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Category: Science

  • MIL-OSI Global: It’s miller moth season in Colorado – an entomologist explains why they’re important and where they’re headed

    Source: The Conversation – USA – By Ryan St Laurent, Assistant Professor of Biology, University of Colorado Boulder

    It is spring on the Front Range of Colorado, which means before long the region will receive an influx of many, many moths.

    Colorado is home to thousands of species of moths, many of which are hatching out from a winter of hibernation, known as diapause.

    Moths are known to swarm porch, stadium and street lights at night. Each summer, Denver is visited by miller moths as they make their trek to the mountains.
    Fairfax Media/GettyImages

    At night, porch lights, stadium lights and street lamps are regularly visited by moths, a collective term for most of the nocturnal members of the insect order called Lepidoptera. Butterflies are also part of this order, but they are mostly diurnal, or active during the day. Butterflies are actually just a subset of moths, so all butterflies are moths, but not all moths are butterflies.

    The Front Range lies on the path of a springtime migration of a particularly familiar species of moth, usually referred to in this part of the country, including Colorado and neighboring states, as “miller moths.” Miller moth caterpillars are often called the “army cutworm,” a whimsical name referring to the caterpillars’ tendency to reach large numbers that march across fields and roads to find food. Both the moths and their caterpillars are rather drab and brown in color, though the moths are variable in patterning.

    ‘Miller moth’ is the common name for a moth species that migrates from southeastern Colorado to the Front Range to forage for food.
    Chuck Harp, Colorado State University

    Many people find miller moths to be a nuisance, and the caterpillars can be a pest. But miller moths are a native species to Colorado and play important roles across the plains and up into the high country.

    I am an assistant professor of ecology and evolutionary biology as well as the curator of the entomology collection at the University of Colorado’s Natural History Museum in Boulder. I study moths from around the world. I have a particular fascination for the large moth group known as Noctuoidea, the superfamily to which miller moths and their relatives belong.

    As an entomologist, I crisscross the state looking for moths for my ongoing evolutionary, classification and life history studies. During miller moth migrations, they may swarm my moth traps, which are made up of a bright light in front of a white sheet. The crush of miller moths makes finding the less common species that I am looking for all the more challenging in a sea of dusty brown.

    To spot and trap moths, entomologists set up bright lights in front of a white background.
    Ryan St. Laurent

    What makes miller moths so unique?

    In temperate regions like most of North America, most moth species hibernate in the cold winter months. During this time, they are in a dormant pupal stage. Some species spin cocoons. They then hatch into adult moths, mate, lay eggs, and those caterpillars grow during the spring and summer. Come fall, the cycle starts over.

    While miller moths also have a hibernation period, it is not like that of most moths. Miller moths instead spend their winters on the plains of eastern Colorado, Wyoming, Kansas, Nebraska and nearby states as partially grown caterpillars, rather than a pupa, having gotten a head start on feeding in the late summer. This puts the caterpillars at an advantage. As soon as the weather warms and low-lying crops like wheat and alfalfa produce new, nutrient-rich foliage during the early spring, the caterpillars are right there ready to feast and may cause serious damage to the crops in outbreak years.

    Pupation then occurs later in the spring, and unlike in most Lepidoptera, the adult moths hatch without an extended pupal diapause, and instead begin to migrate west. They travel more than 100 miles (roughly 160 kilometers) toward higher elevations to seek out flowering plants, feeding on nectar and pollinating as they go.

    Miller moths migrate to the Rocky Mountains to forage for food. In this video, courtesy of Ecologist Adrian Carper, thousands of moths flutter around trees in the mountains.

    This migration is where folks on the Front Range become all too familiar with these weary travelers, who seek out narrow spaces to rest, often crawling into gaps in cars and homes. Inside a home, miller moths don’t feed, reproduce or lay eggs. Sudden agitation of the resting moths may cause them to fly about to seek out a new spot to hide – that is, if your house cat doesn’t see them first. If they do make their way inside, they can be easily swept into a cup or jar and let outside.

    People on the Front Range experience a second run-in with these moths after they finish their summer of feeding in the mountains and head back to the plains to lay their eggs in the fields from August to September.

    The call of the night

    The importance of pollinators is familiar to many Coloradans. The state offers many resources and groups to help create spaces to attract butterflies and bees, including an initiative that designated Interstate Highway 76 as the “Colorado Pollinator Highway”.

    But pollination does not stop when the sun goes down. In fact, moths make up the largest percentage of pollinators in terms of number of species globally – more than bees and butterflies combined. But scientists have yet to figure out which plants miller moths pollinate.

    Despite the importance of moths as pollinators to agriculture and ecology, by comparison to bees, for example, we know exceedingly little about nocturnal pollinators. Of the thousands of moth species in Colorado, many hundreds remain unknown to science. One of the reasons scientists study moths is to literally shed a light on these insects in the environment to see what they are doing.

    My work aims to understand what certain moths eat in their caterpillar stage, but other researchers, and my colleague Dr. Julian Resasco, at the University of Colorado Boulder, study what plants the adults are feeding on as they pollinate.

    Colorado moths

    Moths are among the primary airborne insects at night, playing a significant, and perhaps leading, role in insect-feeding bat diets. During their migration to the mountains, there are so many miller moths that they are a substantial protein- and fat-rich meal for animals as large as bears.

    Considering that we still know so little about moths, it’s important to realize that light pollution, habitat loss and agricultural chemicals are all impacting moth numbers, resulting in annual declines in these insects globally.

    So, the next time you see a miller moth in Colorado, or any moth at a light anywhere on Earth, remember that it’s working the night shift. Turn out that light so it can go about its way.

    Ryan St Laurent receives funding from the National Science Foundation (no active grants). Some scientific publications referenced in this article were coauthored by Ryan or by his other collaborators.

    – ref. It’s miller moth season in Colorado – an entomologist explains why they’re important and where they’re headed – https://theconversation.com/its-miller-moth-season-in-colorado-an-entomologist-explains-why-theyre-important-and-where-theyre-headed-256660

    MIL OSI – Global Reports –

  • MIL-OSI Global: Uncertainty at NASA − Trump withdraws his nominee for administrator while the agency faces a steep proposed budget cut

    Source: The Conversation – USA – By Wendy Whitman Cobb, Professor of Strategy and Security Studies, Air University

    The vehicle assembly building at the Kennedy Space Center at Cape Canaveral, Fla. AP Photo/Marta Lavandier

    Over the past several days, NASA’s ambitious space exploration plans have experienced major setbacks. First, on May 30, 2025, newly released budget documents revealed the extent of the significant budget and personnel cuts proposed by the Trump administration. Then, just a day later, President Donald Trump withdrew the nomination of Jared Isaacman to be NASA administrator just days before an expected confirmation vote.

    From my perspective as a space policy expert, these events signal problems ahead for a space agency that now faces stiff competition in space exploration from the commercial sector. Without a leader and facing a fight over its budget, NASA faces an uncertain future, both in the months ahead and longer term.

    Budget problems

    When the Trump administration released a preview of its budget proposal in early May, it was clear that NASA was facing significant cuts.

    After receiving US$24.9 billion for 2025, the president’s proposal would allot NASA $18.8 billion in 2026. After accounting for inflation, this amount would represent NASA’s smallest budget since 1961.

    Space science programs are one of the largest targets of the proposed budget cuts, seeing an almost 50% reduction, to just $3.9 billion. Specific programs targeted for elimination include the Mars Sample Return mission, the currently operating Mars Odyssey and MAVEN missions around Mars, and several missions to Venus.

    Several ongoing and proposed astrophysics programs, including the Chandra X-Ray Observatory, would also end if the proposed budget passes.

    NASA’s human spaceflight programs also face potential cuts. The budget proposes canceling the Space Launch System, the Orion crew vehicle and the Lunar Gateway following the Artemis III mission.

    Artemis III, planned for 2027, would be the first crewed flight back to the lunar surface since 1972. The mission would use the Space Launch System rocket and Orion crew vehicle to get there. The proposed Lunar Gateway, a mini-space station in lunar orbit, would be abandoned entirely.

    Instead, the budget proposes to establish a Commercial Moon to Mars program. Under this initiative, NASA would utilize commercial systems such as Blue Origin’s New Glenn and SpaceX’s Starship to put Americans on the Moon and Mars.

    Several Mars missions, including the Mars Sample Return, MAVEN and Mars Odyssey, would be canceled under the proposed budget. It would instead establish a program to work with commercial partners to put humans on the red planet.
    NASA, ESA, Zolt G. Levay (STScI)

    A smaller budget also means a smaller NASA workforce. The budget proposal suggests that the number of NASA employees would be reduced by one-third, from more than 17,000 to 11,853.

    Advocates for space science and exploration have criticized the cuts. The Planetary Society has stated that these cuts to space science represent an “extinction level event” that would all but end NASA’s ability to perform meaningful science.

    Democrats in Congress were also quick to push back on the proposed cuts, arguing that they would hamper the U.S.’s ability to carry out its missions.

    The budget documents released so far are just proposals. Congress must make the final decisions on how much money NASA gets and which programs are funded. While this might be good news for NASA funding, my research has shown that Congress rarely appropriates more money for NASA than the president requests.

    Leadership challenges

    The release of the president’s proposed budget was followed with the news that the president would withdraw his nomination of Jared Isaacman to be NASA’s administrator.

    Jared Isaacman, the former nominee for NASA administrator, is a businessman who has been to space on several commercial flights.
    AP Photo/John Raoux, File

    In a Truth Social post, Trump wrote, “After a thorough review of prior associations, I am hereby withdrawing the nomination of Jared Isaacman to head NASA. I will soon announce a new Nominee who will be Mission aligned, and put America First in Space.”

    Like the budget proposal, news of Isaacman’s withdrawal has also hit the space community hard. Following his nomination, Isaacman won the support of many in the space industry and in government. His confirmation hearing in April was largely uncontentious, with support from both Republicans and Democrats.

    NASA will now need to wait for the president to make a new choice for NASA administrator. That person will then need to go through the same process as Isaacman, with a hearing in the Senate and several votes.

    Given the amount of time it takes for nominations to make their way through the Senate, NASA is likely to face several more months without a confirmed administrator. This absence will come while many of its programs will be fighting for money and their existence.

    The months ahead

    Like many federal agencies right now, NASA faces a tumultuous future. Budgetary and leadership challenges might be the immediate problem, but NASA’s long-term future is potentially rocky as well.

    Since its founding, NASA’s mission has been largely centered on sending humans to space.

    If that role shifts to commercial companies, NASA will need to grapple with what its identity and mission is going forward.

    History provides some insight. One of NASA’s forerunners, the National Advisory Committee for Aeronautics, or NACA, largely focused on advanced research and development of aeronautical technologies. For instance, NACA researched things such as proper engine placement on airliners as well as advances that helped air flow more efficiently over those engines.

    A new NASA that’s more similar to NACA might continue research into nuclear engines or other advanced space technology that may contribute to the work commercial space companies are already doing.

    Choices made by the Trump administration and Congress in the coming months will likely shape what NASA will look like in the years to come. Until then, NASA, like many government organizations, faces a period of uncertainty about its future.

    Wendy N. Whitman Cobb is affiliated with the US School of Advanced Air and Space Studies. Her views are her own and do not necessarily reflect the views of the Department of Defense or any of its components.

    – ref. Uncertainty at NASA − Trump withdraws his nominee for administrator while the agency faces a steep proposed budget cut – https://theconversation.com/uncertainty-at-nasa-trump-withdraws-his-nominee-for-administrator-while-the-agency-faces-a-steep-proposed-budget-cut-258032

    MIL OSI – Global Reports –

  • MIL-OSI: Albion Crown VCT PLC: Interim Management Statement

    Source: GlobeNewswire (MIL-OSI)

    Albion Crown VCT PLC
    Interim Management Statement
    LEI Code: 213800SYIQPA3L3T1Q68

    Introduction
    I present Albion Crown VCT PLC (the “Company”)’s interim management statement for the period from 1 January 2025 to 31 March 2025.

    The Company completed the merger with Albion Venture Capital Trust PLC (AAVC) in December 2024 which created a new C share class (CRWC). The C share class (CRWC) will convert into ordinary shares (CRWN) on a relative Net Asset Value basis as at 30 June 2026, which is expected to complete in November 2026.

    Performance and dividends

    Ordinary shares
    The ordinary shares unaudited net asset value (NAV) as at 31 March 2025 was £113.7 million or 31.35 pence per ordinary share, an increase of 0.18 pence per ordinary share (0.58%) since 31 December 2024.

    After accounting for the dividend of 0.78 pence per ordinary share, paid on 30 April 2025 to shareholders on the register on 11 April 2025, the NAV is 30.57 pence per ordinary share.

    C Shares
    The C shares unaudited NAV as at 31 March 2025 was £57.9 million or 43.15 pence per C share, a decrease of 0.12 pence per C share (0.27%) since 31 December 2024.

    After accounting for the dividend of 1.08 pence per C share, paid on 30 April 2025 to shareholders on the register on 11 April 2025, the NAV is 42.07 pence per C share.

    Fundraising
    A prospectus Top Up Offer of new ordinary shares opened to applications on 6 January 2025. On 31 March 2025, the Board announced that it had reached its £30 million limit (inclusive of a £10 million over-allotment facility which had been exercised) and therefore had closed to further applications.

    During the period from 1 January 2025 to 31 March 2025, the Company issued the following ordinary shares under the Albion VCTs Top Up Offers:

    Date Number of ordinary shares issued Issue price per ordinary share Net consideration received (£’000)
    21 March 2025 65,583,583 31.81 to 32.14 pence 20,446

    Portfolio
    As noted in the Half-yearly Financial Report for the six months to 31 December 2024, after reviewing detailed cash flow forecasts, the Board agreed with the Manager that the current investment focus for the C share class will be on supporting existing portfolio companies and not to make further new investments. This is to ensure that the C share class has sufficient cash resources for follow-on investments, dividends and share buybacks.

    The following investments have been made during the period from 1 January 2025 to 31 March 2025:

    New investments Ordinary shares C shares Activity
    £’000 £’000
    Latent Technology Group 621 70 Reinforcement Learning based Animation
    Scripta Therapeutics 139 – AI-enabled drug discovery
    Innerworks Technology 109 – Adaptive security
    OtoImmune 88 – Detection and treatment of autoimmune diseases.
    Pastel Health 31 17 Digital-first provider of multi-specialty care
    Formicor Pharmaceuticals 28 – Drug reformulation
    Total new investments 1,016 87  
    Further investments Ordinary shares C shares Activity
    £’000 £’000
    TransFICC 794 114 A provider of a connectivity solution, connecting financial institutions with trading venues via a single API
    Mondra Global 406 226 Food supply chain emissions modelling
    Runa Network 77 10 Cloud platform and infrastructure that enables corporates to issue digital incentives and payouts
    NuvoAir Holdings 66 11 Digital therapeutics and decentralised clinical trials for respiratory conditions
    uMedeor (T/A uMed) 30 56 A middleware technology platform that enables life science organisations to conduct medical research programmes
    Total further investments 1,373 417  

    Combined top ten holdings as at 31 March 2025:

    Investment Carrying value
    £’000    		 % of combined net asset value Activity
    Ordinary shares C shares Combined
    Quantexa 20,877 – 20,877 12.2% Network analytics platform to detect financial crime
    Gravitee Topco (T/A Gravitee.io) 4,176 5,342 9,518 5.5% API management platform
    Chonais River Hydro 2,077 3,586 5,663 3.3% Owner and operator of a 2 MW hydro-power scheme in the Scottish Highlands
    The Evewell Group 2,774 2,800 5,575 3.2% Operator and developer of women’s health centres focusing on fertility
    Runa Network 2,817 2,475 5,292 3.1% Cloud platform and infrastructure that enables corporates to issue digital incentives and payouts
    Radnor House School (TopCo) 2,918 2,308 5,226 3.0% Independent school for children aged 2-18
    Proveca 5,193 – 5,193 3.0% Reformulation of medicines for children
    TransFICC 2,691 2,044 4,735 2.8% A provider of a connectivity solution, connecting financial institutions with trading venues via a single API
    Elliptic Enterprises 1,675 2,878 4,553 2.7% Provider of Anti Money Laundering services to digital asset institutions
    Healios 2,135 2,049 4,184 2.4% Provider of an online platform delivering family centric psychological care primarily to children and adolescents

    A full breakdown of the Company’s ordinary and C share portfolios can be found on the Company’s webpage on the Manager’s website at www.albion.capital/vct-funds/CRWN.

    Share buy-backs
    During the period from 1 January 2025 to 31 March 2025, no shares were repurchased by the Company.

    It remains the Board’s policy to buy back shares in the market, subject to the overall constraint that such purchases are in the Company’s interest, including the maintenance of sufficient resources for investment in existing and new portfolio companies and the continued payment of dividends to shareholders.

    It is the Board’s intention for such buy-backs to be at around a 5% discount to net asset value, so far as market conditions and liquidity permit.

    Material events and transactions after the period end
    After the period end, the Company issued the following new ordinary shares of nominal value 1 penny per share under the Albion VCTs Prospectus Top Up Offers 2024/25:

    Date Number of ordinary shares issued Issue price per ordinary share Net consideration received (£’000)
    4 April 2025 27,830,556 32.14 pence 8,676

    After the period end, the Company also issued the following new ordinary and C shares under the dividend reinvestment scheme:

    Date Number of ordinary shares issued Issue price per ordinary share Net invested (£’000)
    30 April 2025 1,504,893 30.39 pence 443
    Date Number of C shares issued Issue price per C share Net invested (£’000)
    30 April 2025 484,437 42.19 pence 197

    There have been no other material events or transactions after the period end to the date of this announcement.

    Further information

    Further information regarding historic and current financial performance and other useful shareholder information can be found on the Company’s webpage on the Manager’s website at www.albion.capital/vct-funds/CRWN.

    Richard Glover, Chairman
    3 June 2025

    For further information please contact:
    Vikash Hansrani
    Operations Partner
    Albion Capital Group LLP – Tel: 020 7601 1850

    The MIL Network –

  • MIL-OSI USA: InCHIP’s Weight Management Research Group Publishes NIH Trial Results in Top Medical Journal

    Source: US State of Connecticut

    For the majority of people who lose weight, keeping the weight off can be challenging.

    Research has shown biological, behavioral, and environmental factors may undermine weight loss maintenance. Within 2 to 3 years, most individuals will regain nearly all the weight they lost. As a result, the U.S. National Institutes of Health (NIH) has identified weight-loss maintenance as the next major challenge in obesity treatment.

    Tricia Leahey, professor of allied health sciences and director of the UConn Institute for Collaboration on Health, Intervention, and Policy (InCHIP), and, Amy Gorin, professor of psychological sciences and vice provost for health sciences and interdisciplinary initiatives, have led a new study that underscores the power of patient-delivered care for weight loss maintenance.

    Leahey and Gorin also direct InCHIP’s Weight Management Research Group, which develops and assesses weight management interventions for the treatment of obesity and reduction of chronic disease.

    The study, which was recently published in the prestigious, peer-reviewed academic journal, JAMA Internal Medicine, found that patient-delivered care may be more effective than care delivered by professional staff.

    Tricia Leahey, director of the Institute for Collaboration on Health, Intervention, and Policy

    “Patient-delivered care holds great potential, but how patients promote health behavior change has not been investigated extensively. Our goal with this study was to better understand how patient care providers support weight loss maintenance and improve cardiovascular disease risk, and whether this model would be sustainable long-term,” says Leahey, who is the study’s lead author.

    Leahey is a clinical health psychologist who has extensive experience developing and evaluating lifestyle interventions for obesity treatment. Her recent work has explored how patient-provided care influences short-term weight loss outcomes.

    Overweight and obesity are complex health conditions that can increase one’s risk of hypertension, type 2 diabetes, heart disease, stroke, and more. In addition, adults with obesity can pay up to $2,505 in additional medical expenses per year. From 2001 to 2016, total direct medical costs relating to obesity doubled from $124 billion to $260.6 billion.

    Obesity impacts about 40% of U.S. adults, according to data from the U.S. Centers for Disease Control and Prevention. Obesity treatment, whether lifestyle, pharmaceutical, or surgery, produces significant weight loss and reduces the risk of diabetes and cardiovascular disease. However, these risks may return if weight is regained.

