Category: Science

  • MIL-OSI Asia-Pac: Labour Department to hold courses and public talks on prevention of heat stroke at work and occupational health

    Source: Hong Kong Government special administrative region

    The Labour Department (LD) regularly organises courses and public health talks on the prevention of heat stroke at work and occupational health to raise awareness of occupational health among both employers and employees.

         Details of eight courses and health talks on the prevention of heat stroke at work in June are as follows:

    (1)
    Dates and time: June 5, 17 and 27 (Half-day (am)); June 9 and 25 (Half-day (pm))
    Venue: Occupational Safety and Health Training Centre of the LD, 13/F, KOLOUR·Tsuen Wan I, 68 Chung On Street, Tsuen Wan, New Territories
    Enrolment method: Download the application form (www.labour.gov.hk/eng/osh/form.htm)
    Enquiry hotline: 2940 7057

    (2)
    Date and time: June 5 and 26 (Half-day (am))
    Venue: Occupational Safety and Health Centre of the LD, G/F, Kwun Tong Community Health Centre Building, 60 Hip Wo Street, Kwun Tong, Kowloon
    Enrolment method: Online registration of courses in Occupational Safety and Health Centre (www.oshsreg.gov.hk/en)
    Enquiry hotline: 2361 8240

    (3)
    Date and time: June 4 (3.30pm to 5pm)
    Venue: Lecture Hall, Hong Kong Science Museum, 2 Science Museum Road, Tsim Sha Tsui East, Kowloon
    Enrolment method: Online registration for public talks on occupational health (www.oshsreg.gov.hk/en)
    Enquiry hotline: 2852 4040

         In addition, the LD will hold the following occupational health public talks in June:

    (1)
    Topic: Prevention of Lower Limb Disorders and Guidance Notes on Standing at Work
    Content: The talk will introduce symptoms of common lower limb disorders, such as plantar fasciitis, varicose veins of lower limbs and osteoarthritis of the knee, as well as their treatment and preventive measures. Demonstrations and practice of workplace exercises and a briefing on the LD’s publication “Guidance Notes on Standing at Work and Service Counter Design” will be included.
    Date and time: June 2 (6.30pm to 8pm)
    Venue: Lecture Theatre, Hong Kong Central Library, 66 Causeway Road, Causeway Bay, Hong Kong
    Enrolment method: Online registration (www.oshsreg.gov.hk/en)
    Enquiry hotline: 2852 4040

    (2)
    Topic: First Aid in the Workplace
    Content: The talk will cover basic knowledge of first aid and explain how to assist and handle employees injured in workplace accidents through case illustrations.
    Date and time: June 16 (3.30pm to 5pm)
    Venue: Lecture Hall, Hong Kong Science Museum, 2 Science Museum Road, Tsim Sha Tsui East, Kowloon
    Enrolment method: Online registration (www.oshsreg.gov.hk/en)
    Enquiry hotline: 2852 4040

    (3)
    Topic: Occupational Safety and Health (OSH) for Confined Space Workers
    Content: To enhance workers’ OSH awareness of working in confined spaces, the talk will explain the related hazards as well as their preventive measures.
    Date and time: June 18 (3.30pm to 5pm)
    Venue: Lecture Theatre, Hong Kong Central Library, 66 Causeway Road, Causeway Bay, Hong Kong
    Enrolment method: Online registration (www.oshsreg.gov.hk/en)
    Enquiry hotline: 2852 4040

         All courses and public talks will be given by the LD’s occupational hygienist, occupational safety officer or occupational health nurse in Cantonese. Admission is free.

         The LD also provides a free-of-charge outreach occupational health education service. For details, please visit the department’s webpage (www.labour.gov.hk/eng/osh/content7.htm) or call 2852 4062.

    MIL OSI Asia Pacific News

  • MIL-OSI Security: Five Defendants Federally Charged in Los Angeles, Orange Counties as Part of Nationwide Crackdown on Child Sexual Abuse Offenders

    Source: US FBI

    LOS ANGELES – Attorney General Pamela Bondi and FBI Director Kash Patel recently announced an unprecedented national initiative to protect the most vulnerable members of our communities. The FBI launched a coordinated effort with all field offices in a sweeping action to identify, track and arrest child sex predators.

    Since the end of April, the FBI arrested 205 subjects across the country and rescued 115 children during Operation Restore Justice. These subjects are accused of various crimes including the production, distribution, and possession of child sexual abuse material, online enticement and transportation of minors, and child sex trafficking. They include school leaders and registered sex offenders, among others. 

    In the Central District of California, a seven-county jurisdiction that includes Los Angeles and Orange counties, five defendants were charged with federal crimes as follows:

    • Andrew Castillon, 47, of El Monte, was arrested May 1 on a federal criminal complaint charging him with possession of child pornography. A federal magistrate judge ordered him released on $5,000 bond. Castillon’s arraignment is scheduled for May 27 in United States District Court in Los Angeles. Assistant United States Attorney Thi H. Ho of the General Crimes Section is prosecuting this case.
    • Jose Olvera, 34, of North Hollywood, was arrested May 1 on a federal indictment charging him with two counts of distribution of child pornography and five counts of possession of child pornography. He pleaded not guilty to all charges at his arraignment and a June 23 trial was scheduled in this case. A federal magistrate judge ordered him jailed without bond. Assistant United States Attorney Mikaela W. Gilbert-Lurie of the General Crimes Section is prosecuting this case.
    • Steven Martin Nuss, 66, of San Juan Capistrano, was arrested May 9 on a two-count federal grand jury indictment charging him with distribution of child pornography and possession of child pornography. He pleaded not guilty to both charges and a federal magistrate judge ordered him jailed without bond. He is scheduled to go to trial on July 1. Assistant United States Attorney Melissa S. Rabbani of the Orange County Office is prosecuting this case.
    • David Eugene Parker, 55, of La Palma, was arrested April 30 on federal grand jury indictment charging him with two counts of possession of child pornography. He pleaded not guilty to the charge and a federal magistrate judge ordered him released on $100,000 bond. A June 24 trial date is scheduled in this matter. Assistant United States Attorney Lauren E. Border of the General Crimes Section is prosecuting this case.
    • Gregory Cole Jr., 30, of Lancaster, was arrested April 30 in Arizona after he failed to appear at his trial earlier last month in which a jury found him guilty in absentia of one count of production of child pornography, one count of enticement of a minor to engage in criminal sexual activity, and one count of receipt of child pornography. His sentencing hearing is scheduled for June 23, at which time he will face a mandatory minimum sentence of 15 years in federal prison and a statutory maximum sentence of life in federal prison. Assistant United States Attorney Derek R. Flores of the Violent and Organized Crime Section is prosecuting this case.

    Two additional individuals were arrested in Los Angeles for sexual exploitation of a child and charges of coercion and enticement, respectively; however, those cases are being prosecuted in separate districts.

    An indictment is merely an allegation. All defendants are presumed innocent until proven guilty beyond a reasonable doubt in a court of law.

    “Sexual predators who target children leave emotional scars that can last a lifetime,” said United States Attorney Bill Essayli. “Along with our law enforcement partners, we seek to bring a measure of solace to victims and put criminals on notice that they risk lengthy prison sentences and severe penalties for harming children.”

    “The amount of child predators arrested during Operation Restore Justice should shock the conscience of any law-abiding citizen and parents or guardians, in particular,” said Akil Davis, the Assistant Director in Charge of the FBI’s Los Angeles Field Office.  “Each day, our agents are tackling criminal allegations involving children, whether it be online dangers such as ‘sextortion,’ emerging nihilist extremist networks such as ‘764,’ or children being groomed by someone close to them. We urge caretakers of all children to educate themselves about these constant threats targeting the most vulnerable members of our society.”

    As the nation marked National Child Abuse Prevention month in April, the timing of this effort was a culmination of countless hours by hundreds of FBI agents. It further underscores the FBI’s unwavering commitment to protecting children and raising awareness about the dangers they face. While the Bureau works relentlessly to investigate these crimes every day, April serves as a powerful reminder of the importance of prevention and community education.

    The FBI takes a proactive approach to identify unknown individuals involved in the sexual exploitation of children and the production of child sexual abuse material. We do that through our Child Exploitation and Human Trafficking Task Forces (CEHTTFs) located in each field office. This allows the FBI to combine resources with federal, state, and local law enforcement agencies. The FBI also partners with the nonprofit National Center for Missing and Exploited Children (NCMEC), which receives and shares tips about possible child sexual exploitation received through its 24-hour hotline at 1-800-THE-LOST and on missingkids.org

    In 2004, the FBI created the Endangered Child Alert Program (ECAP) to identify individuals involved in the sexual abuse of children and the production of child sexual abuse material. The program is a collaborative effort between the FBI and the NMCEC.

    The FBI also offers resources for parents and caregivers to stay engaged with their children’s online and offline activities. The FBI’s Safe Online Surfing (SOS) program teaches students in grades 3 to 8 how to navigate the web safely.

    The FBI urges the public to remain vigilant and report suspected exploitation of a child through our tiplines at 1-800-CALL-FBI (225-5324), tips.fbi.gov, or by calling your local FBI field office. 

    Other online resources:

    • Electronic Press Kit:

    MIL Security OSI

  • MIL-OSI Security: FBI Helps Return Missing Musket to Museum of the American Revolution

    Source: US FBI

    Now, investigators had to determine what these items were and where they had been stolen from.  

    Some of these answers came from Scott Corbett, AUSA Newton said. “He had a very good memory and could tell us where Michael had stolen some of the firearms,” she noted. 

    The investigative team also traveled to Cody, Wyoming, to attend a national museum curator’s meeting to see if any experts could help identify these mystery items. 

    “It turns out Michael stole these items from museums from Massachusetts to as far south as Mississippi,” Newton said. “A lot of them were stolen from Pennsylvania. We believe he was responsible for two of the thefts at Valley Forge. He was also responsible for a theft at the U.S. Army War College Museum in Carlisle, Pennsylvania. So, we were able to identify some of these firearms.” 

    Based on the evidence at hand, AUSA Newton explained, “We couldn’t charge him with the thefts, but what we could charge him with was possession of stolen property that had been transported interstate because he’s in Delaware.”  

    Michael Corbett was indicted and pleaded guilty. As part of his plea, he agreed to help recover some of the items that the investigators were initially looking for when they searched his Delaware residence.  

    “Leads in the Corbett case took the FBI Art Crime Team as far west as San Francisco,” Archer added. 

    Coincidentally, during the investigation, a concerned collector called Dr. Stephenson because he believed he might’ve accidentally purchased a stolen rifle. 

    The collector initially purchased the gun from a man named Thomas Gavin, believing it to be a copy of a famous rifle built by Moravian gunsmith John Christian Oerter. But the more he researched, the more he suspected he had the genuine article. The collector turned the rifle over to the authorities. 

    Thomas Gavin turned out to be “a significant museum thief” in his own right, having robbed items from the Valley Forge Park, the Philadelphia Museum of Art, the Academy of Natural Sciences of Drexel University, and additional museums in the greater Philadelphia area. “But he too cooperated and told us what he had stolen,” AUSA Newton said. 

    “We had to then stop, solve that case in order to figure out who stole what from where, in order to then pick the Corbett case back up and bring it home,” Archer recalled of the Gavin section of the overall investigation. “So, it was staggeringly complex across space and time and material.” 

    But just like in Corbett’s case, investigators are still searching for items that Gavin stole, including a rifle that was once owned by naturalist John James Audubon. 

    Even though the investigators’ work is ongoing, the impact of the partnership and the recovery of the artifacts cannot be overstated. 

    “With the 250th anniversary of the American Revolution coming up,” said James Taub, an associate curator at the museum, “the teamwork and partnership between local police and the FBI have given us in Philadelphia and the historical community at large a really strong opportunity to reach people in ways that we haven’t before, through objects that people of my generation haven’t seen and that previous generations might not have seen since before the 200th anniversary of the American Revolution.” 

    Dr. Stephenson echoed that sentiment, noting that “for us, as educator- and preservation-oriented institutions, these objects are irreplaceable.” 

    Stephenson says the museum’s work isn’t done. “It may be that the person who stole an object say 50 years ago may have passed away long ago. In many cases, families may have things that they don’t realize where they came from, how they came into that collection, or things that were sold and passed around.”  

    For this reason, he said, the museum is reexamining how it describes the missing objects, to highlight any valuable details that might spark someone’s memory. The museum is also spreading the word about the stolen items to antique enthusiasts and collectors. 

    “The fact is, the vast majority of people want to do the right thing,” he said. 

    But the FBI stands ready to investigate anyone who knowingly holds onto looted artifacts. 

    “Ultimately,” said Special Agent Archer, “people who know that they are in possession of these stolen items and do the wrong thing, we certainly are prepared to investigate.” 

    MIL Security OSI

  • MIL-OSI New Zealand: Budget 2025 – Budget Investment for ENRICH Education Programme – Methodist Mission Southern

    Source: Methodist Mission Southern

    The Hon. Erica Stanford has today announced an investment in the ENRICH oral language programme – which will see the programme reach 525 early learning services over four years.
    ENRICH is an evidence-based programme created by Professor Elaine Reese (University of Otago) in partnership with Methodist Mission Southern (MMS). Over the last four years, the programme has been extensively researched through the world-leading Kia Tīmata Pai study – involving 140 ECEs from BestStart.
    ENRICH focuses on strengthening oral language skills, communication skills and early maths competencies – all critical foundations for future learning and long-term life success. The programme has demonstrated significant improvements for tamariki in these areas in research trials, and has been successfully implemented in ECE classrooms since 2021.
    The implementation of ENRCH is led by Jimmy McLauchlan, Chief Development Officer at Methodist Mission Southern, who has spent ten years working in partnership with researchers, policymakers, and education providers – to translate child development science into practical programmes that can benefit children on a national scale.
    “Some of the world’s best child development science has come out of this country – and programmes like ENRICH are turning that science into learning for hundreds of thousands of New Zealand children,” said McLauchlan.
    “ENRICH works because it shares the science of language development through practical techniques that have been co-designed with teachers to work in busy classrooms. The programme embraces our cultures and curriculum, and has been tested by hundreds of teachers around the country over the last four years.”
    ENRICH will initially be rolled out to 525 ECEs over the next four years, alongside ongoing research and evidence-gathering work, which is aimed at making the programme even more effective and sustainable across the entire ECE sector in coming years.
    “This investment today means we can reach even more tamariki with tools that build language, communication and early literacy skills when it matters most.”

    MIL OSI New Zealand News

  • MIL-OSI Security: Former Bryant High School Teacher Pleads Guilty to Transportation of a Minor to Engage in Illegal Sexual Activity

    Source: US FBI

          LITTLE ROCK—Jonathan D. Ross, United States Attorney for the Eastern District of Arkansas, announced today that a former Bryant High School teacher has pleaded guilty to transporting a minor across state lines for the purpose of unlawful sexual activity. Heather Hare, 33, of Conway, entered this guilty plea earlier today before United States District Judge Lee P. Rudofsky.

          Judge Rudofsky will sentence Hare at a later date. Transportation of a minor to engage in unlawful sexual activity is punishable by not less than 10 years imprisonment and up to life imprisonment, and not less than five years of supervised release.

          The investigation into Hare revealed that Hare taught Family Consumer Science classes at Bryant High School and met the minor victim on his first day of his senior year. Hare began one-on-one counseling sessions with the minor victim, eventually giving him her personal phone number and primarily communicating with him through Instagram and Snapchat.

          Hare later told the minor victim that she had a dream of them having sex and gave him her home address in Conway. The minor victim and Hare had sex approximately 20 to 30 times throughout the 2021-2022 school term, including multiple times at her Conway residence, in her vehicle, and in her classroom and parking lots at Bryant High School.

          Between April 21 and April 24, 2022, Hare was the sponsor and chaperone for a field trip to Washington, D.C., as part of an extracurricular activity related to the Family Consumer Science courses Hare taught. During the field trip, which included four students, of which the minor victim was the only male student, Hare and the minor victim engaged in the unlawful sexual activity to which she pleaded guilty.

          “This former teacher took advantage of her position of trust and the vulnerability of a minor, using her role to entice and lure this minor into engaging in unlawful sexual activity,” Ross said. “Our office will continue to seek significant penalties against any educational professional who sexually abuse their students.”

          Hare was indicted on August 1, 2023, and charged with one count of interstate/foreign travel for prostitution/sexual activity by coercion and one count of transportation of a minor with intent to engage in criminal sexual activity. In exchange for her guilty plea, the remaining charge was dismissed.

          The case was investigated by the FBI, Bryant Police Department, and Saline County Sheriff’s Office and is being prosecuted by Assistant United States Attorney Kristin Bryant.

    # # #

    Additional information about the office of the

    United States Attorney for the Eastern District of Arkansas, is available online at

    https://www.justice.gov/edar

    X (formerly known as Twitter):

    @EDARNEWS 

    MIL Security OSI

  • MIL-OSI Russia: Large IT businesses view Novosibirsk State University as a key university for training specialists in this industry for Siberia

    Translation. Region: Russian Federal

    Source: Novosibirsk State University – Novosibirsk State University –

    A strategic session with the participation of representatives of one of the largest Russian IT holdings, the T1 Group of Companies, was held at Novosibirsk State University. Following the meeting, the parties expressed mutual interest in deepening cooperation and announced the start of work on roadmaps for the implementation of joint projects in the educational and technological tracks.

    Opening the meeting, the rector of NSU, academician of the Russian Academy of Sciences Mikhail Fedoruk noted:

    — Cooperation with T1 is developing rapidly. This distinguishes the holding from many other companies wishing to become our industrial partners. We hope that further joint work will bring tangible and mutually beneficial results.

    According to Mikhail Knigin, head of the Integration domain of the holding, T1 plans to build systematic work on training personnel specifically in the Novosibirsk region:

    — We work all over the country, Siberia is an important region for us, and we want to see NSU as a flagship university here. Already now, about 80 NSU graduates work in our companies — the growth of this number will become one of the metrics of the partnership’s effectiveness.

    Ksenia Rumbest, Director of the Corporate Training and Talent Development Department and Head of the T1 Digital Academy, spoke about the practice of training young specialists. One of the largest projects was the T1 IT Camp, where about 1,000 participants were trained last year. The best 150 were invited to the in-person stage of the program, and some of them then became employees of the holding’s companies.

    This year, according to her, it is planned to launch regional camps based at universities. The introduction of the “open schools” format was also discussed – five-week intensive courses to develop professional competencies. About 40% of graduates of such schools get jobs at T1, the rest go to other leading Russian and international IT companies.

    “We are ready to offer these courses to the university as additional education, and also invite students for internships during the academic year,” Rumbest emphasized.

    Cooperation between NSU and the holding can develop not only in the educational, but also in the scientific and technological sphere. The session presented the project “SPHERE” – a domestic platform for managing the full cycle of software development, including tools for project management, code analysis, testing, monitoring and automation of business processes.

    An additional area of interaction may be joint work in the field of artificial intelligence. The AI Center, which develops technologies for the digitalization of the urban environment, has been operating at NSU for the second year. The head of the center, Alexander Lyulko, spoke about developments in creating platforms for managing urban infrastructure, creating intelligent systems for monitoring the environmental situation, as well as AI solutions for transport, medicine and construction. The latest projects have attracted the greatest interest from representatives of the holding.

    Reference:

     

    T1 is one of the leaders of the domestic IT market with more than 30 years of history. The holding includes companies providing a full range of IT services: from software development and system integration to cloud solutions, big data analysis, artificial intelligence, information security and industrial outsourcing. Key areas of work include digital transformation of businesses and government agencies. The company has more than 26 thousand employees, revenue for 2024 is 249.6 billion rubles.

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

    MIL OSI Russia News

  • MIL-OSI Russia: China launches first digital platform dedicated to tropical biodiversity

    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

    KUNMING, May 23 (Xinhua) — China launched the country’s first digital platform dedicated to tropical biodiversity on Thursday to mark the International Day for Biological Diversity.

    The biodiversity platform, hosted by the Xishuangbanna Tropical Botanical Garden of the Chinese Academy of Sciences (CAS), offers global access to more than 90,000 species records.

    Xishuangbanna in southwest China’s Yunnan Province is one of the country’s areas where an intact tropical ecosystem has been preserved. It is home to a sixth of the country’s plant species and a quarter of its animal species.

    The new platform contains more than 90,000 records covering 5,236 animal species, 9,779 plant species and 607 fungi species.

    The platform was jointly launched by the Xishuangbanna Tropical Botanical Garden and the Ecology and Environment Bureau of Xishuangbanna Dai Autonomous Prefecture. In order to promote the integration of scientific research, biology popularization and nature conservation, it will continue to expand functions such as intelligent biological image recognition, artificial intelligence-based science popularization, etc. -0-

    MIL OSI Russia News

  • MIL-OSI Security: FBI Sacramento Celebrates 2024 Graduates of the FBI National Academy

    Source: US FBI

    Did you know that the Federal Bureau of Investigation (FBI) began providing standardized, professional training to law enforcement professionals in 1935? Since its founding, the FBI National Academy has trained 55,797 law enforcement professionals from across the globe. This training aims to enhance the administration of justice in police departments and agencies both domestically and abroad, raising law enforcement standards, knowledge, and cooperation worldwide.

    The FBI Sacramento Field Office referred 16 law enforcement professionals to this program in 2024. They represent law enforcement agencies based within the 34-county region the FBI Sacramento Field Office serves. FBI National Academy graduates in 2024 include:

    • Deputy Division Chief Luke Blehm
      California Alcoholic Beverage Control
    • Captain Andrew Beasley
      California Highway Patrol
    • Lieutenant Noah Hawkins
      California Highway Patrol
    • Captain Anthony Horner
      California Highway Patrol
    • Lieutenant Lou Wright
      Folsom Police Department
    • Captain Brandon Pursell, Jr.
      Fresno County Sheriff’s Office
    • Lieutenant Jerardo “Charlie” Chamalbide
      Fresno Police Department.
    • Chief Deputy Erik Levig
      Kern County Sheriff’s Office
    • Captain Ray Reyna
      Modesto Police Department
    • Chief Brandon Gillespie
      Modesto Police Department
    • Chief Investigator Mary Green
      Placer County District Attorney’s Office
    • Lieutenant Mark Lopez
      Sacramento County Sheriff’s Office
    • Captain Vance Chandler
      Sacramento Police Department
    • Chief Rudolfo Alcaraz
      Selma Police Department
    • Lieutenant Craig Collins
      Solano County Sheriff’s Office
    • Octavio Lopez
      Tracy Police Department.

    Following graduation, each officer may join the FBI National Academy Associates, Inc., a dynamic organization of more than 14,000 law enforcement professionals who continue improving the level of competency, cooperation, and integrity among the global law enforcement community.

    Courses during the rigorous, 10-week program include intelligence theory, terrorism and terrorist mindsets, management science, law, behavioral science, law enforcement communication, and forensic science. Students and their respective law enforcement agencies receive tuition, books, equipment, meals, lodging, or travel to and from the training facility at no cost.

    The FBI National Academy program was originally launched as the “FBI Police Training School” in response to the 1930 Wickersham Commission report recommending standardization and professionalization of law enforcement in the United States through centralized training. At the time, courses included scientific aids in crime detection, preparation of reports, and criminal investigation techniques as well as administration and organization. To learn more about the FBI National Academy, visit https://www.fbi.gov/services/training-academy/national-academy.

    MIL Security OSI

  • MIL-OSI New Zealand: Post-Budget speech to Auckland Business Chamber

    Source: New Zealand Government

    It’s a pleasure to be invited here today by the Auckland Chamber for my first post-Budget speech.

    The Chamber is the peak body for the Auckland business sector, where so many of our country’s businesses are based.

    Our Government backs business-friendly policies because, ultimately, business success underpins our success as a nation. 

    I am going to talk to you today about the Budget’s business growth measures. 

    Thriving businesses deliver the growth, jobs and incomes that New Zealanders need to get ahead.

    One of those thriving businesses is hosting us right here. 

    If you’ll pardon the pun, I reckon that Recorp is the can manufacturing company with the can-do attitude.

    I admire the scale of your ambition to eliminate the use of single use plastic bottles in New Zealand by 2030.

    My congratulations to you Bruce Parton and your team, and also to Rob Fyfe whose vision and commitment helped get this company up and running.

    One of Recorp’s critical points of difference is the quality of its manufacturing equipment.

    You invested heavily at the outset in the technology that enables you to accurately tailor orders to match customer requirements, regardless of size.

    You have set an example for other new Kiwi businesses. Many are following it, but it’s a challenge for others.

    We know that capital investment is a key to business success. So often, it’s the piece that gives companies the edge over competitors at home and overseas.

    One of the things I hear from business leaders is the difficulty many Kiwi businesses face raising capital to invest in the equipment and other assets they need to succeed.

    Lack of good quality capital has become a barrier to growth.

    This Government has acted to lower that barrier.

    The Investment Boost tax incentive announced in the Budget gives businesses an adrenalin boost to invest in the new productive assets they need to succeed.

    I’m really proud that we’ve managed to incorporate this exciting new initiative in the Budget.

    I expect almost all of you will have heard something about Investment Boost in recent days. 

    You may even have heard our critics say in the media that it won’t make much difference.

    Well, our MPs have been out since the Budget was delivered and what they’ve heard is that Investment Boost will be a game-changer for many Kiwi businesses.

    Like the manufacturer now planning a $70 million capital expansion over the next two years to install a fully automated plant.

    Like the chicken farmer now planning to raise his investment in upgrades and new assets from $12 million to $18 million over the next 12 months. He said this was the “best news for our sector in a long time”.

    Like the caterer with a new kitchen to fit out, who says they will be “thousands and thousands better off”.

    Like Robbie Smith, owner of Stevenson and Taylor, the large Hawke’s Bay agricultural machinery business. He has already seen a jump in sales since the announcement, with one customer purchasing two tractors. He said: “This initiative is great news for local businesses.”

    Like Pic’s Peanut Butter Chief Executive Aimee McCammon, who thinks Investment Boost will be “super helpful” for the many small to medium-sized businesses like hers that are running on old kit.

    Or like Chartered Accountants New Zealand country head Peter Vial who says  the announcement was more generous than expected and will significantly increase productivity and growth 

    He says: “New Zealand’s poor productivity is not due to poor work ethic or laziness, but rather a lack of capital investment in equipment, machinery and technology. The Investment Boost tax incentive strikes at the heart of this.”

    I couldn’t agree more.

    Then there’s the semi-retired accountant who was inundated with calls on the Friday morning after the Budget from clients looking to take advantage of Investment Boost. 

    He said: “It is a long time since I have seen a reaction like this to the Budget.”

    I’m going to talk more about Investment Boost soon – how it works, with some examples of the savings it offers. 

    But I’d like to start by putting a bit of context around the Budget, and why we’ve taken the approach we have.

