investors to tolerate.
    • Generous Assumptions Point to a Lower Share Price: Waiting is not an option. Assuming the Company maintains its current 7.9x trading multiple the implied share price in Q3 FY2026 will be between $4.77 and $7.444, with the low-end of the range assuming the Company misses revenue estimates by only 5%.
    • There Are Still Credible Interested Buyers at the Table Right Now: Given the current negative trajectory, shareholders should pursue a full sale to capture an attractive all-cash change-of-control premium. Credible private equity buyers with the right expertise, risk appetite, and who bring the appropriate capital structure, are interested in acquiring the Company right now.

    The Engine Activist Group Has Usurped the Board and Now Dye & Durham is Not Suited to Operate as a Public Company.

    A revolving door of executives has destabilized the business and eradicated irreplaceable institutional memory at the worst possible time. The Company is now on its fourth CEO in six months, and its second CFO. Numerous other executives and employees at all levels have left or been terminated, with employee turnover now reportedly reaching 25%, compared to low single digits previously, creating paralysis and leaving the business rudderless. Retaining even a portion of this critical institutional knowledge would have informed better decision making and helped avoid multiple strategic blunders.

    In what appears to be an act of desperation, the Board delegated the recruitment of a new CEO and CFO to the principal of OneMove and a representative of EdgePoint, and in doing so appointed an unproven first-time CEO, with no public company or capital allocation experience, and a new CFO. They then granted the pair nearly 5% of the Company in options priced at just $10 per share. The pair stand to pocket over $30 million simply for getting shareholders back to where they were in December 2024.

    Plantro understands there is also ongoing infighting at the Board level that has a created a situation where management cannot operate effectively, and established governance structures are breaking down. Plantro has learned the Company was recently forced to engage an independent third party mediator to help navigate basic internal operations as a result of repeated shareholder-level interference with management. This kind of shareholder “skip-level” behaviour, where investors directly bypass a board of directors and provide instruction directly to management, is confusing and creates potential for further executive attrition. It is also virtually unheard of in a public company and raises serious concerns about accountability and proper oversight.

    Plantro’s Highly Qualified Nominees Are Committed to Leading a Process to Sell Dye & Durham.

    The Plantro nominees collectively bring experience in M&A, capital allocation, operations, technology, governance, public and private board service, and direct senior experience at Dye & Durham (which is necessary given excessive executive turnover under the Engine Activist Group). Together they have the right mix of skills, experience, expertise, and shareholder-centric perspective to stabilize Dye & Durham, and immediately commence a well-governed and thoughtful process to sell the Company for the highest price possible.

    Each of Plantro’s highly qualified individuals is independent of Plantro and each other, and will act as true fiduciaries with a mandate to preserve and maximize shareholder value:

    • Brian J. Bidulka, CPA, CA, is a corporate director and chartered accountant with extensive experience in technology, finance, and business analytics. Brian is the former Chief Financial Officer of Research in Motion. He has also served in senior executive roles at major Canadian companies including Porter Airlines, Postmedia, George Weston Limited, and Molson Coors. Currently, he is a member of the board at Andrew Peller Limited, and is also a board member and treasurer of Canada Basketball.
    • David Danziger, CPA, CA, is an experienced finance leader and corporate director with an extensive background in audit, accounting, and management consulting. Previously, he was the Senior Vice President, Assurance, and the National Leader of Public Companies at MNP LLP, Canada’s fifth largest accounting firm. David continues to serve as a Senior Advisor for MNP LLP working on special projects and supporting the Public Company Audit Team nationally. David has served as a director for a range of technology, mining, and life sciences companies listed on the TSX, TSXV, CSE, and NYSE.
    • Martha Vallance is a corporate director with significant experience in M&A, capital markets and technology. Most recently, Martha was the Chief Operating Officer of Dye & Durham after previously establishing and leading the company’s Corporate Development function and has deep knowledge of the company’s strategy and operations. Prior to this, Martha spent over 12 years in Investment & Corporate Banking at BMO Capital Markets, most recently holding a series of senior roles within both the Mergers & Acquisitions and Equity Capital Markets teams. In addition, Martha served as a Director on the Board of TSX-listed TMAC Resources and was also a member of the Special Committee during the sale of the company which concluded in January 2021.

    Plantro proposes that shareholders support incumbent directors Hans T. Gieskes, the recently deposed independent chairman of the Board, Anthony P. Kinnear, Sid Singh, and Eric Shahinian to maintain continuity on the Board. Both Gieskes and Singh served as interim CEOs of the Company, and collectively, these individuals have relevant C-Suite, public company, and capital markets experience at other companies.

    Plantro remains supportive of management and believes stability is required to execute a successful sales process and restore value to shareholders.

    Shareholders Need to Make their Voices Heard

    There is no debate – Dye & Durham does not have a viable long-term path as a public company and must be sold. The Board and management will claim they need more time, but the status quo for shareholders is simply intolerable. While the business drifts and headwinds build, the risks to Dye & Durham and its shareholders continue to accumulate. The time for decisive action has arrived.

    Plantro has heard from many shareholders who share its contention that the Company must run a formal sale process to preserve and maximize shareholder value. Now is the time to speak up. It is imperative that shareholders communicate their views directly to the Board and urge them to call and hold the Special Meeting without delay so the Company can be sold. Alternatively, the Board can spare shareholders the cost and distraction of a proxy contest, appoint the Plantro nominees to the Board, and commence a formal sale process immediately.

    Please visit www.SellDnd.com to view Plantro’s presentation to fellow shareholders and other important materials.

    Other Information Concerning the Plantro Nominees

    To the knowledge of Plantro, no Plantro nominee is, at the date hereof, or has been, within ten (10) years before the date hereof: (a) a director, chief executive officer or chief financial officer of any company that (i) was subject to a cease trade order, an order similar to a cease trade order or an order that denied the relevant company access to any exemption under securities legislation that was in effect for a period of more than thirty (30) consecutive days (each, an “order”), in each case that was issued while the Plantro nominee was acting in the capacity as director, chief executive officer or chief financial officer, or (ii) was subject to an order that was issued after the Plantro nominee ceased to be a director, chief executive officer or chief financial officer and which resulted from an event that occurred while that person was acting in the capacity as director, chief executive officer or chief financial officer; (b) a director or executive officer of any company that, while such Plantro nominee was acting in that capacity, or within one (1) year of such Plantro nominee ceasing to act in that capacity, became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency or was subject to or instituted any proceedings, arrangement or compromise with creditors or had a receiver, receiver manager or trustee appointed to hold its assets; or (c) someone who became bankrupt, made a proposal under any legislation relating to bankruptcy or insolvency, or became subject to or instituted any proceedings, arrangement or compromise with creditors, or had a receiver, receiver manager or trustee appointed to hold the assets of such Plantro nominee.

    To the knowledge of Plantro, as at the date hereof, no Plantro nominee has been subject to: (a) any penalties or sanctions imposed by a court relating to securities legislation, or by a securities regulatory authority, or has entered into a settlement agreement with a securities regulatory authority; or (b) any other penalties or sanctions imposed by a court or regulatory body that would likely be considered important to a reasonable securityholder in deciding whether to vote for a Plantro nominee.

    To the knowledge of Plantro, none of the directors or officers of Plantro, or any associates or affiliates of the foregoing, or any of the Plantro nominees or their respective associates or affiliates, has: (a) any material interest, direct or indirect, in any transaction since the commencement of the Company’s most recently completed financial year or in any proposed transaction which has materially affected or will materially affect the Company or any of its subsidiaries; or (b) any material interest, direct or indirect, by way of beneficial ownership of securities or otherwise, in any matter proposed to be acted on at the Special Meeting, other than the re-constitution of the Board.

    Plantro beneficially owns and controls 7,374,510 common shares representing approximately 11% of the outstanding shares of the Company. Martha Vallance beneficially owns and controls 38,600 common shares, representing approximately 0.06% of the outstanding shares of the Company. She also holds options to acquire an additional 425,433 common shares. Assuming full exercise of these options, she would beneficially own and control 464,033 common shares, representing approximately 0.69% of the then-outstanding shares of the Company, on a partially diluted basis. While the other Concerned Shareholder Nominees may purchase shares in the future, not of the other Concerned Shareholder Nominees currently hold any units of the Company.

    Additional Information

    The information contained in this news release does not and is not meant to constitute a solicitation of a proxy within the meaning of applicable corporate and securities laws. Although Plantro has requisitioned the Special Meeting, there is currently no record or meeting date and shareholders are not being asked at this time to execute a proxy in favour of the Plantro nominees or any other matter to be acted upon at the Special Meeting. In connection with the Special Meeting, Plantro may file a dissident information circular (the “Information Circular”) in due course in compliance with applicable corporate and securities laws.

    Notwithstanding the foregoing, Plantro is voluntarily providing the disclosure required under section 9.2(4) of National Instrument 51-102 – Continuous Disclosure Obligations (“NI 51-102”) and has filed this news release containing disclosure prescribed by applicable corporate law and disclosure required under section 9.2(6) of NI 51-102 in respect of Engine’s director nominees, in accordance with corporate and securities laws applicable to public broadcast solicitations. This news release is available under the Company’s profile on SEDAR+ at www.sedarplus.ca.

    This news release and any solicitation made by Plantro in advance of the Special Meeting is, or will be, as applicable, made by Plantro and not by or on behalf of the management of the Company. All costs incurred for any solicitation will be borne by Plantro, provided that, subject to applicable law, Plantro may seek reimbursement from the Company of Plantro’s out-of-pocket expenses, including proxy solicitation expenses and legal fees, incurred in connection with a successful reconstitution of the Board.

    Plantro is not soliciting proxies in connection with the Special Meeting at this time, and shareholders are not being asked at this time to execute proxies in favour of the Plantro nominees (in respect of the Special Meeting) or any matter to be acted upon at the Special Meeting. Proxies may be solicited by Plantro pursuant to an Information Circular sent to shareholders after which solicitations may be made by or on behalf of Plantro, by mail, telephone, fax, email or other electronic means as well as by newspaper or other media advertising, and in person by directors, officers and employees of Plantro, who will not be specifically remunerated therefor. Plantro may also solicit proxies in reliance upon the public broadcast exemption to the solicitation requirements under applicable Canadian corporate and securities laws, conveyed by way of public broadcast, including through press releases, speeches or publications, and by any other manner permitted under applicable corporate and securities laws. Plantro may engage the services of one or more agents and authorize other persons to assist in soliciting proxies on behalf of Plantro.

    Plantro has retained Morrow Sodali (Canada) Ltd. (“Sodali”) as its proxy advisor to assist Plantro in soliciting shareholders should Plantro commence a formal solicitation of proxies, for which Sodali will receive a fee not to exceed $200,000 plus a per call fee and certain success fees, together with reimbursement for reasonable and out-of-pocket expenses, and will be indemnified against certain liabilities and expenses, including certain liabilities under securities laws. Sodali’s responsibilities will principally include advising Plantro on governance best practices, where applicable, liaising with proxy advisory firms, developing and implementing shareholder engagement strategies, and advising with respect to meeting and proxy protocol.

    Plantro is not requesting that Dye & Durham shareholders submit a proxy at this time. Once Plantro has commenced a formal solicitation of proxies in connection with the Special Meeting, proxies may be revoked by instrument in writing by the shareholder giving the proxy or by its duly authorized officer or attorney, or in any other manner permitted by law (including subsection 110(4) of the Business Corporations Act (Ontario)). None of Plantro or, to its knowledge, any of its associates or affiliates, has any material interest, direct or indirect, (i) in any transaction since the beginning of Dye & Durham’s most recently completed financial year or in any proposed transaction that has materially affected or would materially affect Dye & Durham or any of its subsidiaries; or (ii) by way of beneficial ownership of securities or otherwise, in any matter proposed to be acted on at the Special Meeting, other than the election of directors to the Board.

    Dye & Durham’s principal office address is 25 York St., Suite 1100, Toronto, Ontario, M5J 2V5. A copy of this news release may be obtained on Dye & Durham’s SEDAR profile at www.sedar.com.

    Disclaimer for Forward-Looking Information

    Certain information in this news release may constitute “forward-looking information” within the meaning of applicable securities legislation. Forward-looking statements and information generally can be identified by the use of forward-looking terminology such as “may,” “will,” “expect,” “intend,” “estimate,” “anticipate,” “believe,” “should,” “plans,” “continue,” or similar expressions suggesting future outcomes or events. Forward-looking information in this news release may include, but is not limited to, statements of Plantro regarding (i) how Plantro intends to exercise its legal rights as a shareholder of the Company, and (ii) its plans to make changes at the Board of the Company.

