Category: Politics

  • MIL-OSI China: Resilient Chinese economy injects certainty into the world amid rising protectionism

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

    Resilient Chinese economy injects certainty into the world amid rising protectionism

    BEIJING, April 15 — Despite headwinds of rising protectionism, increasing signals point to a good start for China’s economy for the first quarter (Q1) of 2025, injecting much-needed certainty and confidence into the world.

    The Chinese economic momentum is highlighted by domestic demand, industrial production and foreign trade, and driven by pro-growth policies, innovation, and structural adjustment.

    The Chinese government has prioritized such tasks as boosting domestic demand, developing new quality productive forces, implementing landmark reform measures, and expanding high-standard opening up, for this year.

    Foreign trade remains one of the bright spots for the largest developing country, whose Q1 goods trade volume hit a record high for the same period. Beating market expectations, China’s exports in Q1 grew by 6.9 percent. The resilience of foreign trade has been underpinned by its diversification of international markets and innovation-based competitiveness.

    Other figures also attest to the steady recovery trend, especially the upward trajectory since the final quarter of last year. The purchasing managers’ index of the manufacturing sector registered a one-year high in March and remained in expansion territory for the second consecutive month.

    In the first two months of this year, industrial production, consumption, and investment growth rates surpassed last year’s full-year figures. The domestic sales of excavators for major manufacturers grew by 28.5 percent in March, reflecting the momentum in infrastructure investment.

    Consumption is gaining new momentum because of the expanded large-scale equipment upgrade and consumer goods trade-in programs. The Q1 retail sales of refrigerators and other household appliances increased by 38.4 percent year on year, and those of mobile phones and other communication equipment increased by 27.3 percent, according to value-added tax invoice data from the State Taxation Administration.

    China’s new energy industries and green transition, driven by its cutting-edge technologies, remain important growth drivers. Green technology promotion services in energy conservation and environmental protection, as well as the sales revenue of the new energy vehicle manufacturing industry, all posted double-digit growth in Q1. Among the country’s innovation achievements, humanoid robotics and large artificial intelligence models have driven the development of relevant industries.

    Despite external challenges, China is determined to manage its own affairs well, advancing Chinese modernization and pursuing high-quality development while sharing with other countries the new opportunities presented by its development.

    Through reassuring messages from policymakers at multiple symposiums, conferences, and expos this year, confidence has been significantly strengthened in the private sector and among foreign investors. This could be seen from a year-on-year increase of 33.4 percent in border crossings by foreign nationals in Q1, and a record 65 Fortune Global 500 companies and industry leaders attending the ongoing fifth China International Consumer Products Expo in south China’s Hainan Province.

    The sustained economic growth in Q1 has laid a solid foundation for accomplishing the country’s annual economic growth target of around 5 percent for 2025. China will implement more proactive macro policies, introduce new incremental policies as needed, and ensure effective economic work in the second quarter and beyond, with intensified efforts across all tasks.

    With sufficient and effective policy tools, China has the confidence and capability to achieve this year’s economic and social development goals, tackle external uncertainties, and contribute certainty and stability to the world amid rising protectionism.

    MIL OSI China News

  • MIL-OSI China: China releases document to clarify statistical standards for five financial sectors

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

    China releases document to clarify statistical standards for five financial sectors

    BEIJING, April 15 — China issued a document to clarify the statistical standards for five financial sectors in its latest efforts to achieve full coverage of statistical data, the People’s Bank of China (PBOC) announced on Tuesday.

    The document, issued by the PBOC in collaboration with the National Financial Regulatory Administration, the China Securities Regulatory Commission, and the State Administration of Foreign Exchange, said that high-quality statistical data support is required for technology finance, green finance, inclusive finance, pension finance, and digital finance.

    The document focused on standardizing the statistical entities, scope, indicators, methodologies, identification criteria, data collection, sharing, publication, and division of responsibilities among the departments concerning these sectors.

    Experts believe that establishing comprehensive and standardized statistics for these financial sectors will provide strong support for the precise implementation of various policy tools.

    This year’s government work report notes that China will improve the standards and foundational institutions for technology finance, green finance, inclusive finance, pension finance, and digital finance.

    MIL OSI China News

  • MIL-OSI China: Xi calls on China, Vietnam to jointly oppose power politics, unilateralism

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

    HANOI, April 15 — Chinese President Xi Jinping on Tuesday urged China and Vietnam to jointly oppose power politics and unilateralism when meeting with Vietnamese President Luong Cuong during his state visit to Vietnam.

    Xi extended warm congratulations on the 95th anniversary of the founding of the Communist Party of Vietnam, the 80th anniversary of the founding of Vietnam and the 50th anniversary of the liberation of the South.

    Noting that this year marks the 75th anniversary of China-Vietnam diplomatic ties and the China-Vietnam Year of People-to-People Exchanges, Xi said over the past 75 years, China-Vietnam relations have evolved from the traditional friendship featuring “camaraderie plus brotherhood” to a community with a shared future that carries strategic significance, setting a good example of friendly mutual assistance, solidarity and cooperation between countries.

    Standing at a new historical starting point, China is ready to work with Vietnam in line with the overarching goals characterized by “six mores” to strengthen strategic communication, enhance solidarity and coordination, and join hands in advancing their respective modernization processes, so as to write a new chapter of unity, self-strengthening, mutual benefit and win-win results among socialist countries, and constantly demonstrate the regional and global influence of the China-Vietnam community with a shared future.

    Xi called on China and Vietnam to respond to the external uncertainties with friendly cooperation and socialist strengths.

    He said trade wars will undermine the international trading system, the stability of the global economic order and the legitimate interests of all countries in the world, especially developing countries.

    MIL OSI China News

  • MIL-OSI: MEF Standards-Based SASE Certification Gains Momentum in $28B Market

    Source: GlobeNewswire (MIL-OSI)

    LOS ANGELES, April 15, 2025 (GLOBE NEWSWIRE) — As cybersecurity threats escalate and enterprise IT demands more resilient, cloud-integrated networking, MEF, a global industry association of enterprises and network, cloud, security, and technology providers accelerating enterprise digital transformation, is convening experts for a live webinar on Tuesday, April 22 to explore how standards-based certification for SASE and SD-WAN is helping providers and enterprises align on trust, performance, and scale.

    The session, “Gain a Competitive Edge with MEF-Certified SASE & SD-WAN,” will feature Joe Skorupa, the former Gartner analyst who co-authored the original SASE framework and helped define one of the most transformative concepts in enterprise networking—now projected to reach $28 billion in global market size by 2028.

    Skorupa will be joined by technical and industry leaders from MEF and CyberRatings.org to examine how MEF’s SASE Certification Program supports interoperability, security assurance, and streamlined enterprise procurement.

    WHAT:
    Webinar – Gain a Competitive Edge with MEF-Certified SASE & SD-WAN
    This webinar will explore how MEF’s standards-based certifications across SASE, SD-WAN, SSE, and Zero Trust are addressing pressing needs in network security, application performance, and cloud integration. Topics include:

    • How certification accelerates enterprise vendor selection and sales cycles
    • What rigorous, independent testing reveals about service performance and resilience
    • Why industry-wide frameworks are critical for building scalable, secure NaaS ecosystems

    WHEN:
    Tuesday, April 22
    7am PST/10am EST
    Register here

    SPEAKERS:
    Joe Skorupa, Strategic Advisor, MEF Technical Advisory Board; Former Gartner VP and Co-Author of the SASE Architecture
    Daniel Bar Lev, Chief Product Officer, MEF
    Ian Foo, Chief Technology Officer & EVP of Product, CyberRatings.org
    Stan Hubbard, Principal Analyst, MEF

    WHY IT MATTERS:
    As enterprises seek certified, future-ready solutions to combat evolving threats and streamline operations, MEF’s certification program provides a standardized approach to evaluating and validating SASE and SD-WAN offerings. With insight from some of the industry’s most respected voices, this session offers technical depth and strategic context for professionals covering enterprise IT, telecom, cloud, and cybersecurity.

    RESOURCES:
    MEF’s State of the Industry Report: SASE
    SASE Certification Overview
    www.MEF.net

    About MEF 
    MEF is a global consortium of enterprise and service, cloud, cybersecurity, and technology providers collaborating to accelerate enterprise digital transformation. It delivers standards-based frameworks, services, technologies, APIs, and certification programs to enable Network-as-a-Service (NaaS) across an automated ecosystem. MEF is the defining authority for certified Lifecycle Service Orchestration (LSO) business and operational APIs and Carrier Ethernet, SASE, SD-WAN, Zero Trust, and Security Service Edge (SSE) technologies and services. MEF’s Global NaaS Event (GNE) convenes industry leaders building and delivering the next generation of NaaS solutions. For more information about MEF, visit MEF.net and follow us on LinkedIn, Twitter, and YouTube.  
      
    Media Contact: 
    Melissa Power 
    MEF 
    pr@mef.net 

    The MIL Network

  • MIL-OSI Global: The Stolen Girl: Disney+ drama is an intriguing companion piece to Netflix’s Adolescence

    Source: The Conversation – UK – By Rachel Moseley, Co-founder of the Centre for Television History, Heritage and Memory Research, University of Warwick

    From the opening moments of the new Disney+ series The Stolen Girl, you could be forgiven for thinking that you’ve happened upon a Scandi-noir crime drama.

    From the air, we follow a dark Volvo estate driving a dusty road through a tree-lined mountainous landscape. The palette is cool and desaturated, the music underpinned by a distorted electronic buzz. After the sound of a zip, light picks out the face of a child who seems to have been transported in the cramped and claustrophobic boot of the Volvo, that emblem of (Scandinavian) family road safety. “Who are you?” the child asks.

    Unlike Scandi-noir, however, there is no elevated title sequence and the five-episode thriller is set between the north of England and the south of France. We cut to the latter rapidly, to a brightly lit balcony, from which Elisa Blix (Denise Gough), private jet flight crew and the mother of the eponymous girl, looks out at the Côte D’Azur.

    In the first episode, Elisa and her husband, criminal lawyer Fred (Jim Sturgess) realise that their eldest child, Lucia, has been kidnapped while on a hastily arranged sleepover at a new school friend’s house.


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    A number of stylistic motifs contribute to the sense of unease which pervades The Stolen Girl. The camera peers around corners into dark, claustrophobic spaces. It creeps along the ground, or tracks slowly towards buildings. In the opening sequence, for example, it drifts through lush, dark foliage towards stone steps, offering a glimpse of a doorway at their apex.

    The significance of this repeated shot doesn’t become clear until near the end of the series. Similarly, motifs from the elaborate décor of the Blixes’ “perfect” home are disturbingly echoed later in the setting of the French villa. As the drama proceeds, flashbacks and memories provide the opportunity to reassess and reinterpret, for the characters and the viewer.

    The Stolen Girl trailer.

    The Stolen Girl is meticulously constructed to unsettle and intrigue the viewer, from sound design and imagery to narrative organisation.

    For the most part, we discover and interpret clues along with another main character – doggedly persistent journalist Selma Desai (Ambika Mod). Her grasp of social media and pop psychology leads her to solve the case ahead of the detectives working it.

    I found myself having light-bulb moments with, and occasionally just before, Selma – an effective and carefully designed immersion technique which, along with frequent reversals and twists, keeps us guessing until near the very end. It’s clever, and satisfying for the attentive viewer as the whole-series release in the UK makes it easily bingeable and easy to pick up clues.

    The series was adapted for television by Catherine Moulton from Alex Dahl’s 2020 novel Playdate. It centres on two mothers and a female journalist, with a young female victim at the centre. This makes it a fascinating companion piece to the much-discussed recent Netflix drama Adolescence, which has been critiqued for its focus on the young male perpetrator and his family.




    Read more:
    Adolescence in schools: TV show’s portrayal of one boyhood may do more harm than good when used as a teaching tool


    There are very clear references to the Madeleine McCann case in The Stolen Girl. Not just in the similarly posed “victim ID” photo of Lucia, but also in the persistent blame directed at her mother Elisa. Described as a “jet-set mum-fluencer”, her decision in a harried moment between work and home facilitated the abduction of her daughter. “She spent half her childhood with me while you were up in the air”, claims her mother-in-law.

    The drama unfolds and the mystery is revealed through a highly screen-literate pastiche of gothic, noir and horror tropes. Central characters are narrated through a costume story told in shirts: tucked in, tied at the waist, over-sized, striped, floral and tailored. The mise-en-scène of The Stolen Girl is simultaneously presented as aspirational (I spotted a number of well-known fancy brands) and carefully crafted to present an unreliable façade, as the perfect life of the white middle-class family at the series’ centre is systematically unpicked.

    As it unravels, a nexus of trauma, infidelity, financial insecurity, lies and secrets are revealed. Like Adolescence, the programme identifies social media as a factor in facilitating crime, but also, through Selma, as an instrument of solving it.

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

    ref. The Stolen Girl: Disney+ drama is an intriguing companion piece to Netflix’s Adolescence – https://theconversation.com/the-stolen-girl-disney-drama-is-an-intriguing-companion-piece-to-netflixs-adolescence-254513

    MIL OSI – Global Reports

  • MIL-OSI Canada: Canada announces new support for Canadian businesses affected by U.S. tariffs  

    Source: Government of Canada News (2)

    April 15, 2025 – Ottawa, Ontario – Department of Finance Canada

    The Minister of Finance, the Honourable François-Philippe Champagne, today announced new measures for Canadian businesses and entities affected by the tariff dispute between Canada and the United States. These measures include the remission of some of the countermeasure tariffs announced by Canada in response to unjustified tariffs imposed by the U.S. on Canadian products.

    First, Minister Champagne announced a performance-based remission framework for automakers, designed to incentivize continued production and investment in Canada. In recognition of the integrated nature of the North American automotive sector, this will allow automakers that continue to manufacture vehicles in Canada to import a certain number of U.S.-assembled, CUSMA-compliant vehicles into Canada, free of the countermeasure tariffs that Canada has imposed.

    The remission granted to these companies is contingent on these automakers continuing to produce vehicles in Canada and on completing planned investments. The number of tariff-free vehicles a company is permitted to import will be reduced if there are reductions in Canadian production or investment.

    Second, the Minister announced that the government intends to provide temporary 6-month relief for goods imported from the U.S. that are used in Canadian manufacturing, processing and food and beverage packaging, and for those used to support public health, health care, public safety, and national security objectives. This provides immediate relief to a broad cross-section of Canadian businesses that must rely on U.S. inputs to support their competitiveness as well as to entities integral to Canadians’ health and safety, such as hospitals, long-term care facilities and fire departments. The remission is provided on a time-limited basis to provide businesses and entities with additional time to adjust their supply chains and prioritize domestic sources of supply if available.

    Third, the new Large Enterprise Tariff Loan Facility (LETL), as announced by the Prime Minister in March, is now accepting applicants. This program will support eligible large businesses—including those that contribute to Canada’s food security, energy security, economic security and national security—that are facing difficulties in accessing traditional sources of market financing, by providing access to liquidity. This will help employers that were viable before the recent U.S. trade actions to help sustain their operations and return to financial stability. Companies will be required to make efforts to maintain jobs and sustain business activities in Canada. Those that were already involved in insolvency proceedings before this crisis will not be eligible.

    In the weeks and months ahead, additional measures will be brought forward, as needed, to support businesses and workers. The federal government will also continue to work closely with provinces and territories to ensure complementary supports are in place across all jurisdictions.

    MIL OSI Canada News

  • MIL-OSI: 21/2025・Trifork Group: Shareholders approve all resolutions at the Annual General Meeting 2025

    Source: GlobeNewswire (MIL-OSI)

    Company announcement no. 21 / 2025
    Schindellegi, Switzerland – 15 April 2025

    Shareholders approve all resolutions at the Annual General Meeting 2025

    The shareholders of Trifork Group AG (“Trifork“) today approved all resolutions proposed by the Board of Directors at Trifork’s Annual General Meeting 2025 (the “AGM“) which was held at Grabenstrasse 2, 6430 Baar, Switzerland.

    Composition of the Board of Directors
    The shareholders re-elected Julie Galbo as Chairperson of the Board of Directors and all other members standing for re-election for a term of one year. In addition, the shareholders elected Lars Stugemo as new member of the Board of Directors for a term of one year. The Board of Directors designated Maria Hjorth as Vice-Chairperson. Furthermore, the shareholders (re-)elected the following members of the Board of Directors to the Nomination and Remuneration Committee for one year: Julie Galbo, Maria Hjorth, and Lars Stugemo. The Board of Directors designated Maria Hjorth as Chairperson of this Committee.

    Olivier Jaquet decided not to stand for re-election. On behalf of the Board of Directors, the Chairperson thanked him for his valuable contributions during his six terms of office.

    Financial and non-financial reports
    The AGM had to vote on Trifork’s financial and non-financial reports. In accordance with applicable laws and regulation, the ESG report was prepared compliant with EU’s Corporate Sustainability Reporting Directive (CSRD). This report, as well as the annual report with consolidated and separate financial statements, were approved.

    Remuneration confirmed and prospectively approved
    The shareholders approved the 2024 remuneration report in a consultative vote. Further, the shareholders approved the maximum aggregate amount of the remuneration for the Board of Directors from the AGM 2025 to the AGM 2026. Additionally, the shareholders approved the maximum aggregate amount of the fixed and variable remuneration for the members of the Executive Management for the financial year 2026.

    Investor and media contact
    Frederik Svanholm, Group Investment Director, frsv@trifork.com, +41 79 357 73 17

    About Trifork
    Trifork is a pioneering global technology partner, empowering enterprise and public sector customers with innovative solutions. With 1,229 professionals across 73 business units in 16 countries, Trifork delivers expertise in inspiring, building, and running advanced software solutions across diverse sectors, including public administration, healthcare, manufacturing, logistics, energy, financial services, retail, and real estate. Trifork Labs, the Group’s R&D hub, drives innovation by investing in and developing synergistic and high-potential technology companies. Trifork Group AG is a publicly listed company on Nasdaq Copenhagen. Learn more at trifork.com.

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    The MIL Network

  • MIL-OSI: Nerdio Accelerates Microsoft 365 Management for Modern MSPs with Launch of Nerdio Manager for MSP 6.0

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, April 15, 2025 (GLOBE NEWSWIRE) — Nerdio, the automated End-User Computing (EUC) platform transforming how organizations deply and manage Microsoft cloud technologies, today announced the launch of Nerdio Manager for MSP 6.0, significantly enhancing the platform’s capabilities for managing Microsoft 365. This update reinforces Nerdio Manager’s status as the most comprehensive cloud management tool for MSPs. In addition, NMM 6.0 signifies Nerdio’s continuing evolution beyond Azure Virtual Desktop (AVD) automation, bringing Microsoft 365 management to the forefront of the platform.

    The latest enhancements make it easier for MSPs to optimize, secure, and streamline both Microsoft 365 and AVD environments. With NMM 6.0, MSPs can:

    • Reduce operational complexity and manual intervention.
    • Deliver better end-user experiences with streamlined Microsoft 365 management.
    • Improve security and compliance with expanded CIS, Azure Government, and GCC high support.
    • Boost efficiency with enhanced automation, tenant monitoring, and professional services automation (PSA) integration.

    NMM 6.0 delivers the most comprehensive and streamlined management experience for Microsoft 365 and AVD in the industry. Remote Monitoring and Management solutions and other piecemeal tools typically focus on endpoint management and address Microsoft 365 and AVD separately. Nerdio Manager instead supports both in a single platform, reducing tool fatigue and inefficiency. Furthermore, NMM’s automation and UI enhancements simplify workflows and reduce operational complexity, unlike traditional Microsoft admin tools.

    “Today’s MSPs support their SMB customers with a lot more than just Azure Virtual Desktop. In the past, they’ve relied on a disparate mix of tools to manage Microsoft 365 and AVD, which has proven to be a costly and cumbersome process,” said Vadim Vladimirskiy, CEO and Co-founder of Nerdio. “Nerdio has evolved alongside MSPs to offer a better alternative, expanding NMM to support both Microsoft 365 and AVD seamlessly in a single package. Unlike other solutions, Nerdio Manager for MSP is purpose-built for MSPs, with multi-tenant management, automation, and security best practices baked in.”

