Category: Science

  • MIL-OSI Africa: Government welcomes renewable energy investments initiative 

    Source: Government of South Africa

    The Minister of Forestry, Fisheries and the Environment, Dr Dion George, has applauded the launch of a research project investigating how private renewable energy investments in South Africa contribute to equitable social development.

    “Projects like Communities and the Private Renewable Energy Sector: Distributing Social Development Benefits in South Africa (COM-PRES),which support South Africa’s Renewable Energy Independent Power Producer Procurement Programme (REIPPPP), are not only welcome, but are encouraged as the knowledge that will be generated will contribute to driving innovation and investment that bolsters South Africa’s renewable energy capacity,” George said on Friday.

    COM-PRES is a four-and-a-half-year research project, which was launched on 31 July 2025, led by Danish-based social researcher, Dr Marianne S. Ulriksen from the University of Southern Denmark. 

    It will be implemented locally, in partnership with the Centre for Social Development in Africa, at the University of Johannesburg and the Centre for Social Science Research at the University of Cape Town.

    The South African government strongly focuses on integrating renewable energy projects with social development initiatives, particularly through the REIPPPP, which is also part of the country’s ambitious just energy transition agenda.

    “COM-PRES aims to understand how private-sector renewable energy projects can address inequality in affected and surrounding South African communities through novel mandatory community trusts and social development interventions,” Ulriksen said.

    According to Ulriksen, the knowledge and ideas generated at the community level – working collaboratively with community members, local stakeholders and independent power producers – will feed back to national stakeholders, with the aim of providing practical recommendations for designing and managing renewable energy investments to enhance socio-economic outcomes and relations between communities, the industry and government.

    “South Africa can develop a resilient, inclusive, and environmentally sustainable energy sector that also supports our efforts to drive sustainable economic growth, job creation and poverty reduction,” the Minister said. – SAnews.gov.za

    MIL OSI Africa

  • MIL-OSI: Brookfield Business Partners Reports Second Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    BROOKFIELD, NEWS, Aug. 01, 2025 (GLOBE NEWSWIRE) — Brookfield Business Partners (NYSE: BBU, BBUC; TSX: BBU.UN, BBUC) announced today financial results for the quarter ended June 30, 2025.

    “We had an active quarter, reaching an agreement on the sale of a partial interest in three businesses, investing $300 million to acquire two market-leading businesses, and repurchasing an additional 2.2 million of common equity at highly accretive levels,” said Anuj Ranjan, CEO of Brookfield Business Partners. “The strength of our financial results in an uneven macroeconomic environment underscores the resilience of our operations, while progress on our value creation plans and capital recycling initiatives enable us to continue compounding growth for investors.”

      Three Months Ended
    June 30,
      Six Months Ended
    June 30,
    US$ millions (except per unit amounts), unaudited   2025   2024       2025   2024
    Net income (loss) attributable to Unitholders1 $ 26 $ (20 )   $ 106 $ 28
    Net income (loss) per limited partnership unit2 $ 0.12 $ (0.10 )   $ 0.49 $ 0.13
               
    Adjusted EBITDA3 $ 591 $ 524     $ 1,182 $ 1,068

    Net income attributable to Unitholders for the three months ended June 30, 2025 was $26 million ($0.12 per limited partnership unit), compared to net loss of $20 million (loss of $0.10 per limited partnership unit) in the prior period.

    Adjusted EBITDA for the three months ended June 30, 2025 was $591 million, compared to $524 million in the prior period reflecting increased performance on a same store basis and contribution from recently completed acquisitions. Prior period results included $71 million of contribution from disposed operations including our offshore oil services’ shuttle tanker operation which was sold in January 2025.

    Operational Update

    The following table presents Adjusted EBITDA by segment:

      Three Months Ended
    June 30,
      Six Months Ended
    June 30,
    US$ millions, unaudited   2025     2024       2025     2024  
    Industrials $ 307   $ 213     $ 611   $ 441  
    Business Services   205     182       418     387  
    Infrastructure Services   109     157       213     300  
    Corporate and Other   (30 )   (28 )     (60 )   (60 )
    Adjusted EBITDA $ 591   $ 524     $ 1,182   $ 1,068  

    Our Industrials segment generated Adjusted EBITDA of $307 million for the three months ended June 30, 2025, compared to $213 million during the same period in 2024, benefiting from strong operating performance at our advanced energy storage operation. Current period results included $71 million of tax recoveries as well as contribution from recent acquisitions including our electric heat tracing systems manufacturer which was acquired in January 2025. Prior period results included contribution from our Canadian aggregates production operation which was sold in June 2024.

    Our Business Services segment generated Adjusted EBITDA of $205 million for the three months ended June 30, 2025, compared to $182 million during the same period in 2024 which reflected the impact of reduced contribution from our dealer software and technology services operation in the prior period. Prior period results included contribution from our road fuels operation which was sold in July 2024.

    Our Infrastructure Services segment generated Adjusted EBITDA of $109 million for the three months ended June 30, 2025, compared to $157 million during the same period in 2024 primarily reflecting the sale of our offshore oil services’ shuttle tanker operation in January 2025.

    The following table presents Adjusted EFO4 by segment:

      Three Months Ended
    June 30,
      Six Months Ended
    June 30,
    US$ millions, unaudited   2025     2024       2025     2024  
    Adjusted EFO          
    Industrials $ 154   $ 206     $ 284   $ 386  
    Business Services   105     86       222     254  
    Infrastructure Services   38     76       204     148  
    Corporate and Other   (63 )   (79 )     (131 )   (168 )

    Adjusted EFO included the benefit of lower interest expense due to a reduction in corporate borrowings compared to the prior period. Industrials Adjusted EFO reflected the impact of higher interest expense related to the funding of a distribution received from our advanced energy storage operation during the current year. Adjusted EFO in the prior period included $103 million of net gains related to the disposition of our Canadian aggregates production operation and the sale of public securities.

    Strategic Initiatives

    • Capital Recycling
      In July, we completed the previously announced sale of a partial interest in three businesses to a new evergreen private equity fund managed by Brookfield Asset Management. In exchange, BBU will receive units of the new evergreen fund with an initial redemption value of approximately $690 million, representing an aggregate 8.6% discount to net asset value (NAV) of the interests sold. In the 18-month period following the initial close of the new evergreen fund, the units are expected to be redeemed for cash.
    • Canadian Mortgage Lender
      In July, we entered into a partnership to privatize First National Financial Corporation, a leading publicly-listed Canadian residential and multi-family mortgage lender, for $2.7 billion. The transaction is expected to be funded with approximately $1.3 billion of equity, of which BBU’s share is expected to be approximately $145 million for an 11% interest in the business. The transaction is expected to close later this year, subject to obtaining the required shareholder, court and regulatory approvals and the satisfaction of other customary closing conditions.
    • Specialty Consumables and Equipment Manufacturer
      In May, we completed the previously announced acquisition of Antylia Scientific, a leading manufacturer and distributor of critical consumables and testing equipment serving life sciences and environmental labs for approximately $1.3 billion. BBU invested $168 million for a 26% interest.
    • Unit Repurchase Program
      During the quarter, we invested $56 million to repurchase 2.2 million units and shares of Brookfield Business Partners at an average price of approximately $25 per unit and share. Since the start of the year, our buyback program has returned $157 million to owners through the repurchase of 6.5 million units and shares under our normal course issuer bid (NCIB), which we plan to renew once it expires later this month.

    Liquidity

    We ended the quarter with approximately $2.3 billion of liquidity at the corporate level, including $2.2 billion of availability on our credit facilities. Pro forma for announced and recently closed transactions, corporate liquidity is approximately $2.9 billion.

    Distribution

    The Board of Directors has declared a quarterly distribution in the amount of $0.0625 per unit, payable on September 29, 2025 to unitholders of record as at the close of business on August 29, 2025.

    Additional Information

    The Board has reviewed and approved this news release, including the summarized unaudited interim condensed consolidated financial statements contained herein.

    Brookfield Business Partners’ Letter to Unitholders and the Supplemental Information are available on our website https://bbu.brookfield.com under Reports & Filings.

    Notes:
    1 Attributable to limited partnership unitholders, general partnership unitholders, redemption-exchange unitholders, special limited partnership unitholders and BBUC exchangeable shareholders.
    2 Net income (loss) per limited partnership unit calculated as net income (loss) attributable to limited partners divided by the average number of limited partnership units outstanding for the three and six months ended June 30, 2025 which were 88.9 million and 84.5 million, respectively (June 30, 2024: 74.3 million and 74.3 million, respectively).
    3 Adjusted EBITDA is a non-IFRS measure of operating performance presented as net income and equity accounted income at the partnership’s economic ownership interest in consolidated subsidiaries and equity accounted investments, respectively, excluding the impact of interest income (expense), net, income taxes, depreciation and amortization expense, gains (losses) on dispositions, net, transaction costs, restructuring charges, revaluation gains or losses, impairment expenses or reversals, other income or expenses, and preferred equity distributions. The partnership’s economic ownership interest in consolidated subsidiaries and equity accounted investments excludes amounts attributable to non-controlling interests consistent with how the partnership determines net income attributable to non-controlling interests in its unaudited interim condensed consolidated statements of operating results. The partnership believes that Adjusted EBITDA provides a comprehensive understanding of the ability of its businesses to generate recurring earnings which allows users to better understand and evaluate the underlying financial performance of the partnership’s operations and excludes items that the partnership believes do not directly relate to revenue earning activities and are not normal, recurring items necessary for business operations. Please refer to the reconciliation of net income (loss) to Adjusted EBITDA included in this news release.
    4 Adjusted EFO is the partnership’s segment measure of profit or loss and is presented as net income and equity accounted income at the partnership’s economic ownership interest in consolidated subsidiaries and equity accounted investments, respectively, excluding the impact of depreciation and amortization expense, deferred income taxes, transaction costs, restructuring charges, unrealized revaluation gains or losses, impairment expenses or reversals and other income or expense items that are not directly related to revenue generating activities. The partnership’s economic ownership interest in consolidated subsidiaries excludes amounts attributable to non-controlling interests consistent with how the partnership determines net income attributable to non-controlling interests in its unaudited interim condensed consolidated statements of operating results. In order to provide additional insight regarding the partnership’s operating performance over the lifecycle of an investment, Adjusted EFO includes the impact of preferred equity distributions and realized disposition gains or losses recorded in net income, other comprehensive income, or directly in equity, such as ownership changes. Adjusted EFO does not include legal and other provisions that may occur from time to time in the partnership’s operations and that are one-time or non-recurring and not directly tied to the partnership’s operations, such as those for litigation or contingencies. Adjusted EFO includes expected credit losses and bad debt allowances recorded in the normal course of the partnership’s operations. Adjusted EFO allows the partnership to evaluate its segments on the basis of return on invested capital generated by its operations and allows the partnership to evaluate the performance of its segments on a levered basis.

    Brookfield Business Partners is a global business services and industrials company focused on owning and operating high-quality businesses that provide essential products and services and benefit from a strong competitive position. Investors have flexibility to invest in our company either through Brookfield Business Partners L.P. (NYSE: BBU; TSX: BBU.UN), a limited partnership or Brookfield Business Corporation (NYSE, TSX: BBUC), a corporation. For more information, please visit https://bbu.brookfield.com.

    Brookfield Business Partners is the flagship listed vehicle of Brookfield Asset Management’s Private Equity Group. Brookfield Asset Management is a leading global alternative asset manager with over $1 trillion of assets under management.

    Please note that Brookfield Business Partners’ previous audited annual and unaudited quarterly reports have been filed on SEDAR+ and EDGAR, and are available at https://bbu.brookfield.com under Reports & Filings. Hard copies of the annual and quarterly reports can be obtained free of charge upon request.

    For more information, please contact:

    Conference Call and Quarterly Earnings Webcast Details

    Investors, analysts and other interested parties can access Brookfield Business Partners’ second quarter 2025 results as well as the Letter to Unitholders and Supplemental Information on our website https://bbu.brookfield.com under Reports & Filings.

    The results call can be accessed via webcast on August 1, 2025 at 10:00 a.m. Eastern Time at BBU2025Q2Webcast or participants can preregister at BBU2025Q2ConferenceCall. Upon registering, participants will be emailed a dial-in number and unique PIN. A replay of the webcast will be available at https://bbu.brookfield.com.

    Brookfield Business Partners L.P.
    Consolidated Statements of Financial Position
     
      As at
    US$ millions, unaudited June 30, 2025   December 31, 2024
               
    Assets          
    Cash and cash equivalents   $ 3,329     $ 3,239
    Financial assets     11,658       12,371
    Accounts and other receivable, net     7,148       6,279
    Inventory and other assets     5,808       5,728
    Property, plant and equipment     10,591       13,232
    Deferred income tax assets     1,959       1,744
    Intangible assets     19,158       18,317
    Equity accounted investments     2,397       2,325
    Goodwill     13,287       12,239
    Total Assets   $ 75,335     $ 75,474
               
    Liabilities and Equity          
    Liabilities          
    Corporate borrowings   $ 1,116     $ 2,142
    Accounts payable and other     13,766       16,691
    Non-recourse borrowings in subsidiaries of the partnership     42,493       36,720
    Deferred income tax liabilities     2,639       2,613
               
    Equity          
    Limited partners $ 2,291     $ 1,752  
    Non-controlling interests attributable to:          
    Redemption-exchange units   1,330       1,644  
    Special limited partner          
    BBUC exchangeable shares   1,805       1,721  
    Preferred securities   740       740  
    Interest of others in operating subsidiaries   9,155       11,451  
          15,321       17,308
    Total Liabilities and Equity   $ 75,335     $ 75,474
    Brookfield Business Partners L.P.
    Consolidated Statements of Operating Results
     
    US$ millions, unaudited Three Months Ended
    June 30,
      Six Months Ended
    June 30,
      2025     2024       2025     2024  
               
    Revenues $ 6,695   $ 11,946     $ 13,444   $ 23,961  
    Direct operating costs   (5,465 )   (10,928 )     (10,867 )   (21,806 )
    General and administrative expenses   (271 )   (307 )     (582 )   (624 )
    Interest income (expense), net   (801 )   (778 )     (1,571 )   (1,574 )
    Equity accounted income (loss)   23     31       15     54  
    Impairment reversal (expense), net   (14 )         (14 )   10  
    Gain (loss) on dispositions, net   6     84       220     99  
    Other income (expense), net   (103 )   (100 )     (186 )   16  
    Income (loss) before income tax   70     (52 )     459     136  
    Income tax (expense) recovery          
    Current   (119 )   (122 )     (316 )   (212 )
    Deferred   184     239       248     344  
    Net income (loss) $ 135   $ 65     $ 391   $ 268  
    Attributable to:          
    Limited partners $ 11   $ (7 )   $ 41   $ 10  
    Non-controlling interests attributable to:          
    Redemption-exchange units   6     (6 )     29     9  
    Special limited partner                  
    BBUC exchangeable shares   9     (7 )     36     9  
    Preferred securities   13     13       26     26  
    Interest of others in operating subsidiaries   96     72       259     214  
    Brookfield Business Partners L.P.
    Reconciliation of Non-IFRS Measure
     
    US$ millions, unaudited   Three Months Ended June 30, 2025
      Business
    Services
      Infrastructure
    Services
      Industrials   Corporate
    and Other
      Total
                         
    Net income (loss)   $ 253     $ (173 )   $ 95     $ (40 )   $ 135  
                         
    Add or subtract the following:                    
    Depreciation and amortization expense     208       175       384             767  
    Impairment reversal (expense), net                 14             14  
    Gain (loss) on dispositions, net     (6 )                       (6 )
    Other income (expense), net1     (200 )     76       229       (2 )     103  
    Income tax (expense) recovery     9       10       (76 )     (8 )     (65 )
    Equity accounted income (loss)     (5 )     (4 )     (14 )           (23 )
    Interest income (expense), net     238       142       401       20       801  
    Equity accounted Adjusted EBITDA2     28       40       20             88  
    Amounts attributable to non-controlling interests3     (320 )     (157 )     (746 )           (1,223 )
    Adjusted EBITDA   $ 205     $ 109     $ 307     $ (30 )   $ 591  

    Notes:
    1 Other income (expense), net corresponds to amounts that are not directly related to revenue earning activities and are not normal, recurring income or expenses necessary for business operations. The components of other income (expense), net include $236 million of net gain recognized upon the deconsolidation of our healthcare services operation, $183 million of expenses related to employee incentive payments linked to the realization of value at our advanced energy storage operation, $59 million of net revaluation losses, $57 million of business separation expenses, stand-up costs and restructuring charges, $19 million of net loss on debt modification and extinguishment, $3 million of transaction costs and $18 million of other expenses.
    2 Equity accounted Adjusted EBITDA corresponds to the Adjusted EBITDA attributable to the partnership that is generated by its investments in associates and joint ventures accounted for using the equity method.
    3 Amounts attributable to non-controlling interests are calculated based on the economic ownership interests held by the non-controlling interests in consolidated subsidiaries.

    Brookfield Business Partners L.P.
    Reconciliation of Non-IFRS Measure
     
    US$ millions, unaudited   Six Months Ended June 30, 2025
      Business
    Services
      Infrastructure
    Services
      Industrials   Corporate
    and Other
      Total
                         
    Net income (loss)   $ 253     $ (17 )   $ 240     $ (85 )   $ 391  
                         
    Add or subtract the following:                    
    Depreciation and amortization expense     430       340       727             1,497  
    Impairment reversal (expense), net                 14             14  
    Gain (loss) on dispositions, net     (6 )     (214 )                 (220 )
    Other income (expense), net1     (132 )     (3 )     322       (1 )     186  
    Income tax (expense) recovery     27       35       25       (19 )     68  
    Equity accounted income (loss)     (8 )     22       (29 )           (15 )
    Interest income (expense), net     468       291       767       45       1,571  
    Equity accounted Adjusted EBITDA2     52       73       35             160  
    Amounts attributable to non-controlling interests3     (666 )     (314 )     (1,490 )           (2,470 )
    Adjusted EBITDA   $ 418     $ 213     $ 611     $ (60 )   $ 1,182  

    Notes:
    1 Other income (expense), net corresponds to amounts that are not directly related to revenue earning activities and are not normal, recurring income or expenses necessary for business operations. The components of other income (expense), net include $236 million of net gain recognized upon the deconsolidation of our healthcare services operation, $183 million of expenses related to employee incentive payments linked to the realization of value at our advanced energy storage operation, $135 million of business separation expenses, stand-up costs and restructuring charges, $125 million of unrealized gains recorded on reclassification of property, plant and equipment to finance leases at our offshore oil services operation, $110 million of net revaluation losses, $38 million of transaction costs, $22 million of net loss on debt modification and extinguishment and $59 million of other expenses.
    2 Equity accounted Adjusted EBITDA corresponds to the Adjusted EBITDA attributable to the partnership that is generated by our investments in associates and joint ventures accounted for using the equity method.
    3 Amounts attributable to non-controlling interests are calculated based on the economic ownership interests held by the non-controlling interests in consolidated subsidiaries.

    Brookfield Business Partners L.P.
    Reconciliation of Non-IFRS Measure
     
    US$ millions, unaudited   Three Months Ended June 30, 2024
      Business
    Services
      Infrastructure
    Services
      Industrials   Corporate
    and Other
      Total
                         
    Net income (loss)   $ (5 )   $ (92 )   $ 216     $ (54 )   $ 65  
                         
    Add back or deduct the following:                    
    Depreciation and amortization expense     248       222       339             809  
    Gain (loss) on dispositions, net                 (84 )           (84 )
    Other income (expense), net1     51       22       26       1       100  
    Income tax expense (recovery)     (17 )     4       (91 )     (13 )     (117 )
    Equity accounted income (loss)     (5 )     (11 )     (15 )           (31 )
    Interest income (expense), net     253       178       309       38       778  
    Equity accounted Adjusted EBITDA2     18       44       15             77  
    Amounts attributable to non-controlling interests3     (361 )     (210 )     (502 )           (1,073 )
    Adjusted EBITDA   $ 182     $ 157     $ 213     $ (28 )   $ 524  

    Notes:
    1 Other income (expense), net corresponds to amounts that are not directly related to revenue earning activities and are not normal, recurring income or expenses necessary for business operations. The components of other income (expense), net include $82 million related to provisions recorded at our construction operation, $49 million of net gains on debt modification and extinguishment, $41 million of business separation expenses, stand-up costs, and restructuring charges, $21 million of net revaluation gains, $8 million of transaction costs and $39 million of other expenses.
    2 Equity accounted Adjusted EBITDA corresponds to the Adjusted EBITDA attributable to the partnership that is generated by our investments in associates and joint ventures accounted for using the equity method.
    3 Amounts attributable to non-controlling interests are calculated based on the economic ownership interests held by the non-controlling interests in consolidated subsidiaries.

    Brookfield Business Partners L.P.
    Reconciliation of Non-IFRS Measure
     
    US$ millions, unaudited   Six Months Ended June 30, 2024
      Business
    Services
      Infrastructure
    Services
      Industrials   Corporate
    and Other
      Total
                         
    Net income (loss)   $ 235     $ (157 )   $ 314     $ (124 )   $ 268  
                         
    Add back or deduct the following:                    
    Depreciation and amortization expense     502       434       681             1,617  
    Impairment reversal (expense), net     (4 )     (12 )     6             (10 )
    Gain (loss) on dispositions, net     (15 )           (84 )           (99 )
    Other income (expense), net1     (89 )     4       58       11       (16 )
    Income tax expense (recovery)     7       1       (118 )     (22 )     (132 )
    Equity accounted income (loss), net     (6 )     (15 )     (33 )           (54 )
    Interest income (expense), net     505       358       636       75       1,574  
    Equity accounted Adjusted EBITDA2     35       83       31             149  
    Amounts attributable to non-controlling interests3     (783 )     (396 )     (1,050 )           (2,229 )
    Adjusted EBITDA   $ 387     $ 300     $ 441     $ (60 )   $ 1,068  

    Notes:
    1 Other income (expense), net corresponds to amounts that are not directly related to revenue earning activities and are not normal, recurring income or expenses necessary for business operations. The components of other income (expense), net include $179 million of net revaluation gains, $82 million related to provisions recorded at our construction operation, $61 million of business separation expenses, stand-up costs and restructuring charges, $50 million of other income related to a distribution at our entertainment operation, $38 million of net gains on debt modification and extinguishment, $29 million of transaction costs and $79 million of other expenses.
    2 Equity accounted Adjusted EBITDA corresponds to the Adjusted EBITDA attributable to the partnership that is generated by our investments in associates and joint ventures accounted for using the equity method.
    3 Amounts attributable to non-controlling interests are calculated based on the economic ownership interests held by the non-controlling interests in consolidated subsidiaries.

    Brookfield Business Corporation Reports Second Quarter 2025 Results
     

    Brookfield, News, August 1, 2025 – Brookfield Business Corporation (NYSE, TSX: BBUC) announced today its net income (loss) for the quarter ended June 30, 2025.