    The Budget is a responsible Budget for uncertain times.

    I’ve been calling it the no-BS Budget.

    We’ve levelled with Kiwis about the challenges we face as a nation. 

    No rainbows or unicorns. No lolly scrambles. Just straight talk, and responsible actions.

    We inherited a country with its bank account run down and the credit card maxed out.

    Thanks to the previous Government’s refusal to turn off the spending tap after Covid, public debt ballooned from just 18.6 per cent of GDP in 2019 to 41.7 per cent in 2024, just five years later.

    We’ve slipped back to the bad old days of the eighties and nineties, when debt servicing was among the biggest government spending items.

    Today, about one dollar in every 15 of the Government’s operating spending goes to paying the interest bill on our borrowings.

    Our political opponents say that’s all good. Other countries have higher debt, so we can just borrow and spend more to get ourselves out of trouble.

    That kind of talk ignores the reality that New Zealand’s economy is different to many of those other more highly indebted economies. 

    We are small, isolated and heavily reliant on overseas trade. We have very limited ability to influence the global financial and trading conditions that affect our livelihood.

    This audience needs no reminding of how unstable and unpredictable the world trading environment is right now. 

    Further, we are a country that’s vulnerable to sudden, costly shocks. 

    One day another big earthquake, cyclone, pandemic or biosecurity breach is going to hit us. Recovering from events like those is even harder if there’s nothing left in the kitty to pay for it. 

    The good news is that the economic recovery is under way. 

    Inflation is down and is forecast to stay within the 1 to 3 per cent target band.

    Interest rates are down, and forecast to fall further. 

    The Budget forecasts GDP to rise to healthy rates of around 3 per cent in each of the next two years.

    Wages are forecast to grow faster than the inflation rate, making wage earners better off, on average, in real terms.

    The Budget also forecasts that 240,000 more people will be in work over the forecast period to mid-2029.

    Many New Zealanders may not be feeling better off now, but over time they will – provided we stay the course.

    The recovery remains fragile. Global uncertainty has caused Treasury to peg back its forecasts, especially in the near term.

    The recovery isn’t in danger, but it is likely to be slower than previously forecast.

    As a government, we’re talking straight with New Zealanders about the way ahead. 

    About getting public debt under control and nurturing the economic recovery now under way.

    About carefully managing the public purse. Making sure we’re using taxpayer dollars to pay for the must-haves, rather than the nice to haves.

    About doing nothing to put the economic recovery at risk – because a growing economy is the route to higher living standards for everyone.

    But we’re also clear that the no-BS Budget doesn’t mean penny-pinching across the board.

    We get that New Zealanders are struggling with the cost of living. The Budget responds with some carefully targeted help, including rates relief for more SuperGold Card holders, 12-month prescriptions to save the cost of repeats, better targeting Working for Families to low and middle-income earners, and continuing funding for food banks.

    We’re also investing more in health, education, law and order and other frontline public services.

    We’ve done that while also finding room to invest in business success.

    The Budget demonstrates that we truly can walk and chew gum at the same time.

    It’s about hope grounded in reality.

    That we can continue to invest in the things that matter, while staying on a debt reduction and economic growth track.

    That we can reduce government spending as a share of the economy and return the government’s books to balance.

    We’ve done it despite reducing our operating allowance from $2.4 billion to $1.3 billion a year.

    That’s the lowest allowance in a decade. The adjustment was made to keep government spending on a tight track, recognising changing forecasts due to the uncertain economic conditions.

    Despite the smaller discretionary kitty, we’ve still been able to deliver $5 billion in new spending and $1.7 billion for the Investment Boost tax incentive that I talked about earlier.

    That’s because most of the spending increase is funded by savings.

    We’ve been able to find $5.3 billion in savings through reprioritising and cost reductions across government.

    Half the savings come from changes to the pay equity regime. 

    To be clear, I am absolutely committed to pay equity. But we have to be sure that future settlements stick to fixing pay discrepancies between occupations that are based only on sex-based discrimination, and not for other reasons. 

    Otherwise, pay equity negotiations simply become a surrogate for a normal wage bargaining round.

    Even our political opponents are starting to realise that the previous pay equity regime was simply out of control. The scale of settlements coming at us would have limited our ability to invest in health, education and the other public services that the women – and men – of New Zealand rely on.

    We’ve also put another $1.8 billion towards investment in health and education infrastructure like hospitals and schools.

    And we’re putting $1.7 billion into what I believe is the single most important policy in this year’s Budget – the Investment Boost tax incentive that I talked about earlier.

    Investment Boost is available right now to every business represented in this room.

    Businesses large and small – manufacturers like Recorp, farmers, tradies, whoever.

    It’s for all those businesses that are keeping their heads above water but need a bit of help to get beyond that, by getting their hands on the productive assets they need to grow.

    Assets like machinery, tools, equipment, technology, vehicles and industrial buildings.

    Investment Boost applies to new assets purchased by New Zealand businesses. It can also apply to second-hand assets imported from overseas.

    It excludes land, residential buildings, and assets already in use in New Zealand.

    There’s no cap on the value of new investments. All businesses, regardless of size, are eligible.

    It allows you to immediately deduct 20 per cent of the cost of a new asset from your taxable income, on top of depreciation.

    That means a much lower tax bill in the year of purchase. The remaining book value is depreciated at normal rates.

    Since a dollar now is more valuable than a dollar in future, the cashflow from investments is more attractive and the after-tax returns are better.

    It means that more investment opportunities stack up financially, so more investments will be made.

    Let’s look at an example.

    A manufacturer – let’s call it Green Kiwi – wants to invest in a new environmental test chamber, at a cost of $200,000.

    Before Investment Boost, the company could claim an annual depreciation deduction of 10.5 per cent. That would reduce Green Kiwi’s taxable income by $21,000 a year over its useful life.

    With Investment Boost, it can now also claim 20 per cent of the value of the asset – that’s $40,000 – in the year of purchase, as well as the standard depreciation on the remaining 80 per cent of its value

    Together, these deductions reduce the company’s taxable income in that year by $56,800.

    This translates to an additional $10,000 off the company’s tax bill that year.

    That’s $10,000 more that Green Kiwi has to reinvest in the assets it needs to grow.

    Another example. Farmer Brown gets a woolshed built for $150,000. The extra deductions he gets under Investment Boost mean his tax bill will be $8,274 less than it would otherwise have been, meaning more to invest in shearing equipment in his new shed.

    And another one. Pam the plumber buys a ute for $60,000. Investment Boost gives her $2906 more than she would otherwise have had to buy new tools.

    Over the next 20 years, Investment Boost is expected to lift New Zealand’s capital stock by 1.6 per cent, leading to wages rising by 1.5 per cent and GDP by 1 per cent.

    These are estimates, not precise values. But officials estimate that roughly half those benefits will be achieved in the first five years.

    The Government did consider reducing the company tax rate as an alternative to Investment Boost. But dollar for dollar, Investment Boost raises investment more than a company tax rate reduction as it only applies to new investments, not those made in the past.

    The other advantage of Investment Boost is that the benefits are expected to flow to workers.

    Inland Revenue’s Regulatory Impact Statement states that “the majority of the increase in national income from Investment Boost would flow to workers. This increase would come from a combination of higher wages and higher employment. We therefore expect that the benefits of Investment Boost will be spread broadly across a wide range of New Zealanders.”

    There you have it. Ultimately, all workers benefit from Investment Boost.

    There’s a number of other business growth initiatives in this Budget.

    We’re setting up a new agency, Invest New Zealand, to attract global capital, business and talent to this country. An experienced advisory group chaired by Rob Morrison, has been appointed to support its establishment. 

    We’re changing our thin capitalisation tax rules to encourage foreign investment in our infrastructure. We’re consulting now on the details of that.

    We’re allowing employee share schemes to defer their tax liability, to help start-ups and unlisted companies to compete for and retain talent.

    We’re re-prioritising our science and technology funding towards growth-promoting investment in areas like gene technology. We want our researchers to focus on real-world problems and innovations that can be commercialised.

    And we’re supporting our highly successful film and television sector by increasing the screen production rebate to just over a billion dollars across this year and the next four years.

    We don’t subsidise business as a rule, but when it comes to the screen industry, a rebate is the price of entry to the game.

    Over the last decade overseas production companies have invested $7.5 billion in New Zealand. We simply wouldn’t get that kind of investment in future without continuing the rebate.

    We’re also replacing the much-maligned Resource Management Act to unlock investment and growth across the country. You’ll be hearing more about that in the months ahead.

    No doubt you have heard about the changes to KiwiSaver, which the media has focused pretty heavily on.

    Essentially, we are raising the default employee and matching employer contribution rate from 3 to 4 per cent over the next three years. To ensure the scheme’s sustainability, we are also reducing the government contribution by half, to just over $260 a year. 

    We’re also extending the government contribution to 16- and 17-year-olds, to foster the savings habit, but removing it altogether for people earning more than $180,000 a year, because they don’t need it.

    I acknowledge that change impacts on employers. But to allow time to adjust, we are phasing it in over the next three years, and we are not making the new rate compulsory – employees can choose to opt back down to a three per cent contribution if they wish.

    The changes are designed to lift our retirement savings rates which, frankly, are too low, especially when compared with other countries like Australia. 

    Higher retirement savings deliver big benefits for individuals and for the country. Our financial institutions have a larger pool of capital to invest back in the economy, and the pressure on Government to financially support retired New Zealanders is eased.

    To finish, I want to touch on where this Budget takes us.

    Our decisions mean we are on track to bend the debt curve downwards without applying a blowtorch to public services.

    We are taking a deliberate, medium-term approach to fiscal consolidation.

    This is far from austerity, as some commentators have claimed. In fact, it is what you do to avoid austerity.

    There’s no doubt that balancing the books is challenging.

    Some would do it with higher taxes; we are doing it by controlling growth in spending.

    We’re saying to New Zealanders: we’re about no BS, just straight talk about the choices we face as a country.

    Thank you.

    MIL OSI New Zealand News

  • MIL-OSI USA: Congresswoman Norma Torres Votes Against Republican Budget Reconciliation Bill

    Source: United States House of Representatives – Congresswoman Norma Torres (35th District of California)

    May 22, 2025

    Voted No to Protect Critical Healthcare, Food Security, and Fair Tax Policies for California Families

    WASHINGTON, D.C. —   Today, Congresswoman Norma Torres voted against the Republican Budget Reconciliation bill, which harms millions of Americans. The bill includes devastating provisions that would cut healthcare coverage for nearly 14 million people, reduce SNAP benefits by $300 billion, and leave 42 million Americans facing cuts to their benefits. Congresswoman Torres has been at the forefront of efforts to protect vital programs and services for working families, children, seniors, and people with disabilities.

    “I cannot in good conscience support a bill that undermines the basic needs of our nation’s most vulnerable,” said Congresswoman Norma Torres. “This bill would slash critical healthcare coverage, make it harder for families to put food on the table, and further burden Californians already struggling with the high cost of living. 

    “Almost half of my district relies on Medi-Cal, California’s Medicaid.  More than 110,000 residents of my district rely on food assistance programs.”

    “The Republican Budget Reconciliation is an outright assault on these families, and on working American families across the nation. I’ll keep fighting for Californians, pushing back against these harmful cuts and standing up for policies that protect healthcare, food security, tax fairness, and a stronger future for all. It’s shameful that my Republican colleagues are prioritizing billionaires over the needs of their own constituents.”

    Congresswoman Torres proposed amendments were not included by Republicans but would have significantly improved the bill and protected healthcare, food security, and fair tax policies.

    ###

    MIL OSI USA News

  • MIL-OSI Economics: Apple products transform care at Emory Healthcare

    Source: Apple

    Headline: Apple products transform care at Emory Healthcare

    May 22, 2025

    UPDATE

    Apple products transform care at Emory Healthcare

    At Emory Hillandale Hospital, Apple’s ecosystem of products — powered by the suite of Epic healthcare apps — is elevating care delivery and the patient experience

    At Emory Hillandale Hospital in Lithonia, Georgia, Apple products are now the standard, marking a first-of-its-kind technology transformation for clinicians and patients. Propelled by the availability of Epic Systems on Mac, Emory Healthcare has introduced Mac, iPhone, iPad, and Apple Watch across Emory Hillandale Hospital, enabling clinicians to work more efficiently and stay connected with their teams, from anywhere.

    “We’re not just changing technology, we’re changing a culture,” says Ravi I. Thadhani, MD, MPH, executive vice president for health affairs of Emory University and executive director of Emory’s Woodruff Health Sciences Center. “Emory Healthcare is redefining both the patient and clinician experiences with a more efficient and intuitive technology-driven process.”

    Apple products like iPhone and iPad have unlocked new levels of mobility, efficiency, and collaboration for clinicians, leading to better patient experiences and satisfaction. The introduction of Mac across Emory Hillandale Hospital replaces its legacy devices and marks an entirely new chapter for the healthcare industry.

    “As clinicians, we join the field with a deep commitment to serving those in need,” says Vikram Narayan, MD, assistant professor of urology at Emory University and a urologic oncologist at Emory Healthcare. “But the reality of healthcare delivery is inherently complex and multifaceted. Across the industry as a whole, the administrative burden, combined with a shrinking workforce, is resulting in an uptick in burnout of frontline workers.”

    “By integrating Epic on Mac across Emory Hillandale Hospital, we are showing the world how best to embrace technology to improve workflow for clinicians so they can continue to put patients first,” says Dr. Thadhani.

    To alleviate some of that administrative burden, laptops and desktop computers across the 100-bed hospital have been replaced with Mac computers running Epic. Nursing stations are equipped with iMac and Mac mini, and physicians are able to manage patient care journeys from wherever they are thanks to the portability of MacBook Air.

    Care teams are able to access patient-specific data — such as allergies, precautions, and other relevant information — using a magnetically attached iPad outside of each patient room. This helps improve communication and coordination between care teams as information shown on iPad updates in real time. Additionally, every nurse and physician is issued their own iPhone to stay connected, and physicians are using Apple Watch to more quickly respond to patient needs as they arise. For example, critical lab result notifications from Epic’s Limerick app can be viewed in real time directly on their wrist.

    “I can stay up to date with my patients in a way that wasn’t possible before,” says Rashida La Barrie, MD, a hospitalist and medical director of utilization review at Emory Hillandale Hospital. Being able to transition between iPhone and Apple Watch to receive notifications has helped Dr. La Barrie stay connected no matter where she is, ultimately leading to better care for her patients. “Healthcare has historically been slow to adopt technology, which I think is such a mistake. We can use technology to provide better and more efficient care, especially now, for our patients.”

    Prior to the Emory Hillandale deployment, Emory conducted a proof of concept program at Emory Saint Joseph’s Hospital. After deploying iMac, MacBook, and iPhone for shared use by registered nurses and clinicians, care team satisfaction surged, and nurse retention has remained strong. Nurses and clinicians cited improvements like faster login time with Apple devices, ease of documentation, and less eyestrain with the iMac high-resolution Retina display. Additional documentation efficiency research, led by Emory’s Dr. Narayan, found that combining Apple technology with Epic and Abridge ambient documentation saves him an average of two hours a day compared to legacy systems.

    Additionally, Apple devices help enhance the inpatient experience with the MyChart Bedside app on iPad. Each patient bed is equipped with an iPad so patients can have easy access to their medical records, view their care plans, order meals, and communicate with their care teams, allowing them to stay engaged with their health.

    “The technology we’re utilizing today at Emory Hillandale has improved the workflows for our nursing staff as a whole,” says Edna Brisco, MSN, RN, vice president of patient care services and chief nursing officer at Emory Hillandale Hospital. “Mac lets the nurses move through their day more swiftly, while iPad brings important health information to our patients’ fingertips. It’s a game changer for how we provide care.”

    Emory Healthcare — and healthcare systems in general — host some of the most private and personal data, whether it’s health records or a patient’s personal information. Around the world, hospitals are facing increased cybersecurity threats that could put their staff and patients at risk.

    Apple products are designed with privacy and security at their core, working to keep healthcare organizations’ and their patients’ data safe.

    Looking ahead, Emory Healthcare and Epic are exploring new ways to innovate patient care and support with Apple devices. Clinicians are also testing new technology like Apple Vision Pro in their surgical planning and research, paving the way for the next phase of care.

    “I want to be involved in everything related to this transformation,” says Dr. La Barrie. “I think this is the future of healthcare, and as healthcare providers, we should always be looking toward the horizon.”

    Press Contacts

    Zaina Khachadourian

    Apple

    zkhachadourian@apple.com

    Andrea Schubert

    Apple

    a_schubert@apple.com

    Apple Media Helpline

    media.help@apple.com

    MIL OSI Economics

  • MIL-OSI Global: Colonial-era borders create conflict in Africa’s oceans – how to resolve them

    Source: The Conversation – Africa – By Ifesinachi Okafor-Yarwood, Lecturer in Sustainable Futures, University of St Andrews

    Africa has 38 coastal and island nations. Their maritime industries – including energy, tourism, maritime transport, shipping and fishing – play a crucial role in developing these nations.

    Key to harnessing these resources are Africa’s maritime boundaries – lines on a map showing the legal divisions of the ocean between neighbouring coastal states.

    Some of these boundaries were created by colonial powers and kept after independence. Their purpose was to achieve territorial security and ensure the exclusive exploitation of resources and to maintain navigational freedom.

    But Africa’s maritime boundaries sometimes lead to conflict, prevent cooperation on resource management and create room for maritime crimes, like illegal fishing. This is because they are often contested. Countries have overlapping claims and varying interests in resource exploration. This is common in maritime areas rich in oil, gas and fisheries, and deep seabed resources.

    In our recent paper we found that using international law to resolve maritime boundaries does not always bring peace, especially when it results in ceding the disputed area to one party. It can result in animosity between countries and breed room for continued distrust among peoples.

    Today, Africa has the most unresolved maritime boundary disputes in the world and the lowest number of settled boundary disputes.

    As more ocean resources are discovered, climate change may heighten disputes. Rising sea levels can gradually submerge maritime zones, potentially affecting the baselines from which these zones are measured. This could create uncertainty or trigger new conflicts.

    In our paper, we suggest a collaborative approach to resolving maritime disputes. We hope that this will help prevent many African countries from missing out on the benefits of their oceans.

    Price of disputed boundaries

    Disagreements over maritime boundaries can have many negative effects.

    Research has shown that criminal activities tend to increase in disputed maritime boundaries. For instance, illegal fishers are aware that because there is dispute over a border, there will also be enforcement gaps.

    Countries in dispute will also not work together and will not be sending patrols to contested areas. For instance, in 2016, a Chinese vessel escaped into Sierra Leone to avoid capture. When Guinean naval forces boarded the vessel for enforcement, there was an exchange of fire and 11 Guineans were detained by Sierra Leone.

    When boundaries are disputed, it also means that local fishers are likely to encroach into neighbouring waters, often unknowingly, in search of better catches. Given the significance of fisheries to coastal livelihoods and the extent of depletion, this threatens peace and security. It fuels tension between communities and countries over access to dwindling resources.

    Disagreements over maritime boundaries also diminish maritime security cooperation, complicate joint patrols, and divert attention from tackling shared threats such as piracy.

    Colonialism never ended

    Unfortunately, resolving maritime boundary disputes is complicated by a principle in international law known as uti possidetis juris – “as you possess under law”.

    The principle says that when countries argue over borders, international law, built around colonial-era boundaries, is used to decide who gets what. This creates a “winner-takes-all” approach – one side gains control over the disputed area and resources. International courts, like the International Court of Justice and the International Tribunal for the Law of the Sea, follow the provisions of law reinforcing uti possidetis.

    Our examination of maritime boundary disputes in west and central Africa found that the principle of uti possidetis juris had failed to alleviate maritime boundary tensions. In some cases, it has exacerbated them.

    One example is a maritime dispute between Cameroon and Nigeria decided in 2002. The dispute was over who had control of Bakassi, an oil-rich region, and its maritime frontier.

    The uti possidetis juris principle upheld the lines drawn at the time of Nigeria’s independence and resulted in the ceding of Bakassi to Cameroon. The impact of the resolution lingers. To date, thousands of displaced Bakassi people that returned to Nigeria have yet to be resettled and reintegrated. Disputes also continue between fishers from Nigeria and Cameroonian law enforcement agents. In extreme cases, it results in death, like the alleged killing of 97 Nigerian fishers by Cameroonian marine police.

    The way forward

    In our paper, we recommend that courts, tribunals or disputing countries consider joint management agreements to resolve maritime disputes. Under such agreements, countries share and manage disputed maritime resources.

    These agreements will allow for the joint management of shared resources. It will also encourage cooperation and collaboration in other areas, such as joint operations to combat illegal fishing and piracy. While international courts may apply uti possidetis juris as required by law, countries should be encouraged to negotiate special arrangements – such as joint development agreements – as part of the resolution process. Especially in cases where livelihoods and longstanding community ties risk being disrupted by unilateral decisions or the ceding of disputed areas to one party.

    While not perfect, this approach has already improved cooperation on security and resource use at sea. It has worked in places like Nigeria, São Tomé and Príncipe, Senegal and Guinea-Bissau. Ghana and Côte d’Ivoire also have a joint management framework in place for their shared boundaries to avoid future disputes.

    Prolonged boundary disputes only enable criminal actors to exploit Africa’s resources, undermining collective progress. A shift towards collaborative solutions is essential for achieving a sustainable and prosperous future for the continent.

    Ifesinachi Okafor-Yarwood receives funding from the PEW Charitable Trust and the Research Council of Norway. The St Andrews Research Internship Scheme (StARIS) supported the initial peer-reviewed research.

    Elizabeth Nwarueze 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. Colonial-era borders create conflict in Africa’s oceans – how to resolve them – https://theconversation.com/colonial-era-borders-create-conflict-in-africas-oceans-how-to-resolve-them-248577

    MIL OSI – Global Reports

  • MIL-OSI Russia: Forbes University Rankings: HSE University Has the Best Reputation Among Employers

    Translation. Region: Russian Federal

    Source: State University Higher School of Economics – State University Higher School of Economics –

    On May 22, Forbes Education presented an updated rating 100 best universities in Russia for 2025. The Higher School of Economics retained 2nd place, establishing itself as the university with the highest level of reputation among employers. The top 20 included 12 Moscow universities, three universities from St. Petersburg, two from Tatarstan, and one educational institution each from the Sverdlovsk, Novosibirsk, and Tomsk regions.

    Forbes Education continues to monitor dynamic changes in the field of higher education, identifying universities that demonstrate high standards of quality and demand. In the new, seventh, ranking of the best universities in Russia, the assessment was carried out according to 17 different criteria, grouped into key metrics: quality of networking, reputation among employers, international image, academic environment. The Forbes factor was also taken into account, thanks to which universities received additional points if among their graduates there were participants in the Russian Forbes list or winners of the rating “30 under 30” 2024.

    This year, HSE retained its 2nd place in the list, ahead of Moscow State University by 0.7 points and confirming its status as the university with the highest reputation among employers. The leaders in individual metrics were also MIPT (the best university in terms of admission quality), Moscow State University (the leader in the category “International Reputation”), and Innopolis University (the winner in terms of quality of the academic environment).

    In total, 564 higher education institutions were included in the long list. The analysis was conducted based on data from the Monitoring of the Activities of Educational Organizations of the Ministry of Education and Science of Russia, the results of a survey the best employers in the country and information from open sources.

    To analyze the reputation of universities among employers, a survey was conducted in large companies included in the list of the best employers in Russia. During the survey, universities were identified whose graduates are considered the most qualified and are ready to be hired first. The companies also indicated universities that, in their opinion, provide the best quality of training for specialists in such areas as economics, information technology, technical sciences, marketing and communications, natural sciences, humanities and creative industries. The survey covered 43 industries and different regions of Russia.

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

    MIL OSI Russia News

  • MIL-OSI Africa: Colonial-era borders create conflict in Africa’s oceans – how to resolve them

    Source: The Conversation – Africa – By Ifesinachi Okafor-Yarwood, Lecturer in Sustainable Futures, University of St Andrews

    Africa has 38 coastal and island nations. Their maritime industries – including energy, tourism, maritime transport, shipping and fishing – play a crucial role in developing these nations.

    Key to harnessing these resources are Africa’s maritime boundaries – lines on a map showing the legal divisions of the ocean between neighbouring coastal states.

    Some of these boundaries were created by colonial powers and kept after independence. Their purpose was to achieve territorial security and ensure the exclusive exploitation of resources and to maintain navigational freedom.

    But Africa’s maritime boundaries sometimes lead to conflict, prevent cooperation on resource management and create room for maritime crimes, like illegal fishing. This is because they are often contested. Countries have overlapping claims and varying interests in resource exploration. This is common in maritime areas rich in oil, gas and fisheries, and deep seabed resources.

    In our recent paper we found that using international law to resolve maritime boundaries does not always bring peace, especially when it results in ceding the disputed area to one party. It can result in animosity between countries and breed room for continued distrust among peoples.

    Today, Africa has the most unresolved maritime boundary disputes in the world and the lowest number of settled boundary disputes.

    As more ocean resources are discovered, climate change may heighten disputes. Rising sea levels can gradually submerge maritime zones, potentially affecting the baselines from which these zones are measured. This could create uncertainty or trigger new conflicts.

    In our paper, we suggest a collaborative approach to resolving maritime disputes. We hope that this will help prevent many African countries from missing out on the benefits of their oceans.

    Price of disputed boundaries

    Disagreements over maritime boundaries can have many negative effects.

    Research has shown that criminal activities tend to increase in disputed maritime boundaries. For instance, illegal fishers are aware that because there is dispute over a border, there will also be enforcement gaps.

    Countries in dispute will also not work together and will not be sending patrols to contested areas. For instance, in 2016, a Chinese vessel escaped into Sierra Leone to avoid capture. When Guinean naval forces boarded the vessel for enforcement, there was an exchange of fire and 11 Guineans were detained by Sierra Leone.

    When boundaries are disputed, it also means that local fishers are likely to encroach into neighbouring waters, often unknowingly, in search of better catches. Given the significance of fisheries to coastal livelihoods and the extent of depletion, this threatens peace and security. It fuels tension between communities and countries over access to dwindling resources.

    Disagreements over maritime boundaries also diminish maritime security cooperation, complicate joint patrols, and divert attention from tackling shared threats such as piracy.

    Colonialism never ended

    Unfortunately, resolving maritime boundary disputes is complicated by a principle in international law known as uti possidetis juris – “as you possess under law”.

    The principle says that when countries argue over borders, international law, built around colonial-era boundaries, is used to decide who gets what. This creates a “winner-takes-all” approach – one side gains control over the disputed area and resources. International courts, like the International Court of Justice and the International Tribunal for the Law of the Sea, follow the provisions of law reinforcing uti possidetis.