    NMM 6.0 equips MSPs with over 10 new capabilities for managing Microsoft 365 and Azure Virtual Desktop ecosystems. Leading features include:

    • Auto-Scale Profiles allows MSPs to define multiple scaling profiles based on time, workload, or user demand, ensuring resources scale dynamically to meet customer needs.
    • Tenant Monitoring provides real-time insights into Microsoft 365 and AVD environments, including performance metrics and alerts. This gives MSPs proactive issue management and data-driven decision-making for better service delivery.
    • Azure Government Support enables compliance with government cloud regulations and security frameworks, opening new opportunities to serve government agencies and highly regulated industries.
    • Early Access to New UI provides a refreshed and more intuitive user interface with streamlined navigation, improving efficiency for MSP admins while reducing time spent on platform navigation and setup.
    • Application Discovery for Images automates application inventory discovery within images, reducing the need for manual tracking. This saves time, prevents deployment errors, and ensures accurate image creation.

    “This latest release offers a massive leap forward for modern MSPs that see their clients’ Microsoft 365 deployments expand rapidly. Nerdio Manager for MSP 6.0 introduces a variety of automation, security, and troubleshooting features that help simplify, optimize, and safeguard Microsoft 365 and Azure Virtual Desktop environments,” said Amol Dalvi, Vice President of Product & Engineering at Nerdio. “NMM 6.0’s innovative auto-scale profiles and application discovery tools make automation easy to implement and manage. Meanwhile, expanded CIS coverage and Azure Government support help MSPs ensure that Microsoft 365 and AVD deployments meet the latest security standards with minimal effort.”

    For more information, please visit Nerdio Manager for MSP.

    About Nerdio

    Nerdio is a leading provider of powerful, simplified cloud management solutions for businesses of all sizes. Trusted by enterprise IT departments and managed service providers (MSPs) alike, Nerdio equips organizations with seamless, cost-effective management tools for Azure Virtual Desktop (AVD), Windows 365, and comprehensive Modern Work solutions.

    With thousands of customers worldwide, Nerdio accelerates cloud adoption, enabling companies to thrive in an era of hybrid work by providing modern, future-proof technology that adapts to evolving workplace needs.

    For more information, please visit www.getnerdio.com.

    The MIL Network

  • MIL-OSI: White River Bancshares Co. Reports Net Income of $2.63 million, or $1.07 Per Diluted Share, for the First Quarter of 2025

    Source: GlobeNewswire (MIL-OSI)

    FAYETTEVILLE, Ark., April 15, 2025 (GLOBE NEWSWIRE) — White River Bancshares Company (OTCQX: WRIV), (the “Company”) the holding company for Signature Bank of Arkansas (the “Bank”), today reported net income increased to $2.63 million, or $1.07 per diluted share, in the first quarter of 2025, compared to $509,000, or $0.26 per diluted share, in the first quarter of 2024. The Company reported net income of $1.83 million, or $0.75 per diluted share, for the prior quarter. All financial results are unaudited and all per share data has been adjusted to reflect the two-for-one stock split effected September 4, 2024.

    “Thanks to a solid start to the year, we produced the strongest first quarter earnings in our Bank’s history,” said Gary Head, Chairman and CEO. “Loan portfolio growth contributed to an increase in net interest income compared to the first quarter of 2024. This is exactly the kind of excitement I’ve been ‘banking on’ as we head into the second quarter and celebrate the Bank’s 20 year anniversary. I am confident in our team’s capability and enthusiasm to build upon this momentum for the rest of the year.”

    “Expanding our deposit base to fund new loan growth remains our top priority, and also our biggest challenge as a community bank,” said Scott Sandlin, Chief Strategy Officer. “The Company has made deposit gathering the primary focus and our team has done an excellent job of expanding existing client relationships as well as attracting new customers to the Bank. As a result, total deposits increased 9.9% during the first quarter of 2025 and 18.9% year-over-year. At quarter end, demand and non-interest bearing accounts represented 19.3% of total deposits, and savings and interest-bearing transaction accounts represented 38.0% of total deposits. We will continue to look for additional opportunities for growing deposits in the year ahead to keep up with loan demand.”

    First Quarter 2025 Financial Highlights:

    • Net income for the first quarter of 2025 increased to $2.63 million, or $1.07 per diluted share, compared to $509,000, or $0.26 per diluted share, in the first quarter of 2024.
    • Net interest income increased 32.0% to $10.6 million in the first quarter of 2025, compared to $8.0 million in the first quarter of 2024.
    • Net interest margin (“NIM”) increased 42 basis points to 3.39% in the first quarter of 2025, compared to 2.97% in the first quarter of 2024.
    • The Company recorded a $670,000 provision for credit losses in the first quarter of 2025, compared to a $550,000 provision in the fourth quarter of 2024, and a $648,000 provision in the first quarter of 2024.
    • Net loans increased 16.3% to $1.128 billion at March 31, 2025, compared to $969.7 million at March 31, 2024.
    • Nonperforming loans totaled $420,000, or 0.04% of total loans at March 31, 2025, compared to 0.18% a year ago.
    • Total deposits increased $190.7 million, or 18.9%, year-over-year, to $1.201 billion at March 31, 2025, compared to $1.010 billion at March 31, 2024.
    • Core deposits (demand and non-interest-bearing, and savings and interest-bearing transaction accounts, and CDs under $250,000) represent 70.25% of total deposits at March 31, 2025.
    • Total risk-based capital ratio estimates of 12.30%, Tier 1 ratio of 11.05%, and Leverage ratio of 9.35% for the Bank at March 31, 2025.
    • Tangible book value per common share was $40.33 at March 31, 2025, compared to $39.05 a year ago.

    Income Statement

    In the first quarter of 2025, the Company generated a return on average assets of 0.79% and a return on average equity of 10.64%, compared to 0.58% and 7.34%, respectively, in the fourth quarter of 2024 and 0.18% and 2.52%, respectively, in the first quarter of 2024.

    “Our strong loan growth and higher yields on interest earning assets contributed to the four basis point NIM expansion during the first quarter of 2025 compared to the prior quarter and the 42 basis point increase compared to the year ago quarter,” said Brant Ward, President. NIM was 3.39% in the first quarter of 2025, compared to 3.35% in the fourth quarter of 2024, and 2.97% in the first quarter of 2024.

    Net interest income increased 32.0% to $10.6 million in the first quarter of 2025, compared to $8.0 million in the first quarter of 2024. The increase was primarily due to year-over-year loan growth. Total interest income increased 23.6% to $19.8 million in the first quarter of 2025, compared to $16.0 million in the first quarter of 2024, primarily attributable to increased loans. Total interest expense increased to $9.2 million in the first quarter of 2025, from $8.0 million in the first quarter of 2024, primarily due to an increase in deposit costs.

    Noninterest income increased 22.7% to $1.9 million in the first quarter of 2025, compared to $1.6 million in the first quarter of 2024. The increase was primarily due to a $172,000 increase in wealth management fee income, the largest component of noninterest income, and a $72,000 increase in secondary market fee income during the first quarter of 2025.

    Noninterest expense was $8.4 million in the first quarter of 2025, compared to $8.3 million in the first quarter of 2024, as expenses have normalized following the investment in expanding the Company’s market presence over the past few years.

    Balance Sheet

    Total assets increased 17.2% to $1.379 billion at March 31, 2025, from $1.177 billion at March 31, 2024, and increased 7.0% compared to $1.290 billion at December 31, 2024. Cash and cash equivalents totaled $48.4 million at March 31, 2025, compared to $33.4 million a year ago. Investment securities totaled $135.0 million at March 31, 2025, an increase from $113.0 million at March 31, 2024.

    Loans, net of allowance for credit losses, increased 16.3% to $1.128 billion at March 31, 2025, compared to $969.7 million at March 31, 2024, and increased 6.0% compared to $1.064 billion at December 31, 2024.

    Total deposits increased 18.9% to $1.201 billion at March 31, 2025, compared to $1.010 billion at March 31, 2024, and increased 9.9% compared to $1.093 billion at December 31, 2024. Demand and non-interest-bearing deposits decreased less than 1% compared to March 31, 2024 while savings and interest-bearing transaction accounts increased 34.7% compared to March 31, 2024.

    FHLB advances were $21.6 million at March 31, 2025, compared to $36.9 million at March 31, 2024, and $43.7 million at December 31, 2024. Total stockholders’ equity increased to $100.5 million at March 31, 2025, compared to $79.4 million at March 31, 2024, and $96.6 million at December 31, 2024. Tangible book value per common share was $40.33 at March 31, 2025, compared to $39.05 at March 31, 2024, and $38.74 at December 31, 2024.

    Credit Quality

    Due to strong quarterly loan growth, the Company recorded a $670,000 provision for credit losses in the first quarter of 2025. This is compared to a $550,000 provision for credit losses in the fourth quarter of 2024, and a $648,000 provision for credit losses in the first quarter of 2024.

    There were $420,000 in nonperforming loans at March 31, 2025. This compared to $55,000 in nonperforming loans at December 31, 2024, and $1.7 million in nonperforming loans at March 31, 2024. Nonperforming loans represented 0.04% of total loans on March 31, 2025, 0.01% of total loans on December 31, 2024, and 0.18% of total loans a year ago.

    “We continue to take a prudent approach to building our allowance for credit losses by monitoring our portfolio mix and evaluating loan growth and local and national economic conditions to maintain what we believe to be an appropriate allowance,” said Jeff Maland, Chief Risk Officer. The allowance for credit losses was $13.3 million, or 1.17% of total loans, at March 31, 2025, compared to $12.8 million, or 1.19% of total loans, at December 31, 2024, and $12.1 million, or 1.23% of total loans, at March 31, 2024.

    Net loan charge-offs were $137,000 in the first quarter of 2025. This compared to net loan recoveries of $106,000 in the fourth quarter of 2024, and net loan recoveries of $21,000 in the first quarter of 2024.

    Capital

    The Bank’s capital ratios continued to exceed regulatory “well-capitalized” requirements, with a Total risk-based capital ratio estimate of 12.30%, a Tier 1 ratio of 11.05%, and a Leverage ratio of 9.35% for the Bank at March 31, 2025.

    About White River Bancshares Company

    White River Bancshares Company is the single bank holding company for Signature Bank of Arkansas, headquartered in Fayetteville, Arkansas. The Bank has locations in Fayetteville, Springdale, Bentonville, Rogers, Brinkley, Harrison and Jonesboro, Arkansas. Founded in 2005, Signature Bank of Arkansas provides a full line of financial services to small businesses, families and farms. White River Bancshares Company (OTCQX: WRIV), trades on the OTCQX® Best Market.  

    White River Bancshares Company and Signature Bank of Arkansas will celebrate its 20-year anniversary in May 2025.

    About the Region

    White River Bancshares Company is headquartered in thriving Northwest Arkansas in the Fayetteville-Springdale-Rogers MSA. The region is home to the corporate headquarters for Walmart Stores Inc, Sam’s Club, Tyson Foods, Simmons Foods, and J.B. Hunt Transport. Hundreds of other market-leading companies including Procter & Gamble, Johnson & Johnson, Coca-Cola and Rubbermaid maintain offices in the region in order to maintain their relationships with the locally based Fortune 500 companies. Northwest Arkansas is also home to the state’s flagship public educational institution, The University of Arkansas, and its Sam M. Walton College of Business. The region has seen significant growth in its medical and arts infrastructures with the continued expansion of Washington Regional Medical System, Northwest Medical System, Mercy Health System of Northwest Arkansas and Arkansas Children’s Hospital Northwest. Crystal Bridges Museum of American Art and the Walton Arts Center have led the expansion of the arts. Northwest Arkansas has been repeatedly recognized in recent years as one of the best places to live in the country and remains one of the nation’s fastest-growing regions. In May 2024, Walmart issued a relocation mandate requiring most of its remote employees, as well as most of its office workers in Dallas, Atlanta and Toronto to move to, in most cases, Bentonville by November 1, 2024. While the company did not disclose a number, Bloomberg reported that the number of Walmart employees who would be moving to Bentonville would be in the thousands. Walmart is making a major investment in its hometown facilities, building a new, 350-acre headquarters campus, including walking and biking trails, a hotel, fitness facilities and a large childcare center.

    The Company has expanded eastward, with new markets in Jonesboro and Harrison. Jonesboro, located in Craighead County, is a city located on Crowley’s Ridge in the northeastern corner of Arkansas. It is the home of Arkansas State University and the cultural and economic center of Northeast Arkansas. Jonesboro also houses the region’s hospital network. U.S. Steel Corp. announced that it would locate a new $3 billion steel factory in Northeast Arkansas in Osceola, a move expected to create 900 jobs with an average pay over $100,000 annually, making it the largest capital investment project in Arkansas history. Harrison sits below Branson, Missouri, which is a family tourist destination and outdoor recreation, and is well known as an entertainment destination.

    The Company currently operates out of ten locations; three in Washington County; three in Benton County; two in Monroe County; one in Boone County; and one in Craighead County.

    The housing market in Washington and Benton counties remains robust. According to the Northwest Arkansas Board of Realtors, the average home in Washington County sold for $390,000 in February 2025, with an average of 103 days on the market. For Benton County, the average house sold for $446,000, with an average of 108 days on the market.

    Source:
    http://www.nwarealtors.org/market-statistics/

    Forward Looking Statements

    This press release contains statements about future events. These forward-looking statements, which are based on certain assumptions of management of the Company and the Bank and describe our future plans, strategies and expectations, can generally be identified by use of forward-looking terminology such as “may,” “will,” “believe,” “plan,” “expect,” “intend,” “anticipate,” “estimate,” “project,” or similar expressions or the negative of those terms. Our ability to predict results of future events and the actual effect of future plans or strategies are inherently uncertain, and actual results may differ materially from those predicted in such forward-looking statements. Factors that could have a material adverse effect on our operations and future prospects or that could affect the outcome of such forward-looking statements include, but are not limited to, changes in interest rates; the economic health of the local real estate market; general economic conditions; credit deterioration in our loan portfolio that would cause us to increase our allowance for loan losses; legislative or regulatory changes; technological developments; monetary and fiscal policies of the U.S. government, including policies of the U.S. Treasury and the Federal Reserve Board; the quality or composition of our loan and securities portfolios; demand for loan products in our market areas; deposit flows and costs of capital; competition; retention and recruitment of qualified personnel; demand for financial services in our market areas; and changes in accounting principles, policies, and guidelines. These risks and uncertainties should be considered in evaluating forward-looking statements, and undue reliance should not be placed on such statements. The Company does not undertake and specifically declines any obligation to publicly release the result of any revisions that may be made to any forward-looking statements to reflect events or circumstances after the date of such statements or to reflect the occurrence of anticipated or unanticipated events.

    Contact:   Scott Sandlin, Chief Strategy Officer
        479-684-3754
    WHITE RIVER BANCSHARES COMPANY
    CONSOLIDATED STATEMENTS OF INCOME
    (Unaudited)
                   
        For the Three Months Ended  
        March 31,   December 31,   March 31,  
         2025    2024    2024  
                   
    INTEREST INCOME              
    Loans, including fees   $ 18,315,006   $ 17,118,955   $ 14,994,922  
    Investment securities     1,258,571     1,300,977     929,040  
    Federal funds sold and other     232,978     262,856     96,154  
    Total interest income     19,806,555     18,682,788     16,020,116  
                   
    INTEREST EXPENSE              
    Deposits     8,312,455     7,963,925     6,984,793  
    Federal Home Loan Bank advances     393,057     300,137     520,319  
    Notes payable     475,425     396,899     398,017  
    Federal funds purchased and other     13,022     4,101     78,260  
    Total interest expense     9,193,959     8,665,062     7,981,389  
    NET INTEREST INCOME     10,612,596     10,017,726     8,038,727  
    Provision for credit losses     670,000     550,000     648,000  
    NET INTEREST INCOME AFTER PROVISION FOR CREDIT LOSSES   9,942,596     9,467,726     7,390,727  
                   
    NON-INTEREST INCOME              
    Service charges and fees on deposits     171,186     182,870     150,349  
    Wealth management fee income     1,017,829     1,035,160     845,506  
    Secondary market fee income     128,824     196,277     57,064  
    Bank owned-life insurance income     80,603     82,171     79,881  
    Gain on sales and write-downs of foreclosed assets         11,085     1,050  
    Other     544,141     535,284     449,255  
    TOTAL NON-INTEREST INCOME     1,942,583     2,042,847     1,583,105  
                   
    NON-INTEREST EXPENSE              
    Salaries and benefits     4,931,692     5,226,075     4,999,533  
    Occupancy and equipment     1,145,101     1,130,174     928,124  
    Data processing     858,115     806,411     790,569  
    Marketing and business development     397,137     518,628     463,697  
    Professional services     650,708     660,860     669,867  
    Amortization of other intangible assets     53,036     53,032     53,036  
    Other     393,498     445,998     403,836  
    TOTAL NON-INTEREST EXPENSE     8,429,287     8,841,178     8,308,662  
                   
    Income before income taxes     3,455,892     2,669,395     665,170  
    Income tax provision     826,085     834,444     155,942  
    NET INCOME   $ 2,629,807   $ 1,834,951   $ 509,228  
                   
    EARNINGS PER SHARE              
    Basic (1)   $ 1.07   $ 0.75   $ 0.26  
    Diluted (1)   $ 1.07   $ 0.75   $ 0.26  
                   
        (1)  Prior periods adjusted to give effect to stock split effected
    in the form of a dividend on September 4, 2024.
     
                         
    WHITE RIVER BANCSHARES COMPANY  
    CONSOLIDATED BALANCE SHEETS  
    (Unaudited)  
                   
        March 31, 2025   December 31, 2024   March 31, 2024  
                   
    ASSETS      
    Cash and cash equivalents   $ 48,360,156     $ 22,149,012     $ 33,147,221    
    Investment securities     134,968,153       133,228,210       113,033,028    
    Loans held for sale     874,009       1,117,750       696,271    
    Loans     1,141,369,199       1,076,674,377       981,829,042    
    Allowance for credit losses     (13,347,855 )     (12,814,824 )     (12,113,099 )  
    Net loans     1,128,021,344       1,063,859,553       969,715,943    
    Premises and equipment, net     35,647,835       36,335,828       29,442,303    
    Foreclosed assets held for sale     310,406       310,406       640,574    
    Accrued interest receivable     6,629,881       6,035,084       4,966,665    
    Bank owned life insurance     9,859,911       9,779,307       9,534,373    
    Deferred income taxes     4,220,559       4,390,227       4,888,369    
    Other investments     6,782,614       8,421,651       7,548,338    
    Intangible assets, net     1,750,204       1,803,240       1,962,350    
    Other assets     1,825,830       2,080,346       1,323,255    
    TOTAL ASSETS   $ 1,379,250,902     $ 1,289,510,614     $ 1,176,898,690    
                   
    LIABILITIES & STOCKHOLDERS’ EQUITY      
    Deposits:              
    Demand and non-interest-bearing   $ 231,331,391     $ 214,838,920     $ 233,082,292    
    Savings and interest-bearing transaction accounts     456,733,576       429,293,348       339,042,365    
    Time deposits     512,882,444       448,909,115       438,110,170    
    Total deposits     1,200,947,411       1,093,041,383       1,010,234,827    
    Federal Home Loan Bank advances     21,593,143       43,667,559       36,887,028    
    Notes payable     26,141,832       26,124,556       26,337,909    
    Operating lease liability     20,029,714       20,851,721       16,128,536    
    Reserve for losses on unfunded commitments     1,478,000       1,478,000       1,433,000    
    Accrued interest payable     2,731,699       2,838,298       2,635,771    
    Other liabilities     5,798,159       4,919,715       3,868,383    
    TOTAL LIABILITIES     1,278,719,958       1,192,921,232       1,097,525,454    
                   
    Stockholders’ equity:              
    Common stock (1)     24,882       24,854       20,162    
    Surplus (1)     102,784,831       102,679,096       90,538,459    
    Retained earnings (accumulated deficit)     4,714,375       2,084,568       (3,115,687 )  
    Treasury stock, at cost     (1,265,731 )     (1,265,715 )     (1,119,100 )  
    Accumulated other comprehensive loss     (5,727,413 )     (6,933,421 )     (6,950,598 )  
    TOTAL STOCKHOLDERS’ EQUITY     100,530,944       96,589,382       79,373,236    
                   
      TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY   $ 1,379,250,902     $ 1,289,510,614     $ 1,176,898,690    
                   
         (1) Prior periods adjusted to give effect to stock split effected
    in the form of a dividend on September 4, 2024. 
                               
