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Category: Transport

  • MIL-OSI United Kingdom: Bronte Country to become country’s newest National Nature Reserve

    Source: United Kingdom – Executive Government & Departments

    Press release

    Bronte Country to become country’s newest National Nature Reserve

    Bradford Pennine Gateway National Nature reserve launched, creating huge boost for countryside access

    • Bradford Pennine Gateway National Nature Reserve set to be created in huge boost for countryside access
    • The new reserve is on the doorstep of Bradford – one of the UK’s youngest and most multicultural cities with population over half a million people
    • Habitat for precious species such as Adder, Curlew, and Short-eared owl to benefit from greater protections

    One of Britain’s youngest cities is set to benefit from the creation of a huge new national nature reserve – the Bradford Pennine Gateway National Nature Reserve.

    The new National Nature Reserve – the 7th in the King’s Series – announced and created today (13 May) is the first of its kind in West Yorkshire and will provide people with opportunity to enjoy the landscapes that inspired and were celebrated by the Bronte Sisters

    The reserve spans 1,274 hectares – twice the size of Ilkley Moor – and links together eight nature sites within the Bradford & South Pennines area, two of which are internationally important upland habitats, and much-loved places such as Penistone Country Park in Haworth, home of the Brontes.

    The establishment of this reserve will bridge this gap between the city of Bradford and the countryside by highlighting a range of important habitats just a stone’s throw from people’s homes. A National Nature Reserve next to one of the UK’s youngest cities will also help to break down barriers for young people accessing the countryside in one of England’s most nature deprived areas.

    Approximately 90% of the area comprises UK priority habitats, including peat bogs, heathlands, and wetlands. Endangered wildlife such Adders, Curlew, and Golden plover will benefit from greater protections and better-connected habitats. 42% of the reserve will be newly protected, with 738 hectares (58%) designated as Site of Special Scientific Interest (SSSI), contributing to national conservation efforts to protect 30% of land for nature by 2030.

    Natural England Chair Tony Juniper said:

    Reversing the historic declines in nature and moving toward ecological recovery requires bigger, better and more joined up areas for nature to thrive. The opening of this reserve is an important moment in this journey, marking a significant achievement in our efforts to protect and enhance the natural environment.

    By working with local partners providing accessible Nature near to urban areas, we are fostering a deeper connection between communities and nature, promoting wellbeing and inspiring the next generation to support biodiversity recovery.

    Cllr Alex Ross-Shaw, Bradford Council’s Portfolio Holder for Regeneration, Planning and Transport, said:

    We are delighted that Bradford has such an important role in the national roll-out National Nature Reserves across the country, being the first in West Yorkshire.

    Around two thirds of our district is rural, and we boast unique and breath-taking scenery. The creation of the Bradford Pennine Gateway National Nature Reserve ensures that these sites are protected and accessible for everyone in our district and beyond.

    Minister for Nature Mary Creagh said: 

    The Bradford Pennine Gateway National Nature Reserve is a landmark moment and will bring huge numbers of people closer to their iconic nature-rich habitats, as part of this governments Plan for Change to halt natures decline.

    Aligning with Bradford’s designation as the UK City of Culture 2025, the reserve integrates cultural enrichment with conservation efforts. Natural England and Bradford Council will create a public engagement strategy to increase the diversity of visitors and encourage positive action for nature across Bradford in communities rightly proud of their area.  

    The launch will also enhance educational and cultural opportunities in the area. In collaboration with local universities and colleges, the reserve will offer opportunities for field studies and research.

    The creation of the Bradford Pennine Gateway National Nature Reserve (NNR) marks a significant milestone in the King’s Series of National Nature Reserves. With the support of His Majesty King Charles III, Natural England will leave a lasting public legacy for people and nature by creating or extending 25 National Nature Reserves by 2027.

    Together these sites form an ecological network that links two internationally important upland habitats within the South Pennines Special Protection Area (SPA) and Special Area of Conservation (SAC). All sites are owned and managed by Bradford Council

    Updates to this page

    Published 13 May 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Crackdown on those who assist in self-harm

    Source: United Kingdom – Executive Government & Departments

    Press release

    Crackdown on those who assist in self-harm

    To mark Mental Health Awareness Week, new measures in the Crime and Policing Bill will protect vulnerable people who are encouraged or assisted to self-harm

    • New laws to protect vulnerable people at risk of self-harm
    • Those who provide the tools for self-harm face up to 5 years behind bars, helping to cut crime and deliver the government’s plan for change
    • Perpetrators face prosecution even if no self-harm takes place

    Vulnerable people who are encouraged or assisted to harm themselves will have greater protection under a new offence being introduced as part of the Crime and Policing Bill. 

    To mark Mental Health Awareness Week, the government is pushing ahead with vital new measures to further protect those at risk – with recent NHS data showing self-harm hospital admissions among young people have soared by a third. 

    The government is going further to strengthen safeguards – broadening the law to capture more malicious behaviour, bringing parity between the online and offline world and protect people who are at risk of suicide or self-harm.

    The new laws will make it a criminal offence to directly assist someone to self-harm – such as giving someone a blade or sending them pills – whether it is done in person or online. This will build on existing laws that already prevent people encouraging or assisting suicide or self-harm through content online.  

    Minister for Victims and Violence Against Women and Girls (VAWG), Alex Davies-Jones, said  

    The prevalence of serious self-harm, especially in young people, is hugely concerning. It is an awful truth that some people encourage or assist such behaviour, and one I wanted to draw attention to during Mental Health Awareness Week. 

    Whether encouragement is by communication, or more directly by assistance, the outcome is the same. We are determined that anybody intending to see others harm themselves is stopped and dealt with in the strongest way.

    Under this broader offence, someone can also be prosecuted if their intention is to cause serious self-harm even when this does not result in injuries to the vulnerable person. Those found guilty face up to 5 years in prison.  

    Self-harm can occur at any age. A recent study on people aged 13 to 15 reported that prevalence was greater among girls (22.7%) than boys (8.5%).  

    There is also increasing evidence of links between internet usage and self-harm, with one study finding that, among self-harm hospital presentations, the prevalence of suicide and self-harm related internet use was 26% among children and adolescents.    

    Anybody struggling with self-harm or suicidal thoughts is urged to get in touch with their GP or get advice and emotional support from organisations such as the Samaritans, Mind, or SANEline. 

    Background information

    • To avoid criminalising vulnerable people who share their experiences of self-harm publicly, if a person does not intend to encourage or assist serious self-harm then they will not be prosecuted as they did not mean to cause any harm to others. This enables the issue to continue to be discussed openly, for awareness and therapeutic purposes, without fear of repercussion.  
    • Mental Health Awareness Week runs from 12 to 18 May 2025 
    • The Online Safety Act 2023 gave partial effect to the Law Commission recommendation to create an offence, modelled on the offence of encouraging and assisting suicide, to tackle the encouragement of self-harm. It did so by introducing a new offence of encouraging or assisting serious self-harm by means of verbal or electronic communications, publications or correspondence  
    • The Crime and Policing Bill will repeal the existing offence and replace it with a broader offence of encouraging or assisting serious self-harm to cover all means by which serious self-harm broader may be encouraged or assisted, including by any means of communication and in any other way 
    • The offence contains two key elements to ensure that the offence does not disproportionately impact vulnerable people who harm themselves and constrains the offence to only the most culpable offending. These are (1) that the defendant’s act must be intended to encourage or assisting the serious self-harm of another person; and (2) that the defendant’s act is capable of encouraging or assisting the serious self-harm of another person. The offence therefore targets those who intend by their act to cause another person to seriously self-harm Sharing experiences of self-harm, or simply discussing the issue, without such intention will not be a criminal offence 
    • For more information on hospital admission breakdown data visit: Hospital admissions related to self harm, with age and geographical breakdowns – NHS England Digital

    Updates to this page

    Published 13 May 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Royal College of Psychiatrists Report – Co-occurring substance misuse and mental health

    Source: United Kingdom – Executive Government & Departments

    For those who have both ongoing mental illness alongside substance use disorders, it can be particularly hard to access the most effective treatment and support. This group has poorer physical and mental health, poorer social and occupational functioning, poorer treatment engagement, and higher mortality rates. They represent one of the most vulnerable groups seen by mental health services with the highest risk of violence and suicidal acts. Despite this, mental health and substance use services tend to function independently with poor co-ordination of care for those who need support from both services. Outcomes for this group have been getting progressively worse, and too many lives are being lost.

    Opportunities to deliver the best care possible are being missed. This is a real concern for the Royal College of Psychiatrists and their report makes practical recommendations for clinicians, commissioners and Government.

    Journalists came to the SMC to hear from authors of this report into co-occurring substance use and mental health disorders on:

    -What is co-occurring substance use, what does it look like, how common is it, and why is it so complex to manage?

    -Why has this become a priority issue for the Royal College of Psychiatrists?

    -What is the evidence of how best to treat this group and is this currently happening in all countries across the UK?

    -What must be done to improve support and outcomes with these conditions and who is responsible for this?

    Speakers included:

    Dr Lade Smith CBE, President of the Royal College of Psychiatrists

    Prof Owen Bowden-Jones, Lead author of the report and Consultant in Addiction Psychiatry

    Dr Emily Finch, co-author of the report and Chair of the Royal College of Psychiatrists Addictions Faculty

    Dr Jenny Drife, co-author of the report and Consultant General Adult Psychiatrist with a focus on homelessness

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Milestone reached – £65 million invested in nature projects

    Source: Scottish Government

    Nature Restoration Fund extended following success.

    The Scottish Government has invested over £65 million in projects across Scotland through its groundbreaking Nature Restoration Fund. 

    Established in 2021, it has funded hundreds of projects helping Scotland’s species, woodlands, rivers and seas back on the road to recovery.

    This years’ Programme for Government has committed to extend the Nature Restoration Fund (NRF) in 2026-27 to enable funding of a further round of multi-year projects. The extension will help ensure the priorities set out in the Biodiversity Strategy are met.

    Among the already successful projects is Highland Amphibians Reptile Project (HARP) which has boosted the survival rate of the Highland Great Crested Newt from 2% to 13%. This breeding success enabled the translocation of the UK’s rarest newts, which is thought to be a first in Europe.

    Additionally, work is being carried out by Scottish Entanglement Alliance (SEA), to reduce the entanglement of whales and basking sharks in fishing equipment, preventing their death or unnecessary suffering. Solutions currently being trialled could see the entanglement of some species reduced by 80% while preserving low impact creel fishing which supports coastal communities and livelihoods.

    Announcing the achievement at the NRF-funded Brerachan Water Restoration Project near Pitlochry, Climate Action Minister Dr Alasdair Allan said:

    “With more than 250 projects benefitting from the Nature Restoration Fund so far and our commitment to extend again this year, there can be no denying how serious we are about protecting and restoring our planet for future generations.

    “This funding goes a long way in helping to tackle the twin nature-climate crises, working to restore Scotland’s biodiversity at the same time as increasing our resilience to climate change, all while improving the health and wellbeing of local communities.

    “It’s fantastic to see how the work that has been completed here at Brerachan not only enhances habitats by planting native riparian trees but also introduces meander bends to improve the river’s connectivity to its floodplain. The benefits of projects like this will have a profound immediate effect on the local community but will continue to be felt for years to come.”

    Richard Lockett, Director of Lockett Agri-Environmental who managed the Brerachan Water Restoration Project said:

    “The Nature Restoration Fund was the key to the success of the Brerachan Water Restoration Project. The NRF funding enabled work to re-connect the Brerachan Water to its floodplain, restoring 25 hectares of outstanding, wildlife rich floodplain habitat.

    “The design involved the creation of a chute channel which takes water from the river onto the floodplain. In addition, sections of the existing open drainage network were infilled to help hold water across the site.  A number of ponds and backwater features were also created to further enhance and diversify habitats and maximise benefits to wildlife. 

    “This work has been highly successful. It has restored a drained and degraded flood plain into a rich and varied wetland habitat which will also help store flood water and reduce downstream flood risk.”

    NatureScot Chair Professor Colin Galbraith said:

    “The Nature Restoration Fund has come at a critical time and made a real difference, supporting hundreds of projects to take positive action for nature. As a result of this funding, people have been restoring saltmarshes and wetlands, enhancing rivers, creating woodlands and removing invasive non-native species to help our plants and wildlife flourish.

    “The range of projects that have been completed is impressive. They have helped to protect sharks and whales, allowed the return of water voles to parts of our rivers, created new areas of Scotland’s rainforest, and established pollinator networks across our towns and cities.

    “Over the past four years much has been achieved, but with nature in crisis across Scotland there is still a great deal more to be done. We need to continue to invest in Scotland’s nature to halt and reverse its decline, to build resilience to future climate shocks and to give people the opportunity to enjoy the many benefits that nature brings us. Let’s make Scotland richer in nature by 2030.”

    Background

    In July 2021, the Scottish Government launched the Nature Restoration Fund, which provides additional funding for multi-year, multi-partner large scale nature restoration projects to deliver significant improvements in biodiversity.

    £19.55 million was invested in 2025-26.

    The Nature Restoration Fund makes grants available through two main strands:

    The open competitive strand, administered by NatureScot; and

    The Edinburgh Process strand, which provides direct allocations from the Scottish Government to Local Authorities and National Parks.

    The Fund’s priority themes are:

    1. Habitat and species restoration: Management for enhancement and connectivity
    2. Freshwater restoration, including restoration of natural flows in rural catchments
    3. Coastal and marine initiatives which promote restoration, recovery, enhancement or resilience
    4. Control of invasive non-native species (INNS) impacting on nature
    5. Urban: Enhancing and connecting nature across, and between, towns and cities.

    Climate change makes all factors more significant in impact. All project proposals must demonstrate how the project will help to address climate change and/or its impacts.

    Programme for Government 2025 to 2026 – gov.scot

    Scottish Government Nature Restoration Fund (NRF) | NatureScot

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Market Way car park taken over by council

    Source: City of Portsmouth

    Portsmouth City Council is taking over the management of Market Way car park in the city centre from 16 May 2025, bringing it more in line with other council car parks in the area and offering new payment options for people parking and visiting shops.

    This change helps achieve policies set out in the council’s Parking Strategy, and aims to support businesses in the area and strengthen the city’s economy as part of Portsmouth’s integrated transport strategy.

    While the council encourages people to visit the shops on Commercial Road by walking, cycling, taking the bus, or using park and ride, Market Way car park remains a convenient option for those who need to drive.

    Previously managed by National Car Parks (NCP), the car park will now offer cheaper hourly prices for people who need to drive and park in the city centre for short stays (less than four hours). For the first few weeks of the council operating the car park, customers will be able to pay for parking with coins or via the RingGo app, with contactless card facilities being added later in June.

    The car park will now operate on a pay-when-you-park basis, rather than the previous pay-on-exit system. As with other council-owned car parks in Portsmouth, no QR codes will be used on parking machines and disabled people with Blue Badges can park for free.

    Any previous season tickets offered by NCP will no longer be offered at this car park, but other NCP car parks in the city will remain available, and season tickets will also be available from the council. Any queries about NCP season tickets should be addressed to NCP directly at www.ncp.co.uk or by calling 0345 050 7080.

    To make sure the car park is safe and accessible, some improvements need to take place in May, including resurfacing works. The car park will remain open throughout these works, though with a reduced capacity.

    In a first for the city, new solar-powered parking machines will be installed, saving on energy costs and ensuring sustainability where possible. In the future, other sustainable transport options may be offered in the car park as travel within the city evolves, including electric vehicle charging points, rental e-scooter and e-bike docks, and parking for bicycles.

    Cllr Peter Candlish, Cabinet Member for Transport at Portsmouth City Council, said:

    “We’re pleased to take over and improve the Marketway car park, making it more like other council car parks and boosting the Portsmouth city centre economy. We’d still encourage most people to take the bus including Park & Ride, or walk or cycle whenever possible, but for those that need to drive and park, this will help get people to get to shops, businesses and attractions.”

    More information can be found at https://www.portsmouth.gov.uk/services/parking-roads-and-travel/parking/car-parks/ or by emailing parking.permits@portsmouthcc.gov.uk.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Find out about your university options at Higher Education Fair

    Source: City of Wolverhampton

    Visitors will be able to learn more about different university courses and their entrance requirements, how to apply for courses and get information on costs, and get details of grants, bursaries and financial support available for travel and childcare.