    Our examination of maritime boundary disputes in west and central Africa found that the principle of uti possidetis juris had failed to alleviate maritime boundary tensions. In some cases, it has exacerbated them.

    One example is a maritime dispute between Cameroon and Nigeria decided in 2002. The dispute was over who had control of Bakassi, an oil-rich region, and its maritime frontier.

    The uti possidetis juris principle upheld the lines drawn at the time of Nigeria’s independence and resulted in the ceding of Bakassi to Cameroon. The impact of the resolution lingers. To date, thousands of displaced Bakassi people that returned to Nigeria have yet to be resettled and reintegrated. Disputes also continue between fishers from Nigeria and Cameroonian law enforcement agents. In extreme cases, it results in death, like the alleged killing of 97 Nigerian fishers by Cameroonian marine police.

    The way forward

    In our paper, we recommend that courts, tribunals or disputing countries consider joint management agreements to resolve maritime disputes. Under such agreements, countries share and manage disputed maritime resources.

    These agreements will allow for the joint management of shared resources. It will also encourage cooperation and collaboration in other areas, such as joint operations to combat illegal fishing and piracy. While international courts may apply uti possidetis juris as required by law, countries should be encouraged to negotiate special arrangements – such as joint development agreements – as part of the resolution process. Especially in cases where livelihoods and longstanding community ties risk being disrupted by unilateral decisions or the ceding of disputed areas to one party.

    While not perfect, this approach has already improved cooperation on security and resource use at sea. It has worked in places like Nigeria, São Tomé and Príncipe, Senegal and Guinea-Bissau. Ghana and Côte d’Ivoire also have a joint management framework in place for their shared boundaries to avoid future disputes.

    Prolonged boundary disputes only enable criminal actors to exploit Africa’s resources, undermining collective progress. A shift towards collaborative solutions is essential for achieving a sustainable and prosperous future for the continent.

    – Colonial-era borders create conflict in Africa’s oceans – how to resolve them
    – https://theconversation.com/colonial-era-borders-create-conflict-in-africas-oceans-how-to-resolve-them-248577

    MIL OSI Africa

  • MIL-OSI USA: Warren, Markey Slam Trump’s Science Funding Cuts, Highlights Threats to Research and Innovation

    US Senate News:

    Source: United States Senator for Massachusetts – Elizabeth Warren
    May 22, 2025
    Senators concerned by Administration’s false claims of progress highlight over 250 NSF grants that have been canceled across Massachusetts.
    “We urge you to work with the NSF and the White House to reverse the Trump Administration’s budget cuts and the chaos the administration has created.”
    Text of Letters (PDF)
    Washington, D.C. – U.S. Senators Elizabeth Warren (D-Mass.) and Edward J. Markey (D-Mass.) sent a letter to Michael Kratsios, Director of the White House Office of Science and Technology Policy (OSTP), detailing their concerns with the ongoing chaos and upheaval at the National Science Foundation (NSF) and its impact on the future of scientific research and innovation across the United States and the hundreds of thousands of students, postdocs, and faculty in Massachusetts who depend on federal science funding.
    “As the Director of the White House Office of Science and Technology Policy and Science Advisor to President Trump, you are charged with ‘empowering researchers to achieve groundbreaking discoveries’ and safeguarding U.S. leadership in science,” wrote the senators. “Therefore, we write to seek answers regarding why the Trump administration has led the agency into such disarray.” 
    On February 12, 2025, the senators wrote to the NSF inquiring about the decision-making process for the recent disruptions to grant funding and highlighting their impact on research institutions in Massachusetts. In response, NSF told the senators, “The agency has not stopped working; in fact, we have continued to make significant progress over the past few weeks.”
    But since the beginning of the Trump Administration, the NSF appears to have awarded fewer new grants than in any of the five preceding years and recently announced that it would be returning all approved grant proposals back to the review stage, terminating more than 1,400 existing grants, freezing all new grant funding actions “until further notice,” and capping the percentage of NSF grants that institutions are able to spend on administrative and operational costs like facilities and equipment costs at 15 percent. Amidst all of this, on April 24, 2025, NSF Director Panchanathan abruptly stepped down, leaving the agency without a leader or clear direction.
    A federal judge issued an order to the NSF stopping the agency from freezing, blocking, or terminating grants, calling such actions “unlawful.” However, reports indicate that the NSF has significantly cut back on funding and awards activity—in what appears to be defiance of court orders—reversing years of progress and endangering the nation’s scientific future.
    Over 250 grants have been canceled across Massachusetts, with research institutions scrambling to support students who have lost NSF funding and beginning to reduce incoming class sizes for certain scientific programs by 50% due to funding cuts, pauses, and uncertainty. 
    More upheaval continues to plague the NSF, with Director Panchanathan unexpectedly stepping down, leaving the agency currently leaderless and without a clear future. Reports suggest that Panchanathan’s departure may have been triggered by impending budget and staff reductions at the recommendation of the Department of Government Efficiency (DOGE), making working for the NSF untenable. If the reports are accurate, the departure represents a clear rebuke of the Trump Administration’s approach to the U.S. science enterprise.
    “Given the critical importance of NSF funding to scientific progress in Massachusetts and across the country, we urge you to work with the NSF and the White House to reverse the Trump Administration’s budget cuts and the chaos the administration has created,” concluded the senators.
    Due to the troubling reports about the status of the grant review and funding process at the NSF and the impacts these disruptions have on researchers who depend on federal science funding, the senators demand a response by June 3, 2025.

    MIL OSI USA News

  • MIL-OSI Europe: Frank Elderson: Nature’s bell tolls for thee, economy!

    Source: European Central Bank

    Keynote speech by Frank Elderson, Member of the Executive Board of the ECB and Vice-Chair of the Supervisory Board of the ECB, at the Naturalis Biodiversity Center

    Leiden, 22 May 2025

    Thank you for inviting me to speak at this annual biodiversity dinner. The wide range of speakers here this evening – on international biodiversity day – is testament to the relevance of biodiversity across disciplines.

    Nature isn’t just the roots and shoots of biologists, macroecologists and natural scientists. Beyond its intrinsic value, nature provides vital services that are relevant for all of us – for entrepreneurs, workers, policymakers and bankers, but also for central bankers and financial supervisors.

    A thriving natural environment provides vital benefits that sustain our well-being and serve as a crucial driving force for the global economy. Think of fertile soils, pollination, timber, fishing stocks, clean water and clean air.

    But we are well aware of the daunting facts that confirm the dire state of ecosystem services. Intensive land use, the climate crisis, pollution, overexploitation and other human pressures are rapidly and severely damaging our natural resources.

    75% of land surface ecosystems and 66% of ocean ecosystems have been damaged, degraded or modified.

    We are using natural resources 1.7 times faster than ecosystems can regenerate them. Consequently, the contribution that nature can make to our economies – and our way of life – is steadily diminishing every day.

    These fateful facts and figures confront us as vividly as Edvard Munch’s iconic scream. Yet, accounting for nature and the services it provides is challenging. What nature provides to the economy is typically not measured directly in statistics like GDP.

    We price portfolios instead of pollinators, we monitor markets instead of mangroves and we watch wages instead of water supplies. However, the reality is that while our economies are heavily reliant on ecosystem services, the economic value of those pollinators, mangroves and water supplies is not sufficiently taken into account.

    Nature is too often still wrongly seen as a free good, readily available and abundant in supply, without opportunity costs. For such a good, there is no market – and therefore no price.

    So, why can’t governments intervene by pricing and creating a market for nature as has been done for emissions?

    Unlike for the climate crisis – which can be quantified through carbon emissions and their direct links to rising temperatures – there is no single metric that can be used to quantify the wide range of ecosystem services.

    What is the common denominator of clean air, fertile soils and coasts protected by mangrove forests? Nature is beautifully complex, but this complexity makes it harder to establish a market for nature than a market for climate, such as the carbon markets created through emissions trading systems.

    For central banks to effectively fulfil their mandates, we need to enhance our capacity to measure the vital services that nature provides to our economy and identify the financial risks caused by the degradation of these services. And while this is admittedly not an easy task, it is encouraging that multiple stakeholders are making progress, including academia, firms and also the ECB. We are enhancing our tools, methodologies and data to assess the economic implications of ecosystems and their degradation. And I am pleased to be able to share some of our latest insights this evening.

    I will argue that while nature services may appear to be freely available, they are in fact not abundant at all and there are substantial costs to using and losing them. Costs that we currently overlook when headlines report on GDP growth.

    Accounting for nature in monetary policy and banking supervision

    Nature being of vital importance for the economy and the financial system is hardly a novel insight. Besides scientists, a number of central banks and prudential supervisors have also been highlighting their interlinkages for several years now.[1] And while the climate crisis has received most of the attention, it is encouraging that work on nature-related risks has also significantly evolved.

    Moreover, the ECB has taken significant steps to account for nature-related risks in the pursuit of its mandate. For instance, we take into account the effects nature degradation can have on banks’ balance sheets. The degradation of nature could damage companies’ production processes and consequently weaken their creditworthiness, which might in turn impair loans granted by banks. In our role as the supervisor of Europe’s largest banks, we therefore aim to ensure that the banks we supervise adequately manage both climate-related and nature-related risks.[2] Encouragingly, we are seeing a growing set of good practices among the banks we supervise in terms of identifying, quantifying and managing nature-related risks.

    But are we fully aware of – and sufficiently alert to – how nature degradation could eventually hit balance sheets?

    Advancing our understanding does not mean that economists and supervisors should start studying ants in Aragon, ladybirds in Lombardy or honeybees in Holland (although it is very important that entomologists do!).

    Instead, central banks and supervisors need to gain a better understanding of just how vulnerable the economy and the financial system are to nature degradation.[3]

    Capturing the risks related to ecosystem degradation

    An ECB study in 2023 found that nearly 75% of banks’ corporate lending goes to firms that are highly dependent on at least one ecosystem service.[4] This finding underscores just how interconnected nature, the economy and the financial system really are.[5] But that study does not tell us exactly how much of our economic activity is at risk, or which economic sectors and regions will be most affected.

    To better understand this impact, the ECB has teamed up with the Resilient Planet Finance Lab at the University of Oxford.

    The interdisciplinary team has developed systemic risk indicators that move beyond dependency analysis to a comprehensive assessment of nature-related financial risks. In essence, this indicator assesses the economic implications of the deteriorating state of ecosystems. It shows how much of the economic value added by a particular industry– what economists call “gross value added” – is at risk when ecosystem services degrade. Tomorrow we will publish a blog post showing some of the preliminary results of our work, but I can already share some findings with you this evening.

    Water – the natural currency underwriting purchases, investments and trades

    Our preliminary findings indicate two things. First, water – too little, too much or too dirty water that is –has been identified as posing the most significant risk to the euro area economy. Losses related to water scarcity, poor water quality and flood protection emerge as the most critical from a value added perspective. Concretely, surface water scarcity alone puts almost 15% of the euro area’s economic output at risk. This is not surprising because water is not just any resource – it is one of the most essential natural resources we possess. Second, agriculture is the most exposed sector, as it would suffer the largest proportional output losses due to a decline in surface water. But other sectors are also likely to be significantly affected.

    Chart 1

    Proportion of national gross value added (GVA) at risk due to surface water scarcity in Europe and globally (supply chain risks)

    Water is, for instance, an indispensable resource in industry. In the Netherlands, industry alone uses over 2.6 trillion litres of fresh water a year.[6] This water usage is more than three times the total annual water consumption of all households in the Netherlands. Water is also essential for energy production, not only in hydropower plants but also in thermal power plants – including nuclear – where it is used for cooling and steam generation. It is consumed in vast quantities for mining and mineral processing, which are crucial for the energy transition, as well as in the construction sector for producing concrete, to name just a few examples.

    The risk posed by water scarcity is not hypothetical, we are already experiencing the impact today. I am sure that many of you remember when the summers of 2018, 2019 and 2020 brought severe droughts and heatwaves even to the Netherlands. In 2018 alone, economic losses in the Netherlands were up to €1.9 billion for agriculture and €155 million for shipping, with widespread but hard-to-quantify damage to ecosystems. This year’s drought is especially alarming: spring 2025 is on track to become the driest ever recorded in the Netherlands, likely surpassing the previous record set nearly 50 years ago. And droughts are only projected to increase further as the climate crisis continues to develop. Worryingly, in the driest scenario an average summer in the 2040s will be about as dry as an extremely dry summer now.

    Effective water management will thus be crucial for sustaining production. However, the risk persists that during periods of drought, production might need to be scaled down. Some industrial processes may become economically unviable and might need to relocate.

    For example, some have even gone as far as to point at a risk that more frequent droughts could render traditional tulip-growing regions such as the Bollenstreek unsuitable for bulb cultivation.[7] This may compel growers to explore better-positioned locations where water is more reliably available to safeguard the iconic Dutch tulip industry.

    Hence, as a consequence of water scarcity, our economies could produce less, and production costs are likely to rise during any inevitable transition phase.

    Let me also point out that biodiversity is a critical – and often underestimated – factor in ensuring the availability and quality of fresh water. Ecosystems such as forests and wetlands regulate the quantity, timing and purity of water flows by stabilising soils and filtering pollutants. Maintaining healthy and diverse ecosystems will be crucial for resilient water provisioning as climate change intensifies, particularly in regions facing growing water stress.

    Beyond these macroeconomic impacts, ecosystem degradation can significantly affect financial stability, for example through the loans that banks grant to households and firms. In essence, the greater the impact on firms, the higher the risk of defaults and the higher the risk on banks’ balance sheets.

    For example, in our research with the University of Oxford we found that more than 34% of banks’ total outstanding nominal amount – over €1.3 trillion – is currently extended to sectors exposed to high water scarcity risk.

    As the next step in our research, we will examine changes in the probability of default in the sectors most affected by dwindling ecosystems. Think about it as stress-testing the resilience of banks’ credit portfolios to nature degradation. We plan to publish these results later this year, complete with a more in-depth analysis on the topic, so stay tuned.

    Multiple stakeholders are taking action

    Encouragingly, our work with the University of Oxford is not an isolated case. We are in fact seeing a wide range of stakeholders taking action to better account for ecosystem services.

    For instance, I hear that our host this evening – the Naturalis Biodiversity Center – has teamed up with banks to combine insights from science and finance to further develop indicators quantifying ecosystem services.

    We are also seeing a growing set of good practices among the banks we supervise in terms of identifying, quantifying and managing nature-related risks. Banks typically conduct materiality assessments to understand where they are most affected. And banks also grapple with the challenge that nature-related risks are difficult to express in a single metric. Once they know where they are exposed, they then typically conduct deep dives on specific topics.

    One bank, for example, has conducted a quantitative scenario analysis to understand how the profitability of its customers could be affected if a water pollution tax were to be implemented.

    Other banks design customer scorecards and engage with the most vulnerable counterparties, sometimes offering small discounts or other incentives when customers meet key performance indicators that increase their resilience.

    It is also encouraging that progress is being made at the international level. The Network for Greening the Financial System (NGFS) – a network of 145 central banks and supervisors from around the world – has developed a conceptual framework offering central banks and supervisors a common understanding of nature-related financial risks and a principle-based risk assessment approach.[8][9] And the Financial Stability Board recently took stock of supervisory and regulatory initiatives among its members, finding that a growing number of financial authorities are considering the potential implications of nature-related risks for the financial sector.[10]

    So scientists, banks, policymakers and supervisors are in fact taking action. That’s good news. Given the high level of uncertainty regarding impacts, non-linearities, tipping points and irreversibility, continuous scientific input and engagement are essential to determine the transmission channels from nature to our economies.

    Reliable and comparable data are key to managing risks and identifying opportunities

    Before I conclude, let me stress a vital enabler to better measure ecosystem services: data. Closer cooperation with natural scientists can help us better understand the data they have available on the status of nature and the ecosystem services it provides. The National Hub for Biodiversity Information provided by our host tonight is an excellent example.[11]

    Moreover, continuous engagement with the scientific community can also help improve our understanding of non-linearities, tipping points and the irreversibility of the biodiversity crisis.

    Similarly, the availability of reliable and comparable data from companies is essential for us to know where the risks are hiding and where opportunities can be found. Such data can, for example, provide insights into companies’ reliance on fresh water for their production processes. In this context, the reporting requirements in the EU’s sustainable finance framework are not merely a “nice to have”, they are providing indispensable information about financial risks and are a solution to the patchwork of different reporting criteria.

    Does that mean that there is no room for simplification? Does it mean that there is no room to ease the reporting burden on smaller firms?

    Of course not.

    As the ECB noted in its recent opinion[12] on the Commission’s omnibus package, striking the right balance is crucial – the balance between how much data firms report and how many firms are required to do so. Excluding too many firms from the Corporate Sustainability Reporting Directive may reduce the availability of vital data needed to assess climate-and nature related financial risks.

    So when carefully calibrating a balanced degree of simplification, one should look at what data points we need most and make sure that sufficient companies report on precisely those data. Not only because reliable and comparable data are important for identifying economic impacts and managing financial risks, but also because such data helps identify investment opportunities to unlock a clean, green and competitive European economy.

    Conclusion

    Let me conclude.

    Encouragingly, multiple stakeholders are making progress in better accounting for ecosystem services. That’s good news, and this work must continue. Because dwindling ecosystems are no longer peripheral – they are central to financial stability, the economy and, ultimately, our daily lives.

    When you saw the title of my remarks this evening, some of you might have recognised a reference to John Donne’s poem “For Whom the Bell Tolls”. Donne beautifully expresses that we are all part of a bigger whole: “No man is an island, Entire of itself.”

    Nor is our economy an island – it is not “entire of itself”, it depends on nature.

    If nature’s services suffer,
    And they do!
    Send not to know
    For whom the bell tolls.
    It tolls for thee, ECOnomy!

    Thank you for your attention.

    MIL OSI Europe News

  • MIL-OSI United Kingdom: Councillor Teresa Heritage elected as new Mayor of the City and District of St Albans

    Source: St Albans City and District

    Publication date:

    Councillor Teresa Heritage has been elected the new Mayor of the City and District of St Albans and will support two charities during her year in office.

    She was made Mayor for 2025/26 at the Annual Meeting of the Council on Wednesday 21 May with Councillor Sue Griffiths becoming Deputy Mayor.

    Mayor Heritage, who succeeds Cllr Jamie Day, will raise money for Community First Responders and Pancreatic Cancer UK.

    She has also decided that the themes of her civic year will be encouraging volunteering and supporting small businesses.

    Mayor Heritage has been a District Councillor since 2002 and represents Harpenden South ward. She is the City’s 481st Mayor with the first having been appointed in 1553.

    She will chair Full Council meetings and represent the City at a variety of events, often involving voluntary and charity groups. 

    Mayor Heritage said:

    It is an honour to be elected to this historic position and I am looking forward to an exciting year ahead.

    During my time in office, I will be promoting volunteering, throwing some light on the selfless work people undertake to strengthen our communities. I will also seek to highlight our local businesses which provide so many jobs and services.

    Pancreatic Cancer UK is a cause close to my heart as the illness recently took away my dear friend Brian Ellis, a former District Councillor.

    Communities First Responders are volunteers, trained to attend local medical emergencies and save lives before an ambulance arrives.

    I will be urging people to donate to these wonderful causes and will start my fund-raising efforts with a sponsored slim.

    To charities and community groups across the District, I say please invite me to your events, so I can highlight your work in encouraging cohesion and inclusivity, so nobody feels left behind.

    Mayor Teresa Heritage

    Teresa has been a District Councillor for 23 years, serving on numerous Committees, and was formerly both a Town and County Councillor.

    Hertfordshire born and bred, she grew up in Borehamwood and went to work for Lloyds Bank after leaving school at 18.

    She later qualified as a Chartered Secretary and began a career in the City, rising to become Assistant Company Secretary and Investor Relations Manager for Lonrho.

    Teresa spent 26 years with Lonrho, being involved in high-profile takeovers and other major business dealings, and later joined a consultancy.

    She has also enjoyed a long career in public service, becoming a District Councillor in 2002 and a County Councillor six years later.

    As a County Councillor, she served in many roles including Deputy Leader and Cabinet member for Children’s Services.

    In addition, she became a Mental Health Champion, joined the Royal British Legion and chaired Hertfordshire SSAFA, the armed forces’ charity. 

    Teresa has been heavily involved for many years in community and charity work in Harpenden and is currently President of Harpenden Village Rotary Club.

    She has been a school governor and a founding member of Harpenden Connect and Harpenden Seniors Forum.

    Her husband David, a retired businessman, is a District and Town Councillor. The couple have a son and three grandchildren.

    Deputy Mayor Sue Griffiths

    Sue, who is a District Councillor for Harpenden North ward, was born and raised in Liverpool where she attended university before going into banking.

    Work took her south and she held senior positions with the former Midland Bank, reaching the final of the Young Businesswoman of the Year in 1989.

    Sue later trained as a teacher in Business Studies and gained an MA in Education from the University of Hertfordshire while teaching at Marlborough Science Academy in St Albans.

    She later moved to Sir John Lawes School in Harpenden, where she has lived since 1987, and became Head of Faculty for Business and Economics

    She continues to work in education at Sir John Lawes and as a business lecturer at Oaklands College. 

    Sue is a supporter of Young Enterprise, a national charity to equip young people for the world of work, and has received their long service award.

    She also supports the Open Door homeless shelter in St Albans, cooking regular evening meals as part of a team.

    Her husband Roy is a retired banker and the couple have three children and two grandchildren.

    Charity contacts

    You can find out more information about Communities First Responders, including opportunities for volunteering, here

    More information about Pancreatic Cancer UK is available here.

    Pictures: top, the Mayor, Cllr Teresa Heritage; bottom, the Deputy Mayor, Cllr Sue Griffiths.

    Contact for the Mayor’s office: Alison Orde, the Mayor’s Civic Officer, 01727 819544,  mayoralty@stalbans.gov.uk.

    Contact for the media: John McJannet, Principal Communications Officer, 01727-819533,  john.mcjannet@stalbans.gov.uk.

    MIL OSI United Kingdom

  • MIL-OSI Global: The top Democrats leading the fight against Trump’s agenda

    Source: The Conversation – UK – By Fernando Pizarro, Lecturer, Department of Journalism, City St. George’s, University of London, City St George’s, University of London

    The first five months of Donald Trump’s second presidency have been brutal for the Democratic party, which has been almost completely unable to stop his aggressive agenda. In March, CNN polling showed the favourability rating for the Democrats at just 29% – a record low in CNN polls dating back to 1992.

    The problem with the Democratic party “isn’t a lack of talent”, says Federico de Jesús, a Democratic strategist and spokesman for Barack Obama’s 2008 presidential campaign who I interviewed for this story. It is a “problem of vision and strategy”, he argues.

    “A lot of people, in theory, agree with the Democrats on a lot of issues. But they don’t necessarily feel comfortable with the direction the party is taking.” De Jesús told me that the Democrats allowed themselves to become identified by “woke issues” by many voters who abandoned them in November.

    However, the Democrats now have some reasons to celebrate. In early April, a Democratic-backed judge called Susan Crawford secured a seat in Wisconsin’s Supreme Court. This kept liberal control of the state’s highest court intact. And a Reuters/Ipsos poll released a few weeks later showed that only 37% of US voters approve of Trump’s handling of the economy.


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    As a Washington political correspondent for almost two decades, I have witnessed how the parties changed the guard after painful election cycles. This time, in the absence of clear leaders, the challenge is quite high for the Democrats.

    But who are the Democrats positioning themselves to lead the struggle against Trump’s policies? The acts of defiance are coming from two fronts: lawmakers in Congress and governors.

    Senate minority leader Charles Schumer has predicted that the Democrats will win back control of the Senate after the 2026 midterm elections. “The electorate will desert the Republican candidates who embraced Trump in an overwhelming way”, he said on April 23.

    Others, like California senator Adam Schiff and Maryland congressman Jamie Raskin, are using tactics like holding town halls in strong Republican districts to rally the opposition. Michigan congressman Shri Thanedar even filed articles of impeachment against Trump on April 28, but top Democrats shot down the effort as impractical.

    At the same time, House of Representatives minority leader Hakeem Jeffries is facing an intra-party effort to unseat many long-time lawmakers in solid Democratic districts. David Hogg, vice-chair of the Democratic National Committee, is pledging US$20 million (£15 million) to end a culture of “seniority politics” which allows “asleep at the wheel” lawmakers to stay in office.

    But it is New York congresswoman Alexandria Ocasio-Cortez who has been stealing the headlines. She is setting fundraising records, preparing for an effort to challenge Schumer in a New York senatorial primary in 2028. Surveys this early are rarely predictive, but an April head-to-head poll has Ocasio-Cortez leading Schumer by double digits.

    Three Democrat governors are standing out at present: Pennsylvania’s Josh Shapiro, Minnesota’s Tim Walz and California’s Gavin Newsom.

    Shapiro is very popular with voters in his crucial swing state, and gets good marks even from Republicans on his bipartisan record. Walz was Kamala Harris’s running mate in November’s election, and his campaign performance was well received by his party. Walz is an obvious contender to run for the White House in 2028.

    But Newsom is probably the most notable of the three. While he’s been critical of his party, telling the Hill newspaper on April 21 that Democrats haven’t performed a thorough autopsy of what led to the loss in November, he is seen as someone who can address Republican voters well.

    A second tier of governors include Michigan’s Gretchen Whitmer, whose soft criticism of the Trump administration’s tariff regime saw Trump praise her for doing an “excellent job”. She is joined by Maryland’s Wes Moore, who is young and popular in his state, and JB Pritzker of Illinois.

    Pritzker called for “mass mobilisations and disruption” against Trump at a Democratic event in New Hampshire in late April. “These governors need to stand out”, said de Jesús, “either by fighting against Trump, or either [by] achieving something memorable.”

    Harris had largely kept a low profile since November’s election. But on April 30 she sharply criticised Trump’s first 100 days in office during a speech in San Francisco. She may decide to enter the race for California governor in the summer of 2025.

    Dark horse leader

    There could also be a dark horse leader waiting in the wings: Rahm Emanuel. As former Chicago mayor, Illinois congressman, Obama and Bill Clinton aide and US ambassador to Japan, he is considered a political heavyweight.

    Emanuel has hinted he may again run for public office, while criticising the party’s focus on gender issues and not on “kitchen table” issues as reasons for November’s defeat.

    Progressives chafe at the idea of dialling down the talk about certain policies, such as gender and identity issues. But both Newsom and Emanuel are among those suggesting that the focus should instead shift to defending changes that most voters can relate to.

    At the moment, the party still lacks a clear leader and direction to recover from the 2024 defeat. Newsom, for instance, told the Hill that he doesn’t “know what the party is”. “I’m still struggling with that,” he added.

    According to de Jesús, “people don’t necessarily want someone to just hate Trump, but to identify the issues voters care about and co-opt that populist message.”