    Although Plantro believes that the expectations reflected in any such forward-looking information are reasonable, there can be no assurance that such expectations will prove to be correct. Such forward-looking statements are subject to risks and uncertainties that may cause actual results, performance or developments to differ materially from those contained in the statements including, without limitation, the risks that (i) the Company may use tactics to thwart the rights of Plantro as a shareholder and (ii) the actions being proposed and the changes being demanded by Plantro, may not take place for any reason whatsoever. Except as required by law, Plantro does not intend to update these forward-looking statements.

    About Plantro

    Plantro is a privately held company, with an established track record of making successful investments in undervalued and high quality legal, financial, and information services businesses.

    Media Contact

    Gagnier Communications
    Riyaz Lalani / Dan Gagnier
    Plantro@gagnierfc.com

    ____________________________________
    1
    Source: CapIQ: based off of analyst consensus adjusted EBITDA estimates and Plantro’s calculations which are available within the investor presentation on www.SellDnD.com
    2The Company’s Consolidated First Lien Net Leverage Ratio will be materially higher in two quarters from now when it loses the ability to offset $185 million in restricted cash it holds to repay its 2026 convertible debentures, against its senior debt. Based on sell-side consensus estimates, the Company will be much closer to breaching its Consolidated First Lien Net Leverage Ratio covenant, should it remain in place.
    3Assumes 0.5% annual Adjusted EBITDA growth after the sale of financial services based off trailing 9-month results as at Q3 FY25; Further details on Plantro’s assumptions and calculations are available within the investor presentation on www.SellDnD.com
    4Future share price applies current EV / LTM EBITDA multiple to LTM EBITDA ending March 31, 2026 based on research consensus estimates and adjusting for net debt forecasted as at March 31, 2026 with cash flow assumptions as further detailed in the presentation available at www.SellDnD.com.

    The MIL Network

  • MIL-OSI: Transfix Launches Smart Uploads and Routing Guide to Modernize End-to-End Freight Pricing and Procurement

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 07, 2025 (GLOBE NEWSWIRE) — Transfix, a leading freight technology company, today announced the launch of two powerful features, Smart Uploads and Routing Guide, that together redefine the pricing and procurement experience for freight brokers. Built into the Transfix Solutions Console, these AI-driven tools eliminate manual bottlenecks from RFP management and carrier booking, helping brokers price smarter, respond faster, and execute more reliably in a volatile market.

    “Freight brokers have long been stuck between inconsistent RFP formats on one end and fragmented carrier networks on the other,” said Jonathan Salama, CEO and Co-founder of Transfix. “With Smart Uploads and Routing Guide, we’re modernizing the entire pricing and procurement lifecycle, from ingestion to execution, by combining automation with actionable intelligence. This is a huge step toward building freight’s first Quote Management System.”

    Modernizing Freight from File to Final Mile

    Together, Smart Uploads and Routing Guide represent a full-stack solution for the freight industry’s most persistent pain points: messy data, manual workflows, inconsistent pricing, and unreliable carrier performance.

    Smart Uploads: AI-Driven RFP Ingestion

    Now available within the Transfix Solutions Console, Smart Uploads automatically converts shipper-submitted RFPs into a clean, structured format, regardless of the original spreadsheet layout. The AI identifies key fields, flags ambiguities, and preserves the original file for full traceability, saving brokers hours of formatting time and eliminating costly errors.

    A future release will introduce Smart Downloads, allowing users to export pricing responses in the shipper’s original format, ensuring a seamless, round-trip RFP process.

    Key Benefits of Smart Uploads include:

    • Instant AI Mapping: Automatically aligns shipper RFP formats to Transfix’s proprietary pricing system
    • Error Visibility: Flags problematic fields for review without halting progress
    • Faster Turnaround: Slashes manual prep time so brokers can respond sooner
    • Higher Accuracy: Reduces costly data entry errors

    Routing Guide: Operational Intelligence for Carrier Selection

    Also launched today, Routing Guide enables brokers to lock in that pricing intelligence with consistent, high-performing carrier assignments. Using historical data, brokers can build high-quality networks, automate recurring freight, and reduce fraud by surfacing only vetted, trusted partners. Brokers can also set rate-optimizing margins and preferences by day or lane, ensuring reliable service with every booking.

    Key Benefits of Routing Guide include:

    • Stronger Partnerships: Prioritize top-performing carriers by lane
    • Faster Execution: Eliminate manual vetting for recurring loads
    • Reduced Fraud: Rely on trusted partners and minimize risk
    • Better KPIs: Improve delivery performance and margin outcomes

    With both tools now live in the Transfix Solutions Console, freight brokers gain a strategic, end-to-end advantage in today’s competitive market. By transforming messy, error-prone spreadsheets into actionable pricing and pairing those rates with the best carriers for the job, Transfix is delivering on its vision to create the industry’s first fully-integrated Quote Management System (QMS).

    To learn more about Transfix and its freight solutions, visit www.transfix.io.


    About Transfix
    Transfix, Inc. is a freight technology leader dedicated to empowering brokers and 3PLs with innovative AI-driven pricing and load management solutions. Our Custom Rate Prediction Suite delivers tailored, highly accurate spot and contract rate forecasts, streamlined RFP workflows, and automated bidding tools that save time and improve margins. With over a decade of brokerage expertise and a commitment to data privacy, Transfix provides real-time insights and custom models that give brokers a competitive edge while ensuring their data remains proprietary and confidential. Transform your operations with the trusted partner in freight technology.

    Media Contact:
    Amber Good
    LeadCoverage
    amber@leadcoverage.com

    The MIL Network

  • MIL-OSI: Transfix Launches Smart Uploads and Routing Guide to Modernize End-to-End Freight Pricing and Procurement

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 07, 2025 (GLOBE NEWSWIRE) — Transfix, a leading freight technology company, today announced the launch of two powerful features, Smart Uploads and Routing Guide, that together redefine the pricing and procurement experience for freight brokers. Built into the Transfix Solutions Console, these AI-driven tools eliminate manual bottlenecks from RFP management and carrier booking, helping brokers price smarter, respond faster, and execute more reliably in a volatile market.

    “Freight brokers have long been stuck between inconsistent RFP formats on one end and fragmented carrier networks on the other,” said Jonathan Salama, CEO and Co-founder of Transfix. “With Smart Uploads and Routing Guide, we’re modernizing the entire pricing and procurement lifecycle, from ingestion to execution, by combining automation with actionable intelligence. This is a huge step toward building freight’s first Quote Management System.”

    Modernizing Freight from File to Final Mile

    Together, Smart Uploads and Routing Guide represent a full-stack solution for the freight industry’s most persistent pain points: messy data, manual workflows, inconsistent pricing, and unreliable carrier performance.

    Smart Uploads: AI-Driven RFP Ingestion

    Now available within the Transfix Solutions Console, Smart Uploads automatically converts shipper-submitted RFPs into a clean, structured format, regardless of the original spreadsheet layout. The AI identifies key fields, flags ambiguities, and preserves the original file for full traceability, saving brokers hours of formatting time and eliminating costly errors.

    A future release will introduce Smart Downloads, allowing users to export pricing responses in the shipper’s original format, ensuring a seamless, round-trip RFP process.

    Key Benefits of Smart Uploads include:

    • Instant AI Mapping: Automatically aligns shipper RFP formats to Transfix’s proprietary pricing system
    • Error Visibility: Flags problematic fields for review without halting progress
    • Faster Turnaround: Slashes manual prep time so brokers can respond sooner
    • Higher Accuracy: Reduces costly data entry errors

    Routing Guide: Operational Intelligence for Carrier Selection

    Also launched today, Routing Guide enables brokers to lock in that pricing intelligence with consistent, high-performing carrier assignments. Using historical data, brokers can build high-quality networks, automate recurring freight, and reduce fraud by surfacing only vetted, trusted partners. Brokers can also set rate-optimizing margins and preferences by day or lane, ensuring reliable service with every booking.

    Key Benefits of Routing Guide include:

    • Stronger Partnerships: Prioritize top-performing carriers by lane
    • Faster Execution: Eliminate manual vetting for recurring loads
    • Reduced Fraud: Rely on trusted partners and minimize risk
    • Better KPIs: Improve delivery performance and margin outcomes

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    The MIL Network

  • MIL-OSI Submissions: From Seattle to Atlanta, new social housing programs seek to make homes permanently affordable for a range of incomes

    Source: The Conversation – USA (2) – By Susanne Schindler, Research Fellow at the Joint Center for Housing Studies, Harvard Kennedy School

    Activists in Seattle gather signatures to put a social housing initiative on the ballot. In early 2025, voters passed the measure, which implements a payroll tax on high incomes to fund the program. House Our Neighbors, CC BY-SA

    Seattle astounded housing advocates around the country in February 2025, when roughly two-thirds of voters approved a ballot initiative proposing a new 5% payroll tax on salaries in excess of US$1 million.

    The expected revenue – estimated to amount to $52 million dollars annually – would go toward funding a public development authority named Seattle Social Housing, which would then build and maintain permanently affordable homes.

    The city has experienced record high rents and home prices over the past two decades, attributed in part to the high incomes and relatively low taxes paid by tech firms like Amazon. Prior attempts to make these companies do their part to keep the city affordable have had mixed results.

    So despite nationwide, bipartisan skepticism of government and tax increases, Seattle’s voters showed that in light of a severe affordability crisis, a new role for the public sector and a new, dedicated fiscal revenue stream for housing were not only necessary, but possible.

    As a trained architect and urban historian, I study how capitalist societies have embraced – or rejected – housing that’s permanently shielded from market forces and what that means for architecture and urban design.

    To me, Seattle’s social housing initiative shows that the country’s traditional, “either-or” housing model – of unregulated, market-rate housing versus tightly regulated, income-restricted affordable housing – has reached its limits.

    Social housing promises a different path forward.

    The rise of the ‘two-tiered’ system

    After World War I, amid a similarly dire housing crisis, journalist Catherine Bauer traveled to Europe and learned about the continent’s social housing programs.

    She publicized her findings in the 1934 book “Modern Housing,” in which she advocated for housing that would be permanently shielded from the private real estate market. High-quality design was central to her argument. (The book was reissued in 2020, reflecting a renewed hunger for her ideas.)

    Early New Deal programs supported “limited-dividend,” or nonprofit, housing sponsored by civic organizations such as labor unions. The Carl Mackley Houses in Philadelphia exemplified this approach: The government provided low-interest loans to the American Federation of Full-Fashioned Hosiery Workers, which then constructed housing for its workers with rents set at affordable rates. The complex was built with community rooms and a swimming pool for its residents.

    Financed by $1.2 million in federal funds, the Carl Mackley Houses, completed in 1935, provided homes for union workers.
    Alfred Kastner papers, Collection No. 7350, Box 45, Record 12, American Heritage Center, University of Wyoming

    However, the 1937 U.S. Housing Act omitted this form of middle-income housing. Instead, the federal government chose to support public rental housing for low-income Americans and private homeownership, with little in between.

    Historian Gail Radford has aptly termed this a “two-tiered system,” and it was problematic from the start.

    Funding for public housing in the U.S. – as well as for its successor, private-sector-built affordable housing – has always been capped in ways that fall far short of demand, with access to the homes largely restricted to households with the lowest incomes. Private-sector-built affordable housing depends on dangling tax credits for private investors, and rent restrictions can expire.

    While the U.S. promoted this two-tiered system, cities like Vienna pursued a different path.

    In Austria’s culturally vibrant capital, today half of all dwellings are permanently removed from the private market. Roughly 80% of households qualify to live in them. The buildings take a range of forms, are located in all neighborhoods, and are built and operated as rental or cooperative housing either by the city or by nonprofit developers.

    Rents do not rise and fall according to household income, but are instead set to cover capital and operation expenses. These are kept low thanks to long-term, low-interest loans. These loans are funded through a nationwide 1% payroll tax, split evenly between employers and employees. Renters also make a down payment, priced in relation to the size and age of the apartment, which keeps monthly rents down. To guarantee access to low-cost land, the municipality has pursued an active land acquisition policy since the 1980s.

    Vienna’s Pilotengasse Housing Estate, a social housing development featuring low-rise buildings with abundant greenery, was completed in 1992 and serves a range of income groups.
    Viennaslide/Construction Photography/Avalon/Getty Images

    Housing shielded from the private market

    The inequities created by the two-tiered system – along with the absence of viable options for moderate- and middle-income households – are what social housing advocates in the U.S. are trying to address today.

    In 2018, the think tank People’s Policy Project published what was likely the first 21st-century report advocating for social housing in the U.S., citing Vienna as a model.

    Across the U.S., social housing is being used to describe a range of programs, from limited equity cooperatives and community land trusts to public housing.

    They all share a few underlying principles, however.

    First and foremost, social housing calls for permanently shielding homes from the private real estate market, often referred to as “permanent affordability.” This usually means public investment in housing and public ownership of it. Second, unlike the ways in which public housing has traditionally operated in the U.S., most social housing programs aim to serve households across a broader range of incomes. The goal is to create housing that is both financially sustainable and appealing to broad swaths of the electorate. Third, social housing aspires to give residents more control over the governance of their homes.