    WHITE RIVER BANCSHARES COMPANY
    SUPPLEMENTAL INFORMATION
                   
        (Unaudited)  
        Three Months Ended  
        March 31,   December 31,   March 31,  
         2025     2024     2024   
                   
    FOR THE PERIOD              
    Net income   $ 2,629,807     $ 1,834,951     $ 509,228    
    Net income before taxes     3,455,892       2,669,395       665,170    
    Dividends declared per share (1)                    
                   
                   
    PERIOD END BALANCE              
    Total assets   $ 1,379,250,902     $ 1,289,510,614     $ 1,176,898,690    
    Total investments     134,968,153       133,228,210       113,033,028    
    Total loans, net     1,128,021,344       1,063,859,553       969,715,943    
    Allowance for credit losses     (13,347,855 )     (12,814,824 )     (12,113,099 )  
    Total deposits     1,200,947,411       1,093,041,383       1,010,234,827    
    Stockholders’ equity     100,530,944       96,589,382       79,373,236    
                   
                   
    RATIO ANALYSIS              
    Return on average assets (annualized)     0.79 %     0.58 %     0.18 %  
    Return on average equity (annualized)     10.64 %     7.34 %     2.52 %  
    Net loans/Deposits     93.93 %     97.33 %     95.99 %  
    Total Stockholders’ Equity/Total assets     7.29 %     7.49 %     6.74 %  
    Net loan losses/Total loans     0.01 %     -0.01 %     -0.00 %  
    Uninsured & unpledged deposits     31.00 %     31.78 %     30.22 %  
                   
                   
    PER SHARE DATA              
    Shares oustanding (1)     2,449,317       2,446,563       1,982,630    
    Weighted average shares outstanding (1)     2,446,747       2,446,241       1,983,378    
    Diluted weighted average shares outstanding (1)   2,451,161       2,446,471       1,983,378    
    Basic earnings (1)   $ 1.07     $ 0.75     $ 0.26    
    Diluted earnings (1)     1.07       0.75       0.26    
    Book value (1)     41.04       39.48       40.03    
    Tangible book value (1)     40.33       38.74       39.05    
                   
                   
    ASSET QUALITY              
    Net (recoveries) charge-offs   $ 136,970     $ (106,340 )   $ (21,195 )  
    Classified assets     853,745       494,828       2,657,273    
    Nonperforming loans     419,985       55,132       1,718,805    
    Nonperforming assets     730,391       365,538       2,359,378    
    Total nonperforming loans/Total loans     0.04 %     0.01 %     0.18 %  
    Total nonperforming loans/Total assets     0.03 %     0.00 %     0.15 %  
    Total nonperforming assets/Total assets     0.05 %     0.03 %     0.20 %  
    Allowance for credit losses/Total loans     1.17 %     1.19 %     1.23 %  
                   
                   
        (1) Prior periods adjusted to give effect to stock split effected
    in the form of a dividend on September 4, 2024. 
                               
    WHITE RIVER BANCSHARES COMPANY  
    INTEREST INCOME AND EXPENSE  
    (Unaudited)  
                                           
        Three Months Ended  
        March 31,   December 31,   March 31,  
         2025     2024     2024   
        Average       Average   Average       Average   Average       Average  
        Balance   Interest   Yield/Rate   Balance   Interest   Yield/Rate   Balance   Interest   Yield/Rate  
                                           
    Interest-earning assets:                                      
    Federal funds sold and other   $ 23,287,989   $ 232,978   4.06 %   $ 20,998,114   $ 262,856   4.98 %   $ 8,343,674   $ 96,154   4.63 %  
    Investment securities available-for-sale (1)     133,405,472     1,208,821   3.67 %     132,386,055     1,150,282   3.46 %     114,440,538     900,886   3.17 %  
    Loans receivable     1,106,648,533     18,315,006   6.71 %     1,018,919,798     17,118,955   6.68 %     960,808,253     14,994,922   6.28 %  
    Total interest-earning assets     1,263,341,994   $ 19,756,805   6.34 %     1,172,303,967   $ 18,532,093   6.29 %     1,083,592,465   $ 15,991,962   5.94 %  
    Noninterest-earning assets     81,821,189             81,203,717             70,720,928          
    Total assets   $ 1,345,163,183           $ 1,253,507,684           $ 1,154,313,393          
    Interest-bearing liabilities:                                      
    Interest-bearing deposits   $ 937,669,969   $ 8,312,455   3.60 %   $ 847,808,178   $ 7,963,925   3.74 %   $ 762,899,599   $ 6,984,793   3.68 %  
    FHLB advances and federal funds purchased   36,654,930     406,079   4.49 %     28,097,088     304,238   4.31 %     50,749,219     598,579   4.74 %  
    Notes payable     26,131,761     475,425   7.38 %     26,118,547     396,899   6.05 %     25,489,325     398,017   6.28 %  
    Total interest-bearing liabilities     1,000,456,660   $ 9,193,959   3.73 %     902,023,813   $ 8,665,062   3.82 %     839,138,143   $ 7,981,389   3.83 %  
    Noninterest-bearing liabilities     244,466,979             252,089,008             233,847,965          
    Total liabilities     1,244,923,639             1,154,112,821             1,072,986,108          
    Stockholders’ equity     100,239,544             99,394,863             81,327,285          
    Total liabilities and stockholders’ equity   $ 1,345,163,183           $ 1,253,507,684           $ 1,154,313,393          
    Net interest-earning assets   $ 262,885,334           $ 270,280,154           $ 244,454,322          
    Net interest spread       $ 10,562,846   2.62 %       $ 9,867,031   2.47 %       $ 8,010,573   2.11 %  
    Net interest margin           3.39 %           3.35 %           2.97 %  
                                           
         (1) Excludes investments in bank stock (Federal Reserve Bank, Federal Home Loan Bank, and First National Bankers Bankshares).  
                                           

    The MIL Network

  • MIL-OSI: LocatorX Tags Industry Trailblazer Tim Williams to Lead IoT Strategy and Solutions

    Source: GlobeNewswire (MIL-OSI)

    ORLANDO, Fla., April 15, 2025 (GLOBE NEWSWIRE) — LocatorX, a trusted leader in secure supply chain visibility and IoT solutions, today announced Tim Williams as Vice President of IoT Strategy and Solutions. Williams will lead the company’s efforts to expand its IoT portfolio, drive sensor flexibility and scalability, and support enterprise adoption across key industries including defense, aerospace, and life sciences.

    Williams is a proven technology leader and serial entrepreneur with a track record of building and scaling high-growth startups in the IoT and AdTech sectors. He was Co-Founder and CEO of NanoThings, an IoT startup that pioneered the development of smart label technology for real-time location tracking and temperature monitoring. NanoThings was successfully acquired in Q3 2024.

    In addition to NanoThings, Williams is also the Co-Founder of Nell, an IoT SaaS platform designed to simplify and streamline IoT device onboarding and deployment at scale. Prior to his IoT ventures, he co-founded Acquisition Labs, one of the earliest advertising platforms built atop Meta’s (Facebook) infrastructure, which was acquired within two years of launch. In his most recent role, he led the development of new connected label products for OnAsset Intelligence.

    “Tim’s entrepreneurial background and deep technical expertise in IoT will be instrumental in leading our next phase of innovation,” said Chester Kennedy, CEO of LocatorX. “His ability to identify market opportunities and deliver scalable, real-time solutions will be essential as we continue to shape the future of connected, secure supply chains for mission-critical industries.”

    “I am excited to join LocatorX at such a pivotal time. The team, cutting-edge technology, and the potential for growth made this an ideal opportunity to be part of something transformational,” said Williams. “With IoT adoption accelerating across these mission-critical industries, we can redefine what real-time visibility means and impact how the data aids in making the supply chain smarter, faster, resilient, and more secure.”

    The addition of Williams to the leadership team reinforces the company’s commitment to advancing the performance, scalability, and intelligence of IoT-driven visibility solutions for the supply chain.

    LocatorX ensures real-time visibility of mission-critical assets and connected insights that drive efficient processes across the supply chain. The company’s patented LX Digital Fingerprint, secure TAA-compliant IoT sensors, and visibility platform redefines how aerospace, defense, and government sectors track and manage critical assets. To learn more about LocatorX, visit www.locatorx.com.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/98893ba4-f845-4ea9-9d2f-c9c90818d68e

    The MIL Network

  • MIL-OSI: Moderne Joins Microsoft Pegasus Program to Accelerate Large-Scale Code Modernization for Enterprises

    Source: GlobeNewswire (MIL-OSI)

    MIAMI, April 15, 2025 (GLOBE NEWSWIRE) — Moderne, a leader in automated code refactoring and analysis, announced today its selection for the exclusive Microsoft for Startups Pegasus Program. This milestone provides Microsoft channels and customers easy access to Moderne’s automated code transformation platform, helping enterprises modernize, secure, and maintain their software efficiently at scale.

    Moderne’s automated approach reduces manual code migration and remediation efforts by up to 90%, allowing teams to complete updates that previously took months in just days or weeks. For example, enterprises use Moderne to accelerate application modernization, making it easier to migrate workloads to cloud infrastructure like Microsoft Azure or transition from another cloud provider. Other key use cases include automating security vulnerability remediation, executing large-scale framework migrations, and shifting from one solution to another to avoid vendor lock-in.

    Built on the OpenRewrite open-source project that Moderne CEO and co-founder Jonathan Schneider developed at Netflix, Moderne leverages deterministic recipes with the powerful Lossless Semantic Tree (LST) data model to analyze and transform multiple codebases quickly and accurately. When combined with Moderne’s new multi-repository AI agent Moddy, developers can work even more efficiently to understand and evolve large codebases.

    “The Microsoft for Startups Pegasus Program unlocks an incredible opportunity for Moderne to scale its impact, reaching developers all over the world struggling to maintain and secure their critical software,” said Jonathan Schneider, co-founder and CEO of Moderne. “With the backing of Microsoft and our recent Series B funding, we are poised to accelerate adoption and drive the future of automated code transformation.”

    The Microsoft for Startups Pegasus Program is an invite-only initiative under the Microsoft for Startups umbrella. It is designed to support growth-stage startups in scaling their businesses and connects startups with Microsoft’s technical and go-to-market expertise.

    “Moderne’s selection to the Microsoft Pegasus Program gives enterprise developers a scalable, automated approach to modernizing their software,” said Heena Purohit, Director of AI Startups at Microsoft for Startups. “We are thrilled to support Moderne’s mission of eliminating the massive amount of technical debt organizations have accumulated, enabling organizations to drastically reduce the cost and complexity of maintaining and securing their applications.”

    The Moderne Platform runs as a secure SaaS tenant on Microsoft Azure cloud infrastructure. The platform is now available on Azure Marketplace, making it easier than ever for Microsoft customers to integrate automated code refactoring into their workflows.

    About Moderne
    Moderne automates mass-scale code modernization that’s critical to the progress and success of enterprise companies today—making a difference in minutes, not months. Moderne is based in Miami, and its investors include Acrew Capital, Intel Capital, True Ventures, Mango Capital, Allstate Strategic Ventures, Morgan Stanley, Amex Ventures, and TIAA Ventures, among other investors and advisors. To learn more, visit www.moderne.ai

    Media Contact
    Merrill Freund
    415-577-8637
    merrill@freundpr.com

    The MIL Network

  • MIL-OSI: Unlimited Expands ETF Lineup with New Global Macro Hedge Fund Strategy

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, April 15, 2025 (GLOBE NEWSWIRE) — Bob Elliott, CEO and CIO of Unlimited, today announced the launch of the Unlimited HFGM Global Macro ETF (NYSE: HFGM), a new actively managed exchange-traded fund offering exposure to global macro hedge fund style strategies. The Fund capitalizes on Mr. Elliott’s extensive experience as a systematic global macro portfolio manager by dynamically allocating capital long and short across a wide range of global markets opportunities in search of mispricing. The fund utilizes liquid exchange-listed futures contracts, and a basket of ETFs based upon systematic signals. The positions are adjusted based on evolving market conditions with the goal of adding diversification benefits to investors’ portfolios.

    HFGM seeks to capitalize on global market mispricing opportunities spanning currency, fixed income, equity, credit and exchange rate markets. Global macro managers have a long track record of generating consistent alpha with low correlation to the broader equity and fixed income markets. HFGM deploys Unlimited’s proprietary, data-driven technology to interpret the current positioning of global macro managers and replicate those positions in its own portfolio.

    The launch of HFGM expands on Unlimited’s mission to provide investors with access to hedge fund-style returns without the high fees and tax inefficiencies that can erode performance over time. Unlimited’s ETF offering includes the Unlimited HFND Multi-Strategy Return Tracker ETF (NYSE: HFND), which has a two-year track record of offering investors exposure to a broad set of hedge fund style strategies.

    “Financial advisors and institutional investors facing turbulent markets are looking for ways to diversify their portfolios, but many find the high fees, lack of liquidity and adverse tax treatment associated with traditional alts offerings untenable,” said Mr. Elliott. “Our Global Macro ETF was designed to offer a volatility target aligned with equity markets as an investor-friendly way to add the diversification features of alts to a balanced portfolio.”

    Hedge fund strategies overall have historically generated strong uncorrelated returns for investors, but high fees combined with inefficient tax structures have significantly eroded that performance.

    HFGM offers a transparent, liquid, and cost-effective alternative to traditional hedge fund allocations, carrying a lower expense ratio than the standard “2 and 20” hedge fund fee model.

    HFGM is the first of several new actively managed ETFs the firm plans to launch over the coming months. The suite includes two additional strategies that have been approved by the Securities and Exchange Commission with launch plans in the works for later this year, Unlimited HFMF Managed Futures ETF and Unlimited HFEQ Equity Long/Short ETF.

    Unlimited’s ETFs are managed by Mr. Elliott, former investment committee member at Bridgewater Associates and Bruce McNevin, co-founder and Chief Data Scientist at Unlimited. Mr. McNevin brings extensive experience in quantitative modeling and data science, having held positions at hedge funds Clinton Group and Midway Group, as well as Bank of America and BlackRock.

    For more information on HFGM or HFND, please visit https://www.unlimitedetfs.com

    Media Contacts:

    Sarah Lazarus Zach Kouwe
    Dukas Linden Public Relations Dukas Linden Public Relations
    +1 617-335-7823 +1 551-655-4032
    sarah@dlpr.com zkouwe@dlpr.com
       

    Before investing you should carefully consider the Fund’s investment objectives, risks, charges and expenses. This and other information is in the prospectus. A prospectus may be obtained by visiting www.unlimitedetfs.com. Please read the prospectus carefully before you invest.

    Important Risks

    Underlying ETFs Risks. The Fund will incur higher and duplicative expenses because it invests in Underlying ETFs. There is also the risk that the Fund may suffer losses due to the investment practices of the Underlying ETFs. The Fund will be subject to substantially the same risks as those associated with the direct ownership of securities held by the Underlying .ETFs.

    Management Risk. The Fund is actively managed and may not meet its investment objective based on the Sub-Adviser’s success or failure to implement investment strategies for the Fund.

    Machine Learning, Model and Data Risk. The Fund relies heavily on proprietary “machine learning” selection processes. In addition, the composition of the Fund’s portfolio is heavily dependent on proprietary quantitative models as well as information and data supplied by third parties (“Models and Data”).

    Volatility Risk. The Fund seeks to achieve a higher level of volatility than its target hedge fund industry sector, which may result in substantial price fluctuations over short periods. As a result, the value of the Fund’s investments may rise or fall significantly, and investors should be prepared for increased levels of volatility compared to traditional equity funds.

    Commodity Risk. Underlying ETFs that invest in the commodities markets may be subject to greater volatility than investments in traditional securities.

    Derivatives Risk. The Fund’s or an Underlying ETF’s derivative investments have risks, including the imperfect correlation between the value of such instruments and the underlying assets or index; the loss of principal, including the potential loss of amounts greater than the initial amount invested in the derivative instrument; the possible default of the other party to the transaction; and illiquidity of the derivative investments.

    Emerging Markets Risk. The Fund may invest in Underlying ETFs that invest in securities issued by companies domiciled or headquartered in emerging market nations. Investments in securities traded in developing or emerging markets, or that provide exposure to such securities or markets, can involve additional risks relating to political, economic, currency, or regulatory conditions not associated with investments in U.S. securities and investments in more developed international markets.

    Fixed Income Securities Risk. The Fund may invest in Underlying ETFs that invest in fixed income securities. The prices of fixed income securities may be affected by changes in interest rates, the creditworthiness and financial strength of the issuer and other factors. An increase in prevailing interest rates typically causes the value of existing fixed income securities to fall and often has a greater impact on longer-duration and/or higher quality fixed income securities.

    Foreign Securities Risk. Foreign securities held by Underlying ETFs in which the Fund invests involve certain risks not involved in domestic investments and may experience more rapid and extreme changes in value than investments in securities of U.S. companies.

    Futures Contracts Risk. The Fund or Underlying ETFs may invest in futures contracts. Risks of futures contracts include: (i) an imperfect correlation between the value of the futures contract and the underlying asset; (ii) possible lack of a liquid secondary market; (iii) the inability to close a futures contract when desired; (iv) losses caused by unanticipated market movements, which may be unlimited; (v) an obligation for the Fund or an Underlying ETF, as applicable, to make daily cash payments to maintain its required margin, particularly at times when the Fund or Underlying ETF may have insufficient cash; and (vi) unfavorable execution prices from rapid selling.

    New Fund Risk. The Fund is a recently organized management investment company with no operating history. As a result, prospective investors do not have a track record or history on which to base their investment decisions.

    Short Selling Risk. The Fund may make short sales of securities of Underlying ETFs, which involves selling a security it does not own in anticipation that the price of the security will decline. Short sales may involve substantial risk and leverage. Short sales expose the Fund to the risk that it will be required to buy (“cover”) the security sold short when the security has appreciated in value or is unavailable, thus resulting in a loss to the Fund. Short sales also involve the risk that losses may exceed the amount invested and may be unlimited.

    Swap Agreement Risk. The Fund or an Underlying ETF may invest in swap agreements. Swap agreements could result in losses if the underlying asset or reference does not perform as anticipated. Swaps can have the potential for unlimited losses. They are also subject to counterparty risk. If the counterparty fails to meet its obligations, the Fund (or the Underlying Fund) may lose money.

    Definitions:

    20 and 2 strategy: Describes the standard fee structure charged by advisers of private funds, which generally includes a 2% asset-based management fee, in addition to a 20% performance fee charged on the profits on investments.

    Distributed by Foreside Fund Services, LLC.

    The MIL Network

  • MIL-OSI United Kingdom: Woking Borough Council: Letter to Barry Scarr appointing him as Finance Commissioner

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    Woking Borough Council: Letter to Barry Scarr appointing him as Finance Commissioner

    A copy of the letter to Barry Scarr, regarding the Parliamentary Under-Secretary of State’s decision to appoint him as the Finance Commissioner at Woking Council.

    Applies to England

    Documents

    Details

    Copy of the letter from James Blythe, Deputy Director, Local Government Stewardship and Intervention, at Ministry of Housing, Communities and Local Government to Barry Scarr, confirming the Parliamentary Under-Secretary of State‘s decision to appoint him as the Finance Commissioner to Woking Council until 31 October 2025.

    Updates to this page

    Published 15 April 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom

  • MIL-OSI USA: Governor Hochul Talks Budget & Other Issues on ‘Inside City Hall’

    Source: US State of New York

    arlier today, Governor Kathy Hochul was a guest on “Inside City Hall” with Errol Louis to discuss the State budget and other issues facing New York.

    AUDIO: The Governor’s remarks are available in audio form here.

    A rush transcript of the Governor’s remarks is available below:

    Errol Louis, NY1: Governor Hochul, thank you for joining me tonight. We have an open door policy, so we’re always glad to see you.

    Governor Hochul: Thank you.

    Errol Louis, NY1: But, when we spoke last time, it was after the Budget was passed. Are you taking a victory lap in advance? Is this positive thinking?

    Governor Hochul: No, well, I spoke to you when I first introduced the Budget in January, so I decided I’d give you a progress report.

    Errol Louis, NY1: Okay.

    Governor Hochul: And, you know, there’s no reason we can’t wrap it up in the near term, but people know what I’m holding out for — just like I had to do this with bail and significant housing reforms so you could build more housing because we have an affordability crisis — so, everyone knows what I’m standing for. And I’m not wavering on my belief that we need to make some significant reforms before we can say this Budget process is over.

    I’ll keep up the fight and I don’t think a lot of people are worried about the time clock — maybe some reporters are, but most people aren’t even aware there’s a late Budget because we’re continuing to fund government; it’s not like Washington when the government literally shuts down. So, all services are being provided and I have to use the leverage I have to say there’s policies that are important that I don’t believe will get done by the Legislature because this is who I’m fighting for, the people of this State, and they know it.

