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Category: Politics

  • MIL-OSI: DTEX Exposes North Korea’s Cybercrime Syndicate, Urges Rethink of Threat

    Source: GlobeNewswire (MIL-OSI)

    SAN JOSE, Calif., May 14, 2025 (GLOBE NEWSWIRE) — DTEX Systems, the trusted leader of insider risk management, has released a groundbreaking report exposing North Korea’s (DPRK) global cybercrime network – revealing a mafia-like operation fuelled by survival, not ideology. The report details a comprehensive blueprint of DPRK’s cyber hierarchy, a covert talent pipeline, and direct ties to the regime’s Weapons of Mass Destruction (WMD) program.

    For the first time, researchers link DPRK cyber operatives to sanctioned WMD efforts and warn of an escalating AI-enabled threat from Research Center 227, a cyber-physical warfare hub. The findings underscore the urgency of developing a new security paradigm for mitigating this type of threat.

    Going beyond traditional threat models, the report homes in on the underreported human drivers behind DPRK’s operations: in a state defined by scarcity, cybercrime offers operatives access to food, shelter, and healthcare. This survival-based incentive structure underpins the regime’s cyber expansion and complicates attribution efforts.

    “While traditional attribution models like numbered Advanced Persistent Threats (APTs) have served the community well, DPRK’s operations present a more complex picture – one that blends cybercrime, espionage, and geopolitical influence,” said Michael Barnhart, DTEX Principal i3 Insider Risk Investigator and lead author of the report.

    “This is less a typical state actor and more akin to a globally dispersed, mafia-style network, where motivations are driven not just by political power, but by a survival mentality rooted in deep economic hardship and familial obligations. Our goal is to expose the human and organizational factors critical to anticipating their next move.”

    World-leading cybersecurity expert Kevin Mandia, founder of Mandiant and now on DTEX’s Advisory Board, said the DPRK threat is bigger than many people realise.

    “Every business leader and security professional needs to recognize the risks of accommodating remote workers. To empower companies to trust their remote resources is paramount – especially with North Korea leveraging the opportunity to fund its weapons program,” Mandia said.

    “The threat of unintentionally hiring North Korean IT workers is larger than most people realize. It’s covert, it’s global, and it’s active right now – which is why industry and government need to work together to come up with solutions to counter the threat.”

    National security expert and former Principal Deputy Director of National Intelligence, the Honorable Sue Gordon (also a member of DTEX’s Advisory Board) said the DPRK operates unlike any other nation state.

    “DPRK’s cyber operations challenge the traditional nation-state playbook – merging cryptocurrency theft, espionage, and nuclear ambition within a self-funded system driven by profit, loyalty, and survival,” Gordon said.

    “Recognizing it as a family-run mafia syndicate unblurs the lines between cybercrime and statecraft. This report pulls back the curtain on their inner workings and psychology, revealing how deeply embedded they already are within our workforce – providing the context needed to anticipate their next move.”

    Key findings from the report include:

    • DPRK Organizational Blueprint: For the first time, an unclassified organizational chart maps the structure, roles, and communication chains within the DPRK’s cyber ecosystem, providing a roadmap for more accurate attribution and proactive defense strategies.
    • Human Motivations Behind DPRK Cyber Operations: The report reveals that DPRK operatives are motivated not by ideology but by survival. In a country with limited resources, participation in cybercrime offers rare access to basic needs, fuelling persistence and loyalty among its workforce.
    • Decades-Long Cyber Talent Pipeline: The report traces North Korea’s investment in a scalable cyber education system that nurtures talent from childhood through college, continuously feeding technically trained operatives into Research Center 227 as well as other threat groups and offensive military units.
    • Early Warning Indicators for Embedded Threats: By connecting the full lifecycle of DPRK’s cyber workforce – from recruitment to deployment – this report offers behavioral and technical markers that can help organizations identify and remove DPRK operatives before significant damage occurs.
    • Evidence of Unit 227’s Coordinated Global Infiltration: The report reveals how DPRK’s elite Research Center 227 is infiltrating critical infrastructure worldwide, moving beyond espionage into sustained, embedded access within commercial and government systems.
    • Identification of Active DPRK Operatives: Two active DPRK IT operatives are identified, with detailed profiles, digital aliases, and a breakdown of their tradecraft, including image manipulation and credential fraud used to gain access to sensitive systems.
    • Direct Links to WMD Programs: The report identifies a North Korean academic institution funnelling resources and personnel to a sanctioned weapons program, with verified evidence that IT workers are being deployed to directly support WMD production.

    DTEX CEO Marshall Heilman emphasized that the speed and sophistication of DPRK-linked infiltration – amplified by AI – requires a unified defense response.

    “This report reflects the ongoing collaboration across the intelligence community, supported by DTEX, to better understand an evolving and increasingly complex threat landscape,” Heilman said.

    “North Korea is blending AI, cybercrime, and kinetic capabilities into a hybrid threat model that challenges conventional defense boundaries. This isn’t a forecast – it’s a call to action. Our goal is not to alarm, but to provide the foresight needed to address the growing sophistication of this global threat.”

    The report represents the culmination of research from a network of intelligence professionals and cybersecurity experts, with supporting investigative findings from DTEX. It provides a structured framework for security practitioners, policymakers, and risk leaders to anticipate DPRK’s next move and proactively defend against these increasingly complex and multifaceted threats.

    About DTEX Systems
    As the trusted leader of insider risk management, DTEX transforms enterprise security by displacing reactive tools with a proactive solution that stops insider risks from becoming data breaches. DTEX InTERCEPT™ consolidates Data Loss Prevention, User Activity Monitoring, and User Behavior Analytics in one lightweight platform to enable organizations to achieve a trusted and protected workforce. Backed by behavioral science, powered by AI, and used by governments and organizations around the world, DTEX is the trusted authority for protecting data and people at scale with privacy by design.

    To learn more about DTEX, please visit dtexsystems.com

    Connect with DTEX: LinkedIn | Twitter | YouTube

    Media Contact
    Mariah Gauthier
    dtex@highwirepr.com

    The MIL Network –

    May 14, 2025
  • MIL-OSI: Best Crypto Casinos Canada: JACKBIT Rated Top Bitcoin Online Casino For Canadian Players!

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, May 14, 2025 (GLOBE NEWSWIRE) — JACKBIT has claimed the crown as the top online casino for instant crypto rewards in 2025, dominating Canada’s competitive iGaming landscape. Celebrated as the best crypto casino in Canada, JACKBIT blends lightning-fast payouts, a no-KYC policy, and bonuses that excite without demanding hefty upfront deposits. This platform has redefined crypto gambling for Canadians with its unwavering commitment to player satisfaction.

    <<<SIGN UP NOW AND EXPERIENCE THE BEST CRYPTO CASINO OF 2025 AT JACKBIT!>>>

    “We’re thrilled to be named the best crypto casino Canada offers in 2025. Our mission is to deliver a seamless, rewarding experience rooted in trust and transparency,” said a JACKBIT spokesperson.

    For Canadian casino fans, JACKBIT provides a low-risk entry into real-money gaming with instant crypto rewards and access to over 7,000 top-tier games. Whether you’re dipping your toes into crypto or are a seasoned gambler, JACKBIT sets a new benchmark for crypto casinos Canada adores. From immersive slots and live dealer tables to a robust sportsbook, JACKBIT caters to every gaming preference, standing out in a crowded online casino market.

    JACKBIT stands out as one of the best crypto casinos in Canada for 2025, offering players a seamless gaming experience with fast Bitcoin payouts and generous bonuses. Known for its no-KYC gaming, JACKBIT ensures privacy and security while players enjoy a wide variety of slots, table games, and live dealer options.

    Whether you’re new to crypto gaming or a seasoned player, JACKBIT’s player-centric features, including instant rewards and VIP perks, make it a top choice for Canadian players seeking excitement and reliable payouts.

    Getting Started with JACKBIT

    Joining JACKBIT is a breeze, tailored for Canadians eager to explore a new crypto casino:

    1. Visit the official JACKBIT website.
    2. Click “Sign Up” in the top-right corner.
    3. Enter minimal details (email, password, preferred currency).
    4. Choose a payment method (crypto or fiat) and deposit.
    5. Claim your 30% Rakeback and 100 free spins.
    6. Dive into 7,000+ games or the sportsbook.

    JACKBIT’s streamlined process makes it the best crypto casino Canada offers for accessibility.

    Bonuses & Promotions: Rewards That Deliver

    JACKBIT’s promotional offers are a key reason it’s ranked as the best crypto casino Canada has in 2025. New players kick off with a 30% Rakeback and 100 wager-free spins, with ongoing promotions including:

    • Weekly giveaways with $10,000 and 10,000 free spins.
      • Frequent Opportunities: Regular events mean more chances to win without extra deposits.
      • Player Value: High prize pools add excitement to every week.
      • Why It’s Great: Keeps you engaged with fresh rewards.
    • VIP Rakeback up to 30%, scaling with loyalty tiers.
      • Loyalty Boost: The more you play, the bigger the cashback.
      • Tailored Perks: Higher tiers unlock exclusive benefits.
      • Why It’s Great: Rewards dedication with tangible returns.
    • Pragmatic Drops & Wins with a €2,000,000 prize pool.
      • Massive Stakes: Huge prizes elevate everyday gaming.
      • Wide Reach: Available across multiple games for broad appeal.
      • Why It’s Great: Offers a shot at life-changing wins.
    • Social media bonuses for engaging on Twitter and Telegram.
      • Community Connection: Bonuses for joining the JACKBIT conversation.
      • Easy Access: Simple tasks like retweeting unlock rewards.
      • Why It’s Great: Adds fun beyond the games.
    • Regular slot and table game tournaments with cash prizes.
      • Competitive Edge: Battle for leaderboard spots and cash.
      • Inclusive Play: Open to all skill levels.
      • Why It’s Great: Adds a thrilling competitive layer.

    These fair, high-value bonuses make JACKBIT a standout among Canadian bitcoin casinos.

    <<>>

    A Deep Dive into JACKBIT’s Excellence

    JACKBIT’s 2025 ranking as Canada’s top crypto casino stems from a rigorous evaluation of player-focused criteria:

    • Licensing and Regulation
    • Game Variety and Quality
    • Bonuses and Promotions
    • Payment Flexibility and Speed
    • Security and Fair Play
    • Mobile Gaming Experience
    • Customer Support Quality
    • Sportsbook Features
    • Responsible Gambling Tools
    • No-KYC Benefits

    JACKBIT outperformed competitors in every category, cementing its status as the best bitcoin casino Canada trusts. Let’s unpack why with added insights and details.

    Licensing: A Pillar of Trust

    JACKBIT operates under a Curacao Gaming License, a respected credential in the crypto gambling world. This license mandates adherence to fair play and security standards, with regular audits ensuring compliance. While some players may prefer licenses from Malta or Ontario’s iGaming authority, Curacao’s framework enables JACKBIT to serve a global audience, including Canadians, while maintaining transparency.

    • Global Accessibility: The Curacao license allows JACKBIT to welcome players from diverse regions, making it a versatile choice for Canadians seeking international gaming options.
    • Player Confidence: Regular audits mean your gameplay and funds are protected, letting you focus on the fun.
    • Regulatory Balance: Curacao strikes a balance between flexibility and oversight, ideal for crypto-focused platforms.

    For those searching for the best BTC casino, JACKBIT’s licensing provides a secure, reliable foundation for worry-free gaming.

    Game Variety: A World of Choices

    With over 7,000 games from 85 premier providers like NetEnt, Evolution Gaming, Microgaming, and Pragmatic Play, JACKBIT’s library is a major draw. It’s a cornerstone of why it’s hailed as the best crypto casino Canada offers. Here’s the breakdown:

    • Slots: Over 5,000 titles, from classic fruit machines to modern video slots like Gold Party and Chilli Heat. Players can explore 180+ Megaways titles and progressive jackpots with life-changing payouts.
      • Endless Themes: From adventure to mythology, slots cater to every interest, keeping sessions fresh.
      • Jackpot Appeal: Games like Mega Moolah offer million-dollar prizes, drawing thrill-seekers.
      • Why It’s Great: Variety ensures there’s always a new slot to discover.
    • Table Games: A rich selection including blackjack (Power Blackjack, Infinite Blackjack), roulette (European, Lightning), poker (Texas Hold’em), baccarat, and craps.
      • Strategic Depth: These games reward skill, appealing to players who enjoy outsmarting the house.
      • Variety Boost: Multiple variants keep classics exciting.
      • Why It’s Great: Perfect for both casual and seasoned players.
    • Live Dealer Games: Powered by Evolution Gaming, the live section features Live Blackjack, Live Roulette, Live Baccarat, and game shows like Dream Catcher and Crazy Time.
      • Real-Time Thrills: Interact with professional dealers for an authentic casino vibe.
      • Social Edge: Chat features create a community feel.
      • Why It’s Great: Brings the casino floor to your screen.
    • Sportsbook: A comprehensive platform covering 140+ sports, with 82,000+ live monthly events and 4,500+ betting types, including hockey, basketball, and e-sports.
      • Canadian Focus: Heavy emphasis on hockey aligns with national passion.
      • Live Betting: Real-time odds keep the action intense.
      • Why It’s Great: Ideal for sports fans and casual bettors alike.
    • Specialty Games: Casual options like bingo (Shamrock Bingo), scratch cards, and crypto-friendly mini-games such as Aviator and Plinko.
      • Quick Play: Low-stakes games for relaxed fun.
      • Crypto Fit: Mini-games designed for fast crypto bets.
      • Why It’s Great: Perfect for a quick gaming break.
    • Virtual Sports: 24/7 betting on simulated events like virtual football, horse racing, and greyhound racing.
      • Non-Stop Action: Bet anytime, regardless of real-world schedules.
      • Realistic Graphics: Advanced algorithms mimic live sports.
      • Why It’s Great: Keeps the excitement going around the clock.

    This vast selection ensures JACKBIT remains a top Canada bitcoin casino for players seeking variety and quality.

    <<>>

    Payment Flexibility: Fast and Secure

    JACKBIT excels as an instant payout casino, supporting over 17 cryptocurrencies, including Bitcoin, Ethereum, Tether, Solana, and Dogecoin. Crypto transactions are instant and fee-free, offering unmatched convenience. Traditional options include:

    • Visa and MasterCard: Instant deposits, withdrawals in 1-3 days.
    • Google Pay and Apple Pay: Instant mobile deposits.
    • Bank transfers: Withdrawals in 3-5 days.

    With high withdrawal limits (up to $10,000 weekly) and robust SSL encryption, JACKBIT ensures secure, flexible banking, reinforcing its position as the best bitcoin casino Canada has.

    <<>>

    Security: A Safe Haven

    Security is paramount at JACKBIT, a trusted online casino. The platform uses SSL encryption and blockchain technology to protect player data and transactions. Provably fair games and Random Number Generators (RNGs) guarantee unbiased outcomes, making JACKBIT one of the safest crypto casinos Canada offers. The no-KYC policy enhances privacy, allowing instant withdrawals without verification while maintaining trust.

    • Blockchain Transparency: Verify transactions for added peace of mind.
    • Fairness Certified: Independent audits confirm game integrity.
    • Why It’s Great: Play confidently knowing your experience is secure.

    Mobile Gaming: Play on the Go

    JACKBIT’s mobile-optimized platform delivers a seamless experience on iOS and Android without a dedicated app. Players can access the full game library, deposit instantly, and claim bonuses anywhere. The responsive design ensures smooth navigation, making JACKBIT a top choice for mobile gamblers seeking the best crypto casino Canada has.

    • Cross-Device Sync: Switch between phone and desktop without losing progress.
    • Intuitive Interface: Easy navigation on smaller screens.
    • Why It’s Great: Game wherever life takes you.

    Customer Support: Always Ready

    JACKBIT offers 24/7 live chat support in multiple languages, including English, French, and Spanish, resolving queries within minutes. Email support and a comprehensive FAQ section provide additional resources. Player feedback highlights the team’s professionalism, cementing JACKBIT’s reputation as a trusted Canada bitcoin casino.

    • Bilingual Support: French options cater to Canada’s diverse population.
    • Fast Response: Issues are handled promptly, day or night.
    • Why It’s Great: Reliable help enhances the player experience.

    Sportsbook: Betting Done Right

    JACKBIT’s sportsbook is a standout, covering 140+ sports, including hockey, basketball, tennis, and e-sports. With 82,000+ live monthly events and 4,500+ betting types, it caters to sports enthusiasts. Live streaming and competitive odds make JACKBIT the best BTC casino for Canadian sports fans.

    • Hockey Focus: Extensive NHL betting options resonate with Canadians.
    • Live Action: Real-time updates keep bets engaging.
    • Why It’s Great: A must for sports betting lovers.

    Responsible Gambling: Prioritizing Well-Being

    JACKBIT promotes player safety with tools like deposit limits, self-exclusion, reality checks, and links to organizations like GamCare and Gambling Therapy. These features ensure a fun, controlled experience, aligning with the standards of safe crypto casinos Canada trusts.

    • Proactive Measures: Tools help you set boundaries before issues arise.
    • Support Access: Resources are a click away for those needing help.
    • Why It’s Great: Keeps gaming enjoyable and responsible.

    No-KYC Benefits: Privacy First

    JACKBIT’s no-KYC policy allows anonymous play and withdrawals, a game-changer for privacy-conscious players. This feature, paired with fast crypto payouts, makes it the best crypto casino Canada offers for discreet gaming.

    • Hassle-Free: Skip ID checks and play instantly.
    • Secure Anonymity: Your data stays private without compromising safety.
    • Why It’s Great: Ideal for players valuing personal freedom.

    Crypto Gambling Trends in Canada

    Crypto gambling is booming in Canada, driven by growing cryptocurrency adoption and frustrations with traditional banking restrictions. Platforms like JACKBIT are at the forefront, offering solutions that align with these trends:

    • Increased Crypto Use: More Canadians hold Bitcoin and Ethereum, making crypto casinos a natural fit.
    • Privacy Demand: No-KYC platforms like JACKBIT cater to players seeking discretion.
    • Tech Integration: Blockchain and fast transactions enhance gameplay.
    • Why JACKBIT Leads: Its crypto-first approach makes it the best crypto casino Canada embraces.

    This alignment with market shifts positions JACKBIT as a leader in the new crypto casino space.

    Player Psychology: Why Canadians Choose JACKBIT

    Canadians are drawn to crypto casinos like JACKBIT for several psychological reasons:

    • Control and Freedom: No-KYC and instant payouts empower players to manage their gaming.
    • Risk-Reward Balance: Bonuses like Rakeback offer rewards without high stakes.
    • Community Appeal: Social media bonuses and tournaments foster a sense of belonging.
    • Why It Works: JACKBIT taps into these drivers, making it a top Canada bitcoin casino.

    Understanding these motivations highlights why JACKBIT resonates as the best online crypto casino.

    JACKBIT’s Community Initiatives

    Beyond gaming, JACKBIT builds a vibrant community:

    • Charity Drives: Partners with Canadian organizations to support local causes.
    • Player Events: Hosts virtual meetups for fans to connect.
    • Feedback Forums: Actively incorporates player suggestions for platform improvements.
    • Why It Matters: Strengthens loyalty and makes JACKBIT a crypto casino Canada loves.

    These efforts create a dynamic, inclusive environment for players.

    Regulatory Landscape for Crypto Gambling in Canada

    Canada’s gambling laws are evolving, with provinces like Ontario regulating online gaming while crypto remains a gray area. JACKBIT’s Curacao license ensures compliance with international standards, but future Canadian regulations could shape the industry:

    • Potential Licensing: Provinces may introduce crypto-specific rules.
    • Player Protections: Enhanced safeguards could boost trust.
    • JACKBIT’s Advantage: Its global license and no-KYC model keep it flexible, reinforcing its status as the best crypto casino Canada offers.

    Staying ahead of these changes ensures JACKBIT’s long-term success.

    JACKBIT’s Innovation Pipeline

    JACKBIT is poised to stay ahead with planned enhancements:

    • New Cryptos: Adding support for emerging coins like Cardano.
    • AR/VR Gaming: Testing immersive slot and live dealer experiences.
    • AI Personalization: Tailoring game suggestions based on player habits.
    • Why It’s Exciting: These innovations keep JACKBIT the best crypto casino Canada looks to in the future.

    This forward-thinking approach ensures continued leadership.

    Why JACKBIT Reigns Supreme in 2025

    JACKBIT’s blend of no-KYC freedom, instant crypto payouts, and an unmatched game library makes it the best crypto casino Canada offers. Its focus on security, player rewards, and innovation creates a gaming experience that’s hard to beat, whether you’re a casual player or a high roller.

    <<>>

    Final Words About The Best Crypto Casino Canada

    JACKBIT combines anonymous, no-KYC gameplay with lightning-fast crypto payouts and an extensive game selection, setting a new benchmark in online gaming. With generous promotions, strong security measures, and a user-first approach, it offers both excitement and peace of mind. While its Curacao license may not be the strictest, JACKBIT reinforces player trust through transparent practices and responsible gambling features.

    Despite being a newer name in the industry, JACKBIT has quickly emerged as a leader among the best online casinos Canada, delivering a seamless experience tailored to both casual players and high-stakes users.

    Contact: support@jackbit.com

    Disclaimer & Affiliate Disclosure

    This article is for informational and entertainment purposes only and does not constitute legal or financial advice. Gambling carries risks; verify information and play responsibly. You must be 19 (or 18 in some provinces) to gamble legally in Canada. Laws vary, so comply accordingly. We may earn commissions from links at no extra cost to you. Our JACKBIT review is unbiased, based on thorough research.

    Photos accompanying this announcement are available at

    https://www.globenewswire.com/NewsRoom/AttachmentNg/7840cef4-dbeb-4803-a97c-446bf76ebb69

    https://www.globenewswire.com/NewsRoom/AttachmentNg/7f7df58a-8a1d-4354-939e-cf0308241911

    https://www.globenewswire.com/NewsRoom/AttachmentNg/4806fed5-7d61-4c01-bd3a-78d597ea26bd

    The MIL Network –

    May 14, 2025
  • MIL-OSI: Best Crypto Casinos Australia: JACKBIT Picked As Top Bitcoin Casino For Aussie Gamblers!

    Source: GlobeNewswire (MIL-OSI)

    SYDNEY, May 14, 2025 (GLOBE NEWSWIRE) — Looking for the best crypto casino in Australia? Our expert team has carefully reviewed and selected the top platform for Aussie players, focusing on strict criteria and real feedback from the local gaming community. After evaluating numerous options, we’ve identified a standout that excels in game variety, bonuses, security, and user experience, delivering a top-notch crypto gambling Australia experience.

    VISIT JACKBIT NOW & CLAIM YOUR WELCOME BONUSES!

    Among the contenders, JACKBIT shines as the leading Bitcoin casino Australia for 2025, earning a stellar 4.9/5 rating. Launched in 2022, this crypto casino Australia offers a no KYC policy, lightning-fast crypto transactions, and a massive library of over 6,600 games, making it ideal for online casino real money play. In this detailed review, we’ll dive into why JACKBIT is likely the best crypto casino Australia, covering its features, bonuses, games, and more.