      Three Months Ended
    June 30,
      Six Months Ended
    June 30,
    US$ millions, unaudited   2025     2024     2025     2024  
               
    Net income (loss) attributable to Brookfield Business Partners $ (120 ) $ 124   $ (178 ) $ (26 )

    Net loss attributable to Brookfield Business Partners for the three months ended June 30, 2025 was $120 million, compared to net income of $124 million during the same period in 2024. Current period results included $176 million of remeasurement loss on our exchangeable and class B shares that are classified as liabilities under IFRS and a net gain recognized upon the deconsolidation of our healthcare services operation due to loss of control. Prior period results reflect the impact of reduced contribution from our construction operation. As at June 30, 2025, the exchangeable and class B shares were remeasured to reflect the closing price of $25.93 per unit.

    Dividend

    The Board of Directors has declared a quarterly dividend in the amount of $0.0625 per share, payable on September 29, 2025 to shareholders of record as at the close of business on August 29, 2025.

    Additional Information

    Each exchangeable share of Brookfield Business Corporation has been structured with the intention of providing an economic return equivalent to one unit of Brookfield Business Partners L.P. Each exchangeable share will be exchangeable at the option of the holder for one unit. Brookfield Business Corporation will target that dividends on its exchangeable shares be declared and paid at the same time as distributions are declared and paid on the Brookfield Business Partners’ units and that dividends on each exchangeable share will be declared and paid in the same amount as distributions are declared and paid on each unit to provide holders of exchangeable shares with an economic return equivalent to holders of units.

    In addition to carefully considering the disclosures made in this news release in its entirety, shareholders are strongly encouraged to carefully review the Letter to Unitholders, Supplemental Information and other continuous disclosure filings which are available at https://bbu.brookfield.com.

    Please note that Brookfield Business Corporation’s previous audited annual and unaudited quarterly reports have been filed on SEDAR+ and EDGAR and are available at https://bbu.brookfield.com/bbuc under Reports & Filings. Hard copies of the annual and quarterly reports can be obtained free of charge upon request.

    Brookfield Business Corporation
    Consolidated Statements of Financial Position
     
      As at
    US$ millions, unaudited June 30, 2025   December 31, 2024
               
    Assets          
    Cash and cash equivalents   $ 613     $ 1,008
    Financial assets     290       353
    Accounts and other receivable, net     3,234       3,229
    Inventory, net     26       52
    Other assets     517       627
    Property, plant and equipment     181       2,480
    Deferred income tax assets     236       197
    Intangible assets     5,980       5,966
    Equity accounted investments     187       198
    Goodwill     5,018       4,988
    Total Assets   $ 16,282     $ 19,098
               
    Liabilities and Equity          
    Liabilities          
    Accounts payable and other   $ 2,981     $ 5,276
    Non-recourse borrowings in subsidiaries of the company     7,940       8,490
    Exchangeable and class B shares     1,815       1,709
    Deferred income tax liabilities     967       988
               
    Equity          
    Brookfield Business Partners $ (159 )     $ (59 )  
    Non-controlling interests   2,738         2,694    
          2,579       2,635
    Total Liabilities and Equity   $ 16,282     $ 19,098
    Brookfield Business Corporation
    Consolidated Statements of Operating Results
     
    US$ millions, unaudited Three Months Ended
    June 30,
      Six Months Ended
    June 30,
      2025     2024       2025     2024  
               
    Revenues $ 1,860   $ 1,929     $ 3,826   $ 3,794  
    Direct operating costs   (1,695 )   (1,860 )     (3,484 )   (3,512 )
    General and administrative expenses   (69 )   (77 )     (144 )   (141 )
    Interest income (expense), net   (212 )   (203 )     (431 )   (413 )
    Equity accounted income (loss)   2     2       5     3  
    Impairment reversal (expense), net                 (2 )
    Remeasurement of exchangeable and class B shares   (176 )   237       (183 )   126  
    Other income (expense), net   236     (59 )     202     (70 )
    Income (loss) before income tax   (54 )   (31 )     (209 )   (215 )
    Income tax (expense) recovery          
    Current   14     16       (9 )   (28 )
    Deferred   17     55       60     109  
    Net income (loss) $ (23 ) $ 40     $ (158 ) $ (134 )
    Attributable to:          
    Brookfield Business Partners   (120 )   124       (178 )   (26 )
    Non-controlling interests $ 97   $ (84 )   $ 20   $ (108 )


    Cautionary Statement Regarding Forward-looking Statements and Information

    Note: This news release contains “forward-looking information” within the meaning of Canadian provincial securities laws and “forward-looking statements” within the meaning of applicable Canadian and U.S. securities laws. Forward-looking statements include statements that are predictive in nature, depend upon or refer to future events or conditions, include statements regarding the operations, business, financial condition, expected financial results, performance, prospects, opportunities, priorities, targets, goals, ongoing objectives, strategies and outlook of Brookfield Business Partners, as well as regarding recently completed and proposed acquisitions, dispositions, and other transactions, and the outlook for North American and international economies for the current fiscal year and subsequent periods, and include words such as “expects”, “anticipates”, “plans”, “believes”, “estimates”, “seeks”, “intends”, “targets”, “projects”, “forecasts”, “views”, “potential”, “likely” or negative versions thereof and other similar expressions, or future or conditional verbs such as “may”, “will”, “should”, “would” and “could”.

    Although we believe that our anticipated future results, performance or achievements expressed or implied by the forward-looking statements and information are based upon reasonable assumptions and expectations, investors and other readers should not place undue reliance on forward-looking statements and information because they involve assumptions, known and unknown risks, uncertainties and other factors, many of which are beyond our control, which may cause the actual results, performance or achievements of Brookfield Business Partners to differ materially from anticipated future results, performance or achievements expressed or implied by such forward-looking statements and information. These beliefs, assumptions and expectations can change as a result of many possible events or factors, not all of which are known to us or are within our control. If a change occurs, our business, financial condition, liquidity and results of operations and our plans and strategies may vary materially from those expressed in the forward-looking statements and forward-looking information herein.

    Factors that could cause actual results to differ materially from those contemplated or implied by forward-looking statements include, but are not limited to, the following: the cyclical nature of our operating businesses and general economic conditions and risks relating to the economy, including unfavorable changes in interest rates, foreign exchange rates, inflation, commodity prices and volatility in the financial markets; the ability to complete and effectively integrate acquisitions into existing operations and the ability to attain expected benefits; business competition, including competition for acquisition opportunities; strategic actions including our ability to complete dispositions and achieve the anticipated benefits therefrom; global equity and capital markets and the availability of equity and debt financing and refinancing within these markets; changes to U.S. laws or policies, including changes in U.S. domestic and economic policies as well as foreign trade policies and tariffs; technological change; litigation; cybersecurity incidents; the possible impact of international conflicts, wars and related developments including terrorist acts and cyber terrorism; operational, or business risks that are specific to any of our business services operations, infrastructure services operations or industrials operations; changes in government policy and legislation; catastrophic events, such as earthquakes, hurricanes and pandemics/epidemics; changes in tax law and practice; and other risks and factors detailed from time to time in our documents filed with the securities regulators in Canada and the United States including those set forth in the “Risk Factors” section in our annual report for the year ended December 31, 2024 filed on Form 20-F.

    Statements relating to “reserves” are deemed to be forward-looking statements as they involve the implied assessment, based on certain estimates and assumptions, that the reserves described herein can be profitably produced in the future. We qualify any and all of our forward-looking statements by these cautionary factors.

    We caution that the foregoing list of important factors that may affect future results is not exhaustive. When relying on our forward-looking statements and information, investors and others should carefully consider the foregoing factors and other uncertainties and potential events. Except as required by law, we undertake no obligation to publicly update or revise any forward-looking statements or information, whether written or oral, that may be as a result of new information, future events or otherwise.

    Cautionary Statement Regarding the Use of a Non-IFRS Measure

    This news release contains references to a Non-IFRS measure. Adjusted EBITDA is not a generally accepted accounting measure under IFRS and therefore may differ from definitions used by other entities. We believe this is a useful supplemental measure that may assist investors in assessing the financial performance of Brookfield Business Partners and its subsidiaries. However, Adjusted EBITDA should not be considered in isolation from, or as a substitute for, analysis of our financial statements prepared in accordance with IFRS.

    References to Brookfield Business Partners are to Brookfield Business Partners L.P. together with its subsidiaries, controlled affiliates and operating entities. Unitholders’ results include limited partnership units, redemption-exchange units, general partnership units, BBUC exchangeable shares and special limited partnership units. More detailed information on certain references made in this news release will be available in our Management’s Discussion and Analysis of Financial Condition and Results of Operations in our interim report for the second quarter ended June 30, 2025 furnished on Form 6-K.

    The MIL Network

  • MIL-OSI Russia: Peking University’s Belt and Road Research Institute Opens in Xinjiang

    Translation. Region: Russian Federal

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

    An important disclaimer is at the bottom of this article.

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

    URUMQI, Aug. 1 (Xinhua) — The opening ceremony of the Belt and Road Research Institute of Peking University-Xinjiang was held in Kashgar, northwest China’s Xinjiang Uygur Autonomous Region, on Friday. The establishment of the institute is aimed at further and thorough promotion of the joint construction of the Belt and Road, promoting high-quality development in Xinjiang and building a new pattern of opening up to the outside world in the region.

    Vice Chairman of the Xinjiang Uygur Autonomous Region People’s Government and Secretary of the Kashgar Prefecture Party Committee Nie Zhuang delivered a speech at the event, saying that the establishment of the research institute is of great significance for both Xinjiang and Kashgar.

    “I am confident that the institute will promote the integrated development of education, science and technology, as well as the training of highly qualified personnel in the region, accelerate the transformation of Kashgar into a springboard for opening up to the West, and promote modernization in Xinjiang,” he said.

    Piao Shilong, vice-president of Peking University, said the university attaches great importance to the construction of the institute, integrating interdisciplinary advantages and implementing a new model of establishing research institutes away from the home campus.

    “In the future, the institute will conduct in-depth research in key areas such as energy and mineral resources, ecological environment, regions and countries, historical archaeology, strengthening the consciousness of the Chinese nation and new structural economy,” Piao Shilong added.

    He also noted that the institute will strive to provide reliable scientific, technological and intellectual support for the high-quality development of Xinjiang and build it into a leading talent pool and innovation hub covering Central and South Asia and countries participating in the Belt and Road Initiative. -0-

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

    .

    MIL OSI Russia News

  • MIL-OSI Asia-Pac: CS meets I&T stakeholders

    Source: Hong Kong Information Services

    The Committee on Education, Technology & Talents (CETT), led by Chief Secretary Chan Kwok-ki, met stakeholders in the innovation and technology (I&T) sector today to discuss promoting the integrated development of education, technology and talent.

    At the meeting, Mr Chan introduced the CETT’s work plan to representatives from I&T parks, I&T enterprises and State Key Laboratories.

    He told them that the CETT, building on the “eight centres” concept, is dedicated to cultivating and attracting talent, and aims to leverage talent chains, innovation chains, industrial chains and capital chains to drive technological and industrial innovation, with a view to advancing high-quality development and accelerating Chinese modernisation.

    On the theme of attracting high-quality I&T talent, he said the CETT will lead the I&T sector in revamping its positioning and planning. Specifically, the committee will enhance the Technology Talent Admission Scheme, and introduce arrangements under the Quality Migrant Admission Scheme to bring sought-after talent to Hong Kong.

    Attendees were also briefed on the Government’s establishment of a new I&T system that takes the city’s “three major I&T parks and five key research and development institutes” as its framework, and on various other initiatives to enhance the I&T ecosystem and enlarge the local I&T talent pool.

    Mr Chan said: “The Government will continue to take forward the development under the principle of ‘promoting technology with talent, leading industries with technology, and attracting talent with industries’.

    “The Government will also grasp the opportunities arising as the Hong Kong Park of the Hetao Shenzhen-Hong Kong Science & Technology Innovation Co-operation Zone enters its operational phase soon and continue to expedite the development of I&T industries, to provide development opportunities for local I&T talent as well as those coming to Hong Kong.”

    He added that the Government will make good use of existing talent admission schemes to promote Hong Kong as a focal point for international high-calibre talent, contributing to the I&T development of both Hong Kong and the country at large.

    Secretary for Innovation, Technology & Industry Prof Sun Dong, Secretary for Education Choi Yuk-lin and Acting Secretary for Labour & Welfare Ho Kai-ming also attended today’s meeting. Prof Sun and Mr Ho briefed the stakeholders on the Government’s ongoing efforts and measures to attract I&T talent.

    I&T stakeholders at the meeting expressed support for the committee’s work and said they will work with the Government to leverage industry resources in attracting global talent.

    MIL OSI Asia Pacific News

  • Toxic metals found in Himalayan clouds, pose health risk: study

    Source: Government of India

    Source: Government of India (4)

    A new scientific study has found that clouds drifting over the Eastern Himalayas and Western Ghats are carrying toxic heavy metals, posing potential carcinogenic and non-carcinogenic health risks, especially to children.

    The study, conducted by the Bose Institute—an autonomous body under the Department of Science and Technology (DST),  Ministry of Science & Technology , Government of India—found that clouds over the Eastern Himalayas contain 1.5 times higher pollution levels than those over the Western Ghats. This is largely due to emissions from heavy vehicular traffic and industrial activity in the foothill regions, the report noted.

    The research team, led by Dr. Sanat Kumar Das, Associate Professor at Bose Institute, detected harmful concentrations of cadmium (Cd), chromium (Cr), copper (Cu), and zinc (Zn) in non-precipitating clouds during the onset of the monsoon season. These clouds were found to be a major medium of long-range transport of pollutants from the lowlands to high-altitude regions.

    “The inhalation of cloud water laced with dissolved heavy metals is a significant exposure pathway, particularly in the Eastern Himalayas. This poses high health risks, especially among children, who are 30% more vulnerable than adults,” said Dr. Das.

    Published in the journal Environmental Advances, the study used statistical models to assess health risks through multiple exposure routes, including inhalation, ingestion, and dermal absorption. It found that the presence of carcinogenic metals like dissolved chromium in the cloud water notably raises the likelihood of developing cancer and other health issues.

    Despite the concerning findings, researchers noted that Indian clouds remain relatively less polluted compared to countries like China, Pakistan, Italy, and the United States. However, they cautioned that rising pollution levels and the lack of prior data on metal contamination in monsoon clouds make this an emerging public health concern.

    The study challenges long-held assumptions about the purity of mountain rainwater and opens a new avenue for atmospheric and health-related research in the region.

  • MIL-OSI Russia: Polytechnic University in the top five in metallurgy according to URAP rating

    Translation. Region: Russian Federal

    Source: Peter the Great St. Petersburg Polytechnic University –

    An important disclaimer is at the bottom of this article.

    SPbPU has strengthened its position in the international Ranking by Academic Performance (URAP) rating, entering 9 subject areas. The greatest progress was achieved in physics and metallurgy: Polytechnic University improved its world indicators by 10 and 47 positions, respectively, entering the top 5 in metallurgy among Russian universities. The university also entered the top ten in Russia in materials science, moving up two notches.

    The Polytechnic University has the strongest school of metallurgy and materials science, which is confirmed by high results in national and international rankings. At our university, we preserve the traditions of the old scientific school, combining them with modern technologies and opportunities. Our scientists and students have access to advanced equipment, participate in joint projects with leading research groups and industrial partners. Polytechnic University graduates are in demand at the largest metallurgical enterprises of the country, making a significant contribution to the development of the industry and the technological leadership of the country. We are constantly updating educational programs, providing training for specialists that meet the most pressing needs of the industry, – comments the rector of SPbPU Andrey Rudskoy.

    The URAP ranking methodology is entirely based on academic productivity, which is based on the university’s publication activity. The evaluation indicators include the quality and quantity of publications, citation, and the effectiveness of international research cooperation.

    Research groups, teachers and students of SPbPU regularly publish the results of their work in leading scientific journals, because the assessment of academic excellence allows demonstrating the level of scientific and educational potential of the university. Despite the difficulties that Russian universities face in terms of publication activity, we at SPbPU try to support our employees in their desire to realize their scientific potential, and we also support scientists from other universities, providing the opportunity to publish in periodicals of our university, – noted Vice-Rector for Human Resources Policy Maria Vrublevskaya.

    Let us recall that the university’s position in the Ranking by Academic Performance rating is also taken into account for ranking universities in the ranking Global Aggregate Rating, according to the results of which Polytechnic University is among the top 3% of the best universities in the world.

    You can find out more about the rating results by link.

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

    .

    MIL OSI Russia News

  • MIL-OSI USA: New NIST Reference Material to Strengthen Quality Control for Biological Drugs

    Source: US Government research organizations

    Protein-based biotherapeutics are drugs made with genetically engineered proteins. These large protein molecules can stick together during the drug manufacturing process to form particles. A team of NIST researchers, including Srivalli Telikepalli (shown here), developed a standard reference material that will help biopharmaceutical companies better detect these particles in their drug products.

    Credit: A. Boss/NIST

    A rapidly growing category of drugs called protein-based biotherapeutics can be used to treat cancers and genetic and autoimmune disorders. These drugs, which usually take the form of large protein molecules, are manufactured by growing living cells that are genetically engineered to produce the proteins. These large protein molecules, however, can stick together during the manufacturing process to form particles that can cause an unwanted immune response in patients. 

    To manage these particles, biopharmaceutical companies need to be able to measure and monitor them. A new standard reference material (SRM) from the National Institute of Standards and Technology (NIST) will help them do that. The new material, SRM 1989: Monodisperse Irregularly Shaped Epoxy-Based Particles, consists of three vials containing particles of different sizes: 220 micrometers, 150 micrometers and 100 micrometers. (For comparison, a sheet of regular printer paper is roughly 100 micrometers thick.)  

    “This material will be the first publicly available visible particle standard for protein-based particles in biotherapeutic drugs,” said NIST research chemist Srivalli Telikepalli. “This will help drug manufacturers monitor particles in their products so that they can ensure that those products are safe and effective.”

    The new material, called SRM 1989: Monodisperse Irregularly Shaped Epoxy-Based Particles, consists of three vials containing particles of different sizes: 220 micrometers, 150 micrometers and 100 micrometers.

    Credit: R. Wilson/NIST

    Protein-based particles, which are small but sometimes visible to the naked eye, form because proteins can be unstable. Any stress, like a temperature change or sudden shaking of a drug vial, can cause proteins to clump together into particles. This can happen when the drug products are being purified, packaged, shipped or stored for long periods of time. 

    At biopharmaceutical manufacturing plants, trained analysts visually inspect each vial of drug product. If the vial contains visible particles, it is removed from the batch. If a certain number of vials fail, the entire batch will be discarded. Each failed batch can cost the manufacturer millions of dollars. 

    “Without a particle size standard for reference, errors can occur, as different analysts may perceive particles differently. Because of this, the inspection process can be subjective,” said Telikepalli. “Our new reference material will help make the particulate inspection process more uniform.” The SRM can be included in training kits to mimic protein particles and help train analysts to accurately identify these particles in each drug product.

    Inspections can also be automated using laboratory instruments. Instrument manufacturers can use the NIST SRM to ensure that their instruments are working properly and to improve their accuracy over time. Analysts can also use the SRM to validate their automated inspection process that uses these laboratory instruments to make sure the process is accurate.

    For both manual and automated inspections, a more accurate and uniform inspection process can help ensure that drug batches are not discarded unnecessarily.   

    To make the particles, NIST researchers shined ultraviolet (UV) light onto a silicon wafer coated with an epoxy-like substance that hardens when exposed to UV light. This created a pattern of particles on the wafer. The same technique, called photolithography, is used when creating microscopic electronic circuits on computer chips. The particles were then removed from the wafer and put into a liquid mixture, or solution. This was done at NIST’s Center for Nanoscale Science and Technology, an important center for semiconductor manufacturing research.

    The standard reference material was made at NIST’s Center for Nanoscale Science and Technology. The process for making the particles, called photolithography, is an innovative technique usually used to create microscopic electronic circuits on computer chips.

    Credit: A. Boss/NIST

    The particles resemble protein particles — irregular in shape and transparent. And crucially, they are all essentially the same size. “Because of our measurement capabilities, we are able to reliably verify the size of these particles with very high precision,” said NIST electronical engineer Michael Carrier. 

    Using a semiconductor manufacturing technique to simulate protein-based particles is an innovation that might only have happened at a place like NIST.

    “NIST has experts in both biopharmaceutical and semiconductor manufacturing,” said Mike Tarlov, chief of NIST’s Biomolecular Measurements Division. “This allows us to bring together measurement expertise from across very different domains to solve real-world problems.”

    NIST has produced over a thousand SRMs that support public health and safety and promote U.S. industry. These SRMs help ensure accurate measurements in industries ranging from health and medicine (human urine) to building construction (Charpy Impact Test materials) to semiconductor manufacturing (semiconductor thin film) and many more. 

    NIST also produces several other SRMs for the biopharmaceutical industry, including a monoclonal antibody protein called the NISTmAb and the NISTCHO — a living cell that expresses a version of the NISTmAb protein. All these SRMs support an industry that’s projected to grow from an estimated $666 billion in 2025 to $1,184 billion by 2032.

    SRM 1989: Monodisperse Irregularly Shaped Epoxy-Based Particles is now available for purchase from the NIST Store. 

    MIL OSI USA News

  • MIL-OSI Analysis: From ‘God Emperor Trump’ to ‘St. Luigi,’ memes power the politics of feeling

    Source: The Conversation – Canada – By Stuart J. Murray, Professor of Rhetoric and Ethics | Professeur titulaire en rhétorique et éthique, Carleton University

    Why do images of Donald Trump as a galactic emperor or Luigi Mangione as a Catholic saint resonate so deeply with some people? Memes don’t just entertain — they shape how we identify with power, grievance and justice in the digital age.

    A meme is a decontextualized video or image — often captioned — that circulates an idea, behaviour or style, primarily through social media. As they spread, memes are adapted, remixed and transformed, helping to solidify the communities around them.

    Trump, the meme pope

    Days after Pope Francis’s death in April 2025, Trump posted an AI-generated image of himself in papal regalia on Truth Social. The White House’s official X account then shared it, amplifying its reach.

    Trump quickly dismissed it as a joke, but the image lingered.

    Two days later, another emerged: Trump as galactic emperor, blending Star Wars aesthetics with the visual rhetoric of Warhammer 40,000, a popular dystopian sci-fi franchise featuring authoritarian rulers, imperial armies and endless war.

    Trump memes like these once circulated semi-ironically in social media subcultures like Reddit and 4chan under the banner “God Emperor Trump.”

    But what might previously have seemed like absurdist cosplay now carries the symbolic weight of executive power, blending religious and imperial imagery to project Trump as a mythical figure, not just a politician.

    In-jokes

    As I’ve argued in an article on MAGA and empathy, these memes draw on cultural codes not to parody power but to usurp it as instruments of official political communication.

    Fact-checking can’t stop them. We know they are factually untrue, but they feel true and consolidate a shared sentiment among Trump’s base.

    The meme is not a joke — it’s an in-joke only the in-group understands.

    And that’s the point.

    A meme is an accelerant, delivering compressed emotional payloads, short-circuiting debate and reinforcing people’s political identifications. Propelled by algorithms and designed to go viral, memes solicit immediate responses — outrage, loyalty, disgust, amusement.