    There will also be information about Adult Education Wolverhampton’s Level 3 Access to Higher Education courses to help people prepare for university, and specific schemes, programmes and tester events to ease the transition from Level 3 to degree studies and give prospective students the chance to experience university life first hand.

    The Higher Education Fair will take place at Adult Education Wolverhampton’s Foyer Building, Old Hall Street, on Wednesday 21 May from 10am to 1pm with representatives of universities from across the West Midlands, Staffordshire and Worcestershire on hand to speak to visitors.

    Councillor Jacqui Coogan, the City of Wolverhampton Council’s Cabinet Member for Education, Skills and Work, said: “If you’ve ever wanted to go to university, but aren’t sure how you could make it happen or fear you may not have the right qualifications, please come along to Adult Education Wolverhampton’s Higher Education Fair and find out about what the region’s universities could offer you.”

    For more information, please email enquiries@aes.wolverhampton.gov.uk or call 01902 558180. 
     

    MIL OSI United Kingdom –

  • MIL-OSI Asia-Pac: Results of monthly survey on business situation of small and medium-sized enterprises for April 2025

    Source: Hong Kong Government special administrative region

         The Census and Statistics Department (C&SD) released today (May 13) the results of the Monthly Survey on Business Situation of Small and Medium-sized Enterprises (SMEs) for April 2025.
     
         The current diffusion index (DI) on business receipts amongst SMEs decreased from 43.5 in March 2025 in the contractionary zone to 41.2 in April 2025, whereas the one-month’s ahead (i.e. May 2025) outlook DI on business receipts was 43.6. Analysed by sector, the current DIs on business receipts for majority of the surveyed sectors dropped in April 2025 as compared with previous month, particularly for the import and export trades (from 45.1 to 40.2) and business services (from 48.4 to 45.3).
      
         The current DI on new orders for the import and export trades decreased from 46.6 in March 2025 to 42.0 in April 2025, whereas the outlook DI on new orders in one month’s time (i.e. May 2025) was 43.8.
     
    Commentary
     
         A Government spokesman said that business sentiment among SMEs and their outlook in one month’s time both weakened in April, as the headwinds and uncertainties in the external environment increased sharply after the United States (US) announced significant increases in import tariffs last month. The overall employment situation also softened.
     
         Looking ahead, while trade tensions have eased somewhat of late, the uncertainty of US’ trade policy will still affect the economic outlook and business sentiment. The Government will continue to monitor the situation closely.
     
    Further information
     
         The Monthly Survey on Business Situation of Small and Medium-sized Enterprises aims to provide a quick reference, with minimum time lag, for assessing the short-term business situation faced by SMEs. SMEs covered in this survey refer to establishments with fewer than 50 persons engaged. Respondents were asked to exclude seasonal fluctuations in reporting their views. Based on the views collected from the survey, a set of diffusion indices (including current and outlook diffusion indices) is compiled. A reading above 50 indicates that the business condition is generally favourable, whereas that below 50 indicates otherwise. As for statistics on the business prospects of prominent establishments in Hong Kong, users may refer to the publication entitled “Report on Quarterly Business Tendency Survey” released by the C&SD.
     
         The results of the survey should be interpreted with care. The survey solicits feedback from a panel sample of about 600 SMEs each month and the survey findings are thus subject to sample size constraint. Views collected from the survey refer only to those of respondents on their own establishments rather than those on the respective sectors they are engaged in. Besides, in this type of opinion survey on expected business situation, the views collected in the survey are affected by the events in the community occurring around the time of enumeration, and it is difficult to establish precisely the extent to which respondents’ perception of the business situation accords with the underlying trends. For this survey, main bulk of the data were collected around the last week of the reference month.
     
         More detailed statistics are given in the “Report on Monthly Survey on the Business Situation of Small and Medium-sized Enterprises”. Users can browse and download the publication at the website of the C&SD (www.censtatd.gov.hk/en/EIndexbySubject.html?pcode=B1080015&scode=300).
     
         Users who have enquiries about the survey results may contact Industrial Production Statistics Section of the C&SD (Tel: 3903 7246; email: sme-survey@censtatd.gov.hk).

    MIL OSI Asia Pacific News –

  • MIL-OSI USA: NASA Careers Take Off with Internships

    Source: NASA

    Lee esta historia en español aquí.
    Do you dream of working for NASA and contributing to exploration and innovation for the benefit of humanity? The agency’s internship programs provide high school and college students opportunities to advance NASA’s mission in aeronautics, science, technology, and space.  
    Claudia Sales, Kassidy McLaughlin, and Julio Treviño started their careers as interns at NASA’s Armstrong Flight Research Center in Edwards, California, where they continue to explore the secrets of the universe. Their journeys highlight the long-term impact of the NASA’s science, technology, engineering, and mathematics (STEM) programs.

    “I knew since I was a child that I wanted to work for NASA,” said Claudia Sales, acting X-59 deputy chief engineer X-59 deputy chief engineer and airworthiness certification lead for the agency’s quiet supersonic research aircraft.
    Sales’ journey at NASA started in 2005 as a Pathways intern, a NASA work-study (co-op) program. She worked in propulsion and structures branches and supported such projects as the X-43A hypersonic research aircraft (Hyper-X) and the X-37 reusable orbital launch vehicle, where she had the opportunity to perform calculations for thermal estimations and trajectory analyses. She also completed design work with NASA Armstrong’s Experimental Fabrication Shop.
    “It had been a dream of mine to be a part of unique, one-of-a-kind flight research projects,” Sales said. “My mentor was amazing at exposing me to a wide variety of experiences and working on something unique to one day be implemented on an air vehicle to make the world a better place.”

    Similarly, flight systems engineer Kassidy McLaughlin discovered that mentorship and hands-on experience as an intern were key to her professional development. She currently leads the development of a ground control station at NASA Armstrong.
    In high school and college, McLaughlin enrolled in STEM classes, knowing she wanted to pursue a career in engineering. Encouraged by her mother to apply for a NASA internship, McLaughlin’s career began in 2014 as an intern for NASA Armstrong’s Office of STEM Engagement. She later transitioned to the Pathways program.
    “My mentor gave me the tools necessary, and encouraged me to ask questions,” McLaughlin said. “He helped show me that I was capable of anything if I set my mind to it.”
    During five rotations as an intern, she worked on the Unmanned Aircraft Systems Integration in the National Airspace System (UAS in the NAS) project. “It is such a rewarding feeling to be in a control room when something you have worked on is flying,” McLaughlin said. That experience inspired her to pursue a career in mechanical engineering.
    “NASA Armstrong offered something special when it came to the people,” McLaughlin said. “The culture at the center is so friendly and everyone is so welcoming.”

    Julio Treviño, lead operations engineer for NASA’s Global Hawk SkyRange project, ensures airworthiness throughout the planning, integration, and flight phases of unique systems and vehicles. He is also a certified mission controller, mission director, and flight test engineer for various agency aircraft.
    Much like McLaughlin, Treviño began his journey in 2018 as a Pathway’s intern for the Dynamic and Controls branch at NASA Armstrong. That experience paved the way for success after graduating with a degree in mechanical engineering.
    “As an intern, I had the opportunity to work on designing and creating a battery model for an all-electric aircraft,” Treviño said. “It was officially published as a NASA software model for use by anyone throughout the agency.”
    Treviño also credits NASA’s culture and people as the best part of his internship. “I had very supportive mentors throughout my time as an intern and the fact that everyone here genuinely loves the work that they do is awesome,” he said.

    Every year, NASA provides more than 2,000 students the opportunity to impact the agency’s mission through hands-on internships. The 2025 application for fall is May 16, 2025.
    To learn more about NASA’s internship programs, application deadlines, and eligibility, visit https://www.nasa.gov/learning-resources/internship-programs/

    MIL OSI USA News –

  • MIL-OSI Global: Viking pregnancy was deeply political – new study

    Source: The Conversation – UK – By Marianne Hem Eriksen, Associate Professor of Archaeology, University of Leicester

    Britomart by Walter Crane (1900). Library of Decorative Arts, Paris

    Pregnant women wielding swords and wearing martial helmets, foetuses set to avenge their fathers – and a harsh world where not all newborns were born free or given burial.

    These are some of the realities uncovered by the first interdisciplinary study to focus on pregnancy in the Viking age, authored by myself, Kate Olley, Brad Marshall and Emma Tollefsen as part of the Body-Politics project. Despite its central role in human history, pregnancy has often been overlooked in archaeology, largely because it leaves little material trace.

    Pregnancy has perhaps been particularly overlooked in periods we mostly associate with warriors, kings and battles – such as the highly romanticised Viking age (the period from AD800 until AD1050).

    Topics such as pregnancy and childbirth have conventionally been seen as “women’s issues”, belonging to the “natural” or “private” spheres – yet we argue that questions such as “when does life begin?” are not at all natural or private, but of significant political concern, today as in the past.

    In our new study, my co-authors and I puzzle together eclectic strands of evidence in order to understand how pregnancy and the pregnant body were conceptualised at this time. By exploring such “womb politics”, it is possible to add significantly to our knowledge on gender, bodies and sexual politics in the Viking age and beyond.

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    First, we examined words and stories depicting pregnancy in Old Norse sources. Despite dating to the centuries after the Viking age, sagas and legal texts provide words and stories about childbearing that the Vikings’ immediate descendants used and circulated.

    We learned that pregnancy could be described as “bellyful”, “unlight” and “not whole”. And we gleaned an insight into the possible belief in personhood of a foetus: “A woman walking not alone.”

    Helgi and Guðrún in the Laxdæla saga, as depicted by Andreas Bloch (1898).
    Wiki Commons

    An episode in one of the sagas we looked at supports the idea that unborn children (at least high-status ones) could already be inscribed into complex systems of kinship, allies, feuds and obligations. It tells the story of a tense confrontation between the pregnant Guðrún Ósvífrsdóttir, a protagonist in the Saga of the People of Laxardal and her husband’s killer, Helgi Harðbeinsson.

    As a provocation, Helgi wipes his bloody spear on Guđrun’s clothes and over her belly. He declares: “I think that under the corner of that shawl dwells my own death.” Helgi’s prediction comes true, and the foetus grows up to avenge his father.

    Another episode, from the Saga of Erik the Red, focuses more on the agency of the mother. The heavily pregnant Freydís Eiríksdóttir is caught up in an attack by the skrælings, the Norse name for the indigenous populations of Greenland and Canada. When she cannot escape due to her pregnancy, Freydís picks up a sword, bares her breast and strikes the sword against it, scaring the assailants away.

    While sometimes regarded as an obscure literary episode in scholarship, this story may find a parallel in the second set of evidence we examined for the study: a figurine of a pregnant woman.

    This pendant, found in a tenth-century woman’s burial in Aska, Sweden, is the only known convincing depiction of pregnancy from the Viking age. It depicts a figure in female dress with the arms embracing an accentuated belly — perhaps signalling connection with the coming child. What makes this figurine especially interesting is that the pregnant woman is wearing a martial helmet.

    The figurine of a pregnant woman that was analysed in the study.
    Historiska Museet, CC BY-ND

    Taken together, these strands of evidence show that pregnant women could, at least in art and stories, be engaged with violence and weapons. These were not passive bodies. Together with recent studies of Viking women buried as warriors, this provokes further thought to how we envisage gender roles in the oft-perceived hyper-masculine Viking societies.

    Missing children and pregnancy as a defect

    A final strand of investigation was to look for evidence for obstetric deaths in the Viking burial record. Maternal-infant death rates are thought to be very high in most pre-industrial societies. Yet, we found that among thousands of Viking graves, only 14 possible mother-infant burials are reported.

    Consequently, we suggest that pregnant women who died weren’t routinely buried with their unborn child and may not have been commemorated as one, symbiotic unity by Viking societies. In fact, we also found newborns buried with adult men and postmenopausal women, assemblages which may be family graves, but they may also be something else altogether.

    Interpretative drawing of a grave from Fjälkinge, Sweden, of an adult woman buried together with newborn placed between her thighs. Note that the legs of the woman’s body have been weighed down by a boulder.
    Matt Hitchcock / Body-Politics, CC BY-SA

    We cannot exclude that infants – underrepresented in the burial record more generally – were disposed of in death elsewhere. When they are found in graves with other bodies, it’s possible they were included as a “grave good” (objects buried with a deceased person) for other people in the grave.

    This is a stark reminder that pregnancy and infancy can be vulnerable states of transition. A final piece of evidence speaks to this point like no other. For some, like Guđrun’s little boy, gestation and birth represented a multi-staged process towards becoming a free social person.

    For people lower on the social rung, however, this may have looked very different. One of the legal texts we examined dryly informs us that when enslaved women were put up for sale, pregnancy was regarded as a defect of their bodies.

    Pregnancy was deeply political and far from uniform in meaning for Viking-age communities. It shaped – and was shaped by – ideas of social status, kinship and personhood. Our study shows that pregnancy was not invisible or private, but crucial to how Viking societies understood life, social identities and power.

    Marianne Hem Eriksen leads the BODY-POLITICS project, funded by the European Research Council (ERC) under the European Union’s Horizon 2020 research and innovation programme (grant agreement no. 949886).

    This research was also supported by The Leverhulme Trust through a Philip Leverhulme Prize awarded to Marianne Hem Eriksen (PLP-2022-285).

    – ref. Viking pregnancy was deeply political – new study – https://theconversation.com/viking-pregnancy-was-deeply-political-new-study-254738

    MIL OSI – Global Reports –

  • MIL-OSI USA: News Release – DOH Cites Petroleum Company for Hazardous Waste Violations

    Source: US State of Hawaii

    News Release – DOH Cites Petroleum Company for Hazardous Waste Violations

    Posted on May 12, 2025 in Latest Department News, Newsroom

    STATE OF HAWAIʻI

    KA MOKU ʻĀINA O HAWAIʻI

     

    DEPARTMENT OF HEALTH

    KA ʻOIHANA OLAKINO

    JOSH GREEN, M.D.
     GOVERNOR

    KE KIA‘ĀINA

    KENNETH S. FINK, M.D., MGA, MPH
     DIRECTOR

    KA LUNA HO‘OKELE

    DOH CITES PETROLEUM COMPANY FOR HAZARDOUS WASTE VIOLATIONS

    FOR IMMEDIATE RELEASE

    May 12, 2025                                                                                                            25-050

    HONOLULU — The Hawai‘i Department of Health (DOH) has issued a Notice of Violation and Order (NOVO) against Par Hawaii Refining (Par) for violating the state’s hazardous waste management laws. Par has been cited for the following:

    • Illegal disposal of hazardous waste at a facility not permitted to dispose of hazardous waste,
    • Failure to make a hazardous waste determination, and
    • Failure to use a uniform hazardous waste manifest for transportation of hazardous waste.

    The Utah Department of Environmental Quality (UDEQ) provided information to DOH from the receiving landfill located in Utah. The information indicates that Par shipped six drums of waste to the non-hazardous waste landfill as “Non-Department of Transportation (DOT)-Regulated (Neutralized Acid Solid)” and “Non-DOT Regulated (Acid Solid Residue).” However, analytical test results later revealed that the waste was hazardous waste due to the toxicity of its chromium content.

    The NOVO alleges that Par failed to make a proper hazardous waste determination because it shipped the waste before receiving analytical results that showed it was a hazardous waste. The regulations require hazardous waste to be shipped using a uniform hazardous waste manifest to facilities permitted to properly treat, store, or dispose of hazardous waste. The NOVO alleges that Par failed to ship the waste using the correct manifest and failed to properly dispose of the waste at a permitted hazardous waste facility.

    Par has been assessed a fine of $169,500 for the three violations. In addition to paying the penalty, Par has been ordered to undertake corrective actions, including but not limited to training its employees, to correct the violations. Par has 20 days to respond to the order.

    To protect Hawai‘i from pollutants that endanger people and the environment, the DOH regulates the generation, transportation, treatment, storage and disposal of hazardous waste. The DOH Solid & Hazardous Waste Branch promotes pollution prevention and waste minimization, develops partnerships with waste generators and the regulated community, guides the rehabilitation of contaminated lands and aggressively enforces environmental laws.

    # # #

    Media Contact:

    Kristen Wong

    Information Specialist

    Hawaiʻi State Department of Health

    Mobile: 808-953-9616

    MIL OSI USA News –

  • MIL-OSI USA: Governor Newsom announces billions of dollars for behavioral health treatment facilities and services for seriously ill and homeless thanks to Prop 1

    Source: US State of California 2

    May 12, 2025

    What you need to know: Thanks to Prop 1, today’s funding is estimated to create over 5,000 residential treatment beds and more than 21,800 outpatient treatment slots for behavioral health and will build upon other major behavioral health initiatives in California.