    JACKBIT: The Best Crypto Casino Australia

    JACKBIT ticks all the boxes for the best crypto casinos in Australia, making it our top pick for 2025. Established in 2022, JACKBIT operates under a Curacao eGaming license, ensuring it meets international standards for fairness and security.

    It’s no KYC policy lets Australian players sign up and play anonymously, a major plus for those prioritizing privacy in crypto gambling in Australia. With instant crypto withdrawals processed in seconds, JACKBIT delivers the speed expected from a high-payout Australian crypto casino, allowing players to access winnings without delay.

    The welcome bonus—a 30% rakeback, no KYC, and 100 free spins with no wagering requirements—gives new players a great start, letting them explore the platform’s vast game selection. Ongoing promotions, like VIP rakeback and exciting tournaments, keep the rewards flowing, enhancing the Bitcoin casino bonus offerings.

    Boasting over 6,600 games from 91 top providers and a robust sportsbook, JACKBIT caters to every taste, cementing its status as a premier Bitcoin casino in Australia.

    READY TO PLAY? JOIN JACKBIT CASINO AND CLAIM YOUR BONUS!

    JACKBIT – The Top Bitcoin Casino Australia for Fast Payouts

    Since its debut in 2022, JACKBIT has likely transformed the best crypto casino Australia landscape with its innovative features and player-centric design. The no KYC policy is a standout, allowing Aussie players to register and play without sharing personal details, ensuring maximum privacy.

    As a leading crypto casino in Australia, JACKBIT processes crypto transactions instantly, enabling deposits, gameplay, and withdrawals in minutes—a hallmark of new crypto casinos.

    New players enjoy a 30% rakeback, no KYC, and 100 free spins with no wagering requirements on select promotions, making it one of the most enticing Bitcoin casino bonuses available.

    Ongoing offers include a VIP Rakeback Club with up to 30% rakeback, weekly giveaways with $10,000 prize pools, and Pragmatic Play’s Drops & Wins tournaments with a €2,000,000 prize pool, adding significant value for crypto gambling Australia fans.

    JACKBIT’s game library, powered by industry giants like Pragmatic Play, Evolution Gaming, and Play’n GO, features over 6,600 titles, from high-RTP crypto slots Australia to live dealer tables and a sportsbook covering 140+ sports. Its sleek, intuitive interface, available in 10 languages including English, ensures easy navigation for Australian players. Advanced SSL encryption safeguards player data, and 24/7 customer support via live chat and email offers prompt assistance, making JACKBIT a top Australian crypto casino.

    Bonuses at JACKBIT Casino

    JACKBIT offers a range of bonuses to enhance the crypto casino Australia experience:

    • Welcome Bonus: 30% rakeback + 100 free spins with no wagering requirements, plus no KYC for crypto users.
    • VIP Rakeback Club: Up to 30% rakeback for loyal players.
    • Weekly Giveaways: $10,000 prize pools for exciting competitions.
    • Pragmatic Play Drops & Wins: €2,000,000 prize pool in tournaments.
    • 3+1 FreeBet: Place three bets, get one free in the sportsbook.
    • Bet Insurance: 10% cashback on select sports bets.
    • Social Media Bonuses: Exclusive offers via JACKBIT’s social channels.
    • NBA Playoffs Cashback: Special promotions during major sports events.

    CLAIM YOUR 30% RAKEBACK + 100 FREE SPINS AT JACKBIT!

    Always review bonus terms to ensure eligibility and maximize rewards.

    Pros and Cons of JACKBIT Casino

    Here’s a balanced look at JACKBIT as a crypto casino Australia:

    Pros:

    • No KYC policy for maximum privacy in crypto gambling Australia.
    • Instant crypto deposits and withdrawals, perfect for online Bitcoin casino play.
    • Over 6,600 games, including crypto slots Australia, live dealers, and sports betting.
    • Generous 30% rakeback + 100 free spins with no wagering requirements.
    • Supports 16+ cryptocurrencies for secure, seamless transactions.
    • 24/7 multilingual customer support via live chat and email.
    • Mobile-optimized for best crypto casino Australia gaming on the go.
    • High-payout games with competitive RTPs for online casino real money play.

    Cons:

    • Launched in 2022, it may lack the long-term reputation of older Bitcoin casinos Australia.
    • Some bonuses have specific terms that require careful review.
    • Traditional payment withdrawals (1-3 days) are slower than crypto.

    How to Join JACKBIT – The Best Crypto Casino Australia

    Joining JACKBIT, likely the best crypto casino Australia, is quick and straightforward for Aussie players:

    1. Visit JACKBIT Casino: Click Here to Head to JACKBIT Casino and click the sign-up button.
    2. Create Your Account: Enter an email and password. The no KYC policy means no personal details are needed for crypto users.
    3. Make Your First Deposit: Choose a payment method (e.g., Bitcoin, Ethereum, Visa, or PayID) and deposit at least $10 or equivalent to unlock the welcome bonus. For crypto, scan the QR code or copy the wallet address.
    4. Claim Your Bonus: Get 100 free spins instantly for top crypto slots Australia like Gates of Olympus.
    5. Start Playing: Dive into 6,600+ games or bet on sports with your Bitcoin casino bonus.

    Pro Tip: Verify your email and check the promotions page for the latest bonus codes to ensure smooth activation. Save your wallet address for faster future deposits to enhance your crypto casino Australia experience.

    How We Selected JACKBIT as the Best Crypto Casino Australia

    Our selection of JACKBIT as the best crypto casino Australia involved a thorough evaluation tailored to Australian players’ needs in crypto gambling Australia. Here’s how we assessed it:

    • Licensing and Regulation: JACKBIT holds a Curacao eGaming license, ensuring compliance with global standards. We confirmed its legitimacy for Aussie players.
    • Security Measures: Advanced SSL encryption and provably fair games protect data and ensure transparency.
    • Game Variety and Quality: Over 6,600 games from 91 providers, including slots, table games, live dealers, and a sportsbook, cater to all preferences.
    • Bonuses and Promotions: The 30% rakeback + 100 free spins welcome bonus, with no wagering on select offers, outshines competitors. Ongoing promotions add value.
    • Payment Methods: Supports 16+ cryptocurrencies and traditional options like PayID, with instant crypto transactions and low fees.
    • Customer Support: 24/7 live chat and email support in multiple languages ensure quick query resolution.
    • User Experience: A mobile-optimized, intuitive interface in 10 languages offers seamless navigation.
    • Player Feedback and Reputation: Positive reviews on platforms like Trustpilot (4.4/5) highlight fast payouts and game variety, though some note bonus term complexity.
    • Responsible Gambling Measures: Tools like deposit limits and self-exclusion promote safe play.
    • Market Position and Innovation: Support for emerging cryptocurrencies like Solana and provably fair games positions JACKBIT as forward-thinking.

    JACKBIT’s outstanding performance, especially its no KYC policy and instant withdrawals, makes it the best crypto casino Australia for 2025.

    START WINNING WITH NO KYC AND INSTANT WITHDRAWALS AT JACKBIT!

    Best Crypto Casino Australia Games at JACKBIT

    JACKBIT’s game library is a key reason it’s the best crypto casino Australia, offering over 6,600 titles from 91 providers for online casino real money play:

    • Online Slots:
      • Gates of Olympus (Pragmatic Play, 96.50% RTP): Mythological slot with 5,000x max win.
      • Sweet Bonanza (Pragmatic Play, 96.49% RTP): Candy-themed slot with 21,175x max win.
      • Book of Dead (Play’n GO, 96.21% RTP): Adventure slot with 5,000x max win.
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    Photos accompanying this announcement are available at

    https://www.globenewswire.com/NewsRoom/AttachmentNg/777c7ae6-e626-481f-9171-b0b463dd8530

    https://www.globenewswire.com/NewsRoom/AttachmentNg/f4ad0782-34b0-427b-bcb9-9e44eef71090

    The MIL Network –

    May 14, 2025
  • Trump meets Syrian president, says he is looking into normalising ties

    Source: Government of India

    Source: Government of India (4)

    U.S. President Donald Trump met with Syria’s president in Saudi Arabia on Wednesday, after a surprise U.S. announcement it would lift all sanctions on the Islamist-led government, and said Washington was exploring the possibility of normalising ties with Damascus.

    He made the comments during a summit between the United States and Gulf Arab countries. Trump met Syria’s Ahmed al-Sharaa before the summit. Photos posted on Saudi state television showed them shaking hands in the presence of Saudi Arabia’s crown prince.

    Trump also urged Sharaa to normalise ties with Israel, a White House spokesperson said.

    Despite concerns within sectors of his administration over Syria’s leaders’ former ties to Al Qaeda, Trump said on Tuesday during a speech in Riyadh he would lift sanctions on Syria in a major policy shift.

    Turkish President Tayyip Erdogan joined Trump and Saudi Crown Prince Mohammed bin Salman, also known as MbS, virtually in the meeting, Turkey’s Anadolu News Agency reported.

    MbS told the summit Saudi Arabia commends Trumps decision to lift sanctions on Syria.

    The lifting of sanctions came despite deep Israeli suspicion of Sharaa’s administration, worries initially shared by some U.S. officials. Israeli officials have continued to describe Sharaa as a jihadist, though he severed ties with al Qaeda in 2016. Israel’s government did not immediately respond to requests for comment.

    The decision is a major boost for Sharaa, who has been struggling to bring the country under the control of the Damascus government after toppling former President Bashar al-Assad in December.

    The challenges were laid bare in March when Assad loyalists attacked government forces, prompting revenge attacks in which Islamist gunmen killed hundreds of civilians from the Alawite minority, drawing strong U.S. condemnation.

    Sharaa was for years the leader of al Qaeda’s official wing in the Syrian conflict. He first joined the group in Iraq, where he spent five years in a U.S. prison. The United States removed a $10 million bounty on Sharaa’s head in December.

    Trump’s first day of a four-day swing through the Gulf region was marked by lavish ceremony and business deals, including a $600 billion commitment from Saudi Arabia to invest in the U.S. and $142 billion in U.S. arms sales to the kingdom.

    Later on Wednesday, Trump will fly to the Qatari capital Doha, where he will participate in a state visit with Emir Sheikh Tamim bin Hamad al-Thani and other officials. Qatar, a key U.S. ally, is expected to announce hundreds of billions of dollars in investments in the U.S.

    U.S. ally Israel has opposed sanctions relief for Syria, but Trump on Tuesday said that Saudi’s MbS and Erdogan, who are both close to the U.S. president, encouraged him to make the move.

    LUXURY PLANE GIFT

    Trump’s visit to Doha was to follow the White House’s announcement this week that it plans to accept a Boeing 747-8 plane, which would be outfitted to serve as Air Force One, as a gift from the Qataris.

    The luxury plane, which would be one of the most valuable gifts ever received by the U.S. government, would eventually be donated to Trump’s presidential library. It has sparked outrage from Democrats and bipartisan security concerns. Some officials have said it could create a perception of corruption, even absent a quid pro quo.

    While the precise details of the investments Qatar plans to announce on Wednesday were unclear, Qatar Airways was expected to announce a deal to buy around 100 widebody jets from Boeing, according to a source familiar with the matter.

    Following his visit to Qatar, Trump will fly to Abu Dhabi to meet the UAE’s leaders on Thursday. He is then slated to fly back to Washington on Friday, but he has said he could fly to Turkey instead for a potential meeting between Russian President Vladimir Putin and Ukrainian President Volodymyr Zelenskiy.

    (Reuters)

    May 14, 2025
  • MIL-OSI Asia-Pac: LCQ15: Training of artificial intelligence talents

    Source: Hong Kong Government special administrative region

    Following is a question by the Hon Rock Chen and a written reply by the Secretary for Education, Dr Choi Yuk-lin, in the Legislative Council today (May 14):

    Question:

    In September last year, the State President delivered an important speech at the National Conference on Education, following which the 2024-2035 master plan on building China into a leading country in education (the master plan) was issued, setting out a roadmap for the national education development in the next 10 years. The master plan clearly proposed to establish a mechanism for co-ordinating and promoting the integration of education, technology and talent by leveraging the support of education to technology and talent. The master plan also set out the close collaboration with the development of the innovation and technology (I&T) hub in the Guangdong-Hong Kong-Macao Greater Bay Area (GBA) and the building of a high-calibre talent hub and platforms for talent attraction and retention, thereby enhancing the overall effectiveness of the innovation system. In this connection, will the Government inform this Council:

    (1) against the background of the master plan’s proposals to establish a mechanism for co-ordinating and promoting the integration of education, technology and talent as well as to closely collaborate with the development of I&T hub in the GBA, how the Government will further deepen the collaboration among the “government, industry, academic and research” sectors to promote the transformation of research and development outcomes of tertiary institutions into a driving force for innovation in the industry, with a view to enhancing Hong Kong’s competitiveness in the GBA’s I&T ecosystem;

    (2) as there are views that universities of applied sciences (UAS) play an important role in Hong Kong in complementing the master plan’s proposal to leverage the support of education to technology and talent, how the Government will further define the self-positioning of UAS and assist UAS in leveraging their unique advantages, so as to nurture more applied technology talents who suit the needs of the industries in the GBA;

    (3) how the Government plans to assist tertiary institutions and scientific research institutions in increasing their expenditure on research and development (R&D) and intensifying the efforts in nurturing talents in the field of artificial intelligence (AI), so that Hong Kong can contribute to the development of the I&T hub in the GBA in the aspect of AI technology’s R&D and application; and

    (4) whether it has studied how the Government should further strengthen STEAM (i.e. Science, Technology, Engineering, the Arts and Mathematics) education in primary and secondary schools (particularly focusing on AI), including teaching basic AI knowledge, methods of data processing and interdisciplinary knowledge, so as to enhance students’ skills in AI, critical thinking and capacity for innovation, thereby meeting the demand for education, technology and talent arising from the GBA development?

    Reply:

    President,

    Solid promotion of education and technological development can provide and replenish talents and manpower for various trades and industries, boost socio-economic development, and render firm support for building an international hub for high-calibre talents. The 2024-2035 master plan on building China into a leading country in education, issued earlier by the nation, clearly proposes establishing an integrated co-ordinating mechanism for education, technology and talents, and strengthen the supporting role of education for science and talents. To this end, the Government has set up the Committee on Education, Technology and Talents, which is led by the Chief Secretary for Administration, to co-ordinate and drive the integrated development of education, technology and talents, expand connections, formulate policies to attract and cultivate talents, foster the development of technologies, and also promote Hong Kong as an international hub for high-calibre talents.

    The replies of the Education Bureau (EDB) and the Innovation, Technology and Industry Bureau to the Hon Rock Chen’s questions are as follows:

    (1) With an aim to enhance the innovation and technology (I&T) ecosystem and Hong Kong’s competitiveness on the I&T front in the Guangdong-Hong Kong-Macao Greater Bay Area (GBA), the Government has been promoting collaboration among the Government, industry, academic and research sectors through various measures, and adopting a multi-pronged approach to support commercialisation of research and development (R&D) outcomes of tertiary institutions. For example, the $10 billion Research, Academic and Industry Sectors One-plus Scheme under the Innovation and Technology Fund (ITF) funds, on a matching basis, research teams from universities with good potential to become successful start-ups to transform and commercialise their R&D outcomes, while industry sponsorship is a mandatory requirement. Furthermore, the ITF will continue to provide annual funding to the Technology Transfer Office of each of the eight University Grants Committee (UGC)-funded universities, thereby supporting the development of innovative ideas and R&D outcomes into new products or services. The R&D centres set up by the Government have also been taking forward industry-driven applied R&D work that suits market needs and transferring technologies to the industries through contract researches, licensing arrangements, etc to commercialise their R&D outcomes. Meanwhile, the Government has facilitated the establishment of the Hong Kong New Industrialisation Development Alliance. The Alliance serves as a platform for collaboration among the Government, industry, academia, research and investment sectors, with a view to promoting new industrialisation and co-operation among enterprises and organisations.

    (2) To provide an alternative pathway to success for young people who aspire to pursue careers in professional skills sectors, the Government has been promoting the establishment of universities of applied sciences (UAS), and, in February 2024, promulgated the criteria for qualifying as UAS along with the relevant mechanisms. UAS provide vocational and professional education and training (VPET) programmes with an applied focus blending theory and practice, including applied degree programmes, and closely collaborate with professional skills sectors, incorporating substantial internship and work-based learning opportunities in other degree programmes to nurture students’ applied skills, demonstrating a clear division of labour with traditional academic research universities. The EDB announced in March and November 2024 respectively that Hong Kong Metropolitan University and Saint Francis University had been confirmed as the first two UAS in Hong Kong after undergoing stringent procedures and reviews.

    The Government proactively supports UAS to collaborate with industries and other stakeholders in accordance with the VPET development strategy of fostering industry-institution collaboration and diversified development to respond to the keen manpower needs of different sectors and nurture more professional talent with applied skills. In this connection, the Government has allocated $100 million to support UAS and VPET institutions to establish the Alliance of UAS (the Alliance) in November 2024. The Alliance has been actively engaging supporting organisations and stakeholders and has drawn up the future work plan and strategic direction, which include fostering collaboration and joint promotion efforts among member institutions and over 80 supporting organisations from different sectors, organising international conferences, and strengthening exchanges and co-operation with Mainland and overseas UAS. Amongst others, the Alliance has planned to visit VPET institutions in the GBA within the year to strengthen exchanges and co-operation. The EDB will continue to work closely with the Alliance to support its work.

    (3) Strengthening the nurturing of local I&T talents and fostering the deep integration of technology and industry are key factors in advancing the development of the artificial intelligence (AI) industry. Taking the opportunity of the triennial planning exercise for the UGC-funded universities, the Government set out strategic directions to guide the universities to align their planning with our nation’s and Hong Kong’s strategic development and policy priorities, including nurturing talents for growth, transformation and future challenges.

    With the advent of AI, innovative and breakthrough technology in the new era, the universities are encouraged to introduce appropriate teaching frameworks and new programmes to meet ever-changing societal needs and enhance support for academic staff and students. A number of UGC-funded universities have offered AI-related undergraduate programmes in the 2025-28 triennium in response to the strategic directions, for example, Bachelor of Science (Honours) in Artificial Intelligence and Educational Technology and Bachelor of Education (Honours) (Primary) – Mathematics of the Education University of Hong Kong, Bachelor of Engineering in Artificial Intelligence of the Hong Kong University of Science and Technology, and Bachelor of Arts and Bachelor of Engineering in Artificial Intelligence and Data Science of the University of Hong Kong.

    In addition, the Government has been developing the AI ecosystem on different fronts through various measures such as provision of infrastructure and computing power, promoting R&D and talent cultivation. The first-phase facility of Cyberport’s Artificial Intelligence Supercomputing Centre (AISC) commenced operation to meet the strong local demand and enhance Hong Kong’s R&D capabilities in various technological research and application fields. With a view to encouraging the industry to optimise the AISC’s computing resources, the Government launched the Artificial Intelligence Subsidy Scheme to subsidise local institutions, R&D centres and enterprises, etc to leverage the AISC’s computing power to achieve scientific breakthroughs and launch promotional and educational activities. As of April 2025, Cyberport has organised 35 promotional activities (including information seminars at local institutions), attracting over 6 500 participants. The Government is also nurturing local talents and gathering top-notch researchers from all around the world, through the AIR@InnoHK research cluster and its R&D laboratories focusing on AI and robotic technologies. To further promote the R&D and applications of AI in Hong Kong, the 2025-26 Budget announced the establishment of the Hong Kong Artificial Intelligence Research and Development Institute (AIRDI), which will spearhead and support Hong Kong’s innovative R&D and industry applications of AI, facilitating upstream R&D, midstream and downstream transformation of R&D outcomes, and expanding application scenarios. We expect the AIRDI will help pool talents in AI-related fields, promote R&D and extensive application of AI, and facilitate exchanges on AI between Hong Kong and the Mainland (including the GBA) as well as overseas countries and regions.

    The Finance Committee of the Legislative Council approved on May 9 a funding of $3 billion for the implementation of the Frontier Technology Research Support Scheme, with a view to attracting international top-notch talents in frontier technology areas such as AI to conduct research in Hong Kong, thereby expanding Hong Kong’s research capacity. The eligible applicant institutions for the Scheme are local universities funded by the UGC, and funding will be provided to the institutions concerned on a matching basis to encourage them to invest in research, promote cross-sector collaboration and enhance manpower training.

    (4) To align with the national strategy of building a leading country in education, keeping pace with global development trends, and nurturing talents for the advancement of I&T in Hong Kong, the EDB has been stepping up to promote STEAM (Science, Technology, Engineering, the Arts and Mathematics) education in primary and secondary schools, further promoting the digitalisation of education. Through a range of diversified strategies, including ongoing curriculum renewal, strengthening teacher training, providing resource support to schools, and enhancing collaboration with stakeholders, the EDB seeks to integrate digital technology into learning and teaching, enhance students’ creativity and problem-solving skills, and lay a solid foundation of talent for the future development of the country and society. Additionally, the EDB established the Steering Committee on Strategic Development of Digital Education in early 2025, making reference to the latest developments on the Mainland and relevant policies and experiences from other countries, to propose recommendations on the goals, strategies and future directions for the implementation of digital education in Hong Kong.

    Regarding curriculum renewal, the EDB launched the “Module on Artificial Intelligence for Junior Secondary Level” in the 2023/24 school year that covers topics such as AI basics and AI ethics. The EDB also launched the “Enriched Module on Coding Education for Upper Primary Level” to enhance computational thinking and creative thinking. At present, almost all publicly-funded primary and secondary schools have implemented enriched coding education and AI education at the upper primary and the junior secondary levels respectively. On the other hand, the newly introduced Primary Science and the updated Junior Secondary Science will be implemented starting from the 2025/26 and 2027/28 school years respectively. Both curricula emphasise inquiry-based learning and cross-disciplinary learning, with a view to cultivating students’ capabilities in innovation.

    As for teacher training, the EDB focuses on empowering teachers by helping them equipping with AI-related knowledge and teaching strategies. The EDB continuously organises training programmes on the aforementioned AI and coding education modules, covering fundamental AI theories, applied technologies, pedagogical practices, data security, and the use of generative AI in education. These training sessions are conducted in both online and face-to-face modes to broaden participation and coverage among teachers. Furthermore, the EDB promotes the application of AI in learning and teaching through an “AI+Subject” approach and provides relevant teacher training. Examples include the launch of the “AI for Science Education” programme in Junior Secondary Science, the integration of digital technologies (including AI elements) into mathematical modelling activities in Mathematics, and the incorporation of AI into learning and teaching activities in Visual Arts. These efforts aim to enhance teachers’ confidence and competence in utilising AI to assist teaching.

    The EDB also provides various resource support to schools. The EDB updated the “Information Literacy for Hong Kong Students” Learning Framework to strengthen data security and AI ethics education, and collaborated with the Hong Kong Police Force and the Journalism Education Foundation to launch teaching resources on cyber security and media and information literacy, to help students to develop critical thinking skills when using I&T. Moreover, the Quality Education Fund has allocated $500 million for the implementation of the e-Learning Ancillary Facilities Programme, supporting 22 projects related to AI, big data and education technology. These projects cover various subjects and deploy innovative technologies to enhance learning and teaching effectiveness. As at end-March 2025, around 400 schools and 31 000 students have participated in this programme. It is expected that the deliverables of the projects will be successively released starting from mid-2025 for subscriptions and use by all local schools.