    Memes don’t ask what’s true or what’s just.

    Instead, they curate — and encode — emotional alignment, replacing liberalism’s democratic ideal of reasoned public discourse with viral attachment: grievance recoded as identity.

    Elon Musk and weaponizing empathy

    On Feb. 20, 2025, days after Trump appointed Elon Musk to head his new Department of Government Efficiency (DOGE), the Tesla founder appeared at the Conservative Political Action Conference, an annual gathering of conservative activists and officials from across the U.S.

    At the conference, Musk brandished a chainsaw, declaring: “I have become the meme!.” An image of him holding the chainsaw later actually became a meme.

    The image projects libertarian efficiency and masculine bravado, but it more than just mocks bureaucracy — it glorifies cutting ties to domestic, global and humanitarian responsibilities.

    Far from being merely a meme, it advances a policy of neglect that intentionally lets others die.

    Experts estimate that DOGE’s purge of USAID could result in 14 million preventable deaths over the next five years, disproportionately affecting marginalized populations whose historical exploitation helped generate the wealth now wielded as power.

    Individuals vs. the collective

    But we are not meant to feel empathy. In early 2025, Musk called empathy “the fundamental weakness of western civilization,” claiming it is “weaponized by the left.”

    Yet Musk doesn’t reject empathy entirely — only empathy for individuals, which he said risks “civilizational suicide.”




    Read more:
    MAGA’s ‘war on empathy’ might not be original, but it is dangerous


    Instead, Musk believes we must have empathy for “civilization as a whole.” Such rhetoric — sacrificing individuals for the collective — recalls a chilling Nazi-era slogan: Du bist nichts, dein Volk ist alles (“You are nothing, your people are everything”). Musk has also drawn criticism for making public Nazi salutes and ethno-nationalist statements advocating for white people.




    Read more:
    How Elon Musk’s chatbot Grok could be helping bring about an era of techno-fascism


    Mangione, the meme martyr

    If Trump and Musk memes stage fantasies of absolute power, Mangione memes reply with fantasies of redemptive rupture.

    Accused of killing UnitedHealthcare CEO Brian Thompson, Mangione has been lionized in memes that champion vulnerability and social justice, opposing the billionaire class — figures like Trump and Musk — who put profits over people.

    These memes appear to oppose the MAGA meme machine, encoding class struggle as quiet defiance and anti-authoritarianism. Unlike Musk’s chainsaw-wielding bravado, which seems to mask a fragile ego, Mangione memes project a humble, rebellious heartthrob.

    Yet, like Trump and Musk, Mangione has become a brand. His face adorns T-shirts and “St. Luigi” prayer candles, capitalizing on the popular meme that emerged soon after his arrest. This commodification mirrors right-wing meme economies, even if the message differs.

    Emotional saturation

    Mangione memes have helped raise over $1.2 million for his legal defence.

    They don’t just reflect feeling — they organize it, channelling it into cultural, political and literal currency, including a Luigi crypto coin ($LUIGI) and a musical.

    These memes share MAGA meme tactics: relentless repetition and emotional saturation. Instead of encouraging thoughtful debate, they rally communities around shared grievances, acts of defiance and collective faith.

    Feeling our way through the feed

    From MAGA to Mangione, meme-mythologies often function as rationalizations of violence — whether framed as righteous, purifying or revolutionary. But what unites Trump’s papal cosplay, Musk’s chainsaw and Mangione’s martyrdom isn’t their message but their form.

    Whether cloaked in MAGA nostalgia or social justice sentiments, memes that appear to resist power often reproduce the structures that made that power so intoxicating in the first place.

    We’ve seen how official White House and Department of Homeland Security social media memes have become increasingly cruel, sinister, polarizing and even radicalizing.




    Read more:
    ‘Alligator Alcatraz’ showcases Donald Trump’s penchant for visual cruelty


    Meanwhile, some liberals on the left continue to promote what is known as the “marketplace of ideas” — the belief that truth will prevail if all ideas are allowed to circulate freely. But reason doesn’t always triumph over power. And memes aren’t just ideas: they’re technologies that bypass deliberation to shape our feelings, identities and ways of communicating.

    Consumed by media

    We no longer “consume” media: we’re a function of the algorithms and AI powering today’s platforms. Like memes, AI tools like large language models can churn out plausible content that is nonetheless hateful, divisive and patently untrue.

    Musk’s “I have become the meme” therefore reveals a paradox: he claims to master the meme, but no one can control its circulation or uptake. Trump and Mangione, too, are less individuals than avatars — produced by a digital culture that pre-shapes our perceptions of them.

    The violence, however, is very real. If one violent act doesn’t justify counter-violence, it nonetheless structures and occasions it. Each side claims it is just.

    Memes don’t ask: can we intentionally let others die and still be just? Answering this question is nearly impossible in a meme world. The answer will be a meme. And it will be a joke.

    Stuart J. Murray receives funding from the Social Sciences and Humanities Research Council of Canada.

    ref. From ‘God Emperor Trump’ to ‘St. Luigi,’ memes power the politics of feeling – https://theconversation.com/from-god-emperor-trump-to-st-luigi-memes-power-the-politics-of-feeling-260388

    MIL OSI Analysis

  • MIL-OSI Analysis: Why Donald Trump has stopped some conflicts but is failing with Ukraine and Gaza

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

    In yet another twist in his unpredictable decision making, US president Donald Trump has dramatically shortened his original 50-day ultimatum to Vladimir Putin to call a ceasefire in Ukraine to a mere ten days. It’s an unmistakable sign of Trump’s frustration with the Russian leader who he now appears to view as the main obstacle to ending the war.

    Progress has been similarly limited on another of Trump’s flagship foreign policy projects: ending the war in Gaza. As a humanitarian catastrophe engulfs the territory, Trump and some of his Maga base are finally challenging Israel’s denials that, after almost two years of war, many Gazans now face a real risk of starvation.

    In neither case have his efforts to mediate and bring an end to the violence borne any fruit. But not all of Trump’s efforts to stop violence in conflicts elsewhere in the world have been similarly futile. The administration brokered a ceasefire between Rwanda and the Democratic Republic of Congo (DRC), which the two countries’ foreign ministers signed in Washington on June 27.

    The US president has also claimed to be behind the ceasefire between India and Pakistan in May after the two sides had engaged in several days of fierce combat following a terror attack in Indian-administered Kashmir by a Pakistan-backed rebel group. And, drawing a clear parallel between this conflict and the border clashes between Cambodia and Thailand in July, Trump announced he had pushed both countries’ leaders to negotiate a ceasefire.

    All of these ceasefires, so far, have held. By contrast, the ceasefire in the war between Israel and Hamas in Gaza, to which Trump contributed in January, even before he was inaugurated for his second term, broke down in March and fighting has escalated ever since. A short-lived ceasefire in Ukraine in April was barely worth its name given the countless violations.

    Mixed record

    Three factors can explain Trump’s mixed record of peacemaking to date. First, the US president is more likely to succeed in stopping the fighting where he has leverage and is willing to use it to force foreign leaders to bend to his will. For example, Trump was very clear that there would be no trade negotiations with Thailand or Cambodia “until such time as the fighting STOPS”.

    The crucial difference, so far, with the situation in the war against Ukraine is that Trump has, and has used, similar leverage only with the Ukrainian president, Volodymyr Zelensky. This led to a US-Ukraine agreement on a 30-day ceasefire proposal just two weeks after the now-notorious row between Trump and Zelensky in the Oval Office.

    The mere threat of sanctions against Russia, by contrast, has done little to persuade Putin to accept whatever deal might Trump offer him. Trump’s threats – which he has never followed through on – did not work in January or May. The Kremlin’s initial reactions to the latest ultimatum from the White House do not indicate a change in Putin’s attitude.

    A second factor that may explain why Trump has had peacemaking success in some cases but not others is the level of complexity of US interests involved. When it comes to US relations with Russia and Israel, there is a lot more at stake for Trump.

    The US president still appears keen to strike a grand bargain with Russia and China under which Washington, Beijing and Moscow would agree to recognise, and not interfere in, their respective spheres of influence. This could explains his hesitation so far to follow through on his threats to Putin.

    Similarly, US interests in the Middle East – whether it’s over Iran’s nuclear programme or relations with America’s Gulf allies – have put strains on the alliance with Israel. Trump also needs to weigh carefully the impact of any move against, or in support of, Israel on his domestic support base.

    In the deal Trump brokered between Rwanda and the DRC, the issues at stake were much simpler: access for US investors to the mineral riches of the eastern DRC. Just days into his second term, Trump acknowledged that the conflict was a “very serious problem”. Congo’s president, Felix Tshisekedi, responded by offering the US access to minerals in exchange for pushing Rwanda to a deal to end the invasion and stop supporting proxy forces in the DRC.

    This leads to the third factor that has enabled Trump’s peace-making success so far: simpler solutions are easier to achieve. Thailand and Cambodia and India and Pakistan can go back to the situation before their recent fighting. That does not resolve any of the underlying issues in their conflicts, but returns their relations to some form of non-violent stability.

    It is ultimately also in the interests of the conflict parties. They have had a chance to make their violent statements and reinforce what they will and won’t tolerate from the other side. The required investment by an external mediator to end battles that have achieved what the warring sides want anyway – to avoid further escalation – is consequently quite limited.

    Complex conflicts

    Getting to any kind of stability in Ukraine or the Middle East by contrast requires prolonged engagement and attention to detail. These conflicts are at a stage in which a return to how things were before is not in the interests of the parties or their external backers. Nudging warring parties along on the path to agreement under such conditions requires a well-designed process, which is absent in Ukraine and failing in Gaza.

    Thanks to funding and personnel cuts, the US secretary of state, Marco Rubio, is now required to perform multiple roles. Trump relies on personal envoys with at best limited foreign policy expertise, while insisting he makes all the decisions. This ultimately suggests that the White House simply may not have the bandwidth for the level of engagement that would be necessary to get to a deal in Ukraine and the Middle East.

    This is a self-inflicted opportunity lost, not only for the United States but also for the long-suffering people of Ukraine and the Middle East.

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

    ref. Why Donald Trump has stopped some conflicts but is failing with Ukraine and Gaza – https://theconversation.com/why-donald-trump-has-stopped-some-conflicts-but-is-failing-with-ukraine-and-gaza-262241

    MIL OSI Analysis

  • MIL-OSI USA: On The Senate Floor, Durbin Urges The Release Of Political Prisoners In The UAE, Azerbaijan, Tunisia, & Guatemala

    US Senate News:

    Source: United States Senator for Illinois Dick Durbin

    July 31, 2025

    WASHINGTON – In a speech on the Senate floor, U.S. Senate Majority Whip Dick Durbin (D-IL) highlighted the plight of political prisoners in four nations and called for their immediate and unconditional release. These political prisoners have been outspoken in their support for democracy, freedom of the press, human rights, and basic freedoms.

     

    During his remarks, Durbin reflected on past American voices in the fight for democracy, including President Reagan who told the Soviets at the Brandenburg Gate to “tear down this wall,” and John McCain who joined thousands of Ukrainians aspiring for freedom on the Maidan Square.

     

    “From time to time I come to the floor to discuss political prisoners jailed by some of the world’s worst regimes. I have often been joined in efforts to secure their release by colleagues on both sides of the aisle, including then-Senator and now Secretary of State Marco Rubio.
    You see, despite periods of retreat on the global stage, the United States has been seen as a beacon of hope for those who want a more free and democratic society, and this American voice has also enjoyed broad bipartisan support,”
    said Durbin.

     

    Durbin first highlighted Ahmed Mansoor who has been imprisoned for over eight years in the United Arab Emirates. Mr. Mansoor is considered one of the last major human rights voices in the Emirates—one tragically held at times in solitary confinement unable to contact his family. He was arrested under the guise that his social media posts advocating for human rights threatened social harmony.

     

    “Despite dismal conditions of his incarceration, he remains steadfast in his commitment to human rights—even conducting multiple hunger strikes in protest of his jail conditions, the same conditions he spoke out against before his detention. Recently his outrageous 15-year sentence was upheld on appeal. We have strong ties and shared interests with the UAE, but its continued involvement in the horrific Sudanese civil war and incarceration of Mr. Mansoor complicate that relationship. I appeal to the UAE President Mohamed bin Zayed Al Nahyan to show compassion and allow Mr. Mansoor’s release on humanitarian grounds,” Durbin said.

     

    Durbin then highlighted a political prisoner in Azerbaijan—Dr. Gubad Ibadoghlu—who was forcibly dragged from his vehicle with his wife and severely beaten. He was taken to a prison well known fortorture, where he was denied medication and legal representation.

    “His [Dr. Ibadoghlu’s] crime? Investigating and writing on the rampant corruption stemming from Azerbaijan’s oil and gas industry. While he was eventually placed under house arrest in April 2024, he has still been denied a trial, legal representation, and access to adequate medical care, and his family continues to suffer harassment. He is one of the many wrongfully detained individuals in Azerbaijan who should be released,” said Durbin.

     

    Durbin then spoke about a political prisoner in Tunisia, originally one of the most promising nations to emerge from the Arab Spring. Sonia Dahmani, a prominent Tunisian lawyer and political commentator who was arrested in May 2024 for her radio and television commentary. She faces five separate legal proceedings and an additional 10 years pending charges. Her sister, Ramla, was also sentenced in absentia to two years in prison for advocating for her sister’s case on social media.

     

    “Ms. Dahmani has endured appalling prison conditions, including sexual assault, and denial of basic medical care. I urge President Saied: release her on humanitarian charges and drop any remaining charges, including against her sister,” Durbin continued.

     

    Lastly, Durbin spoke about two cases in Guatemala—including the troubling jailing of journalist José Rubén Zamora and legal harassment of anti-corruption prosecutor, Virginia Laparra.

     

    “Their incarceration occurred amid multiple efforts to derail the peaceful transition of power to President Arevalo last year. Both were eventually released from prison to house arrest, but Mr. Zamora has now been sent back to prison and Ms. Laparra continues to face baseless legal harassment from holdovers from the previous regime. Both deserve full release and dropping of remaining charges,” said Durbin.

     

    Durbin concluded, “What we do here matters around the world, for the large and small battles occurring for freedom and democracy. My friend and jailed Russian dissident Vladimir Kara Murza wrote the following from his Russia gulag a few years ago, ‘The prisoner’s worst nightmare is the thought of being forgotten… I always knew how true those words were and how important were international campaigns of solidarity with prisoners of conscience. I now feel it with my own skin.’ So, let me remind Ahmed, Gubad, Sonia, José Rubén, and Virginia—you are not forgotten… Don’t give up hope. I will continue to be that voice to remind the world of the incarceration and treatment [of the political prisoners.] We need to be a beacon of hope and freedom in the United States.”

    Following the speech, Durbin met with Mr. Zamora’s son, José, and Dr. Ibadoghlu’s son, Emin. They also watched Durbin’s floor speech from the Senate gallery.

     

    Video of Durbin’s floor speech is available here.

    Audio of Durbin’s floor speech is available here.

    Footage of Durbin’s floor speech is available here for TV Stations.

    -30-

    MIL OSI USA News

  • MIL-OSI China: Xi signs order to commend military units, individuals

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

    BEIJING, July 31 — Xi Jinping, chairman of the Central Military Commission, has signed an order to award citations for merit to two military units and five individuals.

    An office of Troop 63920 of the Chinese People’s Liberation Army (PLA) was honored with a first-class citation for merit, while Ding Yang from Troop 92853 of the PLA received a first-class citation for merit in defense-related science and technology.

    Troop 96712 of the PLA was awarded a second-class citation for merit.

    Wang Haidou from the former Army Academy of Armored Forces, Gao Yuqi from the Army Medical University, Yang Zichun from the Naval University of Engineering, and Chen Wei from the Institute of Military Medicine under the Academy of Military Sciences, were honored with third-class citations for merit in defense-related science and technology.

    MIL OSI China News

  • President Murmu graces first convocation of AIIMS Deoghar, emphasizes inclusive healthcare

    Source: Government of India

    Source: Government of India (4)

    President Droupadi Murmu attended the first convocation ceremony of the All India Institute of Medical Sciences (AIIMS) Deoghar on Thursday, where she urged graduating doctors to embrace compassion, community engagement, and inclusive healthcare alongside clinical excellence.

    Addressing students, faculty, and dignitaries, President Murmu highlighted the importance of expanding AIIMS Deoghar’s focus beyond tertiary care to actively support primary healthcare delivery. “Primary care is the foundation of universal health coverage,” she said, calling on doctors and students to collaborate with Urban Primary Health Centres and Rural Community Health Centres to strengthen grassroots-level healthcare services.

    President Murmu reminded graduates that an AIIMS education is widely seen as a hallmark of excellence and urged them to pair their skills with empathy. “A good doctor is not just one with clinical knowledge, but one with a sharp clinical sense and sensitive communication skills,” she noted. Emphasizing the emotional aspect of caregiving, she said, “Be clinical in diagnosis or surgery, but not clinical in your behaviour. Be sympathetic and offer advice with compassion.”

    The President also underscored the role of AIIMS and its healthcare professionals in the national effort to reduce out-of-pocket health expenditure. She stressed that institutions like AIIMS Deoghar must contribute both institutionally and individually to this goal. She encouraged all stakeholders at AIIMS Deoghar to align their efforts with India’s Sustainable Development Goals (SDGs) related to health. “Evaluate the progress of India and Jharkhand on these goals and determine how the institute can contribute further,” she suggested.

    Calling AIIMS Deoghar a beacon of hope in bridging the gap in healthcare accessibility, President Murmu said such institutions are vital to fulfilling the nation’s ambitious health targets. “AIIMS institutions have been set up to reduce disparities in healthcare. They must not only provide world-class specialist treatment at low cost but also act as agents of transformation in the healthcare ecosystem,” she said.

  • MIL-OSI Africa: Nigeria takes bold steps toward Hepatitis-free future with World Health Organization (WHO)’s support

    Source: APO


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    The World Health Organization (WHO) has collaborated with the Government of Nigeria and hepatitis stakeholders to raise awareness and promote early diagnosis and treatment for World Hepatitis Day 2025. The global event, observed annually on 28 July, raises awareness about viral hepatitis- an inflammation of the liver that can lead to chronic liver disease and liver cancer.

    Hepatitis includes five types: A, B, C, D, and E. In the WHO African Region, over 70 million people suffer from chronic hepatitis B or C, but fewer than 10% are diagnosed or treated. Nigeria, with 325,000 new infections in 2022, ranks third globally in hepatitis prevalence. 

    Chronic hepatitis B and C can lead to liver damage and cancer, even though they are preventable, treatable, and, in the case of hepatitis C, curable.

    This year’s theme, ‘Hepatitis: Let’s Break It Down,’ calls for action to remove financial, social, and systemic barriers, including stigma, that prevent hepatitis elimination and liver cancer prevention.

    For 2025 World Hepatitis Day, WHO joined the Ministry of Health and Social Welfare and its partners to mark the occasion with a ministerial press briefing at the Federal Secretariat, and launched a three-day hepatitis B screening, on the stop vaccinations for those who test negative, and linkage to treatment programme for those who test positive at the National Assembly Complex in Abuja.  

    The event at the National Assembly in Abuja brought together health officials, legislators, and the public to address the issue of hepatitis.

    Addressing journalists at the press briefing, the Minister of Health and Social Welfare, Professor Mohammed Pate, represented by Dr Godwin Ntadom, Director Public Health Department, FMOH, reiterated Nigeria’s commitment to combating hepatitis. 

    He noted that the burden and cost of hepatitis treatment in the country is still very high and, as such, has a huge economic impact on the country and called for collective action in eliminating the disease. 

    Dr Ntadom said, “hepatitis costs Nigeria between ₦13.3 trillion and ₦17.9 trillion annually in direct and indirect costs.
    He also announced, ‘Project 365,’ a nationwide campaign aimed at eliminating Hepatitis C and halting Hepatitis B transmission by 2030. 

    “The project will support the ongoing efforts to eliminate mother-to-child transmission of HIV, hepatitis, and STIs, alongside expanding local pharmaceutical manufacturing through funding, the establishment of the Viral Elimination Fund, tax incentives, regulatory reforms, and legislative support.

    Nigeria must no longer hold the third-highest hepatitis burden globally. We have the science, we have the strategy, and we will act together, boldly and urgently, toward a hepatitis-free Nigeria, he said.

    WHO’s Acting Representative in Nigeria, Dr Alex Gasasira, represented by Dr Mya Ngon, cluster lead for  Universal Health Coverage (UHC) Communicable and Noncommunicable Diseases (NCDs) praised Nigeria’s triple elimination initiative for HIV, hepatitis, and STIs, and emphasized the importance of reducing treatment costs, boosting local production, and expanding screening to achieve healthcare equity.

    WHO urges Nigeria and other nations to:
    •    Ensure hepatitis B vaccination within 24 hours of birth;
    •    Integrate hepatitis testing and treatment into primary healthcare services;
    •    Address stigma and misinformation;
    •    Secure sustainable domestic funding for hepatitis programs; and
    •    Protect the rights of individuals living with hepatitis, especially in healthcare and employment.

    She reiterated WHO’s commitment to supporting Nigeria’s efforts to strengthen its health systems and expand access to affordable diagnostics, vaccines, and treatments.

    A beneficiary of the screening, Fash Yommie, 53, from Abuja, shared that he took the test to know his status. 

    “I took the test to know my status, and I am relieved to have tested negative. I now understand the importance of hepatitis prevention. I will start taking precautionary measures, such as avoiding sharing needles and ensuring proper hygiene with food and water, to protect myself and my loved ones from infection. I encourage everyone to get tested and vaccinated, as early detection is key to preventing this disease.

    “Early detection and vaccination are crucial in preventing the spread of hepatitis. Hepatitis B is transmitted through contact with infected blood or fluids, hepatitis C via blood-to-blood contact like sharing needles, and hepatitis A and E through contaminated food or water. 

    Nigeria has enhanced hepatitis B prevention by adding the vaccine to the national schedule, supported by WHO, Gavi, UNICEF, and partners, to vaccinate all newborns and children and reduce early transmission.

    This year’s activities reflect the broader goal of integrating hepatitis services into Nigeria’s primary healthcare system, making screening and treatment more accessible to vulnerable populations. 

    The National Assembly event is part of WHO’s ongoing collaboration with Nigeria to achieve universal health coverage and align with the 2030 Global Health Agenda. Through national and local partnerships, WHO supports Nigeria in reducing the hepatitis burden and improving public health outcomes. The three-day screening serves as a reminder that hepatitis is preventable, and everyone has a role in raising awareness and preventing its spread.

    Distributed by APO Group on behalf of World Health Organization (WHO) – Nigeria.

    MIL OSI Africa

  • MIL-OSI Africa: African countries make bold commitments to end preventable deaths of children under five by 2030

    Source: APO

    African countries have made bold pledges to address the continent’s maternal and child mortality crisis, as a challenging health landscape, shrinking resources, climate change and conflict threaten to reverse decades of progress in child survival.