    Traditionally, treatment for sustaining weight loss is delivered regularly over the course of 18 months by professional staff who have a master’s degree and training in behavioral weight loss maintenance. While this approach is effective, it can be costly and difficult to maintain. Research has also demonstrated that weight regain occurs after treatment ends.

    Insights into patient-provided care

    Patient-delivered care may be a more cost-effective option that could be sustainable indefinitely. This model employs two types of patient providers: mentors and peers. Mentors are patients who have successfully altered their health behaviors and coach incoming patients on lifestyle change. Peers are incoming patients who support and coach one another. Typically, patient-delivered care employs a hybrid approach that incorporates patients and professional staff.

    The research evidence supporting the efficacy of patient-provided care has been mixed. Studies have shown this model can enhance quality of life and survival rates for cancer patients. It has also been shown to improve short-term blood sugar levels in individuals with diabetes and weight loss outcomes when used in conjunction with professionally delivered treatment.

    Other studies suggest the effectiveness of patient-provided support is limited when used for managing depression or pain.

    Despite these varied outcomes, patient care providers may offer a unique sense of empathy and motivation not replicated by professional caregivers. Fellow patients may also provide ongoing weekly support over an extended period, and possibly when patients need it the most – again, not possible with professional providers.

    Leahey and Gorin’s study addressed these research gaps. It is the first study to examine the efficacy of a treatment intervention fully delivered by patient-providers and compare it to professionally delivered treatment. The study is also the first to train patient providers to provide all components of the treatment intervention, include both types of patient providers, and determine whether patients continue to coach one another after the treatment period ends.

    “This study offers insights into how patient providers may support weight loss maintenance over the long-term. By including both mentors and peers in the treatment intervention, we leveraged the strengths of both to provide a more effective treatment program,” says Leahey.

    Required: ongoing support and intervention

    The National Institute of Diabetes and Digestive and Kidney Disease funded the study (PI: Leahey; Co-I: Gorin), which employed a two-phase weight loss maintenance design considered the gold standard for weight loss maintenance trials.

    Phase one was a weight loss intervention where all study participants engaged in a 4-month online obesity treatment program based on the U.S. Centers for Disease Control and Prevention’s National Diabetes Prevention Program (DPP). This evidence-based lifestyle change program provides education on eating healthy, physical activity and behavior change strategies to support weight loss.

    Phase one participants who lost more than 5% of their body weight were eligible to participate in the study’s second phase, the weight loss maintenance trial.

    Phase two participants were randomly assigned to participate in one of two weight loss maintenance interventions – patient-delivered treatment or standard of care delivered by a professional.

    The authors found that study participants in the patient-delivered intervention group had superior weight loss maintenance compared to those in professional care.

    Additionally, the patient-delivered treatment group had significantly lower diastolic blood pressure and resting heart rate and this group engaged in more lifestyle activity and less sedentary behavior during the weight loss maintenance program.

    These results are meaningful and demonstrate the potential of patient-delivered care in behavioral medicine where health behavior maintenance remains a significant challenge, whether weight loss, smoking cessation, physical activity, or other behavior.

    “Sustaining health behaviors, including weight loss, requires ongoing intervention and support. Patient-provided treatment eliminates the need of costly professional care and promotes ongoing support and excellent maintenance outcomes,” says Leahey.

    Leahey and Gorin’s study indicates that patient-provided care for weight loss maintenance is just as effective as the gold-standard, professionally delivered treatment, potentially shifting the obesity treatment paradigm for long-term weight loss maintenance.

    MIL OSI USA News –

  • MIL-OSI Security: NPCC Innovation and Digital Summit will take place in October

    Source: United Kingdom National Police Chiefs Council

    The Summit aims to harness digital capability and technology to deliver public safety and confidence in policing.

    The National Police Chiefs’ Council (NPCC) Innovation and Digital Summit will be taking place between 20 to 22 October 2025 in Liverpool with applications for the Digital Awards 2025 now open. 

    The Summit is being organised by the NPCC Digital, Data and Technology Coordination Committee (DDaT) and the NPCC Science and Innovation Coordination Committee in coordination with the Office of the Police Chief Scientific Adviser, industry partners and Police Digital Service (PDS). It will be an opportunity for policing to strengthen collaboration between forces, law enforcement and industry.  

    National Police Chiefs’ Council (NPCC) Lead for Digital, Data and Technology Chief Constable Rob Carden and Lead for Science and Innovation Jeremy Vaughan, said: “The NPCC Innovation and Digital Summit is an opportunity to bring senior leaders and practitioners from across policing , together  with those who have key roles in innovation, business changes, digital, data and technology in the law enforcement bodies. 

    “This is a Summit which is being put together by policing, for policing, so that we can ensure that those delegates attending are able to strengthen their digital capabilities and explore opportunities to improve the way they use technology in order to better protect the public and the communities we serve.” 

    The Digital Awards 2025 will be taking place during the summit on evening of 21 October, where policing will be recognising the outstanding contributions by police staff and teams across UK law enforcement agencies.  

    Nominations are open until 14 July 2025 and judging will take place following the closing date. Only UK based law enforcement agencies or their team are eligible to be nominated to receive an awards but nominations can be made by policing, partners or suppliers. Those wishing to submit a nomination should visit https://bit.ly/DigAwards25.  

    Eight distinct categories will celebrate achievements in various areas: 

    • Innovation in Embedding Digital Solutions to Front Line Policing: This category celebrates the exceptional efforts of an individual or team who have successfully embedded innovative digital solutions into front line policing. 
    • Excellence in Cyber Security: This category celebrates the efforts of an individual or team who have gone beyond to ensure the protection of police systems and data from threats and data loss. 
    • Collaboration in the furthering of Digital, Data and Technology: This category recognises effective use of partnerships and collaboration to deliver enhanced digital, data, or technology capabilities for the benefit of UK policing.  
    • Enabling Diversity & Inclusion in Science & Technology: This category recognises the outstanding efforts of an individual or team who have supported, promoted, or inspired diversity and inclusion within their organisation or in the wider policing community, particularly in the fields of science and technology. 
    • Excellence in Training, Talent & Development in Digital, Data & Technology: This category is for an individual or team who have facilitated the development of others in the fields of digital, data and technology. 
    • Excellence in Productivity & Value for Money: This category will recognise the impact an individual or team have had on reducing or avoiding costs whilst improving quality of service or capabilities. 
    • Excellence in Science & Technology Leadership: This category acknowledges great leadership, irrespective of role or rank, in the delivery of excellent solutions surrounding Science and Technology. 
    • Digital Data and Technology Ambassador: This category looks to identify those who have gone beyond reasonable expectations to promote and facilitate more effective and efficacious use of Digital Data and Technology within UK Policing. 

    The NPCC Digital Awards will be judged by representatives from the NPCC Digital, Data and Technology Coordination Committee, NPCC Science and Innovation Coordination Committee, the Office of the Police Chief Scientific Adviser, trade bodies (representing the supplier community) and Police Digital Service.  

    Chief Constable Gavin Stephens, Chair of the National Police Chiefs’ Council said: “These awards are a fantastic opportunity to honour and celebrate the digital pioneers who are shaping the future of policing. It is a great way to recognise the individuals and teams making a real difference on the ground – where dedication meets innovation in law enforcement, ensuring police forces have the tools they need to keep communities safe and secure.  

    “I am looking forward to seeing the innovation on display from our talented colleagues across the UK.” 

    The award winners and nominees will be celebrated at the National Police Chiefs’ Council Innovation and Digital Innovation Summit 2025. The event is shaping up to be the biggest and most impactful summit yet, bringing together the UK’s leading figures in law enforcement, technology, and data on October 20-22 in Liverpool. More information on how to attend is available on the Police Digital Service website. 

    MIL Security OSI –

  • MIL-OSI: 3D Systems’ Additive Manufacturing Solutions Enable Pioneering Research on Advanced Thermal Control Systems for Next Generation Space Missions

    Source: GlobeNewswire (MIL-OSI)

    • 3D Systems’ applications expertise, technologies foundational to research projects led by Penn State, Arizona State & NASA Glenn Research Center
    • Additive manufacturing enabling novel titanium and nitinol passive heat pipes for space applications with 50% reduced weight enabling more efficient thermal management
    • Researchers advance state-of-the-art for thermal management of CubeSats with projected 6× greater deployed-to-stowed-area ratio with one of the first additively manufactured shape memory alloy (nitinol) radiators
    • 3D Systems’ solutions accelerating the adoption of additive manufacturing use in space applications — a total addressable market anticipated to reach nearly $4 billion by 2030

    ROCK HILL, S.C., June 03, 2025 (GLOBE NEWSWIRE) — Today, 3D Systems (NYSE: DDD) announced the Company is collaborating with researchers from Penn State University and Arizona State University on two projects sponsored by the National Aeronautics & Space Administration (NASA) intended to enable ground-breaking alternatives to current thermal management solutions. Severe temperature fluctuations in space can damage sensitive spacecraft components, resulting in mission failure. By combining deep applications expertise with 3D Systems’ leading additive manufacturing (AM) solutions comprising Direct Metal Printing (DMP) technology and tailored materials and Oqton’s 3DXpert® software, the teams are engineering sophisticated thermal management solutions for the demands of next-generation satellites and space exploration. The project led by researchers with Penn State University, Arizona State University, and the NASA Glenn Research Center1 in collaboration with 3D Systems’ Application Innovation Group (AIG) has resulted in processes to build embedded high-temperature passive heat pipes in heat rejection radiators that are additively manufactured in titanium. These heat pipe radiators are 50% lighter per area with increased operating temperatures compared with current state-of-the-art radiators, allowing them to radiate heat more efficiently for high power systems. Additionally, a project led by researchers at Penn State University and NASA Glenn Research Center2 with 3D Systems’ AIG yielded a process to additively manufacture one of the first functional parts using nickel titanium (nitinol) shape memory alloys that can be passively actuated and deployed when heated. This passive shape memory alloy (SMA) radiator is projected to yield a deployed-to-stowed area ratio that is 6× larger than currently available solutions, enabling future high-power communications and science missions in restricted CubeSat volume. When deployed on spacecraft, such as satellites, these radiators can raise operating power levels and reduce thermal stress on sensitive components, preventing failures and prolonging satellite lifespan.

    Traditionally, heat pipes have been manufactured with complex processes to form porous internal wick structures that passively circulate fluid for efficient heat transfer. Using Oqton’s 3DXpert® software, the Penn State/Arizona State/NASA Glenn/3D Systems project team embedded an integral porous network within the walls of the heat pipes, avoiding subsequent manufacturing steps and resulting variability. Monolithic heat pipe radiators were manufactured in titanium and nitinol on 3D Systems’ DMP technology. The titanium-water heat pipe radiator prototypes were successfully operated at temperatures of 230°C and weigh 50% less (3 kg/m2 versus over 6 kg/m2), meeting NASA goals for heat transfer efficiency and reduced cost to launch for space-based applications.

    The Penn State/NASA Glenn/3D Systems team is also pushing the boundaries of what is possible with metal AM by developing a process to 3D print passively deployed radiators with shape memory alloys. The chemistry of these materials can be tuned to change shape with application of heat. SMAs can withstand repeated deformation cycles without fatigue and exhibit excellent stress recovery. The team again used 3DXpert to design the deployable spoke structure of the radiator. This was then 3D printed in nitinol (NiTi), a nickel-titanium shape memory alloy, using 3D Systems’ DMP technology. When affixed to a spacecraft such as a satellite, this device can be passively actuated and deployed when heated by fluid inside, thus removing the need for motors or other conventional actuation in space. The passive shape memory alloy radiator developed by the team offers transformative advances with projected deployed-to-stowed area ratio that is 6× larger than what is currently considered state-of-the-art (12× versus 2×) and 70% lighter (<6 kg/m2 versus 19 kg/m2).

    “Our long-standing R&D partnership with 3D Systems has enabled pioneering research for the use of 3D printing for aerospace applications,” said Alex Rattner, associate professor, The Pennsylvania State University. “The collective expertise in both aerospace engineering and additive manufacturing is allowing us to explore advanced design strategies that are pushing the boundaries of what is considered state-of-the-art. When we complement this with the software capabilities of 3DXpert as well as the low oxygen environment in 3D Systems’ DMP platform, we are able to produce novel parts in exotic materials that enable dramatically improved performance.”

    “3D Systems has decades of leadership developing additive manufacturing solutions to transform the aerospace industry,” said Dr. Mike Shepard, vice president, aerospace & defense, 3D Systems. “Thermal management in the space environment is an ideal application for our DMP technology. These latest projects, in collaboration with the teams at Penn State, Arizona State, and NASA Glenn Research Center, demonstrate the potential of our DMP technology to create lightweight, functional parts that advance the state-of-the-art in thermal management for spacecraft applications. Thermal management is an extremely common engineering challenge and the DMP process can deliver solutions that are effective for many industries including aerospace, automotive, and high-performance computing/AI datacenters.”

    According to Research and Markets3, the global market for additive manufacturing in the aerospace industry was estimated at $1.2 billion in 2023 and is projected to reach $3.8 billion by 2030. Additive manufacturing is making a significant impact by enabling the production of airworthy parts with reduced weight and improved performance. In the last decade alone, 3D Systems has worked alongside aerospace industry leaders to produce more than 2,000 structural titanium or aluminum alloy components for space flight, and over 200 critical passive RF flight parts. There are currently more than 15 satellites in orbit with 3D Systems-produced flight hardware on board. For more information, please visit the Company’s website.

    Forward-Looking Statements
    Certain statements made in this release that are not statements of historical or current facts are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause the actual results, performance or achievements of the company to be materially different from historical results or from any future results or projections expressed or implied by such forward-looking statements. In many cases, forward-looking statements can be identified by terms such as “believes,” “belief,” “expects,” “may,” “will,” “estimates,” “intends,” “anticipates” or “plans” or the negative of these terms or other comparable terminology. Forward-looking statements are based upon management’s beliefs, assumptions, and current expectations and may include comments as to the company’s beliefs and expectations as to future events and trends affecting its business and are necessarily subject to uncertainties, many of which are outside the control of the company. The factors described under the headings “Forward-Looking Statements” and “Risk Factors” in the company’s periodic filings with the Securities and Exchange Commission, as well as other factors, could cause actual results to differ materially from those reflected or predicted in forward-looking statements. Although management believes that the expectations reflected in the forward-looking statements are reasonable, forward-looking statements are not, and should not be relied upon as a guarantee of future performance or results, nor will they necessarily prove to be accurate indications of the times at which such performance or results will be achieved. The forward-looking statements included are made only as of the date of the statement. 3D Systems undertakes no obligation to update or review any forward-looking statements made by management or on its behalf, whether as a result of future developments, subsequent events or circumstances or otherwise, except as required by law.

    About 3D Systems
    For nearly 40 years, Chuck Hull’s curiosity and desire to improve the way products were designed and manufactured gave birth to 3D printing, 3D Systems, and the additive manufacturing industry. Since then, that same spark continues to ignite the 3D Systems team as we work side-by-side with our customers to change the way industries innovate. As a full-service solutions partner, we deliver industry-leading 3D printing technologies, materials and software to high-value markets such as medical and dental; aerospace, space and defense; transportation and motorsports; AI infrastructure; and durable goods. Each application-specific solution is powered by the expertise and passion of our employees who endeavor to achieve our shared goal of Transforming Manufacturing for a Better Future. More information on the company is available at www.3dsystems.com.

    Investor Contact:   investor.relations@3dsystems.com
    Media Contact:      press@3dsystems.com

    1 NASA STMD 80NSSC22K0260 (https://tfaws.nasa.gov/wp-content/uploads/TFAWS2024-PT-3.pdf)

    2 NASA 80NSSC23M0234 (https://govtribe.com/award/federal-contract-award/cooperative-agreement-80nssc23m0234)

    3 Revolutionizing Aerospace: How Additive Manufacturing is Set to Transform the Industry by 2030 (January 2025).

    The MIL Network –

  • MIL-OSI: Ingersoll Rand Acquires Lead Fluid, Boosts Regional Growth Strategy in Life Sciences

    Source: GlobeNewswire (MIL-OSI)

    • Execution of bolt-on acquisition supports Ingersoll Rand’s in-region, for-region strategy
    • Acquisition will enhance company capabilities in life science applications
    • Pre-synergy Adjusted EBITDA purchase multiple in low double-digits

    DAVIDSON, N.C., June 03, 2025 (GLOBE NEWSWIRE) — Ingersoll Rand Inc., (NYSE: IR) a global provider of mission-critical flow creation and life science and industrial solutions, has acquired Lead Fluid (Baoding) Intelligent Equipment Manufacturing Co., Ltd. (“Lead Fluid”), reflecting its commitment to an in-region, for-region growth strategy.

    China-based Lead Fluid designs and manufactures advanced fluid-handling products, including peristaltic pumps, syringe pumps, gear pumps, and pump heads, used for life science applications requiring precise fluid delivery, sterile conditions, and gentle handling of sensitive materials. Its annual revenue is approximately $8 million.

    Lead Fluid will join the Life Sciences platform within the Precision and Science Technologies (P&ST) segment.

    “As we continue to execute bolt-on acquisitions that further our in-region, for-region strategy, Lead Fluid is a leading domestic brand with an excellent reputation,” said Vicente Reynal, chairman and chief executive officer of Ingersoll Rand. “This acquisition demonstrates our ability to work directly with family founders to add leading companies to Ingersoll Rand. We look forward to strengthening our life science capabilities in China and the overall durability of our portfolio by increasing our exposure to this high-growth, sustainable end market.”

    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 Global: Why climate professionals are often held to unrealistic standards

    Source: The Conversation – UK – By Maddie Sinclair, PhD Candidate, School of Health and Wellbeing, University of Glasgow

    r.classen/Shutterstock

    Climate professionals, people who work in roles which address climate change, are often criticised for what they eat or how they travel. Criticism of lifestyle choices by colleagues, family members or even strangers can be demotivating. Worse, it can hinder efforts towards building a sustainable future.

    As more people start working in sustainability, both in traditional sectors such as climate researchers or public health professionals and within other workspaces where sustainability is embedded into an existing role, this type of criticism is in danger of becoming more familiar.

    Climate change affects everyone, whether we like to admit it or not. It can be overwhelming to know how best to act on all the advice about living more sustainably. In fact, increased knowledge about what is necessary for a sustainable lifestyle can be paralysing, and prevent someone from taking action.

    Of course, many of us do want to live more sustainably. But some people may feel restricted by the efforts and costs of taking these extra steps to change multiple aspects of our busy daily lives.

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

    Instead of revamping our own lifestyles, it can be easier to challenge those recommending these changes to our behaviour, to see if they are following their own rules.

    Climate professionals know which choices are best for the environment. But when you see one of them flying to a UN climate summit, drinking from a plastic water bottle or caught red-handed eating a beef burger, how do you feel? Confused? Vindicated? Perhaps, relief? If the very people who are advising us how to live sustainably aren’t practising what they preach, does this absolve us of responsibility to act?

    Whether intentional or not, holding climate professionals to unrealistic standards is a tactic which delays effective climate action. It slows down climate action by redirecting responsibility and foregrounding low-impact solutions.

    Calling out the failure of climate professionals can emphasise the difficulties of sustainable living and reinforce the idea that slowing down climate change is impossible. You may think that these imperfections are a reflection on their hypocrisy and limits the integrity of their work. In reality, it’s an indication that we are all people operating in a broken system, no matter our expertise.

    Criticising climate scientists doesn’t tackle the root of the problem.
    Sklo Studio/Shutterstock

    Recent research from the World Resource Institute think tank into sustainable dietary, energy and transport choices stresses the importance of systemic change.

    The report found that a system in which governments and businesses support and normalise sustainable behaviour would be far more effective than the weight of individuals taking action alone. And so, as a society, we need to value the work of those advocating for systems change, rather than scrutinising their lifestyle choices.

    Ultimately, rich nations, wealthy people and fossil fuel companies are disproportionately to blame for climate change. However, their preferred narrative concerning the importance of individual action, rather than system change, prevails.

    And this is nothing new. BP popularised the concept of a carbon footprint over 20 years ago. This displaced responsibility for environmental impact from large organisations and systems and towards citizens.

    While people tend to view the impact of climate change as relevant to them, they may not be able to envisage a greener future. This is because people tend to focus on immediate effects rather than longer term outcomes. Short-term environmental policies can fuel this short-term thinking, preventing us from conceptualising a future that recovers from climate change.