    The EDB actively promotes collaboration and exchange by deepening partnerships with local, Mainland, and international stakeholders. The EDB works closely with tertiary institutions and I&T-related organisations to conduct various projects and activities, enabling school leaders and teachers to stay abreast of the latest developments in science and I&T. Examples include the “Exchange cum Training Programme for Hong Kong STEAM Education Leaders”, co-organised with the Teacher Education Centre under the United Nations Educational, Scientific and Cultural Organization, and the “Professional Development Programme on Innovation and Technology”, co-organised with Cyberport. In collaboration with Hong Kong Education City, the EDB is organising the “Digital Education Week” from June 30 to July 7 this year. Key events include the “Learning & Teaching Expo”, and the International Summit on the Use of AI in Learning and Teaching Languages and Other Subjects & Post-Summit Workshop Series jointly hosted with the Standing Committee on Language Education and Research and the Hong Kong Polytechnic University. The events will invite experts to share insights on I&T education (including the use of AI in teaching) to promote the integration of AI in education.

    The EDB will actively align with the competencies and skills required by national and global trends. In close collaboration with stakeholders from various sectors, the EDB aims to strengthen basic education in primary and secondary schools. To dovetail the integrated development of “education, science and technology, and talent” advocated by our country, the EDB is committed to nurturing the next generation of innovators in science and technology.

    MIL OSI Asia Pacific News –

    May 14, 2025
  • MIL-OSI USA: ICYMI-Deputy Secretary Edgar: “An Illegal Immigrant Killed Two Teenagers In My Community. Under The Trump Administration, He Will Face Justice”

    Source: US Federal Emergency Management Agency

    Headline: ICYMI-Deputy Secretary Edgar: “An Illegal Immigrant Killed Two Teenagers In My Community

    Under The Trump Administration, He Will Face Justice”

    Oscar Ortega-Anguiano is set to be released from prison after serving just three-and-a-half years of his 10-year sentence for the killing of Anya Varfolomeev and Nikolay Osokin 

    WASHINGTON – Today, the Washington Examiner published Homeland Security Deputy Secretary Troy Edgar’s Op-Ed in the Washington Examiner titled, “An Illegal Immigrant Killed Two Teenagers In My Community

    Under the Trump Administration, He Will Face Justice

    ”  

    The Op-Ed highlights the story of Anya Varfolomeev and Nikolay Osokin, two 19-year-olds that were killed in 2021 by an illegal alien who was driving under the influence in the Deputy Secretary’s home state of California

    Recently, it was revealed that Oscar Ortega-Anguiano—the teens’ killer—is set to be released from a California state prison after serving just three-and-a-half years of a 10-year sentence

    However, the Trump administration is intervening to ensure Ortega-Anguiano does not walk free

    The worst call you could ever receive as a parent is one telling you that your teenage son or daughter has been in a car accident

    It’s a lifechanging call that would go down as one of the worst days of your life

    It could be even worse though: What if you also found out that the driver that caused the accident was in our country illegally? This tragic circumstance is a reality for the parents of Anya Varfolomeev and Nikolay Osokin

    At just 19 years old, these two young people from Orange County, California had their whole lives ahead of them

    Varfolomeev was a bright young woman, who was a dedicated ballerina and scout

    Osokin was a gifted student at Pepperdine University who excelled in both music and academics

    But in November 2021, their lives were senselessly stolen in a fiery crash caused by a criminal illegal alien who should have never been in this country in the first place

    Oscar Eduardo Ortega-Anguiano was driving drunk, high on drugs, and speeding at nearly 100 mph on the 405 freeway when he crashed into a vehicle carrying Varfolomeev and Osokin

    Even worse, Ortega-Anguiano was a repeat criminal, with a track record that includes multiple felonies and convictions for driving without a license

    Despite being deported, he re-entered our country illegally twice

    Now, four years later, Ortega-Anguiano is set to be released from California state prison after serving just 3

    5 years of his 10-year sentence

    I’ve spoken to Anya’s father, and he is outraged

    So am I

    This story hits especially close to home because I served as mayor and city council member of Los Alamitos for over a decade, and this tragic incident happened in our community

    It also represents so much that is wrong with our broken immigration system

    As Deputy Secretary of Homeland Security, I work relentlessly under the leadership of President Donald Trump and Secretary Kristi Noem to carry out their priorities to protect our communities from brutal criminals who should not be loose on American streets

    Under the Trump administration, DHS is enforcing our nation’s immigration laws and seeking to punish criminals to the fullest extent of the law, and this has my direct attention

    Immigration and Customs Enforcement has placed a detainer for Ortega-Anguiano with the California Department of Corrections

    If state authorities do not honor the ICE detainer, federal agents will take custody of Ortega-Anguiano and deport him immediately upon release

    The U

    S

    Attorney for the Central District of California has also filed a felony immigration charge against Ortega-Anguiano, which could put him behind bars for an additional 20 years

    Under the secretary’s leadership, the department is also giving support to victims by reopening the ICE’s Victims of Immigration Crime Engagement office

    VOICE was first launched in 2017 by the Trump administration as a dedicated resource for those who have been victimized by crime that has a nexus to immigration

    The Biden administration shuttered the office, leaving victims and their families without access to key resources and support services–but we will not allow their stories to be silenced any longer

    Every day, the Trump Administration is working to prevent these tragedies from happening in another town, to another family

    We owe it to Anya and Nikolay, and every family like theirs, to never stop fighting for justice and safety

    That starts with removing the worst of the worst– and making sure they never return

    Not in my town

    Not in any American town

    MIL OSI USA News –

    May 14, 2025
  • MIL-OSI USA: NASA Hosts Industry, Government, Academia to Explore Partnerships

    Source: NASA

    On April 29, more than 90 representatives from industry, U.S. federal labs, government agencies, and academia gathered at NASA’s Ames Research Center in California’s Silicon Valley to learn about the center’s groundbreaking research and development capabilities. The three-day event provided insight into the many ways to collaborate with NASA, including tapping into the agency’s singular subject matter expertise and gaining access to state-of-the-art facilities at NASA Ames and centers across the country. Partnerships help the agency to advance technological innovation, enable science, and foster the emerging space economy.
    Terry Fong, senior scientist for autonomous systems at NASA Ames, summed up the objective of the event when he noted, “I don’t believe anyone – government, academia, industry – has a monopoly on good ideas. It’s how you best combine forces to have the greatest effect.”

    Author: Jeanne Neal

    MIL OSI USA News –

    May 14, 2025
  • MIL-OSI New Zealand: Alternative Budget – Green’s Budget Gets Thumbs Up from Tax Reform Group

    Source: Better Taxes for a Better Future Campaign

    The Better Taxes for a Better Future Campaign welcomes the Green Party’s alternative budget released today, for recognising the need to grow revenue and ensuring that those who can afford it get to contribute more.

    “The Green Budget recognises that we face enormous challenges as a country and we need to fund government better in order to respond to them,” says Glenn Barclay, spokesperson for the Better Taxes Campaign.

    “They also promote a range of new taxes that will help ensure that we all contribute according to our ability to pay.”

    “When compared to other countries like Denmark, Germany, Austria and France we are a low tax country. At the same time we face growing inequality, an enormous infrastructure deficit, the challenges of climate change, health services that are in crisis and public services that are struggling to cope. The need to increase government revenue is urgent,” says Glenn Barclay.

    The Green’s proposals include a wealth tax, a more progressive income tax (including a tax free threshold), reversing interest deductibility for rental properties, and raising the tax on corporations.  The Green Budget stops short of introducing a full capital gains tax but restores the Bright Line Test for taxing the capital gains on housing to 10 years.

    “These changes are important steps towards a more progressive tax system. They would help address the sources of inequality in our tax system while raising more revenue,” says Glenn Barclay.

    “The lack of a full capital gains tax is interesting and we would like to better understand the rationale for this, but we do welcome the restoration of the Bright Line Test as a step in the right direction.”

    “In many ways we are outliers when you look at countries we like to compare ourselves to and most of these initiatives will just bring us into line with them”.

    “We would also encourage all parties to consider tax system reforms to ensure that multinational companies operating in New Zealand are not escaping paying tax and improve tax transparency for more effective and efficient revenue gathering.”

    The Better taxes for a Better Future Campaign was launched in June 2023 with the support of 21 partner organisations. It is seeking a tax system that:

    Is fully transparent.
    Ensures people who have more to contribute make that contribution: that we gather more revenue from wealth, gains from wealth, all forms of income, and corporates.
    Makes greater use of fair taxes to promote good health and environmental health.
    Addresses the tax impact on the least well-off in our society.
    Raises more revenue to enable us to address the social, economic and environmental challenges we face.

    MIL OSI New Zealand News –

    May 14, 2025
  • MIL-OSI Africa: African Mining Week (AMW) 2025 to Spotlight the Impact of Gabon’s Mining Code

    Source: Africa Press Organisation – English (2) – Report:

    CAPE TOWN, South Africa, May 14, 2025/APO Group/ —

    Gabon strives to expand the mining industry’s GDP contribution to over 30% by the mid-2030s, using policies such as the Mining Code to attract investment and fuel development. By offering competitive incentives such as tax holidays ranging from three to eight years and a modest 3-5% royalty on base metals, the Mining Code offers improved terms for investors, thereby providing positive implications for the country’s mineral sector.

    African Mining Week – Africa’s premier gathering for African mining stakeholders, scheduled for October 1–3, 2025 in Cape Town – will provide an overview of Gabon’s Mining Code. A dedicated panel discussion, titled Navigating Gabon’s Mining Code: A Guide for Investors, will explore how the country is using the Mining Code to catalyze mining development and attract capital.

    Already the world’s third-largest producer of manganese (apo-opa.co/44ES9QA), Gabon is leveraging the code to strengthen the sector though international partnerships and new investments. French mining major Eramet, operator of the high-grade Moanda Minesin Gabon, signed a manganese supply agreement with Australia’s Firebird Metals (apo-opa.co/44yGrXD) to support electric vehicle (EV) battery production in China. Similarly, India’s state-run MOIL (apo-opa.co/4koDe1z) is in talks to develop manganese assets in Gabon, highlighting the country’s growing role in the global manganese, EV and battery storage market.

    Beyond manganese, Gabon is diversifying its mineral production base. Canadian company Millennial Potash Corp (apo-opa.co/43gSiHB) is advancing the Banio Potash Project, where high-grade potash intersections were confirmed in May 2025. Once operational, the project will be Gabon’s first commercial potash facility, supplying a global market driven by demand for fertilizers and pharmaceutical applications.

    Iron ore is another growth frontier where the country is using the Mining Code to secure investment. In partnership with Australia’s Genmin and China’s Sinohydro (apo-opa.co/43e25xN), the country is progressing the Baniaka Iron Ore Project, which targets five million tons of annual output initially, ramping up to 10 million tons in the future. Australia’s Fortescue is also expanding its Belinga iron ore project while South Africa’s Menar (apo-opa.co/3F7k0OO) signed agreements to invest in the sector, illustrating growing investor confidence fostered by Gabon’s Mining Code.

    Amid this growth, African Mining Week will connect investors, government officials and private sector leaders to advance projects. With a focus on legal clarity, resource potential and project-ready opportunities, the event will foster high-level dialogue and promote Gabon as a rising hub for responsible, high-return mining investment in Africa.

    MIL OSI Africa –

    May 14, 2025
  • MIL-OSI Europe: EU Fact Sheets – An area of freedom, security and justice: general aspects – 13-05-2025

    Source: European Parliament

    The Treaties attach great importance to the creation of an area of freedom, security and justice. In 2009, several important new features were introduced: a more efficient and democratic decision-making procedure that comes in response to the abolition of the old pillar structure; increased powers for the Court of Justice of the EU; and a new role for national parliaments. Basic rights are strengthened by the legally binding Charter of Fundamental Rights of the European Union.

    MIL OSI Europe News –

    May 14, 2025
  • MIL-OSI Europe: Answer to a written question – Violation of the international Law of the Sea by obstructing cable laying between Greece and Cyprus – E-001193/2025(ASW)

    Source: European Parliament

    The EU has stated repeatedly its deep concern about such actions and statements, expressing its expectation for Türkiye to de-escalate tensions in the interest of regional stability in the Eastern Mediterranean[1].

    In particular, the Commission has underlined in the 2024 enlargement report on Türkiye[2] that, as stemming from obligations under the Negotiating Framework, Türkiye is expected to make an unequivocal commitment to good neighbourly relations, international agreements and the peaceful settlement of disputes, including through the International Court of Justice. Türkiye must avoid threats and actions that damage good neighbourly relations and respect the sovereignty of all Member States over their territorial sea and airspace as well as all their sovereign rights, including inter alia the right to explore and exploit natural resources in accordance with EU and international law, in particular the United Nations Convention on the Law of the Sea.

    This is essential to ensure a stable and secure environment in the Eastern Mediterranean and the development of a cooperative and mutually beneficial relationship between the EU and Türkiye[3].

    • [1] https://www.consilium.europa.eu/media/57442/2022-06-2324-euco-conclusions-en.pdf .
    • [2] https://enlargement.ec.europa.eu/document/download/8010c4db-6ef8-4c85-aa06-814408921c89_en?filename=T%C3%BCrkiye%20Report%202024.pdf .
    • [3] https://enlargement.ec.europa.eu/document/download/16679fa1-cb73-4481-bc02-e3620b8c6dd3_en?filename=Joint%20Communication%20to%20the%20European%20Council%20-%20State%20of%20play%20of%20EU-Turkiye%20political%2C%20economic%20and%20trade%20relations.pdf .
    Last updated: 13 May 2025

    MIL OSI Europe News –

    May 14, 2025
  • Operation Sindoor: From strategic restraint to sovereign retaliation

    Source: Government of India

    Source: Government of India (4)

    India’s military response to the April 22, 2025, Pahalgam terror attack marked not merely a tactical action, but a fundamental shift in its strategic doctrine. Operation Sindoor, the codename for a bold retaliatory air campaign, shattered the long-standing tenets of India’s restraint-driven security posture. This was not just about responding to a cross-border provocation it was a calculated assertion of sovereign will, combining military strikes with economic countermeasures and an unapologetic geopolitical stance. The Indian Air Force struck deep into Pakistani territory, hitting eleven military installations, including the highly sensitive Nur Khan airbase near Islamabad a key node in Pakistan’s air defence and nuclear command infrastructure. These strikes were not reactionary outbursts; they were precisely timed, meticulously planned, and unilaterally executed. The choice of targets reflected not only the resolve to punish terror networks, but to decapitate the infrastructure that shields and enables them under the garb of nuclear deterrence. India, for the first time, did not blink in the face of Pakistan’s nuclear threats. It called the bluff and did so with devastating precision.

    What followed was unprecedented. The international community, which once scrambled to de-escalate tensions in South Asia, remained eerily silent. Washington, London, Brussels, and even Beijing offered no real condemnation. The world had no playbook for this new India an India that acted without seeking permission, validation, or multilateral endorsement. The traditional scripts were obsolete. This quietude wasn’t diplomatic oversight it was stunned recalibration. India had crossed the Rubicon and declared that its security calculus would no longer be bound by Cold War legacies or post-colonial deference. Strategic restraint, once considered a virtue of mature statecraft, had evolved into a liability. Operation Sindoor rewrote the doctrine as ‘sovereign retaliation’ became the new normal. This retaliatory strike wasn’t just a military action; it was a geopolitical signal, a declaration of strategic independence.

    What made this moment historic wasn’t just the airstrikes. Within days, India struck in the economic domain, announcing retaliatory tariffs worth $1.9 billion on U.S. exports, sanctioned by the WTO. While officially framed as a response to American tariffs on Indian steel and aluminium, this move carried deeper implications. It was a direct indictment of Washington’s double standards. Despite its rhetoric of partnership through platforms like the Quad, the U.S. continued to bankroll Pakistan through IMF bailouts, the latest of which came on May 9, 2025 at a time when India & Pakistan were engaged in a military standoff. Washington remained ambivalent, offering neither support nor criticism. Worse, it failed to pressure its NATO ally Turkey to halt drone transfers to Pakistan and made no effort to leverage its defence ties with Pakistan to prevent further escalation. India responded not with pleading, but with policy. The WTO move was not only about trade but also about establishing a doctrine of economic deterrence where tariffs serve as diplomatic instruments just as missiles serve as military ones.

    India’s shift did not occur in a vacuum. It was built on a decade of foundational reforms strategic autonomy in defence procurement, diversified energy and trade partners, and a strengthening of indigenous technological platforms. In 1971, then Prime Minister Indira Gandhi after a big military victory in the Bangladesh war made a strategic retreat from West Pakistan giving up the gains, handing back 93,000 Pakistani POWs and affording Pakistan army an Off-Ramp to save its honour at Shimla Accord. Prime Minister Modi’s India on other hand in 2025 stood sovereign in policy and posture. There were no Nixon-era backchannels to arm-twist India, no Chinese diversionary threats in Ladakh, no economic leverages to constrain action. This was a state that had absorbed the lessons of the past and finally acted with the strategic decisiveness it long possessed but rarely deployed. Operation Sindoor was not about conquest; it was about calibrated decapitation. It struck hard enough to cripple, but restrained enough to avoid collapse. It was punitive, not escalatory a textbook demonstration of escalation dominance.

    The military phase of Operation Sindoor saw coordinated precision strikes across a range of Pakistani targets including Bahawalpur, Muridke, Kotli, Muzaffarabad, and Skardu etc targeting the terror camps and infrastructure on 7th May 2025. On May 10th, 2025 in response to Pakistani escalation by way of Turkish drones, targeting religious places, civilians and Indian military installations; the Indian Airforce struck Pakistani airbases like Rafuqui, Murid, Rahim Yar Khan, Sukkur, Chunian, Jacobabad, Nur Khan, Sargodha and Bholari airbases. These were not token air raids but deep-penetration missions utilizing BrahMos cruise missiles, targeting air defence systems, radar systems, electronic jammers, and bunkers. The Nur Khan Airbase strike sent shockwaves not just through Rawalpindi, but across global defence communities. The base’s proximity to Islamabad and its criticality to Pakistan’s nuclear logistics underscored India’s new resolve. The IAF’s rapid execution within 90 minutes disabled Pakistan’s air defence grid and neutralized its early-warning capabilities. It was a surgical dismantling of Pakistan’s conventional deterrence. The world watched, waited, but did not intervene. The silence was deafening.

    India’s leadership under Prime Minister Narendra Modi did not seek applause or permission. Unlike previous governments that lobbied for global sympathy post-Kargil or after the 2008 Mumbai attacks, Modi’s government acted decisively and let its actions speak. There were no diplomatic pilgrimages to world capitals, no speeches at the UN, no dossier handovers. The message was simple, India will defend itself without intermediaries and if that means targeting strategic installations of a nuclear state, then so be it. Pakistan’s nuclear doctrine had long shielded it from Indian retaliation. That shield was dismantled not just through bombs, but through boldness. It was a psychological strike as much as a physical one.

    While Pakistan bore the immediate brunt, the real targets of India’s message were China and the United States. Beijing, deeply invested in Pakistan through CPEC and military-industrial collaboration, refrained from open escalation. Even as Chinese-built drones and radars were destroyed, Beijing chose silence, perhaps wary of jeopardizing its broader trading relationship with India amidst tensions in Taiwan and trade war with USA. The United States, meanwhile, struggled with its strategic schizophrenia. India’s actions conflicted with the expectations Washington had long harboured that India would remain a “responsible stakeholder” and junior partner in the Indo-Pacific architecture. But Operation Sindoor, and the WTO retaliation that followed, made it abundantly clear that India no longer played by G2 rules. It would not be managed, moderated, or manipulated.

    India’s challenge to the informal U.S.-China duopoly has now become structural. For over a decade, the G2 logic where Washington and Beijing informally co-managed global affairs has sidelined emerging powers. But India’s unilateralism broke that frame. It did not consult either power before acting militarily. It did not apologize for retaliating economically. It neither sought validation nor acknowledged criticism. That defiance is what defines India’s rise not as a “balancing power” but as a disruptor, a sovereign pole in a genuinely multipolar world. Its model of statecraft is rooted in pre-modern civilizational confidence, not post-modern liberal anxieties. It invokes Dharma, not doctrine; sovereignty, not subservience.

    For Washington, this presents a strategic conundrum. Should it try to rein India in through pressure and conditionality? Or should it accept India’s autonomy and recalibrate the partnership? The Trump administration has oscillated, unable to decide whether India is a rebellious ally or an indispensable partner. But India has made its position clear it will not compromise on national interests, and certainly not under duress. There will be no compromise disguised as cooperation. India’s economic sovereignty, military autonomy, and civilizational narrative are now core to its foreign policy, and no partnership that demands dilution of these values will be entertained.

    This transformation is not without risks. India’s assertiveness threatens entrenched interests. Both the U.S. and China, despite their rivalry, will seek to manage or constrain India’s ascent. Turkey’s deepening drone alliance with Pakistan is one such pressure point. The hybrid warfare against India via drones, trade barriers, and information warfare is likely to intensify. America’s willingness to offer off-ramps to Pakistan and equate Indian retaliation with Pakistani provocation betrays a strategic myopia. India must now navigate this terrain with agility escalating when necessary, de-escalating on its terms, and retaliating across all domains.

    The day India launched its strikes on Pakistani airbases, Washington and Beijing came to an agreement on a tentative trade deal an act that reinforced the enduring G2 instinct. But in doing so, they also acknowledged the emerging reality that the future will not be defined by their binary logic alone. India’s assertion has introduced a third pole, one that neither seeks to dominate nor to align, but to act independently. That is the defining hallmark of multipolarity within bipolarity. India has entered this arena not as a substitute power, but as an original force a civilizational state that finally acts in accordance with its historical identity and strategic destiny. Operation Sindoor, in that sense, is not a finite event. It is the inaugural move of a long game, a game where India leads not just in South Asia, but influences the very grammar of global order. The world must now learn to engage with a new India one that retaliates, redefines, and refuses to retreat.

    (Navroop Singh is an Intellectual Property Attorney in New Delhi and a geopolitical analyst with the ‘Niti Shastra’ platform. He has co-authored three books and writes on foreign policy, law, history, and public affairs.) 

    May 14, 2025
  • MIL-OSI United Kingdom: Glasgow Pride: A statement from Patrick Harvie MSP 

    Source: Scottish Greens

    14 May 2025 LGBTQ+

    Mr Harvie responds to the suspension of political parties at Pride.

    More in LGBTQ+

    Following the announcement by Glasgow’s Pride that all political parties and related groups are currently suspended from attending the event, Scottish Greens co-leader Patrick Harvie MSP issued a response.

    The Glasgow event organisers are taking the same action as many of their counterparts across England, who earlier this week suspended political parties from participating in Pride events this year. 