    Nearly five million children (https://apo-opa.co/44TWUFA) die from preventable causes before the age of five every year. Close to 60 per cent of these deaths occur in Africa, many of them caused by infectious diseases such as pneumonia, diarrhea, malaria and meningitis. This is despite the existence of proven interventions such as vaccines, which have saved 154 million lives (https://apo-opa.co/4l6542n) over the past 50 years

    As the 2030 Sustainable Development Goals (SDGs) deadline looms, African governments are now doubling down on their commitments to end preventable deaths of children under five as envisioned by the global goals over the next five years.

    Speaking during the just concluded Innovation and Action for Immunization and Child Survival Forum 2025 (www.ChildHealthForum2025.com), which took place in Maputo, Mozambique, representatives from various African countries joined the co-hosting Governments of Mozambique and Sierra Leone and partners including the Government of Spain, the “la Caixa” Foundation, the Gates Foundation and UNICEF in sharing their commitments to prioritize child survival.

    Addressing participants during the official opening ceremony, H.E Daniel Chapo, President of the Republic of Mozambique, said: “The Convention on the Rights of the Child establishes that all children have the right to survive and grow up healthy. Mozambique has made notable progress in safeguarding these rights, reducing child mortality from 201 to 60 per 1,000 live births between 1997 and 2022. These gains are the result of decades of structural investments in maternal and child health – one of the key pillars of our Government’s Five-Year Plan 2025–2029.”

    Despite such promising progress, Africa is still home to the majority of countries that are off-track to meet the SDGs. Noting this, government representatives and partners called for bold action to strengthen regional leadership; establish robust accountability; address inequities and mobilize sustainable financing.

    “This is a defining moment for Africa; one of the greatest opportunities for resilience and strong African leadership. This forum brought us together not to discuss challenges, but to inspire action and save children’s lives. We have the tools, the science, the vaccines, diagnostics and treatments. What we need now is political commitment, suitable access, timely care and sustained investments across the continuum of care to enable us to accelerate progress toward the future we envision,” Hon. Dr. Austin Demby, Minister of Health, Sierra Leone.

    Stakeholders at the three-day forum also advocated for deeper, more effective multistakeholder collaboration to enhance resourcing of primary health care and integration of child survival services.

    “We are calling on stakeholders to prioritize high-impact, high-return interventions alongside mobilizing resources for child survival to build sustainability and efficiency within health systems. This will translate into significant gains not just for families and communities, but for economies and the continent as a whole,” said Hon. Dr. Ussene Isse, Minister of Health of Mozambique.

    Acknowledging the urgent need to prioritize reaching the most vulnerable and marginalized communities with the full range of maternal health and child survival interventions across primary health care, immunization, nutrition, and disease prevention programs, countries and partners united in a joint Call to Action and commitments to:

    • Strengthen regional leadership: Foster partnerships between national and regional health organizations including the African Union, Africa Centres for Disease Control and Prevention (Africa CDC), West African Health Organization (WAHO), East, Central and Southern Africa Health Community (ECSA-HC), and other stakeholders with capacity to contribute to child survival.
    • Establish robust accountability: Ensure governments, partners, and civil society are held accountable for their child survival commitments at national, regional, and global levels, and report progress regularly.
    • Address inequities: Focus on the most vulnerable children, particularly in Sub-Saharan Africa and South Asia, by removing barriers to care, improving maternal education, and addressing risk factors such as malnutrition, lack of access to safe water, sanitation, and hygiene, and air pollution, especially household.
    • Mobilize sustainable financing: Increase domestic and international funding for child survival, prioritizing cost-effective interventions and life-saving commodities that strengthen health systems, and securing sustainable financing solutions for reaching the most vulnerable groups, including in fragile and conflict affected states. Ensure these resources are flexible, to reduce fragmentation and direct funds where and when they’re needed most.
    • Invest in Primary Health Care (PHC): Increase domestic investment in resilient PHC systems, including at the community level. This includes securing continuum of care, appropriate referral systems, and quality of care at primary and referral level; equipping health facilities with diagnostic tools and essential medicines for pneumonia, malaria, and diarrhea, as well as sustainable energy sources and internet to support diagnostics, therapeutics, and data sharing; strengthening multi-sectoral partnerships, and training health workers to promptly diagnose and treat childhood infections and malnutrition.
    • Invest decisively in prevention, preparedness, and response to public health emergencies, especially cholera, as a strategic priority. This includes strengthening multi-sectoral coordination, domestic financing, WASH infrastructure, critical supplies, community engagement, and humanitarian access. Without such investment, routine health services will remain vulnerable to repeated and severe disruptions.
    • Accelerate vaccine coverage: Achieve and sustain >90% coverage of life-saving vaccines, including pneumococcal conjugate vaccine (PCV), diphtheria, tetanus, and pertussis (DTP), measles, rotavirus, malaria, meningitis, and typhoid vaccines, prioritizing zero-dose children and integrating vaccine delivery with nutrition and other high-impact child health services—with partnerships facilitating cross-sectoral collaboration—to reach the most vulnerable.
    • Integrate the delivery of child survival services to improve access, acceptability, and cost-effectiveness: Explore opportunities to deliver child survival interventions and innovations through existing community-based platforms, and identify where continuous care can occur across maternal, newborn and child health care provisions.
    • Enhance surveillance and innovation: Leverage data from initiatives like the Child Health and Mortality Prevention Surveillance (CHAMPS) Network to anticipate and respond to epidemiological trends, inform targeted interventions and accelerate the development and deployment of new tools.

    “We have a shared responsibility to ensure that every child has a chance to live and thrive. As we make these promises to Africa’s children, we must—governments, partners and civil society— hold each other accountable for these child survival commitments at national, regional, and global levels, report progress regularly, and act decisively to close gaps in child survival so that no child dies from a preventable infectious disease,” said Theo Sowa, Chairperson of the Forum.

    For the detailed Call to Action and 13 Country Commitments, click here (https://apo-opa.co/44VOOfD).

    Distributed by APO Group on behalf of Innovation and Action for Immunization and Child Survival Forum 2025.

    For interview requests, please contact:
    For Mozambique-based media:
    maider.mavie@ins.gov.mz

    For regional and international media:
    wgaitho@globalhealthstrategies.com and wkariuki@globalhealthstrategies.com

    About the Innovation and Action for Immunization and Child Survival Forum 2025:
    The Innovation and Action for Immunization and Child Survival Forum 2025 brought together stakeholders across selected countries in sub-Saharan Africa and other regions including senior health ministry officials, development agencies, donors, academia, civil society, and the private sector. It focused on new and underutilized tools to deliver progress on child survival, more effective infectious disease risk mitigation and surveillance strategies, more efficient models of service delivery, the need for robust prioritization exercises including for routine immunization systems and new vaccine introductions, and innovative child survival financing options.

    The forum was co-hosted by the Governments of Mozambique and Sierra Leone, and partners including the Government of Spain, the ”la Caixa” Foundation, the Gates Foundation and UNICEF.

    For more information on the forum, visit: www.ChildHealthForum2025.com

    Media files

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    MIL OSI Africa

  • MIL-OSI Africa: Namibia’s Upstream Petroleum Unit Announces Regulatory Review, Eyes Competitive Restructuring

    Source: APO

    Namibia’s newly formed Upstream Petroleum Unit is currently in the process of conducting a review of the country’s existing regulatory framework with a view to propose policies for the governance of the rapidly evolving petroleum industry. Speaking during the second edition of the Youth in Oil and Gas Summit in Walvis Bay last week, Kornelia Shilunga, Special Advisor & Head of Upstream Petroleum Unit in the Office of the Namibian Presidency, explained that these reviews seek to establish an effective and efficient upstream petroleum sector, while paving the way for greater participation by Namibian youth.

    Representing the voice of the African energy sector, the African Energy Chamber (AEC) fully supports the Namibian government as it strives to position the petroleum industry as a driving force in economic development. The AEC has long-advocated for the vital role the youth play in Africa’s energy industry and commends the proactive approach by the Namibian Presidency to position youth at the forefront of the sector. Having endorsed the Youth in Oil and Gas Summit, the AEC also commends its Founder Justina Erastus for her commitment to empowering youth.

    The review comes as Namibia pursues first oil production from its Orange Basin discoveries by 2029 and is geared towards strengthening the competitiveness of investing in the country’s upstream petroleum sector. Major discoveries made by international companies such as TotalEnergies, Shell, Galp, Eni and more have positioned the country as one of the world’s most promising frontiers, with ongoing drilling campaigns led by Rhino Resources, BW Energy, Chevron and more setting the country up for future upstream success. With TotalEnergies targeting a final investment decision for the Venus field in 2026 and Galp advancing its Mopane development, Namibia is on track to become a global oil producer by the end of the decade.

    These developments offer strategic benefits for the country and the Upstream Petroleum Unit has committed to ensuring that Namibia’s upstream potential provides several opportunities for its youth. As such, a strategic component of the ongoing reviews – as well as any proposed policies – is youth inclusivity and empowerment. According to Shilunga, “under Namibia’s 8th administration, youth empowerment is a national imperative, not a secondary concern.”

    She explained: “By 2024, a total of 28 offshore oil and gas exploration wells and 15 appraisal wells had been drilled, alongside 10 exploratory wells onshore. The country boasts an estimated 11 billion barrels of oil and approximately 2.2 trillion cubic feet of natural gas reserves, making Namibia a key emerging player in the global energy sector. It is our collective responsibility to ensure that these discoveries benefit our people, especially our youth.”

    The imminent production of offshore oil offers significant opportunities for youth in Namibia, ranging from petroleum engineering to geosciences to offshore operations, environmental and regulatory compliance and logistics and support services. As an industry largely in its infancy stage, Namibia’s petroleum sector requires innovation, infrastructure and adaptive policies to ensure offshore resources are developed in both a productive and sustainable manner. Moreso, the country is uniquely positioned to establish an industry that is geared towards the local market from the get-go – and upcoming regulatory restructuring will play an instrumental part in achieving this goal.  

    Namibia’s youth represent a large share of the country’s population, with approximately 71% of the country’s three million residents under the age of 35. This figure is expected to grow even further, with preliminary estimates showing Namibia’s population exceeding six million by 2050. Therefore, it becomes imperative to ensure current policies reflect anticipated growth trends while positioning the petroleum sector as a driver of economic development and job creation. As such, Namibia’s Upstream Petroleum Unit has challenged stakeholders across the country to collaborate and position youth at the forefront of the industry’s development.

    “I call for shared responsibility in this endeavor and challenge us all. I challenge industry players to invest in capacity building. I challenge the academia to align curricula with current and future energy needs. I challenge we, the government, to accelerate youth-focused reforms and policies. And I also challenge you, our youth, to proactively seek knowledge, ask questions and to build networks,” Shilunga said.

    Through collaboration, the Namibian petroleum industry stands to unlock long-term economic opportunities while leveraging petroleum as a catalyst for sustainable development.

    “This oil and gas revolution must be powered by integrity, led with courage and anchored in inclusion. The youth are not only the future of this industry- but they are also its present momentum,” she noted.

    The AEC believes that youth are essential in Africa’s petroleum industry and the Namibian government recognizes the instrumental role they will play in unlocking innovation, economic growth and inclusive development.

    “By restructuring its regulations and implementing policies that support youth empowerment, Namibia is setting a strong standard for domestic oil and gas development in Africa,” stated NJ Ayuk, Executive Chairman of the AEC.

    Distributed by APO Group on behalf of African Energy Chamber.

    Media files

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    MIL OSI Africa

  • MIL-OSI Africa: Zimbabwe sets strategic course for capacity development on sustainable soil management

    Source: APO


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    Zimbabwe has made significant strides towards strengthening its agricultural resilience and soil management capacity through the launch of a new project titled “Capacity Development on Sustainable Soil Management in the Global South.”

    Following the successful high-level launch of the project this week, Zimbabwe has taken a decisive step forward with a two-day inception meeting that built momentum by defining the strategic direction and technical roadmap for project implementation.

    This initiative, supported by the People’s Republic of China under the South-South Cooperation framework is implemented by the Food and Agriculture Organization of the United Nations (FAO) and the Government of Zimbabwe.   

    “This meeting provided a critical platform to align our shared vision and technical priorities. It allowed us to present the strategic foundations of the project, define synergies among national institutions and key stakeholders, while collectively endorsing a clear roadmap for implementation,” said Patrice Talla, FAO Subregional Coordinator for Southern Africa and Representative to Zimbabwe.

    “This process marks a strategic, co-created and coordinated start to delivering sustainable soil management solutions for Zimbabwe,” added Talla.

    The meeting brought together key directorates and departments from the Ministry of Lands, Agriculture, Fisheries, Water and Rural Development (MLAFWRD). The Agricultural Research, Innovation and Specialist Services (ARISS) was represented by the Chemistry and Soil Research Institute (CSRI) whilst the Agricultural and Rural Development Advisory Services (ARDAS) was represented by the department of Agricultural, Technical and Extension Services (AGRITEX), Marondera University of Agricultural Sciences and Technology (MUAST) and international partners including the Chinese Academy of Agricultural Sciences (CAAS).

    Defining technical priorities and implementation framework

    The inception meeting was strategically structured to align technical dialogue with policy priorities. The meeting featured expert presentations on the distribution and management of red soils in Zimbabwe, the current state of soil laboratories and information systems, and comparative insights from China’s red soil management practices.

    These sessions laid the technical foundation for the project, ensuring that all stakeholders had a shared understanding of the scientific context and implementation framework. The meeting transitioned into a participatory planning phase, where stakeholders engaged in group discussions to define workplans for site identification, soil mapping, laboratory analysis, field trials, and farmer trainings through the Global Soil Doctor Programme.

    “This collaborative approach ensured that the project’s implementation plan was not only technically sound but also nationally owned and contextually relevant. The structure of the meeting strategically contributed to the project’s overall objectives, clarifying roles, and setting a clear, actionable roadmap for effective implementation of the project,” said Emmanuel Chikwari, Head of the CSRI.

    As the project moves into its implementation phase, the focus now shifts to delivering on three strategic priority areas: upgrading soil laboratories and developing digital soil maps; demonstrating sustainable soil and fertilizer management practices through field trials and extension training; and facilitating international knowledge exchange through workshops and technical cooperation. These actions will operationalize the project’s vision and deliver tangible outcomes for Zimbabwe’s soil health and agricultural resilience.

    Harnessing the power of South-South Cooperation and learning

    “This project is a powerful demonstration of how South-South Cooperation can drive innovation and capacity development in sustainable agriculture. As an implementing partner, Marondera University is proud to contribute to the rollout of this initiative by applying research, training, and field-evidence-based learning to improve soil management,” said Esther Masvaya, from MUAST.

    “The inception meeting has set a clear, co-owned and co-created direction for implementation, ensuring that Zimbabwe’s soil economy benefits from inclusive planning, shared expertise, and a strong culture of learning that will drive lasting impact,” said Sibongile Mangena-Chikore, Chief Agronomist, AGRITEX.

    FAO and its implementing partners will continue to refine the project’s strategic direction, monitoring progress and learning through regular workshops and field implementation activities.

    “Sustainable soil management is a pivotal activity towards enhanced agricultural production and productivity in the context of climate change. This project is a game changer, especially in the management of red soils in Zimbabwe, which have not received much attention in the past,” said Obert Maminimini, FAO Project Coordinator.

    Through its strong foundation in South-South Cooperation, the project also creates a platform for Zimbabwe to share its experiences, innovations, and lessons learned with other project countries in the Global South, fostering mutual learning and advancing sustainable soil management across regions.

    Distributed by APO Group on behalf of Food and Agriculture Organization of the United Nations (FAO): Regional Office for Africa.

    MIL OSI Africa

  • MIL-OSI Submissions: Medieval skeletons reveal the lasting damage of childhood malnutrition – new study

    Source: The Conversation – UK – By Julia Beaumont, Researcher in Biological Anthropology, University of Bradford

    Beneath churchyards in London and Lincolnshire lie the chemical echoes of famine, infection and survival preserved in the teeth of those who lived through some of the most catastrophic periods in English history.

    In a new study, my colleagues and I examined over 270 medieval skeletons to investigate how early-life malnutrition affected long-term health and life expectancy.

    We focused on people who lived through the devastating period surrounding the Black Death (1348-1350), which included years of famine during the little ice age and the great bovine pestilence (an epidemic that killed two-thirds of cattle in England and Wales). We found that the biological scars of childhood deprivation during this time left lasting marks on the body.

    These findings suggest that early nutritional stress, whether in the 14th century or today, can have consequences that endure well beyond childhood.

    Children’s teeth act like tiny time capsules. The hard layer inside each tooth, called dentine, sits beneath the enamel and forms while we’re growing up. Once formed, it stays unchanged for life, creating a permanent record of what we ate and experienced.

    As our teeth develop, they absorb different chemical versions (isotopes) of carbon and nitrogen from our food, and these get locked into the tooth structure. This means scientists can read the story of someone’s childhood diet by analysing their teeth.

    A method of measuring the chemical changes in sequential slices of the teeth is a recent advance used to identify dietary changes in past populations with greater accuracy.

    When children are starving, their bodies break down their fat stores and muscle to continue growing. This gives a different signature in the newly formed dentine than the isotopes from food. These signatures make centuries-old famines visible today, showing exactly how childhood trauma affected health in medieval times.

    We identified a distinctive pattern that had been seen before in victims of the great Irish famine. Normally, when people eat a typical diet, the levels of carbon and nitrogen in their teeth move in the same direction. For example, both might rise or fall together if someone eats more plants or animals. This is called “covariance” because the two markers vary together.

    But during starvation, nitrogen levels in the teeth rise while carbon levels stay the same or drop. This opposite movement – called “opposing covariance” – is like a red flag in the teeth that shows when a child was starving. These patterns helped us pinpoint the ages at which people experienced malnutrition.

    Lifelong legacy

    Children who survived this period reached adulthood during the plague years, and the effect on their growth was recorded in the chemical signals in their teeth. People with famine markers in their dentine had different mortality rates than those who lacked these markers.

    Children who are nutritionally deprived have poorer outcomes in later life: studies of modern children have suggested that children of low birth weight or who suffer stresses during the first 1,000 days of life have long-term effects on their health.

    For example, babies born small, a possible sign of nutritional stress, seem to be more prone to illnesses such as heart disease and diabetes in adulthood than the population at large. These characteristics can also be passed to future offspring through changes in how genes are switched on or off, known as “epigenetic effects” – which can endure for three generations.

    Epigenetics explained.

    In medieval England, early nutritional deprivation may have been beneficial during catastrophic times by producing adults of short stature and the capacity to store fat, but these people were much more likely to die after the age of 30 than their peers with healthy childhood dentine patterns.

    The patterns for childhood starvation increased in the decades leading up to the Black Death and declined after 1350. This suggests the pandemic may have indirectly improved living conditions by reducing population pressure and increasing access to food.

    The medieval teeth tell us something urgent about today. Right now, millions of children worldwide are experiencing the same nutritional crises that scarred those long-dead English villagers – whether from wars in Gaza and Ukraine or poverty in countless countries.

    Their bodies are writing the same chemical stories of survival into their growing bones and teeth, creating biological problems that will emerge decades later as heart disease, diabetes and early death.

    Our latest findings aren’t just historical curiosities; they’re an urgent warning that the children we fail to nourish today will carry those failures in their bodies for life and pass them on to their own children. The message from the medieval graves couldn’t be clearer: feed the children now or pay the price for generations.


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    Julia Beaumont receives funding from Arts and Humanities research council, British Academy/Leverhulme.

    ref. Medieval skeletons reveal the lasting damage of childhood malnutrition – new study – https://theconversation.com/medieval-skeletons-reveal-the-lasting-damage-of-childhood-malnutrition-new-study-262081

    MIL OSI

  • MIL-OSI Submissions: Weight loss drug demand continues to grow in the UK – here’s what’s being done to keep supplies readily available

    Source: The Conversation – UK – By Liz Breen, Professor of Health Service Operations, School of Pharmacy & Medical Sciences, University of Bradford

    Demand for weight loss jabs has surged in the UK. Mohammed_Al_Ali/ Shutterstock

    Over a fifth of people in the UK have tried to access a weight loss drug in the last year, according to a recent poll.

    Weight loss jabs such as Mounjaro (tirzepatide) and Wegovy (semaglutide) are very effective in managing obesity. Clinical trials have shown that some people lose up to 26% of their body weight while using these drugs.

    With this impact, it’s no wonder a growing number of people are seeking out these products – often buying them in private clinics or online. But with plans to expand access to these drugs through NHS prescriptions, there are concerns that supply may not meet demand – especially for those people in most need.

    In the UK, NHS prescriptions for weight loss jabs are only approved for people who meet strict eligibility requirements. For example, to qualify early for Mounjaro from your GP, you must have health problems due to your weight and a body mass index greater than 40 (adjusted for ethnicity). People assessed by the NHS and given prescriptions will also have access to additional support – such as advice about diet and physical activity.

    Weight loss drugs can be prescribed by specialist clinics and, increasingly, local GPs. But a lack of time and resources means even those who are eligible are left waiting. Consequently, people who can afford to do so are approaching private providers for access to these medicines – despite the potential risks to their health.

    There’s also evidence that people who aren’t clinically eligible for weight loss jabs prescribed by the NHS are purchasing them from online pharmacies.

    Supply issues

    Demand for weight loss jabs is about to grow, as the provision of Mounjaro via GPs is imminent, pending the creation of an infrastructure to support safe local prescribing.

    The number of monthly GP prescriptions in England for Mounjaro has already risen from under 3,000 in March 2024 (on introduction) to over 200,000 in May 2025. Mounjaro (also marketed in the US as Zepbound) is widely considered to be the best weight loss jab currently available and a great commercial success.

    GP prescriptions of all forms of semaglutide (the active ingredient in Wegovy) are more stable, at around 130,000 items per month (including generics and products to treat diabetes).

    While a number of GLP-1 drugs faced shortages last year (including Wegovy and Mounjaro), these shortages have now been resolved. Shortages were spurred by a spike in global demand for these drugs alongside stockpiling by private clinics to feed requests.

    Still, there were reports early this year that certain strengths of Mounjaro were difficult to access. The reasons for this are not clear, but may be due to the novelty of access to this new medication or a lack of access to alternatives.

    Around 220,000 people in England are due to be offered Mounjaro via the NHS over the next three years. However, it’s estimated that 3.4 million people in England could actually be eligible for Mounjaro.

    Mounjaro will initially be offered to 220,000 people on the NHS over the next three years.
    Cynthia A Jackson/ Shutterstock

    Wider NHS access to this drug is being phased to manage staff workload and ensure good support for patients. Phased rollout may also help to ensure there is enough supply for those who need to be prescribed one of these medications.

    Future access

    It’s likely that demand for these weight loss drugs will only continue to grow in the UK, so it’s important that supply is readily available.

    Regulatory agencies have taken some steps to tighten controls of online prescribing of weight loss drugs and prevent misuse. Registered online pharmacies must seek independent verification of key clinical information (such as from a GP or through a person’s medical records) instead of relying on questionnaires or phone calls.

    However, weight loss products remain easy to access for people with money and savvy search skills, but who may be clinically ineligible. The scale of demand from this group is difficult to quantify, but it’s clear more needs to be done to keep patients safe and manage demand.