    Social housing doesn’t all look the same. But thoughtful design is key to its success. It’s built to be owned and operated in the long-term, not for short-term financial gain. Construction quality matters, and developers realize it needs to be appealing to a range of tenants with different needs.

    Early successes

    In recent years, there have been significant wins for the social housing movement at the state and local levels.

    In 2023, Atlanta created a new quasi-public entity to co-develop mixed-income housing on city-owned land. In 2024, Rhode Island voters and the Massachusetts legislature funded pilot projects to test public investment in social housing. And 2025 has seen the the passage of Chicago’s Green Social Housing ordinance.

    Many of these programs were directly inspired by affordable housing initiatives in Montgomery County, Maryland.

    Since 2021, the county’s housing authority has used a $100 million housing fund to invest in new mixed-income developments. Through these investments, the county retains co-ownership and has been able to bring down the cost of development enough to offer 30% of homes at significantly below market rents, in perpetuity. If Vienna is the global paragon for social housing, Montgomery County has become its domestic counterpart.

    In Seattle, social housing will mean homes delivered and permanently owned by Seattle Social Housing, which is funded through the payroll tax on high incomes. The initiative envisions developments featuring a range of apartment sizes to meet the needs of different family sizes, built to high energy-efficiency standards. Homes will be available to households earning up to 120% of area median income, with residents paying no more than 30% of their income on rent. In Seattle, that means that a single-person household making up to $120,000 will qualify.

    Members of the New York City Council hold a rally with housing activists to promote social housing legislation in March 2023.
    William Alatriste/NYC Council Media Unit, CC BY-SA

    Ongoing debates

    Despite these successes, many Americans remain skeptical of social housing.

    Sign up for a webinar on the topic, and you’ll hear participants question the term itself. Isn’t it far too “socialist” to be broadly adopted in the U.S.? And isn’t this just “old wine in new bottles”?

    Join a housing task force, and established nonprofits will be the ones to push back, arguing that they already know how to build and manage housing, and that all they need is money.

    Some housing activists also question whether using scarce public dollars to pay for mixed-income housing will yet again shortchange those who most need governmental assistance – namely, the poor. Others point to the need to provide more ways to build intergenerational wealth, especially for racial minorities, who have historically faced barriers to homeownership.

    Urban planner Jonathan Tarleton has highlighted another important issue: the danger of social housing reverting over time to private ownership, as has been the case with some cooperatives in New York City. Tarleton stresses the need for “social maintenance” – the importance of telling and retelling the story of whom social housing is meant to serve.

    These debates raise important questions. Social housing may be a confusing term and an aspirational concept. But it is here to stay: It has galvanized organizers and policymakers around a new approach to the design, development and maintenance of housing.

    Social housing keeps prices down through long-term public investment, ensuring that future generations will still benefit. Developers can design and provide homes that respond to how people want to live. And in an increasingly polarized country, social housing will allow people of various backgrounds, incomes and ideological persuasions to live together again, rather than apart.

    Whether it’s the kind found in Seattle, in Maryland or somewhere in between, I believe social housing is needed more than ever before to address the country’s twin problems of affordability and a lack of political imagination.

    This article is part of a series centered on envisioning ways to deal with the housing crisis.

    Susanne Schindler receives funding from Harvard’s Joint Center for Housing Studies.

    ref. From Seattle to Atlanta, new social housing programs seek to make homes permanently affordable for a range of incomes – https://theconversation.com/from-seattle-to-atlanta-new-social-housing-programs-seek-to-make-homes-permanently-affordable-for-a-range-of-incomes-255097

    MIL OSI

  • MIL-OSI Submissions: What schools can learn from skate culture

    Source: The Conversation – UK – By Sander Hölsgens, Assistant Professor, Leiden Institute of Cultural Anthropology and Development Sociology, Leiden University

    Dean Drobot/Shutterstock

    At a school in Malmö, Sweden, skateboarding is on the curriculum. John Dahlquist, vice principal of Bryggeriets High School, teaches skate classes and brings lessons from skateboarding into other subjects. By encouraging teenagers to have fun together through skating and beyond, he notices that they want to attend school. Writing in a recent book I co-edited on skateboarding and teaching, Dahlquist notes that he even sees students longing to be back in the classroom after the weekend.

    Skateboarding is creative, requiring ingenuity in adapting to new environments. It’s collaborative and social: skaters cheer each other on when they try to learn something new, acknowledging that everyone operates at a different level and faces a distinct challenge.

    When skateboarding is done well, individual growth takes place among a community of care and mutual support. And it requires a willingness to fail. There’s no way to master a trick without trying and failing, over and over again.

    My colleagues and I have researched the value of a skateboarding philosophy in schools, and how teachers can bring it into their classrooms.


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    Take Dahlquist’s teaching in Malmö. He notes that interweaving skate classes with other subjects has multiple noteworthy effects. The physical activity of skateboarding improves levels of concentration. Some students even say that they’d never been successful in any other learning environment. Elsewhere, they’d be unable to focus on the task at hand.

    What’s more, a skateboarding mindset – being prepared to learn difficult tricks in unfamiliar settings – equipped students with the capacity to master other kinds of new skills.

    Able to fail

    The process of overcoming the anxiety to fail is crucial. Skaters cannot be afraid to fall if they want to learn new tricks. The motivation to learn through repeated efforts helps skaters in other areas of life, too. Skaters at Bryggeriet aren’t worried as much about failing grades, precisely because they see it as an opportunity to learn and move forward.

    As Dahlquist says, “At the end of my classes, I usually have to throw my students out of the classroom. A lot of them beg for three more tries: ‘I’ve got this, just give me three more tries. I promise I will learn.‘”

    This mindset decreases grades as education’s cornerstone and, by extension, enhances students’ mental health. My colleague Esther Sayers, who conducted fieldwork at Bryggeriets, found another effect. Teachers help students to develop the skills to get motivated, to reach a point of feeling inspired – or what skaters call “stoke”.

    Skateboarding fosters a non-competitive learning culture.
    PeopleImages.com – Yuri A

    Bryggeriets High School isn’t the only place where skateboarding is helping teach people how to learn. Reaching beyond its historical status as a self-regulated street culture, skateboarding now plays an important role in building engaged learning communities across the globe. Berlin-based skate organisation Skateistan hosts skate classes, gives young people access to education and offers funds for young and upcoming community leaders.

    Concrete Jungle Foundation co-builds skateparks with young people in Peru, Morocco and Jamaica, in order to exchange knowledge and drive local ownership and apprenticeship. Similarly, the New York-based Harold Hunter Foundation runs skate workshops that also provide mentoring and career guidance.

    Colleagues Arianna Gil and Jessica Forsyth have studied working class black and Latin American skate crews, run by genderdiverse community organisers. They found that skate crews such as Brujas and Gang Corp mobilise skaters according to the “for us, by us” spirit.

    Challenging institutional models of authority, these skate crews develop services based on the hopes and aspirations of their communities – ranging from teach-ins to recreational programmes. This includes a talk on the history and meaning of hoodies, and modules on the power of storytelling and the danger of propaganda. The crux, here, is to learn about stuff you encounter in your daily lives.

    Skaters who experience poverty and oppression create their own ecosystem for learning from one another, from being out of an educational system that is organised in a top-down way. This means creating a grassroots school model where skate crews choose what and how they want to learn. Rather than grades and degrees, education here is structured around the process of learning from your peers – with the idea of passing on this knowledge in the near future.

    The effects of this approach are threefold. First, it centers mentorship and apprenticeship, resulting in intergenerational knowledge exchange. Second, skateboarding’s DIY spirit can help overcome access barriers. By embracing grassroots teaching practices and formats, education can be tailored to the specific needs and desires of a community, rather than following standardised learning objectives.

    Third, rather than focusing on memorising facts or learning for grades, this new ecosystem is structured around problem-based learning. Presented with worldly problems such as human rights violations and hostile architecture, skaters learn not just how to analyse their surroundings, but also how to cope with and engage oppressive societal structures.

    As formal education faces incremental budget cuts and deepened governmental influence, skateboarding shows us new ways to organise our learning spaces. Schools and teachers can engage their students by integrating aspects of a learning culture that decentres evaluations and assessments and celebrates attempts, rather than just successes.

    Sander Hölsgens received a ‘starting grant’ from OCW, The Netherlands. He is affiliated with Pushing Boarders, a platform tracing the social impact of skateboarding worldwide.

    ref. What schools can learn from skate culture – https://theconversation.com/what-schools-can-learn-from-skate-culture-255239

    MIL OSI

  • MIL-OSI Submissions: What people really want from their GP – it’s simpler than you might think

    Source: The Conversation – UK – By Helen Atherton, Professor of Primary Care Research, University of Southampton

    Stephen Barnes/Shutterstock.com

    Booking a GP appointment is a routine task, yet for many people it’s a source of frustration. Long waits, confusing systems and impersonal processes have become all too familiar. While much attention has been paid to how difficult it is to get an appointment, less research has asked a more fundamental question: what do patients actually want from their general practice?

    To answer this, my colleagues and I reviewed 33 studies that were a mixture of study designs, and focused on patients’ expectations and preferences regarding access to their GP in England and Scotland.

    What people wanted was not complicated or cutting edge. People were looking for connection; a friendly receptionist and good communication from the practice about how they could expect to make an appointment. And they wanted a general practice in their own neighbourhood with clean, calm waiting rooms. So far, so simple.


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    People wanted booking systems that were simple and user-friendly, without long automated phone menus (“press one for reception”). Preferences varied. Some patients valued the option to book appointments in person at the reception desk, while others preferred the convenience of online booking.

    Regardless of how they booked, patients wanted shorter waiting times or, at least, clear information about when they could expect an appointment or a callback.

    Ideally, general practice would be open on Saturdays and Sundays for those who cannot attend during the week.

    Remote consultations – by phone, video or email – have become more common since the pandemic, and many patients found them helpful. For those with caring responsibilities or mobility issues, they offered a convenient way to access care without needing to leave home.

    However, remote appointments weren’t suitable for everyone. Some patients lacked privacy at work, while others – particularly those with hearing impairments – found telephone consultations difficult or impossible to use.

    What patients consistently wanted was choice, particularly when it came to remote consultations. While in-person appointments were seen as the gold standard, many recognised that telephone or video consultations could be useful in certain situations. Preferences varied widely, which made the ability to choose the type of consultation especially important.

    Patients also wanted choice over who they saw, especially for non-urgent issues or when managing ongoing health conditions.

    In today’s general practice, care is often delivered by a range of professionals, including nurses, pharmacists and physiotherapists. While many patients were open to seeing different healthcare professionals, older adults and people from minority ethnic backgrounds were more likely to prefer seeing a GP.

    Overall, patients wanted the option to choose a GP over another healthcare professional – or at least be involved in that decision.

    Satisfaction at all-time low

    Unsurprisingly, what patients want from general practice varies, reflecting different lifestyles, needs and circumstances. But what was equally clear is that many people are not able to get what they want from the appointment system.

    According to a recent British Social Attitudes survey, patient satisfaction with general practice is at an all-time low, with just below one in three people reporting that they are very or quite satisfied with GP services.

    Some elements of the UK government’s recently announced ten-year plan for the NHS in England may address some of these concerns, but it remains far from certain. The emphasis on the NHS app as a “doctor in your pocket” does not align with what many patients are asking for: genuine choice over whether they access care online or in person.




    Read more:
    NHS ten-year plan for England: what’s in it and what’s needed to make it work


    Not everyone wants a doctor in their pocket.
    NHS/Shutterstock.com

    The proposal to open neighbourhood health centres on weekends could benefit those who need more flexible access. However, simply increasing the number of appointments misses the point: patients want more than just availability. They want care that is accessible, personalised and responsive to their individual needs.

    The evidence is clear and the solutions simple, yet patient satisfaction remains at an all-time low. The government must stop assuming technology is the answer and start listening to what patients are actually telling them. The cost of ignoring their voices is a healthcare system that serves no one well.

    Helen Atherton receives funding from the National Institute for Health Research and the Research Council of Norway.

    ref. What people really want from their GP – it’s simpler than you might think – https://theconversation.com/what-people-really-want-from-their-gp-its-simpler-than-you-might-think-260520

    MIL OSI

  • MIL-OSI Submissions: Georgia: how democracy is being eroded fast as government shifts towards Russia

    Source: The Conversation – UK – By Natasha Lindstaedt, Professor in the Department of Government, University of Essex

    Georgia was once considered a post-Soviet success story. After years of authoritarian rule, followed by independence which brought near state collapse, corruption and chaos, Georgia appeared to have transitioned to democracy.

    In a period after independence in 1991 and before 2020, elections were regularly held and were deemed mostly free and fair, the media and civil society were vibrant and corruption levels had diminished significantly.