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

    ref. The top Democrats leading the fight against Trump’s agenda – https://theconversation.com/the-top-democrats-leading-the-fight-against-trumps-agenda-254869

    MIL OSI – Global Reports

  • MIL-OSI Global: Golden Dome: what Trump should learn from Reagan’s ‘Star Wars’ missile defence system plan

    Source: The Conversation – UK – By Matthew Powell, Teaching Fellow in Strategic and Air Power Studies, University of Portsmouth

    Donald Trump has unveiled plans for a new “next-generation” missile defence system which he says will by “capable even of intercepting missiles launched from the other side of the world, or launched from space”. The US president says “Golden Dome”, which is reportedly partly inspired by Israel’s Iron Dome system that protects the country from missile attacks, will be operational by the end of his current four-year term of office.

    But critics say that it’s much harder to design a defence system to protect a land mass the size of the United States. This is particularly the case in an era characterised by the threat from hypersonic missiles, such as those used by Russia against Ukraine, as well as attacks from space.

    Ever since the first aerial attacks on civilian populations, there have been increasing calls to provide systems that can defend and destroy the potential for an adversary to attack people, governments and infrastructure.

    This developed from relatively basic defence systems, such as those employed by the UK from 1917 to protect London and the south-east of England from attack during the first world war, which developed further to provide a relatively large degree of protection during the Battle of Britain in the summer and autumn of 1940.


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    During the cold war, which followed the dropping of atomic bombs on Japan in 1945, research accelerated globally into ways of providing greater protection against nuclear attack. The most eye-catching of these ideas was the announcement by Ronald Reagan in 1983 of plans to develop a massive (and hugely expensive) land and space-based missile defence system.

    The project, officially called the Strategic Defence Initiative quickly became known colloquially – if slightly mockingly – as “Star Wars”.

    The concept behind the missile defence system was that it would provide a way of effectively making nuclear weapons obsolete. Through the application of a defensive system that incorporated both land and space-based missiles, it was believed that any nuclear warhead fired would be destroyed before it was able to re-enter the Earth’s atmosphere.

    This would not only prevent intercontinental ballistic missiles from striking their intended target, but their destruction so high above the Earth would mean that they would not pose a threat in terms of nuclear radiation and fallout.

    It’s important to note that what was announced by Reagan in March 1983 was not about the development, construction or application of an actual defensive system. It was about funding research into the technologies that would be required for such a system.

    Reagan claimed this was a move to create a more peaceful world by making nuclear weapons effectively obsolete. But it was certainly not seen this way in Moscow.

    It was also something of a half truth. The move should be seen within the wider context of cold war relations and developments. The Reagan administration was seeking to bring the Soviet Union to the negotiating table to discuss reductions in strategic weapons.

    By developing a defensive system that would make strategic nuclear weapons almost obsolete, it was hoped this would force the hand of the Soviets and effectively compel them to agree to talks.

    The ‘Star Wars’ era: Ronald Reagan hoped his planned missile defence system would force the USSR to the negotiating table. He was right.
    Yuryi Abramochkin/RIA Novosti archive., CC BY

    But at the same time, as far as the decision-makers in the Kremlin were concerned, such a system – if developed and deployed – would give the United States a colossal strategic advantage. By the mid-1980s, it was highly unlikely that the Soviets could ever afford the investment in research and development and production capabilities to design their own system. This would mean that the Soviet Union was now highly vulnerable to a nuclear attack, while the US would be protected.

    This would place the United States in a similar position to that which it had enjoyed between 1945 and 1949, when it was the only nation that had the ability launch nuclear weapons. The theory of mutually assured destruction would fall almost overnight, meaning that the US had very little to fear from launching a nuclear attack, as any Soviet response would be futile.

    Given the potential for nuclear blackmail by the all-powerful US, it might cause the Kremlin to consider launching a pre-emptive strike against the US before such a system could be developed or implemented. Rather than making the world a safer place and diminishing the place of nuclear weapons, the world would become more dangerous.

    Pie in the sky?

    The Strategic Defence Initiative never really got off the ground. The initial mockery from large parts of the public of the US hid many real challenges to the development of such a defensive system. The research and development aspect alone came with a very large price tag. This was largely out of step with Reagan’s ideas about small government and limited public spending.

    In order to fund such a programme, money would have to be diverted from other domestic and social programmes, such as health and education. Despite the cold war context, this may well have risked unrest and protest from large swaths of the US population.

    The new technologies that were supposed to be developed as a part of this initiative were untested. It became evident that the only real way to test the efficacy and capability would be to expose the world to a nuclear attack and hope that the theoretical concepts that had been developed actually worked in practice.

    The Soviet Union also found ways of countering the potential developments that may emerge from the Strategic Defence Initiative, making the system almost redundant before it had begun.

    Proposed defence systems, like the Strategic Defence Initiative or the Golden Dome, can appear to be a panacea to defensive worries caused by heavily armed adversaries. Announcements about their development can cause global headlines and speculation about what this means for relations between nations and the international system.

    Take a step back from the US president’s hype, however, and it’s clear that Golden Dome will be hugely expensive and challenging to operate. Moreover it will require significant capabilities that do not yet exist and have yet to be tested operationally.

    Matthew Powell 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. Golden Dome: what Trump should learn from Reagan’s ‘Star Wars’ missile defence system plan – https://theconversation.com/golden-dome-what-trump-should-learn-from-reagans-star-wars-missile-defence-system-plan-257372

    MIL OSI – Global Reports

  • MIL-OSI USA: NIH scientists test in an animal model a surgical technique to improve cell therapy for dry AMD

    Source: US Department of Health and Human Services – 2

    Media Advisory
    Thursday, May 22, 2025

    The technique may enable higher doses and combinations of cell therapies.

    What
    National Institutes of Health (NIH) scientists have developed a new surgical technique for implanting multiple tissue grafts in the eye’s retina. The findings in animals may help advance treatment options for dry age-related macular degeneration (AMD), which is a leading cause of vision loss among older Americans. A report about the technique published today in JCI Insight.
    In diseases such as AMD, the light-sensitive retina tissue at the back of the eye degenerates. Scientists are testing therapies for restoring damaged retinas with grafts of tissue grown in the lab from patient-derived stem cells. Until now, surgeons have only been able to place one graft in the retina, limiting the area that can be treated in patients, and as well as the ability to conduct side-by-side comparisons in animal models. Such comparisons are crucial for confirming that the tissue grafts are integrating with the retina and the underlying blood supply from a network of tiny blood vessels known as the choriocapillaris.
    For the technique, investigators designed a new surgical clamp that maintains eye pressure during the insertion of two tissue patches in immediate succession while minimizing damage to the surrounding tissue.
    In animal models, the scientists used their newly designed surgical technique to compare two different grafts placed sequentially in the same experimentally induced AMD-like lesion. One graft consisted of retinal pigment epithelial (RPE) cells grown on a biodegradable scaffold. RPE cells support and nourish the retina’s light-sensing photoreceptors. In AMD, vision loss occurs alongside the loss of RPE cells and photoreceptors. In the lab, RPE cells are grown from human blood cells after they’ve been converted into stem cells. The second graft consisted of just the biodegradable scaffold to serve as a control.
    Post surgery, scientists used artificial intelligence to analyze retinal images and compare the effects of each graft. They observed that the RPE grafts promoted the survival of photoreceptors, while photoreceptors near scaffold-only grafts died at a much higher rate. Additionally, they were able to confirm for the first time that the RPE graft also regenerated the choriocapillaris, which supplies the retina with oxygen and nutrients.
    The findings expand on the capability demonstrated in an ongoing, NIH-led first-in-human clinical trial of patient-derived RPE grafts for the dry form of AMD.
    The work was supported by the National Eye Institute Intramural Research Program
    Who
    Kapil Bharti, Ph.D., scientific director, NEI, is available for interviews.
    Reference
    Gupta R, Bunea I, Alvisio B, Barone F, Gupta R, Baker D, Qian H, Daniele E, Contreary CG, Montford J, Sharma R, Maminishkis A, Singh MS, De Quadros Costa MTM, Kashani AH, Amaral J, Bharti K. “iPSC-RPE patch preserves photoreceptors and regenerates choriocapillaris in a pig outer regina degeneration model”. Published May 22, 2025 in JCI Insight
    Previous research
    Ruchi Sharma et al. Clinical-grade stem cell–derived retinal pigment epithelium patch rescues retinal degeneration in rodents and pigs.Sci. Transl. Med. (2019). DOI:10.1126/scitranslmed.aat5580
    About the NEI: NEI leads the federal government’s efforts to eliminate vision loss and improve quality of life through vision research…driving innovation, fostering collaboration, expanding the vision workforce, and educating the public and key stakeholders. NEI supports basic and clinical science programs to develop sight-saving treatments and to broaden opportunities for people with vision impairment. For more information, visit https://www.nei.nih.gov.
    About the National Institutes of Health (NIH): NIH, the nation’s medical research agency, includes 27 Institutes and Centers and is a component of the U.S. Department of Health and Human Services. NIH is the primary federal agency conducting and supporting basic, clinical, and translational medical research, and is investigating the causes, treatments, and cures for both common and rare diseases. For more information about NIH and its programs, visit www.nih.gov.
    NIH…Turning Discovery Into Health®
    ###

    MIL OSI USA News

  • MIL-OSI Global: NOAA’s 2025 hurricane forecast warns of a busy season – a storm scientist explains why and what meteorologists are watching

    Source: The Conversation – USA – By Colin Zarzycki, Associate Professor of Meteorology and Climate Dynamics, Penn State

    U.S. forecasters are expecting an above-normal 2025 Atlantic hurricane season, with 13 to 19 named storms, and 6 to 10 of those becoming hurricanes.

    Every year, the National Oceanic and Atmospheric Administration and other forecasters release preseason outlooks for the Atlantic’s hurricane season, which runs June 1 through November 30.

    So, how do they know what’s likely to happen months in the future?

    I’m an atmospheric scientist who studies extreme weather. Let’s take a look at what Atlantic hurricane forecasts are based on and why those forecasts can shift during the season.

    What goes into a seasonal forecast

    Think of the preseason hurricane forecast as the 30,000-foot view: It can’t predict if or when a storm will hit a particular location, but it can offer insight into how many storms are likely to form throughout the entire Atlantic, and how active the season overall might be.

    These outlooks rely heavily on two large-scale climate factors.

    The first is the sea surface temperature in areas where tropical cyclones tend to form and grow. Hurricanes draw their energy from warm ocean water. So when the Atlantic is unusually warm, as it has been in recent years, it provides more fuel for storms to form and intensify.

    Once water temperatures are 79 degrees Fahrenheit (26 degrees Celsius), hurricanes can form. Most of the Gulf was above that by late May 2025.
    NOAA/NESDIS

    The second key ingredient that meteorologists have their eye on is the El Niño–Southern Oscillation, which forecasters refer to as ENSO. ENSO is a climate cycle that shifts every few years between three main phases: El Niño, La Niña, and a neutral space that lives somewhere in between.

    During El Niño, winds over the Atlantic high up in the troposphere – roughly 25,000 to 40,000 feet – strengthen and can disrupt storms and hurricanes. La Niña, on the other hand, tends to reduce these winds, making it easier for storms to form and grow. When you look over the historical hurricane record, La Niña years have tended to be busier than their El Niño counterparts, as we saw from 2020 through 2023.

    We’re in the neutral phase as the 2025 hurricane season begins, and probably will be for at least a few more months. That means upper-level winds aren’t particularly hostile to hurricanes, but they’re not exactly rolling out the red carpet either.

    At the same time, sea surface temperatures are running warmer than the 30-year average, but not quite at the record-breaking levels seen in some recent seasons.

    Taken together, these conditions point to a moderately above-average hurricane season.

    It’s important to emphasize that these factors merely load the dice, tilting the odds toward more or fewer storms, but not guaranteeing an outcome. A host of other variables influence whether a storm actually forms, how strong it becomes, and whether it ever threatens land.

    The smaller influences forecasters can’t see yet

    Once hurricane season is underway, forecasters start paying close attention to shorter-term influences.

    These subseasonal factors evolve quickly enough that they don’t shape the entire season. However, they can noticeably raise or lower the chances for storms developing in the coming two to four weeks.

    One factor is dust lofted from the Sahara Desert by strong winds and carried from east to west across the Atlantic.

    These dust plumes tend to suppress hurricanes by drying out the atmosphere and reducing sunlight that reaches the ocean surface. Dust outbreaks are next-to-impossible to predict months in advance, but satellite observations of growing plumes can give forecasters a heads-up a couple weeks before the dust reaches the primary hurricane development region off the coast of Africa.

    Dust blowing in from the Sahara Desert can tamp down hurricane activities by shading the ocean over the main development region for hurricanes and drying out the atmosphere, just off the African coast. This plume spread over 2,000 miles in June 2020.
    NASA

    Another key ingredient that doesn’t go into seasonal forecasts but becomes important during the season are African easterly waves. These “waves” are clusters of thunderstorms that roll off the West African coast, tracking from east to west across the ocean. Most major storms in the Atlantic basin, especially in the peak months of August and September, can trace their origins back to one of these waves.

    Forecasters monitor strong waves as they begin their westward journey across the Atlantic, knowing they can provide some insight about potential risks to U.S. interests one to two weeks in advance.

    Also in this subseasonal mix is the Madden–Julian Oscillation. The MJO is a wave-like pulse of atmospheric activity that moves slowly around the tropics every 30 to 60 days. When the MJO is active over the Atlantic, it enhances the formation of thunderstorms associated with hurricanes. In its suppressed phase, storm activity tends to die down. The MJO doesn’t guarantee storms – or a lack of them – but it turns up or down the odds. Its phase and position can be tracked two or three weeks in advance.

    Lastly, forecasters will talk about the Loop Current, a deep river of warm water that flows from the Caribbean into the Gulf of Mexico.

    When storms pass over the Loop Current or its warm eddies, they can rapidly intensify because they are drawing energy from not just the warm surface water but from warm water that’s tens of meters deep. The Loop Current has helped power several historic Gulf storms, including Hurricanes Katrina in 2005 and Ida in 2021.

    The Loop Current stretched well into the Gulf in May 2022. The scale, in meters, shows the maximum depth at which temperatures were 78 F (26 C) or greater.
    Nick Shay/University of Miami, CC BY-ND

    But the Loop Current is always shifting. Its strength and location in early summer may look very different by late August or September.

    Combined, these subseasonal signals help forecasters fine-tune their outlooks as the season unfolds.

    Where hurricanes form shifts over the months

    Where storms are most likely to form and make landfall also changes as the pages of the calendar turn.

    In early summer, the Gulf of Mexico warms up faster than the open Atlantic, making it a notable hotspot for early-season tropical storm development, especially in June and July. The Texas coast, Louisiana, and the Florida Panhandle often face a higher early-season risk than locations along the Eastern seaboard.

    These are generally the busiest areas during each month of hurricane season, but that doesn’t mean hurricanes won’t make landfall elsewhere.
    NOAA

    By August and September, the season reaches its peak. This is when those waves moving off the coast of Africa become a primary source of storm activity. These long-track storms are sometimes called “Cape Verde hurricanes” because they originate near the Cape Verde Islands off the African coast. While many stay over open water, others can gather steam and track toward the Caribbean, Florida or the Carolinas.

    Later in the hurricane season, storms are more likely to form in the western Atlantic or Caribbean, where waters are still warm and upper-level winds remain favorable. These late-season systems have a higher probability of following atypical paths, as Sandy did in 2012 when it struck the New York City region and Milton did in 2024 before making landfall in Florida.

    At the end of the day, the safest way to think about hurricane season is this: If you live along the coast, don’t let your guard down. Areas susceptible to hurricanes are never totally immune from hurricanes, and it only takes one to make it a dangerous – and unforgettable – season.

    Colin Zarzycki’s research lab receives funding from the U.S. National Science Foundation, Department of Energy, and National Oceanic and Atmospheric Administration.

    ref. NOAA’s 2025 hurricane forecast warns of a busy season – a storm scientist explains why and what meteorologists are watching – https://theconversation.com/noaas-2025-hurricane-forecast-warns-of-a-busy-season-a-storm-scientist-explains-why-and-what-meteorologists-are-watching-257223

    MIL OSI – Global Reports

  • MIL-OSI: Final Results

    Source: GlobeNewswire (MIL-OSI)

    Octopus Apollo VCT plc
    Final Results

    Octopus Apollo VCT plc today announces the final results for the year ended 31 January 2025.

    Octopus Apollo VCT plc (‘Apollo’ or the ‘Company’) is a Venture Capital Trust (VCT) which aims to provide shareholders with attractive tax-free dividends and long-term capital growth by investing in a diverse portfolio of predominantly unquoted companies.

    The Company is managed by Octopus Investments Limited (‘Octopus’ or the ‘Portfolio Manager’) via its investment team, Octopus Ventures.

    HIGHLIGHTS

      Year to
    31 January 2025
    Year to
    31 January 2024
    Net assets (£’000) £482,563 £390,294
    Profit/(loss) after tax (£’000) £24,110 £(435)
    Net asset value (NAV) per share1 50.5p 50.5p
    Cumulative dividends paid since launch 90.0p 87.4p
    Total value per share2 140.5p 137.9p
    Dividends paid in the year 2.6p 2.7p
    Dividend yield3 5.1% 5.1%
    Dividend declared 1.3p 1.3p
    Total return per share %4 5.1% 0.0%
    1. NAV per share is calculated as net assets divided by total number of shares, as described in the glossary of terms.
    2. Total value per share is calculated by adding together NAV per share and cumulative dividends paid since launch.
    3. Dividend yield is calculated as dividends paid in the period, divided by the NAV per share at the beginning of the period.
    4. Total return per share % is an alternative performance measure (APM) calculated as movement in NAV per share in the period plus dividends paid in the period, divided by the NAV per share at the beginning of the period, as described in the glossary of terms.

    CHAIR’S STATEMENT

    Highlights

    • Apollo’s latest fundraise: £75 million
    • Total return over five years: 45.3%
    • Dividends paid in 2025: 2.6p

    Apollo’s total return for the year to 31 January 2025 was 5.1% with the net assets at the end of the period totalling £483 million.

    Performance

    I am pleased to present the annual results for Apollo for the year ended 31 January 2025. The NAV plus cumulative dividends per share at 31 January 2025 was 140.5p, an increase of 2.6p per share from 31 January 2024. During the year the NAV per share remained stable at 50.5p which represents, after adding back the 2.6p of dividends paid in the year, a total return for the year of 5.1% compared to 0% in the previous year. This outcome highlights the Company’s overall resilience and positive performance, despite the uncertain macro environment. I also note several exciting new investments have been made in the period, showing that the Company is successfully growing the overall size of the portfolio.

    In the twelve months to 31 January 2025, we utilised £86.1 million of our cash resources, comprising £47.1 million in new and follow-on investments, £17.8 million in dividends (net of the Dividend Reinvestment Scheme (DRIS)), £8.6 million in management fees, £9.0 million in share buybacks, and £3.6 million in other running costs such as accounting and administration services and trail commissions. The cash and liquid resources balance of £95.7 million at 31 January 2025 represented 19.8% of net assets at that date, compared to £61.3 million, which represented 15.7% at 31 January 2024. Cash and liquid resources comprises cash at bank, money market funds (MMFs) and open ended investment companies (OEICs.)

    Performance incentive fees
    Apollo’s performance since 31 January 2024 has given rise to a performance fee being payable to Octopus of £6.1 million. The performance fee is calculated as 20% on all gains above the High-Water Mark, the highest total return as at previous year ends, of 137.9p as at 31 January 2024.

    Dividends
    It is your Board’s policy to maintain a regular dividend flow where possible to take advantage of the tax-free distributions a VCT can provide, and work towards the targeted 5% annual dividend yield policy.

    I am pleased to confirm that the Board declared a second interim dividend of 1.3p per share in respect of the year ended 31 January 2025. This second interim dividend, in addition to the 1.3p per share interim dividend paid in December 2024 brings the total dividends declared to 2.6p per share in respect of the year ended 31 January 2025. The dividend was paid on 8 May 2025 to shareholders on the register at 22 April 2025. Since inception, we have paid a total of 91.3p in tax-free dividends per share, comprising 90.0p in previous distributions and an additional 1.3p paid in May. Considering dividends paid during 2024 (totalling 2.6p), the total dividend yield for the year is 5.1%, therefore meeting the Company’s target.

    Apollo’s DRIS was introduced in November 2014 and currently 20.7% of shareholders take advantage of it as it is an attractive scheme for investors who would prefer to benefit from additional income tax relief on their reinvested dividend. I hope that shareholders will find this scheme beneficial. During the year to 31 January 2025, 10,800,892 shares were issued under the DRIS, equating to a reinvested amount of £5.3 million.

    Fundraise and share buybacks
    On 19 March 2024, the Company closed its offer to raise £50 million, which led the Board to increase the offer by a further £35 million. I am pleased to report that we successfully raised the full £85 million, closing the offer on 24 September 2024.

    Following on from this, on 23 October 2024, the Company launched an offer to raise a further £50 million with an over-allotment facility for a further £25 million. I am delighted to report that we raised the full £75 million, so the offer closed fully subscribed on 21 March 2025. We would like to take this opportunity to welcome all new shareholders and thank all existing shareholders for their continued support.

    Apollo has continued to buy back and cancel shares as required. Subject to shareholder approval of resolution 10 at the forthcoming Annual General Meeting (AGM), this facility will remain in place to provide liquidity to investors who may wish to sell their shares, subject to the Board’s discretion. Details of the share buybacks undertaken during the year can be found in the Directors’ Report.

    Dividends, whether paid in cash or reinvested under the DRIS, and share buybacks are always at the discretion of the Board, are never guaranteed and may be reviewed when necessary.

    VCT sunset clause
    In November 2023, a ten-year extension was announced to the ‘sunset clause’ (a retirement date for the VCT scheme), meaning VCT tax reliefs will be available until 5 April 2035. This extension passed through Parliament in February 2024 and on 3 September 2024 His Majesty’s Treasury brought the extension into effect through The Finance Act 2024.

    Board of Directors
    Alex Hambro, having originally been appointed to the Board of Octopus Eclipse VCT 3 and 4 PLC in 2005, and then continuing as a Director following the merger with the Octopus Apollo VCTs in 2016, has decided to retire from the Board and will not be seeking re-election at the forthcoming AGM. It has been a pleasure to work with Alex, and I would like to take this opportunity to thank him on behalf of the Board and the shareholders for his substantial contribution over the years and help in guiding Apollo through its different phases of growth.

    A new Non-Executive Director will be appointed at the completion of a structured recruitment process, which is already underway. All the other Directors have indicated their willingness to remain on the Board, and both Chris Powles and Gillian Elcock will be seeking re-election at the AGM.

    Alternative Investment Fund (AIF)
    As announced on 30 September 2024, the Company is now classified as a full scope AIF under the European Union’s AIF Managers Directive (AIFMD). This is due to the Company’s success and continued growth in assets under management (AUM). This regulation is in place to ensure greater transparency and risk mitigation to protect investors. It is an exciting milestone for the Company, and the Board is working closely with Octopus to ensure all reporting requirements and management protocols are adopted.

    Portfolio Manager
    As reported in the half-yearly unaudited report, Richard Court (previously Apollo’s Lead Fund Manager), took on a new role in the period as Head of VCTs and Enterprise Investment Schemes (EIS) at Octopus Ventures. Paul Davidson, a Partner in the Octopus Ventures team, has replaced Richard as Lead Fund Manager as of September 2024. Paul brings with him eight years of experience, focusing on Apollo, and has worked closely with the Board (alongside Richard) for the last three years. The Board would like to take this opportunity to reiterate its congratulations to Paul on his new role and to again thank Richard for his contribution to the Company and wish him well in his new position. In January 2025, Erin Platts was appointed as new Chief Executive Officer (CEO) of Octopus Ventures.

    AGM
    The AGM will be held on 10 July 2025 at 10am. Full details of the business to be conducted at the AGM are given in the Notice of the Meeting. We will have a Portfolio Manager’s update at the AGM, supported by a filmed update from the Portfolio Manager which will be available on the website at https://octopusinvestments.com/apollovct/.

    Shareholders’ views are important, and the Board encourages shareholders to vote on the resolutions by using the proxy form, or electronically at www.investorcentre.co.uk/eproxy.

    The Board has carefully considered the business to be approved at the AGM and recommends shareholders vote in favour of all the resolutions being proposed.

    Outlook
    I am pleased with the positive performance over the last six months, especially whilst the geo-political and economic landscape has been extremely challenging for portfolio companies to navigate. The uncertain conditions which have prevailed for the last couple of years have meant we have seen portfolio companies’ growth rates slow as trading conditions have become tougher and sales cycles have become more protracted. Companies have also looked to reduce their cash burn and focus on achieving profitability due to the scarcity and higher cost of capital. Some protection against these external factors has been offered by the contracted recurring revenue models that businesses within the portfolio have.

    Over the past 12 months, we have observed a recovery in the Company’s investment rate, with twice as many new investments being completed when comparing 2025/24 to 2024/23.. Market data supports this trend, showing more deals completed in the Series B and onwards space in 2024 compared to the prior year¹. The investment team is experiencing an increase in deal flow, especially in the last six months of 2024, and the current pipeline of opportunities looks very promising. In addition to the higher deal cadence, we are pleased that the Company concluded three profitable realisations, compared to one in the prior year.

    VCTs have long provided a compelling opportunity for UK investors to invest in businesses in a tax-efficient way, and we look forward to Apollo continuing to do so in the coming year. I would like to conclude by thanking both the Board and the Octopus team on behalf of all shareholders for their hard work.

    Murray Steele
    Chair

    ¹ https://carta.com/uk/en/data/vc-concentration-2024/

    PORTFOLIO MANAGER’S REVIEW

    At Octopus our focus is on managing your investments and providing open communication. Our annual and half-year updates are designed to keep you informed about the progress of your investment.

    Investment strategy
    In general, we invest in technology companies in the SaaS space that have recurring revenues from a diverse base of customers. We also seek to invest in companies that will provide an opportunity for Apollo to realise its investment typically within three to seven years.

    Apollo total value growth
    The total value has seen a significant increase over the five years from 119.8p to 140.5p at 31 January 2025. This increase in total value of 20.7p represents a 45.3% increase on the NAV of 45.7p as at 31 January 2020. Over the last five years, a total of more than £92.4 million has also been distributed back to shareholders in the form of tax-free dividends. This includes dividends reinvested as part of the DRIS.

    Focus on performance
    In the year to 31 January 2025, the NAV total return (NAV plus cumulative dividends) increased to 140.5p per share, giving a total return of 5.1% for the period. We are pleased with this modest uplift in total value, considering the challenging macroeconomic backdrop that our portfolio companies continued to navigate their way through over the last 12 months.