    Event organisers say this has stemmed from a lack of action and delay of comment from politicians following the UK Supreme Court decision, with organisers concerned about the impact on LGBTQIA+ community members. 

    Any elected officials who wish to attend must do so as individuals on behalf of local communities, not on behalf of the party they represent. 

    Green MSP for Glasgow, Mr Harvie said:

    “As both a politician and someone who has been out since before my first election and has never shied away from standing up to prejudice, I feel ashamed of how politics in this country is letting down my own community.

    “I am of course disappointed at this decision, but the betrayal of our human rights by most political parties is the cause of this horrendous situation, and I fully respect the right of Pride organisers to make this decision.

    “Greens have stood solid against the current wave of prejudice, and will continue to do so. But it is now abundantly clear that the community has lost trust in political parties more broadly, and I urge those in leadership positions across the spectrum, and members of all parties who do support LGBTQ+ people’s human rights, to put their house in order.

    “Even at the lowest point of the political weaponization of homophobia in the 80s and 90s, Pride events never felt the need to take this step. But even in those worst of times, the Government wasn’t actually imposing segregation of public spaces as is happening now to trans people. The culture war against us needs to end.”

    MIL OSI United Kingdom –

    May 14, 2025
  • MIL-OSI United Kingdom: Greens call for SNP to provide urgent update on support for Israel’s arms dealers

    Source: Scottish Greens

    14 May 2025 Peace

    More in Peace

    The SNP must urgently update parliament on what it is doing to end Scottish Government support for companies arming and supporting Israel, say the Scottish Greens.

    The Scottish Government has rightly opposed the bombing and collective punishment of Gaza. Despite this, since the war began, it has given over £1 million to companies that have armed Israel via its business unit, Scottish Enterprise.

    It has been three months since the Scottish Government committed to review the human rights checks which are applied by public bodies to grant applicants, following a motion brought by the Scottish Greens.

    Yet, so far, no substantive updates have been provided, and the terms of the review have yet to be published.

    The legality of UK arms exports to Israel is being considered this week by the High Court in London, following a legal challenge by campaigners.

    Scottish Green Co-leader Lorna Slater said: 

    “The genocide in Gaza is getting worse with every passing day. The scale of the suffering is horrific.

    “The destruction is only possible because of the companies and governments who have armed and supported the assault.

    “The Scottish Government talks a lot about human rights, but it has continued to pour money into the companies who are making a killing from the conflict.

    “It is three months since the Deputy First Minister committed to reviewing the grants given by the Scottish Government but there have been no details.

    “With UK arms exports in court this week, it is long past time for them to set out the terms of the review and to at least provide a timeline and explain what advice they have taken from human rights experts.

    “Any human rights policy worthy of the name would have to conclude that it is wrong to be funding companies who are profiting from war crimes and killing, so why are they taking so long?

    “Scotland may not have the power to halt UK complicity in Israel’s attacks on Gaza, but we can lead by example. The message should be clear, not another penny for Israel’s arms dealers.”


    Text of letter from Lorna Slater to DFM Kate Forbes

    Dear DFM Forbes

    Thank you for your response dated 17th March 2025 regarding the Scottish Enterprise Funding for Arms Companies.

    However, it is three months since the vote and the Scottish Government is yet to publish the terms of the review or any timeline.

    With Israeli forces planning a full occupation of Palestine, the humanitarian crisis is becoming even more grave and severe. This development could have significant implications for the Palestinians and the overall stability of the region.

    This week the High Court in London is considering the legality of UK arms exports to Israel, including weapons that have been made by companies who have received grants from Scottish Enterprise.

    Given the gravity of the situation, I would like to inquire about what actions the Scottish Government is taking in response to these reports, when this review will take place, who will be carrying it out and which human rights experts will be consulted in its production.

    I look forward to your response and to learning more about the actions being taken to address this pressing issue.

    MIL OSI United Kingdom –

    May 14, 2025
  • MIL-OSI Russia: Sobyanin told how Karamyshevskaya embankment will be transformed after renovation

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    A large-scale reconstruction of Karamyshevskaya Embankment is beginning in the North-West Administrative District of the capital. This was reported by Sergei Sobyanin in his telegram channel.

    “We will create a modern and comfortable space so that residents and visitors of the city can enjoy spending their free time there,” wrote the Mayor of Moscow.

    Source: Sergei Sobyanin’s Telegram channel @mos_sobyanin

    The work will take place on the section from Zhivopisny Bridge to Shenogina Street. Here, the bank will be strengthened, the pier will be reconstructed, and bicycle and running paths will be built. The reconstruction is planned to be completed in 2027.

    In addition, the renovation of nearby streets is being completed: the understudy of Marshal Zhukov Avenue, Salyam Adil Street, and a section of Karamyshevskaya Embankment with an exit to Narodnogo Opolcheniya Street.

    Sobyanin names sites in northwest Moscow that will be improved this year

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    Please Note; This Information is Raw Content Directly from the Information Source. It is access to What the Source Is Stating and Does Not Reflect

    https: //vv.mos.ru/mayor/tkhemes/12750050/

    MIL OSI Russia News –

    May 14, 2025
  • MIL-OSI United Kingdom: Standing Up to Divisive Politics

    Source: Liberal Democrats UK

    They closed down safe and legal routes for refugees, putting more power in the hands of traffickers. They allowed the asylum backlog to balloon on their watch, trapping asylum seekers in limbo for months or even years. And they threatened the fundamental right to asylum with their cruel Illegal Migration Act and failed Rwanda scheme.

    Now, the Labour government has a real opportunity to fix this mess and start building a more compassionate, effective system. But sadly, they have so far failed to bring forward the positive change that people deserve.

    I’m deeply proud of our party’s history of standing up for people fleeing war and persecution in particular. From getting new visas introduced for Hong Kongers coming to the UK, to ending the previous Labour Government’s practice of detaining children for immigration purposes, Liberal Democrats have long been at the forefront of securing change.

    I’m determined that we continue in this proud tradition – which is why I’ve been making these same arguments as the Border Security, Asylum and Immigration Bill passed through Parliament.

    First and foremost, that means pushing for more safe and legal routes for refugees. Whether that’s establishing new humanitarian travel permits, or continuing Lib Dem peer Sally Hamwee’s tireless efforts to extend family reunion rights. This will be crucial for taking power out of the hands of the criminal trafficking gangs responsible for dangerous crossings in the Channel.

    At the same time, we need an asylum system that makes decisions fairly and swiftly – which is why we’ve been calling to tackle the backlog by establishing a dedicated unit to improve the speed and quality of asylum decision-making.

    And we will keep pushing Labour to take the action that’s needed. If they really cared about improving integration, they would have backed our amendment this week that would have scrapped the ban on asylum seekers working. But our party won’t give up, and will now take this fight to the House of Lords.

    In the face of divisive and destructive politics, it is more important than ever that the Liberal Democrats continue to offer a liberal alternative. One that is kind and compassionate – standing up for the rights of refugees and asylum seekers, and ensuring all migrants are treated with dignity and respect like they deserve.

    I am determined to do everything in my power to ensure this is the case.

    MIL OSI United Kingdom –

    May 14, 2025
  • MIL-OSI China: China’s State Council outlines legislative priorities for 2025

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

    BEIJING, May 14 — The General Office of the State Council has unveiled its legislative agenda for 2025, with a focus on strengthening legislation in key sectors, emerging industries, and areas involving foreign affairs.

    In its push for high-quality development and a high-standard socialist market economy, the legislative plan lists draft laws including the national development planning law and the financial law.

    As part of efforts to improve governance and promote rule-based administration, the State Council is set to introduce regulations on the sharing of government data, among others.

    To enhance public well-being, the legislative plan includes draft laws such as the social assistance law and the medical insurance law.

    The plan also includes draft amendments to the Food Safety Law and the Prison Law.

    To bolster legal frameworks related to foreign affairs, the agenda includes a proposed revision to the Foreign Trade Law and new rules for implementing China’s Anti-Foreign Sanctions Law.

    MIL OSI China News –

    May 14, 2025
  • MIL-OSI USA: Waller, The Role of Economic Research in Central Banking

    Source: US State of New York Federal Reserve

    Thank you for the opportunity to speak to you today.1
    I have spent most of my career conducting research and overseeing research by others, first as a professor and later as a research director in the Federal Reserve System. More recently, I have been more of a consumer than a producer of research as a member of the Federal Open Market Committee (FOMC). Eight times a year, the FOMC meets to set the appropriate stance of monetary policy to achieve the economic goals assigned to us by the U.S. Congress. We discuss where the economy stands in relation to those goals, how it is likely to evolve, and the implications for monetary policy. We examine hard statistical data, “soft” data in the form of surveys and input from business contacts, and other domestic and global factors.
    Another vital input for central bankers is economic research. Nearly all central banks have a research group to help policymakers think through the effects of monetary policy on the economy. In the Federal Reserve, the 12 regional Reserve Banks and the Board of Governors have staffs that perform a variety of research activities. First and foremost, they use research to advise the Governors and Bank presidents on the appropriate path of monetary policy given current events. Second, they provide analysis of the global, U.S., and regional economies. Third, economists at the Reserve Banks meet with businesses in their Districts to discuss economic issues and to collect information about the local economy. Finally, there are research groups around the Federal Reserve System that focus on banking, payments, financial markets, financial stability, and community development.
    The word “research” is used very loosely in everyday life. When I was a professor, my undergraduates would do “research” to write a term paper. When I go on vacation, I often do “research” on what to do or see at my destination. Analysts at financial institutions do “research” on individual firms or sectors of the economy. For today’s talk, I narrow in on the types of research done at central banks, with a focus on the Federal Reserve.
    Research at the Federal ReserveResearch is a vital input for providing state-of-the-art advice to policymakers within the Federal Reserve System. Because the Fed is accountable to the public, policymakers must be able to explain why certain actions were taken and describe the intellectual foundations underlying those decisions. Decisions are analyzed, discussed, and criticized by many, in particular by highly skilled and knowledgeable academic researchers. Top academics are on the cutting edge of research, particularly on the subject of monetary policy. Milton Friedman, Allan Meltzer, Robert Lucas, John Taylor, and Michael Woodford are just a few examples of academic scholars who challenged central bankers over the past 70 years on how monetary policy should be conducted. Central banks must be up to the challenge and be able to debate and compete with these academics in the world of theory and ideas.
    To do that requires hiring central bank economists who are trained in the academic research tradition and continue working at the research frontier. And that means pursing academic research at central banks. Our decisions will be better if we hire motivated and well-trained economists and let them work on the big questions that economics seeks to answer. The Federal Reserve tries to create a strong academic research environment to attract strong researchers to work at the Federal Reserve to give us a better foundation for the decisions we make.
    When I was research director at the Federal Reserve Bank of St. Louis, I told our board of directors that my goal was to build a department that was renowned for producing high-quality academic research. They often responded by saying, “But the Federal Reserve is not a university. Rather than doing academic research, why isn’t your staff doing research on issues that you direct them to work on that helps the president of the Bank?” This is a great question and one that should be asked at every central bank. To answer that question, I would start by explaining the difference between academic research and directed research, which I will now do today. Once I have, it will be clear that directed research relies on its grounding in academic research and is a complement to directed research in supporting policymaking.
    Academic ResearchAcademic research considers a broad range of economic matters. It often focuses on issues that are currently off the radar screens of policymakers who are focused on the near-term economic outlook. But there is value in thinking broadly. Not too long ago, trade policy and tariffs were not a major concern of policymakers. A critical aspect of academic research is that it is often “proactive”—it focuses on intellectually interesting issues often before they become relevant for monetary policy.
    Academic research conducted by Federal Reserve economists is often done with the goal of publishing it in academic journals. Papers submitted to these journals go through a rigorous vetting process by economists outside the central bank. This serves as an important check on central bank “group think.” The ideas and conclusions of the paper must be based on sound economic theory and empirical evidence. They cannot reflect dogma or outdated beliefs about how the economy operates.
    Academic research can take the form of an evaluation of major economic events, sometimes called an “economic autopsy.” This type of analysis can take years, and it’s not particularly time sensitive. To this day, economists are still researching the causes of the 2008 financial crisis and how policies undertaken at that time helped or hindered the subsequent economic recovery.
    Directed ResearchThen there is directed research. Directed research is just that—an issue or policy problem that staff economists are told to work on by their supervisors. It is not unrestricted thinking about an issue. Often, directed research addresses an emerging topic that demands attention from policymakers. As a result, directed research is usually reactive in nature. It often has the feel of firefighting—an issue flares up, and policymakers must respond. They need analysis of the problem to think about the issue and how to act. For example, the April 2 tariff announcement was larger and more extensive than nearly anyone expected. Immediately, questions were asked of staff around the Federal Reserve System such as, “What will this do to the U.S. economy? What will happen to inflation and unemployment?” The answers to these questions are obviously time sensitive.
    Directed research often involves running shocks though existing economic models or quick data analysis and it relies on existing economic research. One could call the results “quick and dirty” answers. Because this work is time sensitive, central bank researchers do not have the luxury of getting their directed research vetted by the economics profession. They simply figure out how the current issue can be incorporated into the models or analyzed with econometrics, and whatever answer comes out is the best they can do in the time they have.
    Because directed research is often reactive and time sensitive, researchers must rely on existing published research as a key input into their analysis. You cannot come up with original or innovative models on the spot to deal with an issue that suddenly appears. And, on the data front, you may not have the time to look deeply at the microdata. In these situations, existing academic research done by central bank economists and by academics outside the central bank provides the foundation for conducting the directed research. This is why I say that academic research is a complement to directed research. Good directed research requires academic research. Furthermore, postmortem analysis is not always done after directed research is completed. Once the issue goes off policymakers’ radar screens, it might not be looked at again. If the issue resurfaces at a later date, then there may be some postmortem investigation into earlier analyses to see what went right and what went wrong.
    Finally, directed research sometimes takes the form of analysis involving the gathering and organizing of facts and data to generate a simple narrative for less specialized audiences. The Beige Book—which is a survey of regional economic conditions done by the Reserve Banks—is a clear example. But it also takes other forms, such as talks by research economists to private-sector audiences, presentations to the Reserve Bank boards of directors, or writing about timely topics in short economic posts.
    History of Research at the Federal ReserveEconomic research has shaped monetary policy at the Federal Reserve from its very beginnings, but the form and use of that research has varied considerably over time. I do not have the time today to give this topic the justice it deserves. But I will touch on a few historical highlights. During the early decades of the Federal Reserve System, “research” at the Fed was largely limited to the collection of statistics, only some of which were published by the Fed and other government agencies. At the Reserve Banks, the focus was often on measuring and reporting on regional economies or sectors.2 Monetary policy decisions were made using policy frameworks that were often not tested in the rigorous and scientific ways associated with economic research today. For example, in the 1920s, the Federal Reserve adhered to the “real bills” doctrine that called for providing liquidity to businesses when it was demanded during expansions and contracting credit when demand for it fell during times of slowing growth.3 This, of course, is often exactly the opposite of what monetary policy should do to either control inflation in an overheating economy or support economic activity in a slowdown.
    Up until the 1950s, journal-oriented economic research in the Federal Reserve System was quite limited. But a big increase took place in the 1950s, when the Reserve Bank presidents became much more involved in monetary policy decisions.4 Before that, Bank presidents focused mainly on local operations and discount window policy. But once they became more involved in national-level policymaking decisions, their new responsibilities required them to have more specialized research staff who were trained in modern economic theory and data methods. The creation and development of professional research departments led to a greater debate within the Federal Reserve and among outside academics as to how monetary policy should be conducted.
    In the 1960s, Keynesian macroeconomic theory was the dominant paradigm in policymaking, and large-scale econometric models were being developed to provide quantitative analysis of monetary policy. The Board of Governors led the way by hiring Ph.D. economists from academia to develop and use these Keynesian models and econometric techniques to aid policymakers. This was an important first step in raising the skill level of research staff to match that of top academics.
    But the beauty of the Federal Reserve’s structure is that alternative macroeconomic frameworks and theories could be developed in the rest of the System. And the first example of an alternative view of monetary policy was developed by research economists at the Federal Reserve Bank of St. Louis and became a force to be reckoned with.
    In the early 1970s, after inflation failed to fall as much as expected in a slow economy, Fed Chairman Arthur Burns came to believe that inflation was very little affected by economic slack and was instead a structural problem that could only be dealt with through wage and price controls.5 Board models typically viewed the 1970s inflation as being driven by special factors that were outside the influence of monetary policy. In contrast, at the St. Louis Fed, monetarism was the dominant paradigm in thinking about monetary policy. The Bank’s researchers believed the 1970s inflation was driven by excessive monetary growth.6 This led to a vigorous debate throughout the 1970s between Board staff and St. Louis Fed economists over the sources of inflation and how to bring it back down. At the end of the 1970s, Paul Volcker became Chair of the Federal Reserve and essentially adopted the St. Louis monetarist position of halting monetary growth to bring inflation under control. He announced a fundamental change in the Fed’s policy approach, vowing to bring inflation down by adopting strict monetary growth targeting. Volcker succeeded, but at the cost of causing a severe recession.
    In the 1980s, the Federal Reserve Bank of Minneapolis became a dominant force in monetary policy research by proposing new economic theories and policy frameworks. In association with economists at the University of Minnesota and the University of Chicago, researchers at the Minneapolis Fed explored how rational expectations would affect the transmission channel of monetary policy. Up until then, Fed forecasting models assumed that individuals had adaptive expectations, meaning they were purely backward looking. This meant that the Board’s econometric models didn’t account for policy actions that were announced in advance but hadn’t taken effect yet. If households and firms did understand how current policy actions and announcements would affect future outcomes, they would react in ways that didn’t match the predictions of the Board’s forecasting models. This would lead to significant errors in the guidance that the staff provided to policymakers.
    A critical finding of all this research was that private agents’ inflation expectations were forward looking—they would adjust to promises, and failures, of central bankers to keep inflation low and stable. If people didn’t believe a central bank’s promise to keep inflation low, then the central bank lacked credibility. This would cause inflation expectations to increase, which would lead to demands for higher nominal wages, thereby feeding future inflation. It is now widely believed that this was a key problem that Volcker faced: His promises to bring inflation down were not fully credible, as they came after the Fed’s uneven efforts at fighting inflation over the previous decade. Research on monetary policy, along with the experience of the Volcker years, led to the concepts of “credibility” and “stable inflation expectations” becoming central parts of how every central bank enacts policy.
    A key innovation at the Minneapolis Fed that led to this explosion of fundamental macroeconomic research was creating strong research links between Fed researchers and academics at the University of Minnesota. Instead of being on opposite sides of the fence, the idea was to have Fed researchers and academics work together side by side. This frequent interaction led to the type of rigorous debate between academics and Fed researchers that I discussed earlier. As a result, more rigorous and sound monetary policy frameworks were developed over the next several decades. The success of this close interaction between academics and Fed researchers led most Federal Reserve Banks and the Board of Governors to adopt similar relationships that continue to this day.
    Another example of the value of economic research came with the onset of the Global Financial Crisis in 2008, the worst since the Great Depression. As it happened, the Fed Chair at the time was one of the world’s leading experts on that period, Ben Bernanke. He drew heavily on his and others’ research on the 1930s, and related work on Japan’s crisis and slow growth in the 1990s and 2000s, to help fashion new monetary policy tools to combat the downturn, including quantitative easing and extended forward guidance.7
    Does this suggest that central bank policymakers should all be Ph.D. economists and have a record of journal publications? Of course not—there are other skills and work experiences needed in the policy sphere, and the Fed has economists and non-economists among its policymakers. Before the 1990s, very few policymakers were Ph.D. economists, and those who were usually did not have academic records in research; instead, policymakers typically had backgrounds in financial markets or the law.8 In contrast, since the 1990s, key policymaking roles in central banks around the world have been filled by Ph.D. economists with an academic research background. Today, 10 of the 19 FOMC policymakers are Ph.D. economists. The experience of these economists further embeds economic research into monetary policymaking and strengthens the decisions that are made.
    In conclusion, I expect research to remain an important part of policymaking at the Fed and other central banks. I believe that the insights provided by this research can further our understanding of the economy and improve monetary policymaking.

    1. The views expressed here are my own and are not necessarily those of my colleagues on the Federal Reserve Board or the Federal Open Market Committee. Return to text
    2. The Federal Reserve Board and the Reserve Banks did have several Ph.D. economists on staff who engaged in pathbreaking research. For example, the Federal Reserve Bank of New York’s John H. Williams and Randolph Burgess and the Board’s E.A. Goldenweiser and Winfield Riefler produced numerous articles and treatises on financial markets, international monetary arrangements, and Federal Reserve policy. Return to text
    3. See Ben S. Bernanke (2013), “A Century of U.S. Central Banking: Goals, Frameworks and Accountability,” Journal of Economic Perspectives, vol. 27 (Fall), pp. 3–16. Return to text
    4. Much of the following material draws from Michael D. Bordo and Edward S. Prescott (2023), “Federal Reserve Structure and the Production of Monetary Policy Ideas,” Working Paper Series 23-29 (Cleveland: Federal Reserve Bank of Cleveland, November). Return to text
    5. See Edward Nelson (2005), “The Great Inflation of the Seventies: What Really Happened?” Advances in Macroeconomics, vol. 5 (1); and Christina D. Romer and David H. Romer (2013), “The Most Dangerous Idea in Federal Reserve History: Monetary Policy Doesn’t Matter,” American Economic Review: Papers & Proceedings, vol. 103 (May), pp. 55–60. Return to text
    6. For a discussion of the part played by the Federal Reserve Bank of St. Louis in the development of monetarism, see chapter 13 in Edward Nelson (2020), Milton Friedman and Economic Debate in the United States, 1932-1972, Volume 2 (Chicago: University of Chicago Press). Return to text
    7. See Bernanke’s discussion of the comparison between the Great Depression of the 1930s and the Great Recession of 2007–09 in Ben S. Bernanke (2023), “Nobel Lecture: Banking, Credit, and Economic Fluctuations,” American Economic Review, vol. 113 (May), pp. 1143–69. Return to text
    8. For example, Alan Greenspan, a successful Wall Street economist and chairman of President Ford’s Council of Economic Advisers, had not published much in journals when he earned his Ph.D. in economics in 1977, at age 51, 10 years before he became Fed Chair. Return to text

    MIL OSI USA News –

    May 14, 2025
  • MIL-OSI Russia: Young professionals and big challenges: results of the IT Tournament at Gazprom Neft

    Translation. Region: Russian Federal

    Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –

    The IT Tournament at Gazprom Neft, which brought together students interested in development in the field of information technology, has ended. As part of the educational intensive, participants worked on practical cases on IT economics, enterprise infrastructure and telecommunications systems in the oil and gas industry.

    The grand opening took place in the Polytechnic Tower, where Gazprom Neft representatives told participants about the company’s business objectives, corporate master’s programs, and career opportunities for young professionals.

    The event included selection testing, problem solving and project defense in front of the company’s experts. The final defense was held with the participation of Leonid Potapov, Head of IT Education at Gazprom Neft, and Irina Rudskaya, Director of the Scientific and Educational Center for Information Technology and Business Analysis at Gazprom Neft, who emphasized the importance of developing young specialists and cooperation between business and education.