    Quick climate dictionary: the meaning of a carbon footprint.

    Change from within the system

    It’s easier to blame climate professionals for not sticking to their own advice, than to think about change at a higher level. But climate professionals must be part of the system to change the system, much to their frustration.

    In fact, climate researchers like us actually fly more than researchers in other fields, because structural factors such as limited funding, accessibility of locations and professional pressures matter more than individual attitudes for reducing flights. How can we expect all the necessary voices to be at the table during international climate conferences if flying is the only feasible way for many to attend?

    Some climate professionals do lead very impressive sustainable lifestyles. We should celebrate these efforts. But we need to dispel the expectation that all climate professionals have the resources to act the same within a broken system.



    Read more:
    Quick climate dictionary: what actually is a carbon footprint?

    Remember, climate professionals are working towards a system which empowers all citizens to choose these sustainable lifestyles, including their own. For instance, some researchers are studying the positive climate impact of protected cycle lanes, producing evidence in support of their construction in cities worldwide.

    Imagine if public transport and active travel were the most obvious choice for everyone. If you wanted to drive, then you would have to meticulously plan a route incorporating private transport lanes, or be prepared to adapt if they don’t exist. Which would you choose?

    Climate professionals are experiencing a whole spectrum of emotions related to climate change, including feeling stuck between what they say and what they do. Focusing on their personal behaviour risks discrediting and devaluing important climate-focused work.

    This can detract from valuable conversations about the urgent need for wider systemic change. The next time you speak to a climate professional, try not to catch them out. Instead, ask about their work and its influence on changing the system – we guarantee they will be more receptive.

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

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

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

    – ref. Why climate professionals are often held to unrealistic standards – https://theconversation.com/why-climate-professionals-are-often-held-to-unrealistic-standards-253859

    MIL OSI – Global Reports –

  • MIL-OSI Global: Fewer men are choosing to become vets – ‘male flight’ could be the reason

    Source: The Conversation – UK – By Hamish Morrin, Veterinary Lecturer in Clinical Communication Skills, University of Central Lancashire

    ZoranOrcik/Shutterstock

    If you take your dog, cat or fish to see a vet in the UK, the person who treats them is likely to be a woman. According to the Royal College of Veterinary Surgeons, 61% of current UK vets are female. University admissions are even more skewed. Among vets who had recently qualified, nearly 80% were female.

    This wasn’t always the case. In the 1930s, when James Herriot – author of books including All Creatures Great and Small and for many the iconic British vet – was practising, almost all vets were male.

    The women’s liberation movement of the 60s and 70s saw an influx of female vet students. You might expect a levelling of the playing field to lead to a profession now equally split between genders, but that isn’t so.

    I teach veterinary clinical communication skills to veterinary students. My research relates to developing communication strategies that are effective across a wide range of cultures and social groups. However, vets are not very culturally diverse: as well as the majority being female, nearly all are heterosexual and white.

    This can limit their experience and understanding of different perspectives. As part of a wider piece of research into student experience of communication, I have reviewed the history of veterinary demographics, with some surprising results.

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

    Historically, vets worked mainly in farms with large animals, for which clients perceived physical strength to be crucial. Increasing pet ownership means most vets now work with small animals.

    This change in focus has altered society’s perception of veterinary work from “practical” to “caring”, and it has been suggested that this has discouraged boys from considering the profession. Veterinary salaries have also stagnated for some time, which may make the job less attractive to men.

    In the past, much more veterinary work took place with large animals on farms.
    Dusan Petkovic/Shutterstock

    There is very little research to support any of these theories, but the most relevant and largest study available comes from the US in 2010. When applications to vet schools across the country from the 1960s to early 2000s were reviewed, one factor predicted student choice: the more female students there were, the less likely males were to apply.

    This is an understudied sociological phenomenon called “male flight” or “gender flight”. It seems that, in some professions at least, men lose interest once the number of women rises above 60%.

    Another study of UK workplaces found the same thing when modelling various reasons for gender disparities. Men not choosing professions such as pharmacy and accountancy due to increased female presence was the best explanation.

    These findings are concerning when connected with a UK study from 2018 called Drawing the Future. Thirteen thousand UK school children aged between seven and 11 were asked to draw pictures of their dream job. Researchers found that – perhaps unsurprisingly – dream jobs were strongly gendered, and that this happens from a young age.

    “Vet” was third overall, a very popular job choice. But when you split that by gender, it was the second most popular job for girls, but only ninth for boys. This very much matches the gender balance of vet school applicants, so we can hypothesise that attitudes to being a vet are set early in life.

    Need for diversity

    Most diversity initiatives aim to reduce barriers for underrepresented groups. The veterinary profession isn’t nearly as diverse as it could be – only around 4% of vets come from Black and ethnic minority backgrounds, compared to 18% of people in the UK population overall.

    Various reasons for this have been suggested, including lack of representation and financial barriers. But we actually don’t know why this is; applications to veterinary medicine by non-white students are lower than for other degrees.

    But in the case of gender, boys can become vets. They simply don’t want to.

    There’s value of diversity in general within the veterinary profession. Vets don’t just work in clinics with pets: they also play a key public health role preventing disease in animal populations and ensuring the health and welfare of farm animals.

    There are many animal charities that rely on vets to help support the human-animal bond, such as rescuing and rehoming animals, working with pets belonging to homeless people, or caring for the pets of people fleeing domestic violence. This means working with people from all over the UK, from all backgrounds.

    Many studies of stress in the veterinary profession identify difficulties with communication as a key problem. Indeed, communication is highlighted as a key skill for veterinary students by the Royal College of Veterinary Surgeons and many studies of veterinary education. But there lies a challenge common to homogeneous professions. Learning to communicate effectively with others is more difficult when there is less diversity.

    This issue of gender flight has broader social implications. When men leave a profession due to increased numbers of women, wages tend to stagnate, which is a serious issue for students who frequently leave their five-year vet degrees with substantial debt.

    One place to start might be looking at how young children view vets – and what might make it a profession to choose as a result of personal ability and preference, rather than social pressure.

    Hamish Morrin 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. Fewer men are choosing to become vets – ‘male flight’ could be the reason – https://theconversation.com/fewer-men-are-choosing-to-become-vets-male-flight-could-be-the-reason-254827

    MIL OSI – Global Reports –

  • MIL-OSI Global: Five geoengineering trials the UK is funding to combat global warming

    Source: The Conversation – UK – By Robert Chris, Honorary Associate, Geography, The Open University

    graphicwithart / shutterstock

    The UK government recently announced plans to fund five small-scale trials related to geoengineering. It’s the first time a state research funding body has put serious money into what’s known as solar radiation management, or SRM, which seeks to cool the planet by reflecting more of the Sun’s energy back into space.

    It’s easy to see why countries have been so hesitant to proceed with projects of this nature: SRM is highly controversial, even among scientists.

    Deliberately altering the atmosphere, a shared global resource, is fraught with ethical, geopolitical and practical problems. It is and always has been a crazy idea.

    However, many consider the failure to control carbon emissions means not intervening in this way is an even crazier idea. They consider it necessary to avert the collapse of ecosystems and society. Perhaps solar geoengineering is the price we must pay for our wholly inadequate climate change response to date.

    The good news is that SRM may be able to deliver some progress relatively quickly. Earth has become slightly less reflective over the past few decades. That’s mostly thanks to reduced cloud cover (warmer oceans cause clouds above them to evaporate), but also thanks to less snow and ice, and a significant reduction in nasty-but-reflective shipping fuel pollutants.

    By my calculations (based on data from US climate scientist James Hansen), this reduction in the reflectivity of Earth has caused as much warming as the 750 gigatonnes of CO₂ emitted since 2005. And while it will take decades to achieve significant global cooling through decarbonisation, it can be achieved relatively quickly by small increases in reflectivity.

    Of the 21 projects being funded by Aria, the UK government’s Advanced Research and Invention Agency, five are likely to involve small-scale outdoor experiments. They account for about half the £57 million programme.

    Three of the projects concern brightening clouds over the ocean, one explores a method of refreezing the Arctic and the fifth looks at a specific detail of injecting reflective aerosols into the stratosphere.

    The other projects concern how to govern these technologies and model and monitor their effects. They could also yield insights vital for securing the public and governmental support necessary if these technologies are ever to be deployed on a much larger scale.

    Marine cloud brightening

    Marine cloud brightening seeks to make clouds over the ocean more reflective. This is done by turning seawater into an aerosol spray and allowing air currents to loft salt crystals into the clouds, where they enhance the creation of reflective water droplets.

    Clouds above the ocean could become a key battleground in the fight against climate change.
    G_O_S / shutterstock

    The greatest challenge with this method is making enough seawater mist in which the droplets are of a uniform size, about 1 micron in diameter. The Reflect project led by the University of Manchester has received £6.1 million to explore “the technical feasibility and optimal methods” for generating these droplets.

    A team from the University of Reading has developed a process using drones to fire electric charges through fog to alter the size of its water droplets. Their Brightspark project has been awarded £2 million to determine whether this process would be viable and safe if applied to clouds. A second phase involving small-scale testing in the UK is contingent on further approval by Aria.

    Daniel Harrison, an oceanographer at Southern Cross University in Australia, has been researching marine cloud brightening for several years for the limited purpose of protecting the corals of the Great Barrier Reef. Preliminary results are positive.

    His previous work will be extended to assess if, and how, marine cloud brightening could work safely and effectively, but still only as a regional intermittent intervention to protect coral from marine heatwaves.

    This will also be a two-phase project (£1 million and £5 million respectively) in which the research will initially deal with modelling and spray design. Subject to further approvals, it will then test the newfound knowledge over the Great Barrier Reef.



    Read more:
    Could ‘marine cloud brightening’ reduce coral bleaching on the Great Barrier Reef?

    The remaining two projects are both from teams led by the Centre for Climate Repair at Cambridge University (I’m an associate researcher of the centre but I have no involvement in either of these projects).

    Arctic refreezing

    Engineer Shaun Fitzgerald has been awarded £9.9 million to extend an existing research project to examine the feasibility of thickening Arctic sea ice by pumping seawater from below the ice on to the surface, where it freezes. The idea is to increase the extent and thickness of sea ice in winter so that it endures longer through the summer.

    Thicker, longer-lasting sea ice may help keep global warming in check.
    Mozgova / shutterstock



    Read more:
    Arctic ice is vanishing – our bold experiment is trying to protect it

    The project also includes modelling to assess the impact this would have on a range of climate phenomena. Most significantly, this includes the Atlantic meridional overturning circulation, an ocean current that some fear is in imminent danger of weakening sufficiently to bring Siberian winters to north-west Europe.

    Stratospheric aerosol injection

    The final project being funded looks at the injection of aerosols into the stratosphere – higher than clouds – where they would reflect a little of the Sun’s energy back to space.

    Many regard this as the form of geoengineering most likely to happen. It is the most studied, as it replicates the natural cooling effect of certain big volcanic eruptions that put massive amounts of sulphate-based aerosols into the stratosphere. Scaling it to be climatically significant is thought to be relatively straightforward, and would probably be the cheapest cooling option.

    One significant concern is the health and environmental impact of these aerosols as they fall back to the planet’s surface. Hugh Hunt, also an engineering professor at Cambridge, has been awarded £5.5 million to examine a range of alternative aerosol compounds. The plan is to send tiny samples into the stratosphere in specially designed gondolas attached to balloons. The gondolas will later be recovered, so that the effect of the stratosphere on the samples can be examined. Nothing will be released into the atmosphere.

    A small step towards something much bigger

    Aria is treading a fine line with this programme.

    On the one hand, the organisation recognises that further interventions might be needed to mitigate the harm from the continuing failure to phase out fossil fuels. On the other, it recognises how controversial such interventions are. It is clearly anxious not to provoke a public furore that could undermine the research effort.

    In isolation, it is unlikely that this programme will fill any knowledge gaps that might encourage policymakers to push climate intervention up the international agenda. What it could demonstrate, however, is that with appropriate controls in place, it is safe to test these options.

    Perhaps the next funding round will support bigger outdoor experiments. These would help determine which technologies can eventually become the safe and effective climate interventions we desperately need.

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

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

    Robert Chris 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. Five geoengineering trials the UK is funding to combat global warming – https://theconversation.com/five-geoengineering-trials-the-uk-is-funding-to-combat-global-warming-256515

    MIL OSI – Global Reports –

  • MIL-OSI Global: Social media’s push for the perfect muscular body is fuelling a new form of disordered eating — and young men are most at risk

    Source: The Conversation – UK – By Alison Fixsen, Senior Lecturer Psychology, University of Westminster

    Young men are most likely to follow eating habits consistent with Mode. Elkhophoto/ Shutterstock

    From celebrities and influencers to everyday people, social media is full of content that showcases perfectly toned, muscular bodies – and how to achieve them. Having a muscular physique is no longer confined to elite athletes and body builders – it has become a widely popular aspiration.

    But alongside the rising popularity of this kind of content has been an increase in the pressure that both men and women are feeling to achieve a more athletic, muscular physique. This seemingly healthy trend has coincided with the detection of a new form of disordered eating.

    Muscularity oriented disordered eating (Mode) refers to a set of disordered eating habits driven by an excessive focus on lean muscle gain. This includes excessive consumption of protein supplements and drinks, rigid diet patterns, meticulous tracking of macronutrients (protein, carbs and fat in food) and frequent muscle checking.

    Unlike eating disorders such as anorexia and bulimia, Mode is specifically related to muscularity and predominantly affects young men. But, as with other forms of disordered eating, Mode can disrupt daily life, harm social relationships and diminish emotional wellbeing.

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

    Social media plays a significant and multifaceted role in Mode. While social media can sometimes offer helpful health and fitness information, social media algorithms also amplify content of extreme or visually striking bodies that garner attention.

    Platforms such as Instagram and TikTok are saturated with “fitspiration” content. Posed shots and before and after photos suggest that “fitspiration” content may be about appearance rather than health. These highly curated depictions of idealised, muscular bodies not only reinforce unrealistic body ideals, they can also foster dissatisfaction with body image, increase muscle fixation and lead to disordered forms of eating.



    Read more:
    Body dysmorphic disorder: what to know about this mental health condition

    Many social media influencers also promote unattainable body standards, unsustainable lifestyles and extreme eating habits. These include the daily use of protein supplements, rigorous tracking of macronutrients, extreme workouts and the use of drugs (including anabolic steroids) to enhance performance.

    Some influencers even partner with fitness supplement companies, becoming the image for a specific brand or food product. This can incentivise social media users to purchase those products and follow similar dietary habits without seeking professional advice or examining the risks.

    While not every fitness enthusiast is at risk of developing Mode, this intense preoccupation with muscle growth is growing. According to one 2019 study, 22% of males and 5% of females aged 18–20 reported engaging in behaviour consistent with Mode.

    College students may be particularly at risk of Mode due to their high use of social media and because they’re often in control of their diet for the first time.

    Mode has been closely associated with preoccupation with body image, which is known to be linked with unhealthy, body-changing behaviours.

    Obsessively tracking protein intake, consuming supplements and following a rigid diet are all associated with Mode.
    George Rudy/ Shutterstock

    Several other factors have also been associated with Mode. These include exercising specifically to gain weight, perceiving oneself as underweight, having a lower body mass index (BMI), practising weightlifting and using anabolic steroids. Among males, alcohol consumption is linked to Mode, while depressive symptoms were a notable factor for females.

    Mode has also been reported at comparable rates in many countries around the world – including the United States, Canada and Iran.

    Risk of harm

    There are many physical and mental harms that may be associated with Mode.

    For instance, the condition is associated with a variety of disordered eating patterns. Fixation on muscle development can trigger or exacerbate eating disorders, notably binge eating. Orthorexia nervosa – a pathological and potentially harmful focus on “healthy eating” – is also frequently recorded in fitness communities.

    While women were once the main audience for the health food market, health supplements and protein products are increasingly targeted at men.

    According to a US study, more than 80% of male college students reported using whey protein powders or shakes, and more than 50% used the supplement creatine monohydrate to increase muscle mass and strength. Alarmingly, 82% of anabolic-androgenic steroid users in the study were also from this demographic. Steroid use is associated with serious side effects, including mood swings and sexual dysfunction.

    Over-consumption of protein products can be harmful to health. While it’s true your body needs more protein when you are more active, not all muscle-building products are necessarily healthy. Protein shakes, for example, can be highly processed.

    Some products contain artificial sweeteners and thickeners. They may also contain potentially harmful chemicals such as heavy metals (including lead and aluminium).

    Over-consumption of protein products has also been linked to gut and metabolic disturbances. It’s important that protein shakes and bars aren’t used as replacements for natural protein sources, such as pulses, meat, fish or dairy foods.

    On a social and emotional level, Mode is associated with disruptions to daily life and social isolation, with the person prioritising diet and fitness plans over work, school and relationships. In one study, male bodybuilders who followed an extreme, muscle-focused diet reported they felt guilty and disappointed in themselves if they deviated from their lifestyle – with their dietary needs affecting their work.

    Women with Mode have reported significant levels of depression and anxiety, and were more likely to feel socially isolated.



    Read more:
    Body image issues are rising in men – research suggests techniques to improve it

    Recognising Mode as a legitimate public health concern is essential for cultivating a more inclusive and healthy fitness culture. While continuing to support efforts to exercise more and stay healthy, schools, colleges, gyms and fitness instructors should be mindful of the potential for Mode among people who are excessively focused on their physical appearance or over-frequenting the gym.

    More work needs to be done to identify Mode risk factors and prevent further escalation. The fitness industry should also be held to greater account for the products and lifestyles they promote.

    Alison Fixsen 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. Social media’s push for the perfect muscular body is fuelling a new form of disordered eating — and young men are most at risk – https://theconversation.com/social-medias-push-for-the-perfect-muscular-body-is-fuelling-a-new-form-of-disordered-eating-and-young-men-are-most-at-risk-254157

    MIL OSI – Global Reports –

  • MIL-OSI Global: Autocrats don’t act like Hitler or Stalin anymore − instead of governing with violence, they use manipulation

    Source: The Conversation – USA – By Daniel Treisman, Professor of Political Science, University of California, Los Angeles

    Autocrats today tend to govern by manipulation of the public, among other tactics, rather than solely using violence. Nanzeeba Ibnat/iStock/Getty Images Plus

    President Donald Trump’s critics often accuse him of harboring authoritarian ambitions. Journalists and scholars have drawn parallels between his leadership style and that of strongmen abroad. Some Democrats warn that the U.S. is sliding toward autocracy – a system in which one leader holds unchecked power.

    Others counter that labeling Trump an autocrat is alarmist. After all, he hasn’t suspended the Constitution, forced school children to memorize his sayings or executed his rivals, as dictators such as Augusto Pinochet, Mao Zedong and Saddam Hussein once did.

    But modern autocrats don’t always resemble their 20th-century predecessors.

    Instead, they project a polished image, avoid overt violence and speak the language of democracy. They wear suits, hold elections and talk about the will of the people. Rather than terrorizing citizens, many use media control and messaging to shape public opinion and promote nationalist narratives. Many gain power not through military coups but at the ballot box.

    The softer power of today’s autocrats

    In the early 2000s, political scientist Andreas Schedler coined the term “electoral authoritarianism” to describe regimes that hold elections without real competition. Scholars Steven Levitsky and Lucan Way use another phrase, “competitive authoritarianism,” for systems in which opposition parties exist but leaders undermine them through censorship, electoral fraud or legal manipulation.

    In my own work with economist Sergei Guriev, we explore a broader strategy that modern autocrats use to gain and maintain power. We call this “informational autocracy” or “spin dictatorship.”

    These leaders don’t rely on violent repression. Instead, they craft the illusion that they are competent, democratic defenders of the nation – protecting it from foreign threats or internal enemies who seek to undermine its culture or steal its wealth.

    President Donald Trump appears at an Air Force base in Doha, Qatar, on May 15, 2025.
    Win McNamee/Getty Images

    Hungary’s democratic facade

    Hungarian Prime Minister Viktor Orbán exemplifies this approach. He first served from 1998 to 2002, returned to power in 2010 and has since won three more elections – in 2014, 2018 and 2022 – after campaigns that international observers criticized as “intimidating and xenophobic.”

    Orbán has preserved the formal structures of democracy – courts, a parliament and regular elections – but has systematically hollowed them out.