    Sacramento, California – Governor Gavin Newsom announced $3.3 billion in grant funding today to create over 5,000 residential treatment beds and more than 21,800 outpatient treatment slots for behavioral health care services and will build upon other major behavioral health initiatives in California. Administered by the California Department of Health Care Services (DHCS), the Proposition 1 Bond Behavioral Health Continuum Infrastructure Program (BHCIP) Round 1: Launch Ready awards will significantly expand access to care for Californians experiencing mental health conditions and substance use disorders, including those experiencing homelessness.

    Today’s awardees can be found HERE.

    “Californians demanded swift action to address our state’s behavioral health crisis when they voted for Prop 1 in March 2024. Today, we’re delivering our biggest win yet. These launch-ready projects will build and expand residential beds and treatment slots for those who need help. Whether it’s crisis stabilization, inpatient services, or long-term treatment, we’re ensuring that individuals can access the right care at the right time.”

    Governor Gavin Newsom

    When full awarded, funding from Proposition 1 bonds is estimated to create 6,800 residential treatment beds and 26,700 outpatient treatment slots for behavioral health and will build on other major behavioral health initiatives in California. 

    Kim Johnson, Secretary of the California Health & Human Services Agency: “Today marks a critical milestone in our commitment to transforming California’s behavioral health system. Through these awards, we are investing in bold, community-driven solutions that expand access to care, promote equity, and meet people where they are. These projects are a reflection of our values and vision for a healthier, more compassionate California.”

    Michelle Baass, DHCS Director: “This is a generational investment in California’s behavioral health future. We are not just building facilities. We are building hope, dignity, and pathways to healing for thousands of Californians. These investments will significantly enhance our state’s capacity to provide timely, effective care for individuals in their own communities.” 

    Why this matters

    The Bond BHCIP Round 1 awards will help to create a comprehensive behavioral health system, ensuring that individuals can access the right care at the right time, whether it be for crisis stabilization, inpatient care, or long-term treatment. As part of the state’s goal to reduce mental health crises, increase the availability of services, and support community-based solutions, these investments are vital in ensuring the long-term sustainability and accessibility of behavioral health services.

    Through BHCIP, DHCS has competitively awarded grants to construct, acquire, and expand properties and invest in mobile crisis infrastructure for behavioral health. Proposition 1, passed in March 2024, increases funding opportunities to expand BHCIP to serve even more Californians with mental health and substance use disorders through infrastructure development.  

    Bigger picture

    California’s Mental Health for All initiative is modernizing the behavioral health delivery system to improve accountability, increase transparency, and expand the capacity of behavioral health care facilities. BHCIP supports the creation, renovation, and expansion of facilities that serve individuals with mental health and substance use disorder needs, with a focus on crisis care, residential treatment, and outpatient services. DHCS has already awarded $1.7 billion in BHCIP competitive grants.

    There is a 7,000-plus behavioral health bed shortfall in California, contributing to  unmet needs among people experiencing homelessness who have mental illness and/or substance use disorders. Bond BHCIP funding is estimated to create 6,800 residential treatment beds and 26,700 outpatient treatment slots for behavioral health and will build upon other major behavioral health initiatives in California. This investment will help address the behavioral health bed shortfall.

    What comes next

    Today’s announcement represents the first of two Bond BHCIP funding rounds. The second round, Bond BHCIP Round 2: Unmet Needs, will provide over $800 million in competitive funding awards for behavioral health treatment facilities and is open to all entities. Interested entities are encouraged to apply after the Round 2 Request for Applications goes live as soon as later this month. 

    Additionally, the Department of Housing and Community Development (HCD) will oversee up to $2 billion in Proposition 1 funds to build permanent supportive housing for veterans and others who are homeless or at risk of homelessness and have mental health or substance use disorder challenges.

    Learn more

    For more information about Bond BHCIP Round 1: Launch Ready, please visit the BHCIP website. Additional guidance on Bond BHCIP Round 1: Launch Ready and Round 2: Unmet Needs is available here. Visit the Behavioral Health Transformation webpage for updates and resources, including recordings of regular public listening sessions. 

    Today’s awardees can be found HERE.

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    MIL OSI USA News –

  • MIL-OSI Economics: Thales’s Green Flag Orchestrator solution successfully deployed in Brest and Reims, France, supporting sustainable Air Traffic Management

    Source: Thales Group

    Headline: Thales’s Green Flag Orchestrator solution successfully deployed in Brest and Reims, France, supporting sustainable Air Traffic Management

    • After the success of the deployment in Brest in March, Thales’s Green Flag Orchestrator tool has been implemented at the Reims Area Control Centre (ACC) in France, reducing the consumption of fuel per optimised flight by 200 to 300kg.
    • Green Flag Orchestrator provides Air Navigation Services Providers (ANSPs) with more eco-friendly ‘opportunities’, allowing airlines to optimize flight plans, thereby reducing plane fuel consumption and greenhouse gas emissions.
    • This initiative is part of the EU-funded SESAR JU CONCERTO project, which aims to optimize CO2 reduction opportunities and integrate sustainable air traffic control practices.
    CRNA Est, Reims” id=”image-76de5ad8-ec92-4c8f-bc2e-170cbbf8070d” data-id=”76de5ad8-ec92-4c8f-bc2e-170cbbf8070d” data-original=”https://cdn.uc.assets.prezly.com/76de5ad8-ec92-4c8f-bc2e-170cbbf8070d/-/inline/no/123.jpg” data-mfp-src=”https://cdn.uc.assets.prezly.com/76de5ad8-ec92-4c8f-bc2e-170cbbf8070d/-/format/auto/” alt=”CRNA Est, Reims”/>
    CRNA Est, Reims

    Thales and France’s Direction des Services de la Navigation Aérienne (DSNA) announce the successful implementation of the Green Flag Orchestrator solution at the Reims Area Control Centre (ACC) in France. This milestone marks a new significant step towards more sustainable aviation and aligns with the European Union’s environmental goals to reduce 90% of CO2 emissions by 2040.

    Using advanced decision-making algorithms, Thales’s Green Flag Orchestrator is a tool for ANSPs to manage ATC (Air Traffic Control)  ‘constraints’ – restrictions imposed by ATC to ensure the safe and efficient movement of aircraft through controlled airspace, such as altitude restrictions. This tool automatically identifies and suggests ‘opportunities’ to relax some of these ‘constraints’, which are then proposed to airlines, enabling them to optimise their flight plans, thus reducing fuel consumption and CO2 emissions. By ensuring automation and digital coordination, this solution optimizes ANSPs’ workload, while maintaining the same levels of safety and capacity.

    This deployment is part of the EU-funded SESAR JU CONCERTO project, which focuses on integrating new technologies and concepts to reduce CO2 emissions and introduce non-CO2 impact management into daily operations. As part of this project, all CONCERTO partners are working to integrate green air traffic control capabilities into the system, balancing capacity and environmental performance.

    “The integration of the Green Flag concept at Brest and Reims ACCs aligns with our commitment to promoting a greener aviation industry. This initiative is a crucial step in our environmental strategy and supports our goal of reducing the sector’s carbon footprint.” Florence Serdot-Omer, Head of Unit Validation of Concept and new Technologies at DSNA.

    “Combining advanced algorithms and collaborative tools, the Green Flag Orchestrator empowers Air Navigation Service Providers and airlines to make environmentally conscious decisions, and unlock numerous opportunities for flight path optimization, paving the way for a more sustainable future in air traffic management.” David Antonello, ATM Green Operations Lead at Thales, and CONCERTO project leader

    “Congratulations to Thales and DSNA for the successful deployment of the Green Flag Orchestrator in Reims and Brest. This achievement, delivered through the SESAR CONCERTO project, is a great example of the SESAR innovation pipeline in action—transforming promising ideas into tools that deliver immediate environmental benefits. By accelerating the uptake of eco-efficient solutions like this, we are helping to make Europe’s skies more sustainable, flight by flight.” Andreas Boschen, Executive Director, SESAR Joint Undertaking.

    MIL OSI Economics –

  • MIL-OSI Economics: Thales celebrates 50 years in Greece

    Source: Thales Group

    Headline: Thales celebrates 50 years in Greece

    On the occasion of DEFEA, Greece’s premier defence exhibition, Thales, a global leader in advanced technologies for the Defence, Aerospace and Cyber & Digital sectors, celebrates its 50th anniversary of operations in Greece. This milestone underscores Thales’ enduring commitment to fostering technological advancement and contributing to the nation’s economic growth and security.

    Pascale Sourisse and Laurence Auer, French Ambassador in Greece, on the occasion of DEFEA and Thales’s 50th anniversary in Greece. ” id=”image-4840937d-79e6-483b-af1e-44c108955785″ data-id=”4840937d-79e6-483b-af1e-44c108955785″ data-original=”https://cdn.uc.assets.prezly.com/4840937d-79e6-483b-af1e-44c108955785/-/inline/no/RGB-140.jpg” data-mfp-src=”https://cdn.uc.assets.prezly.com/4840937d-79e6-483b-af1e-44c108955785/-/resize/1200x/-/format/auto/” alt=”Pascale Sourisse and Laurence Auer, French Ambassador in Greece, on the occasion of DEFEA and Thales’s 50th anniversary in Greece. “/>
    Pascale Sourisse and Laurence Auer, French Ambassador in Greece, on the occasion of DEFEA and Thales’s 50th anniversary in Greece.

    Since establishing its presence in Greece 50 years ago, Thales has been at the forefront of delivering innovative solutions tailored to the needs of the Greek market. From cutting-edge avionics and state-of-the-art defence systems to secure communications and air traffic management systems, Thales has been instrumental in supporting Greece’s infrastructure and capabilities.

    Thales is a long-time supplier of major systems to the Hellenic Armed Forces, and today services a significant installed base in the country. This includes avionics and mission systems for the Dassault Aviation Rafale and Mirage 2000/2000-5 combat aircraft, as well as large-scale air defence systems. Thales combat systems are deployed by the Hellenic Navy on board surface vessels, including the FDI Hellenic Ship (HS) naval program. Furthermore, Thales tactical radios, electronic warfare, optronic systems and surveillance radars are in service with the Army.

    In civil markets, Thales has supplied much of the country’s air traffic management systems. Thales Hellas has also developed a local cybersecurity capability thanks to European support programs and the Thales Group’s experience in the cyber domain. Locally, Thales Hellas operates a Cyber Lab, serving Greek authorities as well as local universities and competence centres.

    Core to Thales’s growth story in Greece is collaboration with local industry. Thales is developing partnerships with Greek defence and technology companies to leverage local expertise and enhance the capabilities of the Greek defence and aerospace eco-system. In April, Thales Hellas held its first Innovation & Partnership event welcoming more than 120 participants from 75 Greek companies. Additionally, Thales is contributing to the development of Greek industry through a network of local SMEs and participates in European Programs in cooperation with Greek Universities and Research Centres.

    “This 50 year anniversary milestone comes at a pivotal moment for the future of Europe and its strategic autonomy. Thales fully supports Greece’s vision to develop sovereign capabilities and increase its defence industry involvement, playing a strong role within European and NATO nations. We stand ready to further deepen our ties with Greek industry in developing our local capability in Greece – growing our defence services, air traffic management and cyber footprint. Through our continued investments in local teams, strong collaborations, and innovation in the country, we will continue to play our part developing a robust Greek industry.” , said Pascale Sourisse, President & CEO, Thales International.

    “Our journey has been defined by a steadfast dedication to helping Greece protect its critical infrastructure through advanced technology and continuous collaboration. We look forward to further strengthening our ties and continuing our legacy of innovation and excellence for many more years to come.”‘, declared Vincent Megaides, Country Director Thales Greece, Cyprus and Malta.

    About Thales

    Thales (Euronext Paris: HO) is a global leader in advanced technologies for the Defence, Aerospace, and Cyber & Digital sectors. Its portfolio of innovative products and services addresses several major challenges: sovereignty, security, sustainability and inclusion.

    The Group invests more than €4 billion per year in Research & Development in key areas, particularly for critical environments, such as Artificial Intelligence, cybersecurity, quantum and cloud technologies.

    Thales has more than 83,000 employees in 68 countries. In 2024, the Group generated sales of €20.6 billion.

    About Thales in Greece

    Thales has been active in Greece for 50 years, expanding its historical presence in Defence, to serve Air Traffic Control, Transport and Space markets.

    Thales is long-standing partner to the Hellenic Armed Forces, providing avionics and mission systems for the Mirage 2000 and Rafale aicraft, as well as large-scale air defence systems for the Air Force and the Navy. Thales tactical radios, optronic systems and surveillance radars are also in service with the Army.

    Thales has also implemented the ACCS system in Larissa for NATO with its local engineers. Thales has supplied much of the country’s air traffic control systems as transport solutions. In the Space domain, Thales also supplies the Hellasat 3 communications satellite, which entered into service in 2017.

    Thales is also a leader in civil identity and biometric solutions.

    Coopération locale

    Thales soutient un écosystème de partenaires industriels locaux dans des projets de développement en Grèce. Le Groupe est aussi membre actif de plusieurs organisations industrielles, dont SEV (Fédération hellénique d’entreprises), HASDIG (Hellenic Aerospace & Defence Industries Group) et EVIDITE (Association spatiale grecque).

    Thales Hellas est un fournisseur accrédité de systèmes de défense auprès du ministère grec de la Défense et a signé un protocole d’accord avec HAFA (Hellenic Airforce Academy).

    MIL OSI Economics –

  • MIL-Evening Report: Sussan Ley makes history, but faces unprecedented levels of difficulty

    Source: The Conversation (Au and NZ) – By Mark Kenny, Professor, Australian Studies Institute, Australian National University

    As if by visual metaphor, Sussan Ley’s task seemed both obvious and impossible in her first press conference as the new Liberal leader.

    Three years ago this month, Ley had done something uncannily similar to what Ted O’Brien was doing now. Then, it had been her standing next to Peter Dutton as his dutiful deputy. The freshly installed pair talked a big game about the contest ahead, assured of the urgency of their mission and the potency of their message.

    Ley had enthusiastically supported Dutton’s leadership. But now in 2025, it was Ley fronting the press, this time as the new leader following the catastrophic rejection of that Dutton-Ley project, the Liberal Party’s worst ever defeat.

    It was the inexperienced O’Brien at her side, newly elected as her bright-eyed second in command.

    Policy rethink?

    Sharpening the metaphor, it had been O’Brien who had acted as chief design architect and salesperson for one of the Coalition’s most expensive yet unloved policies in the May 2025 election – nuclear power stations, government built and operated.

    Back in 2022, Dutton’s task had seemed difficult, but success was far from unimaginable as he faced a new Labor government elected with a record-low primary vote and a tiny two-seat majority.

    Ley’s degree of difficulty three years hence is some orders of magnitude greater, not least because of O’Brien’s nuclear energy policy – which will be high on the list of policies to be reviewed, and presumably ditched, if a Liberal recovery is to occur.

    Stripping away unhelpful policy that is nonetheless beloved in sections of the party’s conservative and right wing base, is a threshold challenge for Ley – one of a panoply of traps and trying circumstances she confronts.

    Ley’s challenges

    First, there’s the simple maths given the Coalition now trails the Labor Party by a staggering 50-plus seats.

    Few observers think the Coalition can seriously compete for government at the 2028 election. Thus, Ley needs to keep hope alive among Liberal mps and senators, even when the prize of power seems two terms away.

    Then there’s her task of leading the Liberal Party back to the political centre-ground or as she puts it, meeting Australian voters “where they are”. This seems like politics 101. Yet she faces many internal sceptics.

    Leadership tightrope

    At 29 votes to 25, Ley’s victory against a more right-wing candidate, Angus Taylor was narrow and reportedly relied on the votes of senators whose terms end on June 30.

    In other words, even her current majority could evaporate.

    It is worth remembering that by December 2009, just two years after the Howard government ended, the Liberal Party was already on to its third opposition leader.

    Doing it her way

    So what effect will she have on the Liberal Party? In her first press conference she gave several clues.

    In contradistinction to Dutton, who avoided Parliament House press conferences and searching interviews, Ley gave a crisp three word answer when asked if she would front up to these rituals of public accountability – “yes, I will”.