    The “Rose revolution” in 2003 ushered in an era of unprecedented reform and suggested a move towards democracy and a closer relationship with the west. Georgians were full of hope for the country’s future, and prospects of joining the European Union – or at least moving closer to Europe.

    Fast forward two decades and Georgia has fully returned to authoritarianism. Six opposition leaders are in prison or facing charges and now thinktank leaders are being targeted with investigations that could land them in prison. Typically these charges centre around accepting foreign funding or criticising the government.


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    In moves in line with other authoritarian regimes around the world, opposition organisations such as thinktanks are being told to produce financial documents in short timeframes, and accused of financial mismanagement and threatened with prosecution if they don’t.

    In May 2024, Georgia passed a Russian-inspired foreign agent law — which would require non-governmental organisations (NGOs) receiving foreign funding to register themselves and face restrictions. Protests erupted each time Georgia’s parliament debated this measure, but eventually the pro-RussianGeorgia Dream party prevailed. More than 90% of NGOs receive funding from abroad, so the new law cripples the efforts of some 26,000 of them.

    Many Georgians were outraged that the passage of the bill may end dreams of one day becoming a European Union candidate country. Regular surveys have found that about 80% of Georgians have aspirations for their country to join the EU.

    Though Georgia faces a host of economic problems, the Georgia Dream party has campaigned on delivering a return to traditional values. Like Russia they have also passed a series of laws in 2024 that target the LGBTQ+ community, such as banning content that features same-sex relationships and stripping same-sex couples of rights, such as adoption.

    Parallels with Russia?

    Georgia Dream also passed legislation making treason a criminal offence, a clear attempt to eliminate political opponents. Any insults of politicians online are also considered a criminal offence.

    Also, in June of this year civil society organisations in Georgia received court orders requiring them to disclose highly sensitive data. Meanwhile, members of the Georgia Dream party were accused of assaulting opposition party leader Giorgi Gakharia suffering a broken nose and a concussion, which they denied.

    In another effort to exercise greater control over the state, since the beginning of this year more than 800 civil servants have been dismissed. Similar to the purges that took place in Turkey — this is not being done in the name of efficiency, but to ensure that the bureaucracy is loyal to wishes of the Georgia Dream government.

    This hasn’t happened overnight, as the laws had already changed several times to weaken legal protections for civil servants.

    During its time in government, the Georgia Dream party has moved the country much closer to Russia, often by portraying the nation as locked in a cultural struggle against the west. Despite this, 69% of Georgians still see Russia as Georgia’s main enemy, up from 35% in 2012.

    Though the Georgia Dream party faces increasing public opposition to its rule, it gained nearly the same amount of votes in the 2024 elections as it did in 2012 – when it was at its peak of popularity. The election result in October 2024 may be partly explained by accusations of fraud and other irregularities.

    How did this happen?

    One of the first big threats to Georgia’s democracy came in August 2008 when Russia invaded the country to offer support for two breakaway regions in South Ossetia and Abkhazia which declared themselves independent from Georgia. The international community did little to censure Russia, giving Russian president Vladimir Putin the confidence to engage in further acts of aggression.

    Russia has maintained troops in South Ossetia, only about 30 miles from Georgia’s capital Tbilisi, and continues to play an important role in Georgian politics, undermining democracy.

    The next threat came from within. Billionaire Bidzina Ivanishvili was elected prime minister of Georgia in 2012 as the leader of Georgia Dream. despite the fact that he officially stepped down from this position in 2013, he has wielded power behind the scenes and is still widely considered to be the de facto leader of Georgia.

    Though Georgia did not immediately slide towards autocracy under the Georgia Dream party, today there are few remnants of democracy left. The major opposition parties are banned, opposition politicians and journalists are spied on, and protests are repressed by the police.

    Cameras are now installed on the streets of Tbilisi as part of a crackdown on protest and fines for protesting have increased. Elections are no longer considered to be free and fair by the European Union and others as the Georgia Dream party uses its access to the state resources to dole out patronage to its supporters and intimidate voters.

    In just over two decades, Georgia has managed to plunge back to authoritarianism. Once hailed as a beacon of democratic reform, the country is now gripped by a Russian-influenced ruling party that has consolidated power through repression, surveillance and manipulation.

    But while the Georgia Dream party has tried to dismantle the country’s democratic institutions, support for resistance is high. According to a poll in 2025, more than 60% of respondents supported protests against the government and 45% identified as active supporters. And 82% feel Georgia is in crisis, with 78% blaming Georgian Dream.

    It appears that Russia may have succeeded in undermining democracy in Georgia, but not in shaping hearts and minds.

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

    ref. Georgia: how democracy is being eroded fast as government shifts towards Russia – https://theconversation.com/georgia-how-democracy-is-being-eroded-fast-as-government-shifts-towards-russia-260430

    MIL OSI

  • MIL-OSI Submissions: US backs Nato’s latest pledge of support for Ukraine, but in reality seems to have abandoned its European partners

    Source: The Conversation – UK – By Stefan Wolff, Professor of International Security, University of Birmingham

    Recent news from Ukraine has generally been bad. Since the end of May, ever larger Russian air strikes have been documented against Ukrainian cities with devastating consequences for civilians, including in the country’s capital, Kyiv.

    Amid small and costly but steady gains along the almost 1,000km long frontline, Russia reportedly took full control of the Ukrainian region of Luhansk, part of which it had already occupied before the beginning of its full-scale invasion of Ukraine in February 2022.

    And according to Dutch and German intelligence reports, some of Russia’s gains on the battlefield are enabled by the widespread use of chemical weapons.


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    It was therefore something of a relief that Nato’s summit in The Hague produced a short joint declaration on June 25 in which Russia was clearly named as a “long-term threat … to Euro-Atlantic security”. Member states restated “their enduring sovereign commitments to provide support to Ukraine”. While the summit declaration made no mention of future Nato membership for Ukraine, the fact that US president Donald Trump agreed to these two statements was widely seen as a success.

    Yet, within a week of the summit, Washington paused the delivery of critical weapons to Ukraine, including Patriot air defence missiles and long-range precision-strike rockets. The move was ostensibly in response to depleting US stockpiles.

    This despite the Pentagon’s own analysis, which suggested that the shipment – authorised by the former US president Joe Biden last year – posed no risk to US ammunition supplies.

    This was bad news for Ukraine. The halt in supplies weakens Kyiv’s ability to protect its large population centres and critical infrastructure against intensifying Russian airstrikes. It also puts limits on Ukraine’s ability to target Russian supply lines and logistics hubs behind the frontlines that have been enabling ground advances.

    Despite protests from Ukraine and an offer from Germany to buy Patriot missiles from the US for Ukraine, Trump has been in no rush to reverse the decision by the Pentagon.

    Russia is now claiming to have completed its occupation of the province of Luhansk in eastern Ukraine.
    Institute for the Study of War

    Another phone call with his Russian counterpart, Vladimir Putin, on July 3, failed to change Trump’s mind, even though he acknowledged his disappointment with the clear lack of willingness by the Kremlin to stop the fighting. What’s more, within hours of the call between the two presidents, Moscow launched the largest drone attack of the war against Kyiv.

    A day later, Trump spoke with Zelensky. And while the call between them was apparently productive, neither side gave any indication that US weapons shipments to Ukraine would resume quickly.

    Trump previously paused arms shipments and intelligence sharing with Ukraine in March, 2025 after his acrimonious encounter with Zelensky in the Oval Office. But the US president reversed course after certain concessions had been agreed – whether that was an agreement by Ukraine to an unconditional ceasefire or a deal on the country’s minerals.

    It is not clear with the current disruption whether Trump is after yet more concessions from Ukraine. The timing is ominous, coming after what had appeared to be a productive Nato summit with a unified stance on Russia’s war of aggression. And it preceded Trump’s call with Putin.

    This could be read as a signal that Trump was still keen to accommodate at least some of the Russian president’s demands in exchange for the necessary concessions from the Kremlin to agree, finally, the ceasefire that Trump had once envisaged he could achieve in 24 hours.

    If this is indeed the case, the fact that Trump continues to misread the Russian position is deeply worrying. The Kremlin has clearly drawn its red lines on what it is after in any peace deal with Ukraine.

    These demands – virtually unchanged since the beginning of the war – include a lifting of sanctions against Russia and no Nato membership for Ukraine, while also insisting that Kyiv must accept limits on its future military forces and recognise Russia’s annexation of Crimea and four regions on the Ukrainian mainland.

    This will not change as a result of US concessions to Russia but only through pressure on Putin. And Trump has so far been unwilling to apply pressure in a concrete and meaningful way beyond the occasional hints to the press or on social media.

    Coalition of the willing

    It is equally clear that Russia’s maximalist demands are unacceptable to Ukraine and its European allies. With little doubt that the US can no longer be relied upon to back the European and Ukrainian position, Kyiv and Europe need to accelerate their own defence efforts.

    A European coalition of the willing to do just that is slowly taking shape. It straddles the once more rigid boundaries of EU and Nato membership and non-membership, involving countries such as Moldova, Norway and the UK.
    and including non-European allies including Canada, Japan and South Korea.

    The European commission’s white paper on European defence is an obvious indication that the threat from Russia and the needs of Ukraine are being taken seriously and, crucially, acted upon. It mobilises some €800 billion (£690 billion) in defence spending and will enable deeper integration of the Ukrainian defence sector with that of the European Union.

    At the national level, key European allies, in particular Germany, have also committed to increased defence spending and stepped up their forward deployment of forces closer to the borders with Russia.

    US equivocation will not mean that Ukraine is now on the brink of losing the war against Russia. Nor will Europe discovering its spine on defence put Kyiv immediately in a position to defeat Moscow’s aggression.

    After decades of relying on the US and neglecting their own defence capabilities, these recent European efforts are a first step in the right direction. They will not turn Europe into a military heavyweight overnight. But they will buy time to do so.

    Stefan Wolff is a past recipient of grant funding from the Natural Environment Research Council of the UK, the United States Institute of Peace, the Economic and Social Research Council of the UK, the British Academy, the NATO Science for Peace Programme, the EU Framework Programmes 6 and 7 and Horizon 2020, as well as the EU’s Jean Monnet Programme. He is a Trustee and Honorary Treasurer of the Political Studies Association of the UK and a Senior Research Fellow at the Foreign Policy Centre in London.

    ref. US backs Nato’s latest pledge of support for Ukraine, but in reality seems to have abandoned its European partners – https://theconversation.com/us-backs-natos-latest-pledge-of-support-for-ukraine-but-in-reality-seems-to-have-abandoned-its-european-partners-260334

    MIL OSI

  • MIL-OSI Submissions: Nature-friendly farming budget swells in UK – but cuts elsewhere make recovery fraught

    Source: The Conversation – UK – By Nathalie Seddon, Professor of Biodiversity, Smith School of Enterprise and Environment and Department of Biology, University of Oxford

    Skylarks are a red-listed species, which means they are of high conservation concern in the UK. WildlifeWorld/Shutterstock

    Nature in the UK appeared to receive a rare funding boost in the June spending review, with the government setting a spending target of up to £2 billion a year for England’s environmental land management (ELM) scheme by 2028-29.

    By steering public funds toward farmers who restore hedgerows, soils and wetlands, England’s ELM programme is meant to renew landscapes that absorb carbon, support pollinators and keep water clean while helping rural businesses stay viable in a changing climate.

    If delivered in full, the package would elevate the UK’s post-Brexit model of investing public money in shared ecological care (rather than payments based on acreage) to one of the most generously funded in the world.

    Yet, scrutinise the details and a more complicated story emerges.


    Get your news from actual experts, straight to your inbox. Sign up to our daily newsletter to receive all The Conversation UK’s latest coverage of news and research, from politics and business to the arts and sciences.


    The review has trimmed the day-to-day budget of the Department for Environment, Food and Rural Affairs (Defra) in real terms. Defra now faces the unenviable task of signing and monitoring thousands of new ELM agreements with fewer staff and shrinking data resources. Without the capacity to check whether fields really have become richer in skylarks or streams clearer of fertiliser, large sums could be delayed or misdirected.

    Scale is another challenge. An independent analysis published in 2024 estimated that roughly £6 billion every year across the UK is needed to bring agriculture in line with the Environment Act targets for habitat restoration and net zero commitments.

    Even the full £2 billion promised for England would meet only about half of that evidence-based need. And the “up to” £400 million for trees and peatlands is not new money: it is funding that was first promised in 2024 and the payment schedule has still not been confirmed.

    Money could be paid to farmers for allowing woodlands to regenerate.
    Richard Hepworth, CC BY

    While the review earmarked £4.2 billion for flood and coastal defence, it does not specify how much of that will support nature-based measures such as floodplain restoration, or the creation of saltmarshes or riparian woodlands. The Environment Agency is consulting on a funding model that could embed such solutions, but the Treasury papers are silent on who will pay for that shift.

    Tech spending dwarfs habitat investment

    Contrast this with the sums heading to the Department for Energy Security and Net Zero.