    In his first two years he packed Hungary’s constitutional court, which reviews laws for constitutionality, with loyalists, forced judges off the bench by mandating a lower retirement age and rewrote the constitution to limit judicial review of his actions. He also tightened government control over independent media.

    To boost his image, Orbán funneled state advertising funds to friendly news outlets. In 2016, an ally bought Hungary’s largest opposition newspaper – then shut it down.

    Orbán has also targeted advocacy groups and universities. The Central European University, which was registered in both Budapest and the U.S., was once a symbol of the new democratic Hungary. But a law penalizing foreign-accredited institutions forced it to relocate to Vienna in 2020.

    Yet Orbán has mostly avoided violence. Journalists are harassed rather than jailed or killed. Critics are discredited for their beliefs but not abducted. His appeal rests on a narrative that Hungary is under siege – by immigrants, liberal elites and foreign influences – and that only he can defend its sovereignty and Christian identity. That message resonates with older, rural, conservative voters, even as it alienates younger, urban populations.

    A global shift in autocrats

    In recent decades, variants of spin dictatorship have appeared in Singapore, Malaysia, Kazakhstan, Russia, Ecuador and Venezuela. Leaders such as Hugo Chávez and the early Vladimir Putin consolidated power and marginalized opposition with minimal violence.

    Data confirm this trend. Drawing from human rights reports, historical records and local media, my colleague Sergei Guriev and I found that the global incidence of political killings and imprisonments by autocrats dropped significantly from the 1980s to the 2010s.

    Why? In an interconnected world, overt repression has costs. Attacking journalists and dissidents can prompt foreign governments to impose economic sanctions and discourage international companies from investing. Curbing free expression risks stifling scientific and technological innovation – something even autocrats need in modern, knowledge-based economies.

    Still, when crises erupt, even spin dictators often revert to more traditional tactics. Russia’s Putin has cracked down violently on
    protesters and jailed opposition leaders. Meanwhile, more brutal regimes such as those in North Korea and China continue to rule by spreading fear, combining mass incarceration with advanced surveillance technologies.

    But overall, spin is replacing terror.

    America too?

    Most experts, myself included, agree that the U.S. remains a democracy.

    Yet some of Trump’s tactics resemble those of informational autocrats. He has attacked the press, defied court rulings and pressured universities to curtail academic independence and limit international admissions. His admiration for strongmen such as Putin, China’s Xi Jinping and El Salvador’s Nayib Bukele alarms observers. At the same time, Trump routinely denigrates democratic allies and international institutions such as the United Nations and NATO.

    Some experts say democracy depends on politicians’ self restraint. But a system that survives only if leaders choose to respect its limits is not much of a system at all.
    What matters more is whether the press, judiciary, nonprofit organizations, professional associations, churches, unions, universities and citizens have the power – and the will – to hold leaders accountable.

    Hungarian Prime Minister Viktor Orbán delivers a speech at a hotel in Madrid on Feb. 8, 2025.
    Thomas Coex/AFP via Getty Images

    Preserving democracy in the US

    Wealthy democracies such as the U.S., Canada and many Western European countries benefit from robust institutions such as newspapers, universities, courts and advocacy groups that act as checks on government.

    Such institutions help explain why populists such as Italy’s Silvio Berlusconi or Israel’s Benjamin Netanyahu, although accused of bending electoral rules and threatening judicial independence, have not dismantled democracy outright in their countries.

    In the U.S., the Constitution provides another layer of protection. Amending it requires a two-thirds majority in both houses of Congress and ratification by three-quarters of the states – a far steeper hurdle than in Hungary, where Orbán needed only a two-thirds parliamentary majority to rewrite the constitution.

    Of course, even the U.S. Constitution can be undermined if a president defies the Supreme Court. But doing so risks igniting a constitutional crisis and alienating key supporters.

    That doesn’t mean American democracy is safe from erosion. But its institutional foundations are older, deeper and more decentralized than those of many newer democracies. Its federal structure, with overlapping jurisdictions and multiple veto points, makes it harder for any one leader to dominate.

    Still, the global rise of spin dictatorships should sharpen awareness of what is happening in the U.S. Around the world, autocrats have learned to control their citizens by faking democracy. Understanding their techniques may help Americans to preserve the real thing.

    Daniel Treisman 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. Autocrats don’t act like Hitler or Stalin anymore − instead of governing with violence, they use manipulation – https://theconversation.com/autocrats-dont-act-like-hitler-or-stalin-anymore-instead-of-governing-with-violence-they-use-manipulation-256665

    MIL OSI – Global Reports –

  • MIL-OSI Russia: More Foreign Delicacies Served to Chinese Wuhan Festive Tables

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian – People’s Republic of China in Russian –

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

    BEIJING, June 3 (Xinhua) — More foreign-made delicacies appeared on the tables of residents in the major Chinese city of Wuhan during the traditional Duanwu (Dragon Boat) Festival holiday, which ran from May 31 to June 2 this year, the Keji Ribao (science and technology daily) reported.

    Eight trains recently arrived in the city, which is the capital of Hubei Province (Central China), as part of the international China-Europe (Central Asia) railway freight transport.

    The trains reportedly carried various types of food products to Wuhan, including Kazakh flour, Russian sunflower oil, chocolate, honey, bread products, Danish cookies, French wines and Spanish olive oil.

    Thanks to the development of the China-Europe/Central Asia international rail freight sector, more locally produced goods are being supplied to the international market, and more sought-after foreign goods are being supplied to Hubei Province, the newspaper writes.

    Train X8183, loaded with photovoltaic products, equipment, auto parts and clothing, departed from Wuhan’s Wujiashan Station on Sunday for Germany, making it the 183rd China-Europe/China-Central Asia train departing from the station this year, up 9 percent year-on-year. -0-

    MIL OSI Russia News –

  • MIL-OSI: Financial Health Network Launches First-Ever Financial Industry Standards at its Flagship EMERGE Conference

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, June 03, 2025 (GLOBE NEWSWIRE) — The Financial Health Network today unveiled at this year’s EMERGE conference the first-ever product design standards for the financial industry, an essential step toward integrating financial health into financial solutions. During her keynote, Financial Health Network CEO Jennifer Tescher announced the FinHealth Standards for Spending Management Products, an operational playbook for checking accounts and credit cards, designed to help financial services providers advance customer financial health amid rising economic pressure, a shifting consumer protection landscape, and eroding public trust. Future installments will introduce standards for a broader range of financial products.

    Inspired by quality benchmarks in other sectors such as healthcare and digital privacy, the new standards provide banks, credit unions, and fintechs with clear, actionable guidance across three critical areas: account features, account policies, and customer onboarding and access. They provide a roadmap for excellence that helps institutions assess their impact, strengthen performance, and demonstrate leadership—delivering value to both businesses and the consumers they serve.

    “With more than half of Americans spending as much or more than their income, and nearly a third falling behind on at least one bill payment, the stakes could not be higher,” said Tescher, citing data from the 2024 Financial Health Pulse® Trends Report. “In today’s relaxed regulatory environment, these standards give providers the clarity and confidence to act, turning good intentions into measurable outcomes that build consumer trust and strengthen institutional credibility. By deepening customer relationships and enhancing brand reputation, they drive growth, retention, and long-term profitability.”

    Designed to be flexible and scalable across institutions of all sizes and technical capacities, the standards support a range of applications, including advanced balance forecasting tools and fee waivers tied to customer behaviors rather than minimum balances. The standards also include evaluation scorecards to help institutions assess current offerings and prioritize improvements.

    “Consumer expectations are shifting, and leading institutions recognize that meeting financial health needs is no longer optional,” said Financial Health Network’s Vice President, Financial Services Solutions, Marisa Walster. “This initiative reflects where the industry is headed—toward greater accountability and deeper impact. These standards are intentionally designed to be adaptable, offering pathways for both steady progress and transformative change. This isn’t about compliance, it’s about building a system where financial health is the norm, rather than the exception.”

    Developed through extensive research, behavioral science insights, and collaboration with financial institutions and policy advisors, the standards align with the Financial Health Network’s broader strategy to embed financial health across the financial ecosystem. They complement the Financial Health Pulse data, which continues to track financial health across the U.S., and highlight the urgent need for systemic innovation.

    Today’s announcement marks the first in a series of FinHealth Standards that will be released, expanding across all pillars of financial health: saving, borrowing, and planning products. Future installments will cover a wide range of financial products, such as savings accounts, loans, and other money management tools. Later this year, the Financial Health Network will also publish an initial assessment evaluating how the industry aligns with the standards to help inspire action, foster innovation, and accelerate adoption. The Financial Health Network invites financial services providers to engage with the standards, assess their current practices, and help shape a future where financial health is a core measure of institutional performance.

    About the Financial Health Network
    The Financial Health Network is the leading authority on financial health. We are a trusted resource for business leaders, policymakers, and innovators united in a mission to improve the financial health of their customers, employees, and communities. Through research, advisory services, measurement tools, and opportunities for cross-sector collaboration, we advance awareness, understanding, and proven best practices in support of improved financial health for all. For more on the Financial Health Network, go to www.finhealthnetwork.org and follow us on Twitter at @FinHealthNet.

    Contact:
    Catherine New
    Financial Health Network 
    cnew@finhealthnetwork.org 

    The MIL Network –

  • MIL-OSI: Fierce Medtech Names AI Pathology Leader Proscia to 2025 Fierce 15

    Source: GlobeNewswire (MIL-OSI)

    PHILADELPHIA, June 03, 2025 (GLOBE NEWSWIRE) — Proscia®, a software company accelerating pathology’s transition to digital and AI, today announced its inclusion in Fierce Medtech’s “Fierce 15” of 2025. This annual list honors private companies making an outsized impact on healthcare. Proscia earned its spot for its AI pathology leadership across the precision medicine value chain.

    Proscia’s Concentriq® platform delivers a uniquely comprehensive approach to AI from drug discovery to diagnostics. It incorporates a portfolio of best-in-class applications, tools for building algorithms, and AI-native features into routine workflows, helping its user base of over 12,000 pathologists and scientists to drive efficiencies, identify novel biomarkers, and develop and deploy companion diagnostics. Concentriq is trusted by 16 of the top 20 pharmaceutical companies as well as major laboratories set to diagnose 32,000 patients per day on the platform this year.

    “AI in pathology is about much more than use case-specific applications and individual foundation models,” said David West, Proscia’s CEO. “We’re equipping both life sciences organizations and diagnostic laboratories to fully harness AI’s potential to rewire pathology and drive precision medicine forward. Fierce Medtech’s recognition validates the impact of our broad approach for our users and patients.”

    This honor builds on a series of high-impact milestones for Proscia. Last week, Labcorp announced it adopted Concentriq LS to accelerate clinical trials and companion diagnostic development as part of its expanded precision oncology portfolio. Proscia also recently launched Concentriq Embeddings to accelerate AI development with foundation models, demonstrating a 13x efficiency gain. Additionally, the company introduced a real-world data offering enabling data scientists to leverage over 10 million pathology images with associated clinical and genomic data to fuel their AI algorithms.

    Proscia is continuing to accelerate its momentum. In March, the company announced $50M in funding led by Insight Partners to increasingly weave AI into Concentriq’s core and drive its commercial growth. The company is also adding to the 120+ research and diagnostic applications already available on the platform through its precision medicine AI portfolio.

    Proscia will demonstrate the accessibility of its AI development tools at the Digital Pathology & AI Congress in its hometown of Philadelphia. On June 4, it will host a pre-conference workshop where participants can build functional AI applications in under two hours without programming experience. Learn more about ‘From Pixels to Insight’ and register to attend here.

    View the full Fierce 15 list here.

    About Proscia
    Proscia is a software company accelerating pathology’s transition to a digital, data-driven discipline and enabling AI to advance precision medicine. Its Concentriq enterprise pathology platform, precision medicine AI portfolio, and real-world data fuel the development and use of novel therapies and diagnostics to drive the fight against humanity’s most challenging diseases, like cancer. 16 of the top 20 pharmaceutical companies and a global network of diagnostic laboratories rely on Proscia’s solutions each day. The company has FDA 510(k) clearance and CE-IVDR certification for its diagnostic software. For more information, visit proscia.com, and follow Proscia on LinkedIn and X.

    Contact:
    Sydney Fenkell
    VP, Marketing Communications
    sydney@proscia.com
    215.816.3436

    The MIL Network –

  • MIL-OSI: CMG and Baker Hughes Announce Agreement to Advance Digital Integration

    Source: GlobeNewswire (MIL-OSI)

    Delivering Enhanced Workflows for a Connected Customer Experience

    CALGARY, Alberta, June 03, 2025 (GLOBE NEWSWIRE) — Computer Modelling Group Ltd. (“CMG” or the “Company”) (TSX: CMG) is pleased to announce an agreement with Baker Hughes to further the integration of its simulation and seismic technologies with Baker Hughes’ digital offerings, delivering comprehensive software and consulting solutions for upstream energy development.

    As asset complexity increases, the accuracy and integrity of modelling and simulation are essential for building better understanding, mitigating operational risk, and optimizing recovery. Baker Hughes’ field proven JewelSuite™ subsurface and geomechanical modelling, combined with CMG’s powerful seismic interpretation and reservoir and production simulation tools, deliver a comprehensive workflow well-suited to maximize asset value in a full range of recovery processes.

    Under the agreement, CMG and Baker Hughes will enhance integration across both companies’ solution sets, improving user experience and ease of use. This collaboration expands market reach and enables both companies to offer end-to-end workflows including seismic to geology, geology to reservoir, reservoir to production, and production to surveillance. In addition to JewelSuiteTM, the two companies will explore further opportunities to integrate CMG’s advanced technologies with Baker Hughes’ industry-leading LeucipaTM automated field production solution and CarbonEdgeTM end-to-end digital solution for CCUS operations. While many industry software applications are connected, this agreement aims to take the next step in truly connecting the workflows.

    In addition, experts from CMG and Baker Hughes’ GaffneyCline energy advisory group will collaborate to deliver superior expertise and insights to the industry for consulting projects in subsurface and surface oil and gas, geothermal, and CCUS systems. This team approach to consulting delivers true industry expertise in each unique discipline required on a project.

    Commenting on the agreement, Pramod Jain, CEO of CMG said, “At CMG, we are dedicated to building an open ecosystem where leading-edge technologies can thrive. We are committed to ensuring that our customers are free to select best-in-class solutions that integrate effortlessly, empowering them to work with the technologies that best serve their needs. Collaborating with Baker Hughes to assure seamless integration of our respective solutions is a meaningful way for us to deliver on our mission to continue to help our clients solve their most complex problems.”

    James P. Brady, Chief Digital Officer – Oilfield Services & Equipment, Baker Hughes added “Collaboration is at the heart of our digital strategy. By working closely with CMG, we can leverage our collective reservoir and software expertise to deliver a better, truly integrated customer experience — from exploration and resource development to sustainable production optimization.”

    About CMG

    CMG (TSX:CMG) is a global software and consulting company that combines science and technology with deep industry expertise to solve complex subsurface and surface challenges for the new energy industry around the world. CMG is headquartered in Calgary, AB, with offices in Houston, Oxford, Dubai, Bogota, Rio de Janeiro, Bengaluru, Kuala Lumpur, Oslo, Stavanger, and Kaiserslautern. For more information, please visit www.cmgl.ca.

    This press release contains “forward-looking statements”. Forward-looking statements can be identified by words such as: “aims”, “intend”, “can”, “goal”, “seek”, “believe”, “estimate”, “expect”, “strategy”, “future”, “likely”, “may”, “should”, “will”, and similar references to future periods. Examples of forward-looking statements include, among others, statements we make regarding our ability to integrate digital solutions with Baker Hughes.

    Forward-looking statements are neither historical facts nor assurances of future performance. They are based only on our current beliefs, expectations, and assumptions regarding the future of our business, future plans and strategies, projections, anticipated events and trends, the economy and other future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of our control. Our actual results and financial condition may differ materially from those indicated in the forward-looking statements. Therefore, you should not rely on any of these forward-looking statements. Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward-looking statements are detailed in the companies’ public filings.

    Any forward-looking statement made by us in this press release is based only on information currently available to us and speaks only as of the date on which it is made. Except as required by applicable securities laws, we undertake no obligation to publicly update any forward-looking statement, whether written or oral, that may be made from time to time, whether as a result of new information, future developments or otherwise.      

    The MIL Network –

  • MIL-OSI: Tesonet invests in Lithuanian SportsTech startup FPRO

    Source: GlobeNewswire (MIL-OSI)

    Tesonet is investing €2 million in the Lithuanian SportsTech startup FPRO. This is FPRO’s first round of outside investment, marking a new phase in its development. The funds will help the startup to leverage smart tech solutions to expand professional training opportunities in youth football worldwide.

    A made-in-Lithuania solution for the global football market

    FPRO is a SportsTech startup that is developing innovative football training solutions for children. Working in collaboration with UEFA-certified coaches and experts in sports science, FPRO has devised a unique interactive app for children ages 6 through 12. The app is designed to improve their technique, coordination and ball control skills.

    Having founded the Football Pro Academy back in 2018, founders Ernestas Pilypas, Darius Jankauskas, and Vilius Petkevičius were forced to move operations online during the pandemic. This was the impetus behind the development of their digital product, which was released in 2022. The platform’s user base currently consists of 140,000+ children from the UK, Germany, the US, and other countries. Most of the company’s revenue comes from sales outside of their home market.

    “Football is the most popular sport in the world, but the market is currently short on qualified coaches. We wanted to create a solution that would be accessible to everyone, regardless of their financial means or location. FPRO fills this gap by offering young athletes an accessible, tech-driven method geared towards raising their physical fitness and developing their personalities in a comprehensive way. It helps to build their self-confidence, discipline, and passion for football through a focused and personalised coaching process. We see Tesonet’s investment as confirmation that we’re on the right track,” said Vilius Petkevičius, co-founder of FPRO.

    Ambitious partnership for innovation in children’s sports

    “The sports technology market has enormous potential, and football unites billions of people worldwide. Given our substantial experience with SportsTech, the latest investment reflects our strategy to expand the sports innovation ecosystem while strengthening the community both in Lithuania and globally. This is a profitable and growing startup with a broad user base, an unstoppable team, and founders who are experts in their field. It’s a perfect combination, and one that mirrors our own values,” commented Tomas Okmanas, co-founder of Tesonet.

    Tesonet co-founder Eimantas Sabaliauskas added: “When making a decision to invest, we consider not only market potential, but also a given team’s vision and ability to solve real problems on a global scale. FPRO has created a strong product, and our goal as investors is to help them not just financially but also in terms of strategy. We see clear synergies where our contribution could help them optimise business processes, develop new revenue streams, expand their user base, and further accelerate growth internationally.”

    Another SportsTech investment in Tesonet’s portfolio

    This is not our first venture in the sports vertical. In 2022, we acquired shares in BC Žalgiris Kaunas, helping the basketball club with its digital transformation and commercial expansion. Then in 2024, we invested in basketball club BC London Lions, aiming to promote the development of young talent and bolster the club’s competitiveness internationally.

    ABOUT TESONET:

    Tesonet is one of the largest venture builders and investors in the Baltic States. It houses globally recognized companies such as joint cybersecurity powerhouse Nord Security and Surfshark, a market-leading web intelligence collection platform Oxylabs, the fastest-growing brand among hosting providers Hostinger, nexos.ai – an AI orchestration platform, and others.

    With over 3,500 in-house talents and a fully developed infrastructure, Tesonet supports, funds, and scales businesses globally. Since 2018, Tesonet has extended its reach by investing in successful ventures like Hostinger, Cast AI, Eneba, BC Žalgiris, London Lions, Artea, Zapp, Turing College, and others.

    Tesonet is known for its innovative ecosystem and strong infrastructure, which support product development, testing, and global growth. The company is dedicated to advancing technological innovation and helping grow the broader ecosystem.

    ABOUT FPRO:

    FPRO is a sports technology startup dedicated to developing innovative training solutions for children’s football. Collaborating with UEFA-certified coaches and sports university experts, FPRO has created a unique interactive mobile app designed to help children aged 6–12 improve their technique, coordination, and ball control skills.Currently, the platform is being used by over 140,000 children across the United Kingdom, Germany, the United States, and other countries.