    She promised to make tax reform and economic policy the “core business” of the party she leads.

    There was also a marked, if measured, departure from the bombastic declarative culture war politics of Dutton on matters like standing in front of the Aboriginal flag and welcome to country ceremonies at public events. On both, she expressed a more pragmatic acceptance:

    If it’s meaningful, if it matters, if it resonates, then it’s in the right place and as environment minister and health minister I listened carefully and participated in Welcome to Country ceremonies. If it’s done in a way that is ticking a box on a Teams meeting then I don’t think it is relevant.

    On other matters, she noted pointedly that RG Menzies had founded the party as the “Liberal” party not the conservative party, while acknowledging a breadth of alternative opinions among her parliamentary colleagues:

    Our Liberal Party reflects a range of views from all walks of life that are welcome in our party room and that is one of our great strengths.

    Ley the history-maker

    That Ley is the first ever woman to lead the federal Liberal Party will pose potential challenges.

    To pretend that gender stereotyping will play no role in any undermining by internal critics and media would be to ignore history.

    Asked about the exodus of female voters from the Coalition at the election, Ley said, “We did let women down, there is no doubt about that,” as she expressed the need for “genuine, serious” engagement:

    I want to say right here and now we need more women in our party. We need more women in the organisation, and we need more women in this party room.

    However, she pointedly stopped short of backing affirmative action quotas in the Liberal Party even as she called for more women in the parliament.

    Gaza about-face

    Perhaps the most telling “real-time” demonstration of the uneasy balance she hopes to achieve as leader of a party that has shifted markedly to the right, was when she as was asked about the Israel-Gaza question.

    As a former member of a cross party group called Parliamentary Friends of Palestine, Ley had implored parliament in 2008 to “think not of the Palestinian leadership, think of the people”.

    She had described Gaza as “besieged, contained, and on the brink of starvation” while warning that a “crushing economic embargo feeds fury and resentment” both in Gaza and the West Bank:

    Israel has many friends in this country and in this parliament. The Palestinians, by comparison, have few. Theirs is not a popular cause […] but it is one I support.

    Asked about her view now, Ley felt the need to circle back to stress her principle concern over the rising tide of antisemitism in Australia. She now says the “hideous events” of October 7 has changed her thinking on the matter.

    Gaza has given Sussan Ley an early lesson on the difficulties leaders face when it comes to straddling highly contentious issues.

    Mark Kenny 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. Sussan Ley makes history, but faces unprecedented levels of difficulty – https://theconversation.com/sussan-ley-makes-history-but-faces-unprecedented-levels-of-difficulty-256336

    MIL OSI Analysis – EveningReport.nz –

  • CBSE class 10 results 2025 declared; girls lead once again with 95% pass rate

    Source: Government of India

    Source: Government of India (4)

    In a swift move following the declaration of Class 12 results earlier in the day, the Central Board of Secondary Education (CBSE) announced the Class 10 Board Exam results for 2025 on Tuesday.

    This year, an impressive 93.66% of over 23 lakh students cleared the examination, which was conducted at 7,837 centres across 26,675 affiliated schools in India and abroad.

    Girls once again outshone boys, registering a pass percentage of 95%, reaffirming a consistent trend of academic excellence among female students.

    Among regions, Thiruvananthapuram, Vijayawada, and Bengaluru emerged as top performers. Delhi secured the seventh position, while Guwahati ranked lowest in terms of pass percentage.

    Students can access their results via the official CBSE websites — cbse.gov.in, cbseresults.nic.in, and results.cbse.nic.in. Results are also available on DigiLocker, the UMANG app, and through IVRS.

    To facilitate access, CBSE has sent DigiLocker credentials via SMS to students’ registered mobile numbers, enabling them to download digitally verified mark sheets and certificates.

    To view their results, students must enter their roll number, admit card ID, school code, and date of birth. A minimum of 33% marks in each subject (both theory and practical) is required to pass. Students falling just short may be awarded grace marks in line with board policy.

    Earlier in the day, CBSE released Class 12 results, with a pass percentage of 88.39%, marking a 0.41% increase over last year.

    Supplementary examinations for both Classes 10 and 12 will be held in the first or second week of July 2025, based on the same syllabus as the main exams.

    In a notable reform, CBSE has implemented a Relative Grading system from the 2024–25 academic session, replacing the previous fixed grading scale. This new system evaluates students’ performance in relation to their peers, aimed at reducing academic pressure and unhealthy competition.

    The 2025 CBSE Board Exams, held between February 15 and April 4, saw participation from over 42 lakh students. Class 10 exams concluded on March 18, while Class 12 exams ended on April 4.

    CBSE remains India’s largest school examination board and the second-largest public examination system. It offers 204 subjects across Classes 10 and 12 and operates in countries ranging from Japan to Ghana.

    (With IANS inputs)

  • MIL-OSI NGOs: Saudi Arabia: Migrant domestic workers face severe exploitation, racism and exclusion from labour protections

    Source: Amnesty International –

    Kenyan women hired as domestic workers in Saudi Arabia endure gruelling, abusive and discriminatory working conditions, which often amount to forced labour and human trafficking, Amnesty International said in a new report. The report highlights how employers subjected the women to extreme exploitation in private homes, often fuelled by racism, and how domestic workers continue to be excluded from Saudi Arabia’s labour law and other limited reforms.

    Locked in, left out: the hidden lives of Kenyan domestic workers in Saudi Arabia, documents the experience of more than 70 women who previously worked in Saudi Arabia. Often deceived by recruiters in Kenya about the nature of their jobs, once in Saudi Arabia they were made to work under brutal conditions, regularly toiling for more than16 hours, being denied days off and prevented from ever leaving the house. The women also faced awful living conditions and inhumane treatment including sexual, verbal and physical assault. Employers typically confiscated their passports and phones and sometimes withheld their wages.

    “These women travelled to Saudi Arabia in search of work to support their families but instead endured unspeakable abuse in the homes of their employers,” said Irungu Houghton, Executive Director of Amnesty International Kenya. “The Kenyan government is actively encouraging labour migration, and the Saudi Arabian authorities claim that they have introduced labour rights reforms, yet behind closed doors domestic workers continue to face shocking levels of racism, abuse and exploitation.”

    “These women travelled to Saudi Arabia in search of work to support their families but instead endured unspeakable abuse in the homes of their employers

    Irungu Houghton, Executive Director, Amnesty International, Kenya

    “The Saudi and Kenyan authorities must listen to these women; who’s labour sustains families and contributes significantly to the economic development of both countries. The Saudi authorities should urgently grant domestic workers equal protection under the labour law, introduce an effective inspection system to tackle widespread abuses in private homes, and fully dismantle the Kafala sponsorship system that binds foreign workers to employers, fosters exploitation and perpetuates systemic racism.” 

    Neither the Saudi nor the Kenyan authorities responded to Amnesty’s request for comment or information.

    The Saudi authorities should urgently grant domestic workers equal protection under the labour law, introduce an effective inspection system to tackle widespread abuses in private homes, and fully dismantle the Kafala sponsorship system that binds foreign workers to employers, fosters exploitation and perpetuates systemic racism.

    Irungu Houghton

    MIL OSI NGO –

  • MIL-OSI China: UNESCO intangible cultural heritage: Traditional design and practices for building Chinese wooden arch bridges

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

    Editor’s note: The traditional design and practices for building Chinese wooden arch bridges are a remarkable expression of Chinese engineering ingenuity and cultural heritage. These bridges are known for their elegant, durable and harmonious integration with the natural landscape. 

    In 2009, the traditional design and practices for building Chinese wooden arch bridges were inscribed on UNESCO’s List of the Intangible Cultural Heritage in Need of Urgent Safeguarding as the tradition had declined over the years due to rapid urbanization, scarcity of timber and lack of available construction space. In 2024, they were added to UNESCO’s Representative List of the Intangible Cultural Heritage of Humanity. This recognition acknowledges the unique construction techniques, cultural significance and artistic value of these wooden arch bridges.

    Traditional Chinese wooden arch bridges can be traced back to the long scroll of the “Along the River During the Qingming Festival,” an iconic painting of the Northern Song dynasty (960-1127). Early forms of wooden arch bridges were designed as simple structures to span rivers, streams and ravines, essential for facilitating trade and communication in areas where stone or metal construction was impractical due to resource constraints.

    The wooden arch bridge is distinguished by its graceful curve, which distributes the weight of the structure efficiently. These bridges typically consist of an arch made from timber that is supported by a series of interlocking beams, which allow the structure to withstand considerable pressure without requiring heavy external supports. The precision with which the wood is shaped, assembled and maintained is key to the bridge’s longevity. This design was seen as an engineering marvel of its time, combining practicality with aesthetic elegance.

    The construction of these bridges was closely linked to traditional Chinese values such as harmony with nature, community cooperation and sustainability. The methods used in building wooden arch bridges rely on a deep understanding of the properties of wood, local construction techniques, and the environment in which the bridge is built. Craftsmen often relied on local materials, and many bridges were designed to blend seamlessly with their surroundings.

    Over the centuries, these bridges have evolved in design but retained core structural principles. 

    Today, traditional techniques for constructing wooden arch bridges face significant challenges. The rapid modernization of infrastructure and the availability of concrete and steel have led to the decline of wooden bridge construction. However, many rural areas still rely on these traditional bridges for local transportation and social activities, and several ancient wooden arch bridges continue to be used today, albeit with modern maintenance techniques.

    Efforts to preserve this heritage have been led by local communities, government initiatives and heritage organizations. In some regions, wooden arch bridges are protected as cultural landmarks, and skilled artisans continue to pass down traditional building techniques. Projects have been undertaken to restore and maintain bridges using traditional methods, ensuring that they continue to stand as symbols of China’s architectural and cultural heritage.

    Moreover, there has been increasing recognition of the value of these bridges in culture and tourism promotion. Local governments and cultural institutions have promoted the traditional design and construction techniques through workshops, exhibitions and educational programs, encouraging younger generations to learn these practices. Additionally, a number of wooden arch bridges have become popular tourist destinations, drawing visitors interested in both the beauty of the structures and the cultural stories they embody.

    In recognizing the traditional design and practices for building Chinese wooden arch bridges, UNESCO emphasized the sophisticated craftsmanship and ingenuity behind these structures, highlighting their deep connection to local culture, community and environment. The organization praised the bridges for their balance of functionality and beauty, noting their ability to stand the test of time despite the challenges posed by the elements and the passage of centuries.

    UNESCO’s recognition also focused on the role of these bridges in facilitating communication and social interactions within Chinese rural communities. The bridges were described as not just functional infrastructure, but as a reflection of Chinese cultural ideals, such as harmony with nature, respect for tradition, and the importance of community collaboration.

    UNESCO further stressed the need for safeguarding these techniques, particularly given the diminishing number of skilled craftsmen able to maintain these traditional methods. The inclusion on the Representative List of the Intangible Cultural Heritage of Humanity serves as both a tribute to the wisdom embedded in this ancient tradition and a call to preserve the knowledge and practices associated with Chinese wooden arch bridges for future generations.

    Discover more treasures from China on UNESCO’s ICH list:

    • 2024: Spring Festival

    • 2022: Traditional tea processing

    • 2020: Wangchuan ceremony, taijiquan

    • 2018: Lum medicinal bathing of Sowa Rigpa

    • 2016: Twenty-four solar terms

    • 2013: Abacus-based Zhusuan

    • 2012: Training plan for Fujian puppetry performers

    • 2011: Shadow puppetry, Yimakan storytelling

    • 2010: Peking opera, acupuncture and moxibustion, wooden movable-type printing, watertight-bulkhead technology of Chinese junks, Meshrep

    • 2009: Yueju opera, Xi’an wind and percussion ensemble, traditional handicrafts of making Xuan paper, traditional firing techniques of Longquan celadon, Tibetan opera, sericulture and silk craftsmanship, Regong arts, Nanyin, Khoomei, Mazu belief and customs, Dragon Boat Festival, Manas, Craftsmanship of Nanjing Yunjin brocade, Xinjiang Uygur Muqam art, Hua’er, China engraved block printing technique, Chinese traditional architectural craftsmanship for timber-framed structures, Chinese paper-cut, Chinese calligraphy, Chinese seal engraving, Grand song of Dong ethnic group, Traditional Li textile techniques

    • 2008: Kunqu opera, Guqin, Urtiin Duu

    MIL OSI China News –

  • MIL-OSI China: Meituan to launch Keeta in Brazil, pledges $1B investment

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

    Photo taken on Sept. 1, 2022 shows an unmanned delivery vehicle at the booth of Meituan at the 2022 China International Fair for Trade in Services (CIFTIS) in Beijing, capital of China. [Photo/Xinhua]

    Chinese on-demand service leader Meituan said on Monday it will invest $1 billion in Brazil over the next five years and launch its food delivery brand Keeta there in the coming months, marking its latest push in going global.

    Meituan’s announcement came during a China-Brazil business seminar held in Beijing on Sunday, co-hosted by ApexBrasil and several other trade authorities.

    “Brazil is a huge market with great potential,” said Wang Xing, founder and CEO of Meituan. “Keeta aims to enhance the consumer experience, support the growth of local restaurants, and create more employment opportunities.”

    According to the agreement, Keeta will build a nationwide on-demand delivery network in Brazil and provide local partners with a suite of digital and marketing tools to grow their businesses. The company said it intends to leverage its experience in digital services to strengthen Brazil’s service trade infrastructure.

    “Going global is one of Meituan’s long-term strategies,” Wang said. “We are excited to bring our food delivery experience and advanced technology to new markets like Brazil, just as we’ve done in the Asia-Pacific and the Middle East. We look forward to offering more choices to Brazilian consumers and contributing to the country’s economic development.”

    Keeta is currently operating in China’s Hong Kong, where it has helped partner restaurants double their sales since launching two years ago. The brand also debuted in Saudi Arabia in September 2024, where it now covers all major cities, with user numbers and order volumes rising steadily.

    MIL OSI China News –

  • MIL-OSI China: ‘Made in China’ attracts global shoppers as favorable policies boost travel rush

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

    Tourists exchange currency at Tianjin International Cruise Home Port in north China’s Tianjin Municipality, May 1, 2025. [Photo/Xinhua]

    As Dean Dubois, a tourist from France, explored the ancient, enchanting shops of Guanqian Street in Suzhou, east China’s Jiangsu Province, he couldn’t resist a shopping spree.

    “This is my second time shopping in China, and every time I feel like I can’t buy enough,” he said, after stuffing his already brimming suitcase with traditional Chinese attire, embroidered scarves, handcrafted teacups, and a brand-new smartphone.

    With the rise of “China tours” on social media in recent years, shopping sprees in China are fast becoming a global consumer trend. An increasing number of international tourists are now visiting the country with shopping as a key motivation.

    A growing attraction 

    According to data from the National Immigration Administration (NIA), during this year’s May Day holiday, the number of foreign nationals entering and exiting China reached around 1.12 million, marking a 43.1 percent year-on-year increase.

    “Make sure to bring an empty suitcase to China!” This tongue-in-cheek travel tip has recently gone viral on overseas social media platforms. A growing number of foreign tourists are embracing the “tourism plus shopping” model.

    Some overseas consumers have even formed “shopping groups” that fly to China specifically to stock up on popular items. On social media, one blogger posted a “mutual assistance shopping” invitation, saying: “If you’re going to China this week, could you help me buy something? Next time I go, I’ll return the favor!”

    In Shanghai alone, foreign spending reached 455 million yuan (about 63.2 million U.S. dollars) between April 30 and May 4, marking a staggering year-on-year increase of 211.6 percent.

    “Look at this wallet. Every thread is hand-stitched!” South African blogger Sarah excitedly shared with her followers on a video platform, showing off the treasures she picked up during her recent trip to China. She went on to share: “And this is a thermos cup that can automatically brew tea — such an amazing design!”

    Foreign tourists’ shopping preferences are evolving. Data from China’s payment platforms showed that foreign tourists are increasingly drawn to local supermarkets, trendy cultural products and specialty foods.

    “Before, I would buy little souvenirs and cheaper T-shirts, but now I want to take home items with cultural significance,” said Dubois, noting that his shopping list includes silk products, ceramics, traditional Chinese clothing, and smart products.

    The continued relaxation of visa policies has made it easier for “China tours” to turn into shopping tours. Data released by the NIA last month showed that since the implementation of the 240-hour visa-free transit program, the number of foreign arrivals in China had increased by 40.2 percent, with the proportion of visa-free visitors reaching 71.3 percent.