    Roughly £30 billion is earmarked for nuclear fission, fusion research and carbon-capture hubs. These projects are heavy on concrete and steel (materials with a hefty carbon cost) but have no immediate ecological benefit.

    While new low-carbon technologies are crucial, thriving and resilient soils, wetlands and woodlands nourish food systems, safeguard water and hold vast stores of carbon – benefits that deepen and become more cost-effective over time.

    Nature-based solutions can also revitalise local economies. The Office for National Statistics estimates that replacing the benefits flowing from the UK’s forests, rivers and soils – flood buffering, crop pollination, cleaner air, recreation and more – would cost about £1.8 trillion, a figure that only hints at their deeper, immeasurable value.

    Yet the review sets out no plan to safeguard these life-support systems, or to factor their decline into the Treasury’s green book (the rule book used to appraise public investments) or the Bank of England’s stress tests, which check how shocks could ripple through the financial system.

    This is also a matter of fairness and public health. Growing evidence shows that regular contact with nature lowers the risks of heart disease and anxiety, while improving children’s cognitive development. These are benefits with a value that defies any price tag.

    Yet the places with the fewest trees and parks tend to be the same post-industrial towns ministers want to “level up”. The review is silent on biodiversity net gain (the flagship policy meant to channel private finance into local habitats) and on a proposed national nature wealth fund that could blend public and private capital for large-scale restoration.

    Housing money could repeat past mistakes

    One line in the spending review could still shift the balance.

    The chancellor has earmarked £39 billion for building social and affordable housing over the next decade. If every development delivers at least a 10% net gain for biodiversity onsite, and if schemes build in climate-smart design (living roofs, shade-giving street trees, permeable surfaces) with local residents, Britain could pioneer the world’s first large-scale, nature-positive, net-zero housing programme.

    Without those safeguards, “levelling up” risks repeating old mistakes: sealing green space under concrete today and paying tomorrow to retrofit drainage, shade and parks.

    Green space is scarce on this new housing estate near Cardiff, Wales.
    Shutterstock

    That risk is heightened by the government’s planning and infrastructure bill, now before parliament. In an open letter to MPs, economists and ecologists warn that the bill would let developers “pay cash to trash” irreplaceable habitats by swapping onsite protection for a levy, a move they describe as a “licence to kill nature”.

    At the next UN climate summit, Cop30 in Brazil in November 2025, the UK will have to show the world that its domestic spending matches its international rhetoric.

    More than 150 UK researchers made that point in an open letter to the prime minister, urging him to put nature at the centre of the UK’s Cop30 stance. Converting the Treasury’s headline figures into habitat gains and locking robust rules into both the planning bill and the housing drive would give ministers credible proof of progress when they update the UK’s climate and nature pledges on the Cop30 stage.

    The spending review may have nudged farm policy in the right direction and set a new higher water mark for nature-positive agriculture. Yet amid the squeeze on Defra, the recycling rather than expansion of tree and peat budgets and the continued dominance of technology over habitat, nature still comes a distant second to hard infrastructure in the UK growth model.

    There is still time to change course. Guaranteeing Defra’s capacity, publishing a timetable for the tree-and-peat fund, reserving part of the flood budget for community-led nature-based solutions and hardwiring strong biodiversity net gain rules into housing and planning reforms would turn headline promises into projects that enrich daily life while stewarding public money wisely.


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

    Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 45,000+ readers who’ve subscribed so far.


    Nathalie Seddon receives funding from UKRI and the Leverhulme Trust and sits on the UK Climate Change Committee. She is also a trustee of the Circular Bioeconomy Alliance and is a non-executive director of the social venture, Nature-based Insights.

    ref. Nature-friendly farming budget swells in UK – but cuts elsewhere make recovery fraught – https://theconversation.com/nature-friendly-farming-budget-swells-in-uk-but-cuts-elsewhere-make-recovery-fraught-259091

    MIL OSI

  • MIL-OSI United Kingdom: Review into Government Response to the Death of Harry Dunn

    Source: United Kingdom – Executive Government & Departments 3

    News story

    Review into Government Response to the Death of Harry Dunn

    Independent review into the UK Government response to the death of Harry Dunn announced by Foreign Secretary David Lammy 

    • Independent review into the UK Government response to the death of Harry Dunn announced by Foreign Secretary David Lammy
    • Review, led by Dame Anne Owers, will focus on Government actions in months following the tragedy in 2019, and look at support offered to UK citizens in comparable situations
    • David Lammy met Harry Dunn’s family and said the Government would learn lessons from the tragedy

    An independent review into the UK Government’s response to the death of Harry Dunn has been announced by Foreign Secretary David Lammy (Monday 7 July). Harry Dunn was tragically killed in a road traffic collision in August 2019. 

    The review will be led by Dame Anne Owers DBE, who will examine actions taken by the Foreign and Commonwealth Office in support of the family of Harry Dunn in the period between 27 August and the end of December in 2019. 

    Having promised to undertake a review while sitting as an opposition MP, David Lammy has met twice with family members since becoming Foreign Secretary and committed the Government to learning lessons from the tragedy. 

    Foreign Secretary David Lammy said:  

    I have the deepest respect for the resolve Harry’s family have shown since his tragic death and in launching this independent review, we are honouring the commitments we have made to them. 

    I am confident the review into how the case was handled by the previous government has the remit required to properly address the family’s concerns and to ensure lessons are learned. 

    Having worked previously with Dame Anne Owers on the Lammy Review in 2017, I don’t believe anyone is better qualified to undertake this important piece of work.” 

    The mother of Harry Dunn, Charlotte Charles, said: 

    We welcome today’s formal announcement by the Foreign, Commonwealth and Development Office that a full review into the handling of Harry’s case will now take place. 

    I want to pay particular tribute to the Foreign Secretary David Lammy. Ever since we met him in his role as Shadow Foreign Secretary back in January 2023, he has shown us nothing but compassion and leadership. He listened to us carefully and committed to undertaking this review once he was in a position to do so. True to his word, he has now delivered on that promise. My family and Team Harry are incredibly grateful to him for doing the right thing. 

    We now look forward to working with Dame Anne Owers and doing all we can to support her in this important task. It is our sincere hope that her work will help ensure that no other family is ever treated in the way that ours was. This review is yet another step in our long journey towards ensuring that Harry’s loss was not in vain and that the World is a better and safer place.” 

    Dame Anne Owers DBE said: 

    I believe it is crucially important that public authorities are ready to learn lessons from difficult and traumatic events, so they can reflect on and improve the way they work and communicate. This is something that I have been committed to in all the roles I have held. 

    I am pleased to have been asked by the Foreign Secretary to carry out this work in the context of the tragic death of Harry Dunn, and to identify any lessons for the Foreign, Commonwealth and Development Office.  I very much hope that this will provide some assurance to Harry’s family.” 

    The independent review will seek to identify key lessons to be learned for comparable future situations. 

    It will not examine issues which have previously been considered under related historical legal proceedings, the UK’s relationship with other countries or the role or actions of any other countries. 

    The final report of the Independent Review will be published in full, subject only to redactions relating to national security or personal information, and will be laid before Parliament along with the Foreign Secretary’s Written Ministerial Statement.

    Updates to this page

    Published 7 July 2025

    MIL OSI United Kingdom

  • MIL-OSI Africa: Desert to Power: Independent power production in Sahel takes decisive step forward at fifth ministerial meeting

    Source: APO

    On 30 June 2025 in Ouagadougou, representatives from six member countries of the Desert to Power Initiative (https://apo-opa.co/3GlwfrL) approved key strategic documents to boost independent power production in the Sahel, at the fifth ministerial meeting of the project, spearheaded by the African Development Bank (www.AfDB.org).

    This crucial meeting provided an opportunity to take stock of progress made in implementing the Desert to Power Initiative, and to approve two key strategic documents: the Joint Protocol for Independent Power Producers (IPP) and the Strategy for the Promotion of Green Mini-Grids.  

    The IPP Joint Protocol, developed in close collaboration with the Desert to Power Taskforce and the African Legal Support Facility (ALSF), establishes standardised principles and documents to facilitate the development of large-scale solar power plants under public-private partnerships (PPPs). The aim of the mini-grid strategy is to determine a framework to accelerate implementation and encourage participation. 

    The meeting was chaired by Yacouba Zabré Gouba, Burkina Faso’s Minister of Energy, Mines and Quarries, and attended by the energy ministers of Djibouti, Niger and Chad, as well as representatives of their counterparts from Mali and Mauritania. 

    The ministers welcomed the project’s significant progress, particularly the implementation of over 15 projects, the first few of which are already operational. They also stressed the importance of capacity-building efforts.  

    Discussions continued at a technical workshop on financial modelling, aimed at strengthening financial analysis tools for the viability of Sahelian national utilities. There was active participation by the general managers and financial directors of the national utilities at this meeting. 

    Thanking the African Development Bank for supporting participating countries through the Desert to Power Initiative, Gouba said the meeting had given them a fresh start. “We must double our efforts and work in synergy to achieve the set objectives,” he declared. 

    Dr. Kevin Kariuki, Vice President for f Electricity, Energy, Climate and Green Growth at the African Development Bank, congratulated the ministers, observing that the validated Common Protocol constitutes an important lever for accelerating the development of privately financed solar projects for the benefit of the Sahelian people.  

    He also called on countries to take advantage of Mission 300 (https://apo-opa.co/3TVVxzJ), a bold effort between the African Development Bank and the World Bank that seeks to provide electricity access to an additional 300 million people in Africa by 2030.   

    “Mission 300 is a movement based on coordinated action, committed political leadership, and focused delivery from which we cannot afford to leave any country, ”Kariuki said. 

    On the sidelines of the gathering, participants visited the Gonsin photovoltaic power plant, located to the northwest of Burkina Faso’s capital, Ouagadougou. The 42 MWp plant, built as part of the Desert to Power Initiative, boasts a 10-megawatt storage system, providing a clear illustration of the tangible results and impact of the Initiative in Burkina Faso. 

    Distributed by APO Group on behalf of African Development Bank Group (AfDB).

    Media contact: 
    Communication and External Relations Department, 
    media@afdb.org

    Media files

    .

    MIL OSI Africa

  • MIL-OSI Africa: C20 initiative makes progress ahead of G20 Summit

    Source: Government of South Africa

    Chairperson of the Civil 20 (C20) Thulani Tshefuta says from December 2024 to date, they have managed to register more than 1 900 organisations that participate in C20 structures and processes.

    “These organisations are drawn from South Africa, the African continent and the rest of the world,” Tshefuta said at a media briefing in Pretoria on Monday.

    The briefing was held to update media on the state of readiness to deliver the C20 Policy Pack ahead of the Group of 20 (G20) Summit in November 2025.

    The global C20 initiative serves as a vital platform for civil society engagement with the G20. Established in 2013, C20 advocates for the inclusion of diverse voices in shaping the decisions that affect communities worldwide.

    C20 South Africa is led by a network of national apex organisations that represent a broad range of sectors and activism including youth, women, the disabled, civics, cooperatives, the informal sector, traditional leaders, faith-based organisations, coalitions and campaigns, social movements, NPO/NGO networks and Issue-based formations

    Tshefuta said C20 South Africa convened a successful Mid-Term Policy Dialogue on 22 – 24 June 2025 in Sandton and was attended by more than 300 delegates in person, while an additional 1 800 delegates attended virtually in South Africa, Africa and other G20 countries.

    “The outcomes of our deliberations and policy proposals were presented to the G20 Mid-Term Sherpa Meeting that was held on 25 – 27 June 2025 in Sun City,” Tshefuta said.

    He explained that C20 member organisations are apex organisations, national organisations, medium sized organisations, grassroots and community-based formations.

    “The substantive work of C20 is organised into six clusters and 14 working groups in line with government working groups.” 

    Tshefuta said the essence of the theme of the South African G20 Presidency — Solidarity, Equality and Sustainability — is about co-existence, collaborations and partnerships.

    “You cannot be in solidarity with yourself. You cannot be equal to yourself. Measures of sustainability outlive oneself. This further suggests that as social partners, we can play different but complementary roles.

    “The G20 Presidency of South Africa has committed to promote a people-centred, development-oriented G20 that fosters inclusive economic transformation rather than economic dominance by a few.” 

    Tshefuta said education and health are the two most important public services whose access to good quality services should never depend on social status, and level of income and affordability.

    “The governments and the social partners must foster better strategic policy alignment between the macro-economic policies, employment and labour market policies, sectoral economic policies and skills development policies.” 

    Tshifuta further said economic policies must be inclusive and job-rich.

    “Skills development policies must respond to the labour market demands. We recommend that the G20 Summit and outcome document must prioritise policies, programmes and budgets to promote massive Youth Employment.