    The MIL Network –

  • MIL-OSI Asia-Pac: Symposium advances talent hub

    Source: Hong Kong Information Services

    The Hong Kong Special Administrative Region Government today hosted the Forging a National High-calibre Talent Hub Symposium, gathering about 150 representatives from the Mainland, Macau and Hong Kong.

    At the symposium themed “Regional Collaboration, Empowerment through Science & Education, Global Talent Attraction”, participants exchanged views on promoting regional collaborative ties on talent work and the strategic development of a national high-calibre talent hub.

    The participants were from Beijing, Shanghai, Guangdong Province, the nine Mainland cities and four major co-operation platforms of the Guangdong-Hong Kong-Macao Greater Bay Area, the Macao Special Administrative Region, as well as 23 renowned universities on the Mainland and five of the world’s top 100 universities in Hong Kong.

    In his welcome remarks, Chief Secretary Chan Kwok-ki said education, technology and talent form the critical foundation for developing new quality productive forces and enhancing high-quality development.

    He added that the Hong Kong SAR Government’s Committee on Education, Technology & Talents is targeting the manpower demand of Hong Kong’s strategic positioning of the “eight centres” and co-ordinating the promotion of integrated development of education, technology and talent to build Hong Kong as an international hub for high-calibre talent.

    The symposium featured keynote speeches and two thematic panel discussions.

    Secretary for Labour & Welfare Chris Sun, together with government officials from Beijing, Shanghai and Guangdong Province joined the first discussion to explore ways to synergise regional strengths in building the talent hub. 

    Mr Sun also witnessed Hong Kong Talent Engage Director Anthony Lau sign a Memorandum of Understanding with representatives from the Shenzhen Qianhai Cooperation Zone and Guangzhou Nansha District respectively, deepening collaboration in talent recruitment, services, employment and development between Hong Kong and the two regions.

    In his closing remarks, the labour chief highlighted Hong Kong’s various advantages in attracting global talent and the need to collaborate with different regions across the country through interdependence and mutual reinforcement, thereby accelerating the development of the national high-calibre talent hub.

    He expects the symposium, together with the second Global Talent Summit · Hong Kong scheduled for early next year, would bring together valuable experiences from various regions in talent attraction, retention, nurturing and recruitment, to inject new impetus into high-quality development and achieve the vision of developing a national quality workforce.

    MIL OSI Asia Pacific News –

  • MIL-OSI Africa: Secretary-General’s video message at the Ninth Austrian World Summit

    Source: United Nations – English

    strong>Download the video:
    https://s3.us-east-1.amazonaws.com/downloads2.unmultimedia.org/public/video/evergreen/MSG+SG+/SG+21+May+25/3399096_MSG+SG+AUSTRIAN+WORLD+SUMMIT+21+MAY+25.mp4

    Excellencies, friends,

    President Van der Bellen, thank you for your leadership.

    And my thanks to Arnold Schwarzenegger. 

    It is fitting that the world’s one and only Terminator is focussing our attention on terminating pollution – continuing his history of political leadership and action.

    Unfortunately, our world looks less like an action hero movie and increasingly more like a horror show.

    We face a triple-whammy of woe:

    Pollution clogging rivers, contaminating land, and poisoning our ocean;

    Biodiversity destroyed at record pace; 

    And record levels of greenhouse gases catastrophically disrupting our climate. 

    We salute the real-life heroes on the front-lines when these crises strike:

    The firefighters taking-on infernos…

    The rescuers saving lives as floods sweep communities…

    And the United Nations staff providing food, shelter, and care when crops fail, hurricanes hit, or people are forced from their homes.

    No country – whether rich or poor – can escape these crises.

    And no country can solve them alone. 

    But together, we can reap the rewards of action – from cheap, secure power, to better health.

    The science is on our side. The economics are behind us.

    Almost everywhere, solar and wind are the cheapest source of new electricity.

    The world now invests almost twice as much in clean energy as it does in fossil fuels.

    An energy revolution is underway across the globe. 

    We must unite for action to accelerate it, and drive down global emissions:

    With new national climate plans from countries this year and new transition plans from business.

    These must align with limiting global temperature rise to 1.5 degrees Celsius – to avoid the worst of climate change.

    We must unite in action to drive finance to developing countries so they can make the leap to renewables, adapt to our changing climate, and respond to disasters.

    And we must unite in action to end biodiversity loss and pollution.

    Particularly, countries must agree a new global treaty this year to end plastic pollution. 

    Friends,

    United in action we can terminate pollution and protect people and planet.

    Let’s come together and make that a reality.

    Thank you.

    ***
     

    MIL OSI Africa –

  • MIL-OSI USA: Recent Graduate Named to Congress-Bundestag Youth Exchange

    Source: US State of Connecticut

    Julian Cote-Dorado ’24 (CLAS) has been accepted into the Congress-Bundestag Youth Exchange (CBYX) for Young Professionals for the 2025-26 academic year. The fellowship annually provides 65 American and 65 German young professionals the opportunity to spend one year in each other’s countries, studying, interning, and living with hosts as part of a cultural immersion program.

    Cote-Dorado graduated from UConn with a degree in political science and minors in economics and German. The Mansfield native grew up in the UConn community and graduated from E.O. Smith High School.

    He is interested in pursuing a career in international relations and diplomacy.

    “I love to travel meeting people, and I am very interested in different languages,” says Cote-Dorado. “My dream is to work in foreign affairs or diplomacy.”

    For Americans, the CBYX program consists of three phases: two months of intensive German language training, one semester of classes, and a three-to-five-month-long internship. CBYX is sponsored in the United States by the Department of State’s Bureau of Educational and Cultural Affairs.

    “I met Julian last fall at a German language club coffee hour,” says Tim Beaucage, an Honors Program advisor and STEM Scholar coordinator, who advised Cote-Dorado on his application for the CBYX program. “It is a great opportunity for the UConn community to gather and have the opportunity to practice their German language skills. Julian really impressed me with his German speaking and understanding ability. For someone who has only been learning the language in college, his level is outstanding. I could tell he was really passionate about languages, and he speaks several very well himself.

    “I am so excited and happy for Julian to participate in the CBYX program,” Beaucage continues. “I am sure that he will walk away with not only superior German language skills, but many life-changing experiences and future opportunities as well.”

    Cote-Dorado studied at Heidelberg University in Germany during his junior year as part of UConn’s bilateral exchange program. During his time there, he spent six weeks teaching English to Chinese high school graduates.

    “That was my first foray into Germany, and I ended up really liking it,” says Cote-Dorado. “I am really looking forward to improving my German when I go back there and would like to get as close to fluent as possible.”

    He adds, “The fellowship will give me a foothold in Europe for a possible career there. It’s a very interesting time to be in Germany as the country has taken on a stronger leadership role in international security in Europe.”

    Cote-Dorado was also recently named a finalist for the Fulbright US Student Program as well, but has opted for the CBYX fellowship.

    He was an intern at the U.S. Department of State in the fall of 2023, which included a trip with a delegation to Moldova for a multilateral nuclear security exercise. Cote-Dorado was also an intern in the Connecticut State Senate in the spring of 2024.

    “Being in Hartford was interesting because I didn’t know much about state politics beforehand,” says Cote-Dorado. “I got to see not only how the legislative process works, but also how senators and representatives engage with each other. Connecticut is a small state, and they all know each other at the Capitol. It was interesting to see how committed they are to representing their citizens. They do it because they really care.”

    MIL OSI USA News –

  • MIL-OSI Video: We Are One Step Closer to Realizing President Trump’s Promise To MAHA

    Source: United States of America – Federal Government Departments (video statements)

    “Today, the COVID vaccine for healthy children and healthy pregnant women has been removed from @CDCgov recommended immunization schedule. Bottom line: it’s common sense and it’s good science. We are now one step closer to realizing @POTUS’s promise to Make America Healthy Again.” – Secretary Kennedy

    —

    U.S. Department of Health and Human Services (HHS) | http://www.hhs.gov

    http://www.Twitter.com/HHSGov | http://www.Facebook.com/HHS http://www.Instagram.com/HHSGov
    http://www.LinkedIn.com/company/us-department-of-health-and-human-services

    HHS Privacy Policy: http://www.hhs.gov/Privacy.html

    https://www.youtube.com/watch?v=0ZcHbc430MM

    MIL OSI Video –

  • MIL-OSI China: Chinese peacekeepers in Abyei visit local school 2025-06-03 18:59:06 On the occasion of the 75th International Children’s Day, the Chinese Peacekeeping Military Utility Helicopter Unit and the Rapid Response Unit to the UNISFA visited the Comboni Primary School in Abyei Township near the mission area.

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

      BEIJING, June 3 — On the occasion of the 75th International Children’s Day, the Chinese Peacekeeping Military Utility Helicopter Unit and the Rapid Response Unit to the United Nations Interim Security Force for Abyei (UNISFA) visited the Comboni Primary School in Abyei Township near the mission area to extend festival greetings and care to the local teachers and students, and convey peace and friendship through cultural exchanges.

      During the visit, the Chinese peacekeepers donated more than 1,200 pieces of teaching supplies including schoolbags, stationery, and sports and cultural items to help improve the local teaching conditions. Subsequently, they presented an art performance featuring traditional Chinese culture to the teachers and students.

      It is learned that the Chinese peacekeepers have been persistently carrying out educational assistance and support projects in the mission area. Over the past five years, the Chinese Peacekeeping Military Utility Helicopter Unit and the Rapid Response Unit to the UNISFA have visited the local schools for over 20 times. In addition to donating supplies, they also regularly conducts Chinese language teaching and basic science courses to help enhance the local education level, demonstrating the responsibility of a “peace envoy” through practical actions. 

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    MIL OSI China News –

  • MIL-OSI United Nations: First Global Early Warnings for All Multi-Stakeholder Forum launches with call to accelerate universal protection from disasters

    Source: UNISDR Disaster Risk Reduction

    Geneva, Switzerland, 2 June 2025 – The inaugural Global Early Warnings for All Multi-Stakeholder Forum opened today with a resounding call to accelerate the implementation of life-saving early warning systems worldwide. Co-led by the United Nations Office for Disaster Risk Reduction (UNDRR) and the World Meteorological Organization (WMO), the forum brings together governments, international organizations, civil society, private sector actors, and communities to advance the UN Secretary-General’s Early Warnings for All (EW4All) initiative.

    As part of the preparatory days for the Global Platform for Disaster Risk Reduction, the two-day forum aims to ensure that every person on Earth is protected by early warning systems by the end of 2027. With disasters projected to increase by 40% between 2015 and 2030, and economic losses from disasters in 2023 estimated at $250 billion, the urgency for effective early warning systems has never been greater.

    The forum’s opening session featured a comprehensive stock-take of global early warning system progress, highlighting that 108 countries report that they have multi-hazard early warning systems. Building on outcomes from five regional Early Warnings for All Multi-Stakeholder Fora held across Asia-Pacific, Africa, Europe & Central Asia, the Americas & Caribbean, and Arab States, the global gathering captures lessons learned and identifies pathways to close remaining gaps.

    Community-centered approaches and innovation at the forefront

    Graphic recording of thematic session on community empowerment.

    The forum’s first day emphasized the critical importance of people-centered approaches to early warning systems. Thematic sessions explored how communities can be empowered through user-tailored early warnings and early action, with particular attention to the unique challenges faced in fragile and conflict settings.

    Mr. Kamal Kishore, Special Representative of the UN Secretary-General for Disaster Risk Reduction, reinforced this message, stating, “Leave no one behind comes very important in the context of early warning systems. Women, children and persons with disabilities are not passive recipients of services, they are active participants.”

    Participants examined effective governance models that support multi-hazard early warning systems, recognizing that successful implementation requires institutionalized chains of responsibility and multi-stakeholder engagement including South-South and Triangular Cooperation mechanisms. The forum highlighted that early warning systems are strongest when at-risk communities and sectors co-develop and co-own these systems, ensuring trust, timely action, and long-term sustainability.

    Innovation emerged as a key theme, with experts showcasing how science, technology, and local knowledge can advance multi-hazard early warning systems. Discussions covered the integration of artificial intelligence, satellite systems, Information of Things (IoT) technologies, and traditional knowledge systems to enhance forecasting accuracy and improve warning dissemination to vulnerable populations.

    Ambassador Julien Thöni, Deputy Permanent Representative of Switzerland to the United Nations and other Organisations in Geneva, highlighted the dual nature of innovation: “Early Warning Systems can go hand-in-hand with innovation. New technologies from satellite data to mobile alerts help us predict more accurately and reach people faster. But innovation also means finding smarter ways to work together, adapt to local needs, and make sure no one is left behind.”

    Building partnerships for resilient futures

    Graphic recording of opening session & stock take on collaborative action and multilateralism.

    The forum underscored that no single entity can build and maintain effective early warning systems alone. Participants emphasized the need for stronger partnerships across sectors, levels of government, and international boundaries to achieve Early Warnings for All, by All.

    Professor Celeste Saulo, Secretary-General of the World Meteorological Organization, emphasized the critical importance of collaboration: “No warning, however early, is effective unless it reaches the right people at the right time. And that is why we are here today. To cement our partnerships and trust which are essential to early action…Alone we can do very little. But together, we can do so much.”

    Early warning systems provide a ten-fold return on investment and are recognized as among the most cost-effective adaptation measures. However, their full socio-economic benefits remain under-documented, highlighting the need for better evidence and advocacy to scale up investments.

    The forum’s diverse organizing committee, including the International Telecommunication Union (ITU), the International Federation of Red Cross and Red Crescent Societies (IFRC), the CREWS Secretariat, the Risk-informed Early Action Partnership (REAP), the United Nations Development Programme (UNDP), the United Nations Environment Program (UNEP), the Food and Agriculture Organization (FAO), United Nations Office for the Coordination of Humanitarian Affairs (OCHA), Group on Earth Observations (GEO), the United Nations Educational, Scientific, and Cultural Organization (UNESCO), the World Food Programme (WFP), Stakeholder Engagement Mechanism (SEM), the Global Network of Civil Society for Disaster Reduction (GNDR), and the Executive Office of the Secretary-General Climate Action Team, reflects the multi-stakeholder approach essential for success.

    Path forward: cooperation and finance

    Graphic recording of session on effective governance to support multi-hazard early warning systems.

    As the Forum continues, participants will focus on accelerating Early Warnings for All through international, regional and national cooperation and partnerships, alongside solutions for scaling and sustaining investments in multi-hazard early warning systems and building resident capacity.

    The Forum will produce an outcome statement sharing overarching needs and priorities, as well as emerging opportunities identified by participants at the global level. These outcomes will feed directly into the Global Platform’s thematic session on early warnings and early action.

    With Target G of the Sendai Framework calling for substantial increases in the availability and access to multi-hazard early warning systems, the Global Early Warnings for All Multi-Stakeholder Forum represents a critical milestone in the journey toward universal protection from disasters.

    The Global Early Warnings for All Multi-Stakeholder Forum continues on 3 June 2025, focusing on international cooperation and financing solutions for early warning systems.

    MIL OSI United Nations News –

  • MIL-OSI United Nations: GPDRR 2025 highlights: Monday 2 June 2025

    Source: UNISDR Disaster Risk Reduction

    The 8th Global Platform on Disaster Risk Reduction 2025 (GPDRR2025) began with preparatory events on Monday, 2 June, ahead of the upcoming official programme with highlevel meetings from 4-6 June in Geneva, Switzerland. GPDRR 2025 is organized by the UN Office for Disaster Risk Reduction (UNDRR) and hosted by the Government of Switzerland. Two parallel events took place on Monday: the Third Stakeholder Forum and the Global Early Warning for All (EW4All) MultiStakeholder Forum.

    Third Stakeholder Forum

    Opening

    The Third Stakeholder Forum opened with statements by the Governments of Switzerland and Indonesia and senior UN leaders under the theme “United for Resilience.” Speakers highlighted progress on the Bali Agenda for Resilience, an outcome of the 7th Global Platform in 2022, and the opportunities for inclusive disaster risk reduction (DRR).

    Mirjam Macchi, Swiss Agency for Development and Cooperation, appreciated stakeholders’ solidarity around the evacuation and assistance to the historic village of Blatten, destroyed last week by a glacial landslide 200 km from Geneva. She noted that even livestock were cared for-a powerful reminder that “resilience begins with local people” and inclusive solutions are more effective when those directly affected by disasters bring vital knowledge to action.

    Achsanul Habib, Permanent Representative of Indonesia to the UN, reaffirmed Indonesia’s commitment to risk-informed policies and inclusive approaches. He encouraged all participants to use the Stakeholder Forum as “not only a platform to listen and share, but a platform to act together.”

    The event also showcased the Sendai Framework Voluntary Commitments online platform (SFVC), where stakeholders can register their commitments, and users can identify areas of activity as well as gaps. Yuki Matsuoka, Head, UNDRR Office in Japan, noted that 729 individual organizations so far have registered their commitments.

    Celeste Saulo, Secretary-General, World Meteorological Organisation

    Whole-of-society approach for the Sendai Framework on DRR: A collective responsibility

    Sarah Wade-Apicella, UNDRR, moderated the session. On effective methods to implement inclusive DRR, Marcie Roth, World Institute on Disability, underscored the need for people with disabilities to be involved early in co-development of disaster risk strategies, and for foresight processes to incorporate diverse voices. Major Hamad Sabah Al-Sawar, Director of Crisis and Disaster Management, Bahrain, described Bahrain’s communication platform providing diverse modes of information sharing in multiple languages, the use of a phone application, and a common hashtag used to mobilize public action.

    On intersectional and intergenerational knowledge sharing, Tom Colley, HelpAge International, drew attention to the wide network of older people associations worldwide as opportunities to engage this age group in DRR. He noted these associations can also harness and serve as channels for bringing Indigenous Peoples’ knowledge into DRR strategies. Barrise Griffin, Disaster Risk Management Authority, The Bahamas, emphasized moving away from one-off, extractive approaches to information gathering, and instead facilitating ongoing dialogue. Josefina Miculax Sincal, Huairou Commission, called for frameworks and trainings to strengthen good practices at the community level.

    A slide showing the numbers of internal displacement by hazard for 2015- 2024.

    Participants then heard comments and questions from the floor on the role of national DRR platforms in community-level participation, engagement, and school programs for children; managing conflicts of interest; looking beyond immediate impacts of DRR; measuring the effectiveness of stakeholder engagement; shifting risk ownership to local communities to handle disasters; and securing resources.

    Data and financing for disaster displacement as loss and damage

    Steven Goldfinch, Asian Development Bank (ADB), moderated this session.

    Christelle Cazabat, Internal Displacement Monitoring Centre, explained that research into Hurricane Milton’s impacts in the US shows how people’s aspirations change when displacement stretches into the long term. She noted 2024 saw the highest number of people displaced in a single year globally (45.8 million), as well as the highest number of people continuing to live in displacement (9.8 million).

    Noralene Uy, Department of Environment and Natural Resources, the Philippines, noted that her country ensures children have access to child-friendly spaces during displacement, and that national protocols guide national and local assessments and reporting. Isoa Talemaibua, Ministry for Maritime and Rural Development, Fiji, highlighted Fiji’s risk assessment activities and stressed the value of financial tools such as green and blue bonds, and parametric insurance that enables rapid payouts based on environmental triggers.

    Hoang Phuong Thao, ActionAid Vietnam, highlighted the organization’s work with marginalized and remote communities to use smartphones for receiving early warnings, as well as for reporting on local conditions, thereby informing the government’s trend analysis. Catalina Díaz Escobar, Corporación Antioquia Presente, emphasized that data collection itself is a political process and should be conducted in an ethical and respectful manner.

    From Paris to Sendai: the fundamental connection of climate and DRR

    Jamie Cummings, Sendai Stakeholder Engagement Mechanism, moderated the session. Animesh Kumar, UNDRR, underlined that risk is a common denominator across the Sendai Framework, Paris Agreement, and Sustainable Development Goals (SDGs), stating that all these global frameworks share the goal of resilience. He encouraged the institutionalization of the agreements at the national level and highlighted the need to localize them. On technical assistance, he stressed that funding applications under the Santiago Network -a mechanism to support countries recovering from loss and damage due to climate change -should be designed to catalyze downstream impacts. Hisan Hassan, National Disaster Management Authority, Maldives, described his country’s focus on EW4All and slow-onset losses. Manon Robin, UN Framework Convention on Climate Change (UNFCCC) Secretariat, discussed integration of national adaptation plans and DRR strategies and emphasized, supported by Le-Anne Roper, UNDRR, the need to focus on coordinating actors on different aspects of climate resilience. Amber Fletcher, University of Regina, emphasized that slow-onset disaster management and funding are crucial for food producers, and stressed the significance of non-economic loss and damage.