    According to the results of the final, the winners were Vera Filippova, Dmitry Savitsky and Artem Bosyakov.

    Participation in the tournament allowed students to gain experience in solving real business problems, consult with HR specialists and learn more about working in a large technology company. For many, this was the first step towards professional development in IT.

    The next tournament is scheduled for 2026. Participate and develop your career in IT.

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News –

    May 14, 2025
  • MIL-OSI New Zealand: New public research organisation boards dominated by men – PSA

    Source: PSA

    In a week when the government has been under fire for its rollback of pay equity, the announcement today of two of the three new Public Research Organisations (PRO) Boards has raised concerns for their lack of diversity.
    A PSA assessment of the announcement by the Minister for Science, Innovation and Technology, Hon Dr Shane Reti, shows that the boards of the New Zealand Institute of Earth Sciences and the New Zealand Institute of Bioeconomy Science are collectively over 70 per cent male.
    These two institutes are replacing the soon-to-be merged entities AgResearch, Scion, Manaaki Whenua, Plant and Food, NIWA, and GNS. The Boards of these CRIs collectively have a roughly 50-50 gender split, with 20 men and 22 women across the six Boards.
    “It’s pretty outrageous that in 2025 that we are still seeing Boards – any Board, but particularly publicly funded research Boards – be made up of a majority of men,” Public Service Association Te Pūkenga Here Tikanga Mahi national secretary, Fleur Fitzsimons, said.
    “There are more men called Paul on the Earth Science Institute Board than there are women.”
    Of the 11 people named on the two Boards today, all had previously served as Crown Research Institute (CRI) directors, bar one exception.
    “It really just looks like a shuffle of the existing CRI board members, but the women got the sack,” Fitzsimons said.
    According to the 2018 census, women make up 48 per cent of roles within STEM (science, technology, engineering and mathematics), but only 30 per cent are in leadership positions.
    “These appointments are a real throwback to when the sciences were completely and utterly dominated by men.
    “The gains that women have made in science over the past few decades are in no way reflected here. How can we possibly expect women to join STEM professions when our public institutions don’t represent them or their interests?
    “The National government continues to show us its true colours this week. The message to women is pretty clear – we’re not interested in what you have to say and you’re not invited to the table.”
    The Public Service Association Te Pūkenga Here Tikanga Mahi is Aotearoa New Zealand’s largest trade union, representing and supporting more than 95,000 workers across central government, state-owned enterprises, local councils, health boards and community groups.

    MIL OSI New Zealand News –

    May 14, 2025
  • MIL-OSI Asia-Pac: LCQ11: Management of water resources

    Source: Hong Kong Government special administrative region

    LCQ11: Management of water resources 
    Question:
     
         Water charges in Hong Kong have not been adjusted for nearly 30 years since February 1995. The Waterworks Operating Accounts have recorded persistent deficits since 1999, and such deficits have increased substantially from less than $1 billion in the 2013-2014 financial year to about $2.4 billion in the 2022-2023 financial year. Moreover, it has been reported that the water charges in Hong Kong are among the lowest in advanced cities. While the water charges in other advanced countries or cities (such as Japan and Singapore) account for about 1 per cent to 2 per cent of the local household income, Hong Kong’s average water charges represent only less than 0.2 per cent of its household income. In this connection, will the Government inform this Council:
     
    (1) whether it has studied the reasons why persistent deficits have been recorded in the operation of waterworks in Hong Kong, apart from the apparently low water charges, and whether the authorities have examined the reasons for persistent deficits from the management and operation perspectives; if it has studied, of the details, and how the authorities will make improvements;
     
    (2) given that according to the paper submitted by the Government to the Panel on Development of this Council on December 13, 2023, the main source of water supply for Hong Kong is Dongjiang water purchased from the Guangdong Province under the “package deal deductible sum” approach, and the annual ceiling water prices from 2024 to 2026 will be over $5 billion, whether the authorities have actively enlisted support from the relevant ministries of the Central Government and proactively discussed with the authorities of the Guangdong Province to explore ways to optimise the existing mode of water supply (especially the water prices); and
     
    (3) whether it will actively consider privatising the Water Supplies Department; if so, of the specific timetable and roadmap; if not, the reasons for that?
     
    Reply:
     
    President,
     
         The Water Supplies Department (WSD) has all along been committing to providing the public with reliable, sufficient and quality fresh water.  Over the years, the WSD has been constructing many waterworks facilities to meet the needs of social development and the public on the one hand, while on the other hand containing fresh water demand growth through various water conservation and water loss management initiatives. The WSD is exploiting new water resources including desalinated seawater, reclaimed water (Note 1) and treated grey water (Note 2) to diversify the water supply portfolio and build resilience in fresh water supply.
     
         Besides, through adopting new technology to enhance operational cost-effectiveness and streamline business processes, the WSD effectively controls the capital cost of water supply.
     
         The Government will review the level of water tariff periodically based on the principles of “user pays” and “service cost recovery”, taking into account the social and economic situations, affordability of the consumers, financial performance of waterworks operations and the views of the stakeholders, etc. Water is a daily necessity for people, and the water tariff adjustment will have significant impact on people’s livelihood and the operation of various trades and industries. The Government needs to consider the factors very carefully in order to balance the public finance position and the impact on the public.
     
         The reply to the various parts of the question raised by the Hon Yim is as follows:
     
    (1) The number of water accounts has increased from 2.2 million in 1998 to 3.27 million in 2024 (an increase of about 49 per cent).  To meet the new service demands, the WSD has increased the number of waterworks facilities substantially between 1998 and 2024, including an increase of 43 per cent in the length of water mains from about 5 900 km to about 8 500 km, a rise of 8 per cent in the number of service reservoirs from 215 to 232, and an increase of 8 per cent in the number of pumping stations from 177 to 191, which results in a continuous increase in the associated operational and maintenance expenses. The Composite Consumer Price Index also increased by 40 per cent over the same period. Besides, water tariff has not been adjusted since 1995 (except for the adjustment of water fees for non-local vessels in 1996). Taking all these factors into account, the Waterworks Operating Accounts (WOA) have continuously recorded a deficit since 1998-99, and the cost recovery rate also dropped to about 75 per cent.
     
         To control the cost of water supply and improve waterworks operating conditions, the WSD has been committing to improving water resources management and making good use of technology to streamline business processes, reduce water loss and save energy consumption. Meanwhile, the WSD has reduced its establishment from about 6 100 in 1998 to about 4 700 in 2024.
     
         In addition, the WSD has implemented water loss management initiatives, including the replacement and rehabilitation of about 3 000 km of aged water mains between 2000 and 2015 and the implementation of Risk-based Improvement Programme of Water Mains and Water Intelligent Network in recent years. These efforts have reduced the leakage rate of government water mains from around 25 per cent in 2000 to around 13.4 per cent at present. The WSD has also spared no efforts in promoting water conservation to defer the need for building additional waterworks facilities, thereby lowering the operational, maintenance, and depreciation expenses associated with water supply, alleviating the pressure from the rising costs and achieving better cost-effectiveness.
     
         Other measures that have been implemented to enhance the cost-effectiveness of waterworks facilities include controlling private water main leakage, installing smart water meters, and upgrading the WSD’s energy management system to save the energy cost.
     
         To control the cost of water supply more effectively in the long run, the WSD is formulating an overall digital transformation roadmap to implement a series of digitalisation projects and measures in phases, including the establishment of the WSD’s Central Operation Management Centre, Internet of Things platform, cloud data centre, digital twin and hydraulic model applications, etc, with a view to improving the operational efficiency and stability of water supply, and reducing energy consumption. By implementing the aforementioned measures and making timely and suitable adjustments to water tariff, the performance of the WOA could be improved in the long run.
     
    (2) The price for the Hong Kong Special Administrative Region Government to purchase Dongjiang (DJ) water includes the costs incurred by the mainland for supplying DJ water to Hong Kong, such as the costs for infrastructure, system operation and maintenance, etc, as well as the cost of measures to protect the quality of DJ water supplied to Hong Kong. The fees do not include the costs of the Mainland on ecological conservation and other aspects including the opportunity costs of the control of development in the protection zones along the basin, and the prohibition of activities such as quarrying, mining and extensive poultry farming within the protection zones, etc. The price of DJ water will be reviewed every three years upon each renewal of the DJ water supply agreement, and adjusted in a reasonable and appropriate manner based on the established mechanism which takes account of a number of objective factors including changes in the exchange rate between Renminbi and Hong Kong dollar, changes in the relevant price indices of Guangdong (GD) and Hong Kong, as well as increase in operation costs. In fact, the increase of annual ceiling water price for the 2024 to 2026 DJ water supply agreement is lower than the changes in the exchange rate and price indices mentioned above.
     
         Since 2021, DJ water supply agreement has adopted the “package deal deductible sum” approach. Hong Kong can import DJ water based on the city’s need. If there is a high local yield and the amount of DJ water required is below the pre-set annual supply ceiling, a price deduction, according to the actual amount of water supplied, will be made to the annual ceiling water price. This approach provides greater flexibility in the control of water storage level, preventing wastage of DJ water resources and saving energy cost for water delivery. Also, both the GD and Hong Kong sides agreed that the “package deal deductible sum” approach should be maintained at least up to 2029.
     
    (3) As mentioned above, water is a daily necessity for people. A highly reliable water supply service is extremely important and has significant impact on people’s livelihood and the operation of various trades and industries. While there are examples where the water supply business is privatised, we are also aware that such operation arrangement may not necessarily bring overall benefits to the society. On the contrary, private investors may charge the public a higher water fee for the sake of profit, or be reluctant to invest resources in maintaining and repairing aging water pipes and other water facilities to control costs. The Government currently does not have plans to privatise the WSD.
     
    Note 1: Reclaimed water is a water resource generated by further processing treated effluent from sewage treatment works.
     
    Note 2: Water collected from bathrooms, wash basins, kitchen sinks and laundry machines etc. is known as grey water. Along with harvested rainwater, the grey water can be treated and reused for non-potable purposes such as toilet flushing.
    Issued at HKT 15:36

    NNNN

    CategoriesMIL-OSI

    MIL OSI Asia Pacific News –

    May 14, 2025
  • MIL-OSI Asia-Pac: LCQ16: Safety of hikers

    Source: Hong Kong Government special administrative region

         Following is a question by the Hon Chan Pui-leung and a written reply by the Secretary for Environment and Ecology, Mr Tse Chin-wan, in the Legislative Council today (May 14):
     
    Question:
     
         Various hiking trails and country parks in Hong Kong have all along attracted many local people and overseas visitors to go hiking. However, it has been reported that quite a number of hikers are inexperienced or ill-equipped, resulting in frequent hiking accidents, and some of them have even disregarded safety in a bid to “check-in”, which has aroused concerns and worries in society. In this connection, will the Government inform this Council:
     
    (1) of the number of mountain search and rescue (S&R) calls received by the Government in the past two years, as well as the respective numbers of casualties of local people and overseas visitors involved in the relevant incidents; the government expenditures involved in the relevant calls and S&R operations;
     
    (2) given that the webpage of the Agriculture, Fisheries and Conservation Department (AFCD) contains the high risk locations with records of fatal and serious accidents in country parks, whether the authorities have further drawn up a list of “hiking blackspots” and the points to note and stepped up publicity among members of the public and tourists; if so, of the details; if not, the reasons for that;
     
    (3) as it is learnt that in order to deter risk-taking behaviours without regard to the consequences, some places have started to collect rescue fees from hikers, whether the Government will erect fences and warning signs at high-risk locations where hiking accidents frequently occur; whether the authorities will follow the practice of other regions and collect rescue fees from hikers who have accidents despite warnings and seek rescue; if so, of the details; if not, the reasons for that, and whether there are other measures intended to be implemented to deter the risk-taking behaviours concerned; and
     
    (4) as it is learnt that the “Enjoy Hiking” mobile application launched by the AFCD is equipped with a “Hiker Tracking Service” which can record the location of users so as to shorten the S&R time after they have an accident, of the number of downloads of the application and, among such downloads, the number of users with Internet Protocol addresses outside Hong Kong; of the measures put in place by the authorities to enhance the promotion of hiking safety among overseas visitors?
     
    Reply:
     
    President,
     
         The Government attaches great importance to publicising and promoting hiking safety, as well as promoting hiking etiquette and the message of protecting the natural environment to the public and tourists through various channels. Having consulted the Security Bureau, the reply to the question raised by the Hon Chan Pui-leung is as follows:
     
    (1) In the past two years, the number of mountain search and rescue calls received by the Fire Services Department (FSD) and the number of casualties involved are tabulated below: 
     

    Year Number of mountain search and rescue calls received Number of Injuries (Fatalities)
    2023 695 cases 424 (15)
    2024 588 cases 345 (15)

     
         The FSD does not keep a breakdown of the number of casualties involving local residents and foreign visitors. As the above rescue operations do not involve additional manpower and salary expenditure, the FSD does not keep a breakdown of the expenditure involved.
     
    (2) Through the “Enjoy Hiking” website (hiking.gov.hk), the Agriculture, Fisheries and Conservation Department (AFCD) provides consolidated information of different hiking trails to hikers to facilitate their planning of hiking trips. It also lists 20 high risk locations with records of fatal and serious accidents in country parks (high-risk locations), according to factors such as previous records of serious and fatal accidents, the causes of such accidents, as well as the site conditions, with a view to reminding hikers to avoid accessing those areas. The AFCD will regularly review and update the list of high-risk locations as needed. 

         To promote public awareness on hiking safety, the AFCD regularly organises education activities, including school visits, guided tours, roving exhibitions and game booths at shopping malls and Country Parks Visitor Centres. The AFCD will also disseminate safety information through online videos, social media platforms, websites, and pamphlets distributed at Country Parks Visitor Centres. Concurrently, the Hong Kong Police Force, the FSD, the Government Flying Service and the Civil Aid Service also raise hiker’s awareness on hiking safety through various channels and events.
     
    (3) The Government has always accorded top priority to public safety and the protection of people’s life and property. While the Government strongly discourages the public from taking risks to perform dangerous activities, effective, reliable and efficient emergency services will still be provided to people in distress or in need under all circumstances. We do not hope that those in need would hesitate in seeking emergency call services due to any reasons, including levy. The AFCD has also installed warning signs in suitable areas of the high-risk locations to remind hikers to avoid accessing those areas. The AFCD will review the situations of different areas from time to time, modify or add suitable warning signs and barriers where needed. 

    (4) As at April 2025, the “Enjoy Hiking” mobile application had been downloaded for over 480 000 times, including approximately 100 000 downloads by users with non-local IP addresses. 

         The AFCD, in collaboration with the Tourism Commission and the Hong Kong Tourism Board (HKTB), has been promoting green tourism and sharing messages on hiking safety and nature conservation through HKTB’s “Hong Kong Great Outdoors” thematic website (www.discoverhongkong.com/eng/explore/great-outdoor.html) and its social media platforms, to ensure that tourists enjoy the countryside in Hong Kong in a safe and nature-friendly manner. Furthermore, the AFCD collaborates with the Hong Kong Economic and Trade Offices in the Mainland and the Forestry Administration of Guangdong Province to promote Hong Kong’s natural scenery and hiking routes, as well as to disseminate hiking safety messages, through their social media platforms in the Mainland.

    MIL OSI Asia Pacific News –

    May 14, 2025
  • MIL-OSI Asia-Pac: LCQ3: Electric vehicle charging facilities

    Source: Hong Kong Government special administrative region

    LCQ3: Electric vehicle charging facilities 
    Question:
     
         It is learnt that the demand for electric vehicle (EV) charging facilities has continued to increase in recent years, and the Government will launch the Fast Charger Incentive Scheme (the Incentive Scheme) to subsidise the installation of fast charging facilities by the private sector. Furthermore, the community also hopes that more fast charging facilities can be provided in government premises. In this connection, will the Government inform this Council:
     
    (1) given that the Government is retrofitting charging facilities for about 7 000 additional parking spaces in government premises, of the progress of the relevant works and the number of quick chargers to be retrofitted; whether it will launch a new scheme to install quick chargers in government premises; if so, of the details; if not, the reasons for that;
     
    (2) given that the EV-charging at Home Subsidy Scheme (EHSS), which subsidises the installation of EV charging facilities in car parks of private housing estates, has ceased to accept applications since the end of 2023, whether the Government will make further funding injection to re-launch the EHSS; if so, of the details; if not, the reasons for that; and
     
    (3) whether it will increase the amount of subsidy under the Incentive Scheme to encourage commercial organisations to install fast charging facilities in districts where there are fewer EV chargers, so that chargers will be more evenly distributed among the 18 districts across the territory; if so, of the details; if not, the reasons for that?
     
    Reply:
     
    President,
     
         To improve air quality and reduce carbon emissions, the Government is committed to promoting the use of electric vehicles (EV). In recent years, Hong Kong has achieved remarkable results in the popularisation of EV. The number of EV was eightfold from about 14 000 five years ago to about 110 000 at the end of last year. Currently, about seven out of every 10 newly registered private cars are electric private cars (e-PC), and the growth rate is among the highest in the world.
     
         Charging network is very important in promoting the popularisation of EV. It would be most convenient for e-PC and light vehicles to be charged at the car owners’ residence, workplace, or frequently visited parking spaces. Due to their longer parking time, fast charging is not necessary. As for commercial EV, such as electric taxis, a quick or even fast charging network is necessary. As of March 2025, Hong Kong had nearly 100 000 parking spaces equipped with charging infrastructure. There are 11 180 public charging facilities, of which about 2 000 are quick or fast charging facilities. We will continue to adopt a multi-pronged approach to increase charging facilities, including converting conventional petrol filling stations (PFS) into fast charging stations or retrofitting PFS with fast charging facilities.
     
         My responses to the Hon Jimmy Ng’s three questions are as follows:
     
    (1) The Chief Executive’s 2022 Policy Address proposed to provide charging facilities in 7 000 additional parking spaces in government premises. As of March 2025, 4 158 chargers have been installed. Relevant departments have reviewed the progress of the remaining works, and the target can be achieved by the end of 2025.
     
         The Government adding EV charging facilities in its car parks mainly to facilitate charging of EV parked there. Vehicles parked in car parks generally have a longer time to charge. The cost of fast chargers is much higher than that of medium chargers. To make optimal use of resources, the EV charging facilities currently added to government car parks are mainly medium chargers. Among the 4 158 chargers, there are 27 quick or fast chargers which are mainly used as pure charging spaces rather than parking spaces.
     
    (2) The EV-charging at Home Subsidy Scheme (EHSS) was launched in October 2020 with two phases, with a total funding subsidy of $3.5 billion. The Environmental Protection Department completed the vetting of all applications in the first quarter of 2024, with a total of 724 applications approved. As of the end of April 2025, 42 020 parking spaces have completed the installation of EV charging infrastructure. It is expected that the number of parking spaces with installation works completed will increase to about 77 000 by the end of this year. Through the EHSS and by the end of the 2027-28 financial year, EV charging infrastructure will be installed in about 140 000 parking spaces in the carparks of existing private residential buildings or housing estates.
     
         In order to prepare for the large-scale use of EV in the future, the Government began as early as in 2011 to encourage the installation of EV charging infrastructure in parking spaces in newly built private housing estates by tightening the exemption for calculating the gross floor area of ​​buildings. To date, more than 93 700 relevant parking spaces have been approved. Together with the EHSS, it is estimated that more than 200 000 private building parking spaces will be equipped with charging infrastructure by mid-2027. As the number of EV increases, there are already services in the market to provide installation of EV charging facilities in housing estates, so there is no need to inject funds to extend the EHSS.
     
    (3) There are currently 169 PFS distributed across the territories in Hong Kong, with the number in each district varying significantly. For example, there are 26 PFS in Yuen Long, the number of which is about nine times of that of Tsuen Wan of three PFS only. Hong Kong is not a large place, and today’s fuel vehicles can refuel across regions with no difficulties. For EV users, it is more practical to increase the number of charging facilities as soon as possible. Therefore, the Government’s strategy at this stage is to make the most use of the market in installing fast charging facilities as soon as possible, improve the convenience of EV users, and at the same time promote market competition to keep the price of EV charging at a reasonable level.
     
         In this regard, the Environment and Ecology Bureau has set up an interdepartmental working group to co-ordinate and resolve difficulties encountered by various parties in setting up charging facilities, with a view to expanding Hong Kong’s EV charging network as soon as possible. In addition, to help EV drivers find the most convenient location to charge their vehicles, we will provide real-time information on public charging facilities through various mobile applications.
     
         The Chief Executive’s 2024 Policy Address announced that the Government will earmark $300 million for a fast charging facility incentive scheme, with the target of providing 3 000 fast chargers to support some 160 000 EV additionally. It is expected that all fast chargers will be put into service gradually from 2026 to the end of 2028.
     
         We consulted the Panel on Environmental Affairs of the Legislative Council on the scheme on January 20 this year, and further optimised the scheme in response to Members’ views, including simplifying the application procedures to reduce administrative costs and shorten approval time. Under the scheme, each newly installed fast charger can receive a subsidy of $100,000, and each applicant can receive a maximum subsidy of $20 million, or subsidy for a maximum of 200 chargers. The applicants are required to arrange land and electricity supply on their own and bear the relevant costs. Subsidised fast chargers must provide electronic payment options and adopt an energy-based fee-charging mode. In addition, subsidised organisations are required to provide real-time information on the usage of relevant chargers and charging fees, and purchase public liability insurance, etc. We are now finalising the implementation details of the scheme and expect to launch and start accepting applications starting from next month.
     
         Thank you, President.
    Issued at HKT 12:46

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    CategoriesMIL-OSI

    MIL OSI Asia Pacific News –

    May 14, 2025
  • MIL-OSI Asia-Pac: LCQ21: Deepening international exchanges and co-operation

    Source: Hong Kong Government special administrative region

    LCQ21: Deepening international exchanges and co-operation 
    Question:
     
         In the country’s Report on the Work of the Government this year, it was mentioned that Hong Kong must deepen international exchanges and co-operation. The Hong Kong Special Administrative Region Government is also actively attracting overseas companies to Hong Kong and helping Mainland companies go global to align with the overall development strategy of the country. In this connection, will the Government inform this Council:
     
    (1) how it will promote alignment between Hong Kong’s financial services industry and national policies to leverage Hong Kong’s unique advantages, reinforce its connectivity with both the Mainland and the world, and actively promote international exchanges and co-operation; whether it will consider providing further support to financial services enterprises to expand into new markets and broaden their international networks;
     
    (2) as it is learnt that many Hong Kong enterprises, business associations, non-profit organisations, and international trade organisations possess extensive overseas networks, whether the Government has compiled the relevant statistics; if so, of the details; how the Government will leverage the power and resources of non-governmental organisations to foster citizen diplomacy;
     
    (3) to align with the country’s overall development strategy, will the Government review and optimise the division of responsibilities and functions of different government departments or public organisations responsible for promoting trade (such as the Economic and Trade Offices, the Hong Kong Trade Development Council, Invest Hong Kong, and other overseas offices), so as to avoid overlapping structures and enable them to focus more on delivering services under existing policies;
     
    (4) whether the Government will formulate specific policy measures to support and sponsor various enterprises and organisations to participate in industrial and commercial, and financial exhibitions, etc, in overseas countries in order to promote commercial co-operation with Middle East countries and Belt and Road countries, and to promote Hong Kong to such countries; if so, of the details; if not, the reasons for that; and
     
    (5) whether the Government has a comprehensive plan to tell good stories of Hong Kong to the outside world through targeted publicity and promotion strategies, and to better leverage Hong Kong’s international advantages to attract more international financial institutions and investors to establish presence in Hong Kong?
     