    Several new weight loss drugs are undergoing trials in the UK. These drugs will work similarly to those already available but may be administered differently (such as an oral tablet). The trials for these and subsequent approvals will not only increase market competition, but also improve patient access and choice.

    Key patents for the manufacture of semaglutide are also due to expire in 2026 and 2031. Once a pharmaceutical product is outside of its patented time frame, other companies can be approved to manufacture it as a generic product.

    A generic product is approved on the basis that it works in the same manner and has equal benefits to the original product. The generics market allows new entrants and new versions of these very popular products onto the market.

    Generic products are usually less expensive and so are bought (where still clinically safe and effective) by the NHS. This change could provide greater access to weight loss medications and save the NHS and patients money in the long term.

    Generic semaglutide products will probably be available in the UK from 2032 but will be initially authorised to treat diabetes rather than weight loss. Still, this should have a positive impact on the availability of prescription drugs used for both diabetes and weight management.

    Generic liraglutide is already available on the NHS for the treatment of diabetes. The liraglutide brand Saxenda is also marketed for weight management. However, liraglutide is less effective than Wegovy or Mounjaro and requires daily injections.

    The number of monthly NHS prescriptions for liraglutide has fallen from over 40,000 in July 2020 to 1,000 in May 2025. This fall was most likely influenced by the discontinuation of the Victoza brand for type 2 diabetes in late 2024. Shortages of all types of GLP-1 drugs, which lasted until the end of 2024, may also have impacted demand for liraglutide.

    For now, NHS staff can report on known demand for these products to inform manufacturing quantities and procurement. What isn’t known is the future demand for online or private purchases of weight management drugs. It’s this “unknown” demand that may mean supply security is challenged and unsustainable.


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

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

    ref. Weight loss drug demand continues to grow in the UK – here’s what’s being done to keep supplies readily available – https://theconversation.com/weight-loss-drug-demand-continues-to-grow-in-the-uk-heres-whats-being-done-to-keep-supplies-readily-available-262065

    MIL OSI

  • MIL-OSI Submissions: Flames to floods: how Europe’s devastating wildfires are fuelling its next climate crisis

    Source: The Conversation – UK – By Ioanna Stamataki, Senior Lecturer in Hydraulics and Water Engineering, University of Greenwich

    In recent years, I have all too often found myself passing over an active wildfire when flying from London to my family home in Greece during the summer months. The sky glows an eerie, apocalyptic red, and the scent of smoke fills the cabin. Silence falls as we become unwilling witnesses to a tragic spectacle.

    Now wildfires are again raging across the Mediterranean. But the flames themselves are only part of the story. As wildfires become more intense and frequent, they’re setting off a dangerous chain reaction – one that also includes a rising risk of devastating floods.

    Author’s photo from a plane landing in Athens last summer.
    Ioanna Stamataki

    In January 2024, Nasa reported that climate change is intensifying wildfire conditions, noting that the frequency of the most extreme wildfires had more than doubled over the past two decades. While some of this is driven by natural weather variability, human-induced warming is clearly playing a major role. Decades of rising temperatures combined with longer and more severe droughts have created ideal conditions for wildfires to ignite and spread.

    This year, another brutal Mediterranean wildfire season is unfolding right before our eyes, with numerous active wildfire fronts across the region. As of July 22 2025, 237,153 hectares have burned in the EU – an increase of nearly 78% from the same period last year. The number of fires rose by about 45%, and CO₂ emissions increased by 23% compared to 2024. These are terrifying statistics.

    Climate phenomena are closely interconnected

    The fires themselves are bad enough. But they’re also closely connected to other climate-related extremes, including floods.

    Natural hazards often trigger chain reactions, turning one disaster into many. In the case of floods, wildfires play a big role both through weather patterns and how the land responds to rain.

    On the weather side, higher temperatures lead to more extreme rainfall, as warmer air can hold more moisture and fuels stronger storms. Intense wildfires can sometimes get so hot they generate their own weather systems, like pyrocumulus clouds – towering storm clouds formed by heat, smoke and water vapour. These clouds can spark sudden, localised storms during or shortly after the fire.

    The damage doesn’t end when the flames die down. Satellite data shows that burned land can remain up to 10°C hotter for nearly a year, due to lost vegetation and damaged soil.

    As the world warms, the atmosphere is able to hold about 7% more moisture for every extra degree. Recent temperatures of 40°C or more in Greece suggest a capacity for more downpours and more flooding.

    Greece is getting hotter and hotter (Each stripe represents one year, with blue indicating cooler and red indicating warmer than the 1961-2010 average).
    Ed Hawkins / Show Your Stripes (Data: Berkeley Earth & ERA5-Land), CC BY-SA

    Wildfires also make the land itself more vulnerable to flooding. Burnt areas respond much faster to rain, as there is less vegetation to slow down the water. Wildfires also change the soil structure, often making it water-repellent. This means more water runs off the surface, erosion increases, and it takes less rain to trigger a flood.

    Under these conditions, a storm expected once every ten years can cause the sort of catastrophic flooding expected only every 100 to 200 years. Water moves much faster across scorched landscapes without plants to slow it down. Wildfires also leave behind a lot of debris, which can be swept up by fast-moving floodwaters.

    While EU-wide data on post-wildfire flood risk is still limited, various case studies from southern Europe offer strong evidence of the connection. In Spain’s Ebro River Basin, for example, research found that if emissions remain high and climate policy is limited, wildfires will increase the probability of high flood risk by 10%.

    Nature’s ability to regenerate is nothing short of magical, but recovering from a wildfire takes time. Burnt soil takes years to return to normal and, during that time, the risks of extreme rainfall are higher. Beyond the impact of wildfires on soil and water, it is important not to overlook the devastating loss of plant and animal species or even entire ecosystems, making the natural world less biodiverse and resilient.

    To reduce the frequency and severity of extreme events, we must focus on repairing climate damage. This means moving beyond isolated perspectives and adopting a multi-hazard approach that recognises how disasters are connected.

    Flooding after wildfires is just one example of how one crisis can trigger another. We need to recognise these cascading risks and focus on long-term resilience over short-term fixes.


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

    Ioanna Stamataki currently receives funding from the Leverhulme Trust and the Royal Society for ongoing flood research. Previous research has been supported by the EPSRC and the Newton Fund (via the British Council) for career development and international collaboration.

    ref. Flames to floods: how Europe’s devastating wildfires are fuelling its next climate crisis – https://theconversation.com/flames-to-floods-how-europes-devastating-wildfires-are-fuelling-its-next-climate-crisis-262204

    MIL OSI

  • MIL-OSI USA: Gov. Kemp Announces 114 Appointments to Boards, Authorities, and Commissions

    Source: US State of Georgia

    Atlanta, GA – Governor Brian P. Kemp today announced 114 appointments and reappointments to various state boards, authorities, and commissions.

    Georgia Composite Medical Board

    Srenni Gangasani and David Retterbush were reappointed.

    Kamesha Harbison is a board-certified obstetrician-gynecologist serving the South Columbus community. She has provided women’s health care in the Chattahoochee Valley for over a decade, delivering comprehensive OB/GYN services and assisting with more than 1,000 births. She has also led community health initiatives, including organizing prenatal education and resource events for expectant mothers. Harbison began her career as a high school biology and chemistry teacher after earning a B.S. and M.Ed. from Xavier University of Louisiana. She later earned her medical degree from the University of Iowa Roy J. and Lucille A. Carver College of Medicine and completed her OB/GYN residency at Mercer University in Macon, Georgia. As an educator, she developed a mentoring program to address adolescent health, hygiene, and goal setting—laying the foundation for her transition into women’s healthcare. She is recognized for her commitment to patient education, community outreach, and improving health outcomes for women across the region.

    State Workforce Development Board

    Bárbara Rivera Holmes was sworn in as the 11th Commissioner of the Georgia Department of Labor and the state’s first Latina constitutional officer on April 4, 2025, by Georgia Gov. Brian Kemp. Holmes’ extensive experience includes appointments by former Gov. Nathan Deal to the Board of Regents of the University System of Georgia, which oversees Georgia’s 26 public colleges and universities, and by former Lt. Gov. Geoff Duncan as co-chair of the Georgia Innovates Task Force, which helped design the state’s technology blueprint. A former journalist, Holmes has earned awards for excellence in journalism from the Georgia Associated Press. She holds degrees in journalism and Spanish from Florida Southern College and studied at Estudio Sampere Internacional in Spain. A native of San Juan, Puerto Rico, Holmes resides in Albany with her husband, David, and their daughter.

    Steve Bradshaw served eight years on the DeKalb County Board of Commissioners. First elected in 2016, he was re-elected in 2020 without opposition. During his tenure, he was twice unanimously elected by his colleagues to serve as Presiding Officer of the Board. He also chaired several key committees, including Finance, Audit and Budget; Public Works and Infrastructure; and County Operations. Prior to public service, Bradshaw spent more than 15 years in the private sector in operations management and business development roles, most recently as business development manager for Delta Global Staffing, a subsidiary of Delta Air Lines. Bradshaw began his professional career as a U.S. Army officer as a tank commander. He served in both domestic and international assignments, including deployment to the Middle East during the First Persian Gulf War. His final military post was as a leadership instructor at the Army Officer Candidate School. He holds a master’s degree in public administration from Georgia State University and later served as an adjunct professor in the university’s Andrew Young School of Policy Studies, teaching both undergraduate and graduate students.

    Hearing Panel of the Judicial Qualifications Commission

    Richard Hyde was reappointed.

    Georgia Board of Examiners of Licensed Dietitians

    Cicely Thomas was reappointed.

    Alison Sturgill is a licensed and registered dietitian with over a decade of clinical experience specializing in oncology nutrition. She currently serves as a clinical dietitian IV at the Emory Proton Therapy Center, where she provides medical nutrition therapy to patients undergoing radiation treatment for various cancers. Previously, she held a similar role at Emory University Hospital, where she led inpatient oncology nutrition care and served as a preceptor and educator for dietetic interns. Sturgill holds both a Master of Science and a Bachelor of Science in Nutrition from Murray State University and is a Certified Specialist in Oncology Nutrition (CSO). Her work has been published in the Journal of Nursing Care Quality, and she remains active in multiple professional organizations, including the Academy of Nutrition and Dietetics.

    Franklin D. Roosevelt Warm Springs Memorial Advisory Committee

    Eric Bentley is retired from the Georgia Department of Natural Resources with over three decades of service to Georgia State Parks and Historic Sites, including a deep and enduring connection to the Little White House State Historic Site. A graduate of the University of Georgia with a degree in forest resources, Bentley began his career at Unicoi State Park before serving in various leadership roles, including park manager at Kolomoki Mounds and Fort Yargo. He was named Manager of the Year in 2009 and later served as Region 3 Manager, where he oversaw operations at the Little White House and F.D. Roosevelt State Park, secured funding, and strengthened partnerships with the Advisory Committee. From 2019 until his retirement in 2022, Bentley served as Assistant Director of State Parks, continuing to advocate for the Little White House and playing a key role in advancing major preservation projects.

    Board of Juvenile Justice

    Lisa Colbert was reappointed.

    State Board of Veterinary Medicine

    Jessica Sewell was reappointed.

    Employee Benefit Plan Council

    Courtney Ware and Christopher Wells were reappointed.

    Angelique McClendon was appointed Commissioner of the Georgia Department of Driver Services (DDS) on May 1, 2025. She joined DDS as General Counsel in 2015 and was later promoted to Assistant Deputy Commissioner of Legal and Regulatory Affairs. Her legal career began in 2005 as an assistant solicitor in DeKalb County, followed by her service as an assistant attorney general for the State of Georgia from 2008 to 2015, where she represented public safety agencies, including DDS.  McClendon has provided legal guidance on major state initiatives, including Georgia’s Digital Driver’s License, and is a recognized expert on identity management, digital credentials, and data privacy. She has held leadership roles with the American Association of Motor Vehicle Administrators (AAMVA), helping shape national policy and best practices in driver’s license administration. She holds a Bachelor of Science in chemistry from Xavier University of Louisiana and a Juris Doctor from Georgia State University College of Law.

    Board of Community Affairs

    Kwanza Hall, Donna Armstrong Lackey, and Charlie Maddox were reappointed.

    State Board of Technical College System of Georgia

    Mike Long, Fran Millar, and Lisa Winton were reappointed.

    North Georgia Mountains Authority

    Jeff Andrews, Randy Dellinger, Patrick Denney, Dan Garcia, and Paul Shailendra were reappointed.

    State Board of Podiatry Examiners

    Rupal Gupta is a board-certified podiatrist with over 20 years of clinical, academic, and administrative experience. She currently practices at Ankle and Foot Centers of America and has held leadership roles in both hospital and professional association settings, including serving as president of the Georgia Podiatric Medical Association and department chief at Emory Johns Creek Hospital. Gupta completed her residency at Jackson North Medical Center, where she received advanced training in surgical and non-surgical foot and ankle care, trauma, and wound management. She holds a Doctorate in podiatric medicine from Kent State University and a bachelor’s degree from Emory University. Dedicated to advancing podiatric medicine and public health, she has been an active advocate for clinical standards and evidence-based policy and continues to serve on various hospital committees and community initiatives.

    Lake Lanier Islands Development Authority

    Daniel Dooley and Lauren Talley were reappointed.

    Georgia Rural Development Council

    Robert “Bob” Ray, Jr. is managing member of Ray Family Farms, LLC, where he and his siblings continue six generations and over 200 years of family farming, now focused on pecan production and pine timber. Before returning full-time to agriculture, Ray served for 15 years as President and CEO of Flint Energies. Ray’s public service includes his tenure as Assistant Secretary of State and Chief Operating Officer under Secretary of State Cathy Cox, where he directed agency operations and intergovernmental affairs. Earlier in his career, he was legislative director for the Georgia Farm Bureau Federation and also worked as a corporate lending officer with NCNB National Bank. He holds a bachelor’s in finance from the University of Georgia’s Terry College of Business. Ray has served in leadership roles with Georgia EMC, Green Power EMC, GRESCO, and Leadership Georgia, and remains active in agricultural and community organizations statewide.

    Georgia Commission on the Holocaust

    Jon Barry is President and Founder of Spectrum Maintenance Services and leads the company’s marketing and growth strategies. His career in commercial real estate spans four decades, including extensive experience in all aspects of brokerage and property management. Initially formed to support Barry’s shopping center management platform, SMS has grown to become Atlanta’s leading full-service property maintenance company. Barry previously served on the Board of Advisors of the Kennesaw State University Entrepreneurship Center, is a member of CEO NetWeavers, and has served as mentor to numerous rising professionals.

    Georgia Ports Authority

    James Allgood, Jr., Leda Chong, and Doug Hertz were reappointed.

    Georgia Student Finance Commission Board of Commissioners

    John Loud, Sarah Hawthorne, Ed Pease, and David Perez were reappointed.

    State Board of Accountancy

    Emily Farrell and Todd Tolbert were reappointed.

    Carlton Hodges is a certified public accountant with more than four decades of experience in public accounting, specializing in tax compliance and audit services. He began his career in 1980 with SRLS, where he advanced to Tax Manager following a merger with Price Waterhouse. His practice focuses on business, individual, fiduciary, and nonprofit tax returns, as well as audit and accounting engagements in sectors such as construction, services, and government-assisted entities. Carlton holds Bachelor of Business Administration degrees in finance and accounting from Armstrong State College. He is a member of both the Georgia Society of CPAs and the American Institute of CPAs, and serves on the board and leadership council of the Georgia Society, where he also chairs the GSCPA Insurance Trust. His civic involvement includes prior service as a Pooler City Councilman, treasurer of the Savannah-Chatham MPC, and leadership roles with the Armstrong Foundation and Rotary Club of Savannah West.

    State Board of Registration for Professional Engineers and Land Surveyors

    Trent Turk was reappointed.

    Board of Commissioners of the Sheriffs’ Retirement Fund of Georgia

    Billy Hancock and Dan Kilgore were reappointed.

    Georgia Sports Hall of Fame Authority

    Bill Shanks and Earl Wright were reappointed.

    Phil Schaefer is an award-winning sportscaster whose career spans more than five decades across basketball, football, baseball, and golf. He was the voice of UGA basketball for 17 years, called Atlanta Hawks games for five seasons, and served as a CBS Radio broadcaster for the NCAA Tournament for 20 years. In football, he spent 16 years as UGA’s color commentator, 10 years as the voice of the Peach Bowl, and 20 years as public address announcer for the Atlanta Falcons. Schaefer also covered the Braves for 39 years and the Masters Tournament for 55 consecutive years, earning the Masters Major Achievement Award in 2010. A three-time Georgia Sportscaster of the Year, Schaefer held leadership roles at WSB Radio and later served as Athletic Coordinator for the DeKalb County School System. He is a member of the Georgia Radio Hall of Fame and the Georgia Sports Hall of Fame, and has received over 40 national and regional journalism awards, including a Peabody. He holds degrees from Ohio State University and Georgia State University and is the author of Sins of a Southern Sportscaster.

    Board of Behavioral Health and Developmental Disabilities

    Deb Bailey, Amanda Owens, Bill Slaughter, Jean Sumner, and Jimmy Thomas were reappointed.

    Georgia Behavior Analyst Licensing Board

    Margaret Molony and Robin Osborne were reappointed.

    Georgia Public Telecommunications Commission

    Greg Garrett and Mary Ellen Imlay were reappointed.

    Stephen Lawson is a principal in Dentons’ Regulatory, Public Policy, and Government Affairs practice in Atlanta, with nearly 15 years of experience in public affairs, communications, and political strategy. He has advised Fortune 500 companies, nonprofits, trade associations, and elected officials on complex issues including policy strategy, crisis management, media relations, and advocacy. Prior to joining Dentons, Lawson was president of Full Focus Communications, a public affairs firm based in Atlanta. He has served in senior advisory roles for high-profile public officials, including Florida Governors Rick Scott and Ron DeSantis, and in Georgia for Lieutenant Governor Burt Jones, Agriculture Commissioner Tyler Harper, Congressman Mike Collins, and Speaker of the House Jon Burns.

    George Levert is a retired venture capitalist with more than two decades of experience in technology investment. He was a Founding Partner of Kinetic Ventures, where he led investments in telecommunications, network automation, and internet technologies. He served on the boards of more than a dozen venture-backed companies, including Metricom, Pathfire, and Proficient Networks. Prior to his career in venture capital, he held roles with Oglethorpe Power Corporation, Accenture, Boeing, and the U.S. Navy Civil Engineer Corps during the Vietnam War. Levert holds a B.S. in electrical engineering from Louisiana Tech University and an M.S. in management from Georgia Tech. He has served on numerous civic and nonprofit boards, including the Georgia Tech Foundation, Catholic Charities of Atlanta, the Atlanta Opera, and the American Red Cross. He is also a former board member of the Smithsonian National Museum of African Art and the Museum of the American Indian. Levert has endowed multiple scholarships and leadership awards and remains active in philanthropic, educational, and faith-based organizations. He and his wife, Dale, live in Atlanta and have two sons and two granddaughters.

    Savannah-Georgia Convention Center Authority

    Bert Brantley, Martin Miller, and Pritpal Singh were reappointed.

    Board of Human Services

    Lisa Hamilton, Scott Johnson, and Jack Williams were reappointed.

    Criminal Justice Coordinating Council

    Nancy Bills, Denise Downer-McKinney, Ron Freeman, Scotty Hancock, and Joe Hood were reappointed.

    Board of Public Health

    James Curran, Lucky Jain, Mitch Rodriguez, Ryan Shin, and T.E. Valliere-White were reappointed.

    Professional Standards Commission

    Angela Byrne has over 11 years of teaching experience in public and private schools. She currently teaches ESOL to K–6 students at Anna K. Davie Elementary in Rome City Schools, where she has served for the past six years. Her previous roles include teaching kindergarten, fourth, and fifth grade. She holds certifications in Elementary Education and Middle Grades Math and Science, with endorsements in ESOL and Online Teaching. She has received the Rome City Schools Central Office Support Employee of the Year and the Anna K. Davie Star Teacher Award. Byrne lives in Rome, Georgia, with her husband, Lewis, and their three children.

    Christy Edwards is an elementary educator with 14 years of experience in the Hall County School System. She currently serves as the Language Lab Teacher at Tadmore Elementary, focusing on data-driven instruction and student performance. She previously taught second, fourth, and fifth grades, as well as Early Intervention Program (EIP) support. She holds a B.S. in early childhood education from the University of North Georgia and an ESOL endorsement from Pioneer RESA. Edwards has served as a Leadership Team member, RTI representative, and professional learning facilitator.

    Zach Miller is a certified elementary educator currently teaching reading, science, and social studies at Roan School in Dalton. He holds a Bachelor of Science in early childhood education from Dalton State College and is certified in Early Childhood Education (P-5), with endorsements in ESOL and K–5 Mathematics. Named Teacher of the Year at Roan School in 2025, Miller focuses on a student-centered approach that integrates project-based learning and relationship-building to drive academic success. He founded the District Elementary Soccer Tournament and mentors students through Soccer for Success. He also leads Roan’s Soccer and Disc Golf Clubs, coordinates the Social Studies Bee, and partners with local nonprofits to support families in need. Miller is active in his church, serving as vice chairman of the deacons at Fellowship Bible Church and leading the soccer portion of Grace Presbyterian Church’s summer sports camp.

    State Rehabilitation Council

    Jo Ellen Hancock is a long-serving advocate and leader in the fields of special education, behavioral health, and community engagement. Since 2005, she has served as the parent mentor for special education with the Cherokee County School District, supporting families and fostering collaboration between schools and parents of students with disabilities. She holds multiple leadership roles across state and local behavioral health organizations, including chair of the Statewide Leadership Council and immediate past chair of the Region 1 Advisory Council for the Georgia Department of Behavioral Health and Developmental Disabilities (DBHDD). She also serves on the Georgia Behavioral Health Planning and Advisory Council and the Behavioral Health Services Coalition. Hancock is a certified peer specialist – parent and currently chairs the Cherokee County Local Interagency Planning Team (LIPT), where she has led efforts to coordinate services for children with complex needs since 2018. She serves on the advisory board for NAMI Georgia and is communications chair for the Holly Springs Optimist Club.

    Charity Roberts assumed the position of State Director (IDEA) for the Office of Federal Programs Division for Exceptional Children on January 1, 2025. She is a quadruple Eagle from Georgia Southern University, obtaining her bachelor’s and master’s degrees in special education. She completed a specialist and doctorate degree in educational leadership. She is certified in multiple fields within general and special education, such as elementary education, reading (P-8), special education preschool, physical and health disabilities, and P-12 special education adaptive and general curriculum. Roberts has over 30 years of experience in special education instruction and leadership in a variety of roles. After serving as a special education teacher, she became a district director of special education. From there, Roberts provided leadership support as a GLRS Director for twelve years before joining the Georgia Department of Education Office of Rural Education and Innovation.

    Board of Community Supervision

    Jimmy Kitchens and Steve Queen were reappointed.