    “Developing economies must be given space for debt relief and cancellation in order to redirect debt service costs towards productive economic activities,” he said. – SAnews.gov.za

    MIL OSI Africa

  • MIL-OSI Africa: Campaign to plant trees and help mitigate effects of climate change

    Source: Government of South Africa

    With the country bearing the brunt of climate change and the resultant devastation it causes in communities and economies, the Department of Forestry, Fisheries and the Environment has launched the One Million Trees campaign.

    “We have witnessed fires, deadly heatwaves, heavy rains, floods, and prolonged droughts. These events underscore our shared vulnerability, but also our shared responsibility to act, to adapt, and to do so in a way that leaves no one behind. 

    “Tree planting is one of the mitigating factors that are recommended to slow down this environmental threat. It is for this reason that the department is pursuing the coordination and implementation of the National Greening Programme,” said Deputy Minister of Forestry, Fisheries and the Environment Bernice Swarts.

    Speaking on Monday at the Pretoria National Botanical Garden, Swarts said to ensure that South Africans benefit from the National Greening Programme, President Cyril Ramaphosa directed that 10 million trees, comprised of 60 percent fruit and 40 percent indigenous, be planted in the country over a period of five years, ending in 2026. 

    The initiative, which links to goal 13 of Sustainable Development Goals, is a clarion call to South Africans from all walks of life to participate and contribute towards the greening of the country. 

    The Deputy Minister put forth a challenge to plant one million trees in a single day – on 24 September 2025 during Heritage Day – while celebrating Arbour Month. 

    “We are calling on all South Africans to join hands in greening our country. This is an all of society campaign which calls on collaboration by government departments, municipalities, civil society organisations, non-government organisations, corporates, students and learners, churches and the public at large to plant at least one million trees for the benefit of our country.

    “I have started conversations with different role players, and it came as a surprise when I saw the response. Some were asking “what can we assist with” – “how can we be part of this” – and so on. In no time, we had already amassed a lot of support – most have responded positively, though we are in the process of tallying commitments and pledges in this regard.”

     She said the greening programme was taking place at a time when the environment of the country and indeed the entire Africa was counting the cost of climate change, and drastic measures are urgently needed for a swift recovery. 

    “South Africa’s G20 Presidency’s Environment and Climate Sustainability Working Group prioritisation of Land degradation, desertification and drought highlights their direct threat to economies, food security, and sustainable development. Planting trees helps to combat these phenomena.” – SAnews.gov.za

    MIL OSI Africa

  • MIL-OSI United Kingdom: CAC Annual Report 2024-25

    Source: United Kingdom – Executive Government & Departments

    Press release

    CAC Annual Report 2024-25

    Publication of the CAC’s Annual Report for 2024-25.

    Today the Central Arbitration Committee (CAC) has published its Annual Report for the year ending 31 March 2025. The Report includes reference to the amendments taking place in the Employment Rights Bill that is currently going through the Houses of Parliament which affects Schedule A1 and the new measures heading the CAC’s way. The Report reflects on the decrease in the caseload for trade union recognition applications under Part I of Schedule A1. This decreased from 81 applications last year to 63, a 22% decrease.

    The statistics relating to the CAC’s various jurisdictions are all featured in the Annual Report, with statutory recognition continuing to provide the majority of the workload (63 applications for trade union recognition under Part I of the Schedule).

    When reviewing the average time taken for the conclusion of a Part I statutory recognition case from inception (date the application is received) to conclusion (date of issue of a declaration of recognition or non-recognition), the time taken was 22 weeks, which is slightly higher than the previous year’s figure of 19 weeks.

    The CAC has done exceptionally well in maintaining its high level of customer satisfaction, with 92% of respondents stating their overall satisfaction with the way the CAC handled their case.

    Notes for Editors:

    1. The CAC is a Non-Departmental Public Body (NDPB) resourced by Acas but operating independently.  The CAC’s main role is dealing with requests for trade union recognition and derecognition under the statutory procedures of Schedule A1 to the Trade Union and Labour Relations (Consolidation) Act 1992. Each recognition case is handled by a tripartite panel, with members drawn from employer and union backgrounds and a panel chair (usually a lawyer or senior academic).

    2. The CAC also determines disclosure of information complaints under the Trade Union and Labour Relations (Consolidation) Act 1992 (Section 183) and deals with disputes under the Regulations relating to the European Works Councils. It also handles applications and complaints under the Information and Consultation Regulations 2004. In addition, it provides voluntary arbitration in collective employment relations disputes, although this role has not been required for some years.

    3. The CAC Chair is Stephen Redmond.

    4. Details of applications received by the CAC, decisions taken, and forthcoming hearings, can be found on the CAC’s website www.cac.gov.uk.

    Central Arbitration Committee

    PO Box 80600, London, E15 9JX

    0330 109 3610

    Updates to this page

    Published 7 July 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: RAF personnel to benefit from new SLA accommodation at Cosford

    Source: United Kingdom – Executive Government & Departments

    News story

    RAF personnel to benefit from new SLA accommodation at Cosford

    50 new SLA bedspaces will be created at RAF Cosford as part of a £12 million contract.

    RAF Cosford Station Commander Penny Brady with representatives from DIO, Reds10 and Arcadis. MOD Crown Copyright.

    Construction has started on a new 50-bedroom Single Living Accommodation (SLA) block at RAF Cosford in Shropshire.  

    The Defence Infrastructure Organisation (DIO) awarded a £12 million contract to modular construction specialist Reds10 and the start of work was marked at a recent groundbreaking ceremony. The contract was awarded through the £1 billion Single Living Accommodation – Programmatic Approach framework alliance, which will see thousands of new bedspaces created for Armed Forces personnel. 

    The accommodation will provide 50 en-suite bedrooms, as well as kitchenettes, communal space, equipment storage and laundry facilities. Sustainability has been central in the design of the block, featuring air source heat pumps for heating and hot water, photovoltaic panels and a SMART building management system to ensure optimal efficiency. While the project will not be the new SLA common design, lessons will continue to be learned from this and other projects to ensure the needs of service personnel are met, while also aiming to achieve the requirements of the Government’s Net Zero Strategy.  

    This project will not only improve service life for personnel but will also benefit local businesses. Over £120,000 has already been spent with local suppliers and the project team will continue to maximise opportunities to support the local community as the project progresses.   

    The project is one of the first to be delivered under the £1 billion SLA Alliance, which will run for six years and will see 16,000 new bedspaces built. It forms part of wider plans to build or refurbish 40,000 SLA bedspaces over the next 10 years, improving living conditions for service personnel.

    Peter Shaw, Project Manager for DIO Major Programmes and Projects, said: 

    I am very excited to see spades in the ground and construction officially starting on this project to improve accommodation for personnel based at RAF Cosford. We are looking forward to delivering this project as part of the SLA Programmatic Approach, which will ensure we can safely build consistent accommodation blocks faster, while also driving greater value for money.

    Wing Commander Penny Brade, Station Commander at RAF Cosford, said:  

    RAF Cosford has continued to grow in recent years. When complete, the new Officers’ Mess annex will have a hugely positive impact on those commissioned personnel living on the Station, and those who visit for courses and conferences.

    Phil Cook, Managing Director – Defence for Reds10, said: 

    We’re proud to be delivering the first project to complete under the SLA Alliance at RAF Cosford; a significant milestone in transforming how accommodation for service personnel is delivered across the MOD estate. By combining our expertise in industrialised construction with a strong, collaborative relationship with DIO, we’re helping to set a new benchmark for quality, sustainability and speed of delivery, ensuring those serving our country have the high-quality living environments they deserve. 

    Construction is now underway at the site and is expected to be completed by July 2026. 

    Updates to this page

    Published 7 July 2025

    MIL OSI United Kingdom

  • MIL-OSI Russia: Architect’s Day

    Translation. Region: Russian Federal

    Source: Saint Petersburg State University of Architecture and Civil Engineering –

    An important disclaimer is at the bottom of this article.

    Now Russian architects have their own professional holiday, which will be celebrated annually on July 7.

    The decree on including the holiday in the calendar of Russian significant dates was signed by the head of government Mikhail Mishustin in March of this year.

    Previously, Russia celebrated only World Architecture Day, established by the International Union of Architects in 1985 and celebrated on the first Monday of October. Now we have our own holiday, which will become another reason to celebrate the achievements and successes of Russian architects.

    We congratulate all current and future architects on this holiday! We wish you more inspiration, creative power and persistence to implement your projects!

    Read the interview with the head of the Department of Architectural Design, Acting Dean of the Faculty of Architecture of SPbGASU, published in Rossiyskaya Gazeta Andrey Surovenkov

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News

  • MIL-OSI Russia: Architect’s Day

    Translation. Region: Russian Federal

    Source: Saint Petersburg State University of Architecture and Civil Engineering –

    An important disclaimer is at the bottom of this article.

    Now Russian architects have their own professional holiday, which will be celebrated annually on July 7.

    The decree on including the holiday in the calendar of Russian significant dates was signed by the head of government Mikhail Mishustin in March of this year.

    Previously, Russia celebrated only World Architecture Day, established by the International Union of Architects in 1985 and celebrated on the first Monday of October. Now we have our own holiday, which will become another reason to celebrate the achievements and successes of Russian architects.

    We congratulate all current and future architects on this holiday! We wish you more inspiration, creative power and persistence to implement your projects!

    Read the interview with the head of the Department of Architectural Design, Acting Dean of the Faculty of Architecture of SPbGASU, published in Rossiyskaya Gazeta Andrey Surovenkov

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News

  • MIL-OSI Europe: AMERICA/USA – The religious connotations of the “Gaza Humanitarian Foundation”

    Source: Agenzia Fides – MIL OSI

    youtube

    Rome (Agenzia Fides) – The Gaza Humanitarian Foundation (GHF), an organization responsible for distributing food to the population of Gaza, has been led since June 3 by evangelical preacher Johnnie Moore Jr., considered by Newsmax Magazine as “one of the 25 most influential evangelical leaders in the United States.”Moore replaces Jake Wood, a former Marine who resigned as executive director of the GHF, claiming that he “could not carry out the aid project in strict compliance with the humanitarian principles of solidarity, neutrality, impartiality, and independence, which I am not prepared to renounce.” This was not the only defection affecting the foundation, created in February 2025 in the US state of Delaware. Its headquarters in Geneva, which existed only formally, was dissolved at the end of June by the Swiss authorities. The Boston Consulting Group also publicly distanced itself from the project, noting in a statement that, in October 2024, some of its employees had volunteered to organize a team to create a humanitarian aid structure for Gaza, “without disclosing the full nature of the work and subsequently performing unauthorized tasks.” These individuals subsequently left the company.The arrival of Johnnie Moore Jr. accentuates the involvement of American evangelical communities close to Israel in the management of the Gaza Humanitarian Foundation (GHF). Moore, President of the Congress of Christian Leaders, serves on the Board of Directors of the International Fellowship of Christians and Jews (IFCJ), which presents itself as “the leading nonprofit organization building bridges between Christians and Jews, blessing Israel and the Jewish people worldwide with humanitarian care and lifesaving aid.” Among its activities, the IFCJ assists Israeli soldiers with vouchers for food, clothing, furniture, and other essential items, as well as programs to support former soldiers, vulnerable soldiers, and “lone soldiers” (people who immigrate to Israel to enlist in the military and have no family in the country).Above all, the IFCJ promotes Jewish immigration to Israel as a “fulfillment of biblical prophecy.” According to its website, they state, “We have contributed to the fulfillment of prophecy by helping more than 760,000 Jews make aliyah, immigrate to Israel, since 1983.” Moore is also a member of the Anti-Defamation League’s Task Force for Minorities in the Middle East, the organization founded in 1913 to combat anti-Semitism in the United States.Presenting himself as a defender of religious freedom, Moore spoke out during the rise of the Islamic State (ISIS) regarding the plight of Christian and Yazidi minorities persecuted by jihadists. The current leader of the Gaza Humanitarian Foundation (GHF) has been very active in the Middle East for years, where he has held meetings with political and religious leaders, including the crown princes of Saudi Arabia and the United Arab Emirates, as well as with Israeli Prime Minister Benjamin Netanyahu. Moore claims to have been actively involved in the signing of the “Abraham Accords,” the strategic pacts between Israel and some Arab states promoted under the aegis of the first Trump administration (2017-2021). His relationship with the current US president dates back to the 2016 election campaign, when Moore served as co-chair of Donald Trump’s evangelical advisory board. The following year, Moore and other evangelical leaders pressured Trump to move the US embassy from Tel Aviv to Jerusalem. Trump subsequently appointed Moore to the US Commission on International Religious Freedom.The opaque nature of the Gaza Humanitarian Foundation’s (GHF) funds has sparked controversy even within Israel. Opposition leader Yair Lapid has called the foundation a “shell company” covertly funded by the Israeli government itself. Lapid has used the same definition for another US organization working in Gaza with the GHF: Safe Reach Solutions (SRS). This company, along with UG Solutions (run by a former US Green Beret), has been commissioned by the GHF to provide armed protection for food distribution centers in Gaza. In practice, these are armed contractors who, according to the Israeli press, have been operating in Gaza since January 2025 without the supervision of the Shin Bet, the Israeli security service that also operates in the Palestinian territories. SRS is headed by Phil Reilly, a former CIA officer. Safe Reach Solutions (SRS) was incorporated in the state of Wyoming on November 20, 2024, and is believed to be linked to the American strategic consulting firm Orbis Operations. In the fall of 2024, the Israeli government commissioned Orbis to design a plan to distribute humanitarian aid in Gaza without going through UN agencies. The plan presented by Orbis envisioned the creation of a food distribution center managed by a private humanitarian organization, entrusting its security to private contractors in coordination with the Israeli army. This is the plan ultimately adopted by the Gaza Humanitarian Foundation (GHF) and the two contracting companies, SRS and UG Solutions.According to UN estimates, since the start of GHF operations in Gaza, more than 580 civilians have been killed and more than 4,000 injured in the foundation’s aid distribution centers. (L.M.) (Agenzia Fides, 7/7/2025)
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    MIL OSI Europe News