    Reply:
     
    President,
     
         Having consulted the Financial Services and the Treasury Bureau, the consolidated reply to the question raised by the Hon Robert Lee is as follows:
     
         The Outline of the 14th Five-Year Plan for National Economic and Social Development of the People’s Republic of China and the Long-Range Objectives Through the Year 2035 (14th Five-Year Plan) supports Hong Kong to enhance its status as an international financial centre, strengthen its functions as a global offshore Renminbi (RMB) business hub, an international asset management centre and a risk management centre, as well as deepen and expand the mutual access between the financial markets of the Mainland and Hong Kong.
     
         In this regard, the Hong Kong Special Administrative Region (HKSAR) Government has been committed to deepening the interface of Hong Kong’s financial services industry with national policies in accordance with the 14th Five-Year Plan. For example, in terms of mutual market access, the Stock Connect has made some breakthroughs over the past few years, including the inclusion of exchange-traded funds and the addition of eligible stocks of foreign companies primarily listed in Hong Kong. This has become the most reliable channel for international investors to access the Mainland securities market. In terms of global offshore RMB business, at present, Hong Kong has the world’s largest offshore pool of RMB funds, currently processing about 80 per cent of global offshore RMB payments. On attracting Mainland enterprises to list in Hong Kong, as driven by a series of listing enhancement measures, there are currently over 1 480 Mainland enterprises listed in Hong Kong. The Hong Kong Exchanges and Clearing Limited (HKEX) has established listing avenues for new economy with weighted voting rights structures, and specialist technology companies as well as the technology enterprises channel, with a view to accurately addressing the financial service demands of Mainland’s emerging innovation and technology industries and leveraging Hong Kong’s strengths to serve our country’s needs.
     
         We also continue to deepen exchanges and co-operation with the global financial community, actively strengthen and expand our circle of friends with the global community, organise major financial events of global significance such as the Asian Financial Forum, the Wealth for Good in Hong Kong Summit and the Global Financial Leaders’ Investment Summit, in a bid to further enhance the voice and influence of our country and Hong Kong in the international financial community and showcase to the international investors the strengths and opportunities of Hong Kong as an international financial centre.
     
         In addition, the HKSAR Government, regulators and the HKEX are committed to promoting Hong Kong’s financial services industry, securities market and fundraising platform to overseas and Mainland enterprises and investors (including target markets such as the Middle East and the Association of Southeast Asian Nations regions), through organising and participating in different thematic flagship summits, outreach activities, thematic roadshow events, etc, with a view to strengthening Hong Kong’s linkage with overseas and Mainland markets, fostering financial market co-operation, as well as facilitating the local financial services industry to open up new markets.
     
         We will continue to deepen and step up our efforts to seize the national development opportunities, bringing more new opportunities to the industry and continuing to contribute to our country’s development as a financial powerhouse.
     
         On the other hand, the HKSAR Government has been actively promoting the sustainable development of Hong Kong as an international trade centre through diversified measures. The global trade landscape and geopolitics are rapidly changing, with parts of the supply chains shifted to the Global South and Belt and Road (B&R) countries, while Mainland enterprises are also proactively establishing their presence abroad. Hong Kong’s rich experience in international trade and world-class professional services will be of assistance to such Mainland enterprises in re-deploying their global supply chains. According to the 2024 Policy Address, Invest Hong Kong (InvestHK) and the Hong Kong Trade Development Council (HKTDC) set up in December 2024 a high value-added supply chain services mechanism for attracting Mainland enterprises to establish international or regional headquarters in Hong Kong for managing offshore trading and supply chain, and providing one-stop professional advisory services for enterprises in Hong Kong looking to go global. The mechanism is conducive to Hong Kong’s economic development on the one hand, and facilitates the deepening of its international exchanges and co-operation on the other hand, thus responding to meet Premier Li Qiang’s expectations for Hong Kong, as set out in his work report this year, integrating into the overall national development while making contribution to the country.
     
         Besides, the HKSAR Government will continue to organise a number of outbound missions to B&R markets to assist Hong Kong enterprises and professional services to further explore business opportunities and build long-lasting collaborative relationships with relevant local enterprises and organisations. We will also continue to actively organise various major events to promote Hong Kong’s advantages and facilitate business matching and project participation between Hong Kong and B&R countries. In addition, the HKTDC’s overseas network has already covered the major markets along the B&R, including regions of the Middle East. By leveraging its global network, the HKTDC will continue to launch diversified outreach activities, information platforms, large-scale international exhibitions and conventions, to highlight Hong Kong’s opportunities and role as a two-way business and investment platform, and facilitate the co-operation among enterprises of the Mainland and Hong Kong, investors and professional service providers, as well as the project owners from B&R countries.
     
         For overseas exhibitions activities, the HKSAR Government strives to encourage and provide funding support for non-listed Hong Kong enterprises to upgrade and restructure, enhance competitiveness of enterprises as well as sectors and conduct promotional activities through various funding schemes and measures, including the Dedicated Fund on Branding, Upgrading and Domestic Sales, the SME Export Marketing Fund and the Trade and Industrial Organisation Support Fund. Enterprises/organisations could apply for funding to participate in promotional activities such as exhibitions in markets outside Hong Kong to develop their businesses. The HKTDC has also been actively leading Hong Kong companies to participate in large-scale exhibitions overseas and set up Hong Kong pavilions in selected large-scale exhibitions. In addition, the HKTDC offers preferential participation rates and a range of value-added services, including the arrangement of business matching meetings, for Hong Kong companies to grasp the opportunities to promote their products and services.
     
         Currently, the HKSAR Government has 14 overseas Hong Kong Economic and Trade Offices (ETOs). Together with the offices of the HKTDC and InvestHK worldwide, Hong Kong has set up offices in 68 cities around the world, covering 129 countries, including emerging markets. The ETOs, InvestHK’s Dedicated Teams for Attracting Businesses and Talents based in the ETOs and its consultant offices in other locations, as well as the HKTDC’s offices are responsible for different aspects of work, while collaborating from time to time to generate synergy. The trio promote bilateral economic and trade relations between Hong Kong and overseas economies. InvestHK and the HKTDC mainly serve the business community. InvestHK is responsible for promoting inward direct investment to Hong Kong. Through its teams based in Hong Kong, the Dedicated Teams for Attracting Businesses and Talents based in the ETOs, as well as consultant offices in other locations, the department has all along been reaching out to a wide spectrum of companies in different sectors and industries around the world to attract and assist them to set up or expand their businesses in Hong Kong, and offering one-stop customised support services, from the planning to implementation stages. As for the HKTDC, it is responsible for trade promotion as well as facilitating, assisting and developing trade in Hong Kong. Through organising international exhibitions, conferences and business missions, the HKTDC creates business opportunities in the Mainland and international markets for Hong Kong enterprises. The ETOs are committed to maintaining close communication and exchanges with the international community and overseas stakeholders in different sectors (including government officials, think tanks, media organisations, academics, cultural and business groups and other key opinion leaders in countries under their purview), promoting and explaining the HKSAR Government’s important policies and Hong Kong’s unique advantages under “one country, two systems”, with a view to telling the good stories of Hong Kong and promoting economic and trade development between Hong Kong and overseas.
     
         Meanwhile, the ETOs will strengthen ties and co-operation with foreign chambers of commerce in Hong Kong and the local political and business sectors, and take the opportunity of the latter’s overseas visits to collaborate in promoting Hong Kong’s latest developments and major policy measures through different forms of activities, and jointly tell the good stories of Hong Kong from multiple perspectives.
    Issued at HKT 15:33

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    CategoriesMIL-OSI

    MIL OSI Asia Pacific News –

    May 14, 2025
  • MIL-OSI Asia-Pac: LCQ18: Manpower of lifeguards

    Source: Hong Kong Government special administrative region

    Following is a question by the Hon Luk Chung-hung and a written reply by the Secretary for Culture, Sports and Tourism, Miss Rosanna Law, in the Legislative Council today (May 14):
     
    Question:
     
    There are views pointing out that the problems of insufficient manpower and recruitment difficulties of lifeguards in Hong Kong have remained unresolved for many years, which may lead to the chaotic situation of unlicensed lifeguards being employed, undermining the dignity of the industry’s workforce and jeopardising the lives and safety of swimmers. In this connection, will the Government inform this Council:
     
    (1) of the current number of vacancies of civil service lifeguards; whether the Government has assessed the impact of the vacancy situation on the services to the public;
     
    (2) whether it has studied if the Government has difficulties in recruiting lifeguards; if it has studied and the outcome is in the affirmative, of the support measures and proposals to resolve the problem;
     
    (3) as some members of the industry have relayed that at present, civil service lifeguards have limited promotion prospects and their remuneration packages are inadequate, and their posts are only included in the Artisan grade, but they have to obtain a number of certificates and regularly renew their licenses in order to be employed on a continuous basis, which has resulted in a high wastage rate and stifled the development of the industry, whether the Government will further review and adjust the grade structure of civil service lifeguards, thereby retaining talents and attracting new blood to join the industry;
     
    (4) of the respective numbers of (a) surprise and (b) non-surprise (i) inspections of private swimming pools conducted by the relevant government departments in the past three years, and the respective numbers of non-compliance cases found during such inspections in which (ii) there was insufficient manpower on duty at the swimming pools, and (iii) unqualified lifeguards were employed and on duty (set out in the table below); the actions taken by the Government to pursue such non-compliance cases;

    Year (a) (b)
    (i) (ii) (iii) (i) (ii) (iii)
    2022            
    2023            
    2024            

    (5) as it has been reported that the Food and Environmental Hygiene Department (FEHD) will check the identity documents and Pool Lifeguard Awards (PLA) of the lifeguards on duty during inspections of private swimming pools and verify the validity of PLA with the Hong Kong China Life Saving Society (HKCLSS), of the specific procedures adopted by the FEHD for verifying the validity of the PLAs with the HKCLSS, including whether the FEHD has established a formal and regular liaison mechanism with the HKCLSS; if so, of the details; if not, whether it will consider establishing such mechanism; and
     
    (6) as it has been reported that the HKCLSS intends to introduce an online service for checking the qualifications of lifeguards, whether the Government will collaborate with the HKCLSS to establish a checking system for qualified lifeguards, so as to rigorously combat unlicensed lifeguards and, at the same time, facilitate employers in checking the qualifications of the lifeguards they employ?
     
    Reply:
     
    President,
     
    In consultation with relevant policy bureaux and government departments, the consolidated reply to the questions raised by the Hon Luk Chung-hung is as follows:
     
    (1) The Leisure and Cultural Services Department (LCSD) is responsible for managing 46 public swimming pools, 42 gazetted beaches (Note 1) and five water sports centres. As at May 1, 2025, a total of 1 308 civil service lifeguards were employed by the LCSD. The number of vacancies was 188 (Note 2) .
     
    During the swimming season every year (i.e. April to October), the LCSD needs to employ about 700 seasonal lifeguards. However, with increasing market demand for lifeguards due to the growing number of local private swimming pools in recent years, it has become more challenging for the LCSD to recruit seasonal lifeguards, which inevitably affects the provision of services at aquatic venues. The LCSD has all along flexibly deployed its serving lifeguards and other resources with a view to maintaining the services provided at aquatic venues as far as possible. The LCSD will arrange sufficient lifeguards to be on duty at aquatic venues that are open and deploy additional manpower when necessary, such as calling off-duty lifeguards to report for duty or arranging lifeguards to work overtime where practicable. Having regard to the usage of swimming pools and habits of swimmers, the LCSD will also temporarily close facilities with low usage rates during sessions with fewer attendees to optimise the use of manpower resources.
     
    (2) The LCSD proactively puts in place various measures to increase and stabilise the manpower supply of lifeguards, including improving the remuneration package of seasonal lifeguards, enhancing the flexibility of recruitment procedures and exploring the recruitment of more eligible persons to join lifesaving services, etc.
     
    The LCSD has recruited 110 full-year lifeguards on a two-year contract since 2023, and further employed 70 additional full-year lifeguards on a two-year contract in 2024 and 2025 respectively. Such relatively long contract period is conducive to stabilising the manpower supply of lifeguards. The LCSD has also taken into account market trends to further enhance the remuneration package of seasonal lifeguards, with monthly salary reaching as high as $23,000 (excluding end-of-contract gratuity) to reduce the salary gap between lifeguards in the public and private sectors.
     
    Furthermore, as contractors of outsourced services offer more flexibility on remuneration packages and working hours, which makes the recruitment arrangement more flexible and attractive, the LCSD has outsourced lifesaving and first aid services at six public swimming pools on a trial basis since September 2024. The relevant service contractor has been providing stable lifesaving and first aid services. The LCSD will continue to review and evaluate the effectiveness of outsourcing lifesaving and first aid services.
     
    As for expanding the new labour markets, the LCSD will continue to step up its publicity efforts for recruitment exercises, including extensively displaying recruitment posters and disseminating recruitment information/advertisements to reach out to more target groups. The LCSD will also proactively liaise with youth services organisations and schools to promote and encourage young people to pursue a career in lifeguarding, as well as to raise their interests in working as seasonal lifeguards, with a view to increasing the manpower supply of lifeguards. Besides, the LCSD launched the “Combined Seasonal Lifeguard Training Scheme” in 2023 and has so far organised six “Integrated Certificates Courses on Life Saving” to attract more people with no lifesaving qualifications to join the profession. In addition, the LCSD has collaborated with the Employees Retraining Board to organise specific lifesaving training programmes and provide relevant job opportunities with a view to increasing the manpower supply of lifeguards.
     
    (3) Under the prevailing policy of the Civil Service Bureau (CSB), when a specific civil service grade has proven and persistent recruitment and retention difficulties, or fundamental changes in the job nature, job complexity and responsibilities, the Government will consider conducting a grade structure review for the grade concerned. There have been no fundamental changes to the job nature, job complexity and responsibilities of civil service lifeguards. In the past three years, the average vacancy rate of civil service lifeguards was 5.28 per cent, which was lower than the rate of 9.38 per cent for the entire civil service in the same period. The LCSD will continue to monitor the situation with the CSB.
     
    (4), (5) and (6) In the past three years, the number of surprised inspections conducted by the Food and Environmental Hygiene Department (FEHD) on licensed swimming pools is provided below:
     

      Number of inspections Number of cases of insufficient number of personnel on duty Number of non-compliance cases involving
    employment of unqualified lifeguards
    2022 8 845 0 0
    2023 8 834 0 0
    2024 12 828 4 0

    As all inspections conducted by the FEHD on licensed swimming pools are surprise inspections, there is no record on non-surprise inspections.
     
    For the four cases in 2024 in which sufficient number of qualified lifeguards was not made available in accordance with the law or licensing conditions, the FEHD had taken prosecution or issued warnings to the licensees depending on the actual situation.
     
    The lifesaving qualifications required by lifeguards are assessed and awarded by the Hong Kong China Life Saving Society (HKCLSS) (Note 3). Starting from May 19, 2025, the FEHD will implement a number of measures to strengthen the monitoring of the qualifications of lifeguards at private swimming pools. These measures include stepping up inspections of swimming pools. Apart from checking the identity documents of lifeguards on duty and their Pool Lifeguard Awards (PLA) during each surprise inspection, the FEHD will also send all information of the PLA to the HKCLSS for verification. The FEHD and the HKCLSS have established a regular verification mechanism to handle the matter.
     
    Note 1: Lifesaving services are not provided by the LCSD at three of the gazetted beaches as beach facilities such as beach buildings and shark prevention nets are not available there.
    Note 2: With lifesaving and first aid services being outsourced at six public swimming pools under the LCSD on a trial basis since September 2024, the 98 civil service lifeguard vacancies in the venues concerned will not be filled for the time being.
    Note 3: The HKCLSS is the only national sports association recognised by the International Life Saving Federation for assessing lifeguard qualifications and awarding lifeguard certificates in Hong Kong.

    MIL OSI Asia Pacific News –

    May 14, 2025
  • MIL-OSI Asia-Pac: LCQ9: Construction or redevelopment of small houses

    Source: Hong Kong Government special administrative region

    LCQ9: Construction or redevelopment of small houses 
    Question:
     
    Some residents of the New Territories have reflected that the pace of processing applications for the construction or redevelopment of small houses in the North District of the New Territories is slower compared to other districts. In this connection, will the Government inform this Council:
     
    (1) given that in its reply to a question raised by a Member of this Council on the Estimates of Expenditure 2025-2026, the Government indicated that, as at the end of last year, there were as many as 3 686 small house applications under processing in the North District, with only 95 applications being approved last year, and that the Islands District and the Sai Kung District also faced a similar situation of a low number of approved applications and a high proportion of backlogged cases, whether the Government has put in place targeted improvement measures to enhance the efficiency of processing applications for the construction or redevelopment of small houses in these three districts; if so, of the details; if not, the reasons for that;
     
    (2) given that according to government information, only around 100 staff members of the Lands Department are currently involved in processing of the small house applications, and that the respective numbers of small house applications and small house redevelopment applications under processing as at the end of last year were 10 513 and 1 664, how the Government will redeploy its manpower to expedite the processing of these backlogged cases; and
     
    (3) given that the Government is implementing an arrangement that allows applications for a Certificate of Compliance (i.e. a Certificate of Compliance or “No Objection to Occupy”) by self-certification of compliance for New Territories Exempted Houses, and that this arrangement has been first implemented as a pilot scheme by the District Lands Office, Yuen Long, whether the Government will consider extending this pilot scheme to villages under all rural committees in the Northern Metropolis; if so, of the details; if not, the reasons for that?
     
    Reply:
     
    President,
     
    The New Territories Small House Policy has been implemented since December 1972 to allow an indigenous villager to apply for permission to, for once in his lifetime, erect a small house on a suitable site within his own village (Note 1). According to the performance pledge, the Lands Department (LandsD) will process (Note 2) not less than 2 300 small house applications per year. For redevelopment applications, as archaic leases and houses are generally involved, the cases are more complicated and considerable time may be spent on checking the records. LandsD in general completes the processing of around 600 redevelopment applications per year.
     
    The reply to various parts of the question raised by the Hon Chan is as follows:
     
    (1) and (2) To streamline the processing of small house and redevelopment applications and speed up the approval process, LandsD enhanced the processing procedures in October 2021 and January 2023, including:
     
    (i) To commence the procedures under various aspects in parallel, such as verification of land ownership and lot boundaries, and consultation with the relevant departments;
    (ii) To simplify the procedures for handling objections;
    (iii) To conduct face-to-face meetings with applicants for direct discussion;
    (iv) To delegate the approval of relatively straightforward cases to officers under the District Lands Officer, and only non-straightforward cases will be submitted to the District Lands Officer or District Lands Office (DLO) Conference for approval;
    (v) To enhance the supervision by LandsD on DLOs, including regular follow-up on the progress of processing applications.
     
    The implementation of the above procedures has achieved results in terms of expediting the processing of small house and redevelopment applications. The average number of small house applications processed by LandsD each year increased to more than 2 500 cases in the years from 2022 to 2024, surpassing the department’s performance pledge of 2 300 cases, while the number of redevelopment applications completed by LandsD per year also increased from around 480 in 2022 to around 650 in 2024.
     
    While it is mentioned in the question that the proportion of small house applications approved in 2024 as compared to the cases pending completion of processing in certain districts (including the North District, the Islands District, and the Sai Kung District) is relatively lower, we believe this is mainly due to the fact that applications involve relatively complex geographical features (such as remote locations or proximity to slopes, which require more rigorous technical assessments) and a larger amount of applications received in these respective districts.
     
    In fact, a total of about 360 small house applications were received on average per year from 2022 to 2024 in the North District, the Islands District and the Sai Kung District, with an average of over 800 cases (Note 3) processed each year; the number of applications pending completion of processing also decreased from a total of over 6 100 at the end of 2021 to about 5 270 by the end of March 2025, representing an overall decrease of approximately 14 per cent. As for redevelopment applications, a total of about 100 and 150 applications were received and processed respectively on average per year from 2022 to 2024 in the three districts. The number of applications pending completion of processing decreased from a total of over 840 at the end of 2021 to about 710 by the end of March 2025, representing an overall decrease of approximately 16 per cent.
     
    At present, around 100 staff of LandsD, mainly deployed to the eight DLOs in the New Territories, are involved in processing small house and redevelopment applications. As these staff are also responsible for other land administration duties within the DLOs, the above figure is provided for general reference only. LandsD will continue to review and enhance the procedures for processing small house and redevelopment applications (including the introduction of the self-certification of compliance scheme mentioned below) to expedite the approval. In addition, LandsD will strengthen the role of its headquarters in monitoring the processing and approval of applications in various districts and more flexibly allocate resources across districts to accelerate the processing of applications.
     
    (3) After a DLO approves an application to build a small house, the applicant has to apply to LandsD for and obtain the Certificates of Exemption in accordance with the Building Ordinance (Application to the New Territories) Ordinance (Cap. 121) before commencing the construction works. After the works are completed, the applicant has to submit a construction completion report to the DLO. The DLO will issue a Certificate of Compliance (CoC) if, having conducted on-site checking, it is satisfied that the applicant has complied with all the relevant conditions, requirements and obligations.
     
    To expedite the development of small houses, LandsD implemented a self-certification scheme of CoCs on a pilot basis in January this year, which allows lot owners to appoint registered professionals at their own expense to prepare and submit a self-certification of compliance, thereby optimising the use of resources in the industry and expediting the approval process. LandsD will conduct detailed inspection checks on randomly selected cases. At the same time, LandsD will also streamline and expedite the approval process for applications submitted under the scheme, with the target of completing the processing of cases within 10 weeks upon receipt of all required documents, and within 14 weeks for cases subject to random checking.
     
    To ensure the orderly implementation of the self-certification scheme, a pilot scheme was first implemented at the DLO, Yuen Long. In view of the very positive response from Heung Yee Kuk and various stakeholders, and their wish for LandsD to extend the scheme to other DLOs as soon as possible, after taking into account factors such as the processing status of applications for CoCs by various DLOs, demand and manpower resources, LandsD plans to extend the coverage of the scheme to the DLO, North in the third quarter of this year. Details will be announced in due course. With the operational experience gained from the pilot scheme, LandsD will then decide whether and how to regularise the arrangement.
     
    Note 1: The small house shall neither contain more than three storeys nor exceed a height of 8.23 metres (27 feet); and the roofed-over area shall not exceed 65.03 square metres (700 square feet).
     
    Note 2: The number of small house applications processed by LandsD annually according to its performance pledge covers the applications which LandsD approves, rejects or classifies as non-straightforward cases for further processing in a particular year.
     