    The performance over the five years to 31 January 2025 is shown below:

    Year Ended NAV Dividends paid in year Cumulative
    dividends
    NAV + cumulative dividends Total return %
    31 January 2021 49.2p 2.3p 76.4p 125.6p 12.7%
    31 January 2022 50.2p 5.7p 82.1p 132.3p 13.6%
    31 January 2023 53.2p 2.6p 84.7p 137.9p 11.2%
    31 January 2024 50.5p 2.7p 87.4p 137.9p 0.0%
    31 January 2025 50.5p 2.6p 90.0p 140.5p 5.1%

    Over the year, including disposals, there have been valuation increases across 29 portfolio companies, delivering a collective increase of £62 million. These increases reflect businesses which have successfully managed to grow revenues through the period. The strongest performers have generally exhibited improving profitability levels and revenue growth from their customer base and some of the top performers include Definely, Lodgify and TRI.

    Conversely, 20 companies saw a decrease in valuation, collectively totalling £23 million. The businesses that saw the most significant reductions were Edge10, Synchtank and Peak Data. Growth has decelerated or in some cases revenues have declined in several portfolio companies and they have experienced decreases in their valuation. This has mainly been due to continued challenges in selling their software products into corporates who have experienced declining software expense budgets. There have also been some company-specific performance issues impacting a small number of companies in the portfolio.

    In aggregate, this resulted in a net increase in portfolio company valuations of £39 million.

    As part of ongoing liquidity management, Apollo regularly invests in and withdraws from MMFs in order to meet cash requirements. During the year, an additional £35.6 million (including interest) was invested in MMFs. Apollo also holds an investment in the Sequoia Economic Infrastructure Fund (SEQI), but no further investment was made in this fund during the year. These investments, in combination with the previously held investments in SEQI and the MMFs, took the total liquid investments as at 31 January 2025 to £91.5 million (including interest earned during the year on MMF deposits).

    Disposals
    Three profitable disposals were completed in the year. All of these investments were made prior to the change of investment focus to B2B SaaS businesses. The first exit was Dyscova Ltd (trading as Care & Independence (C&I)) which was acquired by GBUK Group, a company which designs, develops and distributes a portfolio of own and third-party branded acute-setting medical devices. Apollo first invested in C&I in 2016 and the exit resulted in Apollo achieving a 1.7x total return on its investment.

    In September 2024, we were pleased to exit our holding in Countrywide Healthcare Supplies Holdings which was acquired by Personnel Hygiene Services Ltd, a hygiene services provider. The Company first invested in 2014, and the exit resulted in a 4.4x return on our initial investment, which is an excellent outcome.

    In November 2024, nCino, a cloud-based software company that provides a platform for financial institutions to manage their business, acquired FullCircl. This acquisition will enhance nCino’s data and automation capabilities and allow it to expand its reach across the UK and Europe. Apollo made its initial investment in 2011, and the disposal resulted in a positive return for the Company.

    One disposal during the year resulted in a partial loss on investment when Ryte GmbH, a marketing software technology platform, was acquired by Semrush Holdings Inc. Two companies were placed into administration in the year, Rotolight and Origami Energy. However, given the underlying holding valuations of these companies at the time of them going into administration, this did not have a material impact on the Company’s performance during the year. In aggregate, the investment cost of the companies placed into administration totalled £5.3 million. The underperformance of a portfolio company is always disappointing for Apollo and shareholders alike, but it is an inevitable feature of a venture capital portfolio, and we believe that successful exits will continue to outweigh any losses that could arise over the medium to long term of managing the portfolio. In the year, all disposals, including loan repayments, collectively returned £21.7 million in cash to Apollo, with the aggregate investment cost totalling £15.4 million.

      Year ended 31 January 2021 Year ended 31 January 2022 Year ended 31 January 2023 Year ended 31 January 2024 Year ended 31 January 2025 Total
    Dividends paid in the year (£’000) 7,471 28,3661 14,323 19,165 23,097 92,423
    Disposal proceeds (£’000) 3,356 53,939 3,591 18,292 21,713 100,981

    1 Dividends paid to shareholders in the year ended 31 January 2022, including a special dividend of 3.1p per share.

    As illustrated in the table above, we are pleased to have paid dividends from disposal proceeds over the past five years. The nature and timing of realising investments in a venture capital portfolio means it can affect our ability to do so. The Company also tries to maximise the outcome of the underlying holdings in an exit scenario which may not always align with a specific financial period.

    New and follow-on investments
    During the year, in-line with the broader private capital market, the Company demonstrated increasing new investment activity with Apollo investing £34.1 million into eight new opportunities (this includes second tranches of prior year new investments) as compared to four new investments completing in the prior year, totalling £15.2 million. For follow-on investments, we also saw an increased number with £13 million being invested into nine companies compared to seven follow-on investments completing in the year to 31 January 2024 adding up to £17.8 million invested.

    Apollo’s new investments were in several exciting B2B software companies operating in a variety of end-markets:

    • Definely £2.8 million – An AI based legal tech software company supporting legal professionals in drafting and reviewing contractual documentation.
    • Switchee £2.5 million – A smart thermostat hardware and software provider focused on social housing and housing associations.
    • Cambri £4.2 million – An insights software platform that increases the quality, speed and cost effectiveness of producing research for new product launches.
    • Vyntelligence £4.5 million – A video intelligence and AI-driven data capture platform addressing inefficiencies in communication, reporting, and operational workflows within large infrastructure sectors.
    • Semble £2.5 million – An all-in-one platform for healthcare practices, enhancing patient care and streamlining operations.
    • bsport £8.4 million – An all-in-one software platform designed to manage boutique fitness and wellness studios.
    • Threatmark £6.1 million – A fraud prevention platform that uses real-time behavioural data to accurately identify payment fraud.

    Q&A
    How do we think about exiting our positions?
    In traditional venture capital, a relatively small number of investments generate a significant proportion of the fund’s performance. However, for Apollo we try to construct a portfolio where the majority of the portfolio delivers the majority of the Company’s performance. The investment team takes an active role to try and optimise each specific situation. This means we have certain situations where companies may be held for longer if we think it is in the best interest of investors and the Company. Conversely, there are other situations where we may seek to exit earlier if market conditions permit. This means we maintain good portfolio management discipline to make sure realised proceeds materially contribute towards financing the Company’s ongoing running costs and meeting its dividends targets.

    Private markets are illiquid, and as a result, the opportunities to sell all or some of our holding in a particular company can be unpredictable and governed by prevailing market conditions. We work closely with each portfolio company to understand and optimise its growth plans, with the goal of it maintaining flexibility over exit timing with the best interests of its shareholders in mind.

    Wider macroeconomic conditions often influence exits as much as company specific factors. We also recognise that timing may not always be right to exit a position, and patience can allow for greater value growth. In such cases, we will continue to support portfolio companies, stay alert to opportunities, and help create them proactively through our network.

    When do we start to think about exits?
    We look to understand who the likely acquirers are from the outset and throughout the holding period. This can help inform important strategic decisions which contribute to value creation for shareholders. It is healthy for our portfolio companies to maintain relationships with key potential acquirers. These can often be commercial partners before becoming acquirers, and as such this activity can be highly productive.

    We know not all companies will be as successful as we hoped at the time of the initial investment. We therefore seek to realise investments in companies which are underperforming and unlikely to generate a meaningful return. It can also help to find a “soft landing” for the company’s employees where the alternative may be placing the business into administration. However, to date this has only been in a very small minority of cases. Although generally not meaningful to investor returns, our behaviour in these scenarios is important.

    How do we work with portfolio company boards?
    We believe that it is important to be an active and supportive investor, so we typically appoint a Non-Executive Director or observer to the board of our portfolio companies. This allows us to offer ongoing support at the top level of the business and be involved in key decisions. It also gives us the opportunity to share any expertise and insights that we may have. Even very experienced founders may only sell a business once or twice in their career, whereas as investors, we may be involved in a few such transactions each year. We therefore look to support our portfolio companies by sharing the learnings and experience gathered across our team, all with the objective of obtaining the best outcome for our investors and shareholders in the Company overall.

    Valuations
    The table below illustrates the distribution of valuation methodologies used across Apollo’s B2B software investments (shown as a percentage of portfolio value and number of companies). B2B software accounts for 99% of Apollo’s total fixed asset investments. Methodologies include:
    • ‘External price’ includes valuations based on funding rounds that typically completed by the year end or shortly after the year end, and exits of companies where terms have been agreed or proposed with an acquirer;
    • ‘Multiples’ is predominantly used for valuations that are based on a multiple of revenue or EBITDA for portfolio companies; • ‘Scenario analysis’ is utilised where there is uncertainty around the potential outcomes available to a company, so a probability-weighted scenario analysis is considered.

    Having arrived at a valuation of the portfolio company, to distribute the equity value within a portfolio company’s capital structure, taking into account the priority of financial instruments and the economic rights of debt and shares Apollo holds, the Current Value Method (CVM) is typically employed. This method allocates the equity value to different equity interests as if the business were sold on the reporting date, thereby reflecting the effects of the distribution waterfall.

    Valuation methodology By value By number of companies
    Multiples 77% 64%
    Scenario analysis 18% 22%
    External price 5% 8%
    Write-off 6%

    Case studies
    definely
    definely.com
    LegalTech solution helping lawyers at every pre-execution stage of the contract lifecycle

    • 40,000 active users
    • top 25 of the prestigious Deloitte UK Technology Fast50
    • 75 employees located globally

    Definely, founded in 2020, is a UK LegalTech company created to make legal documents easier to read, edit and understand. Definely was founded by two former Magic Circle lawyers, one of whom is registered blind. They set out to make legal documents more accessible to those with visual impairments and soon realised that their solution solved a problem faced by all lawyers, daily. Headquartered in London, it has over 75 employees located globally.

    Fuelled by investment from Apollo, the company is now focused on adding to its existing base of 40,000 active users from the largest companies and law firms in the UK, US, Canada and Australia. In 2023, the company was named in the top 25 of the prestigious Deloitte UK Technology Fast50. Customers include AO Shearman, Slaughter and May, Dentons and Deloitte.

    Cambri
    cambri.io
    Helping brands innovate iteratively to bring successful products to market fast

    • 80% prediction accuracy for product launch success
    • 68% year-over-year ARR growth

    Cambri is an AI consumer insights and innovation platform which addresses a major industry problem – that of the high failure rate of product launches. Traditional market research, consumer insights, and prediction models are outdated, static, and notoriously inaccurate, typically delivering just 40% prediction accuracy. This means brands waste time and resources developing and launching products that consumers don’t need. By contrast, Cambri’s proprietary AI engine predicts the likelihood of a product’s success and provides actionable insights to help improve products before launch.

    Cambri’s AI models are two to three times more accurate than traditional methods, enabling its customers to regularly achieve over 80% prediction accuracy for product launch success – contributing to Cambri’s 68% year-over-year annual recurring revenue (ARR) growth. Household food and beverage brands such as Coca-Cola and Nestle already utilise the platform.

    Top 10 investments by value as at 31 January 2025
    Here, we set out the cost and valuation of the top ten holdings, which account for over 57% of the value of the portfolio.

      Portfolio: Investment cost (£’000) Fair value of investment (£’000)
    1 Natterbox £18,990 £44,419
    2 Lodgify £12,611 £33,912
    3 Ubisecure £9,075 £25,811
    4 Tri £3,800 £22,070
    5 Interact £308 £20,658
    6 Sova £12,250 £19,266
    7 FableData £8,600 £15,780
    8 ValueBlue £10,071 £15,031
    9 MentionMe £15,000 £15,000
    10 FuseUniversal £8,000 £14,394

    Top 10
    1
    N2JB Limited (trading as Natterbox)

    Natterbox is a London-based provider of business-to-business cloud telephone services that are uniquely integrated into Customer Resource Management (CRM) software platforms, most notably Salesforce.

    www.natterbox.com

    Investment date: March 2018
    Equity held: 9.0%
    (2024: 8.5%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: £177,000
    (2024: £150,000)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: £19,289,000
    (2022: £17,092,000)
    Consolidated loss before tax: £(644,000)
    (2022: £(2,568,000))
    Consolidated net assets: £646,000
    (2022: £1,022,000)

    2
    Codebay Solutions Limited (trading as Lodgify)
    Lodgify provides a SaaS platform for vacation rental hosts and property managers to manage their business and process their bookings.

    www.lodgify.com

    Investment date: September 2022
    Equity held: 15.3%
    (2024: 11.9%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: n/a
    (2024: n/a)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: €14,508,000
    (2022: €9,315,000)
    Consolidated loss before tax: €(7,462,000)
    (2022: €(6,239,000))
    Consolidated net assets: €10,390,000
    (2022: €16,946,000)

    3

    Ubisecure Holdings Limited
    Ubisecure is a provider of customer identity access management software.

    www.ubisecure.com

    Investment date: May 2018
    Equity held: 73.4%
    (2024: 33.3%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: £179,000
    (2024: £197,000)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: £8,674,000
    (2022: £6,923,000)
    Consolidated loss before tax: £(3,091,000)
    (2022: £(2,135,000)
    Consolidated net liabilities: £(3,053,000)
    (2022: £(287,000))

    4
    Triumph Holdings Limited (TRI)
    TRI has developed a risk based quality management and monitoring platform for the life sciences industry

    www.tritrials.com

    Investment date: October 2018
    Equity held: 52.0%
    (2024: 52.0%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: £174,000
    (2023: £171,000)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: Not available1
    (2022: Not available1)
    Consolidated profit before tax: Not available1
    (2022: Not available1)
    Consolidated net assets: £2,758,000
    (2021: £2,875,000)

    5
    Hasgrove Limited
    Hasgrove is the holding company for Interact, a SaaS business which provides an intranet product which focuses on the communication and collaboration requirements of large organisations.

    www.interactsoftware.com

    Investment date: December 2016
    Equity held: 5.9%
    (2024: 5.7%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: n/a
    (2024: n/a)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: £37,032,000
    (2022: £29,388,000)
    Consolidated profit before tax: £9,907,000
    (2022: £8,099,000)
    Consolidated net assets: £13,344,000
    (2022: £13,136,000)

    6
    Sova Assessment Limited
    Sova Assessment is a UK based end-to-end digital candidate assessment SaaS platform targeting large blue-chip organisations conducting large volumes of hiring.

    www.sovaassessment.com

    Investment date: November 2020
    Equity held: 37.2%
    (2024: 37.2%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: £104,000
    (2024: £93,000)
    Last submitted accounts: 31 March 2024
    Consolidated turnover: £6,780,000
    (2023: £5,611,000)
    Consolidated loss before tax: £(3,685,000)
    (2023: £(5,360,000))
    Consolidated net liabilities: £(5,460,000)
    (2023: £(3,593,000))

    7
    Fable Data Limited
    Fable Data provides anonymised, pan-European consumer transaction data and analysis to institutional investors, businesses, governments and academics.

    www.fabledata.com
      

    Investment date: December 2022
    Equity held: 14.2%
    (2024: 6.2%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: n/a
    (2024: n/a)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: Not available1
    (2022: Not available1)
    Consolidated profit before tax: Not available1
    (2022: Not available1)
    Consolidated net liabilities: £(1,720,000)
    (2022: £(2,111,000))
       

    8
    Value Blue B.V.
    Value Blue is a provider of enterprise architecture management software, that is growing in the UK. The product allows companies to map their existing technology architecture in a single location to easily plan, collaborate and execute both large scale transformational and everyday IT projects.

    www.valueblue.com

    Investment date: January 2022
    Equity held: 20.3%
    (2024: 20.3%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: £317,000
    (2024: £19,000)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: Not available1
    (2022: Not available1)
    Consolidated loss before tax: €(7,412,000)
    (2022: €(9,185,000))
    Consolidated net liabilities: €(6,189,000)
    (2022: €(4,595,000))

    9
    Mention Me Limited
    Mention Me is a referral engineering SaaS platform that helps business to consumer (B2C) businesses acquire new customers more successfully through their referral channel.

    www.mention-me.com

    Investment date: December 2021
    Equity held: 19.4%
    (2024: 19.4%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: n/a
    (2024: n/a)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: £11,561,000
    (2022: £10,244,000)
    Consolidated loss before tax: £(5,175,000)
    (2022: £(5,621,000))
    Consolidated net assets: £5,302,000
    (2022: £10,173,000)

    10
    Fuse Universal Limited

    Fuse is a business-to-business software provider of a cloud-based learning technology platform for corporates, founded in 2008 and based in London (with further offices in South Africa and Australia).

    www.fuseuniversal.com

    Investment date: August 2019
    Equity held: 0%
    (2024: 0%)
    Valuation basis: Revenue multiple
    Income received in year to 31 January 2025: £56,000
    (2024: £100,000)
    Last submitted accounts: 31 December 2023
    Consolidated turnover: £7,997,000
    (2022: £9,338,000)
    Consolidated loss before tax: £(1,044,000)
    (2022: £(2,816,000))
    Consolidated net liabilities: £(2,468,000)
    (2022: £(3,682,000))
    1. These numbers are not available per the latest public filings on Companies House or the company is non-UK.

    Outlook

    It has been a challenging few years for the broader technology sector, with both geopolitical and economic factors impacting the ability of portfolio companies to grow and perform as successfully as forecast. Against this backdrop, I am pleased to report a stable NAV as portfolio companies have shown great resilience in the face of these challenges. Companies have been operating more efficiently in terms of their capital requirements and in several cases we are seeing top-line revenue growth returning steadily, albeit not to the same degree as experienced prior to the beginning of this more turbulent period. The slowdown in revenue growth observed across the portfolio occurred alongside companies striving to preserve cash and move towards profitability to extend their cash runways.

    The nature of the current portfolio and the characteristics of the technology-focused businesses means that several companies have had some degree of protection from the full impact of these more challenging macroeconomic conditions. This is due to recurring revenues and long-term contracts being key features of their business models.

    As mentioned in the Chair’s Statement, we were delighted and grateful for the support we’ve received from the Company’s new and existing investors, with the latest fundraise closing fully subscribed, including the overallotment facility. These funds will allow the Company to continue to support the existing portfolio in their growth plans and to invest in new opportunities which have the potential to become successful and deliver great returns to shareholders in the years to come.

    We were also pleased that the Company benefitted from three profitable disposals in the period, which together returned £18.9 million in proceeds to the Company. We are hopeful that this could indicate an improvement in the mergers and acquisitions (M&A) market, providing more opportunities for exits and offering the Company sustainable growth prospects.

    Despite the macroeconomic climate remaining uncertain, we believe that the rapid pace of change and advancements being made with the development and adoption of AI technology will create many new businesses seeking growth capital. This provides us with a degree of optimism about the Company’s future investment prospects and for its current well-diversified portfolio, as the component companies seek to take advantage which component companies are similarly seeking to take advantage of these advancements in AI. Hence, I am confident that the Company is well-positioned to capitalise on these market opportunities as they arise and that they will be able to offer further growth potential for the Company’s continued success.

    RISKS AND RISK MANAGEMENT

    The Board assesses the risks faced by Apollo and, as a board, reviews the mitigating controls and actions, and monitors the effectiveness of these controls and actions.

    Emerging and principal risks, and risk management

    The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place, in addition to monitoring the cash flow forecasts to make sure that the Company has sufficient liquidity.

    The Board carries out a regular review of the risk environment in which the Company operates.

    Emerging risks

    The Board has considered emerging risks. The Board seeks to mitigate emerging risks and those noted below by setting policy, regular review of performance and monitoring progress and compliance. In the mitigation and management of these risks, the Board applies the principles detailed in the Financial Reporting Council’s Guidance on Risk Management, Internal Control and Related Financial and Business Reporting.

    The following are some of the potential emerging risks management and the Board are currently monitoring:

    • adverse changes in global macroeconomic environment;
    • artificial intelligence;
    • geopolitical tensions; and
    • climate change.

    Principal risks

    Risk Mitigation Change
    Investment performance:    
    The focus of Apollo’s investments is in unquoted, small and medium-sized VCT qualifying companies which, by their nature, entail a higher level of risk and may have lower cash reserves than investments in larger quoted companies. Poor performance across these investments may impact Apollo’s ability to raise new funds from investors. Octopus has significant experience and a strong track record of investing in unquoted companies, and appropriate due diligence is undertaken on every new investment. A member of the Octopus Ventures team is typically appointed to the board of a portfolio company subject to an evaluation using a risk based approach that considers the size of the company within the Apollo portfolio and the engagement levels of other investors. Regular board reports are prepared by the portfolio company’s management and examined by the Portfolio Manager. This arrangement, in conjunction with its Portfolio Talent team’s active involvement, allows Apollo to play a prominent role in a portfolio company’s ongoing development and strategy. Although investment strategy is focused on B2B software, the overall risk in the portfolio is mitigated by diversifying investment across a wide spread of holdings in terms of the underlying sub-sector served by the portfolio companies, and their financing stage, age, industry sector and business models. The Board reviews the investment portfolio with the Portfolio Manager on a regular basis. The Portfolio Manager is incentivised to make sure Apollo performs well, via a Performance Incentive Fee (charged annually) for exceeding certain performance hurdles. Increased exposures reflected in the previous period remain unchanged due to the continuing difficult macro environment and challenging trading conditions for some portfolio companies continuing.
    Risk Mitigation Change
    VCT qualifying status risk:    
    Apollo is required at all times to observe the conditions for the maintenance of HMRC-approved VCT status. The loss of such approval could lead to Apollo and its investors losing access to the tax benefits associated with VCT status and, in certain circumstances, to investors being required to repay the initial income tax relief on their investment. Prior to making an investment, the Portfolio Manager seeks assurance from Apollo’s VCT status adviser that the investment will meet the legislative requirements for VCT investments.

    On an ongoing basis, the Portfolio Manager monitors Apollo’s compliance with VCT regulations on a current and forecast basis to ensure ongoing compliance with VCT legislation. Regular updates are provided to the Board throughout the year.

    The VCT status adviser formally reviews Apollo’s compliance with VCT regulations on a bi-annual basis and reports its results to the Board.

    VCT status monitoring by independent advisers continues to reduce the risk of an issue causing a loss of VCT status.
    Risk Mitigation Change
    Operational – reliance on third parties:    
    The Board is reliant on the Portfolio Manager to manage investments effectively, and manage the services of a number of third parties, in particular the registrar and tax advisers. A failure of the systems or controls at the Portfolio Manager or third-party providers could lead to an inability to provide accurate reporting and to ensure adherence to VCT and other regulatory rules. The Board reviews the system of internal control, both financial and non-financial, operated by the Portfolio Manager (to the extent the latter are relevant to Apollo’s internal controls). These include controls that are designed to ensure that Apollo’s assets are safeguarded and that proper accounting records are maintained, as well as any regulatory reporting. Feedback on other third-parties is reported to the Board on at least an annual basis, including adherence to Service Level Agreements where relevant. During the year a depositary has been appointed. This increases the number of key third parties involved in the running of the Company, but also adds additional layers of oversight of the Portfolio Manager. No overall change in risk exposure on balance.
    Risk Mitigation Change
    Information security:    
    A lack of suitable controls could result in a data breach and fines and/or business disruption. The Board is reliant on the Portfolio Manager and third parties to take appropriate measures to prevent a loss of confidential customer information or other malicious events. Annual due diligence is conducted on third parties, which includes a review of their controls for information security. The Portfolio Manager has a dedicated information security team and a third party is engaged to provide continual protection in this area. A security framework is in place to help prevent malicious events. The Portfolio Manager reports to the Board on an annual basis to update it on relevant information security arrangements. Significant and relevant information security breaches are escalated to the Board when they occur. No overall change on balance, although cyber threat remains a significant risk area faced by all service providers. The appropriateness of mitigants in place are continuously reassessed to adapt to new risk exposures, such as those posed by artificial intelligence.
    Risk Mitigation Change
    Economic:    
    Events such as an economic recession, movement in interest rates, fluctuations in foreign exchange rates, inflation, political instability and rising living costs could adversely affect some smaller companies’ valuations, as they may be more vulnerable to changes in trading conditions or the sectors in which they operate. This could result in a reduction in the value of Apollo’s assets. Apollo invests in a portfolio of companies serving markets across a diverse range of sectors, which helps to mitigate against the impact of performance in any one sector. Apollo also maintains adequate liquidity to make sure that it can continue to provide follow-on investment to those portfolio companies that require it and which is supported by the individual investment case.

    The Portfolio Manager monitors the impact of macroeconomic conditions on an ongoing basis and provides updates to the Board at least quarterly.

    Increased exposures reflected in the previous periods remain and have heightened further as economic uncertainty persists through interest rate changes, the risk of recession and other economic factors.
    Risk Mitigation Change
    Legislative:    
    A change to the VCT regulations could adversely impact Apollo by restricting the companies Apollo can invest in under its current strategy. Similarly, changes to VCT tax reliefs for investors could make VCTs less attractive and impact Apollo’s ability to raise further funds.

    Failure to adhere to other relevant legislation and regulation could result in reputational damage and/or fines.

    We are also pleased that the sunset clause in place for April 2025, regarding eligibility of VCTs for tax relief, has been extended to 2035.

    The Portfolio Manager engages with HM Treasury and industry bodies to demonstrate the positive benefits of VCTs in terms of growing UK companies, creating jobs and increasing tax revenue, and to help shape any change to VCT legislation.

    The Portfolio Manager employs individuals with expertise across the legislation and regulation relevant to Apollo. Individuals receive ongoing training and external experts are engaged where required.

    Risk exposure has continued to reduce since the previous period following the extension of the sunset clause to 2035 being agreed.
    Risk Mitigation Change
    Liquidity:    
    Apollo invests in smaller unquoted companies, which are inherently illiquid as there is no readily available market for these shares. Therefore, these may be difficult to realise for their fair market value at short notice. The Portfolio Manager prepares cash flow forecasts to make sure cash levels are maintained in accordance with policies agreed with the Board. Apollo’s overall liquidity levels are monitored on a quarterly basis by the Board, with close monitoring of available cash resources. Apollo maintains sufficient cash and readily realisable securities, including MMFs and OEICs, which can be accessed at short notice. At 31 January 2025, 91% of current asset investments were held in MMFs, realisable within one business day, and 9% in OEICs, realisable within seven business days. Risk exposure remains unchanged from the previous period.
    Risk Mitigation Change
    Valuation:    
    While investments within the portfolio are valued in accordance with International Private Equity and Venture Capital (IPEV) valuation guidelines, for smaller companies establishing a fair value can be difficult due to the lack of readily available market data for similar shares, resulting in a limited number of external reference points. Valuations of portfolio companies are performed by appropriately experienced staff, with detailed knowledge of both the portfolio company and the market in which it operates. These valuations are then subject to review and approval by the Octopus Valuations Committee, comprised of staff who are independent of Octopus Ventures and with relevant knowledge of unquoted company valuations. The Board reviews valuations after they have been agreed by the Octopus Valuations Committee. Risk exposure remains unchanged from the previous period due to economic uncertainty within valuation modelling.