    “I can stay longer in China, so of course, shopping is a must-do. And I can explore nearby cities as well,” said Italian tourist Giancarlo Marino.

    More tax refunds 

    China has introduced a series of measures to stimulate shopping, including lowering the threshold for tax refunds from 500 yuan to 200 yuan, raising the cash refund limit to 20,000 yuan, adding more tax refund stores at tourist hubs, and expanding the “buy-and-refund” service nationwide.

    Chen Youping, financial director at a shopping mall in Wuxi City, Jiangsu, explained that with a tax refund rate of 11 percent, a foreign tourist purchasing goods of 10,000 yuan could save 900 yuan after deducting a 2 percent handling fee. “This is particularly attractive for consumers purchasing luxuries or high-end electronic products, which could also encourage them to spend more.”

    “It’s like a discount right on the spot,” said Marino, who received nearly 1,000 yuan in tax refunds through the “buy-and-refund” service at Nanjing Deji Plaza. “You can do it all on your phone, and it’s super convenient! It prompts me to buy more unique products.”

    Statistics showed that in 2024, the tax refund scale in 10 pilot areas increased by 22 times compared to the previous year.

    Meanwhile, the increased coverage of foreign card POS systems and the continued upgrades in mobile payment services have made transactions smoother. Some regions have offered “tap-and-go” payment options for foreign tourists.

    The items in shopping carts also reflect the global appeal of “Made in China.” Folding screen phones, drones and smart home devices are consistently capturing attention. “The quality, design, and iteration speed of Chinese products are truly impressive,” Dubois said.

    Zhang Chunlong, director of the Institute of Social Policy, Jiangsu Provincial Academy of Social Sciences, found that Chinese products are growing more attractive in the global market.

    “High quality and cost-effectiveness have led foreign tourists to continue visiting China to buy good products,” Zhang said. 

    MIL OSI China News –

  • MIL-OSI China: Chinese firms still look for US growth

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

    A pedestrian crosses an intersection around the World Trade Center, New York City, the United States, on Jan 3, 2025. [Photo/Xinhua]

    Chinese companies in the United States plan to expand business operations despite geopolitical and profitability challenges, according to a survey released by the China General Chamber of Commerce – USA on Monday.

    The Annual Business Survey Report on Chinese Enterprises in the US tracks key performance trends and sentiment among Chinese companies with US operations, based on data collected from nearly 100 Chinese firms in March to early April.

    While some firms grow in size and revenue (37 percent now generate more than $100 million annually, up by 2 percentage points from 2023), the data reveals that profitability lags.

    In general, the survey shows a slight margin recovery in 2024, with 43 percent of respondents reported earnings before interest and taxes (EBIT) margins between 0 and 15 percent — up from 38 percent the previous year.

    The share of companies experiencing severe declines also dropped sharply, with only 10 percent seeing margins fall by more than five points, compared with 27 percent in 2023.

    “The reduction in severe declines reflects better cost/revenue management,” noted the report.

    Still, while extreme losses have declined, most enterprises are operating with thin margins and limited capacity for reinvestment.

    While 23 percent of firms reported operating margin improvements between 0 and 5 percentage points, up from 15 percent in 2023, only 7 percent achieved high margins of 15 percent or more, a significant drop from 11 percent in 2023.

    Meanwhile, nearly 1 in 4 companies reported losses, with 17 percent reporting losses up to 15 percent.

    A further 17 percent of companies reported breaking even, while 10 percent did not disclose or were unsure about their margins.

    “High-margin performers became scarcer, while loss-makers persisted,” the report said, underscoring the pressure on business fundamentals.

    The survey found that 60 percent of respondents plan to maintain their current level of investment in the US through 2025, suggesting a preference for stability in light of ongoing economic and policy uncertainties.

    While 1 in 5 companies plan to increase investment, the same number plan reductions, indicating a split in business confidence.

    Concerns about a deteriorating geopolitical environment reinforce a cautious outlook. A striking 90 percent of companies identified US-China political and cultural tensions as the most pressing challenge for operations in 2025 and 2026.

    “Inflation and the unstable US economy,” and “frictions in US-China economic and trade relations” were cited by 80 percent and 73 percent of companies, respectively.

    Additionally, 60 percent flagged “uncertainty in US foreign investment policies” and “unstable US policies toward foreign investments” as top challenges, reflecting increased difficulty and risk in investment decisions.

    Asked about their key business objectives for US investment in 2025 and 2026, 83 percent of companies surveyed said they aimed to improve profitability, and 70 percent reported that they planned to recover and grow their existing business, showing a strong intention to strengthen and expand current operations.

    As of July 2024, CGCC’s Chinese member companies have invested at least $140 billion, employed more than 230,000 people, and indirectly supported over a million jobs in the US, the CGCC reported.

    The CGCC warned that recent tariff changes, which occurred after the survey concluded, may have deepened business pessimism even further. On Monday, China and the US announced a series of tariff reductions to de-escalate trade tensions.

    The US agreed to remove 91 percentage points in the additional tariffs it had imposed on China, while China reciprocated by removing 91 percentage points in its additional tariffs on the US.

    The US will pause 24 percentage points of additional ad valorem duties — tariffs levied in proportion to the value of goods — on Chinese imports for 90 days, and China will do the same for 24 percentage points of its modified additional ad valorem rates of duty for imports from the US.

    Still, a 90-day suspension, while welcome, creates significant uncertainty for both Chinese and US companies’ business planning and costs, analysts said.

    The USCBC’s 2024 Member Survey, released in September, noted that US companies’ financial performance in China remained healthy in 2023, with 80 percent being profitable, and a larger share (42 percent) of companies seeing revenues grow by 20 percent or less compared with the 2023 survey results (28 percent).

    Looking ahead, 72 percent of respondents expected that the profit margins of their China operations will be equal to or greater than their global average in 2024, matching companies’ expections in 2023, according to the USCBC survey.

    At an embassy event last week, China’s top envoy in the US Xie Feng said that in 2022 alone, the revenue of the US-owned enterprises in China significantly exceeded those of Chinese-owned enterprises in the US by more than $400 billion.

    MIL OSI China News –

  • MIL-OSI China: China and LatAm join hands to draw blueprint for next decade of cooperation

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

    Amid the accelerating changes in the global landscape, the 4th ministerial meeting of the China-Community of Latin American and Caribbean States (CELAC) Forum opened Tuesday in Beijing.

    The return to Beijing 10 years after the forum’s debut ministerial meeting marks a significant milestone. It is expected to further advance the vision of a China-Latin America community with a shared future and enhance cooperation among the developing countries of the Global South.

    United by a commitment to multilateralism and self-improvement as Global South nations, China and Latin America have achieved plenty over the past decade. Against this backdrop, the forum has grown into a vital platform that enhances mutual political trust, aligns development strategies, and strengthens people-to-people bonds.

    Over the past years, close high-level contacts and strategic communication have guided China-LAC relations through a shifting international landscape, paving the way for a new stage of equality, mutual benefit, innovation, and openness, with tangible benefits for both peoples.

    Deepened political trust was evident when Panama, El Salvador, the Dominican Republic, Nicaragua, and Honduras established or restored diplomatic ties with China, and when Venezuela, Uruguay, Colombia, and Nicaragua upgraded or established a strategic partnership with China.

    Notably, relations between Brazil and China have been elevated to foster a community with a shared future for a more just world and a sustainable planet. The China-proposed Belt and Road Initiative (BRI) is contributing to development in more than 20 economies in the LAC region, highlighted by multiple landmark cooperation projects currently underway.

    China is now Latin America’s second-largest trading partner, and the region has become the second-largest destination for overseas Chinese investment, with 600.8 billion U.S. dollars in stock by the end of 2023. Currently, China has five free trade partners in the region. The country has been the largest market for Chilean cherries for years, and Chinese companies account for 37 percent of automobiles sold in Ecuador.

    The China-LAC cooperation is also expanding into new sectors, such as renewable energy, digital technology, and transnational e-commerce, with dynamics driven by successful bilateral forums on science and technology innovation, digital technology cooperation, and space cooperation, all under the framework of the China-CELAC Forum. China’s cloud computing, big data and AI technologies have widely empowered local industries to facilitate digital transformation.

    High-level BRI construction is also helping advance the region’s industrial upgrade, such as fully equipping Trinidad and Tobago’s Phoenix Park Industrial Estate with a state-of-the-art 5G network.

    The deepening of China-LAC relations has boosted employment, including the creation of higher-income jobs through BRI projects. Among recent examples is the April reopening of the Mexico City Metro’s key Line 1, a project assisted by Chinese expertise aimed at improving residents’ transit experience.

    Meanwhile, a wide range of programs have strengthened cultural exchanges and the people-to-people bonds. These include Chinese government scholarships and vocational training programs for CELAC member countries, the China-LAC Youth Development Forum, the China-LAC Cultural Exchange Year, and China’s foreign aid projects aimed at improving livelihoods.

    Standing at a new historical starting point, China-LAC relations and cooperation are expected to build on the previous accomplishments and enter a new era replete with opportunities and broader prospects.

    The China-CELAC Forum meeting in Beijing is sending a strong message of unity from the Global South, particularly in response to the increasing uncertainty and unpredictability stemming from rising unilateralism, protectionism, and bullying actions.

    Undoubtedly, enhancing China-LAC relations and collaboration will contribute to stability and foster positive momentum in a tumultuous world. 

    MIL OSI China News –

  • MIL-OSI Asia-Pac: CAS exercise for responding to severe weather conditions concludes smoothly

    Source: Hong Kong Government special administrative region

         The Civil Aid Service (CAS) organised an exercise codenamed “WINDSTORM”, at Wan Tuk Creek on Lantau Island today (May 13) to enhance its communication, co-ordination, contingency planning and mobilisation capabilities for severe weather and other emergencies, bolstering command control and operational efficiency of the CAS in handling emergency incidents.
     
         The exercise simulated various scenarios, including residents trapped by floods, fallen trees blocking roads and handling casualties. During the exercise, CAS rescue teams swiftly established an emergency command system, set up casualty collection stations and utilised rescue technologies such as drones, robotic dogs and remote-controlled lifebuoys to conduct rescue operations, ensuring that actions were carried out effectively and rapidly.
     
         Approximately 100 officers and members participated in the exercise, which enhanced the awareness and handling capabilities of the personnel and improved co-ordination and communication among the units in responding to emergencies.
     
         In addition, to strengthen the response to extreme weather conditions, the CAS will add one more flood rescue team this year. Training for responding to floods and rescue operations will also be enhanced.

    MIL OSI Asia Pacific News –

  • MIL-OSI: JD.com Announces First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    BEIJING, May 13, 2025 (GLOBE NEWSWIRE) — JD.com, Inc. (NASDAQ: JD and HKEX: 9618 (HKD counter) and 89618 (RMB counter), the “Company” or “JD.com”), a leading supply chain-based technology and service provider, today announced its unaudited financial results for the three months ended March 31, 2025.

    First Quarter 2025 Highlights

    • Net revenues were RMB301.1 billion (US$141.5 billion) for the first quarter of 2025, an increase of 15.8% from the first quarter of 2024.
    • Income from operations was RMB10.5 billion (US$1.5 billion) for the first quarter of 2025, compared to RMB7.7 billion for the first quarter of 2024. Operating margin was 3.5% for the first quarter of 2025, compared to 3.0% for the first quarter of 2024. Non-GAAP2income from operations was RMB11.7 billion (US$1.6 billion) for the first quarter of 2025, compared to RMB8.9 billion for the first quarter of 2024. Non-GAAP operating margin was 3.9% for the first quarter of 2025, compared to 3.4% for the first quarter of 2024. Operating margin of JD Retail before unallocated items was 4.9% for the first quarter of 2025, compared to 4.1% for the first quarter of 2024.
    • Net income attributable to the Company’s ordinary shareholders was RMB10.9 billion (US$1.5 billion) for the first quarter of 2025, compared to RMB7.1 billion for the first quarter of 2024. Net margin attributable to the Company’s ordinary shareholders was 3.6% for the first quarter of 2025, compared to 2.7% for the first quarter of 2024. Non-GAAP net income attributable to the Company’s ordinary shareholders was RMB12.8 billion (US$1.8 billion) for the first quarter of 2025, compared to RMB8.9 billion for the first quarter of 2024. Non-GAAP net margin attributable to the Company’s ordinary shareholders was 4.2% for the first quarter of 2025, compared to 3.4% for the first quarter of 2024.
    • Diluted net income per ADS was RMB7.19 (US$0.99) for the first quarter of 2025, compared to RMB4.53 for the first quarter of 2024. Non-GAAP diluted net income per ADS was RMB8.41 (US$1.16) for the first quarter of 2025, compared to RMB5.65 for the first quarter of 2024.

    “We saw a strong start to the year, with solid results on both the top and bottom lines in Q1,” said Sandy Xu, Chief Executive Officer of JD.com. “Our performance was supported by improving consumer sentiment and continued enhancements to JD’s supply chain capabilities and user experience. User growth was particularly strong during the quarter, reflecting the increasing trust and mindshare JD has earned from consumers and further strengthening our ecosystem. We are also seeing encouraging signs from new initiatives, and we believe these emerging opportunities will further position us for long-term, high-quality growth.”

    “In the first quarter, both our product and service revenues achieved double-digit growth year-on-year, further accelerating on a sequential basis, while bottom line also continued to expand steadily,” said Ian Su Shan, Chief Financial Officer of JD.com. “In particular, we maintained and further enhanced robust momentum of our core JD Retail business, while exploring exciting new opportunities for our long-term success. We also remained very committed to shareholder returns. We completed our annual dividend payout in April, and further executed upon our share repurchase program during the first quarter.”

    Updates of Share Repurchase Program

    Pursuant to the Company’s share repurchase program of up to US$5.0 billion adopted in August 2024 and effective through August 2027, the Company repurchased a total of approximately 80.7 million Class A ordinary shares (equivalent to 40.4 million ADSs) for a total of approximately US$1.5 billion from January 1, 2025 to the date of this announcement. The remaining amount under the share repurchase program was US$3.5 billion as of the date of this announcement.

    The total number of shares repurchased by the Company from January 1, 2025 to the date of this announcement amounted to approximately 2.8% of its ordinary shares outstanding as of December 31, 20243. All of these ordinary shares were repurchased from both Nasdaq and the Hong Kong Stock Exchange pursuant to the share repurchase program.

    Business Highlights

    • JD Retail:In the first quarter, JD.com deepened its strategic partnerships with leading digital product manufacturers such as Xiaomi. The collaborations focus on product innovation, marketing initiatives, and other key areas, aiming to capture the emerging market opportunities driven by consumption support policies and the rise of AI large language models. Together with its partners, JD.com is committed to providing its users with more intelligent and diverse product offerings, along with enhanced purchasing and service experience.

      In the first quarter, JD.com debuted a range of new products online from renowned fashion brands, such as La Prairie, Crocs, and Massimo Dutti. Leveraging its platform advantages and integrated supply chain capabilities, JD.com is dedicated to offering an enriched selection of fashionable products and superior shopping experience for a wide range of consumers.

      In April, JD.com announced the launch of an export-to-domestic sales program. JD.com aims to procure no less than RMB200 billion worth of export-oriented goods for domestic sales. Through this initiative, JD.com will work with Chinese manufactures to strengthen their presence in the domestic market and provide consumers with more better and cheaper products.

    • New Business:In February 2025, JD.com officially launched its food delivery business. Starting from core retail, JD is expanding into on-demand retail and food delivery, meeting users’ demands in various scenarios. Rooted in the Company’s ecosystem, JD Food Delivery is not a stand-alone business. It operates in a market with big opportunities and demands, such as users’ demand for quality meals, merchants’ need for reasonable commissions, and riders’ desire for better protections. JD has the right strength, culture and advantage to address such opportunities and demands, particularly with its “better and cheaper” user mindshare, the “thirty-five cents” principle that insists on only reasonable profit margins, and its strong logistics operation and management capabilities. JD Food Delivery is set to generate synergetic effects with the Company’s existing businesses, including enriching location-based product supplies, upgrading last mile fulfillment network, and contributing to user growth and engagement. JD Food Delivery has achieved substantial progress in a very brief time, a proof of the great potentials of the food delivery industry and JD’s precise grasp of the industry demands and strong execution capabilities.
    • JD Health:In the first quarter, JD Health further strengthened its position as the first online marketplace for new and specialty medicine launches. It debuted several innovative medicines online during the quarter from pharmaceutical companies including Pfizer, Esteve, Innogen, and others, broadening treatment options for patients. In addition, JD Health also deepened its collaborations with leading healthcare product companies, including By-Health, Yan Palace, and LifeStyles, driving synergies in product innovation, digitalization of supply chain, and precision marketing.