    Note 3: As the processing of applications received during a year may not be completed within the same year, the applications processed in a particular year and its number may not correspond with the applications received in the same year and its number.
    Issued at HKT 16:38

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    CategoriesMIL-OSI

    MIL OSI Asia Pacific News –

    May 14, 2025
  • MIL-OSI: Valeura Energy Inc.: First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, May 14, 2025 (GLOBE NEWSWIRE) — Valeura Energy Inc. (TSX:VLE, OTCQX:VLERF) (“Valeura” or the “Company”) reports its unaudited financial and operating results for the three month period ended March 31, 2025.

    The complete quarterly reporting package for the Company, including the unaudited financial statements and associated management’s discussion and analysis (“MD&A”) are being filed on SEDAR+ at www.sedarplus.ca and posted to the Company’s website at www.valeuraenergy.com.

    Highlights

    • Oil production of 23,853 bbls/d(1), an increase of 9% compared to Q1 last year;
    • Adjusted opex(2) trending downward, to US$24.1/bbl, a decrease of 8% compared to Q1 last year;
    • Adjusted Cashflow from Operations(2) of US$74.0 million, an increase of 55% compared to Q1 2024, demonstrating the effects of the corporate restructuring and application of tax loss carry-forwards;
    • The Company’s balance sheet remains very strong, with US$239 million cash(3) and no debt; and
    • Adjusted Working Capital(2) of US$254 million.

    (1)   Working interest share production before royalties.
    (2)   Non-IFRS financial measure or non-IFRS ratio – see “Non-IFRS Financial Measures and Ratios” section below.
    (3)   Includes restricted cash of US$23.4 million.

    Dr. Sean Guest, President and CEO commented:

    “We have demonstrated our ability to generate increasing cash flow. Q1 2025 was the first full quarter benefitting from our corporate re-organisation, which makes it possible to optimise the use of tax loss carry-forwards. As a result, our post-tax Adjusted Cashflow from Operations(1)increased to US$74 million, up 55% compared to the same quarter of last year, on revenue that is essentially unchanged. This creates a uniquely resilient position for our Company, which makes it possible for us to weather volatile markets better than many of our competitors.

    Underlying this is a respectable operational performance which saw us produce at an average rate of 23,854 bbls/d, while recording Adjusted Opex per barrel(1)of US$24/bbl. The long-term downward trend in Adjusted Opex per barrel(1)is a direct reflection of our strategic priorities in action – operating our assets in a worldclass manner with the objective of driving deeper efficiency and maximising cash flow and growth from our assets.

    Our balance sheet echoes this sentiment too. Even after a quarter with a US$39 million out-of-round tax payment and a build in oil inventory, our financial position remained strong, with a March 31stcash balance of US$239 million and no debt. As a result, we are in a prime position to pursue both organic and inorganic growth ambitions and continue to see exiting opportunities come to the foreground.”

    (1)   Non-IFRS financial measure or non-IFRS ratio – see “Non-IFRS Financial Measures and Ratios” section below.

    Financial and Operating Results Summary

        Three months ended
    Mar 31, 2025
      Three months ended
    Dec 31, 2024
    Delta (%)   Three months ended
    Mar 31, 2024
    Delta (%)
    Oil Production(1) (‘000 bbls) 2,147   2,402 -11 %   1,991 8 %
    Average Daily Oil Production(1) (bbls/d) 23,853   26,109 -9 %   21,882 9 %
    Average Realised Price (US$/bbl) 78.7   76.7 3 %   84.6 -7 %
    Oil Volumes Sold (‘000 bbls) 1,881   2,948 -36 %   1,765 7 %
    Oil Revenue (US$’000) 148,081   226,148 -35 %   149,408 -1 %
    Net Income (US$’000) 14,073   213,983 -93 %   19,418 -28 %
    Adjusted EBITDAX(2) (US$’000) 87,216   132,402 -34 %   88,721 -2 %
    Adjusted Pre-Tax Cashflow from Operations(2) (US$’000) 74,384   133,612 -44 %   72,088 3 %
    Adjusted Cashflow from Operations(2) (US$’000) 73,954   107,134 -31 %   47,855 55 %
    Operating Expenses (US$’000) 38,852   55,607 -30 %   41,788 -7 %
    Adjusted Opex(2) (US$’000) 51,684   54,668 -5 %   52,264 -1 %
    Operating Expenses per bbl (US$/bbl) 18.1   23.2 -22 %   21 -14 %
    Adjusted Opex per bbl(2) (US$/bbl) 24.1   22.8 6 %   26.2 -8 %
    Adjusted Capex(2) (US$’000) 32,899   38,870 -15 %   29,257 12 %
    Weighted average shares outstanding – basic (‘000 shares) 106,532   106,955 0 %   103,229 3 %
                     
        As at
    Mar 31, 2025
      As at
    Dec 31, 2024
    Delta (%)   As at
    Mar 31, 2024
    Delta (%)
    Cash & Cash equivalents(3) (US$’000) 238,871   259,354 -8 %   193,683 23 %
    Adjusted Net Working Capital(2) (US$’000) 253,511   205,735 23 %   141,877 79 %
    Shareholder’s Equity (US$’000) 538,137   528,283 2 %   304,318 77 %
                         

    (1)   Working interest share production before royalties.
    (2)   Non-IFRS financial measure or non-IFRS ratio – see “Non-IFRS Financial Measures and Ratios” section below.
    (3)   Includes restricted cash of US$23.4 million.

    Financial Update

    The Company’s Q1 2025 financial performance reflects ongoing strong production operations at all four of its fields in the offshore Gulf of Thailand. Valeura’s working interest share production before royalties totalled 2.15 million bbls during Q1 2025, an increase of 8% from Q1 2024. Production was in line with the Company’s expectations considering the Nong Yao field experienced a planned maintenance shutdown.

    Oil sales totalled 1.88 million bbls during Q1 2025, which was less than the volume produced, and therefore contributed to an oil inventory increase to 0.89 million bbls at March 31, 2025. As all of the Company’s oil production is stored in floating offshore vessels before being sold in parcels of approximately 200,000 – 300,000 bbls, at any given time, the Company maintains some quantity of oil held in inventory.

    Price realisations averaged US$78.7/bbl, which was 7% lower than the same period in 2024, reflecting lower global benchmark oil prices. The Company’s oil sales continue to achieve a premium when compared to the Brent crude oil benchmark, averaging US$2.9/bbl in Q1 2025, versus US$1.6/bbl in Q1 of 2024. Valeura generated oil revenue of US$148 million in Q1 2025, essentially unchanged from the oil revenue generated Q1 2024, reflecting the increase in production being offset by reduced sales prices.

    Operating expenses during Q1 2025 reflect a long-term trend of improving production efficiency, influenced by ongoing strong performance of the Nong Yao field, which is both the Company’s largest source of production and also the lowest unit cost field in Valeura’s portfolio. Along with operating expenses, the Company includes the price of leases for its floating offshore infrastructure (being US$8.5 million) to derive an Adjusted Opex(1) of US$51.7 million in Q1 2025, which equates to a per-unit rate of US$24.1/bbl, an improvement of 8% when compared to Q1 2024.

    Valeura generated adjusted cashflow from operations(1) (pre-tax) of US$74.0 million, which was a 55% increase over Q1 2024. The increase is directly related to the more tax-efficient corporate structure as a result of the Company’s corporate re-organisation, which was completed in November 2024. Under the new structure, Valeura may apply its tax loss carry-forwards to taxable income for the Nong Yao, Manora, and Wassana fields.

    While cash tax payments are normally paid in May and August each year, the Company made a final tax payment of US$39.2 million in connection with its corporate restructuring. This payment effectively completed the tax obligations for its Thai III licences under their previous organisation structure, giving rise to the more optimised application of tax loss carry-forwards as noted above. In addition to this out-of-round payment, Valeura made cash outlays in respect of its operating costs and capex of US$32.9 million. As a result, Valeura’s cash position at March 31, 2025 was US$238.9 million, inclusive of restricted cash of US$23.4 million. Valeura’s net working capital surplus was US$253.5 million at March 31, 2025.

    (1)   Non-IFRS financial measure or non-IFRS ratio – see “Non-IFRS Financial Measures and Ratios” section below.

    Operations Update and Outlook

    During Q1 2025, Valeura had ongoing production operations at all of its Gulf of Thailand fields, including Jasmine, Manora, Nong Yao, and Wassana fields. Total working interest share production before royalties averaged 23,853 bbls/d, which was in line with management’s expectations and consistent with achieving the Company’s guidance range for the full year 2025 of 23,000 – 25,500 bbls/d. One drilling rig was under contract throughout the quarter.

    Jasmine/Ban Yen

    Oil production before royalties from the Jasmine/Ban Yen field, in Licence B5/27 (100% operated interest) averaged 8,356 bbls/d during Q1 2025.

    In February 2025, the Company’s contracted drilling rig began a seven-well infill drilling campaign which includes both development and appraisal targets on the Jasmine C, Jasmine D, and Ban Yen A facilities. Drilling operations are progressing safely and on time. The drilling programme is expected to be complete approximately by the end of May 2025.

    Also during Q1 2025, a low-BTU gas generator was delivered to the Jasmine B platform. Installation and commissioning activities in respect of the low-BTU gas generator are underway, with the new equipment planned to be fully operational and online later in Q2 2025. The low-BTU gas generator is a modernisation of the Jasmine B platform’s power generation facility, which will enable a waste gas stream to be used as feedstock for power generation, thereby reducing the Jasmine field’s reliance on diesel. As a result, Valeura anticipates immediate savings in operating expenses and a long-term reduction in its greenhouse gas emissions from the Jasmine field.

    Nong Yao

    At the Nong Yao field, in Licence G11/48 (90% operated working interest), Valeura’s working interest share production before royalties averaged 9,275 bbls/d. As a result of the Company’s development of the Nong Yao C field extension in 2024, Nong Yao has become the Company’s largest source of production, with the Company’s lowest per unit Adjusted Opex.

    Near the end of Q1 2025, Valeura conducted a planned seven-day annual maintenance shutdown of the Nong Yao field. All maintenance work was performed safely, under budget, and ahead of schedule. The Nong Yao field has since resumed normal operations.

    Wassana

    Oil production before royalties from the Wassana field, in Licence G10/48 (100% operated interest), averaged 3,686 bbls/d during Q1 2025. Production operations progressed without incident throughout the quarter. No wells were drilled during the quarter.

    During Q1 2025 Valeura completed the front end engineering and design work for the potential redevelopment of the Wasssana field and more recently has finalised detailed contracting and procurement work to validate cost assumptions for the project.

    As announced separately today, the Company has determined a positive final investment decision and intends to pursue the Wassana field redevelopment project, targeting the start of production from a newly built facility in Q2 2027.

    Manora

    At the Manora field, in Licence G1/48 (70% operated working interest), Valeura’s working interest share of oil production before royalties averaged 2,536 bbls/d.

    During Q1 2025, Valeura completed a five-well infill drilling campaign on the Manora field, comprised of both development and appraisal targets. The drilling programme achieved its objectives and successful appraisal results have identified between three and five potential future drilling targets, which are now being evaluated for inclusion in a future drilling programme.

    Türkiye

    The Company had no active operations in Türkiye during Q1 2025. Valeura continues to hold an interest in a potentially large deep gas play in the Thrace basin in the northwest part of the country. The terms of the subject leases and licences have been extended to June 27, 2026, with further extensions possible for appraisal purposes thereafter.

    Valeura intends to farm out a portion of its interest to a new partner in order to jointly pursue the next phase of appraisal work. The Company continues to see the Thrace basin deep gas play as a source of significant potential value in the longer-term.

    Webcast

    Valeura’s Annual General Meeting of Shareholders is scheduled for today, May 14, 2025, at 4:00 P.M. (Calgary time) in Calgary. Shareholders may attend in person, as further detailed in the Management’s Information Circular which was mailed to shareholders and is available on the Company’s website and on www.sedarplus.ca. A webcast of the live event is available with the link below. In addition to the meeting, Valeura’s management will discuss the Q1 2025 results and will host a question and answer session. Written questions may be submitted through the webcast system or by email to IR@valeuraenergy.com.

    Participants are advised to register for the online event in advance, using the following link: https://events.teams.microsoft.com/event/f0e30b40-c6bc-4673-bd84-b57491e1ba58@a196a1a0-4579-4a0c-b3a3-855f4db8f64b

    An audio only feed of the Meeting is available by phone using the Conference ID and dial-in numbers below:

    Conference ID: 239 311 896 799

    Dial-in numbers:

    Canada: (833) 845-9589,,49176158#
    Singapore: +65 6450 6302,,49176158#
    Thailand: +66 2 026 9035,,49176158#
    Türkiye: 0800 142 034779,,49176158#
    United Kingdom: 0800 640 3933,,49176158#
    United States: (833) 846-5630,,49176158#

    For further information, please contact:

    Valeura Energy Inc. (General Corporate Enquiries)
    Sean Guest, President and CEO
    Yacine Ben-Meriem, CFO
    Contact@valeuraenergy.com
    +65 6373 6940
       
    Valeura Energy Inc. (Investor and Media Enquiries)
    Robin James Martin, Vice President, Communications and Investor Relations
    IR@valeuraenergy.com
    +1 403 975 6752 / +44 7392 940495
       

    Contact details for the Company’s advisors, covering research analysts and joint brokers, including Auctus Advisors LLP, Canaccord Genuity Ltd (UK), Cormark Securities Inc., Research Capital Corporation, and Stifel Nicolaus Europe Limited, are listed on the Company’s website at www.valeuraenergy.com/investor-information/analysts/.

    About the Company

    Valeura Energy Inc. is a Canadian public company engaged in the exploration, development and production of petroleum and natural gas in Thailand and in Türkiye. The Company is pursuing a growth-oriented strategy and intends to re-invest into its producing asset portfolio and to deploy resources toward further organic and inorganic growth in Southeast Asia. Valeura aspires toward value accretive growth for stakeholders while adhering to high standards of environmental, social and governance responsibility.

    Additional information relating to Valeura is also available on SEDAR+ at www.sedarplus.ca.

    Non-IFRS Financial Measures and Ratios

    This news release includes references to financial measures commonly used in the oil and gas industry such as adjusted EBITDAX, net working capital, adjusted net working capital, adjusted cashflow from operations, adjusted opex, adjusted capex, net cash and outstanding debt which are not generally accepted accounting measures under International Financial Reporting Standards (“IFRS Accounting Standards”) which are not generally accepted accounting measures under IFRS Accounting Standards as issued by International Accounting Standards Board (“IASB”) and do not have any standardised meaning prescribed by IFRS Accounting Standards and, therefore, may not be comparable with similar definitions that may be used by other public companies. Management believes that adjusted EBITDAX, net working capital, adjusted net working capital, adjusted cashflow from operations, adjusted opex, adjusted capex, net cash and outstanding debt are useful supplemental measures that may assist shareholders and investors in assessing the financial performance and position of the Company. Non-IFRS financial measures should not be considered in isolation or as a substitute for measures prepared in accordance with IFRS Accounting Standards.

    Adjusted EBITDAX: is a non-IFRS financial measure which does not have a standardised meaning prescribed by IFRS Accounting Standards. This non-IFRS financial measure is included because management uses the information to analyse the financial performance of the Company. Adjusted EBITDAX is a non-IFRS and non-standardised variant of EBITDAX, adjusted to remove non-cash items as well as certain non-recurring costs including severance payments and other one-off items in relation to the Company’s recent acquisitions. Adjusted EBITDAX is calculated by adjusting profit for the year before other items as reported under IFRS Accounting Standards to exclude the effects of other income, exploration, SRB, finance income and expense, depletion, depreciation & amortisation (“DD&A”), other costs, and certain non-cash items (such as impairments, foreign exchange, unrealised risk management contracts, reassessment of contingent consideration and gains or losses arising from the disposal of capital assets). In addition, other unusual or non-recurring items are excluded from Adjusted EBITDAX, as they are not indicative of the underlying financial performance of the Company.

           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000   2025   2024    
    Profit for the period before other items   37,614   27,104    
    Other income   (2,342 ) (1,737 )  
    Exploration   275   2,196    
    SRB   23   –    
    Finance costs   4,990   6,516    
    DD&A   45,462   47,596    
    Reversal of loss on inventory due to decline in resale value associate with the Wassana field(1)   –   6,157    
    Other non-recurring G&A costs (1)(2)   1,194   889    
    Adjusted EBITDAX   87,216   88,721    
                 

    (1)     Items are not shown in the Interim Financial Statements.
    (2)    Represents non-recurring costs associated with share-based compensation, actual severance incurred – See “General and Administrative (“G&A”) Expenses” for more details.

    Adjusted opex and adjusted opex per bbl: are a non-IFRS financial measure and a non-IFRS financial ratio, respectively, which do not have standardised meanings prescribed by IFRS Accounting Standards. This non-IFRS financial measure and ratio are included because management uses the information to analyse cash generation and financial performance of the Company. Operating cost represents the operating cash expenses incurred by the Company during the period including the leases that are associated with operations, such as bareboat contracts for key operating equipment, such as FSOs, FPSOs, MOPU, and warehouses. Adjusted opex is calculated by effectively adjusting non-cash items from the operating cost and adding lease costs.

    Adjusted opex is divided by production in the period to arrive at adjusted opex per bbl. Valeura calculates adjusted opex per barrel, to provide a more consistent indication of the cost of field operations. Adjusted opex, as opposed to operating expenses, excludes the impacts of non-recurring, non-cash items such as prior period adjustments, and adds back lease costs in relation to FSOs, FPSOs, MOPU, and other facilities.

           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000   2025 2024    
    Operating Costs   38,852 41,788    
    Reversal of inventory write-down to Net Realisable Value (Wassana field)(1)   – 7,126    
    Cost of Goods Sold   38,852 48,914    
    Reversal of accounting related to inventory capitalisation(2) 4,326 (5,245 )  
    Adjusted Opex (excluding Leases)   43,178 43,669    
    Leases(3)   8,506 8,595    
    Adjusted Opex   51,684 52,264    
    Production Volumes during the period (mbbls)   2,147 1,991    
    Adjusted Opex per Barrel (US$/bbl)   24.1 26.2    
               

    (1)    Represent write down inventory to net realisable value.
    (2)   The item is not shown in the Interim Financial Statements. The cost of crude inventory is capitalised from operating costs. As a result, the Company has excluded the effect of crude inventory capitalization.
    (3)   In accordance with IFRS 16 – Leases, the Company recognised cost related to its operating leases – attributed to FSO and FPSO vessels, MOPU used at its Jasmine/Ban Yen, Nong Yao, Manora and Wassana fields, as well as onshore warehouse facilities costs to its balance sheet and finance cost in the profit and loss statement. In order to report a more relevant lifting cost, the Company has included costs associated with these leases in the adjusted operating cost calculation. This will be a recurring adjustment.

    Adjusted cashflow from operations and adjusted cashflow from operations per barrel: are a non-IFRS financial measure and a non-IFRS financial ratio, respectively, which do not have a standardised meaning prescribed by IFRS Accounting Standards. This non-IFRS finance measure and ratio are included because management uses the information to analyse cash generation and financial performance of the Company. Adjusted cashflow from operations is calculated using two methods which generate the same figures: a) by subtracting from oil revenues, adjusted opex, royalties, general and administrative costs which are adjusted for non-recurring charges (generating the adjusted pre-tax cashflow), and accrued PITA taxes and SRB expenses, and b) to enhance and facilitate to the reader a reconciliation of this non-IFRS measure, the Company also presented the adjusted cash flow from operations by calculating from cash generated from (used in) operating activities in the consolidated statement of cash flows, adjusting with non-cash items, adjusted opex, general and administrative costs which are adjusted for non-recurring charges (generating the adjusted pre-tax cashflow), and accrued PITA tax and SRB expenses.

    Adjusted cashflow from operations is divided by production in the period to arrive at adjusted cashflow from operations per bbl. Valeura calculates Adjusted cashflow from operations per barrel, to provide a more consistent indication of cashflow generated from operations by the Company.

           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000    2025   2024    
    Oil revenues   148,081   149,408    
    Adjusted opex   (51,684 ) (52,264 )  
    Royalties   (17,062 ) (18,639 )  
    Recurring G&A costs   (4,951 ) (6,417 )  
    Adjusted pre-tax cashflow from operations   74,384   72,088    
    Income tax / PITA tax   (407 ) (24,233 )  
    SRB   (23 ) –    
    Adjusted cashflow from operations   73,954   47,855    
    Production during the period   2,147   1,991    
    Adjusted cashflow from operations per barrel (US$/bbl)   34.4   24.0    
           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000    2025   2024    
    Cash generated from operating activities   27,175   81,143    
    Change in non-cash working capital   48,330   (6,033 )  
    Non-cash items   55,514   55,659    
    Adjusted opex   (51,684 ) (52,264 )  
    Recurring G&A costs   (4,951 ) (6,417 )  
    Adjusted pre-tax cashflow from operations   74,384   72,088    
    Income tax / PITA tax   (407 ) (24,233 )  
    SRB   (23 ) –    
    Adjusted cashflow from operations   73,954   47,855    
    Production during the period   2,147   1,991    
    Adjusted cashflow from operations per barrel (US$/bbl)   34.4   24.0    
                 

    Outstanding debt and net cash: are non-IFRS financial measures which do not have a standardised meaning prescribed by IFRS Accounting Standards. These non-IRFS financial measures are provided because management uses the information to a) analyse financial strength and b) manage the capital structure of the Company. These non-IFRS measures are used to ensure capital is managed effectively in order to support the Company’s ongoing operations and needs.

           
        Unaudited  
        March 31, December 31,
    US$’000    2025 2024
    Outstanding Debt   – –
    Cash and cash equivalents   215,467 236,543
    Restricted cash (Current)   1,093 1,093
    Restricted cash (Non-current)   22,311 21,718
    Cash balance   238,871 259,354
    Net cash   238,871 259,354
           

    Net working capital and adjusted net working capital: are non-IFRS financial measures which do not have a standardised meaning prescribed by IFRS Accounting Standards. These non-IFRS financial measures are included because management uses the information to analyse liquidity and financial strength of the Company. Net working capital is calculated by deducting current liabilities from current assets. Adjusted net working capital is calculated by adding back the current leases liabilities and including non-current restricted cash in net working capital.

    The leases are associated with operations, such as bareboat contracts for key operating equipment, such as FSOs, FPSOs, MOPU, and warehouses which are included in the Company’s disclosed adjusted opex (and adjusted opex guidance). Management believes the adjusted net working capital provides a useful data point to the reader to ascertain the business’ next-twelve-months surplus or deficit capital requirement. It is also a data point that management uses for cash management.

           
        Unaudited  
        March 31, December 31,
    US$’000   2025   2024  
    Current assets   343,948   340,911  
    Current liabilities   (142,673 ) (185,640 )
    Net working capital   201,275   155,271  
    Current lease liabilities   29,925   28,746  
    Restricted cash (Non-current)   22,311   21,718  
    Adjusted net working capital   253,511   205,735  
               

    Adjusted capex: is a non-IFRS measure which does not have a standardised meaning prescribed by IFRS Accounting Standards. Adjusted capex is defined as the addition in capital expenditure for drilling, brownfield, and other PP&E. Management uses this non-IFRS measure to analyse the capital spending of the Company and assess investments in its assets.