    VIABILITY STATEMENT
    In accordance with provision 36 of the AIC Code of Corporate Governance, the Directors have assessed the prospects of the Company over a period of five years, consistent with the expected investment holding period of a VCT investor. Under VCT rules, subscribing investors are required to hold their investment for a five-year period in order to benefit from the associated tax reliefs. The Board regularly considers strategy, including investor demand for the Company’s shares, and a five-year period is considered to be a reasonable time horizon for this.

    The Board carried out a robust assessment of the emerging and principal risks facing the Company and its current position.

    This includes risks which may adversely impact its business model, future performance, solvency or liquidity, and focused on the major factors which affect the economic, regulatory and political environment. Particular consideration was given to the Company’s reliance on, and close working relationship with, the Portfolio Manager. The principal risks faced by the Company and the procedures in place to monitor and mitigate them are set out above.

    The Board has carried out robust stress testing of cash flows which included assessing the resilience of portfolio companies, including the requirement for any future financial support and the ability to pay dividends and buybacks.

    The Board has additionally considered the ability of the Company to comply with the ongoing conditions to make sure it maintains its VCT qualifying status under its current investment policy.

    Based on the above assessment the Board confirms that it has a reasonable expectation that the Company will be able to continue in operation and meet its liabilities as they fall due over the five-year period to 31 January 2030. The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place, in addition to monitoring the cash flow forecasts to make sure that the Company has sufficient liquidity.

    DIRECTORS’ RESPONSIBILITIES STATEMENT

    The Directors are responsible for preparing the Strategic Report, the Directors’ Report, the Directors’ Remuneration Report and the Financial Statements in accordance with applicable law and regulations. They are also responsible for ensuring that the Annual Report and Accounts include information required by the Listing Rules of the Financial Conduct Authority.

    Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable laws) including FRS 102 – “The Financial Reporting Standard applicable in the UK and Republic of Ireland”. Under company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs and profit or loss of the Company for that period.

    In preparing these financial statements, the Directors are required to:

    • select suitable accounting policies and then apply them consistently;
    • make judgements and accounting estimates that are reasonable and prudent;
    • state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
    • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business; and
    • prepare a Strategic Report, a Directors’ Report and Directors’ Remuneration Report which comply with the requirements of the Companies Act 2006.

    The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to make sure that the financial statements and the Directors’ Remuneration Report comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

    Insofar as each of the Directors is aware:

    • there is no relevant audit information of which the Company’s auditor is unaware; and
    • the Directors have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

    The Directors are responsible for preparing the annual report in accordance with applicable law and regulations. Having taken advice from the Audit and Risk Committee, the Directors consider the annual report and the financial statements, taken as a whole, provide the information necessary to assess the Company’s position, performance, business model and strategy and is fair, balanced and understandable.

    The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

    The Directors confirm that, to the best of their knowledge:

    • the financial statements, prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including FRS 102, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company; and
    • the Annual Report and Accounts (including the Strategic Report), give a fair review of the development and performance of the business and the position of the Company, together with a description of the principal risks and uncertainties that it faces.

    On behalf of the Board

    Murray Steele
    Chair

    INCOME STATEMENT

        Year ended 31 January 2025 Year ended 31 January 2024
        Revenue
    £’000
    Capital
    £’000
    Total
    £’000
    Revenue
    £’000
    Capital
    £’000
    Total
    £’000
    Realised gain/(loss) on disposal of fixed asset investments   1,226 1,226 (876) (876)
    Change in fair value of fixed asset investments   37,666 37,666 9,3171 9,3171
    Change in fair value of current asset investments   (574) (574) 16 16
    Investment income   4,082 4,082 2,5761 2,5761
    Investment management fees   (2,147) (6,442) (8,589) (1,862) (5,587) (7,449)
    Performance fee   (6,139) (6,139) (14) (14)
    Other expenses   (3,555) (3,555) (4,006) (4,006)
    Foreign currency translation   (7) (7) 1 1
    Profit/(loss) before tax   (1,627) 25,737 24,110 (3,291)1 2,8561 (435)
    Tax  
    Profit/(loss) after tax   (1,627) 25,737 24,110 (3,291)1 2,8561 (435)
    Earnings/(loss) per share – basic and diluted   (0.2p) 3.0p 2.8p (0.5p)1 0.4p1 (0.1p)
    • The ‘Total’ column of this statement is the profit and loss account of Apollo; the revenue return and capital return columns have been prepared under guidance published by the Association of Investment Companies.
    • All revenue and capital items in the above statement derive from continuing operations.
    • Apollo has only one class of business and derives its income from investments made in shares and securities and from money market funds.

    1 The presentation and classification of £3.5 million of accrued loan interest was updated to be part of the fair value of investments. This balance is therefore an amendment to the balance presented in the 31 January 2024 accounts. This had no impact on the overall loss for the year presented or net asset value.

    Apollo has no other comprehensive income for the period.

    The accompanying notes are an integral part of the financial statements.

    BALANCE SHEET

        As at 31 January 2025 As at 31 January 2024
        £’000 £’000 £’000 £’000
    Fixed asset investments     395,018   331,8781
    Current assets:          
    Investments   7,912   8,486  
    Money market funds   83,544   47,950  
    Debtors   1,424   2441  
    Cash at bank   4,251   4,868  
    Applications cash   16,780   8,852  
    Total current assets   113,911   70,4001  
    Current liabilities   (26,366)   (11,984)  
    Net current assets     87,545   58,4161
    Net assets     482,563   390,294

    Share capital

       

    956

     

    773

    Share premium     62,281   27,476
    Special distributable reserve     299,284   266,132
    Capital redemption reserve     191   172
    Capital reserve realised     (25,949)   (15,275)
    Capital reserve unrealised     153,438   117,0271
    Revenue reserve     (7,638)   (6,011)1
    Total shareholders’ funds     482,563   390,294
    Net asset value per share – basic and diluted     50.5p   50.5p

    1The presentation and classification of £3.5 million of accrued loan interest was updated to be part of the fair value of investments. This balance is therefore an amendment to the balance presented in the 31 January 2024 accounts. This had no impact on the overall loss for the year presented or net asset value.

    The statements were approved by the Directors and authorised for issue on 22 May 2025 and are signed on their behalf by:

    Murray Steele
    Chair
    Company number: 05840377

    The accompanying notes are an integral part of the financial statements.

    STATEMENT OF CHANGES IN EQUITY

      Share capital

    £’000

    Share premium

    £’000

    Special distributable reserves1

    £’000

    Capital redemption reserve

    £’000

    Capital reserve realised1

    £’000

    Capital reserve unrealised

    £’000

    Revenue reserve1

    £’000

    Total

    £’000

    As at 1 February 2024 773 27,476 266,132 172 (15,275) 117,0272 (6,011) 2 390,294
    Total comprehensive income for the year (11,355) 37,092 (1,627) 24,110
    Total contributions by and distributions to owners:
    Repurchase and cancellation of own shares (19) (8,981) 19 (8,981)
    Issue of shares 202 106,017 106,219
    Share issue cost (5,982) (5,982)
    Dividends paid (23,097) (23,097)
    Total contributions by and distributions to owners: 183 100,035 (32,078) 19 68,159
    Other movements:                
    Prior year fixed asset gains now realised 681 (681)
    Cancellation of Share Premium (65,230) 65,230
    Total other movements (65,230) 65,230 681 (681)
    Balance as at 31 January 2025 956 62,281 299,284 191 (25,949) 153,438 (7,638) 482,563

    1 Included within these reserves is an amount of £265,697,000 (2024: £244,846,000) which is considered distributable to shareholders under Companies Act rules. The Income Taxes Act 2007 restricts distribution of capital from reserves created by the conversion of the share premium account into a special distributable reserve until the third anniversary of the share allotment that led to the creation of that part of the share premium account. As at 31 January 2025, £19,920,000 (2024: £34,910,000) of the special reserve is distributable under this restriction.
    2The presentation and classification of £3.5 million of accrued loan interest was updated to be part of the fair value of investments. This balance is therefore an amendment to the balance presented in the 31 January 2024 accounts. This had no impact on the overall loss for the year presented or net asset value.

    The accompanying notes are an integral part of the financial statements.

      Share capital

    £’000

    Share premium

    £’000

    Special distributable reserves1

    £’000

    Capital redemption reserve

    £’000

    Capital reserve realised1

    £’000

    Capital reserve unrealised

    £’000

    Revenue reserve1

    £’000

    Total

    £’000

    As at 1 February 2023 657 78,440 174,061 159 (20,136) 119,032 (2,720) 349,493
    Total comprehensive income for the year (6,477) 9,3332 (3,291)2 (435)
    Total contributions by and distributions to owners:                
    Repurchase and cancellation of own shares (13) (6,743) 13 (6,743)
    Issue of shares 129 70,927 71,056
    Share issue cost (3,912) (3,912)
    Dividends paid (19,165) (19,165)
    Total contributions by and distributions to owners: 116 67,015 (25,908) 13 41,236
    Other movements:                
    Prior year fixed asset losses now realised 11,338 (11,338)
    Cancellation of Share Premium (117,979) 117,979
    Total other movements (117,979) 117,979 11,338 (11,338)
    Balance as at 31 January 2024 773 27,476 266,132 172 (15,275) 117,0272 (6,011)2 390,294

    1 Reserves considered distributable to shareholders per the Companies Act.
    2 The presentation and classification of £3.5 million of accrued loan interest was updated to be part of the fair value of investments. This balance is therefore an amendment to the balance presented in the 31 January 2024 accounts. This had no impact on the overall loss for the year presented or net asset value.

    The accompanying notes are an integral part of the financial statements.

    CASH FLOW STATEMENT

        Year to

    31 January 2025
    £’000

    Year to

    31 January 2024
    £’000

    Cash flows from operating activities      
    Profit/(loss) before tax   24,110 (435)
    Adjustments for:      
    Decrease/(increase) in debtors1   (10)1 4,6222
    (Decrease)/increase in creditors   6,454 (8,490)
    (Gain)/loss on disposal of fixed asset investments   (1,226) 876
    Gain on valuation of fixed asset investments   (37,666) (9,317)2
    Loss/(Gain) on valuation of current asset investments   574 (17)
    Transfer of accrued loan interest receivable2   (1,824)2
    Net cash utilised in operating activities   (7,764) (14,585)

    Cash flows from investing activities

         
    Purchase of fixed asset investments   (47,131) (32,975)
    Proceeds on sale of fixed asset investments   21,713 18,292
    Purchase of current asset investments   (4,499)
    Net cash utilised in investing activities   (25,418) (19,182)
    Cash flows from financing activities      
    Movement in applications account   7,928 (409)
    Purchase of own shares   (8,981) (6,743)
    Proceeds from share issues   100,951 66,543
    Cost of share issues   (5,982) (3,912)
    Dividends paid (net of DRIS)   (17,829) (14,653)
    Net cash generated from financing activities   76,087 40,826
    Increase in cash and cash equivalents   42,905 7,059
    Opening cash and cash equivalents   61,670 54,611
    Closing cash and cash equivalents   104,575 61,670
    Cash and cash equivalents comprise      
    Cash at bank   4,251 4,868
    Applications cash   16,780 8,852
    Money market funds   83,544 47,950
    Closing cash and cash equivalents   104,575 61,670

    The accompanying notes are an integral part of the financial statements.

    1 Movement in debtors, adjusted for £1,170,000 of deferred consideration proceeds.
    2 The presentation and classification of £3.5 million of accrued loan interest was updated to be part of the fair value of investments. This balance is therefore an amendment to the balance presented in the 31 January 2024 accounts. This had no impact on the overall loss for the year presented or net asset value.

    NOTES TO THE FINANCIAL STATEMENTS

    1. Significant accounting policies

    Apollo is a Public Limited Company (plc) incorporated in England and Wales and its registered office is 33 Holborn, London, EC1N 2HT.

    Apollo’s principal activity is to invest in a diverse portfolio of predominantly unquoted companies with the aim of providing shareholders with attractive tax-free dividends and long-term capital growth.

    Basis of preparation
    The financial statements have been prepared under the historical cost convention, except for the measurement at fair value of certain financial instruments, and in accordance with UK Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – ‘The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland’ (FRS 102), and with the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Financial Statements of Investment Trust Companies and Venture Capital Trusts (issued 2014 and updated in July 2022)’.

    The significant accounting policies have remained unchanged since those set out in Apollo’s 2024 Annual Report and Accounts.

    2. Investment income
    Accounting policy

    Fixed returns on non-equity shares and debt securities are recognised on a time apportionment basis (including time amortisation of any premium or discount to redemption), so as to reflect the effective interest rate, provided it is considered probable that payment will be received in due course. Income from fixed-interest securities and deposit interest is accounted for on an effective interest rate method. Investment income includes interest earned on MMFs. Dividend income is shown net of any related tax credit.

    Dividends receivable are brought into account when Apollo’s right to receive payment is established and it is probable that payment will be received. Fixed returns on debt are recognised provided it is probable that payment will be received in due course. The nature of dividends received is assessed to establish whether they are revenue or income dividends.

    Disclosure

      31
    January
    31
    January
      2025 2024
      £’000 £’000
    Loan note interest receivable1 163 1
    Dividends receivable
    MMF interest income
    741
    3,178
    576
    2,000
      4,082 2,5761

    1 The presentation and classification of £3.5 million of accrued loan interest was updated to be part of the fair value of investments. This balance is therefore an amendment to the balance presented in the 31 January 2024 accounts.

    3. Investment management and performance fees

      31 January 2025 31 January 2024
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Investment management fee 2,147 6,442 8,589 1,862 5,587 7,449
    Investment performance fee 6,139 6,139 14 14
      2,147 12,581 14,728 1,862 5,601 7,463

    For the purpose of the revenue and capital columns in the Income Statement, the management fee has been allocated 25% to revenue and 75% to capital, in line with the Board’s expected long-term split of returns in the form of income and capital gains respectively from Apollo’s investment portfolio. The investment performance fee, explained below, is allocated 100% to capital as it is deemed that capital appreciation on investments has primarily driven the total return of Apollo above the required hurdle rate at which the performance fee is payable. The management fee, administration and accountancy fees are calculated based on the NAV which is then multiplied by the number of shares in issue, calculated on a daily basis.

    Octopus provide investment management, accounting and administration services and company secretarial services to Apollo under a management agreement which may be terminated at any time thereafter by not less than twelve months’ notice given by either party. No compensation is payable in the event of terminating the agreement by either party, if the required notice period is given. The fee payable, should insufficient notice be given, will be equal to the fee that would have been paid should continuous service be provided. The basis upon which the management fee is calculated is disclosed within the Annual Report and financial statements.

    Apollo has established a performance incentive scheme whereby the Portfolio Manager is entitled to an annual performance related incentive fee in the event that certain performance criteria are met. Further details of this scheme are disclosed within the Annual Report and financial statements. As at 31 January 2025 £6,139,076 was due to the Portfolio Manager by way of an annual performance fee (2024: £14,000).

    4. Other expenses
    Accounting policy

    All expenses are accounted for on an accruals basis. Expenses are charged wholly to revenue, apart from management fees charged 75% to capital and 25% to revenue, performance fees charged wholly to capital and transaction costs. Transaction costs incurred when purchasing or selling assets are written off to the Income Statement in the period that they occur.

    Disclosure

      31
    January
    31
    January
      2025 2024
      £’000 £’000
    Accounting and administration services 1,288 1,117
    Ongoing trail commission 1,130 1,011
    Directors’ fees 182 140
    Registrars’ fees 120 106
    Audit fees 103 85
    Legal fees 50 12
    Bad debt provision 0 953
    Other administration expenses 682 582
      3,555 4,006

    The ongoing charges ratio of Apollo for the year to 31 January 2025 was 2.4% (2024: 2.4%). Total annual running costs are capped at 2.75% of average net assets (2024 cap: 2.75% of average net assets). This figure excludes any extraordinary items, adviser charges, impairment of interest and performance fees.

    No non-audit services were provided by Apollo’s auditor.

    5. Tax
    Accounting policy

    Current tax is recognised for the amount of income tax payable in respect of the taxable profit/(loss) for the current or past reporting periods using the current UK corporation tax rate. The tax effect of different items of income/gain and expenditure/loss is allocated between capital and revenue return on the “marginal” basis as recommended in the SORP.

    Deferred tax is recognised in respect of all timing differences at the reporting date. Timing differences are differences between taxable profits and total comprehensive income as stated in the financial statements that arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in financial statements.

    Deferred tax assets are only recognised to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits.

    Disclosure

      31 January 2025 31 January 2024
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Profit/(loss) before tax1 (1,627) 25,737 24,110 2,8561 (3,290)1 (435)
    Tax at 25% (2024: 24%)1 (407) 6,434 6,027 6861 (791)1 (104)
    Effects of:            
    Non-taxable dividend income (9) (9) (16) (16)
    Non-taxable capital gains on valuations and disposals1 (9,579) (9,579) (2,032)1 (2,032)1
    Expenses not deductible for tax purposes 12 12 14 14
    Excess management expenses on which deferred tax not recognised1 416 3,133 3,549 1,3321 8061 2,1381
                 
    Total tax charge

    1 The presentation and classification of £3.5 million of accrued loan interest was updated to be part of the fair value of investments. This balance is therefore an amendment to the balance presented in the 31 January 2024 accounts. This had no impact on the overall loss for the year presented or net asset value.

    Approved VCTs are exempt from tax on chargeable gains. Since the Directors intend that Apollo will continue to conduct its affairs so as to maintain its approval as a VCT, no deferred tax has been provided in respect of any capital gains or losses arising on the revaluation or disposal of investments based on a prospective tax rate of 25%. Unrelieved tax losses of £64,803,000 (2024: £51,785,000) are estimated to be carried forward at 31 January 2025 (subject to completion of Apollo’s tax return) and are available for offset against future taxable income, subject to agreement with HMRC. Apollo has not recognised the deferred tax asset of £16,201,000 (2024: £12,946,000) in respect of these tax losses because there is insufficient forecast taxable income in excess of deductible expenses to utilise these losses carried forward. There is no expiry period on these deductible expenses under the UK HMRC legislation.

    6. Dividends
    Accounting policy

    Dividends payable are recognised as distributions in the financial statements when Apollo’s liability to make payment has been established. This liability is established on the record date, the date on which those shareholders on the share register are entitled to the dividend. Interim dividends to equity shareholders are declared by the Directors.

    Disclosure

      31
    January
    31
    January
      2025 2024
      £’000 £’000
    Dividends paid in the year    
    Second interim dividend: 1.3p per share paid 2 May 2024 (2024: 1.3p per share) in respect of prior year 10,901 8,739
    Interim dividend: 1.3p per share paid 20 December 2024 (2024: 1.4p) in respect of the current year 12,196 10,426
      23,097 19,165
         
      31
    January
    31
    January
      2025 2024
      £’000 £’000
    Dividends in respect of the year    
    Interim dividend: 1.3p per share paid 20 December 2024 (2024: 1.4p) 12,196 10,426
    Second interim dividend: 1.3p paid 8 May 2025 (2024: 1.3p per share) 13,663 10,901
      25,859 21,327
    The figures above include dividends elected to be reinvested through the DRIS. In the year to 31 January 2025, the net proceeds reinvested through the DRIS totalled £5,268,000 (2024: £4,513,000).

    7. Earnings per share

      31 January 2025 31 January 2024
      Revenue Capital Total Revenue Capital Total
    Profit/(loss) attributable to ordinary shareholders (£’000)1 (1,627) 25,737 24,110 (3,291)1 2,8561 (435)1
    Earnings per ordinary share (p)1 (0.2p) 3.0p 2.8p (0.5p)1 0.4p1 (0.1p)1

    1 The presentation and classification of £3.5 million of accrued loan interest was updated to be part of the fair value of investments. This balance is therefore an amendment to the balance presented in the 31 January 2024 accounts. This had no impact on the overall loss for the year presented or net asset value.

    The earnings per share is based on 867,758,701 Ordinary shares (2024: 709,769,066), being the weighted average of shares in issue during the year.

    There are no potentially dilutive capital instruments in issue and, as such, the basic and diluted earnings per share are identical.

    8. Net asset value per share

      31
    January
    31
    January
      2025 2024
      Ordinary shares Ordinary shares
    Net assets (£) 482,563,000 390,294,000
    Shares in issue 956,172,843 772,743,612
    Net asset value per share (p) 50.5 50.5

    There are no potentially dilutive capital instruments in issue and, as such, the basic and diluted NAV per share are identical.

    9. Transactions with the Portfolio Manager

    Apollo has employed Octopus throughout the year as the Portfolio Manager. Apollo has incurred £8,589,000 (2024: £7,449,000) in management fees due to the Portfolio Manager in the year. At 31 January 2025 there was £2,295,000 outstanding (2024: £1,989,000). The management fee is payable quarterly in arrears and is based on 2% of the NAV calculated daily from 31 January.

    The Portfolio Manager is entitled to an annual performance-related incentive fee, subject to the total return (NAV plus cumulative dividends paid) per share being at least 100p at the end of the relevant period. This performance fee is equal to 20% of the amount by which the NAV plus cumulative dividends paid per share exceeds the higher of:

    • The highest total return in previous accounting periods. This is currently the return in the year to 31 January 2024 (137.9p).
    • The total return as at 1 February 2012, plus the average Bank of England interest rate to date, commencing 1 February 2012.

    The Board considers that the liability becomes due at the point that the performance criteria are met, which has happened at the end of this financial year. In the year, Apollo incurred performance fees of £6,139,076 (2024: £14,000). At 31 January 2025 there were £6,139,076 of outstanding performance fees to be paid (2024: £14,000).
    The Portfolio Manager also provides accounting and administrative services to Apollo, payable quarterly in arrears, for a fee of 0.3% of the NAV calculated daily. During the year £1,288,000 (2024: £1,117,000) was paid to the Portfolio Manager, of which £344,000 (2024: £298,000) was outstanding at the Balance Sheet date, for the accounting and administrative services. In addition, the Portfolio Manager also provides company secretarial services for a fee of £20,000 per annum (2024: £20,000).

    Several members of the Octopus investment team hold Non-Executive Directorships as part of their monitoring roles in Apollo’s portfolio companies, but they have no controlling interests in those companies. The Portfolio Manager receives transaction fees and directors’ fees from these portfolio companies. During the year ended 31 January 2025, Directors’ fees of £788,000 attributable to the investments of Apollo were received by the Portfolio Manager (2024: £821,000).

    Octopus AIF Management Limited remuneration disclosures (unaudited)
    Quantitative remuneration disclosures required to be made in this annual report in accordance with the FCA Handbook FUND 3.3.5 are available on the website: https://www.octopusinvestments.com/remuneration-disclosures/.

    10. Related party transactions

    As at 31 January 2025, Octopus Investments Nominees Limited (OINL) held 315 shares (2024: 315) in Apollo as beneficial owner, having purchased these from shareholders to protect their interests after delays or errors with shareholder instructions and other similar administrative issues. Throughout the period to 31 January 2025 OINL purchased nil shares (2024: 315) at a cost of nil (2024: £163) and sold nil shares (2024: 173,900) for proceeds of nil (2024: £87,993). This is classed as a related party transaction as per the Listing Rules, as Octopus, the Portfolio Manager, and OINL are part of the same group of companies. Any such future transactions, where OINL takes over the legal and beneficial ownership of Company shares will be announced to the market and disclosed in annual and half-yearly reports.

    11. 2025 financial information

    The figures and financial information for the year ended 31 January 2025 are extracted from the Company’s annual financial statements for the period and do not constitute statutory accounts. The Company’s annual financial statements for the year to 31 January 2025 have been audited but have not yet been delivered to the Registrar of Companies. The Auditors’ report on the 2025 annual financial statements was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    12. 2024 financial information

    The figures and financial information for the year ended 31 January 2024 are extracted from the Company’s annual financial statements for the period and do not constitute statutory accounts. The Company’s annual financial statements for the year to 31 January 2024 have been audited but have not yet been delivered to the Registrar of Companies. The Auditors’ report on the 2024 annual financial statements was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    13. Annual Report and financial statements
    The Annual Report and financial statements will be posted to shareholders in June and will be available on the Company’s website. The Notice of Annual General Meeting is contained within the Annual Report.

    14. General information
    Registered in England & Wales. Company No. 05840377
    LEI: 213800Y3XEIQ18DP3O53

    15. Directors
    Murray Steele (Chair), Christopher Powles, Alex Hambro, Claire Finn and Gillian Elcock.

    16. Secretary and registered office
    Octopus Company Secretarial Services Limited
    6th Floor, 33 Holborn, London EC1N 2HT

    The MIL Network

  • MIL-OSI United Nations: Ms. Yasmine Fouad of Egypt – Executive Secretary of the United Nations Convention to Combat Desertification

    Source: United Nations MIL-OSI 2

    nited Nations Secretary-General António Guterres, following consultation with the Bureau of the Conference of the Parties to the United Nations Convention to Combat Desertification (UNCCD), announced today the appointment of Yasmine Fouad of Egypt as the next Executive Secretary of the UNCCD.  She will succeed Ibrahim Thiaw of Mauritania to whom the Secretary-General is deeply grateful for his dedicated service and outstanding commitment to the Organization.

    Serving as Minister of Environment of Egypt since 2018, Ms. Fouad is an expert in environmental diplomacy with over 25 years of experience in environmental governance, global environmental themes and international climate diplomacy.  She has a proven track record in designing and implementing institutional and systemic reforms for sustainable development.

    On the global stage, Ms. Fouad has played a pivotal role in multilateral environmental processes, serving as the President of the 14th Conference of the Parties to the Convention on Biological Diversity (CBD-COP 14) (2018-2021) and as the United Nations Framework Convention on Climate Change (UNFCCC) COP 27 Envoy (2021-2022).  She co-led the process for reaching consensus to draft the Global Biodiversity Framework 2030 and played a key role in advancing global initiatives on adaptation, food security, agriculture and nature-based solutions at COP 27. She also spearheaded the Presidential Global Initiative, which links the Rio Conventions launched at CBD COP 14.  She co-facilitated climate finance at five Climate COPs representing the interests of the global South in collaboration with Northern partners.

    Regionally, she has contributed to the Committee of African Heads of State and Government on Climate Change (CAHOSCC) and African Ministerial Conference on the Environment (AMCEN) (2015-2017) as Assistant Minister of Environment for Sustainable Development, Regional and International Cooperation.  She was instrumental in the technical preparation and coordination of the African Adaptation Initiative and the African Renewable Energy Initiative.  She co-chaired the New Partnership for Africa’s Development (NEPAD) Regional Flagship Programmes steering committee including Sustainable Land Management, Desertification, Biodiversity and Ecosystems-based Adaptation to Climate Change.