    Judicial Legal Defense Fund Commission

    Christine Hayes serves as Deputy Executive Counsel in the Office of Governor Brian P. Kemp. Prior to joining the Governor’s staff, she was director of governmental affairs for the State Bar of Georgia, where she worked on a variety of legislative issues that affect the judiciary and the legal profession. She also held roles at the Judicial Council/Administrative Office of the Courts, Georgia General Assembly, and as an associate at Fields Howell where she focused on insurance coverage issues and related litigation. Hayes holds a bachelor’s degree in political science from the University of Florida and a law degree from Emory University. She and her husband, Jonathan, live in Atlanta with their two daughters.

    State Board of Long-term Care Facility Administrators

    Timothy Bush and Laura Cayce were reappointed.

    Suzanne Gerhardt serves as Senior Vice President of Health Services at PruittHealth, Inc., where she oversees skilled nursing center operations across four states. With a career in long-term care that began in 1983, she brings decades of hands-on experience in healthcare management, including roles in business operations, social services, admissions, and auditing. Gerhardt became a licensed Nursing Home Administrator in 1997 and has since managed multiple facilities and regional operations. She is known for her focus on regulatory compliance, operational efficiency, and improving patient outcomes. In addition to her leadership at PruittHealth, she has served in various roles with the Georgia Health Care Association, including Chair of the Board and, currently, as immediate past chair.

    Donna Sant is a public policy professional with extensive experience in political organizing, campaign operations, and grassroots leadership. She served as Chairman of the Houston County Republican Party from 2018 to 2024 and has held multiple roles within the Georgia Republican Party, including State Committee Member and County Vice Chair. She has led volunteer efforts, managed election headquarters, coordinated large-scale events, and served as a liaison between voters and candidates. Sant holds a master’s in public policy from Liberty University and a B.F.A. in TV/Film production from Valdosta State College. A graduate of Republican Leadership for Georgia, she is also a recipient of the Ted & Barbara Waddle Award of Excellence. She lives in Elko, Georgia, with her husband. They have three adult children. Sant will serve as the consumer member on the State Board of Long-term Care Facility Administrators.

    Board of Trustees of the Teachers Retirement System of Georgia

    Mary Elizabeth Davis is the Superintendent of Cherokee County Schools, serving 42,000 students. She has spent nearly 20 years in Georgia public education, holding leadership roles in four school districts. Prior to her current role, she served as Superintendent of Henry County Schools for nearly seven years, where she led improvements in operational systems, financial management, and student outcomes. Her previous roles include Chief Academic Officer in Cobb County and Assistant Superintendent for Curriculum and Instruction in Gwinnett County. She began her career as a chemistry teacher and coach in Fairfax County, Virginia. Davis was named one of District Administration’s 100 most influential education leaders in 2024 and is a former finalist for Georgia Superintendent of the Year. She holds a chemistry degree from Messiah College and a Ph.D. in Education Policy from Georgia State University. She lives in Canton, Georgia with her husband and two children.

    Board of Juvenile Justice

    Lisa Colbert was reappointed.

    State Board of Veterinary Medicine

    Jessica Sewell was reappointed.

    Georgia Opioid Settlement Advisory Commission

    Trey Bennett is the general counsel and grants division director for the Georgia Governor’s Office of Planning and Budget. A seasoned attorney and public policy advisor, Bennett has over a decade of legal and governmental experience, including past service as deputy executive counsel to Governor Brian Kemp. He oversees the ethical execution of billions of dollars in federal grant funding, advises on statewide emergency responses, and helps shape key legislation across multiple sectors. Bennett also has substantial courtroom experience, having served as both a criminal prosecutor and a defense attorney in Northeast Georgia. He holds a J.D. from the University of Georgia School of Law and lives in Hoschton, Georgia, with his wife, Katherine, and their four children.

    Council for the Arts- Chair

    Colt Chambers was reappointed.

    Board of Commissioners of the Superior Court Clerks’ Retirement Fund of Georgia

    Timothy Harper, Linda Hays, Daniel Jordan, Michael King, and Rhett Walker were reappointed.

    Georgia Public Service Commission Advisory Committee

    Jeff Jacques is a civil engineering professional with over 35 years of experience in transportation and utility coordination. He began his career with the Georgia Department of Transportation in 1983 as a civil engineer co-op and held various roles over a 20 year tenure, including district utilities engineer and area maintenance engineer. Since 2007, he has served as worksite utility coordination supervisor and utility coordination manager with CWM. Jacques is actively involved in the Georgia Utility Coordination Council, Georgia 811 Excavator Advisory Council, GHCA Utilities Task Force, and the GUCC Legislative Committee. He also served Franklin County as a Republican member of the Board of Commissioners from 2002 to 2018 and as Chairman from 2023 to 2024. A graduate of Emmanuel College and Southern Tech, Jacques resides in Franklin County with his wife, Christy. They have three adult children, and he is a member of Liberty Baptist Church in Carnesville.

    Disability Services Ombudsman Medical Review Group

    George Leach is an Assistant Professor of Emergency Medicine at Emory University School of Medicine and an attending physician at Grady Memorial Hospital. He has over 15 years of clinical and academic experience, with a focus on quality improvement, systems-based practice, and medical education. Leach completed his undergraduate studies at the University of North Carolina and earned his medical degree from Emory University, where he also completed his emergency medicine residency and served as chief resident. His academic contributions include developing a national curriculum for advanced emergency medicine learners and leading peer review process improvements at Grady. He is a member of multiple professional organizations, including the American College of Emergency Physicians and the Society for Academic Emergency Medicine. Dr. Leach has received numerous teaching awards and is actively involved in resident education, mentorship, and committee leadership at Emory and Grady.

    Georgia Environmental Finance Authority

    Jimmy Andrews and Travis Turner were reappointed.

    Georgia Child Support Commission

    Ben Land was reappointed.

    Behavioral Health Reform and Innovation Commission

    Kevin Tanner was reappointed as Chairman.

    Karen Bailey, Melanie Dallas, Jason Downey, Nora Haynes, Miriam Shook, Sarah Vinson, DeJuan White, and Michael Yochelson were reappointed.

    DeAnna Julian serves as Chief Executive Officer of the Frazer Center, a nonprofit providing inclusive early childhood, adult, and behavioral health services for individuals with intellectual and developmental disabilities (IDD). She also serves as President of the Service Providers Association for Developmental Disabilities (SPADD), where she works to strengthen Georgia’s IDD service network through policy engagement and provider collaboration. A former special education teacher, Julian holds certifications in special education, early childhood, and physical education, along with a master’s degree in education and transition services from the University of Kansas. She previously served as Executive Director of The Arc of Southwest Georgia, leading efforts to expand access and advance systemic reform. With more than 20 years of leadership in education and disability services, Julian has been recognized with honors including the Annette Bowling Advocacy Award and Albany’s Top 40 Under 40. She lives in Atlanta with her husband, Steve, and their two adult children.

    Carey Parrott, Sr. is the founder and CEO of Parrott Counseling Services, LLC, with over two decades of experience in addiction and mental health counseling. A licensed clinical social worker, master addictions counselor, certified clinical supervisor, and certified peer specialist for addictive diseases, he provides direct care and specialized services to individuals, families, and justice-involved populations, including re-entry and mandated clients. Parrott is a two-time graduate of the University of Georgia, earning a B.S. in psychology and an M.S.W. He later earned a doctorate in clinical social work leadership from Tulane University. His professional background includes service as caregiver support coordinator at the U.S. Department of Veterans Affairs, where he supported veterans and families navigating the challenges of mental illness and substance use. He has also served as a consultant to the Georgia Department of Behavioral Health and Developmental Disabilities, providing clinical supervision and workforce development for addiction counselors statewide. Parrott began his career working in residential treatment settings and community behavioral health programs. He is recognized for his collaborative, personalized approach and his ongoing commitment to supporting recovery and resilience in the Athens community and beyond.

    Child Advocate Advisory Committee

    Andre Blanchard and Jay Watkins were reappointed.

    Georgia Hotel Motel Tax Performance Review Board

    David Dukes was reappointed. 

    MIL OSI USA News

  • MIL-OSI: EarthOptics™ Surpasses 5 Million Acres Mapped, Solidifies Position as Global Leader In Soil Measurement

    Source: GlobeNewswire (MIL-OSI)

    MINNEAPOLIS, July 31, 2025 (GLOBE NEWSWIRE) — EarthOptics, the leading soil data and measurement platform, has now mapped over five million acres of farmland and rangeland across its agronomic and sustainability business lines. This milestone further cements EarthOptics position as the world’s most comprehensive soil intelligence company—and the unrivaled leader in below-ground data.

    EarthOptics rapid scaling is driving a seismic shift in agriculture, from input efficiency to sustainability measurement, spanning the continental U.S. states and multiple continents. The company’s robust footprint now fuels the largest soil metagenomic dataset ever assembled, unlocking unprecedented insights into the biological, chemical, and physical properties of soil.

    “Our vision is to transform how the world understands and manages soil,” said Lars Dyrud, CEO of EarthOptics. “Surpassing 5 million acres isn’t just a milestone in growth—it’s a signal that the future of agriculture depends on deeper, smarter, and scalable soil insights. No one is doing this at the scale, speed, or accuracy that we are.”

    EarthOptics integrated platform combines ground-truth physical samples with its GroundOwl™ multimodal sensor and artificial intelligence (AI) models. This next-generation approach generates the highest-resolution, actionable insights for growers, agronomists, carbon market operators, and input providers alike. With thousands of soil samples collected weekly, EarthOptics enables data-driven decisions for fertility planning, tillage, crop planning, carbon credits, and biological interventions. The company’s technologies are reducing customer costs by minimizing required sampling and unlocking new value from the soil, be it improved yields or verified carbon sequestration.

    Their unmatched scale has created the world’s most expansive biological soil database, positioning the company at the forefront of predictive agronomy, input optimization, and sustainable land management. This biological dataset is already being utilized to facilitate the early detection of pests, pathogens, and nutrient deficiencies through AI-based modeling.

    Partnering with carbon registries, food brands, ranchers, farmers, agronomists, and input companies, EarthOptics is emerging as the leader in scalable soil analytics. With an expanding customer base and increasing demand for trusted data to back sustainability claims, the company’s reach is accelerating. For more information, go to www.earthoptics.com.

    About EarthOptics

    Headquartered in Minneapolis, Minnesota, EarthOptics harnesses advances in soil-sensing technologies, genomics, and data science to provide farmers and ranchers with deep, actionable insights into their soil’s chemical, physical, and biological properties. By blending cutting-edge laboratory analysis with industry-leading field-based sensors, we deliver powerful predictive insights that enable producers to optimize input use, improve soil health, increase yields, and unlock new opportunities in sustainable agriculture. EarthOptics is also the leading carbon measurement company in the U.S., supporting the growth of carbon markets with accurate, verifiable soil data. The company has offices in Raleigh, North Carolina; Emeryville, California; Blacksburg, Virginia; and Fayetteville, Arkansas, with laboratories in Emeryville, California, and Memphis, Tennessee. Learn more at www.EarthOptics.com.

    For media interviews or to request investor materials, please contact:
    Natalie McCracken
    Director of Marketing
    708-220-4342
    natalie.mccracken@earthoptics.com

    For media interviews, contact:
    Jill Means
    Mod Op Vice President, Account Director
    515-710-2667
    jill.means@modop.com

    The MIL Network

  • MIL-OSI: Latest Release of Quark Publishing Platform® Delivers Accelerated AI- Powered Content Automation at Scale for Highly Regulated Industries

    Source: GlobeNewswire (MIL-OSI)

    GRAND RAPIDS, Mich., July 31, 2025 (GLOBE NEWSWIRE) — Quark Software, the global provider of content automation, intelligence and design software, today announced the July 2025 release of Quark Publishing Platform® (QPP), its enterprise content lifecycle management platform designed to revolutionize how highly regulated industries manage, author, and deliver complex content.

    Built to address the documentation challenges of sectors such as financial services, life sciences, manufacturing, and public sector organizations, the SaaS platform offers unparalleled levels of automation, compliance, and personalization — specifically for use cases like client investment reports, drug safety reports, SOPs, technical data sheets, policy documents, and legislative reports.

    Next-Level Automation with Strict Regulatory Guardrails and Governance

    The July 2025 release introduces powerful new capabilities that enable enterprise content teams to:

    • Achieve 80–100% batch automation of recurring content through data-driven personalization powered by Content Variables
    • Convert unstructured content into structured, reusable, tagged components for compliant output, reducing onboarding costs by 50–80%
    • Leverage AI-powered Repeatable Accelerator Packs (RAPs) for sector-specific use cases, cutting onboarding cycles by 25–30%
    • Seamlessly reuse brand-compliant, design-rich content in Microsoft PowerPoint, drastically improving presentation workflows
    • Gain access to workflow enhancements including agile content strategy, smarter authoring workflows, enhanced usability, and enhanced Microsoft 365 Office desktop app integration

    The result is a smarter, faster, and more scalable way to manage regulated content across global teams — without compromising on compliance, accuracy, or brand consistency.

    Executive Insight
    “This release is a game-changer for content teams facing complex, regulatory data integration and workflow demands,” said Amit Sood, SVP Enterprise Products at Quark. “By combining powerful AI with structured content models, we’ve created a platform that accelerates use case deployment and transforms unstructured content into reusable, audit-ready components to drive enterprise-grade AI. It’s about faster outcomes, better compliance, and enabling teams to do more with less.”

    Built for the Industries That Can’t Afford to Get Content Wrong
    From automating client-facing investment communications to streamlining drug safety reporting, policy documentation, and manufacturing SOPs, QPP is built to support high-stakes content processes where speed and accuracy are critical.

    Use cases include:

    • Financial Services: Fund factsheets, ESG disclosures, regulatory filings
    • Life Sciences: PSURs, CSRs, PADERs, and labeling updates
    • Manufacturing: Technical guides, data sheets, SOPs
    • Public Sector: Legislative documents, policy updates, legal frameworks

    Enterprise-Grade Integration and Security
    The new platform is powered by Microsoft Azure Cloud Services and integrates directly with Microsoft 365 desktop applications — ensuring security, scalability, and accessibility across regulated ecosystems. Advanced permissions, traceable workflows, and Automated Content Validations features ensure trust and accountability across every step of the content lifecycle.

    About Quark
    Quark is a leading provider of AI-powered content automation solutions for highly regulated industries. QPP enables organizations to transform how they create, manage, and distribute content by combining intelligent automation, data integration, and compliance frameworks. With customers worldwide, Quark empowers teams to accelerate enterprise content lifecycle management while ensuring accuracy and regulatory readiness. Visit quark.com for more information.

    Media Contacts:
    Emerson Welch
    Quark
    ewelch@quark.com

    https://www.linkedin.com/in/emerson-welch/

    The MIL Network

  • MIL-OSI Africa: Cricket’s great global divide: elite schools still shape the sport

    Source: The Conversation – Africa – By Habib Noorbhai, Professor (Health & Sports Science), University of Johannesburg

    If you were to walk through the corridors of some of the world’s leading cricket schools, you might hear the crack of leather on willow long before the bell for the end of the day rings.

    Across the cricketing world, elite schools have served as key feeder systems to national teams for decades. They provide young players with superior training facilities, high-level coaching and competitive playing opportunities.

    This tradition has served as cricket’s most dependable talent pipeline. But is it a strength or a symptom of exclusion?

    My recent study examined the school backgrounds of 1,080 elite men’s cricketers across eight countries over a 30-year period. It uncovered telling patterns.


    Read more: Cricket: children are the key to the future of the game, not broadcast rights


    Top elite cricket countries such as South Africa, England and Australia continue to draw heavily from private education systems. In these nations, cricket success seems almost tied to one’s school uniform.

    I argue that if cricket boards want to promote equity and competitiveness, they will need to broaden the talent search by investing in grassroots cricket infrastructure in under-resourced areas.

    For cricket to be a sport that anyone with talent can succeed in, there will need to be more school leagues and entry-level tournaments as well as targeted investment in community-based hubs and non-elite school zones.

    Findings

    South Africa is a case in point. My previous study in 2020 outlined that more than half of its national players at One-Day International (ODI) World Cups came from boys-only schools (mostly private).

    These schools are often well-resourced, with turf wickets, expert coaches and an embedded culture of competition. Unsurprisingly, the same schools tend to produce a high number of national team batters, as they offer longer game formats and better playing surfaces. Cricket’s colonial origins have influenced the structure and culture of school cricket being tied to a form of privilege.


    Read more: Elite boys’ schools still shape South Africa’s national cricket team


    In Australia and England, the story is not very different. Despite their efforts to diversify player sourcing, private schools still dominate. Even in cricketing nations that celebrate working-class grit, such as Australia, private school players continue to shape elite squads.

    The statistics say as much; for example: about 44% of Australian Ashes test series players since 2010 attended private schools, and for England, the figure is 45%. That’s not grassroots, it could be regarded as gated turf…

    Proportion of elite male cricketers by school type. Habib Noorbhai

    Yet not all countries follow this route. The West Indies, Pakistan and Sri Lanka reflect very different models. Club cricket, informal play and community academies provide their players with opportunities to rise. These countries have lower reliance on private schools. Some of their finest players emerged from modest public schooling or neighbourhood cricketing networks.

    India provides an interesting hybrid. Although elite schools such as St. Xavier’s and Modern School contribute players, most national stars emerge from public institutions or small-town academies. The explosion of the Indian Premier League since 2008 has also democratised access, pulling in talent from previously overlooked and underdeveloped cities.

    In these regions, scouting is based on potential, not privilege.

    So why does this matter?

    At first glance, elite schools producing elite cricketers might appear logical. These institutions have the resources to nurture talent. But scratch beneath the surface and troubling questions appear.

    Are national teams truly reflecting their countries? Or are they simply echo chambers of social advantage?


    Read more: Cricket inequalities in England and Wales are untenable – our report shows how to rejuvenate the game


    In South Africa, almost every Black African cricketer to represent the country has come through a private school (often on scholarship). That suggests that talent without access remains potentially invisible. It also places unfair pressure on the few who make it through, as if they carry the hopes of entire communities.

    I found that in England, some county systems have started integrating players from state schools, but progress is slow. In New Zealand, where cricket is less centralised around private institutions, regional hubs and public schools have had more success in spreading opportunities. However, even there, Māori and Pasifika players remain underrepresented in elite squads.

    Four steps that can be taken

    1. One solution lies in recognising that schools don’t have a monopoly on talent. Cricket boards must increase investment in grassroots infrastructure, particularly in under-resourced areas. Setting up community hubs, supporting school-club partnerships and more regional competitions could discover hidden talent.

    2. Another step is to improve the visibility and reach of scouting networks. Too often, selection favours players from known institutions. By diversifying trial formats and leveraging technology (such as video submissions or performance-tracking apps), selectors can widen their net. It’s already happening in India, where IPL scouts visit the most unlikely of places.

    3. Coaching is another stumbling block. In many countries, high-level coaches are clustered in elite schools. National boards should consider optimising salaries as well as rotating certified coaches into public schools and regional academies. They should also ensure coaches are developed to be equipped to work with diverse learners and conditions.

    4. Technology offers other exciting possibilities too. Virtual simulations, motion tracking and AI-assisted video reviews are now common in high-performance centres. Making simplified versions available to lower-income schools could level the playing field. Imagine a township bowler in South Africa learning to analyse their technique using only a smartphone and a free app?

    Fairness in sport

    The conversation about schools and cricket is not just about numbers or stats. It is about fairness. Sport should be the great leveller, not another mechanism of exclusion. If cricket is to thrive, it needs to look beyond scoreboards and trophies. It must ask who gets to play and who never gets seen?


    Read more: Why is cricket so popular on the Indian sub-continent?


    A batter from a village school in India, a wicket-keeper from a government school in Sri Lanka or a fast bowler in a South African township; each deserves the chance to be part of the national story. Cricket boards, policymakers and educators must work together to make that possible.

    The game will only grow when it welcomes players from all walks of life. That requires more than scholarships. It requires a reset of how we think about talent. Because the next cricket superstar may not wear a crest on their blazer. They may wear resilience on their sleeve.

    – Cricket’s great global divide: elite schools still shape the sport
    – https://theconversation.com/crickets-great-global-divide-elite-schools-still-shape-the-sport-261709

    MIL OSI Africa

  • MIL-OSI Analysis: Cricket’s great global divide: elite schools still shape the sport

    Source: The Conversation – Africa – By Habib Noorbhai, Professor (Health & Sports Science), University of Johannesburg

    If you were to walk through the corridors of some of the world’s leading cricket schools, you might hear the crack of leather on willow long before the bell for the end of the day rings.

    Across the cricketing world, elite schools have served as key feeder systems to national teams for decades. They provide young players with superior training facilities, high-level coaching and competitive playing opportunities.

    This tradition has served as cricket’s most dependable talent pipeline. But is it a strength or a symptom of exclusion?

    My recent study examined the school backgrounds of 1,080 elite men’s cricketers across eight countries over a 30-year period. It uncovered telling patterns.




    Read more:
    Cricket: children are the key to the future of the game, not broadcast rights


    Top elite cricket countries such as South Africa, England and Australia continue to draw heavily from private education systems. In these nations, cricket success seems almost tied to one’s school uniform.

    I argue that if cricket boards want to promote equity and competitiveness, they will need to broaden the talent search by investing in grassroots cricket infrastructure in under-resourced areas.

    For cricket to be a sport that anyone with talent can succeed in, there will need to be more school leagues and entry-level tournaments as well as targeted investment in community-based hubs and non-elite school zones.

    Findings

    South Africa is a case in point. My previous study in 2020 outlined that more than half of its national players at One-Day International (ODI) World Cups came from boys-only schools (mostly private).

    These schools are often well-resourced, with turf wickets, expert coaches and an embedded culture of competition. Unsurprisingly, the same schools tend to produce a high number of national team batters, as they offer longer game formats and better playing surfaces. Cricket’s colonial origins have influenced the structure and culture of school cricket being tied to a form of privilege.




    Read more:
    Elite boys’ schools still shape South Africa’s national cricket team


    In Australia and England, the story is not very different. Despite their efforts to diversify player sourcing, private schools still dominate. Even in cricketing nations that celebrate working-class grit, such as Australia, private school players continue to shape elite squads.

    The statistics say as much; for example: about 44% of Australian Ashes test series players since 2010 attended private schools, and for England, the figure is 45%. That’s not grassroots, it could be regarded as gated turf…

    Yet not all countries follow this route. The West Indies, Pakistan and Sri Lanka reflect very different models. Club cricket, informal play and community academies provide their players with opportunities to rise. These countries have lower reliance on private schools. Some of their finest players emerged from modest public schooling or neighbourhood cricketing networks.

    India provides an interesting hybrid. Although elite schools such as St. Xavier’s and Modern School contribute players, most national stars emerge from public institutions or small-town academies. The explosion of the Indian Premier League since 2008 has also democratised access, pulling in talent from previously overlooked and underdeveloped cities.

    In these regions, scouting is based on potential, not privilege.

    So why does this matter?

    At first glance, elite schools producing elite cricketers might appear logical. These institutions have the resources to nurture talent. But scratch beneath the surface and troubling questions appear.

    Are national teams truly reflecting their countries? Or are they simply echo chambers of social advantage?