           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000   2025   2024    
    Drilling   26,624   27,612    
    Brownfield   6,423   3,145    
    Other PPE   (148 ) (1,500 )  
    Adjusted capex(1)   32,899   29,257    
                 

    Advisory and Caution Regarding Forward-Looking Information

    Certain information included in this news release constitutes forward-looking information under applicable securities legislation. Such forward-looking information is for the purpose of explaining management’s current expectations and plans relating to the future. Readers are cautioned that reliance on such information may not be appropriate for other purposes, such as making investment decisions. Forward-looking information typically contains statements with words such as “anticipate”, “believe”, “expect”, “plan”, “intend”, “estimate”, “propose”, “project”, “target” or similar words suggesting future outcomes or statements regarding an outlook.

    Forward-looking information in this news release includes, but is not limited to, the ability to optimise use of tax loss carry-forwards; the Company’s ability to weather volatile markets better than many of its competitors; the Company being in a prime position to pursue its growth ambitions; the Company’s expectations about meeting it’s guidance range for the full year 2025; timing to complete the Jasmine field drilling programme; timing for the Jasmine low-BTU gas generator to be fully operational and online and the potential for savings in operating expenses and reduced greenhouse gas emissions thereafter; timing for the Wassana redevelopment project and start of production from a newly built facility; expectations for future drilling on the Manora field; and the potential for further extensions of the Thrace basin leases and licences.

    Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information is based on management’s current expectations and assumptions regarding, among other things: political stability of the areas in which the Company is operating; continued safety of operations and ability to proceed in a timely manner; continued operations of and approvals forthcoming from governments and regulators in a manner consistent with past conduct; ability to achieve extensions to licences in Thailand and Türkiye to support attractive development and resource recovery; future drilling activity on the required/expected timelines; the prospectivity of the Company’s lands; the continued favourable pricing and operating netbacks across its business; future production rates and associated operating netbacks and cash flow; decline rates; future sources of funding; future economic conditions; the impact of inflation of future costs; future currency exchange rates; interest rates; the ability to meet drilling deadlines and fulfil commitments under licences and leases; future commodity prices; the impact of the Russian invasion of Ukraine; the impact of conflicts in the Middle East; royalty rates and taxes; management’s estimate of cumulative tax losses being correct; future capital and other expenditures; the success obtained in drilling new wells and working over existing wellbores; the performance of wells and facilities; the availability of the required capital to funds its exploration, development and other operations, and the ability of the Company to meet its commitments and financial obligations; the ability of the Company to secure adequate processing, transportation, fractionation and storage capacity on acceptable terms; the capacity and reliability of facilities; the application of regulatory requirements respecting abandonment and reclamation; the recoverability of the Company’s reserves and contingent resources; future growth; the sufficiency of budgeted capital expenditures in carrying out planned activities; the impact of increasing competition; the availability and identification of mergers and acquisition opportunities; the ability to successfully negotiate and complete any mergers and acquisition opportunities; the ability to efficiently integrate assets and employees acquired through acquisitions; global energy policies going forward; international trade policies; future debt levels; and the Company’s continued ability to obtain and retain qualified staff and equipment in a timely and cost efficient manner. In addition, the Company’s work programmes and budgets are in part based upon expected agreement among joint venture partners and associated exploration, development and marketing plans and anticipated costs and sales prices, which are subject to change based on, among other things, the actual results of drilling and related activity, availability of drilling, offshore storage and offloading facilities and other specialised oilfield equipment and service providers, changes in partners’ plans and unexpected delays and changes in market conditions. Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information involves significant known and unknown risks and uncertainties. Exploration, appraisal, and development of oil and natural gas reserves and resources are speculative activities and involve a degree of risk. A number of factors could cause actual results to differ materially from those anticipated by the Company including, but not limited to: the ability of management to execute its business plan or realise anticipated benefits from acquisitions; the risk of disruptions from public health emergencies and/or pandemics; competition for specialised equipment and human resources; the Company’s ability to manage growth; the Company’s ability to manage the costs related to inflation; disruption in supply chains; the risk of currency fluctuations; changes in interest rates, oil and gas prices and netbacks; the risk that the Company’s tax advisors’ and/or auditors’ assessment of the Company’s cumulative tax losses varies significantly from management’s expectations of the same; potential changes in joint venture partner strategies and participation in work programmes; uncertainty regarding the contemplated timelines and costs for work programme execution; the risks of disruption to operations and access to worksites; potential changes in laws and regulations, including international treaties and trade policies; the uncertainty regarding government and other approvals; counterparty risk; the risk that financing may not be available; risks associated with weather delays and natural disasters; and the risk associated with international activity. See the most recent annual information form and management’s discussion and analysis of the Company for a detailed discussion of the risk factors.

    Certain forward-looking information in this news release may also constitute “financial outlook” within the meaning of applicable securities legislation. Financial outlook involves statements about Valeura’s prospective financial performance or position and is based on and subject to the assumptions and risk factors described above in respect of forward-looking information generally as well as any other specific assumptions and risk factors in relation to such financial outlook noted in this news release. Such assumptions are based on management’s assessment of the relevant information currently available, and any financial outlook included in this news release is made as of the date hereof and provided for the purpose of helping readers understand Valeura’s current expectations and plans for the future. Readers are cautioned that reliance on any financial outlook may not be appropriate for other purposes or in other circumstances and that the risk factors described above or other factors may cause actual results to differ materially from any financial outlook.

    The forward-looking information contained in this news release is made as of the date hereof and the Company undertakes no obligation to update publicly or revise any forward-looking information, whether as a result of new information, future events or otherwise, unless required by applicable securities laws. The forward-looking information contained in this news release is expressly qualified by this cautionary statement.

    This news release does not constitute an offer to sell or the solicitation of an offer to buy securities in any jurisdiction, including where such offer would be unlawful. This news release is not for distribution or release, directly or indirectly, in or into the United States, Ireland, the Republic of South Africa or Japan or any other jurisdiction in which its publication or distribution would be unlawful.

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

    This information is provided by Reach, the non-regulatory press release distribution service of RNS, part of the London Stock Exchange. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact rns@lseg.com or visit www.rns.com.

    The MIL Network –

    May 14, 2025
  • MIL-OSI United Kingdom: Swindon Borough Council fails to meet RSH’s consumer standards

    Source: United Kingdom – Executive Government & Departments

    Press release

    Swindon Borough Council fails to meet RSH’s consumer standards

    The Regulator of Social Housing has today issued five new regulatory judgements.

    Swindon Borough Council has failed to meet the outcomes in the consumer standards and has been given a C3 grading from the Regulator of Social Housing, as part of a range of regulatory judgements published today. 

    An inspection was brought forward after the council made a self-referral over health and safety issues and its repairs service.  

    RSH’s inspection found that Swindon Borough Council: 

    • Was unable to report accurately on the presence of smoke and carbon monoxide detectors. 

    • Was unable to track or monitor faults from electrical safety checks. 

    • Has more than 800 overdue fire safety actions, the majority of which were overdue by more than a year.  

    • Was not actively tracking, monitoring, or reporting open damp and mould cases, though there was evidence that reports are followed up effectively. 

    • Was unable to demonstrate how tenants’ views have been considered in its decision making, with no evidence of actively encouraging participation from under-represented groups. 

    Swindon Borough Council has demonstrated that it understands the issues and is taking action towards rectifying the failures identified. 

    RSH is continuing to engage with the landlord to make sure the necessary improvements are made. 

    Separately, three housing associations – Housing 21, Torus62 and Sovereign Network – received C2/G1 gradings following inspections. This means that they meet the governance requirements but there are some weaknesses in their delivery of the outcomes of the consumer standards and improvement is needed. 

    All three housing associations meet the viability requirements with Housing 21 and Torus62 retaining V1 gradings, and Sovereign Network Group retaining its V2 grading.  

    While both V1 and V2 landlords meets the viability requirements and have the financial capacity to deal with a reasonable range of adverse scenarios, V2 landlords need to manage material risks to ensure continued compliance.  

    RSH also published interim G1/V1 gradings for Bromford Flagship, after Flagship Housing Group became a subsidiary of Bromford Housing Group in February this year.  

    Kate Dodsworth, Chief of Regulatory Engagement at RSH, said:  

    “We take health and safety very seriously and expect all landlords to make sure tenants are not at risk in their homes.  

    “We also want to see better data management from landlords, to demonstrate they understand their homes and tenants. Self-referrals are a good indicator that a landlord not only understands our requirements, but that they are taking accountability.  

    “Lastly, our scrutiny of housing associations’ governance and viability remains vital for delivering more and better homes for tenants.” 

    Notes to Editors 

    Provider Consumer grade Governance grade Viability grade Process
    Bromford Flagship Limited Not assessed yet G1 (Interim Grading) V1 (Interim Grading) Merger Activity
    Housing 21 C2 G1 V1 Inspection
    Torus62 Limited C2 G1 V1 Inspection
    Sovereign Network Group C2 G1 V2 Inspection
    Swindon Borough Council C3 – – Inspection
    1. RSH regulates housing associations and other private registered providers against its full set of standards. Councils are regulated against the consumer and rent standards only. 

    2. More information about RSH’s responsive engagement and programmed inspections is also available on its website.  is also available on its website.   

    3. RSH promotes a viable, efficient and well-governed social housing sector able to deliver more and better social homes. It does this by setting standards and carrying out robust regulation focusing on driving improvement in social landlords, including local authorities, and ensuring that housing associations are well-governed, financially viable and offer value for money. It takes appropriate action if the outcomes of the standards are not being delivered.   

    4. RSH’s gradings are listed below. More information is available on its website.  Governance 

    Grading Description
    G1 Our judgement is that the landlord meets our governance requirements.
    G2 Our judgement is that the landlord meets our governance requirements but needs to improve some aspects of its governance arrangements to support continued compliance.
    G3 Our judgement is that the landlord does not meet our governance requirements. There are issues of serious regulatory concern and in agreement with us the landlord is working to improve its position.
    G4 Our judgement is that the landlord does not meet our governance requirements. There are issues of serious regulatory concern, and the landlord is subject to regulatory intervention or enforcement action.

    Viability 

    Grading Description
    V1 Our judgement is that the landlord meets our viability requirements and has the financial capacity to deal with a wide range of adverse scenarios.
    V2 Our judgement is that the landlord meets our viability requirements. It has the financial capacity to deal with a reasonable range of adverse scenarios but needs to manage material risks to ensure continued compliance.
    V3 Our judgement is that the landlord does not meet our viability requirements. There are issues of serious regulatory concern and in agreement with us the landlord is working to improve its position.
    V4 Our judgement is that the landlord does not meet our viability requirements. There are issues of serious regulatory concern, and the landlord is subject to regulatory intervention or enforcement action.

    Consumer 

    Grading Description
    C1 Our judgement is that overall the landlord is delivering the outcomes of the consumer standards. The landlord has demonstrated that it identifies when issues occur and puts plans in place to remedy and minimise recurrence.
    C2 Our judgement is that there are some weaknesses in the landlord delivering the outcomes of the consumer standards and improvement is needed.
    C3 Our judgement is that there are serious failings in the landlord delivering the outcomes of the consumer standards and significant improvement is needed.
    C4 Our judgement is that there are very serious failings in the landlord delivering the outcomes of the consumer standards. The landlord must make fundamental changes so that improved outcomes are delivered.
    1. For general enquiries email enquiries@rsh.gov.uk. For media enquiries please see our Media Enquiries page.

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    Updates to this page

    Published 14 May 2025

    MIL OSI United Kingdom –

    May 14, 2025
  • MIL-OSI Asia-Pac: LCQ12: Prevention of water mains bursts

    Source: Hong Kong Government special administrative region

    LCQ12: Prevention of water mains bursts 
    Question:
     
         It has been reported that there have been many water mains burst incidents in Hong Kong in the past year, with the ageing of water mains in old districts being a particular cause for concern. In this connection, will the Government inform this Council:
     
    (1) of the number of water mains burst incidents in each of the 18 districts in Hong Kong in the past year;
     
    (2) whether it will conduct a comprehensive inspection of water mains and expedite the replacement of damaged or aged water mains; if so, of the details; if not, the reasons for that;
     
    (3) as the Government has advised, in the reply to a question raised by a Member of this Council in relation to the Estimates of Expenditure 2025-2026, that it will expand the monitoring area of the Water Intelligent Network (WIN) to include fresh water trunk mains and the remaining part of the fresh water distribution mains not currently covered by WIN, of the number of District Metering Areas (DMAs) under the expanded WIN and the implementation timetable (set out by District Council district);
     
    (4) whether additional stop valves will be installed for water mains in non-DMAs not covered by WIN to reduce the risk of a large-scale water outage in the event of a water mains burst; if so, of the details; if not, the reasons for that; and
     
    (5) whether it has drawn reference from the experience of the Mainland in using advanced smart technologies to monitor and manage underground water mains to further prevent water mains bursts; if so, of the details; if not, the reasons for that?
     
    Reply:
     
    President,
     
         The Water Supplies Department (WSD) has all along been committing to providing reliable, sufficient and quality water supply to the public. The WSD ensures that the water supply networks could effectively operate through continuous improvement in asset management and making good use of technology.
     
         From 2000 to 2015, the WSD carried out a territory-wide replacement and rehabilitation of water mains programme to replace and rehabilitate about 3 000 kilometres long aged water mains (including fresh and salt water mains), thereby raising the operational effectiveness of the water supply networks.
     
         Since 2015, the WSD has implemented multi-pronged measures, through establishing Water Intelligent Network (WIN) and adopting risk-based asset management programme for water mains for formulating and implementing water main improvement works on risk-based approach, continuously maintaining the healthiness of the water supply networks and reducing the risks of water main bursts or leaks.
     
         Through the above-mentioned measures and efforts made over the years, the number of annual water main burst cases has been greatly reduced from around 2 500 cases in 2000 to around 40 cases in 2023 and to 27 cases in 2024. The leakage rate of fresh water mains has also dropped from over 25 per cent in 2000 to around 13.4 per cent in 2024.
     
         The replies to various parts of the Hon Yang Wing-kit’s question are as follows:
     
    (1) According to records from the WSD, the numbers of water main burst cases in various districts for the entire year of 2024 and the first three months of 2025 are listed in the table below:
     

    Region(as at March 31)(2), (3) and (5) Since 2016, the WSD has been establishing WIN within the fresh water distribution networks in the territory (covering approximately 80 per cent of the fresh water distribution networks). By the end of March 2025, the WSD completed the establishment of all 2 400 district metering areas (DMAs). It helps to strengthen management of leakage in water supply networks with the strategy of “divide and conquer” and continuous monitoring, and to implement targeted measures including active leakage detection, pressure management, speedy repair of water main with leakage and replacement or rehabilitation of water mains, to maintain the healthiness of the water supply networks. The numbers of DMAs by District Council districts are tabulated as follows:
     

    CategoriesMIL-OSI

    Post navigation

    District Council districts???Meanwhile, the WSD has commenced the enhancement of WIN, focusing on the following two aspects:
     
    (i) Expanding, in phases, the monitoring area of WIN to include fresh water trunk mains and the remaining fresh water distribution mains (covering approximately 20 per cent of the fresh water distribution networks) that are currently not covered by WIN by installing sensors to monitor water flow and pressure at strategic locations to provide a more comprehensive coverage of the fresh water supply networks; and
     
    (ii) Upgrading the functions of the existing WIN, which includes upgrading the sensors used for monitoring the water flow and pressure in phases to collect real-time data with a view to speeding up detection of any abnormal conditions in the pipe networks.
     
         The WSD is currently carrying out the planning and design works and hence the numbers and locations of sensors are not yet available. The above expansion and upgrading work are expected to be completed by 2027.
     
         The WSD consistently collaborates with local and mainland academic and research organisations to study the use of other advanced technologies, such as acoustic detection and optical fiber, to facilitate early detection of leakage situations of water mains.
     
    (4) When water main burst incident occurs, the WSD will implement appropriate measures with a view to minimising the water suspension area and duration. The relevant measures include temporary redirecting of water supply in inter-connecting water supply networks to maintain the water supply during emergency repair work of the water main burst. If redirecting of water supplies is infeasible, the WSD will close the water valves in the vicinity to stop the water outflow from the burst water main for emergency repair work, thus minimising the suspension area. Therefore, considering the actual operational need of water supply networks, we will install water valves at suitable locations, with due balance to reducing water supply impact to individual buildings and avoiding inconvenience caused to road users by the valve installation works.
     
         In addition, the WSD has strengthened management of emergency water supply incidents. Regarding the mechanism for dissemination of information for emergency repair works of water mains, the WSD has updated its internal guidelines that outline specific factors to be considered for emergency repair of water mains and associated time required, ensuring dissemination of more accurate information about the anticipated water resumption time for residents to make appropriate preparations. We have also strengthened the communication with various stakeholders of different districts (including District Offices, members of District Council and Care Teams) through setting up instant messaging platforms for rapid two-sided communication, providing information to the public regarding the arrangement of temporary water supplies and progress of repair work, etc. The WSD has also established mechanism to bring together resources of government departments for deploying sufficient water wagons to provide temporary water supply during emergency situation, providing timely support to the public and businesses affected.
    Issued at HKT 16:28

    NNNN

    MIL OSI Asia Pacific News –

    May 14, 2025
  • MIL-Evening Report: Caitlin Johnstone: Israel admits it bombed a hospital to kill a journalist for doing journalism

    Report by Dr David Robie – Café Pacific. –

    COMMENTARY: By Caitlin Johnstone

    The IDF has admitted to bombing a hospital in order to assassinate a prominent Palestinian journalist in Gaza, Hassan Aslih, explicitly stating that they assassinated him for engaging in journalistic activities.

    The official Israel Defense Forces account made the following post on Twitter (emphasis added):

    “Don’t let Aslih’s press vest fool you:
    Hassan Abdel Fattah Mohammed Aslih, a terrorist from the Hamas Khan Yunis brigade, was eliminated along with other terrorists in the ‘Nasser’ hospital in Khan Yunis.
    Aslih participated in the brutal October 7 massacre under the guise of a journalist and owner of a news network. During the massacre, he documented acts of murder, looting, and arson, posting the footage online.
    Journalist? More like terrorist.”

    Documenting newsworthy acts and posting the footage online is also known as journalism. It’s the thing that journalism is.

    Aslih was killed in Nasser Hospital’s burn unit where he was recovering from a previous Israeli assassination attempt in which they bombed a tent near that same hospital.

    Assassinated Palestinian journalist Hassan Aslih . . . “documenting newsworthy acts and posting the footage online is also known as journalism. It’s the thing that journalism is.” Image: APR

    That’s right kids, Israel will literally assassinate a journalist by bombing a hospital, openly admit that they bombed the hospital to assassinate the journalist for engaging in journalistic activities — and then call you an antisemite if you say Israel bombs hospitals and assassinates journalists.

    Don’t let Aslih’s press vest fool you:

    Hassan Abdel Fattah Mohammed Aslih, a terrorist from the Hamas Khan Yunis brigade, was eliminated along with other terrorists in the ‘Nasser’ hospital in Khan Yunis.

    Aslih participated in the brutal October 7 massacre under the guise of a… pic.twitter.com/23pdgGrefu

    — Israel Defense Forces (@IDF) May 13, 2025

    ❖

    The following things are Hamas: journalists, journalism, the new pope, the last pope, the UN, Amnesty International, Human Rights Watch, human rights, critical thinking, hospitals, schools, campus protesters, Greta Thunberg, doctors, women, children, Ireland, and Ms Rachel.


    Israel admits it bombed a hospital to kill a jourmalist.      Video: Caitlin Johnstone

    Benjamin Netanyahu is now saying that the forced ethnic cleansing of Palestinians from Gaza was “inevitable,” reportedly telling the Knesset’s Foreign Affairs and Defence Committee on Sunday that “We are destroying more and more homes, and Gazans have nowhere to return to. The only inevitable outcome will be the wish of Gazans to emigrate outside of the Gaza Strip.”

    So there you have it. Shut up about hostages. Shut up about Hamas. Shut up about October 7. This is about removing Palestinians from a Palestinian territory to replace them with Jewish settlers. That’s all this has ever been about. Anyone who pretends otherwise is evil.

    ❖

    “You support terrorism,” said the person who supports daily massacres of civilians to advance political aims.

    ❖

    Everyone’s yelling about Trump accepting a jet from Qatar as a bribe, which would make sense if they hadn’t been completely ignoring how Trump has openly admitted to being bought and controlled by the world’s richest Israeli Miriam Adelson, and how pervasively influential the Israel lobby is throughout all of US politics.

    It’s so gross that Western society tolerates the existence of an Israel lobby. Like “Oh so you’re here to convince my government to stomp out my free speech rights and use my tax dollars for wars and genocide to advance the interests of an apartheid state? Yeah cool, I guess that’s fine.”

    The existence of the Israel lobby should be treated the same as a Nazi lobby or a pedophilia lobby. Taking donations from pro-Israel groups should be as stigmatised as taking donations from the KKK or NAMBLA.

    It’s not okay that each Western nation has its own high-powered lobby group whose whole entire job is to insert itself into key points of influence and persuade our governments to destroy our civil rights and commit genocide. Nobody should tolerate the existence of these groups.

    ❖

    “This is what our ruling class has decided will be normal.”
    ~ Aaron Bushnell https://t.co/FtQt5UbWyl

    — Caitlin Johnstone (@caitoz) May 10, 2025


    ❖

    I always get Israel apologists telling me “Stop calling it a genocide! It’s not a genocide!”

    And I’m always just like okay well then they’re doing some sort of thing where the people in power work to eliminate a population because of their ethnicity using mass-scale violence and deliberate starvation. I guess there’s no word for it.

    ❖

    The last year and a half in Gaza is a strong enough reason to dismantle the entire US-led Western empire. The Gaza holocaust could end tomorrow and it would still be reason enough. All the empire’s other worldwide abuses could have never happened and it’d still be reason enough.

    In Gaza alone the empire has already established beyond any doubt that it should not exist, even if you ignore all its other crimes throughout the Middle East, Latin America, Africa and Asia. If you would perpetrate history’s first live-streamed genocide in full view of the entire world, then you are not the sort of power structure who should be leading humanity into the future.

    If you would inflict the kinds of abuses we’ve been watching on our screens for the last year and a half upon helpless human beings who have done nothing wrong, then you should not rule the world. Your rule must end.

    The alternative is to let the fate of humanity be determined by genocidal monsters. This is simply not an option. The sooner the US-centralised empire ends, the better.

    Caitlin Johnstone is an Australian independent journalist and poet. Her articles include The UN Torture Report On Assange Is An Indictment Of Our Entire Society. She publishes a website and Caitlin’s Newsletter. This article is republished with permission.

    This article was first published on Café Pacific.

    MIL OSI Analysis – EveningReport.nz –

    May 14, 2025
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