    As a visiting scholar at Columbia University, Ms. Fouad contributed to the Earth Institute, helping design a Centre of Excellence for Climate Change Adaptation in Egypt.  She holds a Ph.D.in Euro-Mediterranean Studies, Cairo University, and a M.Sc. in Environmental Science, Ain Shams University.  She is fluent in English and Arabic.

    MIL OSI United Nations News

  • MIL-OSI USA: Warren, Merkley, Tokuda Renew Fight to Hold Soldiers Accountable for Wounded Knee Massacre

    US Senate News:

    Source: United States Senator for Massachusetts – Elizabeth Warren
    May 22, 2025
    Legislation would strip Medal of Honor from soldiers who participated in the slaughter of hundreds of Lakota men, women, and children at the Wounded Knee massacre
    Text of the Bill (PDF) | Bill One-Pager (PDF)
    Washington, D.C. — U.S. Senators Elizabeth Warren (D-Mass.) and Jeff Merkley (D-Ore.), along with Congresswoman Jill Tokuda (D-Hawaii), reintroduced the Remove the Stain Act. The bill would revoke the Medal of Honor from the soldiers who perpetrated the Wounded Knee massacre on the Pine Ridge Reservation in South Dakota on December 29, 1890. During the massacre, U.S. soldiers slaughtered hundreds of Lakota men, women, and children—most of them unarmed. Twenty U.S. soldiers were awarded the Medal of Honor—the highest military decoration—for their actions at Wounded Knee. 
    Senators Richard Blumenthal (D-Conn.), Alex Padilla (D-Calif.), Bernie Sanders (I-Vt.), Adam Schiff (D-Calif.), Tina Smith (D-Minn.), and Ron Wyden (D-Ore.) co-sponsored the bill. 
    As the country’s highest military honor, the Medal of Honor is awarded in the name of Congress for “gallantry beyond the call of duty.” The 101st Congress (1989-1990) adopted a concurrent resolution acknowledging the 100th anniversary of the massacre and “expresse(d) its deep regret on behalf of the United States” for the “terrible tragedy.” 
    Congress has rescinded Medals of Honor before. The Remove the Stain Act would do the same for perpetrators of the Wounded Knee Massacre, to respect and honor the Lakota men, women, and children who lost their lives, advance justice, and take a step toward righting a profound wrong in our nation’s history.
    “We cannot be a country that celebrates and rewards horrifying acts of violence against Native people,” said Senator Warren. “Congress must recognize how shameful this massacre was and take an important step toward justice for the Lakota people.”
    “We must acknowledge our history and take concrete steps to right historic wrongs from America’s darkest chapters,” said Senator Merkley. “Moving forward together as a nation demands we remember, reflect on, and work to rectify the abhorrent massacre of hundreds of innocent Lakota men, women, and children at Wounded Knee. This horrific injustice is not deserving of our nation’s highest award for military valor, and our long-overdue bill helps finally set the record straight by revoking these medals.”
    “The massacre of hundreds of unarmed Lakota men, women, and children at Wounded Knee was a crime against humanity, and honoring the perpetrators with the Medal of Honor adds insult to that deep wound. The Remove the Stain Act is about facing the truth, no matter how painful,” said Representative Tokuda. “I’m proud to introduce this bill to revoke medals that should never have been given, because healing begins with honesty—and the Lakota people deserve nothing less.” 
    Senators Warren and Merkley first introduced the Remove the Stain Act in the 116th Congress, and again in 117th Congress. Former Representatives Denny Heck (D-Wash.), Deb Haaland (D-N.M.), and Paul Cook (R-Calif.) led the bill in the House in the 116th Congress and Congressman Kaiali’i Kahele (D-Hawaii) led the bill in the 117th Congress.
    The Remove the Stain Act is supported by the National Congress of American Indians (NCAI), the Coalition of Large Tribes (COLT), Great Plains Tribal Chairmen’s Association, Rosebud Sioux Tribe, Oglala Sioux Tribe, Cheyenne River Sioux Tribe, Yankton Sioux Tribe, Sisseton-Wahpeton Oyate Tribe, Shoshone-Paiute Tribe of the Duck Valley Indian Reservation, the Native Organizers Alliance, Four Directions, Friends Committee on National Legislation, and the Spotted Elk, Afraid of Hawk, Catches, and LeBeau families  — alongside other stakeholders. It is also supported by coalitions of veterans, including Veterans for Peace, VoteVets, Common Defense, and Veterans for American Ideals.
    “For decades, NCAI and Tribal Nations have steadfastly called on Congress to revoke the Medals of Honor awarded to the U.S. 7th Cavalry for their role in the Wounded Knee Massacre. The continued recognition of those responsible for the brutal slaughter of our Lakota relatives—women, children, and elders—remains a shameful stain on our nation’s conscience. Our ancestors and their survivors have long awaited justice, and taking action on this issue is long overdue. We are deeply grateful to Senator Warren and Senator Merkley for reintroducing the Remove the Stain Act, a critical step toward condemning the horrific atrocities committed at Wounded Knee. NCAI has and will continue to advocate for the passage and signing into law of this important legislation. We remain committed to working alongside our partners to ensure justice, healing, and reconciliation for all Native American communities affected by this historic injustice,” said the National Congress of American Indians. Read the full letter of support here.
    “As President of the Oglala Sioux Tribe, I express my Tribal Nation’s gratitude to Senator Warren for again reintroducing the Remove the Stain Act. The Act will revoke the Medals of Honor inappropriately awarded to soldiers for slaughtering hundreds of Lakota men, women, and children at the Wounded Knee Massacre.  This bill would not only help recognize a monstrous injustice but also preserve the integrity I and so many others associate with being awarded a Medal of Honor for service to the United States of America,” said Frank Star Comes Out, President of the Oglala Sioux Tribe. Read the full letter of support here.
     “My Uncí (grandmother) Marcella LeBeau served as a U.S. Army nurse in World War II at the Battle of the Bulge, she strongly advocated for the Remove the Stain Act to rescind the Wounded Knee Massacre Medals of Honor. She said, ‘there is a pervasive sadness among our Lakota People due to the tragic loss of our Relatives at Wounded Knee. 
    The Remove the Stain Act takes the significant step of revoking Medals of Honor that were unjustly awarded to U.S. soldiers who murdered over 350 children, women and men at the Wounded Knee Massacre. We commend Senator Warren and Senator Merkley’s leadership and commitment to ensuring that the wrongs of the past are acknowledged and addressed,” said Ryman LeBeau, Chairman of the Cheyenne River Sioux Tribe. Read the full letter of support here. 
    “December 29, 2025, will mark 135 years since the Wounded Knee Massacre, when historians estimate that members of the U.S. Army 7th Cavalry Regiment killed at least 150 women and children — some estimates go even higher. In 1990, to commemorate one hundred years since the massacre, the 101st Congress passed a concurrent resolution describing the victims murdered and wounded as ‘tragic death and injury,’ going on to express ‘… its deep regret on behalf of the  United States to the descendants of the victims and survivors and their respective tribal communities…’ I was angered but, unfortunately, not surprised that soldiers received awards for their role in the atrocities. I am outraged that, despite our government’s explicit recognition of the crimes, those who refuse to face the ugly and racist parts of U.S. history prevail. It is past time for acknowledgement and accountability. Revoke the awards now,” said Michael T. McPhearson, U.S. Army Captain Combat Veteran of Desert Shield and Desert Storm, with Veterans for Peace. 
    “I support the Remove the Stain Act as a critical step toward justice for the victims of the Wounded Knee Massacre and their descendants. Rescinding these Medals of Honor will restore the integrity of this prestigious award and honor the truth of our nation’s history. This legislation is a necessary measure to acknowledge historical injustices, promote healing for Native American communities, and demonstrate a commitment to equity and reconciliation,” said Chairman Garret Renville of the Sisseton-Wahpeton Oyate Tribe.  
    “As direct blood descendants of several ancestors, including the leader, Chief Spotted Elk, a Minneconjou treaty signer, we strongly support the Remove the Stain Act. Our ancestors were killed in one of the largest and most notorious massacres in history, and the Medals of Honor awarded to the soldiers responsible for their deaths continue to dishonor their memory. It is well-documented that the soldiers deliberately targeted women and children with cannons, killing innocents and even their own men in the chaos. Our people, unaware of their fate that day, were brutally massacred, and this alone is reason enough to rescind the medals. For the Spotted Elk Tiospaye, the Medals of Honor symbolize not only the massacre but also the erasure of our ancestors’ dignity and legacy. Rescinding them is a critical step in correcting history and ensuring that our ancestors, Spotted Elk and Flying Horse, and the others are remembered as leaders, not as casualties of a government that celebrated their killers. Spotted Elk’s photograph, taken after his death, where he is frozen in the snow, has become a grim icon. Yet, to this day, no meaningful effort has been made to correct the errors surrounding his true name or history. He continues to be confused with an Oglala sub-chief who died nine years after the Wounded Knee Massacre. This long-standing confusion compounds the burden and grief we carry as direct descendants, dividing our people and perpetuating false narratives that tragically impact families in ways too painful to fully express here. We are grateful for your work on the Remove the Stain Act to rescind the medals and ask for your continued assistance in correcting this grave injustice. We stand with you in supporting the removal of these Medals as a necessary step toward healing and justice, and we deeply appreciate your leadership in making this long-overdue change possible,” said Calvin and Michelle Spotted Elk of the Spotted Elk Family. Read the full letter of support here.
    “I am the living Descendant of my Grandfather Richard Afraid of Hawk/Cetan Kokipa, who was one of the 1890 Wounded Knee Descendant Survivor. At the age of 16/17 years of age. The tragedy of the massacre of Uphan Gleska/Spotted Elk/Big Foots Band. From Our Homelands of the Cheyenne River Sioux Reservation. Was a planned attack directed by Colonel James Forsyth. And his 7th Calvary Unit. A senseless act of cowardice. To this day the unjust wrong done by the US Government/7th Calvary. Can be felt the heavy sadness. Upon the living Descendants. The removal of the Medals of Honor will be righteous and just cause. As this was indeed a Massacre done to our Relatives. So that the grieving and healing process will begin. As a Lakota Nation as a whole. Thank you/Pilamaye for your passion and hard work. To correct the wrong of Our Relatives,” said Marlis Afraid of Hawk of the Afraid of Hawk Family. 
    “As Co-Executive Directors of Four Directions Native Vote Barb & I want to express our heartfelt gratitude to Senators Elizabeth Warren and Jeff Merkley and Representative Jill Tokuda for reintroducing the Remove the Stain Act. We and the descendants continue to think of our relatives who faced a terrible massacre at Wounded Knee. We must show the World these types of actions are not condoned and this legislation will start a healing process for the people and Nations,” said OJ and Barb Semans of Four Directions Native Vote. Read the full letter of support here.
    “As Chairman of the Coalition of Large Tribes and Chairman of the Sisseton Wahpeton Oyate, I want to express my gratitude on behalf of COLT and SWO to Senators Elizabeth Warren and Jeff Merkley and Representative Jill Tokuda for reintroducing the Remove the Stain Act in the 119 Congress. The Oglala, Cheyenne River Sioux Tribes as well as the 7 other Tribes in South Dakota all have Wounded Knee Descendants within our territories and the passage of this bill will create healing for the Descendants and our Nation,” said J. Garret Renville, Chairman Coalition of Large Tribes (COLT). 
    “Rescinding these Medals of Honor – awarded for actions that embody dishonor – is essential to maintaining the distinction of our nation’s highest military award. Those who have been earned the Medal of Honor for true acts of valor in the course of their military service should not be in the same company as the twenty individuals awarded for participation in the Wounded Knee Massacre. It’s long past time for Congress to act and rescind those Medals. We applaud Senator Warren’s leadership and encourage every Member to join her in this effort,” said Mary Kaszynski, VoteVets Director of Government Relations. 
    “History lives and breathes in the stories we tell and is buried by those we ignore. The Wounded Knee Massacre is a story we cannot forget. It was not an act of bravery but a brutal attempt to erase the Lakota people from their land. And yet, rather than mourning the over 300 lives lost, we rewarded the very hands that pulled the triggers with Medals of Honor. The Remove the Stain Act is not about rewriting history—it is about recognizing the truth and acknowledging our rights, as Native peoples, to live freely in our homelands. The Native Organizers Alliance stands with the Tribal Nations and leaders in demanding justice. The revocation of these medals will not undo the tragedy of Wounded Knee, but it will be a step toward telling the truth about what happened that day. It is time for Congress to act, not out of favor, but out of respect for the Lakota people and the truth,” said Tre Nez, Director of Policy at the Native Organizers Alliance. 
    Additional letters of support for the Remove the Stain Act are available from the Great Plains Tribal Chairmen’s Association, Inc., Shoshone-Paiute Tribe of the Duck Valley Indian Reservation, and a Descendant of the Wounded Knee Massacre Violet Catches.

    MIL OSI USA News

  • MIL-OSI USA: Hawaiʻi Abyssal Nodules and Associated Ecosystems Expedition

    Source: US Geological Survey

    Research Purpose and Objectives

    Scientists from the US Geological Survey (USGS), the University of Hawaiʻi at Mānoa, Scripps Institution of Oceanography, and the Japan Agency for Marine-Earth Science and Technology (JAMSTEC) will conduct ship-based research in the deep waters and seafloor far offshore the Hawaiian Islands in Fall 2024. The team, with its broad range of expertise in biology, geology, and oceanography, will study marine minerals and their environmental setting—the microbes and animals that coexist with them and the characteristics of the surrounding sediments and seawater—in the deepest and least scientifically characterized parts of the ocean, known as the abyssal plains.
     

    Map showing study area (outlined in yellow) of the Hawaii Abyssal Nodules and Associated Ecosystems Expedition.
    Abyssal Plains and Manganese Nodules

    Abyssal plains exist at depths between 3,000 and 6,000 meters (9,800 to 19,700 feet) and constitute more than 70 percent of the global seafloor. Processes driving the geology and biology of these deep-sea environments remain largely unstudied. To facilitate understanding of global abyssal seafloor settings given the very little physical data available, scientists use large-scale factors like sedimentation rate, surface primary productivity, and bathymetry to predict the geologic features, marine minerals, and ecosystems that are likely to occur. In the abyssal regions about 230 miles (~370 kilometers) south of the Island of Hawaiʻi, oceanographic and geologic evidence indicate that manganese nodules may be present on the seafloor.

    Abyssal manganese nodules—concretions smaller than a fist that are mainly composed of iron and manganese and form very slowly, at rates of millimeters per million years—offer a distinct habitat for local fauna compared to the surrounding sediment-covered seafloor. Since these nodules form in layers, they can offer unique insights into the geochemistry of the ocean going back millions of years, yet their formation, regional distribution, and interaction with their environment is still not well understood. 

    The research expedition will characterize the abyssal plain south of Hawai’i, focusing on the interaction of geology and biology within a holistic mineral-environment system. 

    Scientists will: 

    MIL OSI USA News

  • MIL-OSI Global: Why a ‘rip-off’ degree might be worth the money after all – research study

    Source: The Conversation – UK – By Sean Brophy, Senior Lecturer , Manchester Metropolitan University

    PeopleImages.com – Yuri A/Shutterstock

    Certain university degrees – especially in the arts and humanities – are often maligned as “rip-offs” or “Mickey Mouse degrees”. The argument is that while some degrees lead to high-paying jobs, others offer little financial return and may leave graduates worse off than if they hadn’t gone to university.

    Financial returns are important, and prospective students should understand the cost implications of different degrees. This is a particularly vital consideration when recent reports suggest that the graduate premium – the boost in earnings that comes from having a degree – may be faltering, with some degrees particularly implicated.

    But part of making an informed decision also means understanding how degrees shape graduates’ early experiences of work. That’s where our research comes in.

    The research study I carried out with colleagues explores this broader view of graduate success. We analysed responses from UK graduates who finished university in 2018-19, surveyed 15 months after graduation through the national Graduate Outcomes survey. This gave us a sample size of over 67,500 graduates.

    Rather than focusing on salary, we looked at how graduates responded to three simple but telling questions:

    1) Do you find your work meaningful?

    2) Does it align with your future plans?

    3) Are you using the skills you learned at university?

    Our results challenge the idea that only high-earning degrees offer value. While some vocational courses – such as medicine, veterinary science, and education – perform especially well on these measures, graduates across all subjects reported largely positive experiences. In fact, 86% said their work felt meaningful, 78% felt on track with their careers, and 66% said they were using their university-acquired skills.

    This matters because public debate has long been dominated by a single metric: income. While earnings are undoubtedly an important outcome of higher education, they’re not the only one.

    Many would trade a higher salary for work that offers purpose and uses their talents. These aren’t just “touchy-feely” concerns: they’re key drivers of employee retention, productivity, and competitiveness.

    Vocational and generalist degrees

    Graduates of medicine and dentistry were around 12 percentage points more likely than others to say their work was meaningful, and more than 30 points more likely to say they were using their university-acquired skills. Education, allied health, and veterinary science also performed well.

    But generalist degrees – including many of those that have been labelled “low value” – held their own. History, languages, and the creative arts all produced graduates who, on average, felt positively about their work. Once we adjusted for background factors like social class, gender, and prior attainment, many of the gaps between vocational and generalist fields narrowed.

    Graduates of generalist degrees, such as languages and history, also felt positive about their careers.
    Atthapon Niyom/Shutterstock

    Crucially, we found little support for the idea that certain degrees routinely leave students disillusioned. Even in subjects like history or media studies, often targeted in value-for-money debates, the data show a more positive picture than the headlines suggest.

    Of course, our study has limitations. It captures only the first 15 months after graduation, which are still early days for recent graduates. It also doesn’t track income or job stability over the longer term. But it provides something previously missing from the debate: nationally representative evidence on how UK graduates across different degree subjects experience their early careers.

    And the findings are striking. Many of the most heavily criticised degrees consistently deliver positive subjective outcomes for their graduates. This challenges the idea that the arts, humanities, and social sciences are bad investments, for individuals or for society.

    More than financial returns

    Our findings prompt broader questions about how value in higher education should be defined. Framing only high-earning degrees as “worth it” reduces university study to a financial transaction.

    It risks sending the message that choosing a subject based on personal interest, talent, or intellectual curiosity is a mistake, and may deter students from pursuing degrees that, while less lucrative, often lead to fulfilling and meaningful work.

    Yes, graduates should be employable. And yes, some degrees deliver clearer financial returns than others. But higher education is also about developing individual potential, nurturing intellectual curiosity, and enabling people to make meaningful contributions to society beyond just income. If we ignore these dimensions, we risk undervaluing not just certain degrees, but the wider purpose of education itself.

    By branding arts and humanities degrees as “rip-offs”, we risk further weakening the talent pipeline for one of the UK’s genuinely world-leading sectors — arts and culture. This sector is already facing skills shortages following years of cuts to creative education.

    So, before we write off a subject as a rip-off, we should ask: what are we really measuring? Because for many university graduates, we now have credible evidence that success is about more than just a pay packet.

    Sean Brophy 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. Why a ‘rip-off’ degree might be worth the money after all – research study – https://theconversation.com/why-a-rip-off-degree-might-be-worth-the-money-after-all-research-study-255537

    MIL OSI – Global Reports

  • MIL-OSI Global: Working women are too often left to deal with endometriosis alone. But big changes could be coming

    Source: The Conversation – UK – By Victoria Williams, Research Fellow, University of Surrey

    PeopleImages.com – Yuri A/Shutterstock

    Endometriosis is a long-term and invisible gynaecological condition that affects around 1.5 million women in the UK alone. It’s known for its unpredictable and debilitating symptoms, like chronic pelvic pain, heavy periods and fatigue. But many women face outdated practices in the workplace that just don’t accommodate the reality of the condition.

    Women with endometriosis can be unfairly thought of as unreliable or weak for not being able to adhere to conventional ideas of productivity or working hours. Times could be changing, though, with the UK’s employment rights bill, which is making its way through parliament.

    The bill could mark a significant turning point by framing menstruation and related health conditions as legitimate workplace issues. What this could mean, in practice, is a move towards employers taking measures such as offering flexible hours as the norm rather than the burden falling on individual women to make the case for what they need.

    But as a researcher on women’s health and wellbeing at work, I believe the bill must go further. If this legislation is to represent a new era for women, it should explicitly include provisions to support all reproductive health as part of its gender equality plans. After all, it has been estimated that menstrual health issues, including endometriosis, cost the UK economy £11 billion per year due to worker absences.


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    Workers deserve a framework that supports the entire lifecycle of women’s health at work – from menstruation to miscarriage to menopause and beyond. Incorporating menstruation action plans alongside the bill’s proposed menopause action plans could include measures to destigmatise menstrual health. This could help workers feel safe sharing their symptoms or condition.

    It could also involve training for managers so conversations focus on support as opposed to the burden of medical proof. And clearly, sick leave policies should not penalise women for symptoms that can frequently be irregular.

    Historically, endometriosis was labelled the “career woman’s disease”. The suggestion was that it was a consequence of women delaying motherhood for paid work, and the stressful professional lives of women.

    These outdated theories framed endometriosis as the result of ambition. But the echoes persist, reinforcing the idea that women must silently manage their condition at work. This framing, rather than recognising that endometriosis can in some cases be considered a disability, diverts attention from failures in workplace policies and healthcare systems.

    Women with endometriosis can lose between 1.9 and 15.8 work hours per week managing painful and fluctuating symptoms within rigid work schedules and unaccommodating workplaces.

    However, having the permission to adjust where and how you work can help with managing symptoms and can also help to prevent them. For example, having the flexibility to start work later in the day for pain that presents in the morning, or to work from home on bad pain days, can make it easier to manage symptoms, and actually increases productivity. On the other hand, rigid working days can cause stress that exacerbates symptoms.

    Issues like stigma, disbelief of the level of pain and other symptoms, and the inability to deal with symptoms when they come on (by taking frequent breaks or using a hot water bottle, for example), as well as unfriendly absence policies, make work more difficult than it needs to be.

    This time lost can also place women in a precarious position, forcing them to choose between concealing their pain or risking career setbacks by disclosing their condition. Workplaces are typically designed for those who can maintain uninterrupted schedules, leaving workers with symptoms that come and go at a disadvantage.

    My research on “endo time”, which will be published later this year, reflects this. It highlights how women with endometriosis must constantly adjust their routines to manage symptoms. This is a reality at odds with rigid workplace expectations. It can mean having to think about every day in advance like “strategising a war”.

    Emotional and economic costs

    The cost of managing endometriosis extends beyond physical pain. Women with endometriosis in the UK can experience reduced earnings alongside lost promotions, bonuses and clients. A major constraint can be the need to take frequent sick days. This is often treated as a performance issue rather than a medical issue.

    As such, women can be left ducking and diving, and trying to work out little systems and workarounds for fear of losing their jobs. Women with endometriosis may also be pushed into part-time or insecure work, or feel compelled to become self-employed, trading stability for flexibility.

    Ultimately, left unsupported, endometriosis can make it extremely difficult for women to work within standard schedules and timetables. Yet, despite its prevalence, endometriosis research remains underfunded, contributing to continued misunderstandings and inadequate support.

    Unsupported menstrual health issues are thought to cost the UK economy £11 billion per year in lost work days.
    tuaindeed/Shutterstock

    The employment rights bill could be a significant step forward. It will require organisations with more than 250 employees to develop gender equality plans, including menopause support. The bill also aims to promote transparency around gender pay gaps and strengthen flexible working rights. These provisions would undoubtedly support the economic and emotional costs of working with endometriosis.

    Endometriosis is more than a health challenge. It is a lens through which we can understand broader issues around gender, health and work. By pushing for more comprehensive policies, the UK can shift the narrative from one of individual struggle to one of collective responsibility. This could create a workplace culture where women can thrive without being penalised for their health.

    The bill presents an opportunity to do just that – but only if it goes far enough to address the full spectrum of reproductive health challenges that women face throughout their careers.

    Victoria Williams is affiliated with The Menstruation Friendly Accreditation.

    ref. Working women are too often left to deal with endometriosis alone. But big changes could be coming – https://theconversation.com/working-women-are-too-often-left-to-deal-with-endometriosis-alone-but-big-changes-could-be-coming-256537

    MIL OSI – Global Reports

  • MIL-OSI Global: After 50 successful years, the European Space Agency has some big challenges ahead

    Source: The Conversation – UK – By Daniel Brown, Lecturer in Astronomy, Nottingham Trent University

    Rosetta at Comet 67P/Churyumov-Gerasimenko. ESA/ATG medialab; Comet image: ESA/Rosetta/Navcam

    This year marks the 50th anniversary of the founding of the European Space Agency (Esa). It has launched spectacularly successful missions, but is different to other space agencies which generally represent one country. Esa is funded by 23 member states and also has cooperation agreements with nations such as Canada.

    Esa operates cutting edge spacecraft designed to monitor the Earth, as well as space telescopes that study the distant cosmos. It has launched robotic spacecraft to other planets and to objects such as comets. It is also involved in human spaceflight – training European astronauts to work on the International Space Station (ISS).

    These are hugely successful achievements. But the agency now faces challenges as competition heats up among newer space powers such as China and India.

    The history of Esa can be traced to events immediately after the second world war, when many European scientists moved to either the US or to the Soviet Union. Many of them realised that projects supported only by a single nation could not compete with those supported by the two big geopolitical players at the time.

    This motivated the physicists Pierre Auger, from France, and Edoardo Amaldi, from Italy, to propose a European organisation that would carry out space research and would be “purely scientific”.

    In 1962, two agencies were created. One of these, the European Launch Development Organisation (ELDO), would concentrate on developing a rocket. The other, the European Space Research Organisation (ESRO), would focus on developing robotic spacecraft. Both were joined together in 1975 to form the European Space Agency.

    The push to build a European rocket would eventually yield the Ariane launcher, which is operated by the French company Arianespace.

    The first satellite to be launched under the banner of the newly formed European Space Agency was Cos-B. This spacecraft was designed to monitor a high energy form of radiation called gamma rays, being emitted from objects in space.

    Esa collaborated with other space agencies on the Hubble Space Telescope.
    ESA/NASA

    In 1978, Esa cooperated with Nasa and the UK on the International Ultraviolet Explorer mission. This space telescope was designed to observe the cosmos in ultraviolet light, something that cannot be done from Earth.

    The agency would later collaborate with Nasa and the Canadian Space Agency on one of the most successful space telescopes of all time: Hubble. Launched in 1990, the Hubble Space Telescope helped confirm the expansion rate of the universe and showed that black holes are at the cores of almost all galaxies. Hubble’s stunning images also changed the way that many people saw the universe. Esa funded one of the original instruments on the space telescope, the Faint Object Camera, and provided the first two solar arrays.