    Errol Louis, NY1: You know, I want to get into the substance of why this delay and why you’re standing fast on this — but, I wanted to play something for you. George Pataki, the former governor, Republican. The last time there was a Republican governor, it was George Pataki. Um, and he actually praised you for holding up the Budget. I wanted to play a little bit of what he said on ABC yesterday and get your reaction.

    […]

    Errol Louis, NY1: Okay, what do you make of that?

    Governor Hochul: That’s quite a compliment. I mean, I always am willing to stand up and take the heat to do what’s right, and I have done so many events with victims of crimes whose cases were thrown out of court on technicalities that had nothing to do with anything that would’ve been exculpatory for a defendant, anything that would’ve been important in that case — stuff that doesn’t matter: duplicate body cams or a piece of paper that you already have a record of and the cases are being thrown out; especially, 94 percent of domestic violence cases are being thrown out of court and those victims walk out, and they know their abuser can lie and wait and attack them again, or harm their families; 100 have been killed in the last year.

    We have records for it, two years ago — 100 New Yorkers died at the hands of someone who had been an intimate partner. I’m trying to stop that. I don’t want people cycling back out in the streets because of technicalities. But I support the original concept behind the changes in 2019 because I don’t want people languishing in court — I am sorry, in jail waiting to go to trial. There should be a timeframe on that. That’s not fair to the defendants. They’re not even guilty of a crime when they’re sitting in jail. And also, just the way it was skewed that prosecutors had the upper hand because they could wait till the last minute to give information to the defense.

    That was all wrong and I’d say that; I’m not changing that. I’m simply saying that it swung the other way, so we’re having judges believe under the law, they must dismiss these cases on technicalities. Serious dismissals? Yes. Someone hides important information? Yes, there has to be consequences, but it should be proportional to what the material is that you left behind.

    Errol Louis, NY1: Well, yeah. In fact, let me explain for my viewers. In criminal cases under the current law, and these were changed in 2019, everybody has to see all of the evidence — the defense and the prosecution — all of the evidence has to be presented. If, for some reason, important evidence is not presented in time, within a certain period of time, generally about 60 days or so, the judge is legally supposed to dismiss the case, and certainly, if there was no due diligence — if the prosecution, for example, didn’t even really try and go out and get all of the information that was relevant, then the case gets dismissed.

    And so, the thinking now is that that has gone too far, that there are cases where, say there were five cops at a crime scene and you forgot to get the records from the fifth cop — which would’ve duplicated the other four cops — should the case be dismissed? And, so, the judges are, in some cases, making that decision.

    What specific change would stop that from happening? Because, again, this is always a judgment call.

    Governor Hochul: Right, of course it is. But you said if it’s “important evidence.” We’re not talking about “important evidence.” I’m talking about something, as you gave that example, a recording on someone’s — a body cam of someone who came two hours after the crime and they didn’t think to get that because it’s not relevant.

    So the question right now is, is it relevant or is it related? Okay. Is it just related to the — yeah, that’s related to the case. Sure, that guy showed up later, he has a record, but is it really relevant to the guilt or innocence of that individual — and that’s what’s hanging a lot of this up. But also, the judges should be able to look at the severity of what has been neglected to be turned over and deal with it proportionally.

    If it’s really bad that they should have known and they should have turned it over, and it seems like there’s something sinister, they’re trying to hide it from the defense, I would definitely want those dismissed, right? You have the power to do that. But if it turns out that they worked all the way up until — you know, there’s a short timeframe to turn this over, they did everything they could; they exercised the due diligence, they tried to find everything and some record was missing that was not important to the disposition of the case. That one, they should say, you don’t dismiss, you let it go forward, and there should be a proportional response to what was the weight of that evidence, the proportional —

    Errol Louis, NY1: You know what I think may be happening, Governor? I saw something called — it’s an organization called scrutinize.org, and they went through hundreds and hundreds of unreported decisions; these are not ones you’re going to find online, but they went through a lot of judicial decisions — 300 of them, they said, when there were dismissals of this kind — and what you find over and over again is not malicious behavior by prosecutors, but kind of lazy behavior, you know? What I’ve heard from a number of sources is that sometimes the sticking point is not even with the prosecutor, but with the NYPD because they’re supposed to turn over disciplinary records of any cop that’s involved in the case and the NYPD can be somewhat reluctant and somewhat slow — maybe their systems are not up to speed.

    What do you want to do to fix that problem?

    Governor Hochul: I want to say this: New York’s discovery laws are by far the most progressive in the nation in terms of being, I would say, skewed toward more positive outcomes for the defense. The prosecutors, since 2019, now have to go through 21 categories of materials that must be turned over. No other state has that. What I’m trying to do is make sure that the judge will actually look at what was missing, how much weight that should have against the importance of the case. Is it important? Is it relevant? Is it just related?

    Let them make that decision. Let a judge be involved in that. Look at those factors from the 21 categories — I’m not saying get rid of those — but even if every one of the reforms I want changed is enacted, we will still, by far, have the most progressive discovery laws in the nation.

    We’re not rolling things back, and people who are mischaracterizing my motivation here — I’m just looking out for the public safety of everyday New Yorkers who are saying, “I want to be safe in my streets.” And this is not the only dynamic. People know that I fought hard to get the bail laws changed so we don’t have people cycling in and out of the system who committed crimes, who never should have been let out — they should have been held on bail. We know those stories, and now I just want to stop this insanity of a huge spike in dismissals in New York City and in the rest of the State resulting from these changes. Something has gone wrong where people who otherwise would’ve been held and gone to trial to determine guilt or innocence are now walking the streets without us ever knowing, and they’ll be back again if they’ve done it before.

    Errrol Louis, NY1: Okay. I mean, one last point. When I spoke with an advocate for domestic violence rights not long ago, one thing she pointed out was that there’s not always, in these cases, a clear line between victim and perpetrator as far as the law is concerned, meaning if there are cross complaints of domestic violence, it’s not clear who you’re protecting when a case is dismissed or kept in the court.

    Governor Hochul: Of course there’s always exceptions, and what I said, I never want to do it — I think the Legislature does a lot — we legislate to the exception and forget the vast number of people who are victims, who are turned on by someone they thought would love and take care of them. A lot of women, my mother was in a home where there was domestic violence and she grew up to be a champion and advocate. She changed laws in Albany when I was in high school. I watched my mom fight for them. We opened a home for victims of domestic violence, my family did, because I saw how this devastates people and it’s so hard for them to recover.

    My mom used to take women into court and sit with them, and if a case came up when they weren’t able to keep the defendant held and get an order of protection, and the woman had to go home and know that person is out there still stalking her and her children — I mean, this is what I’m fighting for and I just want more people to understand why I am doing this, why this is so important. But it’s not just domestic violence, it’s all crimes. People need to be held accountable for what they did, and you should not have a case where the police have arrested someone, brought forth evidence, making the case with the prosecutor.

    And, by the way, the prosecutor is an officer of the court; they’re not supposed to be pro-defendant, pro-victim — they have to be objective, right? And they’re not going to do something or they should not do something because there are consequences if they do something wrong in the first place. They can be disbarred, they can be brought up on disciplinary charges —

    Errol Louis, NY1: Sure.

    Governor Hochul: They can go through —

    Errol Louis, NY1: They can also be voted out of office.

    Governor Hochul: There’s a lot of things that can happen. I know there’s a mistrust of the system, I understand that —

    Errol Louis, NY1: This sounds personal for you and it doesn’t sound like the kind of thing that’s going to get bargained away the way so many things get sort of traded up in Albany.

    Governor Hochul: I held firm on bail as well. Anything that has to do with the safety of New Yorkers who are feeling this sense that we don’t care about them, we’re not looking out for them; they’re afraid to walk the streets, take our subways, have their kids walk home from school. I’m a mom, it is personal to me; the safety of every New Yorker is always going to be personal to me.

    Errol Louis, NY1: Let me ask you about some of the other things that are happening. In the wake of last week’s fatal helicopter crash in the Hudson River, Senator Schumer yesterday said he’d like to end helicopter tourism in New York City. The Mayor doesn’t sound like he’s inclined to go in that direction. I was wondering what your view of that is.

    Governor Hochul: Yeah. I have not had a chance to process. I mean, that is a horrible tragedy. When you see those children’s faces, and they’re so happy and excited to be in New York, and to know that they’re forever gone — it just makes your heart sink. I will look at the answers. I know there’s some bills introduced in the Legislature, and again, there’ll be many debates about this, but I think we need to, right now, process the sadness of that tragedy and the loss of life.

    Errol Louis, NY1: Do you take the State helicopter a lot? How do you feel about it? Is it a safe form of travel?

    Governor Hochul: I feel it is, but also I have the most experienced pilots probably in the nation. These people are battle-tested and they’re constantly, constantly inspecting helicopters for their safety and taking this one out of commission because it’s time for repairs. So, I do feel very secure.

    Errol Louis, NY1: Upstate, over the weekend, a family of six perished in the crash of a small airplane. Do you have any updates on that? Do we know if there was a safety —

    Governor Hochul: No. I have to say this. I want to know what’s going on. In this new administration in Washington where there have been cuts, where there has been this sense that we really don’t need government to be there to protect us or work for us anymore, this whole rethinking of the federal government’s responsibility — one of their responsibilities is to keep our skies safe, and that has not been happening. You look at what happened in Washington, my son could hear it from his house, the crash in the Potomac.

    What’s happened in New York? There’s been so many airplane crashes and near misses, so air traffic controllers run by the FAA, we should be looking to Washington asking questions of them. “What is going on here under your watch, Mr. Secretary of Transportation,” who’s more concerned about safety in the subways then he has safety in the skies — and that’s his job to make sure our skies are safe.

    I’m continuing to focus on safety with the Mayor in the subways. And guess what? They’re dramatically improved since they had been before the pandemic. Our numbers are still — no crime is acceptable. We’re going to keep working. We’re not done, but dramatically better. So I wish he’d focus on his job as well.

    Errol Louis, NY1: I was going to say, those concerns that you’re raising about the administration, when’s the last time you spoke to President Trump?

    Governor Hochul: The day he did the tariffs, I got a phone call from him. Was that two weeks ago now, the first wave of crisis? Unforced destruction of our economy? I cannot exaggerate the impact. I have Wall Street —

    Errol Louis, NY1: What did he do? He called to tell you to duck? Or “Wall Street might be a little busy today?”

    Governor Hochul: No, Wall Street. I have Main Street, I have farms, I have everything. But no, he actually actually talked to me about Amtrak, because we talked about this, I talked about Penn Station when I was in his office, right. We had a long meeting and I was talking about getting federal support for infrastructure projects. And I said, “We can work together. I’m trying to find some areas we can work together.”

    And I said, “I’ve got to fight. I’m going to fight you on everything else. You know that I don’t mind standing up and taking on the fights. But an area we can get some collaboration,” because I’ll need federal dollars, something like Penn Station, which I was letting him know that Amtrak was a barrier to why it’s taking so long. And maybe we can work together to do something about that. So he just called to let me talk about that. It was a very quick call. He goes, “I’m working on Amtrak.”

    Errol Louis, NY1: There is this reputation that the President has that either you’re with him and you’re kissing his ring or you’re a sworn enemy and he’ll try and destroy you. You seem to be steering a middle course.

    Governor Hochul: We’ll see how long it lasts. My job is to protect New York at all costs, and if that means standing up to someone who I think has been very destructive, who has now hurt our economy; and whether it’s the North Country where the commerce with Canada is now destroyed, visitors are way down in Buffalo — those local economies count on them shopping in stores, going to our sporting events and even just that snapshot of what’s happened to our State, and driving costs up.

    Errol, you heard me talk about this when I was here talking about my affordability agenda. I have a plan to put $5,000 back in the pockets of families with little kids: the child tax credit, the middle class tax cut, the inflation rebate. You name it, we’re finding a way to put it in your pocket. And at the same time, these tariffs are going to suck that money right out of your other pocket — anywhere from $3,000 to $6,000 more.

    It’s unconscionable, what he is doing. The President promised on Inauguration Day that prices would go down, and guess what? They’ve gone way up. And heaven help anybody who’s going to use real eggs on Easter. I have an Easter egg roll at the Governor’s Residence, inviting kids from the neighborhood over, but we can’t use, I have to use —

    Errol Louis, NY1: Yeah, don’t use real eggs.

    Governor Hochul: I can’t, I can’t afford them.

    Errol Louis, NY1: Lumps of tofu or something. What’s your reaction to the administration threatening to pull federal funding from Columbia University? That appears to be expanding, and now it includes the other New York Ivy, which is Cornell, which is partly a State school, as a matter of fact.

    Governor Hochul: It’s despicable. It is absolutely despicable. Threatening our educational institutions because they don’t teach the way you want them to — now, people who criticize the antisemitism on our campuses are not wrong. It is rampant in ways that are shocking to me, especially after October 7 and I stand with the Jewish community.

    I went to Cornell after the threats and right afterward I came back from my father’s funeral who passed away when I was in Israel after the attacks, and I went right to Cornell and sat with the kids in the Center for Jewish Life. And they were terrified because it was someone who was posting social media content that you should kill all the Jewish students.

    Errol Louis, NY1: Sure.

    Governor Hochul: And how are these kids supposed to learn and just socialize and have a normal college life when they’re being threatened like that? So we have to continue focusing on that right to speech, right to protest, yes. I was a protester. You were probably a protester on campus. We all did that. But it wasn’t against other students. I protested apartheid in South Africa. My parents protested the Vietnam War. But it was never hurtful to other students.

    Errol Louis, NY1: Right.

    Governor Hochul: And that’s what we’re seeing too much of. But that being said, to take away and threaten schools’ funding, which is used for research in vaccinations and cures for cancer — these institutions are also laboratories of ideas and especially in the health care space. So it’s a real crisis for New York to have that money gone from our institutions. And the problem is the State can’t make it up.

    We have $93 billion that we get from the federal government in our Budget. I can’t make up the loss of money if that goes, or with private institutions —

    Errol Louis, NY1: $93 billion with a “B”?

    Governor Hochul: Out of a $252 billion Budget, $93 billion covers — it’s Medicaid, it’s education money, it is child care money, it is nutrition money. We rely on the federal government. It’s why we pay federal taxes.

    Errol Louis, NY1: Well your proposed Budget increases spending by about $10 billion. Under the circumstances, the kind of turbulence that you’re talking about coming out of Washington, are you going to go to the rainy day fund or maybe make some adjustments?

    Governor Hochul: So much of it is mandated. Medicaid is one of the biggest drivers. Medicaid and education, the biggest, by far the largest part of our Budget. And Medicaid costs go up, I can’t stop that increase. I think it was an 11 percent or 14 percent increase this year without adding anything. That’s just how it happened.

    So, I’ve got to continue providing services. But I have been very financially smart about these budgets. When I first became Governor, we had 4 percent in reserves. We now have about 15 percent for that rainy day, which —

    Errol Louis, NY1: That was your target, yes.

    Governor Hochul: Could be a recession, we’re at $21 billion, but I can’t use it to backfill recurring expenses. What does that mean? I can do one time shot of something. I can do something to help put money in peoples’ pockets, which I’m going to do with our inflation rebate, but I can’t say that I’m going to invest more in a program that I need to have that money year after year, after year, after year. That’s called recurring expenses. We cannot do that. It’s going to be one shot only.

    Errol Louis, NY1: Before I let you go, there was something that just happened today. We just heard from the attorney for a Palestinian student, believe at Columbia, a 10 year green card holder was taken into custody by DHS today. Does DHS coordinate with the State? Do you hear about any of this in advance?

    Governor Hochul: No. No. And I have said this to Tom Homan, I said, “Our laws say we will work with you, State Police will work with you if you have a warrant, someone has committed crimes here, crimes in their own country, they’re on a terrorism watch list. We’ll cooperate with you in those circumstances easily.” We did that under Joe Biden. We did this, we’ve always done this.

    But what you’re trying to do is take — when you split up families like they did up in Sackets Harbor, if you’re familiar with this case, Tom Homan’s hometown, they had masks and people walking in with guns. The ICE agents at 6:00 a.m. roused this family of a couple teenage boys, their mom and a third grader, and took them for 11 days to a detention center in Texas and I said, “They’ve got to come back. You’ve got to bring them back. They didn’t do anything wrong.”

    I talked to the farmer and everybody else. This community was an uproar. And this is probably a pretty red area of our State, right? And politics didn’t matter. You just separated a family. And when they do that, I called and said they’ve got to come back. I talked to Homan a couple times. They did come back. But my God, if we hadn’t put on so much pressure. And the school, my God, the principal of that school fought so hard to get this family back united again.

    This is America for God’s sakes. Why should we have to worry about kids getting scooped off a campus or out of their beds in Sackets Harbor? I’m the Governor, I will fight for my State, but this has gone too far.

    Errol Louis, NY1: Okay. We’re going to leave it there for now. I’m going to guess that because it’s Holy Week and it’s Passover and Easter’s coming up that we may not see a Budget this week. Is that a safe bet?

    Governor Hochul: I would say April gets tough because we had Eid, we had Passover, we have Easter, so this would be a tough week to get it done. But I have been driving this with a sense of urgency even a month before the Budget process started, meeting with the leaders saying, “We can get this done. There’s a path. There’s a path we can get on down.”

    So I’m going to be pushing hard to get this done, but when we head into April, I’ll be able to get a lot more of the things that I think are important for New Yorkers, that they’re grateful I get in and the Legislature has the rest of Session to press their priorities.

    They have something that I don’t have, they introduce bills and pass them. So this is the time that I have an opportunity to talk about what I think, and I know what New Yorkers are looking for from us, and that’s public safety and affordability.

    Errol Louis, NY1: Okay. We’ll leave it there for now. Thanks so much for coming by. Great talking with you.

    Governor Hochul: Good to see you, thank you.

    MIL OSI USA News

  • MIL-OSI Global: Beggar thy neighbor, harm thyself: Tariffs like Trump’s come with pitfalls, history shows

    Source: The Conversation – USA – By Bedassa Tadesse, Professor of Economics, University of Minnesota Duluth

    Feeling tariff whiplash? You’re not alone. On April 2, 2025, President Donald Trump announced sweeping new tariffs – a 10% levy on nearly all U.S. imports, along with targeted duties aimed at punishing countries he accuses of exploiting American markets. Just a week later, on April 9, his administration abruptly paused much of the plan for 90 days, leaving markets and allies scrambling for clarity.

    The proposed tariffs were pitched as a way to revive U.S. manufacturing, reclaim jobs and counter what Trump considers unfair trade practices. But they immediately rattled the financial markets and raised alarms among economists and America’s global partners. Critics across the political spectrum revived a familiar warning: “beggar-thy-neighbor.”

    History shows that such policies rarely succeed. In today’s interconnected world, they’re more likely to provoke swift, precise and painful retaliation.

    What is the ‘beggar-thy-neighbor’ strategy?

    The phrase comes from economic history and refers to protectionist measures – tariffs, import restrictions or currency manipulation – designed to boost one country’s economy at the expense of its trading partners. Think of it like cleaning your yard by dumping the trash into your neighbor’s property: It looks tidy on your side until they respond.

    This approach starkly contrasts with the principles laid out by Adam Smith. In “The Wealth of Nations,” he argued that trade is not a zero-sum game. Specialization and open markets, he observed, create mutual benefit – a rising tide that lifts all boats. Trump’s tariffs disregard this logic.

    And history backs Smith. In the 1930s, the U.S. adopted a similar strategy to the one Trump is experimenting with through the Smoot-Hawley Tariff Act, raising duties to protect domestic jobs. The result was a wave of global retaliation that choked international trade and worsened the Great Depression.

    A case in point: Lesotho

    As an example, consider the 50% tariff the United States imposed on imports from Lesotho, a small landlocked African nation. The measure took effect at midnight on April 3 but was reportedly subject to the 90-day pause starting midday April 4.

    The tariff rate was calculated by taking the U.S. trade deficit with Lesotho – US$234.5 million in 2024 – dividing that by the total value of Lesotho’s exports to the U.S., or $237.3 million, and dividing that by two.

    The 50% tariff would have a negligible effect on the U.S. economy – after all, out of the $3.3 trillion the U.S. imported in 2024, only a tiny fraction came from Lesotho. But for Lesotho, a nation that relies heavily on garment exports and preferential U.S. market access, the consequences would be severe. Using the same tariff logic across all partners, big or small, overlooks basic economic realities: differences in scale, trade capacity and vulnerability. It epitomizes beggar-thy-neighbor thinking: offloading domestic frustrations onto weaker economies for short-term political optics.