      In the first quarter, JD Health made significant progress in medical AI, continuously promoting the application of AI in healthcare services, specialized diagnosis and treatment, and health management. JD Health Online Hospital has seen over 80% of its medical consultation orders aided with AI services. Its AI nutritionist has also achieved a user satisfaction rate of 91%.

    • JD Logistics:In the first quarter, JD Logistics (“JDL”) continued to expand its global footprint. In January, JDL officially launched an international air cargo route between Shenzhen, China, and Bangkok, Thailand, enabling more efficient cross-border flow of goods. In March, JDL’s second warehouse in Warsaw, Poland commenced operations, offering integrated supply chain and logistics services to support both Chinese enterprises and local European businesses with streamlined and efficient logistics solutions.

      On March 24, 2025, JDL officially launched its operations center in Hong Kong, marking a significant step-up in expanding the coverage of its express delivery network and boosting service efficiency in the region. Since upgrading its services in Hong Kong in October 2023, JDL has been persistently deepening its footprint in the market. It has been providing premium express delivery services to consumers, and at the same time, cultivating a mutually beneficial ecosystem in collaboration with local businesses.

    Environment, Social and Governance

    • Starting from March 1, 2025, JD.com has begun to contribute the social insurances and the housing fund for its full-time food delivery riders, including both portions that are to be contributed by employers and individuals. In addition, JD.com will also provide accident and health insurances for its part-time food delivery riders. JD.com has become the first platform in China to provide such extensive social benefit coverage for full-time food delivery riders.
    • As a testament to JD.com’s unwavering commitment to creating more jobs and making contribution to the society, the total personnel under the JD Ecosystem4 was approximately 700,000 as of March 31, 2025, including the Company’s employees, part-time staff and interns, as well as the personnel of the Company’s affiliates in the JD Ecosystem. The total expenditure for such human resources, together with the expenditure for external personnel who work for the JD Ecosystem, amounted to RMB128.8 billion for the twelve months ended March 31, 2025.

    First Quarter 2025 Financial Results

    Net Revenues. Net revenues increased to RMB301.1 billion (US$41.5 billion) by 15.8% for the first quarter of 2025 from RMB260.0 billion for the first quarter of 2024. Net product revenues increased by 16.2%, while net service revenues increased by 14.0% for the first quarter of 2025, compared to the first quarter of 2024.

    Cost of Revenues. Cost of revenues increased to RMB253.2 billion (US$34.9 billion) by 15.0% for the first quarter of 2025 from RMB220.3 billion for the first quarter of 2024.

    Fulfillment Expenses. Fulfillment expenses, which primarily include procurement, warehousing, delivery, customer service and payment processing expenses, increased to RMB19.7 billion (US$2.7 billion) by 17.4% for the first quarter of 2025 from RMB16.8 billion for the first quarter of 2024. Fulfillment expenses as a percentage of net revenues was 6.6% for the first quarter of 2025, compared to 6.5% for the first quarter of 2024.

    Marketing Expenses. Marketing expenses increased to RMB10.5 billion (US$1.5 billion) by 13.9% for the first quarter of 2025 from RMB9.3 billion for the first quarter of 2024. Marketing expenses as a percentage of net revenues was 3.5% for the first quarter of 2025, compared to 3.6% for the first quarter of 2024.

    Research and Development Expenses. Research and development expenses increased to RMB4.6 billion (US$0.6 billion) by 14.6% for the first quarter of 2025 from RMB4.0 billion for the first quarter of 2024. Research and development expenses as a percentage of net revenues was 1.5% for the first quarter of 2025, compared to 1.6% for the first quarter of 2024.

    General and Administrative Expenses. General and administrative expenses increased to RMB2.4 billion (US$0.3 billion) by 22.2% for the first quarter of 2025 from RMB2.0 billion for the first quarter of 2024. General and administrative expenses as a percentage of net revenues remained stable at 0.8% for the first quarter of 2025 and 2024.

    Income from Operations and Non-GAAP Income from Operations. Income from operations increased to RMB10.5 billion (US$1.5 billion) by 36.8% for the first quarter of 2025 from RMB7.7 billion for the first quarter of 2024. Operating margin was 3.5% for the first quarter of 2025, compared to 3.0% for the first quarter of 2024. Non-GAAP income from operations increased to RMB11.7 billion (US$1.6 billion) by 31.4% for the first quarter of 2025 from RMB8.9 billion for the first quarter of 2024. Non-GAAP operating margin was 3.9% for the first quarter of 2025, compared to 3.4% for the first quarter of 2024. Operating margin of JD Retail before unallocated items for the first quarter of 2025 was 4.9%, compared to 4.1% for the first quarter of 2024.

    Non-GAAP EBITDA. Non-GAAP EBITDA increased to RMB13.7 billion (US$1.9 billion) by 27.0% for the first quarter of 2025 from RMB10.8 billion for the first quarter of 2024. Non-GAAP EBITDA margin was 4.6% for the first quarter of 2025, compared to 4.1% for the first quarter of 2024.

    Net Income Attributable to the Company’s Ordinary Shareholders and Non-GAAP Net Income Attributable to the Company’s Ordinary Shareholders. Net income attributable to the Company’s ordinary shareholders increased to RMB10.9 billion (US$1.5 billion) by 52.7% for the first quarter of 2025 from RMB7.1 billion for the first quarter of 2024. Net margin attributable to the Company’s ordinary shareholders was 3.6% for the first quarter of 2025, compared to 2.7% for the first quarter of 2024. Non-GAAP net income attributable to the Company’s ordinary shareholders increased to RMB12.8 billion (US$1.8 billion) by 43.4% for the first quarter of 2025 from RMB8.9 billion for the first quarter of 2024. Non-GAAP net margin attributable to the Company’s ordinary shareholders was 4.2% for the first quarter of 2025, compared to 3.4% for the first quarter of 2024.

    Diluted EPS and Non-GAAP Diluted EPS. Diluted net income per ADS increased to RMB7.19 (US$0.99) by 58.7% for the first quarter of 2025 from RMB4.53 for the first quarter of 2024. Non-GAAP diluted net income per ADS increased to RMB8.41 (US$1.16) by 48.8% for the first quarter of 2025 from RMB5.65 for the first quarter of 2024.

    Cash Flow and Working Capital

    As of March 31, 2025, the Company’s cash and cash equivalents, restricted cash and short-term investments totaled RMB203.4 billion (US$28.0 billion), compared to RMB241.4 billion as of December 31, 2024. For the first quarter of 2025, free cash flow of the Company was as follows:

        For the three months ended
        March 31,
    2024    		     March 31,
    2025    		     March 31,
    2025
        RMB RMB US$
        (In millions)
         
    Net cash used in operating activities   (11,315 )   (18,262 )   (2,517 )
    Less: Impact from consumer financing receivables included in the operating cash flow   (1,281 )   (1,018 )   (140 )
    Less: Capital expenditures, net of related sales proceeds   (2,880 )   (2,323 )   (320 )
    Capital expenditures for development properties   (1,360 )   (915 )   (126 )
    Other capital expenditures*   (1,520 )   (1,408 )   (194 )
    Free cash flow   (15,476 )   (21,603 )   (2,977 )
                       

    * Including capital expenditures related to the Company’s headquarters in Beijing and all other CAPEX.

    Net cash provided by investing activities was RMB16.2 billion (US$2.2 billion) for the first quarter of 2025, consisting primarily of net cash received from maturity of time deposits and wealth management products and cash received from disposal of equity investments and investment securities, partially offset by cash paid for capital expenditures.

    Net cash used in financing activities was RMB7.3 billion (US$1.0 billion) for the first quarter of 2025, consisting primarily of net cash paid for repayment of borrowings and cash paid for repurchase of ordinary shares.

    For the twelve months ended March 31, 2025, free cash flow of the Company was as follows:

        For the twelve months ended
        March 31,
    2024    		     March 31,
    2025    		     March 31,
    2025
        RMB RMB US$
        (In millions)
         
    Net cash provided by operating activities   69,813     51,148     7,048  
    (Less)/Add: Impact from consumer financing receivables included in the operating cash flow   (1,191 )   131     18  
    Less: Capital expenditures, net of related sales proceeds   (18,045 )   (13,666 )   (1,883 )
    Capital expenditures for development properties   (11,332 )   (6,841 )   (943 )
    Other capital expenditures   (6,713 )   (6,825 )   (940 )
    Free cash flow   50,577     37,613     5,183  
                       

    Supplemental Information

    The Company reports three reportable segments, JD Retail, JD Logistics, and New businesses. JD Retail, including JD Health and JD Industrials, among other operating segments, mainly engages in online retail, online marketplace and marketing services in China. JD Logistics includes both internal and external logistics businesses. New Businesses mainly include Dada, JD Property, Jingxi and overseas businesses.

      For the three months ended  
      March 31,
    2024     		   March 31,
    2025     		   March 31,
    2025    		  
      RMB RMB US$  
      (In millions, except percentage data)  
    Net revenues:        
    JD Retail 226,835     263,845     36,359    
    JD Logistics 42,137     46,967     6,472    
    New Businesses 4,870     5,753     793    
    Inter-segment eliminations* (13,793 )   (15,483 )   (2,134 )  
    Total consolidated net revenues 260,049     301,082     41,490    
    Less: cost of revenues:        
    JD Retail (190,062 )   (219,395 )   (30,234 )  
    JD Logistics (39,052 )   (43,785 )   (6,034 )  
    New Businesses (4,031 )   (4,586 )   (632 )  
    Inter-segment eliminations* 12,892     14,539     2,004    
    Less: operating expenses:        
    JD Retail (27,448 )   (31,604 )   (4,355 )  
    JD Logistics (2,861 )   (3,037 )   (418 )  
    New Businesses (1,509 )   (2,494 )   (344 )  
    Inter-segment eliminations* 901     944     130    
    Income/(loss) from operations:        
    JD Retail 9,325     12,846     1,770    
    JD Logistics 224     145     20    
    New Businesses (670 )   (1,327 )   (183 )  
    Total segment income from operations 8,879     11,664     1,607    
    Unallocated items** (1,179 )   (1,131 )   (156 )  
    Total consolidated income from operations 7,700     10,533     1,451    
    Share of results of equity investees (730 )   1,330     183    
    Interest expense (601 )   (600 )   (82 )  
    Others, net 2,696     2,079     287    
    Total consolidated income before tax 9,065     13,342     1,839    
             
    YoY% change of net revenues:        
    JD Retail 6.8 %   16.3 %      
    JD Logistics 14.7 %   11.5 %      
    New Businesses (19.2 )%   18.1 %      
             
    Operating margin:        
    JD Retail 4.1 %   4.9 %      
    JD Logistics 0.5 %   0.3 %      
    New Businesses (13.8 )%   (23.1 )%      
                     

    * The inter-segment eliminations mainly consist of revenues from supply chain solutions and logistics services provided by JD Logistics to JD Retail, on-demand delivery and retail services provided by Dada to JD Retail and JD Logistics, and property leasing services provided by JD Property to JD Logistics.

    ** Unallocated items include share-based compensation, amortization of intangible assets resulting from assets and business acquisitions, effects of business cooperation arrangements, and impairment of goodwill and intangible assets, which are not allocated to segments.

    The table below sets forth the revenue information:

      For the three months ended  
      March 31,
    2024    		   March 31,
    2025    		   March 31,
    2025    		 YoY%
    Change
      RMB   RMB   US$  
      (In millions, except percentage data)
    Electronics and home appliances revenues 123,212   144,295   19,884 17.1 %
    General merchandise revenues 85,296   98,014   13,507 14.9 %
    Net product revenues 208,508   242,309   33,391 16.2 %
    Marketplace and marketing revenues 19,289   22,320   3,076 15.7 %
    Logistics and other service revenues 32,252   36,453   5,023 13.0 %
    Net service revenues 51,541   58,773   8,099 14.0 %
    Total net revenues 260,049   301,082   41,490 15.8 %
                   


    Conference Call

    JD.com’s management will hold a conference call at 8:00 am, Eastern Time on May 13, 2025, (8:00 pm, Beijing/Hong Kong Time on May 13, 2025) to discuss the first quarter 2025 financial results.

    Please register in advance of the conference using the link provided below and dial in 15 minutes prior to the call, using participant dial-in numbers, the Passcode and unique access PIN which would be provided upon registering. You will be automatically linked to the live call after completion of this process, unless required to provide the conference ID below due to regional restrictions.

    PRE-REGISTER LINK: https://s1.c-conf.com/diamondpass/10046856-37hfgr.html

    CONFERENCE ID: 10046856

    A telephone replay will be available for one week until May 20, 2025. The dial-in details are as follows:

    US: +1-855-883-1031
    International: +61-7-3107-6325
    Hong Kong: 800-930-639
    Chinese Mainland: 400-120-9216
    Passcode: 10046856
       

    Additionally, a live and archived webcast of the conference call will also be available on the JD.com’s investor relations website at http://ir.jd.com.

    About JD.com

    JD.com is a leading supply chain-based technology and service provider. The Company’s cutting-edge retail infrastructure seeks to enable consumers to buy whatever they want, whenever and wherever they want it. The Company has opened its technology and infrastructure to partners, brands and other sectors, as part of its Retail as a Service offering to help drive productivity and innovation across a range of industries.

    Non-GAAP Measures

    In evaluating the business, the Company considers and uses non-GAAP measures, such as non-GAAP income/(loss) from operations, non-GAAP operating margin, non-GAAP net income/(loss) attributable to the Company’s ordinary shareholders, non-GAAP net margin attributable to the Company’s ordinary shareholders, free cash flow, non-GAAP EBITDA, non-GAAP EBITDA margin, non-GAAP net income/(loss) per share and non-GAAP net income/(loss) per ADS, as supplemental measures to review and assess operating performance. The presentation of these non-GAAP financial measures is not intended to be considered in isolation or as a substitute for the financial information prepared and presented in accordance with accounting principles generally accepted in the United States of America (“U.S. GAAP”). The Company defines non-GAAP income/(loss) from operations as income/(loss) from operations excluding share-based compensation, amortization of intangible assets resulting from assets and business acquisitions, effects of business cooperation arrangements, gain on sale of development properties and impairment of goodwill and long-lived assets. The Company defines non-GAAP net income/(loss) attributable to the Company’s ordinary shareholders as net income/(loss) attributable to the Company’s ordinary shareholders excluding share-based compensation, amortization of intangible assets resulting from assets and business acquisitions, effects of business cooperation arrangements and non-compete agreements, gain/(loss) on disposals/deemed disposals of investments and others, reconciling items on the share of equity method investments, loss/(gain) from fair value change of long-term investments, impairment of goodwill, long-lived assets and investments, gain on sale of development properties and tax effects on non-GAAP adjustments. The Company defines free cash flow as operating cash flow adjusting the impact from consumer financing receivables included in the operating cash flow and capital expenditures, net of related sales proceeds. Capital expenditures include purchase of property, equipment and software, cash paid for construction in progress, purchase of intangible assets, land use rights and asset acquisitions. The Company defines non-GAAP EBITDA as non-GAAP income/(loss) from operations plus depreciation and amortization excluding amortization of intangible assets resulting from assets and business acquisitions. Non-GAAP basic net income/(loss) per share is calculated by dividing non-GAAP net income/(loss) attributable to the Company’s ordinary shareholders by the weighted average number of ordinary shares outstanding during the periods. Non-GAAP diluted net income/(loss) per share is calculated by dividing non-GAAP net income/(loss) attributable to the Company’s ordinary shareholders by the weighted average number of ordinary shares and dilutive potential ordinary shares outstanding during the periods, including the dilutive effects of share-based awards as determined under the treasury stock method and convertible senior notes. Non-GAAP net income/(loss) per ADS is equal to non-GAAP net income/(loss) per share multiplied by two.