    View of the panel during the “From Paris to Sendai: the Fundamental Connection of Climate and DRR” event.

    Innovative financing and private sector leadership in DRR

    Camila Tapias, UNDRR ARISE Global Board Member, moderated the session. Manisha Gulati, ODI Global, noted that most funding goes toward emergency response after disasters occur. She highlighted that when the private sector invests in critical services, DRR becomes an outcome, not only a target.

    Yezid Niño, Private Sector Liaison, UNDRR Americas, emphasized the relevance of understanding that DRR is part of the development of the countries and pointed toward the role of regulatory frameworks in involving the private sector in financing DRR. Terry Kinyua, Co-Chair of the ARISE Global Board, stressed that the resilience of communities amounts to the resilience of a country.

    Through digital interaction, attendees identified cost-benefit analysis, data gaps, and trust as the major barriers to private sector investment in DRR. Among the actions leaders can take to accelerate investment in resilience, attendees mentioned political incentives, regulatory alignment, resilience as a national priority, and the involvement of local leaders.

    View of the panel during the “Innovative Financing and Private Sector Leadership in DRR” event.

    Implementation of climate and DRR gender action plans at the national level-Synergies and strategies

    Mwanahamisi Singano, Women’s Environment and Development Organization (WEDO), moderated this panel discussion unpacking synergies between the different Gender Action Plans (GAPs) under multiple conventions and frameworks, including the Sendai GAP. She noted the need to avoid duplication and ensure cost effectiveness.

    Mary Picard, Humanitarian and Development Consulting, gave a keynote address describing the actions leading to the launch of the Sendai GAP in 2024. Panelists mentioned key lessons from their experiences with governments in implementing the GAPs, including the challenge of competing priorities and political preferences among different ministries when attempting to coordinate the different GAPs. Other interventions focused on holding governments and agencies accountable for implementing GAPs and enhancing communication among women’s networks, particularly those involved in DRR. Following interventions on regional mapping tools and GAP observatories that monitor implementation progress, Singano invited participants to provide inputs towards developing a universal DRR gender equality observatory.

    Community-led action for resilience, building partnerships for inclusive action

    Maité Rodríguez, Fundación Guatemala, moderated this session. The panel featured grassroot women leaders and related international organizations. Godavari Dange, Swayam Shikshan Prayog, a women-led organization of farmer-producers, highlighted women farmers’ work in drought preparedness to cultivate and stockpile animal fodder. She also highlighted technology training conducted during the COVID-19 pandemic for women to use online platforms. Norma Choc Botzoc, Community Practitioners’ Platform for Resilience in Guatemala, described grassroot women’s own development of risk and vulnerability assessments, which, she noted, are being used as tools for advocacy to local authorities to direct resources appropriately. Speakers from ADB and the Centre for Coordination of Disasters in Central America and the Dominican Republic (CEPREDENAC) affirmed the central importance of cooperation and co-design of programs for climate resilience and recovery after disasters.

    Disaster preparedness and risk reduction in urban areas—Building back better

    Ladeene Freimuth, The Freimuth Group, moderated the session. Guilherme Simões, National Secretary for Peripheries, Ministry of Cities, Brazil, outlined the Live Peripheries program, which provides access to better urban infrastructure, social services, and opportunities; and the Peripheries Without Risk strategy, a community-based risk reduction and climate adaptation plan.

    Marcie Roth, World Institute on Disability, highlighted EWS as one of the best-proven and cost-effective methods for reducing disaster deaths and losses. She drew attention to “Infinite Access,” a communication platform designed to deliver emergency alerts in multiple accessible formats.

    Mario Flores, Habitat for Humanity International, discussed the challenges and opportunities of urban environments, stressing the need to build better in the first place; to have risk-informed development; and to consider housing as a platform for a peoplecentered resilience approach.

    Debbra Johnson, ARISE-US Network, addressed the report “Navigating the sustainability-resilience nexus,” which brings together the SDGs, the Paris Agreement, and the DRR Sendai Framework.

    Breaking the DRR financing silos: A systematic shift in DRR financing for localization of inclusive resilience

    Camila Tapias, UNDRR ARISE Global Board Member, moderated the session. Noting that financial capital existed but is not reaching local levels, Tanjir Hossain, Stakeholder Engagement Mechanism, called for breaking down silos so funding is not sitting around while millions of people suffer. Steve Goldfinch, ADB, described the National Disaster Management Fund of Pakistan that finances projects with high economic benefits using a 70% – 30% funding model from provincial governments. He also highlighted the National Disaster Risk Management Fund of the Philippines that encourage local governments to invest in disaster response, relief, preparedness and risk reduction measures. Emma Haight, UNDRR Investor Advisory Board, described the adoption of a green sewer design, first developed in Washington DC, which proved so successful that the design was replicated in London, UK, Cape Town, South Africa, and Quito, Ecuador, highlighting its environmental and financial risk reduction, and over USD 200 million in cost savings. Michelle Chivunga, Global Policy House, discussed using artificial intelligence to shift DRR responses, optimize data utilization in local governments, track and mobilize funding, and to use digital capital during humanitarian crisis to make up for funding shortfalls. Sara Hoeflich, United Cities and Local Government, recommended investment in basic services such as water supply, street cleaning, and sewer solutions to ensure clean cities as an investment and risk mitigation measure. Marcos Concepción Raba, Global Network of Civil Society Organisations for Disaster Reduction, discussed effective localization.

    Global Early Warning for All (EW4All) Multistakeholder Forum

    Opening

    Julien Thöni, Ambassador and Deputy Permanent Representative to the UN, Switzerland, said timely early warning action should provide critical time to act and respond, and noted that innovation better predicts and reaches people faster. Celeste Saulo, Secretary-General, World Meteorological Organization (WMO), suggested key criteria for improving early warning systems (EWS), including that science must connect people; and systems and partnerships must include actors “outside the DRR tent,” especially those most at risk. Kamal Kishore, Special Representative of the United Nations Secretary-General for Disaster Risk Reduction, and Head of UNDRR, said EWS should not be regarded as a once-off intervention. He said national ownership must be strengthened, and the concept of leaving no one behind should be embedded into all efforts. Selwin Hart, Special Adviser to the Secretary-General on Climate Action and Just Transition, via video, suggested EWS is the most basic tool for saving and protecting lives, and called for high-level political support, a boost in technology access, and public and private finance at scale.

    Fireside chat: The state of EWS

    Johan Stander, WMO, drew attention to national ownership, stakeholder engagement, and the involvement of funding partners when investing in EW4All. Sujit Kumar Mohanty, Chief of Branch, UNDRR, emphasized co-design and co-ownership approaches to meaningfully engage stakeholders for successful EW4All.

    Good practices: Stakeholder perspectives on EWS

    Interventions during this panel session included: calls to integrate women and youth in all decisions focused on EWS; investing in women’s leadership, particularly those with disabilities; ensuring young people are equitably involved; reaching those living in remote rural areas and conflict zones; and leveraging the communication power of mobile networks through private-public partnerships.

    UNDRR Disability Leaders gather at the end of the day.

    Perspectives from across regions on EWS

    Panelists in this session focused on: successful collaboration and EWS progress in Zimbabwe after the 2019 Cyclone Idai; institutionalization of the community-based approach to EWS in Barbados; main challenges to integrate scientific tools and remote sensing into EWS in Lebanon; integration of the private sector in EWS decision-making process in Makati, the Philippines; and the role of cross-border cooperation, knowledge sharing, and educating people for effective EWS in Poland.

    Thematic Sessions 

    Four thematic sessions took place during the day. These were:

    MIL OSI United Nations News –

  • MIL-OSI: Greenbacker delivers first quarter results

    Source: GlobeNewswire (MIL-OSI)

    Company announces year-over-year increases in IPP revenue, power production, and generation capacity in its operating fleet, as well as construction milestones on largest solar project in New York

    Key Takeaways

    • Against a backdrop of trade policy driven volatility, Greenbacker’s proactive approach to tariff risk management delivered $19 million cost savings on 1 GW solar module order.
    • Company continued construction on largest solar project in New York State to date; the 674 MW Cider solar farm—also GREC’s largest to date—is expected to reach commercial operation in late 2026, generating 1 billion kWh of power in first year of operation.
    • Wind and solar PPA revenue increased 17% year-over-year to $39 million, driving total first-quarter operating revenue of $48 million.
    • Power production increased 14% across combined wind and solar fleets, year-over-year, generating 676 million kWh of power in the first quarter.
    • Operating fleet expanded 3% year-over-year, representing 41 MW of additional total generation capacity, as Company brought online over a dozen new assets.
    • Greenbacker’s assets contributed to a more resilient U.S. clean energy system, delivering homegrown power, driving decarbonization, and supporting the domestic economy.

    NEW YORK, June 03, 2025 (GLOBE NEWSWIRE) — Greenbacker Renewable Energy Company LLC (“Greenbacker,” “GREC,” or the “Company”), an energy transition-focused investment manager and independent power producer (“IPP”), has announced financial results for the first quarter of 2025, including year-over-year increases in revenue, operating capacity, and clean energy generation.1

    Greenbacker’s proactive approach to tariff risk management delivered $19 million cost savings

    Greenbacker’s proactive approach to managing exposure to tariff risk continued to deliver measurable results for investors. In late 2024, the Company’s procurement team secured a 1 gigawatt (“GW”) order with one of the world’s largest suppliers of solar modules for use in the construction of assets across its sustainable infrastructure portfolio—including the 674 MW Cider solar farm, Greenbacker’s largest clean energy project to date. As part of the agreement, Greenbacker was able to lock in its access to 1 GW of panels while limiting or eliminating risk on future tariff exposure.

    This forward-looking contract structure when procuring over 960,000 solar modules proved its value through the first quarter of 2025, as financial markets and the energy transition asset class experienced increased volatility driven by uncertainty around the Trump administration’s tariff regime.2

    As of March 31, 2025, the contract generated approximately $19 million in cost savings for Greenbacker, helping to protect returns by ensuring predictable pricing for a substantial volume of critical solar equipment.

    “Greenbacker and other clean energy industry participants have been successfully navigating the evolving trade landscape for over a decade,” said Dan de Boer, Greenbacker’s interim CEO. “The steps we’ve taken to mitigate tariff-related risk across our portfolio deliver results, protect returns, and add stability to our investment platform. This disciplined approach is a core part of how we create long-term value for our investors.”

    Company continued construction on 674 MW Cider solar project, projected to be largest solar farm in New York State when completed in 2026

    After breaking ground on early construction activity late last year, Greenbacker’s utility-scale Cider project continued major construction activities in Genesee County, NY. When complete, Cider is expected to be the largest solar energy project in New York State, where Greenbacker is headquartered.

    This phase of construction centers on key civil and mechanical activities, such as beginning installation of steel pilings and solar module racking systems. Additional phases of construction are expected to ramp up by mid-summer, including installation of electrical wiring and high-voltage utility interconnection infrastructure.

    Over its operational lifespan, Cider is expected to generate approximately $100 million in revenue for local communities through property taxes, host community agreements, and tax benefits—funds that can be used to support critical services and infrastructure, including first responders, area roadways, and local schools. Cider’s construction is expected to support hundreds of clean energy jobs, driving both immediate and long-term economic impact across the region.

    Cider is slated to enter commercial operation in late 2026 and is expected to generate approximately 1 billion kWh of power in its first full year of operation. The project plans to utilize agrivoltaics (dual land use combining photovoltaic production with agricultural practices) as part of a more cost-effective, nature-based approach to vegetation management. Cider will initially host rotational sheep grazing on over 300 acres, with the potential to increase grazing acreage across the project’s operational lifetime.

    Wind and solar PPA revenue increased 17% year-over-year to $39 million, driving total operating revenue of $48 million; wind and solar power production increased 14%

    Greenbacker generated total operating revenue of $47.5 million within its IPP segment during the first quarter of 2025, reflecting strong performance from the Company’s core operating fleet. This was driven by an increase in revenue from Greenbacker’s long-term power purchase agreements (“PPAs”) across both its wind and solar fleets, which together generated $38.8 million—a 17% increase compared to the same period last year, or an additional $5.8 million of revenue.

    First-quarter net loss attributable to Greenbacker in 2025 was $(15.6) million and Adjusted EBTIDA3 was $14.4 million, representing year-over-year changes of 84% and 56%, respectively. The net loss reflected impairment charges resulting from deteriorating macroeconomic conditions, as well as depreciation and amortization, partially offset by a decrease in other operating expenses.

    While total operating revenue represented a 3% year-over-year decline—primarily due to the timing of Renewable Energy Credit (“REC”) revenue recognition in the first quarter of 2024 and the divestment of a non-core asset in April 2024—the underlying power production of Greenbacker’s core fleet remained strong. Notably, the non-core divestiture was a key driver of the Company’s year-over-year increase in Adjusted EBITDA.

    On a year-over-year basis, GREC increased its operating fleet size by 3%, as of the end of the first quarter of 2025, resulting in a 41 MW increase in total operating power production capacity.4 This included placing over a dozen new solar energy assets into commercial operation. In total, GREC’s operating solar and wind portfolios delivered a combined year-over-year power production increase of 14%,5 generating over 676 million kWh of clean energy in the quarter—enough to power approximately 63,000 average U.S. homes for one year.6

             
    GREC Operating Fleet 1Q25 1Q24 YoY
    Increase
    (total)    		 YoY
    Increase
    (%)
    Clean power produced by solar assets (MWh) 307,154 266,339 40,815 15%
    PPA revenue generated by solar assets ($M) $ 18.0 $15.3 $2.6 17%
    Clean power produced by wind assets (MWh) 368,957 325,406 43,551 13%
    PPA revenue generated by wind assets ($M) $ 20.8 $17.7 $3.1 18%
    Total clean power generated by wind and solar assets (MWh) 676,111 591,745 84,366 14%
    Total PPA operating revenue generated by wind and solar assets ($M) $ 38.8 $33.0 $5.8 17%
             

    Some figures may not add to stated totals due to rounding. Total clean power generated does not include power generated from the non-core biomass facility during first quarter of 2024, which GREC divested in April 2024, nor does it include assets in which the Company holds a preferred equity position.

    Long-term contracted cash flows with investment-grade counterparties

    As of March 31, 2025, approximately 93% of Greenbacker’s portfolio of assets7 were contracted to sell power to investment-grade counterparties across the most resilient parts of the U.S. economy—including utilities, municipalities, and corporations—under long-term PPAs. The portfolio had approximately 17.3 years of contracted, highly visible cash flows associated with these PPAs, providing a solid foundation to build additional future revenue streams.

    As of March 31, 2025, the Greenbacker operating fleet represented approximately 1.6 gigawatts of total clean power generation and storage capacity, spanning over 30 states, territories, districts and provinces.

    Building a more resilient clean energy future by delivering homegrown power, driving decarbonization, and supporting the domestic economy

    As of March 31, 2025, Greenbacker’s portfolio of energy assets had cumulatively produced more than 12 million MWh of power.8 This clean energy has abated over 8 million metric tons of carbon9 and conserved more than 8 billion gallons of water.10

    Greenbacker’s business operations have driven more than $170 million in spending with U.S.-based manufacturers and suppliers in that period, directly supporting American industry and strengthening domestic supply chains, while advancing homegrown energy deployment.

    To date, Greenbacker’s fleet of operating and pre-operating projects currently support, or are expected to support, thousands of green energy jobs.11

    Additional information regarding the Company’s impact can also be found in Greenbacker’s impact report.

    Forward-Looking Statements
    This press release contains forward-looking statements within the meaning of the federal securities laws. Forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties and other factors that may cause the actual results to differ materially from those anticipated at the time the forward-looking statements are made. Although Greenbacker believes the expectations reflected in such forward-looking statements are based upon reasonable assumptions, it can give no assurance that the expectations will be attained or that any deviation will not be material. Greenbacker undertakes no obligation to update any forward-looking statement contained herein to conform to actual results or changes in its expectations.

    Private placements are speculative.
    For financial professionals and their accredited investors only. Not for inspection by, distribution to, or quotation to the general public. There are material risks associated with investing in alternative investments including financing risks, general economic risks, long hold periods, and potential loss of the entire investment principal. Potential cash flow, returns, and appreciation are not guaranteed. The shares offered are illiquid assets for which there is not expected to be any secondary market, nor is it expected that any will develop in the future. The ability to transfer shares is limited. Pursuant to the LLC Agreement, GREC has the discretion under certain circumstances to prohibit transfers of shares, or to refuse to consent to the admission of a transferee as a member. Securities offered through WealthForge Securities, LLC, Member FINRA/SIPC. Greenbacker Capital Management LLC and WealthForge Securities, LLC are separate entities.

    Non-GAAP Financial Measures
    In addition to evaluating the Company’s performance on a U.S. GAAP basis, the Company utilizes certain non-GAAP financial measures to analyze the operating performance of our segments as well as our consolidated business. Each of these measures should not be considered in isolation from or as superior to or as a substitute for other financial measures determined in accordance with U.S. GAAP, such as net income (loss) or operating income (loss). The Company uses these non-GAAP financial measures to supplement its U.S. GAAP results in order to provide a more complete understanding of the factors and trends affecting its operations.

    Adjusted EBITDA
    Adjusted EBITDA is a non-GAAP financial measure that the Company uses as a performance measure, as well as for internal planning purposes. We believe that Adjusted EBITDA is useful to management and investors in providing a measure of core financial performance adjusted to allow for comparisons of results of operations across reporting periods on a consistent basis, as it includes adjustments relating to items that are not indicative on the ongoing operating performance of the business.

    Adjusted EBITDA is a performance measure used by management that is not calculated in accordance with U.S. GAAP. Adjusted EBITDA should not be considered in isolation from or as superior to or as a substitute for net income (loss), operating income (loss) or any other measure of financial performance calculated in accordance with U.S. GAAP. Additionally, our calculations of Adjusted EBITDA may not be comparable to similarly titled measures reported by other companies.

    Funds From Operations (FFO)
    FFO is a non-GAAP financial measure that the Company uses as a performance measure to analyze net earnings from operations without the effects of certain non-recurring items that are not indicative of the ongoing operating performance of the business. FFO is calculated using Adjusted EBITDA less the impact of interest expense (excluding the non-cash component) and distributions to tax equity investors under the financing facilities associated with our IPP segment. 

    The Company believes that the analysis and presentation of FFO will enhance our investor’s understanding of the ongoing performance of our operating business. The Company considers FFO, in addition to other GAAP and non-GAAP measures, in assessing operating performance and as a proxy for growth in distribution coverage over the long term.

    FFO should not be considered in isolation from or as a superior to or as a substitute for net income (loss), operating income (loss) or any other measure of financial performance calculated in accordance with U.S. GAAP.

    General Disclosure
    This information has been prepared solely for informational purposes and is not an offer to buy or sell or a solicitation of an offer to buy or sell any security, or to participate in any trading or investment strategy. The information presented herein may involve Greenbacker’s views, estimates, assumptions, facts, and information from other sources that are believed to be accurate and reliable and are, as of the date this information is presented, subject to change without notice.