    Lesotho is just one example. Even countries that import more from the U.S. than they export, such as Australia and the U.K., haven’t been spared. This “scoreboard” mentality – treating trade deficits as losses and surpluses as wins – risks reducing the complexity of global commerce to a tit-for-tat game.

    The return of a familiar — and risky — playbook

    Such thinking has consequences. During Trump’s first term, China retaliated against U.S. tariffs by slashing imports of American soybeans and pork. As a result, those exports plummeted from $14 billion in 2017 to just $3 billion in 2018, hitting politically sensitive states like Iowa hard. The European Union responded to U.S. steel and aluminum tariffs by threatening to target bourbon from Kentucky and motorcycles from Wisconsin – iconic products from the home states of former GOP leaders Mitch McConnell and Paul Ryan. Canada and the European Union have shown a willingness to use similar tactics this time around.

    This isn’t new. In 2002, President George W. Bush imposed tariffs of up to 30% on imported steel, prompting the European Union to threaten retaliatory tariffs targeting products such as Florida citrus and Carolina textiles made in key swing states. Facing domestic political pressure and a World Trade Organization ruling against the measure, Bush reversed course within 21 months.

    A decade earlier, the Clinton administration endured a long-running trade dispute with the EU known as the “banana wars,” in which European regulators structured import rules that disadvantaged U.S.-backed Latin American banana exporters in favor of former European colonies.

    During the Obama years, the U.S. increased visa fees that disproportionately impacted India’s technology services sector. India responded by delaying approvals for American drugmakers and large retail investments.

    Not all forms of trade retaliation grab headlines. Many are subtle, slow and bureaucratic – but no less damaging. Customs officials can delay paperwork or may impose arbitrary inspection or labeling requirements. Approval for U.S. pharmaceuticals, tech products or chemicals can be stalled for vague procedural reasons. Public procurement rules can be quietly rewritten to exclude U.S. companies.

    While these tactics rarely draw public attention, their cumulative cost is real: missed delivery deadlines, lost contracts and rising operational costs. Over time, American businesses may shift operations abroad – not because of labor costs or regulation at home, but to escape the slow drip of bureaucratic punishment they experience elsewhere.

    Tariffs in a connected economy

    Supporters of tariffs often argue that they protect domestic industries and create jobs. In theory, they might. But in practice, recent history shows they are more likely to invite retaliation, raise prices and disrupt supply chains.

    Modern manufacturing is deeply interconnected. A product may involve assembling components from a dozen countries, moving back and forth across borders. Tariffs hurt foreign suppliers and American manufacturers, workers and consumers.

    More strategically damaging, they erode U.S. influence. Allies grow weary of unpredictable trade moves, and rivals, including China and Russia, step in to forge deeper partnerships. Countries may reduce their exposure to the U.S. dollar, sell off Treasury bonds, or align with regional blocs like the BRICS group – led by Brazil, Russia, India, China and South Africa – not out of ideology, but necessity.

    In short, the U.S. weakens its own strategic hand. The long-term cost isn’t just economic – it’s geopolitical.

    Rather than resorting to beggar-thy-neighbor tactics, the U.S. could secure its future by investing in what truly drives long-term strength: smart workforce development, breakthrough innovation and savvy partnerships with allies. This approach would tackle trade imbalances through skillful diplomacy instead of brute force, while building resilience at home by equipping American workers and companies to thrive – not by scapegoating others.

    History makes a clear case: Ditching the obsession with bilateral trade deficits and focusing instead on value creation pays off. The U.S. can source components from around the world and elevate them through unmatched design, innovation and manufacturing excellence. That’s the heartbeat of real economic might.

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

    ref. Beggar thy neighbor, harm thyself: Tariffs like Trump’s come with pitfalls, history shows – https://theconversation.com/beggar-thy-neighbor-harm-thyself-tariffs-like-trumps-come-with-pitfalls-history-shows-254141

    MIL OSI – Global Reports

  • MIL-OSI Global: Educators find creative work-arounds to new laws that restrict what they can teach

    Source: The Conversation – USA – By Riley Drake, Assistant Professor, University of Wisconsin-Stout

    Some educators are chafing under new laws that limit what and how they can teach. VectorMine/iStock via Getty Images Plus

    An onslaught of executive orders from President Donald Trump aim to restrict how and what educators can teach America’s children.

    Since taking office in January 2025, Trump has attempted to bar teachers from discussing racism and sexism in K-12 schools and order all schools that receive federal funding to recognize only two gender identities – male and female – potentially barring teachers from acknowledging the existence of nonbinary, gender queer and transgender people, including among their students.

    Educators say the orders are having a chilling effect in classrooms, with some teachers censoring themselves by minimizing dialogue about race, gender and other topics. Other educators, however, are finding ways to resist what they see as federal intrusion into the classroom.

    In March 2025, Sarah Inama, a sixth grade history teacher in Meridian, Idaho, refused to remove a classroom poster reading “Everyone is Welcome” when school district officials claimed the message was too controversial.

    “There are only two opinions on this sign. Everyone is welcome here or not everyone is welcome here,” Inama said in a March 2025 interview with Today.com.

    I am a scholar and former elementary school counselor. My research explores how educators act alongside young people and community organizers to challenge laws, policies and ways of controlling society that they see as harmful in schools.

    In my studies, I’ve encountered some educators who have found clever ways to support their students and have difficult conversations without violating executive orders or the law.

    Modeling transformative justice

    The Trump administration’s restrictive federal orders for schools are new, but some U.S. states have been limiting what educators can tell their students for several years. And educators in those places have found quiet, creative ways to push back.

    In 2022 I led a study of how educators in one Midwestern state were teaching social emotional learning – that is, the attitudes, skills and knowledge to develop healthy relationships and manage their emotions.

    The state – research ethics prohibit me from precisely identifying it – had recently passed legislation that prevented teachers from openly discussing the harms of racism, slavery, colonialism and gender violence in the U.S. Critics felt the law not only erased Black and Indigenous history but also banned truth-telling and accountability.

    One second grade teacher I observed in my study felt it was essential that her students learn to tell the truth, even in uncomfortable situations, and take accountability for their actions. She partnered with local community organizers to practice transformative justice in her classroom.

    Transformative justice seeks to address the root causes of people’s harmful behavior rather than merely punishing it. When communities can get to the core of the conditions that caused the harm, this theory holds, they can better address it.

    Rather than craft a lesson plan that might run up against the state’s restrictive new laws, the teacher in my study demonstrated the values of truth-telling and accountability in her approach to everyday conflicts.

    For example, one day after afternoon recess, two students refused to come back inside. The teacher waited patiently, and when eventually they returned to the classroom, she asked them what had been bothering them. The students said they were mad their classmates hadn’t allowed them to play a specific character in a game at recess.

    The teacher invited the rest of the class to discuss the incident. They acknowledged that those students had been excluded. Together, the class brainstormed ways to better include everyone next time. The upset students calmed down and listened actively, then began chiming in with their own ideas about solving the problem constructively.

    When schoolyard games go wrong, teachers can model different ways to resolve conflict.
    Peter Cade/Stone via Getty Images

    Finally, the teacher asked the class to reflect on how she had handled the situation.

    “What would have happened if I had called the principal on the students who wouldn’t come inside?” she asked.

    “They would have gotten in trouble!” the students said.

    “Yes, and would that have solved anything?” the teacher responded.

    “No, it would have made things worse,” one student remarked.

    In her actions and words, this teacher taught her students that punishment isn’t the only or best way to deal with conflict. And she showed them that when people tell the truth and take responsibility for their actions, they have an opportunity to build connections and repair relationships.

    In doing so, my research finds this teacher challenged her state’s policy of silencing certain conversations. Other educators in this study found other ways to challenge the law, including one who invited community organizers into her classroom to support immigrant students in learning about their rights.

    Solidarity with LGBTQ students

    I led another study in 2023 and 2024 following legislation in Iowa and other states banning books and restricting classroom discussion about gender identity and sexual orientation. In it, I documented how one middle school counselor supported student activists who’d been retaliated against after leading a school walkout protesting the state’s anti-LGBTQ bill.

    The student activists had been taunted by their peers during the walkout. Some had Pride flags torn from their hands and stomped on. Money the students had been collecting to donate to an LGBTQ organization was stolen.

    “I wish we didn’t have to be quiet to be safe,” one of the students told the counselor when debriefing after the incident.

    The counselor arranged a meeting with the school principal to share how their peers had hurt them and how disconnected it made them feel from their school. When administrators did only minimal follow-up afterward, the counselor partnered with a community arts organization outside school to create LGBTQ-affirming spaces for students to make art together.

    In my assessment, her actions demonstrated that people can come together to care for one another and showed that LGBTQ young people matter. First as an educator and then as a community member, she delivered a meaningful message to the students through showing rather than telling.

    Sometimes art can deliver a message as clearly as words.
    VeeStudio89/E+ via Getty Images

    Resistance in the classroom

    These are just a few examples of the many creative ways I’ve documented that educators from Iowa, Michigan, Indiana and Florida and other states are trying to offset the impacts of recent restrictions on what teachers can say and what topics curricula can address.

    Educators in the U.S. have long found ways to resist laws they feel are unjust.

    In the 1940s, a Black teacher named Madeline Morgan fought alongside hundreds of other Black women teachers and parents for Chicago Public Schools to include Black history in its curriculum. The curriculum she created later became a model for districts across the U.S. to teach Black history.

    Septima Clark is another Black educator who fought racism through teaching. After she was fired from her teaching position in South Carolina due to her connections with the NAACP, she dedicated her life to teaching, organizing and training civil rights activists in defiance of laws that attempted to keep her out of the classroom.

    Collaborating with others, today’s educators are finding creative ways to ensure that their classrooms demonstrate justice, in actions if not in words.

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

    ref. Educators find creative work-arounds to new laws that restrict what they can teach – https://theconversation.com/educators-find-creative-work-arounds-to-new-laws-that-restrict-what-they-can-teach-254033

    MIL OSI – Global Reports

  • MIL-OSI Global: 25 years of Everglades restoration has improved drinking water for millions in Florida, but a new risk is rising

    Source: The Conversation – USA – By John Kominoski, Professor of Biological Sciences, Florida International University

    The Everglades has often been referred to as a vast river of grass. National Park Service/B.Call via Flickr

    Do you know where your drinking water comes from?

    In South Florida, drinking water comes from the Everglades, a vast landscape of wetlands that has long filtered the water relied on by millions of people.

    But as the Everglades has shrunk over the past century, the region’s water supply and water quality have become increasingly threatened, including by harmful algal blooms fueled by agriculture runoff. Now, the water supply faces another rising challenge: saltwater intrusion.

    Waterways cut through the Everglades.
    South Florida Water Management District/Flickr, CC BY-ND

    Protecting South Florida’s water hinges on restoring the Everglades. That’s why, 25 years ago, the federal government and universities launched the world’s largest ecosystem restoration effort ever attempted.

    I’m involved in this work as an ecosystem ecologist. The risks I see suggest continuing to restore the Everglades is more crucial today than ever.

    What happened to the Everglades?

    The Florida Everglades is a broad mosaic of fresh water, sawgrass marshes, cypress domes and tree islands, mangrove forests and seagrass meadows all connected by water.

    But it is half its original size. In the early 1900s, the U.S. Army Corps of Engineers began installing canals and levees to control flooding in the Everglades, which allowed people to build farms and communities along its edges. The Tamiami Trail became the first road across the Everglades in 1928. It connected Tampa to Miami, but the road and canals cut off or diverted some of the natural water flow in South Florida.

    Maps show how the Everglades changed over time. Source: USGS.

    Since then, Florida’s economy, agriculture and population have exploded – and with them has come a nutrient pollution problem in the Everglades.

    The major crop, sugarcane, is grown in a region south of Lake Okeechobee covering 1,100 square miles that’s known as the Everglades Agricultural Area. Nearly 80 tons of phosphorus fertilizer from federally subsidized farm fields runs off into the Everglades wetlands each year. And that has become a water quality concern. Drinking water with elevated nitrogen is linked to human health problems, and elevated phosphorus and associated algal blooms can cause microbes to accumulate toxins such as mercury.

    Healthy wetlands can filter out those nutrients and other pollutants, cleaning the water.

    Some of the ways the Everglades filters water contaminated with phosphorus.
    South Florida Water Management District

    Rain falling in the Everglades percolates through the porous limestone and recharges the Biscayne Aquifer, which supplies drinking water for 1 in 3 Floridians.

    But wetlands need time and space to function properly, and the damage from farm pollution has harmed that natural filtering system.

    By the 1990s, Everglades wetlands and the wildlife they support hit a critical stress level from elevated concentrations of phosphorus, a nutrient in fertilizer that washes off farm fields and fuels the growth of toxic algal blooms and invasive species that can choke out native plant populations.

    The changes led to seagrass die-offs and widespread invasion of sawgrass marshes by cattail and harmful algal blooms. Degraded wetlands can themselves become pollution sources that can contaminate surface water and groundwater quality by decreasing oxygen in the water, which can harm aquatic life, and releasing chemicals and nutrients as they decay.

    A vast restoration campaign

    Congress approved the Comprehensive Everglades Restoration Plan in 2000 to support reducing phosphorus concentrations by recreating large wetlands areas to remove excess nutrients and reestablishing more of the natural water depth to bolster native populations.

    That restoration effort is making progress in reconnecting wetlands to natural water flows by rehydrating large areas that were cut off. Phosphorus levels are lower in many wetlands that now remain hydrated longer, and in these wetlands fresh water is recharging the aquifer, helping sustain the drinking water supply.

    However, delays in critically important components of that work have left some wetlands in degraded conditions for longer than expected, especially in regions near and downstream of the Everglades Agricultural Area, where phosphorus concentrations remain stubbornly high.

    An algal bloom spreads in Florida’s Lake Okeechobee, at the heart of the Everglades.
    Nicholas Aumen/USGS

    South Florida continues to experience harmful algal blooms from phosphorus reaching rivers and the coast, resulting in fish kills and the deaths of manatees. Red tide can shut down fishing and keep beach-going tourists away, harming local economies. This pollution is estimated to have cost Florida’s economy US$2.7 billion in 2018.

    The unexpected risk: Saltwater

    An unforeseen threat has also started to creep into the Everglades: saltwater.

    As sea level rises, saltwater reaches further inland, both in rivers and underground through the porous limestone beneath South Florida. Saltwater intrusion also occurs when wells draw down aquifers to provide water for drinking or irrigation. That saltwater is causing parts of the Everglades marshes, often referred to as a river of grass, to collapse into open water.

    Saltwater intrusion into South Miami and how Everglades restoration can help. Source: Emily Northrop and Rachael Johnson, University of Miami.
    The red line shows how far saltwater had intruded into aquifers beneath Fort Lauderdale as of 2019.
    South Florida Water Management District

    The loss of these freshwater marshes reduces the capacity of the Everglades to remove phosphorus from the water. And that means more nutrients flowing downstream, contaminating aquifers and causing harmful algal blooms to form in coastal waters.

    Scientists have learned that marsh plants need freshwater pulses during the wet season, from April to November, to avoid saltwater intrusion.

    For example, saltwater intruded about one mile inland between 2009 and 2019 in parts of the Fort Lauderdale area. More fresh water is needed to push the saltwater back out to sea.

    However, the restoration effort was never intended to combat saltwater intrusion.

    Reasons for optimism

    Despite the continuing challenges, I am optimistic because of how scientists, policymakers and communities are working together to protect the Everglades and drinking water.

    I lead part of that restoration work through the Florida Coastal Everglades Long Term Ecological Research program. The effort started at Florida International University on May 1, 2000, the same year the Everglades restoration plan was authorized by Congress.

    Our research was used to set the levels of nutrients allowable to still protect the region’s water supplies, and we have been working for 25 years to reduce saltwater intrusion and phosphorus pollution to ensure drinking water for South Florida remains both fresh and clean. We continually use our research to inform water managers and policymakers of the best practices to reduce saltwater intrusion and pollution.

    A roseate spoonbill hunts for dinner in Everglades National Park.
    National Park Service, R. Cammauf, via Flickr

    As saltwater intrusion continues to threaten South Florida’s freshwater aquifer, Everglades restoration and protection will be increasingly important.

    Everyone in the region can help.

    By rehabilitating degraded wetlands, allowing for more fresh water to flow throughout the Everglades ecosystems, reducing the use of fresh water on lawns and crops, and reusing municipal water for outdoor needs, South Florida can keep its drinking water safe for generations of future residents and visitors. This is something that everyone can contribute to.

    Mangroves along Turner River in the Everglades.
    Chauncey Davis/Flickr, CC BY

    Marjory Stoneman Douglas, Miami’s renowned conservationist who helped establish the Everglades National Park, often said, “The Everglades is a test. If we pass it, we may get to keep the planet.”

    John Kominoski works for Florida International University. He receives funding from federal agencies, such as the National Park Service and the National Science Foundation.

    ref. 25 years of Everglades restoration has improved drinking water for millions in Florida, but a new risk is rising – https://theconversation.com/25-years-of-everglades-restoration-has-improved-drinking-water-for-millions-in-florida-but-a-new-risk-is-rising-253167

    MIL OSI – Global Reports

  • MIL-OSI Global: Preventive care may no longer be free in 2026 because of HIV stigma − unless the Trump administration successfully defends the ACA

    Source: The Conversation – USA – By Kristefer Stojanovski, Assistant Professor of Social, Behavioral and Population Sciences, Tulane University

    Americans may lose free coverage for cancer and blood pressure screenings, HIV prevention medication and other essential services. Halfpoint Images/Moment via Getty Images

    Many Americans were relieved when the Supreme Court left the Affordable Care Act in place following the law’s third major legal challenge in June 2021. This decision permitted widely supported policies to continue, such as ensuring health coverage regardless of preexisting conditions, allowing coverage for dependents up to age 26 on their parents’ plan, and removing annual and lifetime benefit limits.

    But millions are still at risk of losing access to lifesaving medicine and preventive services, following the Supreme Court’s decision to hear another case – Robert F. Kennedy, Jr. v. Braidwood – that has been working its way through lower courts for several years.

    Interestingly, the Trump administration has chosen to build upon the same argument the Biden administration used to defend the law.

    HIV stigma and preventive care

    The case the Supreme Court is scheduled to hear in April 2025 was filed by Braidwood Management, a Christian for-profit corporation owned by Steven Hotze, a Texas physician and Republican activist who has previously filed multiple lawsuits against the Affordable Care Act.

    Braidwood and its co-plaintiffs, a group of conservative Christian employers, objected to providing their 70 employees free access to preexposure prophylaxis, or PrEP, a medicine that prevents HIV infection. Hotze claimed that PrEP “facilitates and encourages homosexual behavior, intravenous drug use and sexual activity outside of marriage between one man and one woman,” without citing scientific evidence to support this. He and his plaintiffs argue that religious beliefs prevent them from providing PrEP under their insurance plans.

    The AIDS epidemic has been claiming lives for decades.

    Since the HIV/AIDS epidemic began in the 1980s, the disease has been politicized and stigmatized. Because it had predominantly affected men who had sex with men, AIDS was initially called gay-related immune deficiency, making people reluctant to be associated with the disease. It was only after a teenage boy from Indiana named Ryan White contracted HIV from a blood transfusion to treat his hemophilia, along with public statements from high-profile celebrities such as Arthur Ashe and Magic Johnson about their HIV status, that social attitudes began to shift with more education about AIDS.

    Yet, the same stigma is still at play in the Braidwood case and other recent policy decisions. In 2023, for example, Tennessee officials declined US$9 million in federal funding for HIV prevention. Those federal funds focused on groups most affected by HIV, including men who have sex with men, heterosexual Black women and people who inject drugs.

    Tennessee has since transitioned to using state dollars for HIV prevention, with a focus on first responders, pregnant women and sex trafficking survivors, groups that aren’t major at-risk populations. Researchers have found that this pivot will be a less efficient use of funds, costing $1 million per life-year saved versus $68,600 when focusing on the most at-risk populations.

    Preventive care and the Affordable Care Act

    The ongoing stigma and politicization of HIV/AIDS may not only hamper the national goal of ending the HIV epidemic but also lead to less or no preventive care for many people.

    Section 2713 of the Affordable Care Act requires insurers to offer full coverage of preventive services endorsed by one of three federal groups: the U.S. Preventive Services Task Force, the Advisory Committee on Immunization Practices or the Health Resources and Services Administration. For example, the CARES Act, which allocated emergency funding in response to the COVID-19 pandemic, used this provision to ensure COVID-19 vaccines would be free for many Americans.