    The Company presents these non-GAAP financial measures because they are used by management to evaluate operating performance and formulate business plans. Non-GAAP income/(loss) from operations, non-GAAP net income/(loss) attributable to the Company’s ordinary shareholders and non-GAAP EBITDA reflect the Company’s ongoing business operations in a manner that allows more meaningful period-to-period comparisons. Free cash flow enables management to assess liquidity and cash flow while taking into account the impact from consumer financing receivables included in the operating cash flow and the demands that the expansion of fulfillment infrastructure and technology platform has placed on financial resources. The Company believes that the use of the non-GAAP financial measures facilitates investors to understand and evaluate the Company’s current operating performance and future prospects in the same manner as management does, if they so choose. The Company also believes that the non-GAAP financial measures provide useful information to both management and investors by excluding certain expenses, gain/loss and other items that are not expected to result in future cash payments or that are non-recurring in nature or may not be indicative of the Company’s core operating results and business outlook.

    The non-GAAP financial measures have limitations as analytical tools. The Company’s non-GAAP financial measures do not reflect all items of income and expense that affect the Company’s operations or not represent the residual cash flow available for discretionary expenditures. Further, these non-GAAP measures may differ from the non-GAAP information used by other companies, including peer companies, and therefore their comparability may be limited. The Company compensates for these limitations by reconciling the non-GAAP financial measures to the nearest U.S. GAAP performance measure, all of which should be considered when evaluating performance. The Company encourages you to review the Company’s financial information in its entirety and not rely on a single financial measure.

    CONTACTS:

    Investor Relations
    Sean Zhang
    +86 (10) 8912-6804
    IR@JD.com

    Media Relations
    +86 (10) 8911-6155
    Press@JD.com

    Safe Harbor Statement

    This announcement contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates,” “confident” and similar statements. Among other things, the business outlook and quotations from management in this announcement, as well as JD.com’s strategic and operational plans, contain forward-looking statements. JD.com may also make written or oral forward-looking statements in its periodic reports to the U.S. Securities and Exchange Commission (the “SEC”), in announcements made on the website of the Hong Kong Stock Exchange, in its annual report to shareholders, in press releases and other written materials and in oral statements made by its officers, directors or employees to third parties. Statements that are not historical facts, including statements about JD.com’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to the following: JD.com’s growth strategies; its future business development, results of operations and financial condition; its ability to attract and retain new customers and to increase revenues generated from repeat customers; its expectations regarding demand for and market acceptance of its products and services; trends and competition in China’s e-commerce market; changes in its revenues and certain cost or expense items; the expected growth of the Chinese e-commerce market; laws, regulations and governmental policies relating to the industries in which JD.com or its business partners operate; potential changes in laws, regulations and governmental policies or changes in the interpretation and implementation of laws, regulations and governmental policies that could adversely affect the industries in which JD.com or its business partners operate, including, among others, initiatives to enhance supervision of companies listed on an overseas exchange and tighten scrutiny over data privacy and data security; risks associated with JD.com’s acquisitions, investments and alliances, including fluctuation in the market value of JD.com’s investment portfolio; natural disasters and geopolitical events; change in tax rates and financial risks; intensity of competition; and general market and economic conditions in China and globally. Further information regarding these and other risks is included in JD.com’s filings with the SEC and the announcements on the website of the Hong Kong Stock Exchange. All information provided herein is as of the date of this announcement, and JD.com undertakes no obligation to update any forward-looking statement, except as required under applicable law.

    JD.com, Inc.
    Unaudited Interim Condensed Consolidated Balance Sheets
    (In millions, except otherwise noted)
         
        As of
        December 31,
    2024    		   March 31,
    2025    		   March 31,
    2025
        RMB   RMB   US$
    ASSETS            
    Current assets            
    Cash and cash equivalents   108,350   96,778   13,336
    Restricted cash   7,366   9,279   1,279
    Short-term investments   125,645   97,385   13,420
    Accounts receivable, net (including consumer financing receivables of RMB2.0 billion and RMB1.3 billion as of December 31, 2024 and March 31, 2025, respectively)(1)   25,596   31,380   4,324
    Advance to suppliers   7,619   6,140   846
    Inventories, net   89,326   95,434   13,151
    Prepayments and other current assets   15,951   15,712   2,165
    Amount due from related parties   4,805   3,344   461
    Assets held for sale   2,040   1,778   245
    Total current assets   386,698   357,230   49,227
    Non-current assets            
    Property, equipment and software, net   82,737   83,054   11,445
    Construction in progress   6,164   7,039   970
    Intangible assets, net   7,793   7,510   1,035
    Land use rights, net   36,833   36,820   5,074
    Operating lease right-of-use assets   24,532   25,621   3,531
    Goodwill   25,709   25,709   3,543
    Investment in equity investees   56,850   52,138   7,185
    Marketable securities and other investments   59,370   71,755   9,888
    Deferred tax assets   2,459   2,430   335
    Other non-current assets   9,089   8,556   1,179
    Total non-current assets   311,536   320,632   44,185
    Total assets   698,234   677,862   93,412
                 
    JD.com, Inc.
    Unaudited Interim Condensed Consolidated Balance Sheets
    (In millions, except otherwise noted)
         
        As of
        December 31,
    2024    		   March 31,
    2025    		   March 31,
    2025
        RMB   RMB   US$
    LIABILITIES            
    Current liabilities            
    Short-term debts   7,581   4,230   583
    Accounts payable   192,860   176,736   24,355
    Advance from customers   32,437   34,055   4,693
    Deferred revenues   2,097   2,166   299
    Taxes payable   9,487   5,496   757
    Amount due to related parties   1,367   2,954   407
    Accrued expenses and other current liabilities   45,985   50,626   6,976
    Operating lease liabilities   7,606   7,801   1,075
    Liabilities held for sale   101   65   9
    Total current liabilities   299,521   284,129   39,154
    Non-current liabilities            
    Deferred revenues   502   424   58
    Unsecured senior notes   24,770   24,758   3,412
    Deferred tax liabilities   9,498   8,440   1,163
    Long-term borrowings   31,705   31,492   4,340
    Operating lease liabilities   18,106   19,151   2,639
    Other non-current liabilities   835   797   110
    Total non-current liabilities   85,416   85,062   11,722
    Total liabilities   384,937   369,191   50,876
                 
    MEZZANINE EQUITY   484   263   36
                 
    SHAREHOLDERS’ EQUITY            
    Total JD.com, Inc. shareholders’ equity (US$0.00002 par value, 100,000 million shares authorized, 2,981 million shares issued and 2,883 million shares outstanding as of March 31, 2025)   239,347   234,322   32,291
    Non-controlling interests   73,466   74,086   10,209
    Total shareholders’ equity   312,813   308,408   42,500
                 
    Total liabilities, mezzanine equity and shareholders’ equity   698,234   677,862   93,412
                 
    (1)   JD Technology performs credit risk assessment services for consumer financing receivables business and absorbs the credit risk of the underlying consumer financing receivables. Facilitated by JD Technology, the Company periodically securitizes consumer financing receivables through the transfer of those assets to securitization plans and derecognizes the related consumer financing receivables through sales type arrangements.
     
    JD.com, Inc.  
    Unaudited Interim Condensed Consolidated Statements of Operations  
    (In millions, except per share data)  
       
      For the three months ended  
      March 31,
    2024    		     March 31,
    2025    		     March 31,
    2025    		  
      RMB RMB US$  
    Net revenues        
    Net product revenues 208,508     242,309     33,391    
    Net service revenues 51,541     58,773     8,099    
    Total net revenues 260,049     301,082     41,490    
    Cost of revenues (220,279 )   (253,234 )   (34,897 )  
    Fulfillment (16,806 )   (19,737 )   (2,720 )  
    Marketing (9,254 )   (10,543 )   (1,453 )  
    Research and development (4,034 )   (4,621 )   (637 )  
    General and administrative (1,976 )   (2,414 )   (332 )  
    Income from operations(2)(3) 7,700     10,533     1,451    
    Other income/(expenses)        
    Share of results of equity investees (730 )   1,330     183    
    Interest expense (601 )   (600 )   (82 )  
    Others, net(4) 2,696     2,079     287    
    Income before tax 9,065     13,342     1,839    
    Income tax expenses (1,700 )   (2,063 )   (285 )  
    Net income 7,365     11,279     1,554    
    Net income attributable to non-controlling interests shareholders 235     389     53    
    Net income attributable to the Company’s ordinary shareholders 7,130     10,890     1,501    
             
    Net income per share:        
    Basic 2.28     3.76     0.52    
    Diluted 2.27     3.59     0.50    
    Net income per ADS:        
    Basic 4.56     7.51     1.04    
    Diluted 4.53     7.19     0.99    
                       
    JD.com, Inc.
    Unaudited Interim Condensed Consolidated Statements of Operations
    (In millions, except per share data)
     
        For the three months ended
        March 31,
    2024    		   March 31,
    2025    		   March 31,
    2025
        RMB   RMB   US$
                 
    (2) Includes share-based compensation as follows:
    Cost of revenues     (26 )     (7 )     (1 )
    Fulfillment     (110 )     (71 )     (10 )
    Marketing     (83 )     (62 )     (9 )
    Research and development     (175 )     (217 )     (30 )
    General and administrative     (365 )     (410 )     (56 )
    Total     (759 )     (767 )     (106 )
                             
    (3) Includes amortization of business cooperation arrangement and intangible assets resulting from assets and business acquisitions as follows:  
    Fulfillment     (103 )     (49 )     (7 )
    Marketing     (219 )     (279 )     (38 )
    Research and development     (66 )     (36 )     (5 )
    General and administrative     (32 )     —       —  
    Total     (420 )     (364 )     (50 )
                             
    (4) “Others, net” consists of interest income; gains/(losses) related to long-term investments without significant influence, including fair value changes, acquisitions or disposals gains/(losses), and impairments; government incentives; foreign exchange gains/(losses); and other non-operating income/(losses).  
    JD.com, Inc.  
    Unaudited Non-GAAP Net Income Per Share and Per ADS  
    (In millions, except per share data)  
       
      For the three months ended  
      March 31,
    2024    		   March 31,
    2025    		   March 31,
    2025    		  
      RMB   RMB   US$  
                 
    Non-GAAP net income attributable to the Company’s ordinary shareholders 8,899   12,758   1,758  
                 
    Non-GAAP net income per share:  
    Basic 2.85   4.40   0.61  
    Diluted 2.83   4.21   0.58  
                 
    Non-GAAP net income per ADS:  
    Basic 5.69   8.80   1.21  
    Diluted 5.65   8.41   1.16  
                 
    Weighted average number of shares:            
    Basic 3,126   2,898      
    Diluted 3,144   3,035      
                 
    JD.com, Inc.    
    Unaudited Interim Condensed Consolidated Statements of Cash Flows and Free Cash Flow    
    (In millions)    
         
      For the three months ended  
      March 31,
    2024    		     March 31,
    2025    		     March 31,
    2025    		  
      RMB RMB US$  
             
    Net cash used in operating activities (11,315 )   (18,262 )   (2,517 )  
    Net cash provided by investing activities 28,414     16,236     2,237    
    Net cash used in financing activities (7,445 )   (7,288 )   (1,004 )  
    Effect of exchange rate changes on cash, cash equivalents and restricted cash (130 )   (345 )   (47 )  
    Net increase/(decrease) in cash, cash equivalents and restricted cash 9,524     (9,659 )   (1,331 )  
    Cash, cash equivalents, and restricted cash at beginning of period, including cash and cash equivalents classified within assets held for sale 79,451     115,716     15,946    
    Less: Cash, cash equivalents, and restricted cash classified within assets held for sale at beginning of period (53 )   —*     —*    
    Cash, cash equivalents, and restricted cash at beginning of period 79,398     115,716     15,946    
    Cash, cash equivalents, and restricted cash at end of period, including cash and cash equivalents classified within assets held for sale 88,922     106,057     14,615    
    Less: Cash, cash equivalents, and restricted cash classified within assets held for sale at end of period (3 )   —*     —*    
    Cash, cash equivalents and restricted cash at end of period 88,919     106,057     14,615    
             
             
    Net cash used in operating activities (11,315 )   (18,262 )   (2,517 )  
    Less: Impact from consumer financing receivables included in the operating cash flow (1,281 )   (1,018 )   (140 )  
    Less: Capital expenditures, net of related sales proceeds (2,880 )   (2,323 )   (320 )  
    Capital expenditures for development properties (1,360 )   (915 )   (126 )  
    Other capital expenditures (1,520 )   (1,408 )   (194 )  
    Free cash flow (15,476 )   (21,603 )   (2,977 )  
                       

    *Absolute value is less than RMB1 million or US$1 million.

    JD.com, Inc.  
    Supplemental Financial Information and Business Metrics
    (In RMB billions, except turnover days data)    		  
     
        Q1 2024   Q2 2024   Q3 2024   Q4 2024   Q1 2025
    Cash flow and turnover days                    
    Operating cash flow – trailing twelve months (“TTM”)   69.8   74.0   52.8   58.1   51.1
    Free cash flow – TTM   50.6   55.6   33.6   43.7   37.6
    Inventory turnover days(5) – TTM   29.0   29.8   30.4   31.5   32.8
    Accounts payable turnover days(6) – TTM   51.8   57.0   57.5   58.6   57.6
    Accounts receivable turnover days(7) – TTM   5.4   5.7   5.8   5.9   6.4
    (5) TTM inventory turnover days are the quotient of average inventory over the immediately preceding five quarters, up to and including the last quarter of the period, to cost of revenues of retail business for the last twelve months, and then multiplied by 360 days.

    (6) TTM accounts payable turnover days are the quotient of average accounts payable for retail business over the immediately preceding five quarters, up to and including the last quarter of the period, to cost of revenues of retail business for the last twelve months, and then multiplied by 360 days.

    (7) TTM accounts receivable turnover days are the quotient of average accounts receivable over the immediately preceding five quarters, up to and including the last quarter of the period, to total net revenues for the last twelve months and then multiplied by 360 days. Presented are the accounts receivable turnover days excluding the impact from consumer financing receivables.
     
    JD.com, Inc.  
    Unaudited Reconciliation of GAAP and Non-GAAP Results    
    (In millions, except percentage data)  
       
      For the three months ended
      March 31,
    2024    		     March 31,
    2025    		     March 31,
    2025
      RMB RMB US$
           
    Income from operations 7,700     10,533     1,451
    Add: Share-based compensation 759     767     106
    Add: Amortization of intangible assets resulting from assets and business acquisitions 309     252     35
    Add: Effects of business cooperation arrangements 111     112     15
    Non-GAAP income from operations 8,879     11,664     1,607
    Add: Depreciation and other amortization 1,908     2,038     281
    Non-GAAP EBITDA 10,787     13,702     1,888
           
    Total net revenues 260,049     301,082     41,490
           
    Non-GAAP operating margin 3.4 %   3.9 %    
           
    Non-GAAP EBITDA margin 4.1 %   4.6 %    
           
    JD.com, Inc.
    Unaudited Reconciliation of GAAP and Non-GAAP Results
    (In millions, except percentage data)
     
      For the three months ended
      March 31,
    2024    		     March 31,
    2025    		     March 31,
    2025
      RMB RMB US$
           
    Net income attributable to the Company’s ordinary shareholders 7,130     10,890     1,501  
    Add: Share-based compensation 592     650     90  
    Add: Amortization of intangible assets resulting from assets and business acquisitions 143     186     26  
    Add: Reconciling items on the share of equity method investments(8) 370     964     133  
    Add: Impairment of goodwill, long-lived assets, and investments 558     437     60  
    (Reversal of)/Add: (Gain)/Loss from fair value change of long-term investments (8 )   874     120  
    Reversal of: Gain on disposals/deemed disposals of investments and others (22 )   (1,172 )   (162 )
    Add: Effects of business cooperation arrangements 111     112     15  
    Add/(Reversal of): Tax effects on non-GAAP adjustments 25     (183 )   (25 )
    Non-GAAP net income attributable to the Company’s ordinary shareholders 8,899     12,758     1,758  
           
    Total net revenues 260,049     301,082     41,490  
           
    Non-GAAP net margin attributable to the Company’s ordinary shareholders 3.4 %   4.2 %    
           
    (8) To exclude the GAAP to non-GAAP reconciling items on the share of equity method investments and share of amortization of intangibles not on their books.
     