               
    GREENBACKER RENEWABLE ENERGY COMPANY LLC AND SUBSIDIARIES
    CONSOLIDATED BALANCE SHEETS
    (in thousands, except per share data)
     
      March 31, 2025   December 31, 2024
      (unaudited)      
    Assets          
    Current assets:          
    Cash and cash equivalents $ 103,237     $ 120,057  
    Restricted cash, current 31,949     38,403  
    Accounts receivable, net 28,033     27,103  
    Derivative assets, current 16,064     17,632  
    Other current assets 26,418     28,586  
    Total current assets 205,701     231,781  
    Noncurrent assets:          
    Restricted cash 2,131     3,128  
    Property, plant and equipment, net 2,280,196     2,232,486  
    Intangible assets, net 351,065     362,352  
    Investments, at fair value 75,196     74,136  
    Derivative assets 80,953     98,495  
    Other noncurrent assets 240,587     242,667  
    Total noncurrent assets 3,030,128     3,013,264  
    Total assets $ 3,235,829     $ 3,245,045  
    Liabilities, Redeemable Noncontrolling Interests and Equity          
    Current liabilities:          
    Accounts payable and accrued expenses $ 107,394     $ 69,464  
    Contingent consideration, current 14,675     15,293  
    Current portion of long-term debt 85,969     88,901  
    Current portion of failed sale-leaseback financing and deferred ITC gain 45,868     45,868  
    Other current liabilities 8,034     8,767  
    Total current liabilities 261,940     228,293  
    Noncurrent liabilities:          
    Long-term debt, net of current portion 1,025,804     1,001,654  
    Failed sale-leaseback financing and deferred ITC gain, net of current portion 195,933     201,601  
    Deferred tax liabilities, net 24,495     35,316  
    Operating lease liabilities 195,090     196,911  
    Out-of-market contracts, net 170,749     180,640  
    Other noncurrent liabilities 62,005     59,561  
    Total noncurrent liabilities 1,674,076     1,675,683  
    Total liabilities $ 1,936,016     $ 1,903,976  
    Commitments and contingencies (Note 13. Commitments and Contingencies)          
    Redeemable noncontrolling interests $ 1,851     $ 1,851  
    Equity:          
    Preferred shares, par value, $0.001 per share, 50,000 authorized; none issued and outstanding —     —  
    Common shares, par value, $0.001 per share, 350,000 authorized, 199,176 and 199,326 outstanding as of 2025 and 2024, respectively 199     199  
    Additional paid-in capital 1,774,330     1,773,758  
    Accumulated deficit (600,317 )   (584,733 )
    Accumulated other comprehensive income 33,690     34,937  
    Noncontrolling interests 90,060     115,057  
    Total equity 1,297,962     1,339,218  
    Total liabilities, redeemable noncontrolling interests and equity $ 3,235,829     $ 3,245,045  
               
    GREENBACKER RENEWABLE ENERGY COMPANY LLC AND SUBSIDIARIES
    CONSOLIDATED STATEMENTS OF OPERATIONS
    (unaudited)
    (in thousands, except per share data)
     
      Three months ended March 31,
      2025   2024
    Revenue          
    Energy revenue $ 43,980     $ 44,569  
    Investment Management revenue 3,260     3,931  
    Other revenue 301     668  
    Contract amortization, net 2,921     (2,615 )
    Total net revenue $ 50,462     $ 46,553  
               
    Operating expenses          
    Direct operating costs 23,911     26,990  
    General and administrative 17,046     18,855  
    Change in fair value of contingent consideration —     493  
    Depreciation, amortization and accretion 21,628     20,485  
    Impairment of long-lived assets, net and project termination costs 13,665     6,328  
    Total operating expenses 76,250     73,151  
               
    Operating loss (25,788 )   (26,598 )
               
    Interest expense, net (36,566 )   (4,250 )
    Change in fair value of investments, net 990     (566 )
    Income from sale-leaseback transfer of tax benefits 10,188     —  
    Other expense, net 148     125  
               
    Loss before income taxes (51,028 )   (31,289 )
    Benefit (expense) from income taxes 10,374     (3,064 )
    Net loss $ (40,654 )   $ (34,353 )
    Less: Net loss attributable to noncontrolling interests and redeemable noncontrolling interests (25,068 )   (25,874 )
    Net loss attributable to Greenbacker Renewable Energy Company LLC $ (15,586 )   $ (8,479 )
               
    Earnings per share          
    Basic $ (0.08 )   $ (0.04 )
    Diluted $ (0.08 )   $ (0.04 )
               
    Weighted average shares outstanding          
    Basic 199,333     198,856  
    Diluted 199,333     198,856  
               
    GREENBACKER RENEWABLE ENERGY COMPANY LLC AND SUBSIDIARIES
    CONSOLIDATED STATEMENTS OF CASH FLOWS
    (unaudited)
    (in thousands)
         
      Three months ended March 31,
      2025   2024
    Cash Flows from Operating Activities          
    Net loss $ (40,654 )   $ (34,353 )
    Adjustments to reconcile Net loss to Net cash (used in) provided by operating activities:          
    Depreciation, amortization and accretion 18,707     23,100  
    Impairment of long-lived assets, net 12,665     6,328  
    Share-based compensation expense 3,469     4,806  
    Changes in fair value of contingent consideration —     493  
    Amortization of financing costs and debt discounts 2,963     1,661  
    Amortization of interest rate swap contracts (1,693 )   4  
    Change in fair value of interest rate swaps, net 21,741     (9,944 )
    Gain on interest rate swaps, net —     (1,410 )
    Change in fair value of investments (990 )   566  
    Deferred income taxes (10,374 )   3,064  
    Interest expense on failed sale-leaseback financing and deferred ITC gain 4,519     4,269  
    Income from sale-leaseback transfer of tax benefits (10,188 )   —  
    Other 1,235     980  
    Changes in operating assets and liabilities:          
    Accounts receivable (930 )   (826 )
    Current and noncurrent derivative assets —     51,269  
    Other current and noncurrent assets 1,085     2,988  
    Accounts payable and accrued expenses (8,875 )   (8,227 )
    Operating lease liabilities (1,771 )   (714 )
    Other current and noncurrent liabilities (541 )   (243 )
    Net cash (used in) provided by operating activities (9,632 )   43,811  
    Cash Flows from Investing Activities          
    Purchases of property, plant and equipment (28,564 )   (55,294 )
    Net deposits returned (paid) for property, plant and equipment (390 )   1,314  
    Other investing activities (70 )   (45 )
    Net cash used in investing activities (29,024 )   (54,025 )
    Cash Flows from Financing Activities          
    Shareholder distributions —     (22,361 )
    Repurchases of common shares (341 )   (390 )
    Deferred shareholder servicing fees (739 )   (795 )
    Contributions from noncontrolling interests 2,132     1,005  
    Distributions to noncontrolling interests (5,071 )   (3,240 )
    Proceeds from borrowings 58,731     50,920  
    Payments on borrowings (40,054 )   (84,381 )
    Proceeds from failed sale-leaseback —     111,453  
    Payments on failed sale-leaseback —     (25,080 )
    Payments for loan origination costs (273 )   (1,257 )
    Net cash provided by financing activities 14,385     25,874  
    Net (decrease) increase in Cash, cash equivalents and Restricted cash (24,271 )   15,660  
    Cash, cash equivalents and Restricted cash at beginning of period 161,588     187,675  
    Cash, cash equivalents and Restricted cash at end of period  $ 137,317     $ 203,335  
               

    Non-GAAP Reconciliations

    Adjusted EBITDA

    Adjusted EBITDA is a non-GAAP financial measure that the Company uses as a performance measure as well as for internal planning purposes. We believe that Adjusted EBITDA is useful to management and investors in providing a measure of core financial performance adjusted to allow for comparisons of results of operations across reporting periods on a consistent basis as it includes adjustments relating to items that are not indicative of the ongoing operating performance of the business.

    The Company defines Adjusted EBITDA as net income (loss) before: (i) interest expense; (ii) income taxes; (iii) depreciation expense; (iv) amortization expense (including contract amortization); (v) accretion; (vi) impairment of long-lived assets; (vii) amounts attributable to our redeemable and non-redeemable noncontrolling interests; (viii) unrealized gains and losses on financial instruments; (ix) gains and losses for asset dispositions; (x) other income (loss); and (xi) foreign currency gain (loss). Additionally, the Company further adjusts for the following items described below:

    • Share-based compensation is excluded from Adjusted EBITDA as it is different from other forms of compensation as it is a non-cash expense and is highly variable. For example, a cash salary generally has a fixed and unvarying cash cost. In contrast, the expense associated with an equity-based award is generally unrelated to the amount of cash ultimately received by the employee, and the cost to the Company is based on a share-based compensation valuation methodology and underlying assumptions that may vary over time;
    • The change in fair value of contingent consideration, which is related to the Acquisition, is excluded from Adjusted EBITDA, if any such change occurs during the period. The non-cash, mark-to-market adjustments are based on the expected achievement of revenue targets that are difficult to forecast and can be variable, making comparisons across historical and future quarters difficult to evaluate;
    • Start-up costs associated with new investment strategies is excluded from Adjusted EBITDA. The Company evaluates new investment strategies on a regular basis and excludes start-up cost from Adjusted EBITDA until such time as a new strategy is determined to form part of the Company’s core investment management business.
    • Placement fees, including internal sales commissions, related to fundraising efforts based on the capital raised, are excluded from Adjusted EBITDA. By excluding these fundraising-related fees from Adjusted EBITDA, we focus on core operational performance, separate from capital raising efforts, which might vary significantly from period to period.
    • Other costs that are not consistently occurring, not reflective of expected future operating expense and provide no insight into the fundamentals of current or past operations of our business are excluded from Adjusted EBITDA. This includes costs such as professional services and legal fees, and other non-recurring costs unrelated to the ongoing operations of the Company.

    Adjusted EBITDA is a performance measure used by management that is not calculated in accordance with U.S. GAAP. Adjusted EBITDA should not be considered in isolation from or as superior to or as a substitute for net income (loss), operating income (loss) or any other measure of financial performance calculated in accordance with U.S. GAAP. Additionally, our calculations of Adjusted EBITDA may not be comparable to similarly titled measures reported by other companies.

    FFO

    FFO is a non-GAAP financial measure that the Company uses as a performance measure to analyze net earnings from operations without the effects of certain non-recurring items that are not indicative of the ongoing operating performance of the business.

    FFO is calculated using Adjusted EBITDA less the impact of interest expense (excluding the non-cash component) and distributions to Tax Equity Investors under the financing facilities associated with our IPP segment. The Company excludes these distributions as these are not recorded within Adjusted EBITDA and is therefore not a component of our earnings from operations.

    The Company believes that the analysis and presentation of FFO will enhance our investors’ understanding of the ongoing performance of our operating business. The Company considers FFO, in addition to other GAAP and non-GAAP measures, in assessing operating performance and as a proxy for growth in distribution coverage over the long-term.

    Adjusted EBITDA and FFO should not be considered in isolation from or as a superior to or as a substitute for net income (loss), operating income (loss) or any other measure of financial performance calculated in accordance with U.S. GAAP.

    The following table reconciles Net loss attributable to Greenbacker Renewable Energy Company LLC to Adjusted EBITDA and FFO:

         
      Three months ended
    March 31,
    (in thousands) 2025   2024
    Net loss attributable to Greenbacker Renewable Energy Company LLC $ (15,586 )   $ (8,479 )
    Add back or deduct the following:          
    Net loss attributable to noncontrolling interests and redeemable noncontrolling interests (25,068 )   (25,874 )
    Benefit (expense) from income taxes (10,374 )   3,064  
    Interest expense, net 36,566     4,250  
    Depreciation, amortization and accretion(1) 18,804     23,235  
    EBITDA $ 4,342     $ (3,804 )
    Share-based compensation expense 3,469     4,806  
    Change in fair value of contingent consideration —     493  
    Change in fair value of investments, net (990 )   566  
    Income from sale-leaseback transfer of tax benefits (10,188 )   —  
    Other expense, net (148 )   (125 )
    Loss on asset disposition 13     —  
    Impairment of long-lived assets, net and project termination costs 13,665     6,328  
    Non-recurring professional services and legal fees 1,689     578  
    Non-recurring salaries and personnel related expenses(2) 2,596     393  
    Adjusted EBITDA $ 14,448     $ 9,235  
    Cash portion of interest expense (9,408 )   (8,349 )
    Distributions to tax equity investors (3,811 )   (3,277 )
    FFO $ 1,229     $ (2,391 )
               
    (1) Includes contract amortization, net in the amount of $2.9 million and $(2.6) million for the three months ended March 31, 2025 and 2024, respectively, which are included in Contract amortization, net on the Consolidated Statements of Operations; also includes certain other amortization costs included in Direct operating costs and General and administrative on the Consolidated Statements of Operations.
               
    (2) Non-recurring salaries and personnel related expenses include start-up costs which primarily include salaries and personnel related expenses of incremental employees hired in advance to launch new investment strategy initiatives. Given the nature and scale of the related costs and activities, management does not view these as normal, recurring operating expenses, but rather as non-recurring investments to initially develop our new funds. Therefore, we believe it is useful and necessary for investors to understand our core operating performance in current and future periods by excluding the impact of these start-up costs as incurred. Non-recurring salaries and personnel related expenses also include placement fees, including internal sales commission.
               

    The following table reconciles total Segment Adjusted EBITDA to Net loss attributable to Greenbacker Renewable Energy Company LLC:

         
      For the three months ended March 31,
    (in thousands) 2025   2024
    Segment Adjusted EBITDA:          
    IPP Adjusted EBITDA $ 22,515     $ 17,291  
    IM Adjusted EBITDA (689 )   (1,160 )
    Total Segment Adjusted EBITDA $ 21,826     $ 16,131  
               
    Reconciliation:          
    Total Segment Adjusted EBITDA $ 21,826     $ 16,131  
    Unallocated corporate expenses (7,378 )   (6,896 )
    Total Adjusted EBITDA $ 14,448     $ 9,235  
               
    Less:          
    Share-based compensation expense 3,469     4,806  
    Change in fair value of contingent consideration —     493  
    Loss on asset disposition 13     —  
    Impairment of long-lived assets, net and project termination costs 13,665     6,328  
    Depreciation, amortization and accretion(1) 18,804     23,235  
    Non-recurring professional services and legal fees 1,689     578  
    Non-recurring salaries and personnel related expenses(2) 2,596     393  
    Operating loss $ (25,788 )   $ (26,598 )
               
    Interest expense, net (36,566 )   (4,250 )
    Change in fair value of investments, net 990     (566 )
    Income from sale-leaseback transfer of tax benefits 10,188     —  
    Other expense, net 148     125  
    Loss before income taxes $ (51,028 )   $ (31,289 )
               
    Benefit from (provision for) income taxes 10,374     (3,064 )
    Net loss $ (40,654 )   $ (34,353 )
               
    Less: Net loss attributable to noncontrolling interests and redeemable noncontrolling interests (25,068 )   (25,874 )
    Net loss attributable to Greenbacker Renewable Energy Company LLC $ (15,586 )   $ (8,479 )
               
    (1) Includes contract amortization, net in the amount of $2.9 million and $(2.6) million for the three months ended March 31, 2025 and 2024, respectively, which are included in Contract amortization, net on the Consolidated Statements of Operations; also includes certain other amortization costs included in Direct operating costs and General and administrative on the Consolidated Statements of Operations.
               
    (2) Non-recurring salaries and personnel related expenses include start-up costs which primarily include salaries and personnel related expenses of incremental employees hired in advance to launch new investment strategy initiatives. Given the nature and scale of the related costs and activities, management does not view these as normal, recurring operating expenses, but rather as non-recurring investments to initially develop our new funds. Therefore, we believe it is useful and necessary for investors to understand our core operating performance in current and future periods by excluding the impact of these start-up costs as incurred. Non-recurring salaries and personnel related expenses also include placement fees, including internal sales commission.
               

    About Greenbacker Renewable Energy Company
    Greenbacker Renewable Energy Company LLC is a publicly reporting, non-traded limited liability sustainable infrastructure company that both acquires and manages income-producing renewable energy and other energy-related businesses, including solar and wind farms, and provides investment management services to other renewable energy investment vehicles. We seek to acquire and operate high-quality projects that sell clean power under long-term contracts to high-creditworthy counterparties such as utilities, municipalities, and corporations. We are long-term owner-operators, who strive to be good stewards of the land and responsible members of the communities in which we operate. Greenbacker conducts its investment management business through its wholly owned subsidiary, Greenbacker Capital Management, LLC, an SEC-registered investment adviser. We believe our focus on power production and asset management creates value that we can then pass on to our shareholders—while facilitating the transition toward a clean energy future. For more information, please visit https://greenbackercapital.com.

    About Greenbacker Capital Management
    Greenbacker Capital Management LLC is an SEC registered investment adviser that provides advisory and oversight services related to project development, acquisition, and operations in the renewable energy, energy efficiency, and sustainability industries. For more information, please visit www.greenbackercapital.com.

    Greenbacker media contact
    Chris Larson
    Media Communications
    646.569.9532
    c.larson@greenbackercapital.com

    _______________________________

    1 The financial and portfolio metrics set forth herein are unaudited and subject to change. Data as of March 31, 2025. Total assets and megawatts statistics include those projects where we have contracted for the acquisition of the project pursuant to a Membership Interest Purchase Agreement (“MIPA”).
    2S&P 500 Suffers Worst Month Since 2022—Despite Monday Recovery, Forbes, March 2025.
    3 Adjusted EBITDA is a non-GAAP financial measure that the Company uses as a performance measure, as well as for internal planning purposes. We believe that Adjusted EBITDA is useful to management and investors in providing a measure of core financial performance adjusted to allow for comparisons of results of operations across reporting periods on a consistent basis, as it includes adjustments relating to items that are not indicative on the ongoing operating performance of the business. See “Non-GAAP Financial Measures” for additional discussion. Adjusted EBITDA is unaudited. See the Company’s 10-Q filed with the SEC for additional financial information and important related disclosures.
    4 Data as of March 31, 2025. Total assets and megawatts statistics include those projects where we have contracted for the acquisition of the project pursuant to a Membership Interest Purchase Agreement (“MIPA”). The financial and portfolio metrics set forth herein are unaudited and subject to change
    5 Does not include power generated from biomass facility during first quarter of 2024, and also does not include assets in which the Company holds a preferred equity position
    6 Based on the U.S. Energy Information Administration’s estimate that the average annual amount of electricity used by a U.S. residential electric-utility customer is 10,791 kilowatt-hours (kWh).
    7 Includes both operating and pre-operating clean energy projects within the GREC portfolio.
    8 Since January 2016.
    9 Data is as of March 31, 2025. When compared with a similar amount of power generation from fossil fuels. Carbon abatement is calculated using the EPA Greenhouse Gas Equivalencies Calculator which uses the Avoided Emissions and generation Tool (AVERT) US national weighted average CO2 marginal emission rate to convert reductions of kilowatt-hours into avoided units of carbon dioxide emissions.
    10 Data is as of March 31, 2025. Water saved by Greenbacker’s clean energy projects is compared to the amount of water needed to produce the same amount of power by burning coal. Gallons of water saved are calculated based on Operational water consumption and withdrawal factors for electricity generating technologies: a review of existing literature – IOPscience, J Macknick et al 2012 Environ. Res. Lett. 7 045802.
    11 Data is as of March 31, 2025. Green jobs calculated using The National Renewable Energy Laboratory (NREL) State Clean Energy Employment Projection Support, nrel.gov.

    The MIL Network –

  • MIL-OSI Economics: Olli Rehn: Macroeconomic policy in times of global political upheaval

    Source: Bank for International Settlements

    Ladies and Gentlemen, Colleagues and Friends,

    Welcome to the sunny, spring-time Helsinki. On behalf of the Bank of Finland and the Centre for Economic Policy Research, it is my great pleasure to open this year’s research conference on monetary economics – which again has an excellent and a most fascinating programme!

    Let me begin with a mission statement – and a confession. Our slogan at the Bank of Finland is: “Securing stability – in science we trust.” That is, we lean on evidence- and theory-based economic analysis and policy-relevant research to support our stability mission.

    However, I must make a confession. In this turbulent world, it is comforting to return to a familiar setting and reflect on policy challenges alongside leading economists. Although only eight months have passed since our last gathering, it feels like the global landscape has shifted dramatically.

    And the confession is this, in front of you as researchers, scholars, scientists, leading economists; in these times of pervasive uncertainty, we need plenty of judgment and scenario analysis to supplement our economic and econometric research and regression equations, thus making monetary policy, by necessity, is as much an art as a science. Such is life in these strange times – but finally, at least, it dis make me understand why the Governor at Bank of Finland is, ex officio, also the chair of the arts committee of the Bank!

    Talking about geopolitics and its effects, just look at the ECB’s evolving language. Uncertainty went from “increased” to “high,” then “pervasive,” and now, per President Lagarde, “exceptional.” This isn’t linguistic inflation. It reflects how genuinely hard forecasting has become, with markets pricing in risk at levels not seen in years.

    Risks abound: from trade wars to faltering global alliances. For central bankers and researchers alike, this is no time for complacency. Instead of dissecting every new risk, today I want to focus on three key areas:

    • Lessons from the recent inflation surge;
    • Open questions around fiscal policy, particularly defence spending;
    • And finally, the role of productivity and innovation.