    For a preventive service to be covered by this provision, it requires an A or B rating from the Preventive Services Task Force, an independent body of experts trained in research methods, statistics and medicine that evaluates the rigor and quality of available scientific evidence, with support from the Agency for Healthcare Research and Quality. Vaccinations require a recommendation from the Advisory Committee on Immunization Practices of the Centers for Disease Control and Prevention, while women’s health services require approval from the Health Resources and Services Administration.

    PrEP received an A rating in June 2019, given its near 100% effectiveness. This paved the way for it to be covered at no cost for millions of people.

    PrEP is a key tool to helping the U.S. reach its goal of substantially reducing new HIV infections by 2030.
    AP Photo/Pablo Martinez Monsivais

    Over 150 million Americans with private health insurance are able to benefit from free preventive care through the Affordable Care Act, with around 60% using at least one free preventive service each year.

    The consequences of losing these benefits would likely be an increase in the number of people getting and dying from preventable diseases. Raising the cost barrier for PrEP, for example, would disproportionately harm younger patients, people of color and those with lower incomes. It will also increase the cost of HIV prevention.

    As public health researchers who study sexual health and health insurance, we believe that prevention and health equity in the U.S. stand to take a big step backward, depending on the outcome of the Braidwood case.

    Future of preventive care lies with Supreme Court

    The most recent ruling in Braidwood – made by a lower court in 2023 – focuses on the appointments clause of the U.S. Constitution, which specifies that certain governmental positions require presidential appointment and Senate confirmation, while other positions have a lower bar.

    District Judge Reed O’Connor ruled that because the Preventive Services Task Force is an independent volunteer panel and not made up of officers of the U.S. government, it does not have appropriate authority to make decisions about what preventive care should be free, unlike the Advisory Committee on Immunization Practices or Health Resources and Services Administration. O’Connor also ruled that being forced to cover PrEP violated the religious freedom of the plaintiffs.

    O’Connor invalidated all of the task force’s recommendations since the Affordable Care Act was passed in March 2010, returning the power to insurers and employers to decide which, if any, preventive care would remain free to their patients. A few of the recommendations affected by his ruling besides PrEP include blood pressure, diabetes, lung and skin cancer screenings, along with medications to lower cholesterol and reduce breast cancer risk.

    The Trump administration filed a brief continuing the argument from the Biden administration that because the Preventive Services Task Force is overseen by the secretary of Health and Human Services, there is appropriate oversight of the task force and its decision-making by a Senate-confirmed officer. Oral arguments in the case are scheduled for April 21, 2025.

    The Affordable Care Act has faced many legal challenges over the years.
    AP Photo/Alex Brandon

    Insurance contracts are typically defined by calendar year, so if the Supreme Court rules against the government, people would likely see changes starting in 2026. Importantly, these services will likely still need to be covered by health insurance plans as essential health benefits through a separate provision of the ACA − they just won’t be free anymore.

    There were concerns that the Supreme Court could take the ruling even further, endangering the free coverage of contraception and other preventive care that wasn’t covered by the lower court ruling. The Trump administration’s support for the case may make this less likely by leaning into the authority of Robert F. Kennedy Jr. as secretary to support or override recommendations made by the Preventive Services Task Force and the other bodies.

    However, this could also mean the secretary of HHS can more directly control the task force’s recommendations, potentially determining whether PrEP, contraception and other services are available at no cost to patients. Building more political authority into the process − as well as partisan differences in support for LGBTQ+ health − belies the original intent of having nonpartisan medical experts make decisions about preventive care coverage. Legal experts we have spoken to caution that this approach may be more about preserving powers for the executive branch rather than actually protecting preventive care.

    All of this is happening in the context of massive layoffs at HHS. The Agency for Healthcare Research and Quality, which supports the Preventive Services Task Force, was not spared from the recent cuts. It is unclear how all of this will affect the task force’s ability to continue its work, separate from the outcome of Braidwood.

    One way or another, the end to this yearslong case is nearing, with important implications for America’s ability to reach its goals in fighting cancer, diabetes and the HIV epidemic.

    Portions of this article originally appeared in previous articles published on Sept. 7, 2021, Dec. 1, 2021, Sept. 13, 2022, and April 7, 2023.

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

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

    ref. Preventive care may no longer be free in 2026 because of HIV stigma − unless the Trump administration successfully defends the ACA – https://theconversation.com/preventive-care-may-no-longer-be-free-in-2026-because-of-hiv-stigma-unless-the-trump-administration-successfully-defends-the-aca-250011

    MIL OSI – Global Reports

  • MIL-OSI Global: A need for chaos powers some Americans’ support for Elon Musk taking a chainsaw to the US government

    Source: The Conversation – USA – By Dannagal G. Young, Professor of Communication and Political Science, University of Delaware

    There’s a sizable group of Americans who agree with the phrase ‘I think society should be burned to the ground.’ Anton Petrus-Moment/Getty Images

    A video of a Las Vegas Tesla dealership that had been set on fire by anti-Elon Musk protesters was posted on March 18, 2025, by an account on X called EndWokeness.

    The next day Musk replied to the post, “Some people just want to watch the world burn,” an iconic line from the 2008 Batman film “The Dark Knight.” Alfred, the Wayne family’s faithful butler, says the line to Bruce Wayne – Batman – to describe the motivations behind the Joker’s chaotic acts of violence.

    Musk – and Alfred – was right. Some people do, in fact, say they think that society should be burned to the ground. It’s part of a psychological measure political psychologists created called “need for chaos.”

    New data from the Center for Political Communication at the University of Delaware suggests that those people – the ones who want society to burn – are the ones with more, not less, trust in Musk. They also report more trust in the Department of Government Efficiency, the government entity Musk advises, which the Trump administration claims it created to cut government waste and fraud.

    Yet, critics point out that Musk and DOGE’s seemingly indiscriminate approach to spending cuts risks damaging the infrastructure necessary for American innovation.

    This desire to watch the world burn doesn’t come out of nowhere.

    Fear of losing status

    Somewhat like the Joker, whose perpetual sense of victimhood – “You wanna know how I got these scars?” – drove his need for chaos and destruction, people can develop a need for chaos in response to a sense that they are losing.

    When political psychologists introduced this concept of “need for chaos” in 2021, they described it not as a psychological trait, but as a character adaptation that occurs when some people experience a cultural and political situation that makes them feel like they are losing status and power. For some people, this feeling triggers a desire to “burn it all down” – “it” being society, institutions, the world – maybe to rebuild it all anew, or maybe just to see it all destroyed.

    Only a small percentage of the U.S. population – less than 15% – tends to score high in need for chaos. But even so, understanding this minority is important to gaining insight into this political moment.

    For example, people who score high in need for chaos exhibit greater support for political violence and a willingness to knowingly share hostile and false information online. And in our data, those higher in need for chaos report holding more trust in Musk, DOGE and Trump than people who score lower in the need for chaos measure.

    Who wants to burn it down

    We are political psychologists who study the link between psychological traits and political beliefs. Last month, the University of Delaware’s Center for Political Communication ran a national survey that we designed to understand where the public stands on various political issues and how those beliefs relate to psychological traits, including need for chaos.

    In our national study of 1,600 Americans conducted between Feb. 27-March 5, 2025, by YouGov, we asked respondents how much they agreed or disagreed with the following statements:

    • “I fantasize about a natural disaster wiping out most of humanity such that a small group of people can start all over”

    • “I think society should be burned to the ground”

    • “We cannot fix the problems in our social institutions; we need to tear them down and start over”

    • “I need chaos around me – it is too boring if nothing is going on”

    Similar to prior work by author Kevin Arceneaux and his colleagues, our data shows that a very small number – fewer than 20% of the sample – agrees strongly or agrees somewhat with each item.

    However, looking at need for chaos among groups of varying ages, education levels and media habits, we find the highest need for chaos scores among people under age 40, those with less education, and those who pay the least attention to politics.

    Burning it down through government policy

    Our new data also shows that while people highest in need for chaos report having more trust in Musk, DOGE, and President Trump, these chaos-seeking folks report having less trust in “people in general,” journalists or the federal government. These findings hold even when statistically accounting for other factors, among them party, race, gender, education and ideology.

    Musk’s penchant for wielding chainsaws as a symbol of DOGE’s work provides some insight into why chaos seekers may like what they see in Musk.

    It’s not clear exactly what Musk’s aim is with his work at DOGE, as he eliminates the jobs of hundreds of thousands of government workers.

    What is clear, however, is that by many accounts, the mass firings and the gutting of agencies, like the U.S. Agency for International Development and the Institute for Peace, are sowing chaos. And a significant portion of Americans want just that.

    Dannagal G. Young receives funding from the Center for Political Communication Research Fund at the University of Delaware

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

    ref. A need for chaos powers some Americans’ support for Elon Musk taking a chainsaw to the US government – https://theconversation.com/a-need-for-chaos-powers-some-americans-support-for-elon-musk-taking-a-chainsaw-to-the-us-government-253420

    MIL OSI – Global Reports

  • MIL-OSI United Kingdom: London Sudan Conference: Foreign Secretary opening remarks

    Source: United Kingdom – Executive Government & Departments

    Speech

    London Sudan Conference: Foreign Secretary opening remarks

    The Foreign Secretary delivered opening remarks at the London Sudan conference.

    Two years on from this war starting, with frontlines shifting again, I fear many onlookers feel a sense of déjà vu. The country’s fraught history also means that some conclude that further conflict is effectively inevitable.

    Many have given up on Sudan. That is wrong. It’s morally wrong when we see so many civilians beheaded, infants as young as one subjected to sexual violence, more people facing famine than anywhere else in the world.

    We simply cannot look away. And as I speak, civilians and aid workers in El Fasher and Zamzam IDP camp are facing unimaginable violence.

    With over four million refugees having fled the country, and instability spreading far beyond Sudan’s border, it’s also strategically wrong to forget Sudan. And that’s why, as Foreign Secretary, I refused to turn away. I felt a duty to confront this war’s horrors head on.

    I have been to the Sudanese border and met with survivors. I have called out attacks on civilians and humanitarian workers in the United Nations.

    And I have doubled our aid to Sudan, and today I am announcing a further £120 million worth of support. But the biggest obstacle is not a lack of funding or texts at the United Nations, it’s lack of political will.

    Very simply, we have got to persuade the warring parties to protect civilians, to let aid in and across the country and to put peace first.

    And so we do need patient diplomacy. Bringing together this group today, focusing of course on the areas where we agree and building out from there is very very important today, indeed. Today’s goal is then to do just that. We all want to see Sudan’s sovereignty and territorial integrity upheld.

    We all want to see a united state, with functioning institutions. We all want to see Sudan’s civilians protected, and the millions of displaced people able to return to their homes.

    This is a strong basis to agree the steps needed then to relieve suffering and to end this awful war. I hope across our three sessions, we can agree a set of principles for our future diplomatic engagement.

    When I met with Sudanese refugees in Chad I was frankly humbled by their resilience.  In the face of unimaginable trauma, they had not given up on their country or the communities around them.

    For their sake, we cannot resign ourselves to inevitable conflict. We cannot be back here one year from now, having the same discussion. So today, let’s show them and the world we have not given up on them. We have not given up on Sudan.

    I am hugely grateful for the support from the African Union, and to my colleagues from France, Germany and the EU in supporting the shared endeavour.

    Updates to this page

    Published 15 April 2025

    MIL OSI United Kingdom

  • MIL-OSI Russia: Sobyanin told how social coordinators help hospital patients

    Translartion. Region: Russians Fedetion –

    Source: Moscow Government – Government of Moscow –

    Contact relatives, help restore documents and accompany them when they are discharged: over 3.5 years, social coordinators and psychologists have helped 150 thousand city residents. Sergei Sobyanin reported this in on your telegram channel.

    “Right now, all hospitals in the city are working

    social coordinators. Since the project was launched, they have resolved 350,000 non-medical issues. Almost a third concerns psychological support. Specialists help cope with anxiety, tune in to treatment, restore strength and motivation. Social coordinators do the most important work: they surround patients with care, help maintain emotional balance and confidence, which are so necessary on the path to recovery,” the Mayor of Moscow wrote.

    Source: Sergei Sobyanin’s Telegram channel @Mos_Sobyanin 

    Since 2022, all adult and children’s city clinics have been providing the necessary social assistance. You don’t need to write any applications for this – just contact one of the 120 social coordinators and 40 psychologists working in Moscow hospitals.

    The specialist will clarify the patient’s needs, study their life circumstances, develop an individual assistance route and offer solutions in the event of a crisis. It is social coordinators who now contact relatives if the patient cannot call themselves, and deal with more complex cases, such as assistance in restoring lost documents.

    The most important task of the coordinators is to take care of the solution of the patient’s social problems that arise after discharge from the hospital in advance. At the same time, if a person is urgently taken to the hospital, but does not need hospitalization, social support will be provided to him if necessary.

    Thanks to social coordinators, the non-core workload of doctors and mid-level medical personnel is significantly reduced. They can devote more time and attention to their main functions – treating patients.

    Moscow’s advanced experience is also being used in other Russian cities, such as Lipetsk and Khabarovsk. Tyumen Oblast plans to join the project in the near future.

    Psychological help

    Almost a third of non-medical services provided to patients in Moscow hospitals are psychological consultations (more than 100 thousand in 3.5 years). Specialists help patients cope with emotions and experiences, prepare for treatment and mobilize additional resources for recovery.

    For those who have encountered an oncological disease, the staff of the Moscow Oncopsychologist Service, formed in 2023, conduct consultations and organize support groups. In such cases, it is important to carry out treatment as quickly as possible. However, fears, uncertainty and doubts often prevent making the right decision. It is difficult for a patient to share his inner experiences with loved ones because he protects their feelings – and then oncopsychologists come to the rescue. Today, 17 specialized specialists work in Moscow outpatient oncology care centers.

    Psychologists support patients and their loved ones at all stages of treatment. You can seek an in-person consultation without an appointment. In addition, a remote format is available – a special platform for online consultations via video link “Psychology for Life”. Since the start of the project, oncopsychologists have conducted over 18 thousand offline and online consultations.

    For cancer patients and their loved ones, there is a support group called “Equal to Equal”, where, during a confidential conversation, you can discuss your fears and worries not only with an oncopsychologist, but also with people who have already gone through a similar path and overcome the disease. At the end of 2024, the group also launched an online format. During the project’s implementation, 330 groups were organized, which were joined by more than 1.2 thousand people.

    At the end of February 2025, the EMIAS.INFO mobile application introduced the ability to leave a request for psychological assistance by phone. Oncopsychologists contact the patient, provide support and, if necessary, refer them to an in-person or remote appointment or enroll them in a support group. Over 420 requests were received in March.

    “Sometimes after discharge, a person may need special care. For Muscovites who independently care for their loved ones, there is a free project called “School of Relative Care”. The school’s specialists not only teach professional skills, but also provide further support at home,” Sergei Sobyanin said in

    on your telegram channel.

    Source: Sergei Sobyanin’s Telegram channel @Mos_Sobyanin 

    Accompanying patients over 65 years of age

    In November last year, a new service was launched in Moscow — support for patients over 65 years old when they are discharged from hospital. Social coordinators help them collect their personal belongings, contact relatives or a social worker if necessary, and call a taxi.

    If a person is alone and has no one to take care of him, specialists help arrange social services at home. Already in the hospital, coordinators hand over needy patients to Moscow social workers, who from that moment on begin to care for their health and well-being. This seamless approach makes the process of discharging patients over 65 from the hospital as comfortable and safe as possible. More than 37 thousand senior Muscovites have already used the new service.

    How do social coordinators work?

    An 88-year-old Muscovite was admitted to the I.V. Davydovsky City Clinical Hospital No. 23 after losing consciousness in a grocery store. She was taken by ambulance and was very nervous when she arrived at the hospital. In a conversation with the social coordinator, the elderly woman shared that she lives alone and has no relatives, so she is worried about how she will be discharged and how she will carry heavy bags of groceries.

    With the patient’s consent, while she was undergoing treatment in the hospital, specialists helped with the arrangement of social services at home. After recovery, the woman was not only accompanied when she was discharged, but also informed the social worker in advance when she needed to be met and taken home. Thanks to the social coordinators, the elderly Muscovite has an assistant who now takes care of her and helps with her everyday life.

    Peace of mind for patients is not only the absence of stress, but also good emotions during inpatient treatment. Social coordinators provide care to patients every day. For example, during her stay at the Moscow Multidisciplinary Clinical Center “Kommunarka”, one of the patients turned 95 years old. Her condition did not allow her to receive visitors, so the specialists decided to improvise – they organized a video call with relatives. The birthday girl was congratulated by her entire family, the woman did not hide her joy, and her health improved significantly as a result.

    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/12621050/

    MIL OSI Russia News

  • MIL-OSI Asia-Pac: ‘We are open to travellers’

    Source: Hong Kong Information Services

    Chief Executive John Lee

    Welcome to Hong Kong, and to the 2025 World Tourism Cities Federation Hong Kong Fragrant Hills Tourism Summit.

    Fragrant Hills, as you would all know, is a scenic area in Beijing, where the World Tourism Cities Federation is headquartered. “Fragrant hills” also makes me think of Hong Kong as a “fragrant harbour” – the Chinese name of Hong Kong can literally be translated as “fragrant harbour”.

    “Fragrant”, let me add, because of Hong Kong’s redolent history as a major trader for incense, particularly agarwood incense and the wood’s varied byproducts.

    Over the centuries, the sweet aroma of agarwood, of incense, drifted from harbour to city – and all around the world. From incense and fragrance, to merchandise and capital, Hong Kong has always been a bridge between cultures, cities and continents, bringing out the best of our products on the global arena.

    Today, Hong Kong remains a major global trading centre, a centre of free trade. That’s thanks, too, to the Hong Kong Port in our harbour, to the Hong Kong International Airport, and to our varied and seamless transport links to China, our country.

    These seamless links, and our singular status as the city where East has long met West, are not going to change. In a world beset by trade woes and geopolitical crises, Hong Kong is determined to continue its dedication to free and open trade.

    That has also led us to become one of the world’s greatest centres for tourism. So it is an honour that the World Tourism Cities Federation has chosen Hong Kong for this year’s Fragrant Hills Tourism Summit. The federation, after all, is the world’s first international tourism organisation to focus its mission and mandate on cities.

    Not surprising, then, that this summit welcomes city mayors, vice mayors and other city officials and delegations from over 40 cities from the Mainland and around the world. Together, we embody the spirit of collaboration beyond geographical boundaries. Together, we unite for the future of tourism.

    HK as a brand

    The theme of this year’s summit, “Innovate City Branding to Elevate Tourism Excellence”, gives us a good start to discuss how our cities could, through collaboration, achieve high-quality development in tourism and more.

    For Hong Kong, long an international metropolis, one key development opportunity certainly comes from the Guangdong-Hong Kong-Macao Greater Bay Area.

    This cluster city development brings together Hong Kong, Macau and nine southern cities in the Guangdong province, and boasts a population of over 86 million. It also has a combined GDP (Gross Domestic Product) that rivals that of the world’s 10th largest economy.

    What it means is a consumer market, and source of tourists, that is over 10 times as large as our own city. What it also means, with our country’s facilitation measures for travellers, is that visitors who choose to visit this part of the world have many more cities to add to their itinerary. We are fast developing in multi-destination tourism for an interconnected world. From a six-day visa for visitors in tour groups led by a Hong Kong travel agent, to the visa-free policy for cruise ship travellers along the country’s coastline.

    That said, you can well begin in Hong Kong, where there’s something happening everywhere you look – and at our Victoria Harbour. You need only to see for yourself how open, welcoming and endlessly amazing our city is, to a world of tourism – to you.

    Start with Victoria Harbour, and enjoy the refreshing views with our skyline and green hills rising from both sides of the harbour. And do take the Star Ferry. For more than a century, it’s been one of the world’s most unforgettable harbour passages. Leisure travel, timeless memories – in Hong Kong – and for well under US$1 a trip. It’s really good value for money.

    Hong Kong, after all, is the world’s mega event city. Last week, UK band Coldplay performed four sold-out concerts at our brand-new, state-of-the-art Kai Tak Sports Park. And through next Monday, it’s the 49th Hong Kong International Film Festival.

    Art lovers will want to catch the exhibition “Picasso for Asia: a Conversation”, at M+ museum, in the West Kowloon Cultural District – one of the world’s largest cultural developments. More than 60 masterpieces by Picasso are shown alongside artworks by Asian artists. Also there, is the Hong Kong Palace Museum, which is now showcasing an exhibition that brings together treasures from Beijing’s Forbidden City and the Palace of Versailles in Paris.