  • MIL-OSI Europe: ASIA/NEPAL – New School Law: Catholics demand guarantee of the right to education

    Source: Agenzia Fides – MIL OSI

    St Xavier School, Nepal

    Kathmandu (Agenzia Fides) – Nepal’s new education law, currently being approved, has sparked intense public debate and protests by teachers. The Nepal Teachers’ Federation has threatened to launch a fresh protest if the School Education Bill is not endorsed within a week. The bill, with 163 sections, had received more than 1,700 amendments. It took one and a half months of rigorous discussions for the panel to reach a conclusion. However, the federation has said the revised version is more regressive than the original bill that was registered in Parliament in September 2023.The Minister of Education has stated that the government has allocated 211 billion rupees to the education sector for next year and plans to include private schools under state regulation. Teachers are demanding fair wages, job security, and better working conditions, with one priority objective: guaranteeing the right to education for all children. Despite the Nepalese Constitution recognizes this right, problems such as poverty, social exclusion, gender discrimination, outdated teaching methods, and inadequate infrastructure persist. “Despite the progress made, challenges such as poverty, social exclusion, and gender bias continue to compromise children’s access to education,” Father Pius Perumana, a priest of the Apostolic Vicariate of Nepal, the ecclesiastical district that covers the entire country, told Fides. “One of the issues at stake,” he notes, “is the effort to ensure that private schools are exclusively profit-oriented, which, in my opinion, is a good measure. The main problem in Nepal is how to make the right to education accessible to children even in the most remote corners of the country,” he emphasizes. Nepal is home to 11.5 million children out of a population of 33 million, and nearly one million are orphans. Children aged 0 to 14 represent 39% of the population, with 3.5 million of them being of school age (8-12 years). The 2015 Constitution guarantees free and compulsory education up to the primary level (grades 1-8) and free education up to the secondary level (grades 9-12). This right has been strengthened by the Free and Compulsory Education Act, which includes marginalized groups such as Dalit children and children with disabilities. According to the Statistical Yearbook of the Catholic Church (data as of December 31, 2023), the Apostolic Vicariate of Nepal, which has a community of 8,000 Catholics, operates, with the support of religious orders, 24 kindergartens (1,300 children), 29 primary schools (more than 13,000 students), and 25 secondary schools with 25,000 students of different ethnicities and religions, actively contributing to the right to education in the country. (PA) (Agenzia Fides, 7/72025)
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  • MIL-OSI: SAIC Announces Government Risk Reduction Effort Offering for No-Fail Mission Environments with ServiceNow

    Source: GlobeNewswire (MIL-OSI)

    RESTON, Va., July 07, 2025 (GLOBE NEWSWIRE) — Science Applications International Corp. (NASDAQ: SAIC) announced a strategic collaboration with ServiceNow for a new government risk reduction effort (RRE) offering for mission operations. The new offering will integrate into SAIC’s mission labs to help U.S. armed forces, intelligence and civilian agencies shift their IT risk efforts from a reactive function to autonomous resilience and no-fail mission environments.

    By leveraging the innovation of the ServiceNow AI Platform and integrating it directly into SAIC’s mission labs – collaborative, hands-on environments to design, test and validate solutions against real-world mission scenarios – the two companies are delivering real-time intelligence for decision-making, issue prediction and process automation to drive a critical future of zero outages, downtime or incidents. A pillar of the partnership is enabling customers to directly work with both companies to rapidly develop, test and seamlessly deploy secure, outcome-based IT services – ensuring a faster delivery of capabilities and tools that are scalable to meet today’s demands while anticipating tomorrow’s challenges. 

    “Our collaboration with ServiceNow is focused on bringing commercial grade technology, including agentic AI, that unlock efficiencies to the government,” said Josh Jackson, SAIC executive vice president of Army Business Group. “By combining our mission integration approach with ServiceNow’s innovative AI platform, we’re equipping agencies with the tools they need to accelerate modernization and provide positive user experiences.”

    “By working with SAIC we can deliver transformative solutions to the Army and broader defense and government community by accelerating mission success through innovation, automation and a focused effort to reduce technical debt. Together, with ServiceNow’s AI Platform for business transformation and SAIC’s defense expertise, we’re enabling a more agile, efficient and forward-looking digital future in meeting the government’s mission,” said Mark Jones, Director, Army & Mission Commands at ServiceNow.

    As an Elite partner of ServiceNow, SAIC brings proven capability across multiple product lines and mission environments to deliver transformative solutions at an enterprise scale for exceptional customer success within defense, civilian and intelligence markets. SAIC currently leads the largest federal implementation of ServiceNow through its work on the Army Enterprise Service Management Platform (AESMP) to improve Army operations and processes through enhanced Virtual Agent capabilities and demonstrating the company’s ability to operationalize complex, enterprise-scale solutions at the highest levels of government. The company’s collaboration with ServiceNow also offers the U.S. Navy, civilian agencies and state and local governments access to cutting-edge solutions to meet their mission-critical objectives more effectively.

    For more information about this collaboration and how it supports government digital transformation, visit SAIC.com.

    About SAIC 
    SAIC® is a premier Fortune 500 mission integrator focused on advancing the power of technology and innovation to serve and protect our world. Our robust portfolio of offerings across the defense, space, civilian and intelligence markets includes secure high-end solutions in mission IT, enterprise IT, engineering services and professional services. We integrate emerging technology, rapidly and securely, into mission critical operations that modernize and enable critical national imperatives.

    We are approximately 24,000 strong; driven by mission, united by purpose, and inspired by opportunities. Headquartered in Reston, Virginia, SAIC has annual revenues of approximately $7.5 billion. For more information, visit saic.com. For ongoing news, please visit our newsroom.

    Media Contact: 
    Caralyn Duke
    Caralyn.duke@saic.com

    Forward-Looking Statements
    Forward-Looking Statements Certain statements in this release contain or are based on “forward-looking” information within the meaning of the Private Securities Litigation Reform Act of 1995. In some cases, you can identify forward-looking statements by words such as “expects,” “intends,” “plans,” “anticipates,” “believes,” “estimates,” “guidance,” and similar words or phrases. Forward-looking statements in this release may include, among others, estimates of future revenues, operating income, earnings, earnings per share, charges, total contract value, backlog, outstanding shares and cash flows, as well as statements about future dividends, share repurchases and other capital deployment plans. Such statements are not guarantees of future performance and involve risk, uncertainties and assumptions, and actual results may differ materially from the guidance and other forward-looking statements made in this release as a result of various factors. Risks, uncertainties and assumptions that could cause or contribute to these material differences include those discussed in the “Risk Factors,” “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and “Legal Proceedings” sections of our Annual Report on Form 10-K, as updated in any subsequent Quarterly Reports on Form 10-Q and other filings with the SEC, which may be viewed or obtained through the Investor Relations section of our website at saic.com or on the SEC’s website at sec.gov. Due to such risks, uncertainties and assumptions you are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. SAIC expressly disclaims any duty to update any forward-looking statement provided in this release to reflect subsequent events, actual results or changes in SAIC’s expectations. SAIC also disclaims any duty to comment upon or correct information that may be contained in reports published by investment analysts or others.

    The MIL Network

  • MIL-OSI: SAIC Announces Government Risk Reduction Effort Offering for No-Fail Mission Environments with ServiceNow

    Source: GlobeNewswire (MIL-OSI)

    RESTON, Va., July 07, 2025 (GLOBE NEWSWIRE) — Science Applications International Corp. (NASDAQ: SAIC) announced a strategic collaboration with ServiceNow for a new government risk reduction effort (RRE) offering for mission operations. The new offering will integrate into SAIC’s mission labs to help U.S. armed forces, intelligence and civilian agencies shift their IT risk efforts from a reactive function to autonomous resilience and no-fail mission environments.

    By leveraging the innovation of the ServiceNow AI Platform and integrating it directly into SAIC’s mission labs – collaborative, hands-on environments to design, test and validate solutions against real-world mission scenarios – the two companies are delivering real-time intelligence for decision-making, issue prediction and process automation to drive a critical future of zero outages, downtime or incidents. A pillar of the partnership is enabling customers to directly work with both companies to rapidly develop, test and seamlessly deploy secure, outcome-based IT services – ensuring a faster delivery of capabilities and tools that are scalable to meet today’s demands while anticipating tomorrow’s challenges. 

    “Our collaboration with ServiceNow is focused on bringing commercial grade technology, including agentic AI, that unlock efficiencies to the government,” said Josh Jackson, SAIC executive vice president of Army Business Group. “By combining our mission integration approach with ServiceNow’s innovative AI platform, we’re equipping agencies with the tools they need to accelerate modernization and provide positive user experiences.”

    “By working with SAIC we can deliver transformative solutions to the Army and broader defense and government community by accelerating mission success through innovation, automation and a focused effort to reduce technical debt. Together, with ServiceNow’s AI Platform for business transformation and SAIC’s defense expertise, we’re enabling a more agile, efficient and forward-looking digital future in meeting the government’s mission,” said Mark Jones, Director, Army & Mission Commands at ServiceNow.

    As an Elite partner of ServiceNow, SAIC brings proven capability across multiple product lines and mission environments to deliver transformative solutions at an enterprise scale for exceptional customer success within defense, civilian and intelligence markets. SAIC currently leads the largest federal implementation of ServiceNow through its work on the Army Enterprise Service Management Platform (AESMP) to improve Army operations and processes through enhanced Virtual Agent capabilities and demonstrating the company’s ability to operationalize complex, enterprise-scale solutions at the highest levels of government. The company’s collaboration with ServiceNow also offers the U.S. Navy, civilian agencies and state and local governments access to cutting-edge solutions to meet their mission-critical objectives more effectively.

    For more information about this collaboration and how it supports government digital transformation, visit SAIC.com.

    About SAIC 
    SAIC® is a premier Fortune 500 mission integrator focused on advancing the power of technology and innovation to serve and protect our world. Our robust portfolio of offerings across the defense, space, civilian and intelligence markets includes secure high-end solutions in mission IT, enterprise IT, engineering services and professional services. We integrate emerging technology, rapidly and securely, into mission critical operations that modernize and enable critical national imperatives.

    We are approximately 24,000 strong; driven by mission, united by purpose, and inspired by opportunities. Headquartered in Reston, Virginia, SAIC has annual revenues of approximately $7.5 billion. For more information, visit saic.com. For ongoing news, please visit our newsroom.

    Media Contact: 
    Caralyn Duke
    Caralyn.duke@saic.com

    Forward-Looking Statements
    Forward-Looking Statements Certain statements in this release contain or are based on “forward-looking” information within the meaning of the Private Securities Litigation Reform Act of 1995. In some cases, you can identify forward-looking statements by words such as “expects,” “intends,” “plans,” “anticipates,” “believes,” “estimates,” “guidance,” and similar words or phrases. Forward-looking statements in this release may include, among others, estimates of future revenues, operating income, earnings, earnings per share, charges, total contract value, backlog, outstanding shares and cash flows, as well as statements about future dividends, share repurchases and other capital deployment plans. Such statements are not guarantees of future performance and involve risk, uncertainties and assumptions, and actual results may differ materially from the guidance and other forward-looking statements made in this release as a result of various factors. Risks, uncertainties and assumptions that could cause or contribute to these material differences include those discussed in the “Risk Factors,” “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and “Legal Proceedings” sections of our Annual Report on Form 10-K, as updated in any subsequent Quarterly Reports on Form 10-Q and other filings with the SEC, which may be viewed or obtained through the Investor Relations section of our website at saic.com or on the SEC’s website at sec.gov. Due to such risks, uncertainties and assumptions you are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. SAIC expressly disclaims any duty to update any forward-looking statement provided in this release to reflect subsequent events, actual results or changes in SAIC’s expectations. SAIC also disclaims any duty to comment upon or correct information that may be contained in reports published by investment analysts or others.