    Read more:
    Cricket inequalities in England and Wales are untenable – our report shows how to rejuvenate the game


    In South Africa, almost every Black African cricketer to represent the country has come through a private school (often on scholarship). That suggests that talent without access remains potentially invisible. It also places unfair pressure on the few who make it through, as if they carry the hopes of entire communities.

    I found that in England, some county systems have started integrating players from state schools, but progress is slow. In New Zealand, where cricket is less centralised around private institutions, regional hubs and public schools have had more success in spreading opportunities. However, even there, Māori and Pasifika players remain underrepresented in elite squads.

    Four steps that can be taken

    1. One solution lies in recognising that schools don’t have a monopoly on talent. Cricket boards must increase investment in grassroots infrastructure, particularly in under-resourced areas. Setting up community hubs, supporting school-club partnerships and more regional competitions could discover hidden talent.

    2. Another step is to improve the visibility and reach of scouting networks. Too often, selection favours players from known institutions. By diversifying trial formats and leveraging technology (such as video submissions or performance-tracking apps), selectors can widen their net. It’s already happening in India, where IPL scouts visit the most unlikely of places.

    3. Coaching is another stumbling block. In many countries, high-level coaches are clustered in elite schools. National boards should consider optimising salaries as well as rotating certified coaches into public schools and regional academies. They should also ensure coaches are developed to be equipped to work with diverse learners and conditions.

    4. Technology offers other exciting possibilities too. Virtual simulations, motion tracking and AI-assisted video reviews are now common in high-performance centres. Making simplified versions available to lower-income schools could level the playing field. Imagine a township bowler in South Africa learning to analyse their technique using only a smartphone and a free app?

    Fairness in sport

    The conversation about schools and cricket is not just about numbers or stats. It is about fairness. Sport should be the great leveller, not another mechanism of exclusion. If cricket is to thrive, it needs to look beyond scoreboards and trophies. It must ask who gets to play and who never gets seen?




    Read more:
    Why is cricket so popular on the Indian sub-continent?


    A batter from a village school in India, a wicket-keeper from a government school in Sri Lanka or a fast bowler in a South African township; each deserves the chance to be part of the national story. Cricket boards, policymakers and educators must work together to make that possible.

    The game will only grow when it welcomes players from all walks of life. That requires more than scholarships. It requires a reset of how we think about talent. Because the next cricket superstar may not wear a crest on their blazer. They may wear resilience on their sleeve.

    Habib Noorbhai 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. Cricket’s great global divide: elite schools still shape the sport – https://theconversation.com/crickets-great-global-divide-elite-schools-still-shape-the-sport-261709

    MIL OSI Analysis

  • MIL-OSI United Kingdom: The need for specialist foster carers

    Source: City of Derby

    Understanding the need for specialist foster care

    In England, as of 31 March 2024, there were over 83,000 children in care, a number that has steadily increased over the past decade (Department for Education, 2024). While many children thrive in general foster placements, a significant proportion require specialist care due to complex emotional, behavioural, or psychological needs. These young people may have experienced trauma, abuse, neglect, or multiple placement breakdowns.

    Specialist foster care provides a structured, therapeutic environment for these children and young people, helping them begin to recover and build a positive future. It is a tailored approach that demands more intensive training and support for carers, but also offers greater impact.

    Case study: Jordan’s Story

    Jordan is 15 years old. He loves science fiction and is fascinated by technology and space exploration. But behind his bright curiosity is a young person who has faced trauma and disrupted attachments. Jordan has difficulty trusting adults and managing his emotions, which has led to several failed placements.

    Yet, in the right environment, one that is safe, consistent, and understanding Jordan begins to open up. He becomes more confident at school, engages in hobbies, and starts building meaningful relationships.

    Jordan’s story illustrates what many children in care need not just a home, but a specialist foster placement that supports healing and personal growth.

    (The above is a representation of a young person in foster care)

    What is specialist fostering?

    Specialist fostering is designed for children and young people with more complex needs who may not be suited to standard foster care. These placements require carers with advanced training and the emotional resilience to manage challenging behaviours, trauma responses, or mental health issues.

    Key features of specialist fostering include:

    • Therapeutic care models and trauma-informed approaches
    • Enhanced financial allowances reflecting the intensity of care required
    • Access to professional supervision and ongoing training
    • Close collaboration with social workers, therapists, and education professionals

    Specialist carers often come from backgrounds in health, education, social care, or emergency services, but individuals from all walks of life who are emotionally mature, patient, and motivated can be successful.

    The impact of specialist foster care

    Specialist foster care can have a profound and measurable impact on the lives of children and young people with complex needs. 

    Young people in specialist foster care often experience:

    • Fewer school exclusions, indicating improved behaviour and engagement in education
    • Better emotional regulation, supported by consistent routines and therapeutic approaches
    • Greater placement stability, with fewer breakdowns compared to standard foster placements
    • Improved long-term mental health, including reduced anxiety and trauma-related symptoms over time

    In addition to the positive outcomes for young people, specialist carers frequently report a stronger sense of purpose and job satisfaction. Many describe the role as demanding but deeply rewarding, especially as they witness meaningful changes in a child’s wellbeing, confidence, and ability to form healthy relationships.

    Specialist fostering isn’t easy, but it is critically important. It offers a second chance for young people like Jordan to thrive, academically, emotionally, and socially. With the right support, foster carers can provide life-changing stability and make a lasting difference.

    If you believe you have the capacity to offer consistent care and emotional support to a vulnerable young person, specialist fostering could be a meaningful path for you.

    How to learn more or get involved

    Foster for East Midlands Councils is actively recruiting specialist foster carers, and our recruitment team are here to talk through the process and support anyone interested in finding our more. Call 03033 132 950, email hello@fosterforeastmidlands.org.uk or visit Foster for East Midlands Councils specialist carers web page. 

    Throughout August, September, and October, the team are hosting a number of foster information events. These sessions are open to anyone interested in fostering and provide opportunities to speak with fostering professionals and ask questions. The sessions are available online using Zoom or come along and meet us in person. 

    To register or find out more, visit the Foster for East Midlands Councils web page. 

    Online Events (via Zoom):

    • Thursday 7 August, 6:30pm–7:30pm
    • Wednesday 20 August, 12:00pm–1:00pm
    • Tuesday 9 September, 6:30pm–7:30pm
    • Thursday 25 September, 12:00pm–1:00pm
    • Wednesday 8 October, 6:30pm–7:30pm
    • Tuesday 21 October, 12:00pm–1:00pm

    In-Person Events:

    • Wednesday 17 September, 6pm–8pm, The Pride Shop, Nottingham, LGBTQ+ event
    • Sunday 28 September, 12pm–4pm, Chesterfield FC Community Trust – this is a drop in session, so just call in at any point during this time.
    • Tuesday 30 September, 6pm–8pm, Curzon Street, Derby, LGBTQ+ event
    • Wednesday 29 October, 6:30pm–7:30pm, Tesco Bulwell, Nottingham

    Visit the website for future events, more dates added each month. 

     

     

     

     

    MIL OSI United Kingdom

  • MIL-OSI USA: 3 CoE Students Pursue In-Depth Research Projects as University Scholars

    Source: US State of Connecticut

    As 2025 University Scholars, three College of Engineering students are spending their last three semesters pursuing personalized research projects.

    Open to all undergraduate students, the University Scholar Program allows students to design an in-depth research or creative project and to craft a learning plan that supports their academic goals during their final three semesters. Each student is mentored by an advisory committee of three faculty.

    Admission to the University Scholars program is based on an application submitted during the first semester of a student’s junior year. Applications are reviewed by an interdisciplinary committee of faculty members who may select up to 30 University Scholars in any given year.

    The University Scholars and their projects are below:

    Laxmi Chinmaya Vobbineni ’26
    Project Title: The Synergic Role of Electrical and Chemical Stimulation in Wound Healing of Diabetic Patients

    University Scholar Laxmi Vobbineni ’26 is exploring techniques that can help diabetes patients heal faster from wounds.

    People with diabetes often have trouble healing from wounds. Since high blood sugar can damage blood vessels and weaken the immune system, white blood cells struggle to reach the wound. This can slow tissue repair and lead to ongoing inflammation.

    Wounds may heal very slowly, become chronic, or leave scars—and this can be painful and expensive for patients.

    University Scholar Laxmi Vobbineni ’26, a biomedical engineering and molecular and cell biology double major, is working to help diabetic patients heal from wounds faster by using chemical and electrical stimulation.

    “Chemical stimulation, such as ion channel blockers, in conjunction with electrical stimulation may improve the wound healing process for diabetic patients,” she says.

    By combining these treatments with an ionically-conductive biomaterial called scaffolding, ions can help restore electrical signals in the body that guide white blood cells to repair tissue.

    “Our hope is to develop a system that has high potential for clinical use,” Vobbineni says.

    Vobbineni’s advisors are Syam Nukavarapu, professor and department head in Biomedical Engineering; David Daggett, associate professor-in-residence of molecular and cell biology; and Sangamesh Kumbar, associate professor of orthopedic surgery at the UConn Health Center. She also interns at the UConn Health Center under Kumbar, working on projects related to the fields of tissue engineering and drug delivery.

    Vobbineni, a member of the Society of Women Engineers and STEM Scholar Executive Board, volunteers as a nursing aide at the Hospital for Special Care in New Britain, Connecticut. She also holds an executive board position for the UConn FIRST (For Inspiration and Recognition of Science and Technology) Lego League Explore Program, which uses Legos and technology to excite youth about robotics and STEM.

    Her involvement in FIRST began in middle school and high school and sparked her interest in innovation. “This is one of the reasons I decided to pursue biomedical engineering,” she says.

    After graduation, Vobbineni plans to pursue medical school and work in the field of emergency medicine.

    Wyeth Haddock ’26
    Project Title: Developing a Copper-Based Medium Entropy Alloy with Enhanced Mechanical Properties for Space Applications

    University Scholar Wyeth Haddock ’26, at left, is working at the National Center for Electron Microscopy in Berkeley, California this summer.

    As a University Scholar, Wyeth Haddock ’26, a materials science and engineering major, is developing a structural material for use in extreme environments with potential applications in space exploration and nuclear energy.

    His project focuses on synthesizing and analyzing an alloy made from copper, dysprosium, and yttrium (Cu-Dy-Y) that exhibits enhanced mechanical properties. By studying the alloy’s microstructure, phase stability, and mechanical behavior across temperature regimes, Haddock hopes to demonstrate improved material performance in extreme conditions and understand unique deformation behavior.

    “If successful, the alloy could support the development of more durable materials for space exploration,” he says.

    Haddock’s advisors include Seok-Woo Lee, associate professor of materials science and engineering and Director of Undergraduate Studies; and Yuanyuan Zhu, associate professor of materials science and engineering and director of the MSE Honors Program.

    Haddock, an honors student from Fairfax, Vermont, is president of the UConn Running Club, and is a member of the UConn Materials Advantage Society, Tau Beta Pi Engineering Honor Society, Alpha Sigma Mu MSE Honor Society, and the ASM Board of Trustees. His jobs on campus include work as a campus tour guide and undergraduate teaching assistant. He recently served as a facilitator for the Honors First Year Experience program and as a Floor Mentor for the Honors 2 Opportunities Learning Community.

    This summer, Haddock is a STROBE Summer Undergraduate Research Scholar at the University of California at Berkeley where he works in the National Center for Electron Microscopy at the Lawrence Berkeley National Laboratory.

    “Throughout my UConn experience, I’ve immersed myself in collaborative communities, working in a lab, facilitating a first-year course, and traveling nationally to compete in running races,” he says. “These sorts of experiences have allowed me to further my learning, as I seek to positively impact the world around me.”

    Haddock intends to pursue a Ph.D. in materials science and engineering, with an emphasis on understanding how atomic structure influences the properties of materials. He hopes to continue research in structural materials, developing the materials necessary for the complex demands of an evolving world.

    Passionate about education and outreach, Wyeth also hopes to continually inspire younger audiences to get involved in materials science and engineering.

    Zhengyang Wei ’26
    Project Title: Stability Analysis on 9D Shear Flow Model by Small-Signal Finite-Gain Lp Stable Theorem

    University Scholar Zhengyang Wei ’26 is exploring ways to improve the stability and performance of aerodynamic designs.

    Turbulence—when fluid flow becomes chaotic—is difficult to control, but preventing it is important in many engineering systems. As a University Scholar, mechanical engineering major Zhengyang Wei ’26 is using mathematical tools to prevent turbulence by studying shear flows. In shear flows, layers of liquid or gas move parallel to each other but at different speeds.

    By finding the conditions that keep the flow stable, Wei’s research can help improve the stability and performance of aerodynamic designs, industrial systems, and other applications. This work contributes to developing effective strategies for controlling shear flows and advancing fluid dynamics research.

    “For example, we can mitigate the transition to turbulence in the wind over an airplane wing, which will make the flight more stable and efficient,” he explains.

    His advisors are Chang Liu, assistant professor in the School of Mechanical, Aerospace, and Manufacturing Engineering; Reza Sheikhi, professor-in-residence in the School of Mechanical, Aerospace, and Manufacturing Engineering; and Jason Lee, professor-in-residence in the School of Mechanical, Aerospace, and Manufacturing Engineering.

    As a member of the FLUids, rEduction, Nonlinearity, and Turbulence (FLUENT) Lab, Wei and Liu published a paper on shear flows in the June 2025 issue of arXiv.

    Wei, a math minor, also is a 2025 Summer Undergraduate Research Fund (SURF) awardee. He plans to pursue a Ph.D. in fluid stability or optimization.

    As University Scholars, Vobbineni, Haddock, and Wei receive a range of benefits designed to support and enrich their academic journey. These include a financial award that covers the General University Fee and Student Health Services Fee for up to three regular semesters, or until graduation from the program. Scholars are also eligible for course credit fee waivers for up to nine credits of summer or intersession courses, and the opportunity to enroll in graduate-level courses with instructor permission.

    Students accepted into a UConn graduate program while in the University Scholar Program may begin working toward their graduate degree as undergraduates, with the ability to apply eligible graduate-level coursework toward that degree.

    MIL OSI USA News

  • MIL-OSI: 2025 second-quarter results Solid performance amid a volatile environment Annual Net Cash Flow objective reaffirmed

    Source: GlobeNewswire (MIL-OSI)

    Paris (France), July 31, 2025

    2025 second-quarter results
    Solid performance amid a volatile environment
    Annual Net Cash Flow objective reaffirmed

    • Segment revenue of $274m in Q2 2025, up +6% year-on-year, fueled by Geoscience (GEO) and Sensing & Monitoring (SMO)
    • Segment adjusted EBITDAs of $107m in Q2 2025 (+14% year-on-year) or 39% margin (c.+270 bps). Profitability increase mostly driven by: 1/ the end of vessel penalties at EDA in January 2025 and 2/ good progress on the restructuring plan at SMO
    • Net Cash Flow generation of $30m in Q2 2025
    • Bond maturity extended to October 2030 after end-March 2025 successful refinancing, $125m available RCF1
    • 2025 financial objectives reaffirmed

    Sophie Zurquiyah, Chair and CEO of Viridien: “Viridien delivered a solid performance in the second quarter of 2025. Despite a volatile environment, the Group demonstrated resilience, driven by its primary focus on offshore markets and on leading oil companies. Combined with ongoing internal performance improvements, this resulted in robust year-on-year growth in both segment revenue and margins. From a cash perspective, Viridien generated a solid $30 m in Net Cash Flow during the quarter, reinforcing our confidence in reaching our full-year target of $100 m. The combination of a healthy Geoscience backlog and expected licensing activity toward year-end supports our confidence in maintaining momentum on our deleveraging path.”

    (in millions of $)2 Q2 2025 Q2 2024 Change (%) H1 2025 H1 2024 Change (%)
    Segment figures            
    Revenue 274 258 +6% 575 532 +8%
    Adjusted EBITDAs 107 94 +14% 250 200 +25%
    IFRS figures            
    Revenue 234 317 -26% 492 566 -13%
    EBITDAs 68 150 -55% 167 230 -27%
    Operating Income 15 52 -72% 71 72 -1%
    Net Income 6 35 -83% -22 32 n.a.
    Net Cash Flow 30 -6 n.a. 10 24 -61%
    Net Debt 997 941 +6% 997 941 +6%

    KEY HIGHLIGHTS PER BUSINESS LINE3

    Data, Digital and Energy Transition (DDE)

    Segment revenue at $181 m in Q2 2025, up +3% year-on-year driven by Geoscience. New business opportunities are emerging in HPC, while low-carbon initiatives are slowing down due to delays in CCUS projects.

    Geoscience (GEO)

    • Revenue at $115 m (+10%)
    • Solid performance mostly driven by work performed in Latin America and Middle East
    • For the past few years, Viridien has seen growing demand for advanced, high-quality, high-end subsurface imaging, especially in the US Gulf, Middle East, North Africa, and South America

    Earth Data (EDA)

    • Revenue at $66 m (-8%), following a strong performance in the first quarter of 2025
    • New OBN projects started in Norway and the US Gulf

    Segment adjusted EBITDAs reached $101 m, up +6% year-on-year, with a margin increase of c.+160 basis points. This performance reflects improving margins in Earth Data, which now fully benefits from the end of the vessel capacity agreement. EDA Cash EBITDA breakeven over the period.

    Sensing and Monitoring (SMO)

    Segment revenue at $93 m in Q2 2025, a solid +14% increase year-on-year. Activity is mostly driven by the Land segment, with strong deliveries of nodal system in South America and cabled systems in the MENA region, in particular. The Marine segment remains subdued. In New Businesses, Infrastructure monitoring is showing double-digit growth, while our Marlin Offshore Logistics solution achieved encouraging initial commercial success, with a contract signed with ONGC.

    Segment adjusted EBITDAs stood at $13 m, more than double last year’s figure, reflecting both revenue growth and the gradual positive impact of ongoing restructuring actions. In margin terms, second-quarter EBITDA reached nearly 13.7%, representing a c.+620 bp improvement year-on-year.

    Segment adjusted Operating income at $7 m vs -$2m in Q2 2024.

    CONSOLIDATED IFRS FIGURES4

    Profit & Loss

    Consolidated IFRS revenue for the second quarter of 2025 came in at $234m, down -26% year-on-year. EBITDAs stood at $68m, down -55%.

    IFRS Net Income reaches $6m, vs $35m in the second quarter of 2024, after accounting for -$53 m of leases and D&A, -$27m net cost of financial debt, +$12m other financial income linked to the partial capitalization of refinancing operation costs and partly offset by forex impacts, and +$6m of deferred tax assets.

    (in millions of $) Q2 2025 Q2 2024 Change (%) H1 2025 H1 2024 Change (%)
    €/$ exchange rate  1.12 1.08     1.08 1.08   
    Revenue 234 317 -26% 492 566 -13%
    EBITDAs 68 150 -55% 167 230 -27%
    Operating income 15 52 -72% 71 72 -1%
    Equity from investment -1 0 n.a. -1 0 n.a.
    Net cost of financial debt -27 -25 +6% -52 -49 +6%
    Other financial income (loss) 12 -1 n.a. -34 -1 n.s.
    Income taxes 6 -8 n.a. -7 -6 +32%
    Net Income (loss) from continuing operations 5 19 -74% -24 16 n.a.
    Net Income (loss) from discontinued operations 1 16 -92% 2 16 -88%
    Consolidated Net Income (loss) 6 35 -83% -22 32 n.a.

    Cash Flow and Net debt

    Net Cash Flow of $10 m generated in the first half of 2025, including $30 m in the second quarter alone. A solid performance in light of the significant pressure on the Group’s working capital, caused by overdue receivables from Mexican National Oil Company PEMEX (c.$50 m as of June 30, 2025) and largely contributing to the negative -$46m change in working capital over the period.

    Also worth noting that Net Cash Flow in the first half of 2024 included a one-off positive inflow of $38 m, related to the settlement of a litigation with ONGC.

    (in millions of $) Q2 2025 Q2 2024 Change (%) H1 2025 H1 2024 Change (%)
    Segment EBITDAs 108 91 +19% 250 196 +28%
    Income Tax Paid -4 -9 -52% -8 -12 -31%
    Change in Working Capital & Provisions 1 -3 n.a. -46 -3 n.s.
    Other Cash Items -1 0 n.a. -1 0 n.a.
    Cash from Operating Activity 103 78 +32% 195 180 +8%
    Total Capex -58 -57 +1% -119 -115 +3%
    Acquisitions and Proceeds of Assets 1 0 n.a. 1 0 n.s.
    Cash from Investing Activity -56 -56 0% -118 -114 +3%
    Paid Cost of Debt -1 -45 -97% -40 -43 -8%
    Lease Repayment -16 -16 +5% -26 -27 -5%
    Cash from Financing Activity -18 -61 -71% -67 -71 -6%
    Discontinued Operations Acquisitions 0 33 -100% 0 30 -100%
    Net Cash Flow 30 -6 n.a. 10 24 -60%

    Bond maturity significantly extended to October 2030 following the successful refinancing at end-March 2025.
    Ample liquidity in place, including a $125m RCF5.

    (in millions of $) June 30, 2025 Dec. 31, 2024 Change (%) June 30, 2024 Change (%)
    Liquidity 262 392 -33% 430 -39%
    Cash 162 302 -46% 340 -52%
    Undrawn RCF 100 90 +11% 90 +11%
    Gross Debt 1,158 1,223 -5% 1,281 -10%
    Bonds 9876 1,049 -6% 1,126 -12%
    Other borrowings 31 31 -1% 32 -3%
    Accrued interests 25 18 +33% 20 +24%
    Lease liabilities 116 125 -7% 103 +12%
    Net Debt 997 921 +8% 941 +6%

    OUTLOOK

    The oil price environment has remained volatile in recent months but consistently above the $60/bbl threshold, generally considered an industry equilibrium level. In this context, Oil & Gas companies have maintained most of their exploration and development commitments, particularly in Viridien’s core segments.

    Assuming no major disruption to the current environment, Viridien reaffirms its confidence in generating around $100m in Net Cash Flow for 2025, supported by:

    • Geoscience growth, driven by industry-leading technology and a strong backlog;
    • Earth Data late sales, expected to benefit from upcoming lease rounds, combined with disciplined new multi-client engagements;
    • Sensing & Monitoring, fueled by broad land activity.

    ***

    Q2 2025 conference call details

    The press release and presentation will be made available on www.viridiengroup.com at 5:45 p.m. (CET).

    An English-language conference call is scheduled today at 6:00 p.m. (CET).

    Participants must register for the conference call by clicking here to receive a dial-in number and PIN code. Participants may also join the live webcast by clicking here.

    A replay of the conference call will be available starting the following day, for a period of 12 months, in audio format on the Company’s website www.viridiengroup.com.

    Status of the statutory auditors’ procedures

    The Board of Directors met on July 31, 2025, and closed the consolidated financial statements as of June 30, 2025. Limited review procedures were completed, and an unqualified opinion has been issued by the statutory auditors.