    Yes, ladies and gentlemen, Hong Kong is where cultures meet and thrive, where creativity is well and alive. And you can also count on hills and sea coasts alive with fabulous hiking, and biking trails. After all, country parks make up some 40% of Hong Kong’s total land area.

    And when you’re all hiked and biked out, settle into one of our nearly 80 Michelin-starred restaurants, do yum cha (tea and food) with half of Hong Kong, then toast your good fortune at a local brew pub, or get cozy with milk tea at a classic dai pai dong, our traditional cooked food stalls. And don’t leave Hong Kong without a sky-high cocktail, or two, at hotel and city lounges rising from either side of Victoria Harbour. From dim sum dreams to boozy nights, our food paradise glows with true delights.

    Ladies and gentlemen, I’m sure this year’s Fragrant Hills will bring about global thrills. My thanks to the World Tourism Cities Federation, and this Hong Kong Summit. I’m confident we’ll find a well-spring of innovative and inspiring ways to work together, to reimagine travel for this 21st Century packed with promise for global tourism – and for each and every one of our proud and magnificent cities.

    Chief Executive John Lee gave these remarks at the 2025 World Tourism Cities Federation Hong Kong Fragrant Hills Tourism Summit on April 15.

    MIL OSI Asia Pacific News

  • MIL-OSI Security: Buscado por el FBI: Estudiantes de secundaria para la Academia de Verano para Adolescentes del FBI 2025

    Source: Federal Bureau of Investigation (FBI) State Crime Alerts (c)

    EL PASO, TX—La Oficina de Campo del FBI en El Paso invita a todos los estudiantes interesados de 9º a 12º grado inscritos en escuelas secundarias acreditadas (públicas, privadas o de educación en el hogar) en El Paso a solicitar asistir al FBI El Paso Teen Academy (la Academia de Adolescentes del FBI en El Paso), que se llevará a cabo en 660 S. Mesa Hills. La academia se llevará a cabo de 8:30 a.m. a 4:00 p.m. Solo los martes, y de 8:30 a.m. a 12:00 p.m. De miércoles a viernes.

    “Participar en la Academia de Adolescentes del FBI en El Paso es una oportunidad emocionante y única para los estudiantes apasionados por marcar la diferencia en sus comunidades y en nuestra nación,” dijo John Morales, Agente Especial a Cargo del FBI en El Paso. “Como futuros líderes y agentes de cambio, los adolescentes de hoy tienen una oportunidad increíble y de primera mano de adentrarse en el mundo del FBI y explorar cómo pueden ser parte de algo más grande: proteger a los estadounidenses y defender la Constitución de los Estados Unidos. Esta experiencia inmersiva no solo presenta a los estudiantes trayectorias profesionales multidisciplinarias del mundo real en la aplicación de la ley federal, sino que también los inspira a desarrollar liderazgo, integridad y un fuerte sentido del deber cívico. Si te impulsa un propósito más grande que tú mismo, un deseo ardiente de proteger a tu comunidad y sientes curiosidad por saber cómo el FBI sirve a nuestra nación, la Academia para Adolescentes es tu primer paso hacia un futuro impactante y gratificante.”

    La Academia de Adolescentes del FBI ofrece una oportunidad para que los estudiantes de secundaria echen un vistazo detrás de escena del FBI. Al finalizar Teen Academy, los estudiantes de secundaria tendrán una mayor comprensión de la misión del FBI y cómo servimos a nuestros ciudadanos, comunidad y nación. Durante la academia, los estudiantes tendrán la oportunidad de aprender cómo se recopilan las pruebas en las escenas del crimen; descubra cómo el SWAT del FBI ejecuta los arrestos; aprenderán sobre terrorismo, derechos civiles, delitos contra niños y programas cibernéticos; así como las oportunidades y requisitos laborales. Los estudiantes aprenderán de agentes especiales, analistas de inteligencia, especialistas en idiomas y personal profesional sobre tácticas de investigación que incluyen la recopilación de pruebas, entrevistas a testigos y asistencia en los casos.

    El FBI no contrata solo a personas con experiencia en justicia penal, por lo tanto, se alienta a cualquier estudiante con interés en el FBI y lo que hacemos a postularse. Todos los estudiantes serán evaluados en función de su solicitud (actividades escolares y participación comunitaria) y un ensayo para determinar a qué estudiantes se les ofrecerá un asiento en la clase. Ninguno de los elementos anteriores será la única base de la evaluación de una solicitud, y el proceso de solicitud debe ser tomado en serio por todos los solicitantes.

    La solicitud, el formulario de autorización y un ensayo de respaldo deben ser recibidos por la Oficina de Campo del FBI en El Paso antes de las 5 p.m. 16 de mayo de 2025. Las solicitudes se presentarán a: FBI_EP_TeenAcademy@fbi.govFBI_EP_TeenAcademy@fbi.gov. No se aceptarán solicitudes incompletas y tardías. Notificaremos a los estudiantes sobre el estado de su solicitud por correo electrónico a más tardar el viernes 30 de mayo de 2025. La aplicación y más información se pueden encontrar aquí: FBI.gov/EPOutreach

    MIL Security OSI

  • MIL-OSI: Cyabra Announces Record 2024 Financial Performance, Doubling Revenue and Strengthening Gross Margins

    Source: GlobeNewswire (MIL-OSI)

    New York, NY, April 15, 2025 (GLOBE NEWSWIRE) — Cyabra Strategy Ltd. (“Cyabra”), a leading AI platform for real-time disinformation detection, today announced its financial results for the fiscal year 2024, showcasing exceptional growth and strengthened gross margins. The company’s revenue surged from $1.9 million in 2023 to $4.2 million in 2024, marking a 116% year-over-year increase. Additionally, Cyabra significantly improved its gross margins, rising from 69% in 2023 to 81% in 2024, reflecting enhanced operational efficiency and strong demand for its cutting-edge technology solutions.

    “This past year has been transformative for Cyabra, as our capabilities continue to set the standard in the fight against disinformation,” said Dan Brahmy, CEO and Co-Founder of Cyabra. “Our strong revenue growth and gross margin expansion demonstrate the increasing reliance of enterprises and governments on our technology to navigate the evolving digital landscape.”

    The company’s robust performance in 2024 was driven by increased demand from both public and private sector clients, as organizations increasingly recognize the need to identify the sources of harmful narratives and inauthentic online activity.

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

    FINANCIAL RESULTS

    • Revenues for the year ended December 31, 2024, were approximately $4,155 thousand, reflecting an increase of 116% compared to $1,922 thousand for the year ended December 31, 2023. The growth in revenues was primarily due to an expansion in the customer base, with approximately 50% of 2024 revenues coming from new customers acquired during the year.
    • Cost of revenues for 2024 was approximately $782 thousand, marking an increase of 30% from $603 thousand in 2023. This increase was primarily driven by a higher level of commercial activity.
    • Research and development expenses for 2024 were approximately $4,653 thousand, an increase of 30% compared to $3,593 thousand in 2023, largely due to expanded payroll and personnel investments in Cyabra’s R&D team.
    • Sales and marketing expenses for 2024 reached approximately $3,316 thousand, reflecting an increase of 21% from $2,738 thousand in 2023. This was primarily due to an increase in headcount and related expenses in sales and marketing teams.
    • General and administrative expenses for 2024 were approximately $4,602 thousand, an increase of 395% compared to $929 thousand in 2023. The increase was mainly attributed to higher professional services costs associated with the business combination with Trailblazer, along with increased payroll and related expenses.
    • Finance expenses for 2024 were approximately $6,398 thousand, an increase of 959% compared to $604 thousand in 2023. The increase was mainly due to increased expenses related to the revaluation of financial liabilities measured at fair value.
    • Total loss for 2024 amounted to approximately $15,610 thousand, reflecting an increase of 138% from $6,550 thousand in 2023, primarily driven by the factors described above.

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

    For more information, visit www.cyabra.com

    Media Contact:
    Jill Burkes
    Jill@cyabra.com
    Signal Contact: Jillabra.24

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

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

     
    Consolidated Balance Sheets as of December 31, U.S. dollars in thousands (except share data)
           
        2024
      2023
    Assets          
    Current assets          
    Cash and cash equivalents   927     520  
    Restricted cash   19     6  
    Accounts receivable   113     70  
    Other current assets   194     108  
    Total current assets   1,253     704  
               
    Non-Current Assets          
    Operating right-of-use asset   551     41  
    Property and equipment, net   143     98  
    Total non-current assets   694     139  
    Total Assets   1,947     843  
               
    Liabilities, Redeemable Convertible Preferred Shares and Capital Deficiency          
    Current liabilities          
    Trade accounts payable   1,084     141  
    Current maturities of long-term loans   1,175     1,179  
    Operating lease liability   190     40  
    Deferred revenues   2,423     1,473  
    Employees and related   983     675  
    Other current liabilities   684     321  
    Convertible notes   11,649      
    Total current liabilities   18,188     3,829  
               
    Non-Current Liabilities          
    Long-term loans   198     1,376  
    Operating lease liability   389      
    Long-term deferred revenues   362     154  
    Liability for future equity (SAFE)   1,206      
    Liability with respect to warrants   244     93  
    Total non-current liabilities   2,399     1,623  
    Total liabilities   20,587     5,452  
               
    Commitments and contingent liabilities          
               
    Redeemable Convertible Preferred Shares:          
    Redeemable Preferred A and A-1 shares, NIS 0.01 par value: 607,373 shares authorized as of December 31, 2024 and 2023, 515,186 issued and outstanding as of December 31, 2024 and 2023 Aggregate liquidation preference of $6,838 and $6,511 as of December 31, 2024 and 2023, respectively; Redeemable Preferred A-2 and A-3 shares, NIS 0.01 par value: 596,056 shares authorized as of December 31, 2024 and 2023, and 388,739 issued and outstanding as of December 31, 2024 and 2023, respectively Aggregate liquidation preference of $6,242 and $5,944 as of December 31, 2024 and 2023, respectively.   11,780     11,780  
               
    Capital Deficiency:          
    Ordinary shares, NIS 0.01 par value: 8,796,571 shares authorized as of December 31, 2024 and 2023, and 651,571 and 628,801 issued and outstanding as of December 31, 2024 and 2023, respectively.   2     2  
    Additional paid in capital   4,132     2,553  
    Accumulated deficit   (34,554 )   (18,944 )
    Total capital deficiency   (30,420 )   (16,389 )
    Total liabilities, redeemable convertible preferred shares and capital deficiency   1,947     843  
                 
     
    Consolidated Statements of Operations for the year ended December 31,U.S. dollars in thousands (except per share data)
                 
        2024     2023  
    Revenues   4,155     1,922  
    Cost of revenues   782     603  
    Gross profit   3,373     1,319  
               
    Operating costs and expenses          
    Research and development expenses   4,653     3,593  
    Sales and marketing expenses   3,316     2,738  
    General and administrative expenses   4,602     929  
    Total operating loss   9,198     5,941  
               
    Finance expenses, net   6,398     604  
    Loss before taxes on income   15,596     6,545  
    Taxes on income   14     5  
    Net loss for the year   15,610     6,550  
               
    Loss per share attributable to ordinary shareholders          
    Basic and diluted loss per share   (21.62 )   (10.29 )
               
    Weighted average number of ordinary shares outstanding used in computation of basic and diluted loss per share   748,188     680,182  
               

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

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

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

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

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

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

    The MIL Network

  • MIL-OSI: Eos Energy and Frontier Power Announce 5 GWh Memorandum of Understanding to Advance Long-Duration Energy Storage in the United Kingdom

    Source: GlobeNewswire (MIL-OSI)

    EDISON, N.J. and WARWICKSHIRE, United Kingdom, April 15, 2025 (GLOBE NEWSWIRE) — Eos Energy Enterprises, Inc. (NASDAQ: EOSE) (“Eos” or the “Company”), America’s leading innovator in designing, manufacturing, and providing zinc-based long duration energy storage systems sourced and manufactured in the United States, today announced it has signed a memorandum of understanding with Frontier Power Ltd. (“Frontier”), a UK-based energy developer, for a 5 GWh energy storage framework agreement. The agreement marks Eos’ entrance into a new international market and supports Frontier’s plans to submit multiple bids utilizing Eos’ Znyth™ battery technology in the first application window of Ofgem’s new long-duration energy storage (LDES) cap and floor scheme.

    “We are proud to partner with Frontier Power, a respected leader in UK energy development, to bring Eos’ safe and recyclable storage technology to a new market,” said Justin Vagnozzi, Senior Vice President of Global Sales at Eos Energy Enterprises. “The novel cap and floor scheme incentivizes investments in long-duration storage technologies that are critical for grid stability and renewable integration. Our participation in this scheme with an established global supply partner like Frontier furthers our commitment to scale our operations, expand our market reach and encourage the adoption of alternative technologies for the energy storage market.”

    Under the agreement, Eos and Frontier will also look to expand the collaboration globally to new international markets. This partnership also opens the door to developing local manufacturing in the UK. Should significant LDES project volumes materialize using Eos technology, it could incentivize the establishment of manufacturing operations in the UK, supporting domestic supply chains and job creation.

    “Our supply chain strategy was designed to be transportable,” said Joe Mastrangelo, Eos Chief Executive Officer. “We can co-locate manufacturing capacity near customer demand and not only provide innovative energy storage, but sustainable jobs in regions that have demand for our technology. As that demand grows, both domestically and internationally, we’ll expand our manufacturing footprint, and we’re excited to partner with Frontier to execute on that vision in the UK market and beyond.”

    “This agreement reflects Frontier Power’s commitment to driving innovation in clean energy while fostering international collaboration,” said Humza Malik, Frontier Power Chief Executive Officer. “By working with Eos, we are advancing our portfolio of long-duration storage projects and strengthening trade relations between the US and UK. The prospect of local manufacturing in the UK could further boost economic growth and job creation.”

    The UK’s cap and floor scheme, administered by Ofgem and the Department for Energy Security and Net Zero, is designed to provide long-term revenue certainty for innovative energy storage technologies and help incentivize investment in alternative technologies to lithium-ion in the UK market. Eos’ eight-hour technology is well suited for the program, which supports the UK’s broader goals of achieving grid stability and enables higher levels of renewable integration.

    This agreement will be incremental to Eos’ pipeline numbers as of March 31, 2025 when the Company reports first quarter 2025 results.

    About Eos Energy Enterprises

    Eos Energy Enterprises, Inc. is accelerating the shift to American energy independence with positively ingenious solutions that transform how the world stores power. Our breakthrough Znyth™ aqueous zinc battery was designed to overcome the limitations of conventional lithium-ion technology. It is safe, scalable, efficient, sustainable, manufactured in the U.S., and the core of our innovative systems that today provides utility, industrial, and commercial customers with a proven, reliable energy storage alternative for 3 to 12-hour applications. Eos was founded in 2008 and is headquartered in Edison, New Jersey. For more information about Eos (NASDAQ: EOSE), visit eose.com.

    About Frontier Power

    Founded in 2009, Frontier Power is a leading developer of innovative energy solutions with expertise spanning electricity interconnectors, offshore wind transmission, offshore wind generation and energy storage. With over £30 billion in combined investment experience in the team, Frontier Power is at the forefront of driving clean energy transitions globally. 

     

    Forward Looking Statements

    Except for the historical information contained herein, the matters set forth in this press release are forward-looking statements within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include, but are not limited to, statements regarding our expected revenue, for the fiscal years December 31, 2025, our path to profitability and strategic outlook, statements regarding orders backlog and opportunity pipeline, statements regarding our expectation that we can continue to increase product volume on our state-of-the-art manufacturing line, statements regarding our future expansion and its impact on our ability to scale up operations, statements regarding our expectation that we can continue to strengthen our overall supply chain, statements regarding our expectation that our new comprehensive insurance program will provide increased operational and economic certainty, statements that refer to the delayed draw term loan with Cerberus, milestones thereunder and the anticipated use of proceeds, statements that refer to outlook, projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intends,” “may,” “might,” “plan,” “possible,” “potential,” “predict,” “project,” “should,” “would” and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements are based on our management’s beliefs, as well as assumptions made by, and the information currently available to, them. Because such statements are based on expectations as to future financial and operating results and are not statements of fact, actual results may differ materially from those projected.

    Factors which may cause actual results to differ materially from current expectations include, but are not limited to: changes adversely affecting the business in which we are engaged; our ability to forecast trends accurately; our ability to generate cash, service indebtedness and incur additional indebtedness; our ability to achieve the operational milestones on the delayed draw term loan; our ability to raise financing in the future; risks associated with the credit agreement with Cerberus, including risks of default, dilution of outstanding Common Stock, consequences for failure to meet milestones and contractual lockup of shares; our customers’ ability to secure project financing; the amount of final tax credits available to our customers or to Eos pursuant to the Inflation Reduction Act; the timing and availability of future funding under the Department of Energy Loan Facility; our ability to continue to develop efficient manufacturing processes to scale and to forecast related costs and efficiencies accurately; fluctuations in our revenue and operating results; competition from existing or new competitors; our ability to convert firm order backlog and pipeline to revenue; risks associated with security breaches in our information technology systems; risks related to legal proceedings or claims; risks associated with evolving energy policies in the United States and other countries and the potential costs of regulatory compliance; risks associated with changes to the U.S. trade environment; our ability to maintain the listing of our shares of common stock on NASDAQ; our ability to grow our business and manage growth profitably, maintain relationships with customers and suppliers and retain our management and key employees; risks related to the adverse changes in general economic conditions, including inflationary pressures and increased interest rates; risk from supply chain disruptions and other impacts of geopolitical conflict; changes in applicable laws or regulations; the possibility that Eos may be adversely affected by other economic, business, and/or competitive factors; other factors beyond our control; risks related to adverse changes in general economic conditions; and other risks and uncertainties.

    The forward-looking statements contained in this press release are also subject to additional risks, uncertainties, and factors, including those more fully described in the Company’s most recent filings with the Securities and Exchange Commission, including the Company’s most recent Annual Report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. Further information on potential risks that could affect actual results will be included in the subsequent periodic and current reports and other filings that the Company makes with the Securities and Exchange Commission from time to time. Moreover, the Company operates in a very competitive and rapidly changing environment, and new risks and uncertainties may emerge that could have an impact on the forward-looking statements contained in this press release.

    Forward-looking statements speak only as of the date they are made. Readers are cautioned not to put undue reliance on forward-looking statements, and, except as required by law, the Company assumes no obligation and does not intend to update or revise these forward-looking statements, whether as a result of new information, future events, or otherwise.

    The MIL Network

  • MIL-OSI: High Wire Networks – Overwatch Launches Risk-as-a-Service Offering to Help Organizations Stay Ahead of Emerging Cyber Threats

    Source: GlobeNewswire (MIL-OSI)

    BATAVIA, Ill., April 15, 2025 (GLOBE NEWSWIRE) — High Wire Networks, Inc. (OTCQB: HWNI), a leader in managed cybersecurity services, today announced the launch of Risk-as-a-Service (RaaS), a new professional service offering from its Overwatch cybersecurity division, designed to help organizations continuously identify, analyze, and mitigate cybersecurity risks.

    Unlike one-time assessments, Overwatch’s RaaS is a comprehensive, ongoing program that empowers mid-market and enterprise customers to manage risk proactively. The new service combines ongoing threat detection, regulatory compliance monitoring, and expert-led incident response planning, backed by real-time analytics, to strengthen organizations’ cyber resilience without needing a large in-house team.

    “Security is not just about risk mitigation and elimination of risk; it’s about prioritization.  Businesses don’t have infinite resources and need to quickly and efficiently figure out which actions deliver maximum value for the effort.  Our RaaS offering provides our customers a way to make such decisions quickly and efficiently,” said Kim Jones, High Wire – Overwatch CISO.

    The Overwatch RaaS Platform Includes:

    • Risk Baseline Assessments: Evaluate current security posture and identify the most critical vulnerabilities.
    • Real-Time Threat Detection & Alerting: Stay ahead of adversaries with always-on threat monitoring.
    • Regulatory Compliance Monitoring: Automate compliance tracking across HIPAA, GDPR, and CMMC standards.
    • Incident Response Planning & Support: Be prepared with tailored plans and expert guidance during a security event.
    • Analytics & Reporting Dashboards: Gain visibility into evolving risks and performance against key metrics.
    • Ongoing Risk Posture Monitoring: Ensure continuous improvement with recurring analysis and risk insights.