    The MIL Network

  • MIL-OSI: Enovix Announces Preliminary Second Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., July 07, 2025 (GLOBE NEWSWIRE) — Enovix Corporation (Nasdaq: ENVX) (“Company” or “Enovix”), a global high-performance battery company, today announced preliminary selected unaudited financial results for the second quarter ended June 29, 2025:

    • Revenue was $7.5 million in the second quarter of 2025, exceeding our guidance range of $4.5 million to $6.5 million and nearly doubled from the second quarter of 2024, driven by customer demand across multiple end markets.
    • GAAP Gross Profit was $0.8 million and non-GAAP Gross Profit was $1.2 million, marking our third consecutive quarter of positive gross profit on both a GAAP and non-GAAP basis. This compares favorably to a gross loss of $0.7 million on a GAAP basis and gross loss of $0.6 million on a non-GAAP basis in the second quarter of 2024.
    • GAAP Operating Loss was $43.8 million and non-GAAP Operating Loss was $27.8 million, beating our guidance range of $31 to $37 million and compared to $88.8 million on a GAAP basis and $31.5 million on a non-GAAP basis in the second quarter of 2024.
    • GAAP Net Loss Attributable to Enovix was $43.3 million, improved from the $115.9 million in the second quarter of 2024. Non-GAAP Net Loss Attributable to Enovix was $28.4 million, as compared to the $24.9 million in the second quarter of 2024.
    • Adjusted EBITDA Loss narrowed to $21.4 million, ahead of our guidance range of $23 million to $29 million, and improved from the $26.4 million in the same period a year ago.
    • GAAP net loss per share attributable to Enovix was $0.22 and non-GAAP net loss per share attributable to Enovix was $0.15, at the favorable end of our guidance range of $0.15 to $0.21 per share and compared to $0.67 on a GAAP basis and $0.14 on a non-GAAP basis in the second quarter of 2024.
    • Cash, cash equivalents, and short-term investments were approximately $203 million as of the quarter ended June 29, 2025, after completing the SolarEdge asset acquisition in South Korea and making other capital expenditure payments principally related to Fab2.

    “This marks our fifth straight quarter exceeding the midpoint of guidance for both revenue and adjusted EBITDA,” said Dr. Raj Talluri, Chief Executive Officer. “We’re executing to plan, building momentum, and positioned to scale significantly as our new products and customers come online.”

    Preliminary and unaudited financial results are provided above and below. Final results remain subject to completion of the company’s standard quarter-end close procedures and potential adjustments. Enovix will host its Q2 2025 earnings call and webcast in late July or early August and details will be announced separately.

    About Enovix

    Enovix is on a mission to deliver high-performance batteries that unlock the full potential of technology products. Everything from IoT, mobile, and computing devices, to the vehicle you drive, needs a better battery. Enovix partners with OEMs worldwide to usher in a new era of user experiences. Our innovative, materials-agnostic approach to building a higher performing battery without compromising safety keeps us flexible and on the cutting-edge of battery technology innovation.

    Enovix is headquartered in Silicon Valley with facilities in India, South Korea and Malaysia. For more information visit https://enovix.com and follow us on LinkedIn.

    Non-GAAP Financial Measures

    Non-GAAP Gross Profit, non-GAAP Operating Loss, Adjusted EBITDA, non-GAAP net loss attributable to Enovix, non-GAAP net loss per share, and other non-GAAP measures are intended as supplemental financial measures of our performance that provide an additional tool for investors to use in evaluating ongoing operating results, trends, and in comparing our financial measures with those of comparable companies.

    However, you should be aware that other companies may calculate similar non-GAAP measures differently. Non-GAAP financial measures have limitations, including that they exclude certain expenses that are required under GAAP, which adjustments reflect the exercise of judgment by management. Reconciliations of each non-GAAP financial measure to the most directly comparable GAAP financial measure can be found in the tables at the end of this press release.

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements generally relate to future events or our future financial or operating performance and can be identified by words such as anticipate, believe, continue, could, estimate, expect, intend, may, might, plan, possible, potential, predict, preliminary, project, setting the stage, should, would and similar expressions that convey uncertainty about future events or outcomes. Forward-looking statements in this press release include, without limitation, our expected performance and preliminary financial results for the second quarter of 2025, including, without limitation, with respect to our second quarter 2025 revenue, GAAP and non-GAAP Gross Profit, GAAP and non-GAAP net operating loss, EBITDA and adjusted EBITDA, GAAP and non-GAAP net loss per share attributable to Enovix, and GAAP and non-GAAP earnings per share attributable to Enovix, as well our expectations regarding building momentum, and positioning to scale significantly as our new products and customers come online.

    Actual results could differ materially from these forward-looking statements as a result of certain risks and uncertainties, including, without limitation, any adjustments, changes or revisions to our financial results arising from our financial closing procedures and the completion of our financial statements for the second quarter of 2025; our ability to improve energy density, cycle life, fast charging, capacity roll off and gassing metrics among our products; our reliance on new and complex manufacturing processes for our operations; our ability to establish sufficient manufacturing operations and improve and optimize manufacturing processes to meet demand, source materials and establish supply relationships, and secure adequate funds to execute on our operational and strategic goals; our reliance on a manufacturing agreement with a Malaysia-based company for many of the facilities, procurement, personnel and financing needs of our operations; our operation in international markets, including our exposure to operational, financial and regulatory risks, as well as risks relating to geopolitical tensions and conflicts, including changes in trade policies and regulations; that we may be required to pay costs for components and raw materials that are more expensive than anticipated, including as a result of trade barriers, trade sanctions, export restrictions, tariffs, embargoes or shortages and other general economic and political conditions, which could delay the introduction of our products and negatively impact our business; our ability to adequately control the costs associated with our operations and the components necessary to build our lithium-ion battery cells; our lengthy sales cycles; the safety hazards associated with our batteries and the manufacturing process; a concentration of customers in the military market and our dependence on these customer accounts; certain unfavorable terms in our commercial agreements that may limit our ability to market our products; our ability to develop, market and sell our batteries, expectations relating to the performance of our batteries, and market acceptance of our products; our ability to accurately estimate the future supply and demand of our batteries, which could result in a variety of inefficiencies in our business; changes in consumer preferences or demands; changes in industry standards; the impact of technological development and competition; and global economic conditions, including tariffs, inflationary and supply chain pressures, and political, social, and economic instability, including as a result of armed conflict, war or threat of war, or trade and other international disputes that could disrupt supply or delivery of, or demand for, our products. For additional information on these risks and uncertainties and other potential factors that could cause actual results to differ from the results predicted, please refer to our filings with the Securities and Exchange Commission (“SEC”), including in the “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” sections of our annual report on Form 10-K and quarterly reports on Form 10-Q and other documents that we have filed, or will file, with the SEC.

    The financial results presented herein are preliminary and based on information known by management as of the date of this press release; final financial results will be included in the Company’s quarterly report on Form 10-Q for the fiscal quarter ended June 29, 2025. As a result, the financial results presented in this press release may change in connection with the finalization of our closing and reporting processes and may not represent the actual financial results for the second quarter ended June 29, 2025. Any forward-looking statements in this press release speak only as of the date on which they are made. We undertake no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.

    Contacts:

    Investors
    Robert Lahey
    ir@enovix.com

    Chief Financial Officer
    Ryan Benton
    ryan.benton@enovix.com

    Reconciliation of Gross Profit to Non-GAAP Gross Profit

    Below is a reconciliation of GAAP gross profit to non-GAAP gross profit (preliminary and unaudited) (in thousands).

        Fiscal Quarters Ended
        June 29, 2025   June 30, 2024
    GAAP gross profit   $         795   $         (655 )
    Stock-based compensation expense             356             95  
    Non-GAAP gross profit   $         1,151   $         (560 )
                   

    Net Loss Attributable to Enovix to Adjusted EBITDA Reconciliation

    While we prepare our consolidated financial statements in accordance with GAAP, we also utilize and present certain financial measures that are not based on GAAP. We refer to these financial measures as “non-GAAP” financial measures. In addition to our financial results determined in accordance with GAAP, we believe that EBITDA and Adjusted EBITDA are useful measures in evaluating its financial and operational performance distinct and apart from financing costs, certain non-cash expenses and non-operational expenses.

    These non-GAAP financial measures should be considered in addition to results prepared in accordance with GAAP but should not be considered a substitute for or superior to GAAP. We endeavor to compensate for the limitation of the non-GAAP financial measures presented by also providing the most directly comparable GAAP measures.

    We use non-GAAP financial information to evaluate our ongoing operations and for internal planning, budgeting and forecasting purposes. We believe that non-GAAP financial information, when taken collectively, may be helpful to investors in assessing its operating performance and comparing its performance with competitors and other comparable companies. You should review the reconciliations below but not rely on any single financial measure to evaluate our business.

    “EBITDA” is defined as earnings (net loss) attributable to Enovix adjusted for interest expense, income tax benefit, depreciation and amortization expense. “Adjusted EBITDA” includes additional adjustments to EBITDA such as stock-based compensation expense, change in fair value of common stock warrants, inventory step-up, impairment of equipment and other special items as determined by management which it does not believe to be indicative of its underlying business trends.

    Below is a reconciliation of net loss attributable to Enovix on a GAAP basis to the non-GAAP EBITDA and Adjusted EBITDA financial measures for the periods presented below (preliminary and unaudited) (in thousands):

      Fiscal Quarters Ended  
      June 29, 2025   June 30, 2024  
    Net loss attributable to Enovix $         (43,347 )   $         (115,872 )  
    Interest income, net           (599 )             (1,635 )  
    Income tax benefit           —                (4,586 )  
    Depreciation and amortization           8,855               5,943    
    EBITDA           (35,091 )             (116,150 )  
    Stock-based compensation expense (1)           14,121               17,932    
    Change in fair value of common stock warrants           5,885               33,660    
    Acquisition cost           663               —     
    Gain on bargain purchase of assets           (6,944 )             —     
    Restructuring cost (1)           —                38,146    
    Adjusted EBITDA $         (21,366 )   $         (26,412 )  

    (1) $1.1 million of stock-based compensation expense is included in the restructuring cost line of the table above for the fiscal quarter ended June 30, 2024.

    Reconciliation of Operating Loss to Non-GAAP Operating Loss and Adjusted EBITDA

    Additionally, below is a reconciliation of GAAP operating loss to non-GAAP operating loss and adjusted EBITDA for the periods presented (preliminary and unaudited) (in thousands).

    These non-GAAP measures may differ from similarly titled measures used by other companies.

      Fiscal Quarters Ended  
      June 29, 2025   June 30, 2024  
             
    GAAP Operating Loss $         (43,750 )   $         (88,750 )  
    Stock-based compensation expense (1)           14,121               17,932    
    Amortization of intangible assets           1,189               1,189    
    Acquisition cost           663               —     
    Restructuring cost (1)           —                38,146    
    Non-GAAP Operating Loss           (27,777 )             (31,483 )  
    Depreciation and amortization (excluding amortization of intangible assets)           7,666               4,754    
    Other income (loss), net           (993 )             242    
    Net loss (income) attributable to non-controlling interest           (261 )             75    
    Adjusted EBITDA $         (21,365 )   $         (26,412 )  

    (1) $1.1 million of stock-based compensation expense is included in the restructuring cost line of the table above for the fiscal quarter ended June 30, 2024.

    Reconciliation of Non-GAAP Net Loss Attributable to Enovix and Non-GAAP Net Loss Per Share Attributable to Enovix

    Below is a reconciliation of GAAP net loss attributable to Enovix to non-GAAP net loss attributable to Enovix for the periods presented (preliminary and unaudited) (in thousands).

    These non-GAAP measures may differ from similarly titled measures used by other companies.

        Fiscal Quarters Ended  
        June 29, 2025   June 30, 2024  
    GAAP net loss attributable to Enovix   $         (43,347 )   $         (115,872 )  
    Stock-based compensation expense (1)             14,121               17,932    
    Change in fair value of common stock warrants             5,885               33,660    
    Amortization of intangible assets             1,189               1,189    
    Acquisition cost             663               —     
    Gain on bargain purchase of assets             (6,944 )             —     
    Restructuring cost (1)             —                38,146    
    Non-GAAP net loss attributable to Enovix shareholders   $         (28,433 )   $         (24,945 )  
               
    GAAP net loss per share attributable to Enovix, basic and diluted   $         (0.22 )   $         (0.67 )  
    GAAP weighted average number of common shares outstanding, basic and diluted             192,675,756               172,399,172    
               
    Non-GAAP net loss per share attributable to Enovix, basic and diluted   $         (0.15 )   $         (0.14 )  
    GAAP weighted average number of common shares outstanding, basic and diluted             192,675,756               172,399,172    

    (1) $1.1 million of stock-based compensation expense is included in the restructuring cost line of the table above for the fiscal quarter ended June 30, 2024.

    The MIL Network