    Next financial information

    2025 third-quarter results: October 30, 2025 (after market close)

    About Viridien

    Viridien (www.viridiengroup.com) is an advanced technology, digital and Earth data company that pushes the boundaries of science for a more prosperous and sustainable future. With our ingenuity, drive and deep curiosity we discover new insights, innovations, and solutions that efficiently and responsibly resolve complex natural resources, digital, energy transition and infrastructure challenges. Viridien employs around 3,200 people worldwide and is listed as VIRI on the Euronext Paris SA (ISIN: FR001400PVN6).

    Disclaimer

    Certain information included in this press release is not historical data but forward-looking statements. These forward-looking statements are based on current beliefs and assumptions, including, but not limited to, assumptions about current and future business strategies and the environment in which Viridien operates, and involve known and unknown risks, uncertainties and other factors, which may cause actual results or performance, or the results or other events, to be materially different from those expressed or implied in such forward-looking statements. These risks and uncertainties include those discussed or identified in Chapter 2 “Risk Management and Internal Control” of the Universal Registration Document dated March 6, 2025, filed with the French Financial Markets Authority (AMF) under number D. 25-0075 and available on the Group’s website (www.viridiengroup.com) and on the AMF website (www.amffrance.org). These forward-looking statements and information are not guarantees of future performance. Forward-looking statements speak only as of the date of this press release. This press release does not contain or constitute an offer of securities or an invitation or inducement to invest in securities in France, the United States, or any other area.

    Investors contact

    VP Investor Relations and Corporate Finance
    Alexandre Leroy
    alexandre.leroy@viridiengroup.com
    +33 6 85 18 44 31

    APPENDICES

    Quarterly statements are unaudited and not subject to any review. Only IFRS condensed interim consolidated financial statements were subject to a review report by statutory auditors.

    Key Segment P&L figures

    (in millions of $) Q2 2025 Q2 2024 Change (%) H1 2025 H1 2024 Change (%)
    €/$ exchange rate  1.12 1.08     1.08 1.08   
    Segment Revenue 274 258 +6% 575 532 +8%
    DDE 181 177 +3% 396 362 +9%
    Geoscience 115 105 +10% 226 193 +17%
    Earth Data 66 72 -8% 170 169 +1%
    SMO 93 82 +14% 180 170 +6%
    Land 57 29 +99% 108 74 +47%
    Marine 21 42 -50% 46 75 -39%
    Other 15 11 +36% 26 21 +20%
    Segment EBITDAs 108 91 +19% 250 196 +28%
    Adjusted Segment EBITDAs 107 94 +14% 250 200 +25%
    DDE 101 96 +6% 238 199 +19%
    SMO 13 6 +108% 27 16 +63%
    Corporate and other -7 -8 -15% -15 -16 -8%
    Segment Operating Income 22 26 -16% 87 53 +63%
    Adjusted Segment Operating Income 21 29 -28% 86 57 +50%
    DDE 21 39 -47% 87 74 +17%
    SMO 7 -2 n.a. 15 0 n.s.
    Corporate and other -7 -8 -16% -16 -17 -6%
    EDA Cash EBITDA 0 10 -100% 39 44 -11%

    Other KPIs

    (in millions of $) H1 2025 H1 2024 Change (%)
    Geoscience Backlog 317 246 +29%
    Total Capex 119 115 +3%
    Earth Data Library Net Book Value7 508  440 +15%

    Definition of Alternative Performance Indicators (API)

    In its communications, Viridien includes Alternative Performance Indicators, the main ones being Segment Revenue, Segment EBITDAs, Adjusted Segment EBITDAs, and EDA Cash EBITDA. Their definitions are set out in the 2024 Universal Registration Document filed with the French Financial Markets Authority (AMF) and are reiterated below:

    • Segment revenue: Segment revenue is prepared in accordance with internal management reporting with Earth Data prefunding revenues recorded based upon percentage of completion.
    • Segment EBITDAs: Segment EBITDAs is defined as earnings before interest, tax, income from equity affiliates, depreciation, amortization net of amortization costs capitalized to Earth Data surveys, and cost of share-based compensation for employees and senior executives. The cost of share-based compensation includes the cost of stock options and allotments of performance shares. Segment EBITDAs is calculated based on internal management reporting, in which prefunding revenue from Earth Data surveys is recognized using the percentage of completion method.
    • Adjusted segment EBITDAs: Adjusted segment EBITDAs is Segment EBITDAs adjusted for non-recurring charges and gains.
    • EDA Cash EBITDA: EDA Cash EBITDA is defined as EDA (Earth Data) adjusted segment EBITDAs less investment in EDA surveys for the period, excluding inactivity compensation fees related to the vessel capacity agreement signed between Viridien and Shearwater. This indicator is used exclusively for the EDA activity.

    Reconciliation of API with the condensed interim consolidated financial statements

    The table below outlines the accounting adjustments made in accordance with IFRS 158 requirements. Over the period, these adjustments primarily relate to major survey projects conducted by Earth Data in the US Gulf and Norway.

      Q2 2025 H1 2025
    (in millions of $) Segment IFRS 15 adjustments IFRS Segment IFRS 15 adjustments IFRS
    Revenue 274 -40 234 575 -83 492
    EBITDAs 108 -40 68 250 -83 167
    Adjustments -1     0    
    Adjusted EBITDAs 107 -40 67 250 -83 167

    Interim Consolidated Statement of Operations

    (In millions of US$, except per share data) H1 2025 H1 2024
    Operating revenues 491.8 565.8
    Other income from ordinary activities 0.1 0.1
    Total income from ordinary activities 492.0 565.9
    Cost of operations (361.0) (424.1)
    Gross profit 131.0 141.8
    Research and development expenses – net (6.8) (9.6)
    Marketing and selling expenses (16.4) (19.0)
    General and administrative expenses (37.7) (38.0)
    Other revenues (expenses) – net 1.0 (3.6)
    Operating Income (loss) 71.2 71.6
    Cost of financial debt – gross (55.2) (55.1)
    Income from cash and cash equivalents 2.9 5.8
    Cost of financial debt – net (52.3) (49.3)
    Other financial income (loss) (34.4) (0.8)
    Income (loss) before income taxes and share of income (loss) from companies accounted for under the equity method (15.4) 21.5
    Income taxes (7.4) (5.6)
    Income (loss) before share of income (loss) from companies accounted for under the equity method (22.8) 15.9
    Net income (loss) from companies accounted for under the equity method (1.0) 0.0
    Net income (loss) from continuing operations (23.8) 15.9
    Net income (loss) from discontinued operations 1.9 16.1
    Consolidated net income (loss) (21.9) 32.0
    Attributable to:    
    Owners of Viridien SA (22.3) 31.6
    Non-controlling interests 0.4 0.4
    Net income (loss) per share9    
    Basic (3.12) 4.43
    Diluted (3.12) 4.41
    Net income (loss) from continuing operations per share8    
    Basic (3.38) 2.17
    Diluted (3.38) 2.16
    Net income (loss) from discontinued operations per share8    
    Basic 0.26 2.25
    Diluted 0.26 2.25

    Interim Consolidated Statement of Financial Position

    (In millions of US$) June 30, 2025 Dec. 31, 2024
    ASSETS    
    Cash and cash equivalents 161.6 301.7
    Trade accounts and notes receivable, net 330.7 339.9
    Inventories and work-in-progress, net 162.1 163.3
    Income tax assets 10.2 22.9
    Other current assets, net 78.8 74.0
    Assets held for sale, net 28.3 24.5
    Total current assets 771.7 926.2
    Deferred tax assets 47.2 43.6
    Other non-current assets, net 9.1 8.9
    Investments and other financial assets, net 24.7 25.7
    Investments in companies under the equity method 5.1 1.1
    Property, plant and equipment, net 205.3 220.6
    Intangible assets, net 589.3 535.4
    Goodwill, net 1,092.8 1,082.8
    Total non-current assets 1,973.5 1,918.1
    TOTAL ASSETS 2,745.2 2,844.3
    LIABILITIES AND EQUITY    
    Financial debt – current portion 63.1 56.9
    Trade accounts and notes payables 113.6 120.9
    Accrued payroll costs 82.5 84.5
    Income taxes payable 12.1 20.4
    Advance billings to customers 20.8 19.2
    Provisions — current portion 17.1 19.7
    Other current financial liabilities 0.0 0.5
    Other current liabilities 218.5 182.5
    Liabilities associated with non-current assets held for sale 2.3 2.4
    Total current liabilities 530.0 507.0
    Deferred tax liabilities 13.2 18.4
    Provisions – non-current portion 33.1 28.8
    Financial debt – non-current portion 1,095.3 1,165.6
    Other non-current financial liabilities 0.0 0.0
    Other non-current liabilities 1.9 1.7
    Total non-current liabilities 1,143.5 1,214.5
    Common stock: 11,201,879 shares authorized and 7,180,449 shares with a nominal value of €1.00 outstanding at June 30, 2025. 8.7 8.7
    Additional paid-in capital 118.7 118.7
    Retained earnings 1,014.7 1,036.5
    Other Reserves (0.9) 55.2
    Treasury shares (20.1) (20.1)
    Cumulative income and expense recognized directly in equity (1.7) (1.1)
    Cumulative translation adjustment (85.0) (113.3)
    Equity attributable to owners of Viridien S.A. 1,034.5 1,084.7
    Non-controlling interests 37.2 38.1
    Total equity 1,071.8 1,122.8
    TOTAL LIABILITIES AND EQUITY 2,745.2 2,844.3

    Interim Consolidated Statement of Cash Flows

    (In millions of US$)   H1 2025 H1 2024
    OPERATING ACTIVITIES      
    Consolidated net income (loss)   (21.9) 32.0
    Less: Net income (loss) from discontinued operations   (1.9) (16.1)
    Net income (loss) from continuing operations   (23.8) 15.9
    Depreciation, amortization and impairment   42.6 47.8
    Earth Data surveys impairment and amortization   59.0 116.3
    Depreciation and amortization capitalized in Earth Data surveys   (7.5) (7.0)
    Variance on provisions   (3.6) (0.3)
    Share-based compensation expenses   1.7 1.8
    Net (gain) loss on disposal of fixed and financial assets   (0.8) 0.1
    Share of (income) loss in companies recognized under equity method   1.0
    Other non-cash items   30.0 0.8
    Net cash-flow including net cost of financial debt and income tax   98.5 175.4
    Less: Cost of financial debt   52.3 49.3
    Less: Income tax expense (gain)   7.4 5.6
    Net cash-flow excluding net cost of financial debt and income tax   158.1 230.4
    Income tax paid   (8.3) (12.0)
    Net cash-flow before changes in working capital   149.8 218.4
    Changes in working capital   45.0 (38.2)
    – change in trade accounts and notes receivable   51.0 (17.2)
    – change in inventories and work-in-progress   16.8 11.0
    – change in other current assets   (6.7) 0.9
    – change in trade accounts and notes payable   (3.8) (12.5)
    – change in other current liabilities   (12.3) (20.3)
    Net cash-flow from operating activities   194.8 180.2
           
    INVESTING ACTIVITIES      
    Total capital expenditures (including variation of fixed assets suppliers, excluding Earth Data surveys)   (17.2) (17.8)
    Investment in Earth Data surveys, net cash   (101.6) (97.0)
    Proceeds from disposals of tangible and intangible assets   1.0 0.5
    Dividends received from investments in companies under the equity method   0.5
    Variation in other non-current financial assets   2.0 (3.3)
    Net cash-flow from investing activities   (115.7) (117.0)
    FINANCING ACTIVITIES      
    Repayment of long-term debt   (1,074.5) (0.4)
    Total issuance of long-term debt   945.7
    Call premium   (21.9)
    Refinancing transaction costs paid   (3.7)  –
    Lease repayments   (26.1) (27.1)
    Interests paid   (40.4) (43.2)
    Dividends paid and share capital reimbursements:      
    – to owners of Viridien   0
    – to non-controlling interests of integrated companies   (1.4) (3.8)
    Net cash-flow from financing activities   (222.4) (74.5)
           
    Effects of exchange rates on cash   3.7 (5.3)
    Net cash flows incurred by discontinued operations   (0.4) 29.6
    Net increase (decrease) in cash and cash equivalents   (140.1) 12.9
    Cash and cash equivalents at beginning of year   301.7 327.0
    Cash and cash equivalents at end of period   161.6 339.9

    1 $125m RCF of which $25m ancillary guarantee facility (used for $12 m) and $100m fully undrawn
    2 Quarterly statements are unaudited and not subject to any review. Only IFRS condensed interim consolidated financial statements were subject to a review report by statutory auditors
    3 Please refer to the “Definitions of Alternative Performance Indicators” in the appendices for explanations of the terms used in this section
    4 The reconciliation of alternative performance indicators to the condensed interim consolidated financial statements is provided in the appendices, along with their definitions
    5 $125m RCF of which $25m ancillary guarantee facility (used for $12 m) and $100m fully undrawn
    6 Including a $66m negative foreign exchange impact compared to December 31, 2024
    7 Post IFRS15 and 16

    8 IFRS 15 requires that Earth Data prefunding revenues be recognized only upon delivery of the final processed data, that is, when the performance obligation is fulfilled. As a result, revenue and margin recognition for ongoing surveys is deferred. Viridien’s segment reporting, however, continues to apply the percentage-of-completion method previously used before the adoption of IFRS 15, for recognizing Earth Data prefunding revenues and associated margins
    9 As a result of the July 31, 2024 reverse share split, the calculation of basic and diluted earnings per shares for June 2024 has been adjusted retrospectively. Number of ordinary shares outstanding has been adjusted to reflect the proportionate change in the number of shares

    Attachment

    The MIL Network

  • MIL-OSI: SCOR announces the availability of its 2025 Interim Financial Report

    Source: GlobeNewswire (MIL-OSI)

    Press release
    July 31, 2025 – N° 12

    SCOR announces the availability of its 2025 Interim Financial Report

    SCOR (“SCOR” or the “Company”) announces the availability and the filing with the French Autorité des marchés financiers of its Interim Financial Report for the period ended June 30, 2025.

    The 2025 Interim Financial Report is available in the “Regulated Information” section of the Company’s website at www.scor.com.

    Hard copies of the 2025 Interim Financial Report are also available at SCOR’s headquarters, located at the following address:

    SCOR SE
    5, avenue Kléber
    75795 Paris Cedex 16
    France

    *

    *         *

    SCOR, a leading global reinsurer

    As a leading global reinsurer, SCOR offers its clients a diversified and innovative range of reinsurance and insurance solutions and services to control and manage risk. Applying “The Art & Science of Risk,” SCOR uses its industry-recognized expertise and cutting-edge financial solutions to serve its clients and contribute to the welfare and resilience of society.

    The Group generated premiums of EUR 20.1 billion in 2024 and serves clients in more than 150 countries from its 37 offices worldwide.

    For more information, visit: www.scor.com

    Media Relations
    Alexandre Garcia
    media@scor.com

    Investor Relations
    Thomas Fossard
    InvestorRelations@scor.com

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    All content published by the SCOR group since January 1, 2024, is certified with Wiztrust. You can check the authenticity of this content at wiztrust.com.

    General

    Figures presented throughout the 2025 Interim Financial Report may not add up precisely to the totals in the tables and text. Percentages and percent changes are calculated on complete figures (including decimals); therefore, the 2025 Interim Financial Report might contain immaterial differences in sums and percentages due to rounding. Unless otherwise specified, the sources for the business ranking and market positions are internal.

    The 2025 Interim Financial Report does not constitute an offer to sell or exchange, or a solicitation of an offer to buy SCOR securities in any jurisdiction.

    Forward-looking statements

    The 2025 Interim Financial Report includes forward-looking statements, assumptions, and information about SCOR’s financial condition, results, business, strategy, plans and objectives, including in relation to SCOR’s current or future projects.

    These statements may be identified by the use of the future tense or conditional mode, or terms such as “estimate”, “believe”, “anticipate”, “aim”, “expect”, “have the objective”, “intend to”, “plan”, “result in”, “should”, and other similar expressions.

    It should be noted that the achievement of these objectives, forward-looking statements, assumptions and information is dependent on circumstances and facts that may or may not arise in the future.

    No guarantee can be given regarding the achievement of these forward-looking statements, assumptions and information. These forward-looking statements, assumptions and information are not guarantees of future performance. Forward-looking statements, assumptions and information (including on objectives) may be impacted by known or unknown risks, identified or unidentified uncertainties and other factors that may significantly impact the future results, performance and accomplishments planned or expected by SCOR.

    In particular, it should be noted that the full impact of the economic, financial and geopolitical risks on SCOR’s business and results cannot be precisely assessed.

    Accordingly, all assessments, assumptions, and figures presented in the 2025 Interim Financial Report should be considered as estimates based on evolving analyses, and encompass a wide range of theoretical hypotheses, which are highly evolutive.

    Information regarding risks and uncertainties that may affect SCOR’s business is set forth in the 2024 Universal Registration Document filed on March 20, 2025, under number n°D.25-0124 with the French Autorité des marchés financiers (AMF) available on SCOR’s website www.scor.com and on the AMF’s website www.amf-france.org.

    In addition, such forward-looking statements, assumptions and information are not “profit forecasts” within the meaning of Article 1 of Commission Delegated Regulation (EU) 2019/980.

    SCOR does not undertake and has no obligation or intention to complete, update, revise or change these forward-looking statements, assumptions and information, whether as a result of new information, future events or otherwise.

    Financial information

    The Group’s financial information contained in the 2025 Interim Financial Report is prepared on the basis of IFRS and interpretations issued and approved by the European Union.

    Unless otherwise specified, prior-year balance sheet, income statement items and ratios have not been reclassified.

    The calculation of financial ratios (such as return on invested assets, regular income yield, return on equity and combined ratio) is detailed in the Appendices of the presentation related to the financial results for the second quarter and first half of 2025 which is available on SCOR’s website www.scor.com.

    The financial results for the first half of 2025 included in the 2025 Interim Financial Report have been subject to a limited review by SCOR’s statutory auditors. Unless otherwise specified, all figures are presented in Euros.

    Any financial data or figures for a period subsequent to June 30, 2025 are not to be construed as a forecast of the expected financials for these periods.

    Attachment

    The MIL Network

  • MIL-OSI Russia: Deputy Chairman of Delovaya Rossiya Nonna Kagramanyan noted the high scientific and technical capabilities of the State University of Management

    Translation. Region: Russian Federal

    Source: Official website of the State –

    An important disclaimer is at the bottom of this article.

    On July 31, 2025, the State University of Management was visited on a working visit by the Deputy Chairman and Head of the Executive Committee of the All-Russian public organization “Business Russia”, a graduate of the State University of Management, Nonna Kagramanyan.

    At the beginning of the visit, the rector of the State University of Management Vladimir Stroyev and the vice-rector Maria Karelina introduced the guest to the technical capabilities of the Media Center and the developments of the Engineering Project Management Center.

    As a former employee of VGTRK, Nonna Kagramanyan especially highly appreciated the Jalinga studio and noted its wide opportunities for promoting educational programs and any other media projects. The guest also liked the more familiar interior design studio, where materials for the school entrepreneurship Olympiad for the united company Wildberries and Russ are currently being recorded. As Vladimir Stroyev noted, three online master’s courses have already been recorded in the interior design studio during the short time of its operation.

    Vladimir Filatov, Director of the Center for Management of Engineering Projects at the State University of Management, spoke about the main areas of work of the Center, the activities of the inter-university student design bureau, and showed prototypes of unmanned aerial vehicles.

    Vladimir Stroyev paid special attention to the inter-university design bureau, which won the first specialized competition from the Ministry of Education and Science. The rector noted that the current project of the State University of Management surprised the expert committee, which did not expect something like this from a management university, because at the moment this is the only such experience in Russia.

    Vladimir Filatov shared the design bureau’s work scheme, in which young scientists and students perform design work, and GUU also plays the role of integrator of the entire inter-university network. In less than a year, students digitized more than 3,000 drawings ordered by TMH Engineering. The director of the engineering center reported high customer satisfaction from cooperation with GUU, as this allowed them to unload their staff engineers, while the students receive the necessary practical work experience from completing the order.

    Summing up what she saw in a conversation with the rector, GUU graduate Nonna Kagramanyan sincerely rejoiced at the successes of her native university: “You listen – and you are filled with pride. You have a whole world here, a whole world.”

    Moving to a more practical plane, Nonna Sayadovna put forward her proposals. First. Taking into account the high demand of businesses for the services of engineers, Delovaya Rossiya is ready to promote the scheme of work of student design bureaus tested at SUM, as well as manually send information about the finished developments of SUM to its partners. Second. For more systematic work, Delovaya Rossiya expects SUM to provide a list of the capabilities of the student design bureau in the form of a presentation for distribution to the partners of the organization, with the purpose of concluding agreements between them and SUM. Third. Through its production partner, Delovaya Rossiya will facilitate the start of serial production of the prototypes available at SUM. Fourth. Delovaya Rossiya asks to provide presentation materials and production conditions of the SUM Media Center for the possible resumption of the project of programs “Business Russia” together with the TV channel “Russia 24”.

    In addition, Nonna Kagramanyan discussed with the management of the State University of Management plans to create an Advanced Engineering School, new youth laboratories, additional classes in the Pre-University, as well as methodological opportunities for accelerated training of engineering personnel.

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

    .

    MIL OSI Russia News

  • MIL-OSI Asia-Pac: Aerospace expo to open

    Source: Hong Kong Information Services

    The “National Development & Achievements Series – Endless Exploration: The Journey of Chinese Aerospace, Aviation & Navigation” exhibition will be launched at the Science Museum from tomorrow to September 7.

    Chief Secretary Chan Kwok-ki said at the expo’s opening ceremony that the Chang’e-6’s successful return to earth bringing lunar soil samples from the far side of the Moon last year represents a global first, underscoring China’s leading position in lunar exploration.

    He added that the exhibition showcases the remarkable achievements of the Chang’e lunar exploration programme and the country’s remarkable accomplishments in aerospace, aviation and navigation.    

    The exhibition includes the first concurrent display in Hong Kong of lunar soil samples collected from the far side and near side of the Moon by the Chang’e-6 and the Chang’e-5 respectively.

    Other debut exhibits include the Chang’e-6 returner and parachute, seawater samples collected from 10,000 metres under the sea, and models of the “three pearls” of the shipbuilding industry, namely an aircraft carrier, a luxury cruise ship and a liquefied natural gas carrier.

    The expo will display large-scale aerospace, aviation and maritime models concurrently, including an approximately 12m-tall 1:5 Long March-5 launch vehicle and a full-size Fendouzhe full-ocean-depth manned submersible with a length of approximately 10m displayed outdoors, as well as a 1:8 model of a Y-20 heavy lifter with a wingspan of approximately 6m displayed indoors for the first time.

    It will also present Hong Kong’s significant contributions to the space and deep-sea exploration projects of the country. Plus, interactive exhibits of the “Lunar Base”, the “Zhurong Rover Expedition” and more are available for visitors to experience the challenges of building a lunar base and exploring Mars.

    Fixed-point guided tours will be provided on Saturdays and Sundays from August 9 to September 7. Additionally, lectures will be conducted tomorrow and on August 4, and the public is welcome to participate in lectures and tours on-site. Other activities include experiment classes, workshops and demonstrations.

    MIL OSI Asia Pacific News