    “Our Risk-as-a-Service model isn’t just about delivering another report—it’s about delivering ongoing insight, action, and results,” said Ed Vasko, High Wire – Overwatch CEO. “This is a smarter way to scale risk management in today’s threat environment, especially for businesses without the resources to build a full internal risk and compliance team.”

    RaaS is ideal for small to mid-sized enterprises, government agencies, and large organizations looking to augment their existing programs with continuous protection and expert oversight. Real-world applications include healthcare providers using RaaS to streamline HIPAA compliance or manufacturers maintaining CMMC alignment while managing complex threat landscapes.

    By leveraging best-in-class tools and partnerships, Overwatch RaaS delivers cost-effective, scalable risk intelligence, empowering customers to make smarter decisions and reduce exposure across the enterprise.

    About High Wire Networks
    High Wire Networks, Inc. (OTCQB: HWNI) is a fast-growing, award-winning global provider of managed cybersecurity. Through over 200 channel partners, it delivers trusted managed services for more than 1,100 managed security customers worldwide. End customers include Fortune 500 companies and many of the nation’s largest government agencies. Its U.S.-based 24/7 Network Operations Center and Security Operations Center is located in Chicago, Illinois.

    High Wire was ranked by Frost & Sullivan as a Top 15 Managed Security Service Provider in the Americas for 2024. It was also named to CRN’s MSP 500 and Elite 150 lists of the nation’s top IT managed service providers for 2023 and 2024.

    Learn more at HighWireNetworks.com. Follow the company on X, view its extensive video series on YouTube or connect on LinkedIn.

    Forward-Looking Statements
    The above news release contains forward-looking statements. The statements contained in this document that are not statements of historical fact, including but not limited to, statements identified by the use of terms such as “anticipate,” “appear,” “believe,” “could,” “estimate,” “expect,” “hope,” “indicate,” “intend,” “likely,” “may,” “might,” “plan,” “potential,” “project,” “seek,” “should,” “will,” “would,” and other variations or negative expressions of these terms, including statements related to expected market trends and the Company’s performance, are all “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 and involve a number of risks and uncertainties. These statements are based on assumptions that management believes are reasonable based on currently available information, and include statements regarding the intent, belief or current expectations of the Company and its management. Prospective investors are cautioned that any such forward-looking statements are not guarantees of future performances and are subject to a wide range of external factors, uncertainties, business risks, and other risks identified in filings made by the company with the Securities and Exchange Commission. Actual results may differ materially from those indicated by such forward-looking statements. The Company expressly disclaims any obligation or undertaking to update or revise any forward-looking statement contained herein to reflect any change in the company’s expectations with regard thereto or any change in events, conditions or circumstances upon which any statement is based except as required by applicable law and regulations.

    High Wire Networks Contact
    Mark Porter
    Chief Executive Officer
    High Wire Networks
    1+ (952) 974-4000

    Media Contact
    Lori Aleman
    Director of Marketing
    High Wire Networks
    Tel 1+ (630) 635-8477
    Lori.aleman@highwirenetworks.com

    The MIL Network

  • MIL-OSI: Ingersoll Rand Further Enhances Air Treatment Capabilities with Two Acquisitions

    Source: GlobeNewswire (MIL-OSI)

    • Execution of bolt-on acquisition strategy continues to enhance company’s durable financial profile by adding highly complementary products and capabilities focused on high-growth, sustainable end markets
    • Acquisitions will expand Ingersoll Rand’s product and technology portfolio with additional chiller and onsite gas generation offerings and support the company’s in-region for the region strategy
    • Acquisitions have a combined pre-synergy Adjusted EBITDA purchase multiple of high-single digits

    DAVIDSON, N.C., April 15, 2025 (GLOBE NEWSWIRE) — Ingersoll Rand Inc., (NYSE: IR) a global provider of mission-critical flow creation and life science and industrial solutions, has acquired G & D Chillers, Inc. (“G & D”) and Advanced Gas Technologies Inc. (“AGT”) for a combined purchase price of approximately $27 million to further grow the company’s air treatment portfolio.

    G & D, headquartered in the United States, builds premium glycol chillers to cool liquids, especially in applications requiring temperatures below freezing, like in breweries, wineries, and food processing. G & D expands Ingersoll Rand’s manufacturing, engineering, and Engineer to Order (ETO) capabilities for chillers in the North American market.

    AGT, headquartered in Ontario, Canada, is a custom designer and supplier of onsite gas generation systems serving industrial customers primarily in Canada. This acquisition adds new packaging capabilities and an established channel presence.

    G & D and AGT will both join the Industrial Technologies and Services segment (IT&S).

    “I would like to extend a warm welcome to the employees of G & D and AGT,” said Vicente Reynal, chairman and chief executive officer of Ingersoll Rand. “Both are solid businesses with strong performance and growth potential backed by great teams. Their offerings in the air treatment space will be beneficial as we continually look for ways to better serve our customers.”

    About Ingersoll Rand Inc.

    Ingersoll Rand Inc. (NYSE: IR), driven by an entrepreneurial spirit and ownership mindset, is dedicated to Making Life Better for our employees, customers, shareholders, and planet. Customers lean on us for exceptional performance and durability in mission-critical flow creation and life science and industrial solutions. Supported by over 80+ respected brands, our products and services excel in the most complex and harsh conditions. Our employees develop customers for life through their daily commitment to expertise, productivity, and efficiency. For more information, visit www.IRCO.com.

    Forward-Looking Statements
    This news release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, including statements related to Ingersoll Rand Inc.’s (the “Company” or “Ingersoll Rand”) expectations regarding the performance of its business, its financial results, its liquidity and capital resources and other non-historical statements. These forward-looking statements generally are identified by the words “believe,” “project,” “expect,” “anticipate,” “estimate,” “forecast,” “outlook,” “target,” “endeavor,” “seek,” “predict,” “intend,” “strategy,” “plan,” “may,” “could,” “should,” “will,” “would,” “will be,” “on track to” “will continue,” “will likely result,” “guidance” or the negative thereof or variations thereon or similar terminology generally intended to identify forward-looking statements. All statements other than historical facts are forward-looking statements.

    These forward-looking statements are based on Ingersoll Rand’s current expectations and are subject to risks and uncertainties, which may cause actual results to differ materially from these current expectations. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those indicated or anticipated by such forward-looking statements. The inclusion of such statements should not be regarded as a representation that such plans, estimates or expectations will be achieved. Important factors that could cause actual results to differ materially from such plans, estimates or expectations include, among others, (1) adverse impact on our operations and financial performance due to natural disaster, catastrophe, global pandemics (including COVID-19), geopolitical tensions, cyber events or other events outside of our control; (2) unexpected costs, charges or expenses resulting from completed and proposed business combinations; (3) uncertainty of the expected financial performance of the Company; (4) failure to realize the anticipated benefits of completed and proposed business combinations; (5) the ability of the Company to implement its business strategy; (6) difficulties and delays in achieving revenue and cost synergies; (7) inability of the Company to retain and hire key personnel; (8) evolving legal, regulatory and tax regimes; (9) changes in general economic and/or industry specific conditions; (10) actions by third parties, including government agencies; and (11) other risk factors detailed in Ingersoll Rand’s most recent Annual Report on Form 10-K filed with the Securities and Exchange Commission (the “SEC”), as such factors may be updated from time to time in its periodic filings with the SEC, which are available on the SEC’s website at http://www.sec.gov. The foregoing list of important factors is not exclusive.

    Any forward-looking statements speak only as of the date of this release. Ingersoll Rand undertakes no obligation to update any forward-looking statements, whether as a result of new information or development, future events or otherwise, except as required by law. Readers are cautioned not to place undue reliance on any of these forward-looking statements.

    Contacts:
    Investor Relations:
    Matthew.Fort@irco.com

    Media:
    Sara.Hassell@irco.com 

    The MIL Network

  • MIL-OSI: Kingsoft Cloud Files Annual Report on Form 20-F for Fiscal Year 2024 and Releases 2024 Environmental, Social and Governance Report

    Source: GlobeNewswire (MIL-OSI)

    BEIJING, April 15, 2025 (GLOBE NEWSWIRE) — Kingsoft Cloud Holdings Limited (“we,” “Kingsoft Cloud” or the “Company”) (NASDAQ: KC and HKEX: 3896), a leading cloud service provider in China, today announced that it filed its annual report on Form 20-F for the fiscal year ended December 31, 2024 with the Securities and Exchange Commission (“SEC”) on April 15, 2025. The annual report can be accessed on the Company’s investor relations website at http://ir.ksyun.com as well as the SEC’s website at http://www.sec.gov.

    The Company will provide hard copies of its annual report containing the audited consolidated financial statements, free of charge, to its shareholders and ADS holders upon request. Requests should be submitted to ksc-ir@kingsoft.com.

    In addition, the Company has published its 2024 Environmental, Social and Governance (ESG) Report (the “ESG Report”) to provide an in-depth review of the Company’s progress in the past year in its ESG practices, including business ethics, responsible operation, talent development, green development, sustainable supply chain, and corporate responsibility.

    We have improved our ESG practices, including but not limited to:

    • The Company Legal team was honored as the 2024 China Top 15 New Technology In-House Teams from the Asian Legal Business (ALB) of Thomson Reuters.
    • We make comprehensive efforts to strengthen our talent development and talent pipeline, through a series of talents development projects, including our Chuanyun (Through-the-Cloud) Project, Lingyun (Over-the-Cloud) Project, Qingyun (Upholding-the-Cloud) Project, and Yunyi (Cloud-on-Wings) Project. The company won the “2024 Most Popular Employer for Campus Recruitment” in the 2024 Top “Smart” Employer Awards hosted by CIIC’s ACMcoder.
    • Kingsoft Cloud successfully passed the ITSS (Information Technology Service Standards) Operation and Maintenance Standard Compliance Assessment with a maturity of Level 1, the highest level in the assessment system. This accomplishment highlights the Company’s comprehensive capabilities, including robust product portfolios, industry-specific solutions, advanced core technology R&D, secure and efficient operational frameworks, and proven practical implementations across government and financial sectors.
    • Empowered by cloud and AI technologies, Kingsoft Cloud partners with Xiaomi to create a platform for green and sustainable development. This platform horizontally covers the Xiaomi’s “Human x Car x Home” smart ecosystem. Kingsoft Cloud will join hands with Xiaomi to implement Xiaomi’s zero-carbon philosophy and jointly create a better low-carbon future.
    • We donated to support more than 600 left-behind children/de facto orphans with learning and living supplies, and donated an additional 100,000 RMB to cover the annual living expenses of 51 impoverished students/de facto orphans. This initiative was awarded the “2024 Social Responsibility Contribution Award” by the Internet Society of China under the Ministry of Industry and Information Technology (MIIT).

    To learn more about Kingsoft Cloud’s ESG efforts and to view the full ESG Report, please visit https://ir.ksyun.com/esg.

    About Kingsoft Cloud Holdings Limited

    Kingsoft Cloud Holdings Limited (NASDAQ: KC and HKEX: 3896) is a leading cloud service provider in China. With extensive cloud infrastructure, cutting-edge cloud-native products based on vigorous cloud technology research and development capabilities, well-architected industry-specific solutions and end-to-end fulfillment and deployment, Kingsoft Cloud offers comprehensive, reliable and trusted cloud service to customers in strategically selected verticals.

    For more information, please visit: http://ir.ksyun.com.

    For investor and media inquiries, please contact:

    Kingsoft Cloud Holdings Limited
    Nicole Shan
    Tel: +86 (10) 6292-7777 Ext. 6300
    Email: ksc-ir@kingsoft.com

    The MIL Network

  • MIL-OSI United Kingdom: Joint Statement: 16th Ukraine Defence Contact Group – National Armaments Directors Format

    Source: United Kingdom – Executive Government & Departments

    Press release

    Joint Statement: 16th Ukraine Defence Contact Group – National Armaments Directors Format

    Joint Statement from Ukraine, Germany and the United Kingdom, co-chairs of the Ukraine Defence Contact Group (UDCG).

    MOD Crown Copyright.

    On Friday 11 April the National Armaments Directors (NADs) from over 40 nations met at the NATO Headquarters in Brussels. They were supported by multiple international government organisations.

    They agreed to ensure that the commitments made in the UDCG Ministerial Format are rapidly converted into contracts with industry and the tangible delivery of support to Ukraine to ensure Ukraine is able to sustain the resolute defence of her sovereignty and her people and negotiate a lasting and secure peace.

    MOD Crown Copyright.

    The UDCG NAD Format, co-chaired by Ukraine, Germany and the UK and building on the work of the US since its inception, will report its progress to the June ministerial meeting.

    Updates to this page

    Published 15 April 2025

    MIL OSI United Kingdom

  • MIL-OSI Russia: KRSU and Polytech: development through partnership

    Translartion. Region: Russians Fedetion –

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

    An extended meeting dedicated to the development of the Kyrgyz-Russian Slavic University was held at the Polytechnic University, with the participation of representatives of the Administration of the President of the Russian Federation and the Ministry of Education and Science of Russia.

    The event was attended by the rector of SPbPU Andrey Rudskoy, the referent of the Office of the President of the Russian Federation Vadim Smirnov, the acting rector of KRSU Sergey Volkov, representatives of the Ministry of Science and Higher Education of Russia – the acting director of the Department of State Policy in Higher Education Elena Tumakova and the head of the department of the Department of International Cooperation Alexey Poyda, as well as the heads of key departments and institutes of the Polytechnic University involved in the implementation of projects to transform KRSU.

    Before the meeting, the participants summed up the results of the internship at SPbPU for the heads of KRSU educational programs. Kyrgyz colleagues presented projects for updating curricula in five areas.

    The meeting became a platform for summing up the interim results of cooperation and discussing plans for 2025. Since January of this year, SPbPU has been acting as the coordinator of development programs for all four Slavic universities. Particular attention is paid to KRSU, where the Polytechnic University helps to modernize engineering education, scientific activities and personnel potential. Over the course of a year of joint work, curricula have been revised, network programs and programs for improving the qualifications of teachers have been launched.

    The development of Russian-national (Slavic) universities is one of the priority projects of our country in the promotion of Russian education and culture. At present, we give special priority to working with the Kyrgyz-Russian Slavic University, since we, as one of the leading technical universities in Russia, are faced with the task of assisting KRSU in building all the basic processes related to the development of engineering areas. This is education, science, human capital, – emphasized the rector of SPbPU Andrey Rudskoy.

    Vice-Rector for International Activities Dmitry Arsenyev recalled that the active development of the project with KRSU began a year ago with the international forum in Bishkek, when SPbPU first began comprehensive expert work on the KRSU development program.

    Over the many years of work at the Polytechnic University, I cannot recall a larger-scale international project involving more than 200 key employees and specialists of the university, representing all leading institutes and basic divisions, noted Dmitry Arsenyev.

    Responsible SPbPU employees in the areas presented the main results of the past year – qualitative and quantitative results in key areas (educational activities, development of scientific potential, youth policy, distance technologies in education, interlibrary cooperation) and priority areas (construction, electronics and telecommunications, energy, ICT, lean manufacturing). The participants proposed specific plans for 2025 and identified the main problem areas.

    The ideas that we discussed just a year ago have proven to be correct, and this is encouraging. I would like to express my gratitude to the Polytechnic team. You have taken on the task as a team, each working in their own area. We believe that there will be results, commented Vadim Smirnov, aide to the Presidential Administration of the Russian Federation.

    The participants discussed the progress and development prospects of KRSU with the support of SPbPU, noted significant steps in joint work: modernization of educational programs, launch of network projects and strengthening of academic mobility. Vadim Smirnov emphasized the importance of a systematic approach to motivating KRSU employees and proposed integrating their participation in programs with the Polytechnic University into the incentive system.

    Participation in joint projects should become one of the key criteria for incentive payments. This will help strengthen engagement and demonstrate the value of interaction, said Vadim Smirnov.

    Acting Director of the Department of State Policy in Higher Education Elena Tumakova drew attention to the need for a comprehensive approach to motivating the teaching staff of KRSU, supporting the proposal to specifically encourage employees who are actively involved in projects with SPbPU.

    The participants discussed the low level of digital competencies of KRSU teachers, the lack of funding for scientific research and the difficulties with adapting Russian educational standards to the conditions of Kyrgyzstan. To solve them, proposals were made to strengthen internships, develop distance formats and more actively attract young specialists.

    Polytechnicians and KRSU management noted the task of renewing personnel as one of the main problems. Working with human potential, finding talents at KRSU is one of the primary tasks for the coming year. Acting Rector of KRSU Sergey Volkov emphasized that the key issue remains the transformation of KRSU into a leading national university. Enormous resources are being concentrated for this, including plans to build a modern campus in Bishkek, which will become a center for engineering, humanitarian and medical education.

    However, the best campus is nothing without highly qualified, motivated, talented staff and teachers. In the near future, KRSU will hold a competitive selection procedure. We expect to take a fresh look at our staff, taking into account the strategic long-term development goals of the university, – said Sergey Volkov.

    Andrey Rudskoy supported the initiative to strengthen work with human capital, instructed the Vice-Rector for Educational Activities Lyudmila Pankova and the Head of the Directorate for Human Resources Maria Pakhomova to actively engage in this issue and provide expert support to KRSU in the upcoming competitive selection procedure.

    Speaking about the organization of scientific activities, Vadim Smirnov suggested focusing on several priority scientific and applied projects. For example, on comprehensive cooperation with the Alliance Altyn enterprise, which was discussed during recent visit. The second reference point could be a project to conduct interdisciplinary research based on the High-Mountain Observatory of Atmospheric Physics of KRSU. The combination of fundamental and applied tasks will allow achieving practical results and at the same time paving the way for future projects and scientific development.

    “Even small but significant successes will become the basis for future growth. Appreciate the Polytechnic University’s resources; consultations with such high-level experts are invaluable,” emphasized Vadim Smirnov. “Let’s focus on practical projects and measurable results. We need to accumulate success stories, even if they can be counted on the fingers of one hand, but they will become the basis for growth. We need to work together, not instead of. The task of becoming a leading university is difficult, but achievable. We see from the example of the Polytechnic University and other Russian universities what fantastic leaps can be made in a few years if strategic goals, a management system, and personnel work are correctly built. Responsibility, measurable goals, and a link to the strategy of the Kyrgyz Republic are what will bring KRSU forward. Fewer formalities, more specifics. If students go on internships, let them come back with projects. If we implement programs, we calculate the percentage of extra-budgetary funds. These are steps to ensure that the university begins not just to function, but to develop.”

    Special thanks to colleagues for their support in developing curricula and solving complex issues, such as program accreditation or working with personnel. Special thanks for the digital library: this is a breakthrough for us. Yes, there are challenges: scholarship provision, personnel policy, alignment of standards. But we are working on this: we hold weekly meetings, prepare for the forum, build a new campus on 30 hectares near Bishkek, where there will be three key clusters – engineering, humanitarian and medical. And these are not just buildings, but an opportunity for a scientific breakthrough, – noted Sergey Volkov.

    Vadim Smirnov highlighted the most important components of joint work for the coming year: It is necessary to combine the fundamental documents into a single end-to-end concept – the strategy and development program of KRSU, the roadmap (work plan) for the coming years. It is necessary to synchronize current work plans with the long-term goals of KRSU, add specific tasks and performance indicators. All these documents should complement each other, define the main goals and ensure their implementation through the corresponding recorded resources and activities.

    Participants expressed confidence that the unification of the resources of SPbPU and KRSU, as well as the focus on practice-oriented tasks, will accelerate the development of the university.

    There is an urgent need to link the roadmap, strategy and development program, providing them with resources. Financial support for network programs, motivation of teachers through incentives rather than punishment, and work on the university brand are key elements of progress. A brand is not just a name, it is a tool that helps attract applicants and create competitive advantages, especially in the conditions of tough competition. The solutions must be non-trivial, but they will raise the level, make education high-quality, and the university significant, – Elena Tumakova supported her colleagues.

    The participants agreed to finalize the roadmap taking into account the strategic goals of KRSU and to hold regular working meetings. Andrey Rudskoy expressed confidence that joint efforts will allow bringing the Kyrgyz-Russian Slavic University to a new level, strengthening the position of Russian education in Central Asia: The effectiveness of cooperation with Kyrgyzstan should not be based on directive methods, but on demonstrating specific successes – in education, science, interaction with society and industry. Our task is to create an environment where Kyrgyz students and scientists see the prospects for the development of their country through synergy with Russian practices. KRSU can become a model platform where strategies are tested that can be scaled to other Slavic universities. However, the key condition is the balance between tactical steps and a long-term vision, where personnel, science and education work for the benefit of both countries, strengthening not only professional but also humanitarian ties.

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