    Low inflation – past and future

    Let’s nevertheless recall there are some good news. The European economy is recovering. Unemployment is at 6.1%, the lowest since the euro’s creation. Inflation has been hovering just above 2% since late 2023, allowing the ECB to cut rates seven times.

    The energy shock that hit Europe in spring 2022 has played out very differently than in the 1970s, with the economic cost being much lower this time. Thanks to increased labour supply and lower working hours, wage-price spirals were avoided. Today’s labour market is more flexible, less unionised, and better educated.

    Importantly, inflation expectations were much better anchored before the recent inflation surge. This underlies the importance of central bank independence and a strong commitment to the inflation target. The ECB has focused firmly on maintaining these, and will continue to do so.

    Before Covid, the main challenge was that inflation remained stubbornly below the target. Most risks to the inflation outlook were deflationary, including population ageing and the related increase in savings, and the low investment demand. And before the ECB’s 2021 review and move to a symmetric 2% target over the medium term, which has worked well, the inflation target was perceived as a ceiling, creating a downward bias.

    From around 2021, inflationary pressures reappeared. First this was due to the pandemic-broken supply chains and stimulus-fuelled demand, then due to the energy shocks arising from Russia’s invasion of Ukraine.

    We learned how demand and supply shocks can be deeply intertwined. But we still face many unknowns in that regard. Current geopolitical tensions may expose us to new surprises that we have little historical experience of. Preferably, the spectre of a prolonged trade war with the US will dissipate sooner rather than later, as an economic conflict between long-standing friends and allies is the last thing we need in a world challenged by dictatorial impulses and by a neocolonial mentality.

    Furthermore, what if China shifts exports away from the US to Europe, slashing prices to compete? That could bring deflationary forces and industrial strain to the EU. Would it benefit consumers or hurt our economy overall? The policy response would not be straightforward.

    Let’s hope we don’t have to answer these questions through crisis. Whatever the challenge, the ECB will remain focused on price stability and its symmetric 2% inflation target over the medium term.

    Defence spending – new pressures

    Since the pandemic, fiscal spending pressures have risen. Now, security concerns are adding fuel. Russia’s aggression and doubts about US defence commitments are prompting big spending shifts across Europe. Germany is paving the way and has eased its constitutional debt limits.

    We can assume that with normal execution lags the most substantial fiscal impact will start to be felt from next year 2026 and 2027 onwards. This implies that the fiscal impact on the growth and inflation outlook will take effect in the medium term, as an ordinary citizen perceives is, although this timespan of fiscal impulse will mostly be beyond the projection horizon of medium term as understood in monetary policy. Our assessment indicate a moderately significant impact on growth and limited impact on inflation in the relevant timespan.

    Waking up and substantially increasing defence spending is welcome. Security is the bedrock of economic stability. Peace and security within European borders are fundamental to the European project and its economy.  Defence should be seen as a European public good. Further support for Ukraine should also be seen in the same light.

    But what does this mean for inflation? Historical comparisons to war-time money printing don’t apply here. Independent central banks like the ECB remain focused on keeping inflation expectations anchored.

    Still, we need to understand what type of shock defence spending represents. Is it demand or supply driven? Likely both, depending on how and where the money is spent.

    We also face the question of how to pay for it. EU-level spending would offer more stability and efficiency. That might mean higher membership fees, new revenue sources, or even treaty changes. Defence bonds – as safe assets – are one option, but only if backed by solid future income.

    Meanwhile, demands on public budgets are rising across the board: infrastructure, climate policy, aging populations.

    What guidance do we have so far from economics research?

    There is a large body of literature on fiscal multipliers, which incidentally often uses defence spending as a natural experiment or exogenous shock. These multipliers are frequently estimated to be below one, because public spending or investment usually crowds out private one.

    However, evidence suggests that multipliers tend to be larger in times of recession and economic slack. Moreover, some of the best evidence on the magnitude of fiscal multipliers is based on US data, where the multiplier may be smaller. This is simply because the US defence industry is very large compared to its European counterpart and is thus more likely to face diminishing marginal returns.

    All these issues mean that for European defence spending to be successful and sustainable, we must make every euro count. The additional defence spending should focus on investment in building up industrial network capacity and R&D, rather than simply procurement of defence equipment, which may be largely imported.

    Then there is also the aspect of defence efficiency. For this, we need sound planning and coordination at the European level, as well as a common market for defence, as stressed in last year’s Letta Report. Recent experience has shown that training in the use of unfamiliar weapons and problems with shortages of spare parts can become critical bottlenecks. Therefore, further harmonisation of technical standards and types of arms and equipment across European defence forces is key.

    With a history of independent and diminished national defence industries, the EU has some considerable catching up to do. We need to increase both national and EU-level defence spending, e.g. as Bruegel has suggested, by establishing a European Defence Mechanism formed by a coalition of the capable and willing. Such a fund would bypass the limitations to raising EU-level income, be resilient to any intra-EU obstruction and could also accommodate countries from outside the European Union, like the United Kingdom and Norway.

    In short: defence spending won’t necessarily be inflationary. But to be effective, it must be efficient. We need smart investments – in industrial capacity, innovation, and R&D – not just procurement. And we must avoid fragmented efforts. A European Defence Mechanism, built by a coalition of the capable and willing, could also help to pursue these goals.

    Innovation – defence and civilian

    Let’s now turn to innovation. Defence spending often yields big returns beyond the battlefield. Its effectiveness should be assessed from a long-term perspective, not only via short-run multipliers. Historically, it has given rise to technological breakthroughs that have not only found direct civilian applications but created whole new non-defence industries.

    Walkie-talkies were created during the Second World War at Motorola for infantry and artillery communication. Radar gave us microwave ovens. Military satellites gave us GPS and digital imaging. Jet engines, nuclear energy, the internet – all have military origins. Dual-use in action.

    Yes, these are cherry-picked examples. But they highlight that basic research often needs public support. The private sector tends to shy away from “unknown unknowns.”

    Modern defence is about technology, not just steel and troops. And there’s often more pressure to innovate efficiently. Look at Ukraine – it has rapidly developed drone tech, despite scarce resources.

    We know that Europe needs a productivity boost. For years, we depended on cheap energy from Russia, cheap goods from China and the security shield from the U.S. abroad. That stability was a mirage, if not a hallucination.

    To maintain our living standards and sovereignty, we must double down on innovation by investing on human capital and creating a conducive environment for research and researchers. Whether it’s AI, clean tech, green transition or digitalisation, we can’t afford to lag behind. Innovation is not optional; it’s vital for Europe’s future – a necessary condition for sustaining Europe’s quality of life and democratic values.

    Why not use the EU Horizon programme to create a scholarship and visa programme for returning and moving scientists to attract talent to Europe, where critical thinking and academic freedom in universities are encouraged and safeguarded?

    Dear friends,

    Let me conclude. Europe finds itself in a puzzling paradox, which would be funny if it were not purely pathetic. As Polish PM Donald Tusk put it starkly recently by quipping as follows: “500 million Europeans are asking 300 million Americans to protect them from 140 million Russians.”

    We need to put an end to that paradox. Europe must take responsibility for its own external security, in today’s harsh geopolitical world.

    This isn’t just about military strength. It’s about cohesion, economic resilience and long-term growth. We need to spark Europe’s industrial renewal, reinforce technological leadership, and enhance productivity.

    As history shows, Europe tends to move forward in times of crisis. In every crisis there is an opportunity – this time round we must use it particularly wisely to make Europe more resilient and capable of thriving again.

    Thank you.

    MIL OSI Economics –

  • MIL-OSI United Kingdom: The Alzheimer’s Drug Pipeline 2025

    Source: United Kingdom – Executive Government & Departments

    Each year, Dr Jeffrey Cummings and colleagues compile the data for Phase 1,2 and 3 trials currently active in the Alzheimer’s drug space. This year, we had experts at the Science Media Centre to talk us through his latest paper and what drug development for Alzheimer’s looks like right now. While we’ve all heard a lot about the monoclonal anti-amyloid antibodies (aducanumab, lecanemab and donanemab) over recent years, there’s a great deal more happening with multiple trial results expected in 2025, including twelve phase 3 trials. The paper was published in the journal, Alzheimer’s & Dementia: Translational Research and Clinical Interventions.

    Journalists came to this briefing to hear:

    • What are some of the most exciting drugs in the dementia drug discovery pipeline right now?
    • How has Alzheimer’s drug development changed over the years?
    • Beyond the anti-amyloid drugs, what other types of drugs are being studied?
    • Which are Disease-Targeted Therapies (DTT) and which are targeting symptoms? How do we think they might work?
    • What about repurposed drugs?
    • Which drugs are we expecting phase 3 data on this year?
    • What clinical research is currently going on in the UK?

    Speakers included:

    Sheona Scales, Director of Research, Alzheimer’s Research UK

    Emma Mead, Chief Scientific Officer for Oxford Drug Discovery Institute

    Prof James Rowe, Professor of Cognitive Neurology at the University of Cambridge and Consultant Neurologist

    MIL OSI United Kingdom –

  • MIL-OSI Banking: From Cities to Heartlands: Samsung Solve for Tomorrow Sparks Innovation in Bihar and Jharkhand

    Source: Samsung

     
    As Samsung Solve for Tomorrow Season 4 sweeps across the nation, its message is clear – innovation is not confined to metro cities; it belongs to every young dreamer with a problem to solve. After energizing campuses in the North, South, and North-East, the programme has now reached the states of Bihar and Jharkhand, drawing hundreds of students into the fold of purposeful innovation.
     
    At the heart of this new chapter were three prestigious institutions in Ranchi Gossner College, St. Xavier’s College, and Marwari College where design thinking open houses transformed classrooms into idea labs. Meanwhile, students from IIT Patna joined virtually, proving that geography is no barrier when it comes to shaping India’s future.
     
    For Suraj, a student from Marwari College, the workshop was an eye-opener. “It was the first time I saw how structured thinking could turn the problems around me into actual projects. I’ve always been aware of local issues — lack of sanitation, waste management — but now I feel equipped to do something about them,” he said, his notebook filled with early sketches of a waste-segregation solution designed for small towns.
     
    At Gossner College, the energy was electric as students engaged in empathy mapping and rapid prototyping. Neha, who is pursuing her graduation, couldn’t stop smiling as she shared her idea to build a low-cost, solar-powered attendance system for rural schools. “This workshop showed me how ideas can grow when you collaborate and think beyond the obvious,” she said. “It gave me the courage to believe my solution can work — not just in Ranchi but in every village with a chalkboard.”
     
    Samsung Solve for Tomorrow is a nationwide contest designed to inspire students to create innovative solutions to address some of society’s most pressing challenges by leveraging technology.
     
    Samsung ‘Solve for Tomorrow 2025’ will provide INR 1 crore to the top four winning teams to support the incubation of their projects, along with hands-on prototyping, investor connects, and expert mentorship from Samsung leaders and IIT Delhi faculty.
     
    Prashant, who joined the online session from IIT Patna, was deeply moved by the larger purpose behind Solve for Tomorrow. “It’s not just about tech or startups. It’s about building the India we want to live in. I want to create a platform that helps farmers access real-time data about soil health and crop cycles — something my own family has struggled with,” he shared.
     
    In every city Solve for Tomorrow has touched, it has brought with it not just tools and techniques, but also belief. In St. Xavier’s College, Adnan, a computer science undergraduate, found his mission. “There’s so much talk about AI and automation — but very little about using it for people at the margins. I’m working on a chatbot that can assist elderly people in accessing government healthcare schemes. This programme made me realise that innovation is not just a Silicon Valley word. It belongs to us too.”
     
    A Movement for Nation Building
     
    Since its launch on April 29, Solve for Tomorrow has rapidly grown from a competition to a nation-building movement. With students from metros, towns, and heartland cities like Ranchi and Patna now thinking critically, ideating boldly, and designing empathetically, the next generation of changemakers is rising — from every corner of the country.
     
    Samsung Solve for Tomorrow is not just nurturing ideas — it’s nurturing a mindset. A belief that young Indians, no matter where they come from, have what it takes to solve for India and the world.

    MIL OSI Global Banks –

  • MIL-OSI New Zealand: Heritage New Zealand – New education resource on Ōtūmoetai Pā released

    Source: Heritage New Zealand
    A new multi-media education resource highlighting the unique heritage features of Tauranga’s Ōtūmoetai Pā has been launched and is now available to check out.
    The learning module can be found on the LEARNZ website (see link below) and features video interviews and a wealth of historical and other information that will be useful for students and those who have an interest in the history of Ōtūmoetai Pā and its surrounding area. It also covers the role of Heritage New Zealand Pouhere Taonga with archaeology.
    The series of videos include interviews with kaumatua Koro Des Tata (Ngāi Tamarāwaho), kaitiaki Barry Ngatoko (Ngāi Tamarāwaho) and Dean Flavell, the Pouarahi for the Tauranga Heritage Collection. Together they look after an important archaeological collection including taonga from excavations at Ōtūmoetai and the wider Tauranga Moana district until the new museum is built.
    Tauranga-based archaeologist Ken Phillips is also interviewed along with Heritage New Zealand Pouhere Taonga staff based in Tauranga, including archaeologists Dr Rachel Darmody (Ngāi Tahu) and Eleanor Sturrock; and Pouarahi Te Haana Jacob (Te Arawa, Ngāi Te Rangi, Ngāti Ranginui).
    “This is a teaching resource that is perfect for the classroom as well as home research and learning,” says Heritage New Zealand Pouhere Taonga Director Regional Services Pam Bain, who coordinated the education initiative.
    “The content relates to different strands of the curriculum including Te Ao Tangata – Social Science; Pūtaio – Science; Ngā Toi – Arts; and Hangarau – Technology, to name a few. The stories are readily accessible and targeted to students, though people who may not have been in a classroom for many years should check out the link for sheer interest value. The material is fascinating.”
    Every year LEARNZ offers a variety of online field trips allowing students to connect with people and places around New Zealand and beyond. The online trips incorporate video, audio and written materials providing interactive experiences for students that aim to spark curiosity, activate prior knowledge and build learning.
    The LEARNZ online field trips have generated a huge amount of interest according to Clive Francis, LEARNZ Project Manager at Tātai Aho Rau Core Education.
    “It shows there is a real appetite for schools and kura to learn about Aotearoa New Zealand’s histories,” he says.
    “We are very grateful to the interviewees, the Ministry of Education and Heritage New Zealand Pouhere Taonga for their support to enable the field trip to happen.”
    Heritage New Zealand Pouhere Taonga cares for 46 historic places around the country – many of which are open to the public and tell diverse stories. These range from New Zealand’s oldest building, Kemp House in Kerikeri to Totara Estate near Ōamaru, the farm that sent the first shipment of frozen lamb to Britain in 1882 – and almost everything in between.
    “Ideally students are able to visit these places for themselves, though realistically not everyone can do that,” says Pam.
    “LEARNZ provides wonderful alternative learning epxeriences for students that are the next best thing to being there.”
    The most recent Heritage New Zealand Pouhere Taonga field trip organised through LEARNZ reached about 12,000 students through 98 educators around the country – an amazing result that shows the power of online learning and the widespread interest in heritage.
    “Tapping into this technology can bring our history alive and straight into classrooms around New Zealand – and even the world,” she says.
    Check out the Ōtūmoetai Pā learning experience for yourself: https://www.learnz.org.nz/Otumoetai251

    MIL OSI New Zealand News –

  • MIL-OSI Africa: Preventing the next pandemic: One Health researcher calls for urgent action

    Source: The Conversation – Africa – By Hung Nguyen-Viet, Program Leader (ai), HEALTH at ILRI / CGIAR, International Livestock Research Institute

    The world is facing daunting health challenges with the rise of zoonotic diseases – infections that are transmissible from animals to humans. These diseases – which include Ebola, avian flu, COVID-19 and HIV – show how the health and wellbeing of humans, animals and ecosystems are closely connected.

    Zoonotic diseases have become more and more common due to factors such as urbanisation, deforestation, climate change and wildlife exploitation. These dangers are not limited by borders: they are global and demand a coordinated response.

    By looking at health holistically, countries can address the full spectrum of disease control – from prevention to detection, preparedness, response and management – and contribute to global health security.

    The World Health Organization has a basis for such an approach: One Health. This recognises the interdependence of the health of people, animals and the environment and integrates these fields, rather than keeping them separate.

    I lead the health programme at the International Livestock Research Institute, where we are looking for ways to effectively manage or eliminate livestock-related diseases, zoonotic infections and foodborne illnesses that disproportionately affect impoverished communities.

    My work focuses on the link between health and agriculture, food safety, and infectious and zoonotic diseases.

    For example in Kenya we are part of an initiative of the One Health Centre in Africa to roll out canine vaccination and have so far vaccinated 146,000 animals in Machakos county.

    In Ethiopia and Vietnam we worked in a programme to improve the hygiene practices of butchers in traditional markets.

    In another project we work in 11 countries to strengthen One Health curricula in universities.

    The lessons from the One Health projects implemented with partners across Asia and Africa are that there’s an urgent need for action on three fronts. These are: stronger cross-sectoral collaboration; greater engagement with policymakers to translate research findings into actionable strategies; and the development of adaptable and context-specific interventions.

    But, having been active in this area for the last decade, I am impatient with the slow pace of investment. We know that prevention is better than cure. The cost of prevention is significantly lower than that of managing pandemics once they occur. Urgent steps, including much higher levels of investment, need to be taken.

    What’s in place

    In 2022 the World Health Organization, the Food and Agriculture Organisation, the United Nations Environment Programme and the World Organisation for Animal Health developed a joint One Health plan of action. They identified key areas to respond more efficiently to health threats. These included:

    • Reducing risks from emerging and re-emerging zoonotic epidemics. Actions include, for example, tightening regulations around farming and trade in wildlife and wild animal products.

    • Controlling and eliminating endemic, zoonotic, neglected tropical and vector-borne diseases by understanding the attitudes and knowledge of communities bearing the greatest burdens of these diseases. And boosting their capacity to fight them.

    • Strengthening action against food safety risks by monitoring new and emerging foodborne infections.

    • Curbing the silent pandemic of antimicrobial resistance, one of the top 10 global public health threats facing humanity.

    Other collaborations include the Prezode (Preventing Zoonotic Disease Emergence) initiative to research all aspects of diseases of animal origin. This was launched in 2021 by French president Emmanuel Macron.

    The Africa One Health University Network operates in ten African countries to address One Health workforce strengthening in Africa.

    One Health has gained traction globally. But there’s still a great deal to be done.

    The cost of inaction

    According to a 2022 World Bank estimate, preventing a pandemic would cost approximately US$11 billion per year, while managing a pandemic can run up to US$31 billion annually. So the investment return of 3:1 is an important reason to call for investment in One Health.

    The Pandemic Fund was launched in November 2022 by leaders of the Group of 20 nations and hosted by the World Bank Group to help low- and middle-income countries prepare better for emerging pandemic threats. US$885 million has been awarded to 47 projects to date through the two rounds in the last three years.

    However, relative to the US$11 billion per year required for prevention, this investment is modest. Urgent investment in One Health needs to be made by countries themselves, in particular low- and middle-income countries.

    The last two World One Health congresses (in Singapore in 2022, and in Cape Town in 2024) called for investment in One Health. There were also calls for investment in One Health at regional level to prevent zoonotic diseases and the next pandemic.

    At the 78th World Health Assembly in Geneva, member states of the World Health Organization (WHO) formally adopted by consensus the world’s first Pandemic Agreement. The landmark decision culminates more than three years of intensive negotiations launched by governments in response to the devastating impacts of the COVID-19 pandemic.

    This is major global progress in One Health and disease prevention.

    But the lessons of COVID-19 have shown us that the cost of inaction is incalculable in terms of lives lost, economic turmoil and societal disruption. To date, there have been over 777 million cases of COVID-19, including more than 7 million deaths worldwide.

    According to estimates by the International Monetary Fund, COVID will have caused a cumulative production loss of US$13.8 trillion by 2024.

    The choice is clear: invest today to prevent tomorrow’s pandemics, or pay a heavy price in the future.

    – Preventing the next pandemic: One Health researcher calls for urgent action
    – https://theconversation.com/preventing-the-next-pandemic-one-health-researcher-calls-for-urgent-action-255229

    MIL OSI Africa –