    The space agency is also a partner on the revolutionary James Webb Telescope, which launched in 2021. Esa contributed two of the telescope’s instruments: the Near-Infrared Spectrograph (NirSpec) and the Mid-Infrared Instrument (Miri).

    Solar System missions

    Esa has also launched pioneering missions to other planets and objects in our solar system. The first of these was the Giotto comet explorer. This robotic spacecraft flew past Halley’s comet in 1986 and was successfully woken up in 1992 to study a comet called Grigg-Skejllerup.

    A second successful cometary mission followed when the Rosetta spacecraft entered orbit around Comet 67P/Churyumov-Gerasimenko in 2014. Rosetta despatched a lander called Philae to touch down on the comet’s surface.

    Rosetta has been my favourite of all Esa achievements, simply due to the pure audacity of attempting to land on an object whose shape and composition was until then only sparsely known. In order to “land” on an object with low gravity, Philae was to have deployed harpoons that would attach the lander to the surface. These systems did not work, but the overall mission was a success, leading to high levels of engagement from the public.

    Besides comets, Esa launched one of the most successful missions to the red planet: Mars Express. The spacecraft entered orbit around Mars in 2003 and has played a key role in enhancing understanding of our planetary neighbour. It is expected to continue working until at least 2034. Mars Express also carried the ill-fated British Beagle 2 spacecraft to Mars. This was supposed to land in 2003, but contact was never established with the probe, which is presumed to have been damaged while touching down.

    In 2005, Esa’s Huygens spacecraft landed on Titan, Saturn’s largest moon. This was the furthest from Earth that a spacecraft has ever landed. These are all outward facing missions, but Esa has also had major success with projects to study what’s going on here on Earth. These include the Envisat satellite, which operated from 2002-2012, and the Sentinel series of spacecraft, which have operated from 2014 to the present.

    These have helped map agriculture and forests, understand the Earth’s climate, track ice, and monitor atmospheric ozone. In addition, the Galileo navigation satellites are providing a high precision alternative to GPS.

    Esa is also a major player in human spaceflight, having been a partner in the International Space Station project since 1993. It has built sections of the ISS, including the Columbus laboratory, launched in 2008, and the Cupola viewing window, which gives astronauts panoramic views of Earth. The agency’s astronauts regularly spend time on the ISS as crew and could even fly to the Moon under Nasa’s Artemis programme.

    Since the 1990s, Esa has frequently collaborated with Nasa – often very successfully. However, this relationship has also faced challenges. In the wake of the financial crisis, for example, Nasa cancelled its participation in several collaborative missions with Esa. Under a proposed Nasa budget this year, the US space agency may again cancel its involvement with the joint Nasa-Esa Mars Sample Return mission.

    Esa’s future

    Times have changed in the space industry since Esa’s founding 50 years ago. Major countries such as China, India and Japan all have their own space programmes. Esa faces considerable financial pressures to compete with them.

    Nevertheless, Esa is working on strengthening its space exploration and launch capabilities through the use of a commercial space port in Norway.

    It has also put together a long-term strategy for 2040. This document highlights important areas where Esa can play a major role, including protecting Earth and its climate, continued missions to explore space and also efforts to boost European growth and competitiveness.

    All this should strengthen and secure the agency for the future. Through a mixture of developing its own missions and collaborating with other agencies and commercial partners on others, Esa should be a major player in space exploration for decades to come.

    Daniel Brown 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. After 50 successful years, the European Space Agency has some big challenges ahead – https://theconversation.com/after-50-successful-years-the-european-space-agency-has-some-big-challenges-ahead-256633

    MIL OSI – Global Reports

  • MIL-OSI Global: ‘We are all lumped under one umbrella of hate’: when social attitudes change, what is life like for people who don’t agree?

    Source: The Conversation – UK – By Carol Ballantine, Postdoctoral Researcher and Lecturer in Gender and Equality Studies, University College Dublin

    charactervectorart/Shutterstock

    Pseudonyms are used in this article; interviewees who asked for their real names to be used are asterisked.

    In 2016, one of us (Kath) attended New Normal, a conference in London which opposed LGBT+ rights, including lesbian parenting and gender recognition. As a lesbian parent, I was upset by what was said – and by the way people stood to applaud speakers who warned of the dangers of parents like me, while mentioning the need to “protect children”.

    Yet that conference also opened my eyes to my – and perhaps, many other people’s – lack of understanding of what it can mean to stand against the apparent state-supported, liberal consensus on such issues. On day two, the organisers appealed for help for the parents of a trans or gender-diverse child. My notes from that day read:

    The parents feel they are not listened to, and are ‘encouraged by social services’ to treat ‘her’ like a boy. But social services have only known ‘her’ for six months – so they don’t know ‘her’. The parents are told if they don’t agree to a name change, it is neglectful and that she is suicidal. The mother argues: ‘We love our daughter.’

    Unexpectedly and conflictually, I found myself relating to the parents’ story in some way. And I wondered how I would feel as a same-sex parent if I was ever in a situation where my child rejected their family as a “moral abomination”.

    These thoughts proved a starting point for Beyond Opposition – our project which, since 2020, has been looking at the lives of people who are reticent about or object to the perceived liberalising of societies’ sexual and gender laws in Great Britain, Ireland and Canada.

    The idea of this research is not to defend their positions. Nor is it to explore their politics around sexualities and genders, which we and many others do in research into anti-gender movements. Rather, we wanted to understand the experiences that might drive these politics.


    The Insights section is committed to high-quality longform journalism. Our editors work with academics from many different backgrounds who are tackling a wide range of societal and scientific challenges.


    As far back as 2012, prompted by my colleague, urban geographer Catherine Nash, I (Kath) began noticing an evolution in arguments against changes like same-sex marriage, gender recognition and relationship and sexuality education in schools – an evolution that was not always fully recognised, or even noticed, by supporters of these changes. People who objected to such societal shifts were sometimes being politicised through court cases around their work and their children’s experiences at school.

    For Beyond Opposition, we put a call out to people who opposed or had concerns about changing laws and policies related to gender, sexuality or abortion. As well as contacting organisations and activists who actively campaigned against these changes, we used social media to reach out to people who had no connections with these groups.

    In more than 160 interviews between 2020 and 2022, we explored the daily experiences of living outside the social consensus in three countries where, at the time, there was broad legal, political and social agreement in favour of same-sex marriage, abortion, gender self-identification and related policies. The surprising diversity of positions and experiences we heard not only shed new light on how societies were changing; they painted a sometimes disturbing picture of how these shifts were being challenged and resisted.

    Not all far-right

    In the 1990s in secondary school, I would have been completely open about my view on [abortion], because it was a more accepted view, I suppose … [Now] I have this view and don’t feel I can even express it [because] everyone else disagrees … I feel like I can’t even say this to anyone.

    We first met Niamh in 2021, three years after Ireland’s historic referendum to repeal one of the EU’s strictest legal barriers to abortion, which led to limited access to abortion care. Where once her anti-abortion views were considered mainstream, in Ireland and many other countries where abortion is accepted legally and socially, now her views are in the minority.

    Niamh was clear she did not regard herself as “conservative” and said she was strongly in favour of human rights. She told us: “If I have to categorise myself, I’d categorise myself as ‘pro-life’.” But she expressed frustration at how people assumed this position automatically predicted what she thought about other topics relating to gender and sexuality, explaining:

    There’s this thing that’s like: [because] you’re against abortion, you’re against same-sex marriage or against refugees coming into the country … I struggle with it because the people in my circle on social justice issues are not usually aligned with my [anti-abortion] position. They tend to have the opposite view – [mine] tends to be seen as a really conservative stance, not a rights-based stance.


    Fagreia/Shutterstock

    Niamh, like many of our interviewees, expressed views quite differently from the organisations opposing sexual and gender equalities that I (Kath) had encountered in earlier research. While those organisations were diverse, they were often aligned on abortion, same-sex marriage and gender recognition. This contrasted with the differences that people such as British woman Jane identified when we met her.

    “I wouldn’t want to sit down in a room with somebody who said gay people were going to hell,” Jane told us. “We just wouldn’t have anything to talk about.” But she also felt it would be “impossible to have a conversation with somebody who does not believe in the existence of biological sex”.

    While Jane objected to trans rights being “given primacy”, she thought of herself as different to people who are seen as anti-gender activists. Describing herself as “gender critical”, she said: “Why this is so toxic and has started to spill out into my day-to-day life is that we are all just lumped under one umbrella of hate.”

    Like many of our interviewees, Jane objected to being placed in a single category that, in her experience, carries overwhelmingly negative associations. She told us her daily life was being affected because people attributed opinions to her that she considers hateful.

    On the whole, public attitudes across the EU and Canada still favour a broadening of gender and sexual inclusion. But academic research on changing social norms relating to gender and sexuality is largely silent on how these changes can affect those who “do not agree”.

    Many of our interviewees emphasised their distance from other people who held similar views. Indeed, this sentiment of not fitting a stereotype was so common that we still have no single phrase to describe the group of people we spoke to. Common terms like “anti-gender” or “far-right” were rejected by most participants.

    Yet we found the experiences they described had a lot in common. James, in Ireland, said he “came down towards the ‘no’ side” in the 2018 Irish abortion referendum, yet the social associations of this troubled him:

    I definitely wouldn’t ever go on a pro-life parade or protest, or anything like that. I see those people [as] ultra-religious conservatives who are not free-thinking, who want to just force their opinions on other people. There’s no way I could ever want to be associated with people like that.

    While most interviewees resisted the stereotypes they say get assigned to their position, pushing back against being seen as anti-rights or anti-equalities, some did express positions more in line with a stereotypical anti-gender activist. Brian in Canada, for example, told us he was “in a pro-life Catholic Christian bubble”, and that he would not welcome gay or trans people into his home for dinner.

    ‘I don’t feel comfortable in my own house’

    Anne, a Canadian woman who described herself as a feminist with gender-critical opinions, said she had withdrawn from her volunteer work supporting survivors of sexual violence because she recognised that “my gender-critical opinions are really toxic to others”.

    But the relationship that most troubled her was with her daughter. Anne described how her home life had been significantly affected by her interest in “gender-critical” content:

    In my house, which should be the place where I feel the most comfortable, at no time do I discuss these things. If I’m watching a video with these concerns, or am online in some way with these concerns, when my daughter who lives with me comes into the room, I turn it off. So I don’t feel at all comfortable in my own house.

    Anne was distressed by the impact her gender-critical position had on her relationship with her daughter. She recognised that content she sometimes viewed was considered “toxic” by many people, including her daughter, and expressed sadness about the damage this had done to their relationship:

    It’s very saddening to me because my daughter and I are so close, but this has become a barrier. It has become a block. The only time we talked about it at length, we were both in tears.

    We heard a number of stories like Anne’s, of close relationships becoming deeply fractured by differences on such topics. These interviewees felt their positions were fundamentally opposed by family members. Some, conscious of the tensions, kept their views to themselves even in their own home. As a result of her differences with her daughter, Anne said: “I don’t speak to her about anything in order to keep peace in the house.”


    Vectorium/Shutterstock

    Ciara, a leftwing Irishwoman who voted against abortion in the 2018 referendum, described the careful way she navigated her friendships, recognising that her friend group would hold very different views to her on abortion:

    You kind of judge the friendship a little bit. Can this friendship take this news that I voted ‘no’? [Laughs] I’ve lied – I’ve told others I voted ‘yes’.

    Ciara noted that in her everyday life, it was generally assumed everybody was pro-choice – as she had once been. She was not religious and, like many of our interviewees, distanced herself from rightwing politics.

    But in her family and among her friends, being against abortion was automatically understood as being rightwing, so she kept quiet about it. This made her question herself, resulting in what she described as “a whole range of inner dilemmas”:

    You strategise – you suss out, like, how is this going to go down? How is this going to impact on this friendship? And on trust – how will I be seen?

    Keeping quiet among friends and family makes concerned, oppositional positions harder to see and understand. So, it is possible for researchers and others to deny these positions exist – and to not address their impact. Many people spoke to us on condition that their identities would be concealed – something that came across especially strongly when they spoke about their fears at work.

    ‘At work, I can’t risk my livelihood’

    Work is central to many people’s lives. Tammy* from Canada, who described herself as “not a pro-gay person, just a pro-people person”, told us she felt uncomfortable with some workplace inclusion policies, such as Pride month:

    At work, we have an app on our phone and … for gay pride, in June, the whole month is just devoted to that history, right? And it annoys me because it’s like: OK, I get it … [but] I don’t like people trying to program me.

    The promotion of LGBTQ+ rights through corporate platforms made Tammy feel suspicious. Other Beyond Opposition participants went further, fearing their jobs could be at risk.

    For Cindy, who is also from Canada and described herself as “dabbling in gender-critical feminism”, her position was out-of-line with her workplace. Her employer took positive actions to promote LGBTQ+ inclusion. She felt that to object to such actions might “risk my livelihood, so I can’t even broach the subject”.

    It was not only the owners and managers who Cindy feared would view her “as a bigot”. She also worried that colleagues might cause conflict for her if she expressed her position outside the workplace consensus.

    Like others in our research, Cindy deliberately stayed out of activism. But during her mandatory workplace training, she said: “The whole time I’m biting my tongue.” Her concern was that she might be obliged to take an action that she didn’t believe in:

    If anyone were ever to say: ‘Go around the room and say your preferred pronouns,’ I’m not sure how I would answer that because I don’t believe in the ideology of preferred pronouns. I worry that if I just said something like: ‘No thank you, I don’t believe in it,’ that might actually cause me to lose my job.

    Workplace inclusion policies, training and practices have been shown to be effective in improving workplaces in terms of their productivity and wellbeing for employees – although in some cases, they can be poorly implemented and insufficient. But some of the people we spoke to, including Tammy and Cindy, described them as “feared” and “hated”.

    Mark went even further, suggesting he was being asked to deny his “moral values” – and that his work would not be secure if he didn’t. A freelance worker in rural Ireland, Mark believed he needed to “keep his head down” with regard to his views on sexuality and abortion:

    I’m self-employed … I can say it here to you but I’m certainly not shouting about this in the pub. I depend on the milk of human kindness from people.

    Some of our interviewees have used the law to challenge employers where their jobs were lost or under threat. Most had not experienced any official sanctions – yet many feared them. Cindy said that as a result, she kept her views to herself at work: “I guess I choose harmony and peace over being right.”

    It is these “quiet concerns” at work and among family and friends – of people who are not vocal in opposition to changing laws and policies, but still act against them – that we believe are not well documented or understood. And our research shows that in their experience of being negatively labelled and having their experiences dismissed or minimised, some have been driven to look beyond their usual communities to find support for their views.


    Accogliente Design/Shutterstock

    Accidental activists

    Although most people in our study are not activists and did not seek to be public about their views, many quietly supported those who were, or engaged with them to find support for their views.

    Those who felt uncomfortable talking to people in their own circles often told us about how they had found support elsewhere. Suzy, a British woman who said she was gender critical, described the first meeting she had attended that opposed trans rights:

    I just happened to make the decision to go [to a conference run by an organisation opposing gender self-identification] on my own … I had nobody in my life at that point who was a feminist who had these views. It’s why I went by myself. And I met some really amazing women who just completely welcomed me into this world. That opened a lot of doors for me.

    Suzy’s experience was echoed by others who had concerns about trans rights or gender recognition. Such groups were not always public, and some organised in secret – something Suzy believed was unjust but necessary, because of the distance from the social consensus of people who held views like hers:

    There is a private online messaging app – you have to be invited. I had to be vetted … to make sure I was a real person – [that] I wasn’t trying to infiltrate. It’s so ridiculous that we are having to jump through these hoops just to talk about it and express our opinion about something that for a really long time was okay to think. Now all of a sudden, it’s not okay to think this way. So you’re a societal pariah.

    At the time of our interview in 2020, Suzy was actively involved in organising to oppose the proposed amendments to the UK’s Gender Recognition Act. She had moved from having “nobody in my life … who was a feminist who had those views”, to participating in an organised campaign to influence this legislation:

    I wouldn’t necessarily describe myself as an activist – I think that word is quite a bit loaded in negative connotations now … I prefer the term ‘campaigner’ because what I started to get involved in was campaigning for the law not to be changed. I wasn’t going out on marches or anything like that.

    Proposals to update the Act in line with international human rights standards stalled and then were halted in the UK from 2018 onwards, with the support of civil society campaigners including Suzy. Since then, other campaigns have had greater successes – including, most recently, a Supreme Court ruling defining “sex” as “biological sex” in the 2010 Equality Act.

    ‘I’m not saying that I am right’

    For the many people who have spent years campaigning for gender equality and to improve LGBTQ+ lives, it is possible to understand the day-to-day accounts of our interviewees as evidence of success. Many told us they could not now express opinions on others’ relationships, sexual activity or their decisions about pregnancy and parenthood in some workplaces – and sometimes even at home.

    For some interviewees, this shift was expressed as fear, where their positions were seen to negatively affect them at work even if they didn’t express them openly. They didn’t feel able to raise questions about gender and sexual equality or abortion at work or in their volunteering and organising spaces.

    It is possible to understand this shift as a welcome victory for equalities. But our research highlights that, for many people who maintain reticence to these societal changes, the ability to reconsider or change their position has been reduced by their day-to-day work, social and family experiences.

    Cindy, for example, expressed a moment of doubt about her concerns about trans rights, admitting: “I’m not saying that I am right. Like, there is the possibility I’m not …” However, this reflective stance was not encouraged by experiences of work that she described as forcing her to “bite my tongue”.

    She and others told us the implementation of inclusion policies and training in their workplaces felt paradoxical – because they’d had the effect of making their own behaviour less inclusive. Cindy admitted she was less inclined to question herself because of the way she felt her views were treated.

    Mark, the freelance worker in Ireland, considered himself “very leftwing” and said he would “always defend the underdog”. But he told us people like him were “very much put off” by what he saw as the “tactics of what now are leftwing liberal policies”. His experiences of feeling outside the consensus, and fearing a loss of employment opportunities, meant he – and others we interviewed – were less open to engaging sympathetically with the experiences of sexual- and gender-minoritised people.

    Fear, upset and discomfort from social change

    While stories like Niamh’s and Cindy’s are sometimes used to argue that transformations have “gone too far”, research does not support this argument. In fact, those “left out in the cold” are typically the LGBTQ+ people whose needs are not being met by policies like same-sex marriage (or who remain excluded from these policies), and those seeking sexual and reproductive healthcare in all its forms.

    Our interviewees do not negate this. They highlight the fear, upset and discomfort that results from social change for some people who hold firm to their positions opposing or questioning provisions such as abortion, same-sex marriage, gender recognition. In research, these everyday experiences are rarely considered beyond their political views (assumed to be rightwing) and how to explain or change them.

    Our interviewees believe their positions are frequently mis-characterised and conflated in the media and by policymakers in order to dismiss them – and therefore, that their experiences go unseen and unrecognised. And in their experience of being outsiders – feeling labelled and minimised – they may, like Suzy, find their way to actively opposing legislation and social change that benefits LGBTQ+ people and/or those who need abortion rights. Some offered quiet support to political causes, including donating their time or money.

    The world today is very different even to 2022, when we finished the Beyond Opposition interviews. The UK has seen some fundamental shifts especially regarding gender recognition, including the recent Supreme Court ruling that defined “sex” as “biological sex” in the 2010 Equality Act.

    In the US, providing affirmative care to trans children was deemed “mutilation” in recent executive orders from the president, Donald Trump, which stated that offering support to trans and gender-diverse children against their families’ will would be considered as “child abuse”.

    As the struggle for rights continues, we believe it’s essential for research, policy and practice to pay attention to the full range of impacts of the divisions that drive much of today’s politics. Experiences like those of the parents at the conference mentioned at the start of this article, who felt that affirming their child’s gender identity went against their beliefs, contribute to the shape of the world we all live in.

    It is possible to have a clear and firm view on the rights of trans and gender-diverse children, while also considering the implications for society of the experiences (as distinct from the opinions and arguments) of those who disagree. It feels important to do this now in places where some of us – lesbian parents, parents of trans kids and others – are still (somewhat) protected by the system, as we find ourselves, in the US and elsewhere, once again labelled “a danger to children”.

    For the second phase of Beyond Opposition, we brought people together from very different positions to see if they could imagine a world where they could live together, without seeking to change each other’s minds. We wanted to know if there were new ways of thinking about the problem of division, which recognised that some differences may be here to stay.

    Our intention was not to debate, negotiate or resolve their differences, but to explore the idea that it may be necessary to live together without ever agreeing on aspects related to gender, sexuality or abortion. One key outcome of these workshops was a number of moments in which participants met a complete impasse – where they had to acknowledge that their utopia could not accommodate the other person’s position at all.

    This is a starting point for important questions about not being able to change someone else’s mind, yet still needing to share places with them. We hope to write more on this subject soon.


    For you: more from our Insights series:

    To hear about new Insights articles, join the hundreds of thousands of people who value The Conversation’s evidence-based news. Subscribe to our newsletter.

    Dr. Carol Ballantine researches genders, sexualities and violence. She worked as the Ireland and UK postdoctoral researcher on Beyond Opposition, funded by the ERC.

    This article is funded by work undertaken under the ERC Grant No: 81789 granted to Kath Browne and also receives EU Horizon Europe funding. She has worked for LGBTQIA+ organisations is affiliated with LinQ.

    ref. ‘We are all lumped under one umbrella of hate’: when social attitudes change, what is life like for people who don’t agree? – https://theconversation.com/we-are-all-lumped-under-one-umbrella-of-hate-when-social-attitudes-change-what-is-life-like-for-people-who-dont-agree-253464

    MIL OSI – Global Reports

  • MIL-OSI USA: Garbarino, Quigley Introduce Bill to Combat Wildlife Trafficking

    Source: United States House of Representatives – Representative Andrew Garbarino (R-NY)

    WASHINGTON, D.C. – Today, Congressmen Andrew Garbarino (R-NY-02) and Mike Quigley (D-IL-05) introduced the Wildlife Confiscations Network Act of 2025, legislation to support federal law enforcement in combating wildlife trafficking and ensure the proper placement and care of confiscated live animals.

    From 2015 to 2019, the U.S. Fish and Wildlife Service (USFWS) handled 834 live wildlife interdiction cases, involving nearly 49,000 individual animals—an average of nearly 30 per day. Many of these animals require immediate medical care, secure quarantine, and long-term placement, often beyond the capacity of U.S. ports of entry.

    The USFWS and the Association of Zoos and Aquariums (AZA) launched a limited pilot Wildlife Confiscations Network in Southern California in 2023. While the pilot has helped coordinate placement in more than 135 cases and provided care for over 4,100 animals, its scope remains geographically narrow and operationally constrained. The Wildlife Confiscations Network Act of 2025 would build on this initial framework and expand the program nationwide—ensuring law enforcement agencies across the country can access a coordinated, professional network of care for confiscated wildlife.

    “Our border agents and federal inspectors work tirelessly to stop illegal wildlife trafficking, but they lack the resources and infrastructure to properly care for seized animals,” said Rep. Garbarino. “This bill will strengthen the federal response, relieve logistical burdens on law enforcement, and ensure that trafficked animals are treated humanely and professionally.”

    “The Wildlife Confiscations Network has already placed over 4,100 confiscated animals into quality facilities,” said Rep. Quigley. “I am proud to introduce legislation that expands this law enforcement network nationwide, ensuring that law enforcement officers are not unduly placed in harms way, and animals receive the care they need.”

    Specifically, the Wildlife Confiscations Network Act of 2025 would:

    • Establish a Wildlife Confiscations Network within the Department of the Interior, in partnership with a professional zoological accrediting association;
    • Create a voluntary, nationwide program to coordinate the placement and care of confiscated wildlife seized at U.S. borders and ports of entry;
    • Designate a single point of contact to assist federal law enforcement in placement coordination;
    • Maintain a database of qualified facilities—including zoos, aquariums, sanctuaries, rescues, and rehabilitation centers—that can provide immediate and long-term care;
    • Create a review committee to evaluate applications from facilities seeking to join the Network;
    • Authorize $5 million annually from FY2026 to FY2030 to implement and operate the Network.

    The bill is endorsed by 58 leading organizations across the conservation and zoological community, including the Association of Zoos and Aquariums, Wildlife Conservation Society, National Aquarium, San Diego Zoo Wildlife Alliance, American Association of Zoo Veterinarians, and Biologists Without Borders. Other supporters include Akron Zoological Park, Amphibian and Reptile Conservancy, Birmingham Zoo, Brookfield Zoo Chicago, California Academy of Sciences, Center for Great Apes, Charles Paddock Zoo, Cincinnati Zoo & Botanical Garden, Cleveland Metroparks Zoo, Dallas Zoo, Dazzle Africa, Delaware Zoological Society, Denver Zoo Conservation Alliance, Detroit Zoological Society, Fresno Chaffee Zoo, Great Plains Zoo, Houston Zoo, International Fund for Animal Welfare, Jenkinson’s Aquarium, Lee G. Simmons Wildlife Safari Park, Lemur Conservation Foundation, Lincoln Park Zoo, The Living Desert Zoo and Gardens, Lockwood Animal Rescue Center, Louisville Zoo, Museum of Life and Science, Nashville Zoo, Niabi Zoo, Northwest Trek Wildlife Park, Oakland Zoo, Oklahoma City Zoo and Botanical Garden, Omaha’s Henry Doorly Zoo and Aquarium, Oregon Coast Aquarium, Oregon Zoo, Philadelphia Zoo, The Phoenix Zoo, Point Defiance Zoo & Aquarium, Racine Zoo, Roger Williams Park Zoo, Saint Louis Zoo, San Diego Zoo Wildlife Alliance, San Francisco Zoological Society, Santa Barbara Zoo, SEE Turtles, Sequoia Park Zoo, Tennessee Aquarium, Turtle Conservancy, Wild Tomorrow Fund, Inc., Wildlife Conservation Society, Wildlife Defense, Wildlife Jewels, Woodland Park Zoo, Zoo Atlanta, and Zoo Knoxville.

    “We are grateful to Congressmen Garbarino and Quigley for sponsoring the Wildlife Confiscations Network Act,” said Dan Ashe, president and CEO for the Association of Zoos and Aquariums. “This bill will allow an already proven program to go national, permitting law enforcement officers at the border to focus on catching criminals and curbing wildlife trafficking, while our expert Wildlife Confiscation Network partners provide emergency medical treatment, critical rehabilitation, and new homes focused on the wellbeing of these confiscated, and often traumatized, animals. When law enforcement and animal experts collaborate, we can put the criminals behind bars, help rehabilitate the animal victims of wildlife trafficking that are ripped from their homes, and reduce the impact on wild populations of threatened and endangered species. The Association of Zoos and Aquariums looks forward to working with Congress to pass this important bill.”

    The full text of the bill can be found here

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    MIL OSI USA News