    __________________

    1   The U.S. dollar (US$) amounts disclosed in this announcement, except for those transaction amounts that were actually settled in U.S. dollars, are presented solely for the convenience of the readers. The conversion of Renminbi (RMB) into US$ in this announcement is based on the exchange rate set forth in the H.10 statistical release of the Board of Governors of the Federal Reserve System as of March 31, 2025, which was RMB7.2567 to US$1.00. The percentages stated in this announcement are calculated based on the RMB amounts.
    2   See the sections entitled “Non-GAAP Measures” and “Unaudited Reconciliation of GAAP and Non-GAAP Results” for more information about the non-GAAP measures referred to in this announcement.
    3   The number of ordinary shares outstanding as of December 31, 2024 was approximately 2,903 million shares.
    4   JD Ecosystem is a closely integrated business network providing comprehensive service for customers and comprises the Company and certain affiliates who share the “JD” brand name, currently including Jingdong Technology Holding Co., Ltd. and Allianz Jingdong General Insurance Company Ltd..

    The MIL Network –

  • MIL-OSI Russia: Moscow schoolchildren learn about admission to pre-professional classes at open day

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    On May 17, Moscow schools will host the first open day, “Enroll in pre-professional!” Ninth-graders and their parents will be able to learn about six areas of pre-professional classes — from engineering to media classes, about the admission conditions and the educational route “school — college — university — industrial partner.” This was reported by Anastasia Rakova, Deputy Mayor of Moscow for Social Development.

    “We strive to ensure that every child can receive not only deep knowledge but also their first practical skills in high school. Studying in pre-professional classes provides many opportunities – from excursions to the sites of Moscow enterprises to working on projects and research in the country’s leading universities. Thus, schoolchildren undergo comprehensive training based on the principle of “school – college – university – industrial partner”. This approach has already proven its effectiveness: it helps Moscow high school students not only make a more conscious choice of profession, but also get high results on exams. About a quarter of all 100-point students are graduates of pre-professional classes. On May 17, we will hold an open day for the first time so that ninth-graders and their parents can learn about the advantages of this format of education, see modern educational spaces, including medical, engineering and IT laboratories,” noted Anastasia Rakova.

    More than a third of the capital’s high school students study in engineering, medical, psychological and pedagogical, entrepreneurial, IT and media classes. This is about 44 thousand schoolchildren.

    To attend an open day, students and parents need to choose a venue and register on the project website. Participants will be told about the training programs in pre-professional classes and schools where they are open. The children will hear stories of successful graduates, learn what subjects they will study in depth and what they will learn in special courses, what enterprises offer excursions and what professions they can get in college without interrupting their studies in the 10th grade.

    Thus, in medical classes they study anatomy and physiology, learn patient care and first aid. In engineering classes they get acquainted with modern production technologies, study technical drawing and control of drones. In IT classes they learn to program, configure personal computers and work safely on the Internet. In media classes they immerse themselves in different genres of journalism and media communications, try themselves in photography, video shooting or graphic design, and in entrepreneurial classes they develop their own business projects and learn to consult on banking products.

    Today, pre-professional classes are open in 70 percent of Moscow schools. Education in them is combined with a large-scale career guidance program that helps high school students choose their future profession, get acquainted with the industry of interest, and prepare for admission to a university in a certain field. You can learn more about pre-professional education on the website “School.Moscow”, as well as in the telegram channel “Mospredprof”.

    Education in pre-vocational classes promotes early career guidance for schoolchildren and is consistent with the objectives of the national project “Youth and Children”.

    Get the latest news quickly official telegram channel the city of Moscow.

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

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

    https: //vv.mos.ru/nevs/ite/153744073/

    MIL OSI Russia News –

  • MIL-OSI Russia: Sports complex with rugby arena to appear in Khoroshevo-Mnevniki

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    The city will allocate a site in the Mnevnikovskaya floodplain for the construction of a multifunctional complex with a rugby arena. This was announced by the Deputy Mayor of Moscow for Urban Development Policy and Construction Vladimir Efimov.

    A modern cluster is being formed in the Khoroshevo-Mnevniki district, which will include several sports complexes. Ice arenas, a training center for national football teams, a tennis center and other facilities will appear there. For their construction, the city provides investors with land for rent to implement large-scale investment projects.

    “A rugby stadium with accompanying infrastructure will be built as part of the sports cluster on the territory of the Mnevnikovskaya floodplain as part of the implementation of a large-scale investment project. For this, the city will provide 4.34 hectares of land. The future investor will also be able to build a public and business complex on the site. The total area of the facilities will be 140 thousand square meters,” said Vladimir Efimov.

    The land plot will be provided on Nizhnie Mnevniki Street next to the Alexander Ovechkin International Hockey Academy complex, which is already under construction.

    “The land plot will be allocated to the investor for five years – this is the maximum term for the project. It is planned to build a rugby arena here with a field measuring 122 by 80 meters and stands for three thousand seats. The area of the business part of the stadium and the premises under the stands will be 20 thousand square meters. A multifunctional complex with an area of 120 thousand square meters will appear nearby, which will include office, retail real estate and a hotel,” she noted.

    Ekaterina Solovieva, Minister of the Moscow Government, Head of the Moscow Department of City Property.

    The city provides land plots to investors if their project meets the criteria for implementing large-scale investment projects. This mechanism of interaction between the city and business has been used in the capital since 2016 and applies to industrial production, social, sports, business and transport infrastructure facilities.

    Construction of the International Hockey Academy continues in the Mnevnikovskaya floodplainSergei Sobyanin: Accessible mass sports will become Moscow’s calling cardThe city has allocated land plots for the construction of three sports complexes in the Mnevnikovskaya floodplain

    Earlier about construction in the Mnevnikovskaya floodplain Sergei Sobyanin spoke about the construction of social facilities, as well as the creation of business and sports clusters.

    The construction of social facilities in Moscow corresponds to the goals and initiatives of the national project “Infrastructure for life”.

    Get the latest news quicklyofficial telegram channel the city of Moscow.

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

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

    https: //vv.mos.ru/nevs/ite/153733073/

    MIL OSI Russia News –

  • MIL-OSI Russia: Sergei Sobyanin named new areas that will appear in colleges from September

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    New areas of study are appearing in Moscow educational institutions. Modernization of colleges is one of the main projects in the field of education, Sergei Sobyanin wrote in his blog.

    “New equipment for laboratories and workshops, more practical classes, active cooperation with future employers, increasing student admissions and, of course, expanding the areas of study – these are the main priorities of our work. Today, city colleges train specialists in more than 150 in-demand specialties – from cooking and tourism to information technology and medicine,” said the Mayor of Moscow.

    In the 2025/2026 academic year, the choice of educational programs will become even wider. For example, several new areas of study are offered by the College of Communications No. 54 named after P.M. Vostrukhin. In particular, for the first time, enrollment will be opened for the Quantum Communications program. Students will learn to work with optical and measuring devices, master the unique quantum key distribution system, which is the basis for creating secure communication channels. They will study in modern laboratories equipped with advanced equipment.

    The students will undergo industrial practice with the college’s partners: PJSC Moscow City Telephone Network, JSC Russian Railways, Rosatom State Corporation, PJSC Rostelecom, JSC Gazprombank and others. Graduates will be able to work as designers, installers and administrators of quantum networks, commissioning engineers.

    The same college begins to train operators of automatic assembly lines for electronic equipment and devices. At the same time, students will receive an additional qualification – assembler of electronic equipment and devices. The students will undergo practical training at the largest enterprises of the electronics industry in Moscow: JSC Scientific and Production Organization Orion (holding Russian Space Systems), OOO Biforkom Tek, OOO SMTekh, OOO M-Plata, OOO Nexta, GUP Gamma, AO Ostec and others. Graduates will be able to work at enterprises producing electronics.

    The P.M. Vostrukhin College of Communications No. 54 and the Moscow State College of Electromechanics and Information Technology will open enrollment for the Intelligent Integrated Systems program. Students will learn how to create smart energy systems, manage traffic flows, implement precision farming projects, and develop intelligent systems for smart homes.

    The guys will be expected to do their internships in such companies as JSC InfoTeKS and Astra Group, IEK Group LLC, Wiren Board LLC, NVP Bolid CJSC, Universal Rectek LLC and Droneskhab LLC. Young specialists will create artificial intelligence models and work with systems based on them.

    The Moscow State College of Electromechanics and Information Technology will open recruitment for the specialty of developer of computer games, augmented and virtual reality. Students will undergo practical training at Aeroplan JSC, Addon LLC and Modum Lab LLC. Graduates will be able to develop game projects, create interactive applications, VR and AR technologies, and also work in visual effects and animation studios.

    The N.N. Godovikov College is opening a new course called “Technical Operation of Electrified and Flight-Navigation Complexes”. There you can study to become an aircraft mechanic, an electrical equipment fitter and an electronic device fitter. The students will have the opportunity to work in an electrical installation workshop and an aviation equipment laboratory, and will do their practical training at PAO Yakovlev. Graduates will be able to get jobs at airports and aviation technical bases.

    The Moscow Transport College will introduce a new program called “Automation and Telemechanics in Transport”. Students will gain skills in designing, installing, adjusting and operating automated systems that ensure the smooth and safe movement of metro trains. Starting from their first year, they will undergo practical training at the facilities of the Moscow Metro, the college’s key partner and main employer. Graduates will be able to work as technicians, electrical mechanics and adjustment engineers.

    “A diploma from a Moscow college is a guarantee of employment in a sought-after and promising specialty,” concluded Sergei Sobyanin.

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

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

    https: //vv.mos.ru/mayor/tkhemes/12665055/

    MIL OSI Russia News –

  • MIL-OSI Russia: Rescue, training, volunteering: how Moscow student rescuers help people

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    The Moscow City Branch of the All-Russian Student Rescue Corps (MGO VSKS) is one of the largest in the country. Students of the capital’s universities have been helping to maintain public safety since 2001. The branch includes more than 400 volunteers from 19 units of higher and secondary vocational educational institutions.

    “Each volunteer is not just a volunteer, but a qualified assistant to rescue services, ready to act in the most difficult situations. He can participate in humanitarian missions, support military personnel, and most importantly, carry out ongoing work to improve the safety of city residents. MGO VSKS is an example of responsibility and unity,” said

    Ekaterina Dragunova, Chairman of the capital’s Committee for Public Relations and Youth Policy.

    School of Goodness and Safety

    All Moscow student rescuers are trained to provide qualified assistance to special services. Young volunteers take an active part in humanitarian missions and support servicemen in the special military operation (SVO) zone. In addition, they regularly conduct informational and preventive work with residents of the capital.

    Volunteers undergo professional training, acquiring the skills of rescuers, first aid instructors, industrial climbers and rescue sailors. Students conduct various events, open lessons and master classes in Moscow for residents and guests of the capital on behavior in emergency situations and first aid.

    The Moscow City Branch of the All-Russian Student Rescue Corps includes nine school rescue teams. Its instructors train children in fire and rescue disciplines on a regular basis.

    Trainees from various regions of Russia, including the Donetsk and Luhansk People’s Republics, Zaporizhia and Kherson regions, are trained at the headquarters of the MGO VSKS. In 2024, 122 volunteers from other regions were trained here.

    The Moscow city branch of VSKS is rapidly developing, popularizing the culture of safety among Muscovites and involving people in volunteer activities during emergencies. The organization is becoming increasingly important in the sphere of ensuring security in the capital, forming a personnel reserve for responding to challenges.

    The main areas of its work remain raising the level of citizens’ life safety culture, participation in the elimination of emergency situations and their consequences, training volunteers for this, organizing humanitarian missions, ensuring security at mass events of various levels, as well as organizing and conducting emergency recovery operations.

    Professionalism and dedication

    In 2024–2025, volunteers took part in such work in the Donetsk People’s Republic, as well as in humanitarian missions to the cities of Kursk, Belgorod, Rostov-on-Don, and Toropets. They delivered humanitarian aid as part of the State University of Management’s “GUU-SVOim” project, participated in the liquidation of the consequences of an oil spill in the city of Anapa, and made trench candles and camouflage nets for servicemen participating in the SVO.

    Recently, the capital’s volunteer rescuers and volunteers of the ANO “Center “Pomoshch”” returned from the Kirzhach district of the Vladimir region, where they helped residents affected by the fire. They were engaged in emergency recovery work and landscaping of the territory. In parallel with this, students at the humanitarian headquarters sorted humanitarian aid in order to quickly deliver necessary things and food to people.

    “Volunteer rescuers from Moscow worked shoulder to shoulder with the local branch of VSKS, rescuers and volunteers. We know how important every trained pair of hands is in such a situation. The volunteers who provided assistance have the necessary skills and experience in emergency situations. Moscow volunteers promptly delivered humanitarian aid and transported volunteer rescuers. Logistics was organized in such a way as to use the available resources as efficiently as possible,” said Maxim Dzhetygenov, deputy of the Moscow City Duma and head of the Moscow city branch of VSKS.

    Sergei Sobyanin spoke about the development of volunteer activities in MoscowCreative and patriotic camps have been prepared for Moscow youth

    Detailed information about the activities of the Moscow City Branch of VSKS can be found in the community “VKontakte”. His work is supported by the “Youth of Moscow” project of the city Committee on Public Relations and Youth Policy. You can find out about the opportunities for young Muscovites in the capital on the portal project, as well as on its pages in social networks.

    Get the latest news quicklyofficial telegram channel the city of Moscow.

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

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

    https: //vv.mos.ru/nevs/ite/153749073/

    MIL OSI Russia News –

  • MIL-OSI Russia: Sobyanin: Restoration of the facades of the Durasov Palace in Lublin will be completed this year

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    Since the beginning of this year, more than 500 permits for work have been issued in the capital for conservation cultural heritage sites. Sergei Sobyanin spoke about how Moscow is carefully returning the past with the help of large-scale restoration in his telegram channel.

    “The facades of the N.A. Durasov Palace, the pearl of the Lyublino estate, are currently being put in order. This is an outstanding work of Russian estate architecture from the turn of the 18th and 19th centuries. Much has already been done: the bas-reliefs on antique themes have been restored, the stucco decor has been cleaned, and small cracks have been eliminated. This year, everything should be finished,” the Moscow Mayor wrote.

    Source: Sergei Sobyanin’s Telegram channel @mos_sobyanin

    In addition, emergency response work is underway in the building of the Pravda newspaper factory. This is one of the significant monuments of constructivism, created by the architect Panteleimon Golosov. Specialists are dismantling emergency sections and marking valuable fragments. Thus, wooden letters discovered during the work, which once decorated the facade, will be preserved.

    Restorers have also begun work on the transitional wooden gallery of the main house of the Uzkoe estate (Streshnev-Golitsyn) – an architectural monument of the 17th-19th centuries. Before that, they finished the northern wing, where they restored the facades and interiors, including recreating lost decorative elements.

    Sobyanin: Almost 500 cultural heritage sites are being restored in MoscowFor cosmetics, medicines and drinks: a large collection of 18th century tableware has been found

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

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

    https: //vv.mos.ru/mayor/tkhemes/12746050/

    MIL OSI Russia News –

  • MIL-OSI Russia: The first student career forum was held at IPMET

    Translation. Region: Russian Federal

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

    The student body of the Institute of Industrial Management, Economics and Trade of SPbPU held a large-scale career event — the forum “IPMEiT Career: Step into the Future”. As part of a single career day, participants had the opportunity to attend lectures on professional development issues, as well as take part in interactive sessions aimed at developing and improving career skills. More than 200 students took part in the event.

    The program of the event was designed in such a way that students not only gained new knowledge, but also really got closer to their career dreams – be it their first internship or a conscious choice of a professional path.

    The forum began with a welcoming speech by the Director of IPMEiT Vladimir Shchepinin: Today’s forum is not only a platform for interaction between employers and students, but also an important step towards the professional development of future IPMEiT graduates. Our students are active, enthusiastic, and serious about choosing their future profession. They are ready for new challenges and opportunities. I wish everyone productive work, useful contacts, and inspiration for new achievements! Employers should find the best of the best, and participants should do everything to ensure that this day remains in their memory forever!

    Immediately after the opening, a job fair began, in which 20 partner companies took part. Among them: VTB Bank, Kept, P

    During the lecture by Changellenge, students learned about the key aspects of effective resume writing, learned about employers’ requirements for young professionals, and also analyzed the most common questions asked during interviews. The career block of the forum also included a case game in the format of “Case Thursday”, organized by the student association “Case Club SPbPU” together with Nikoliers. Participants were asked to solve a practical problem related to the analysis of the real estate market. Working in teams, they presented their solutions and received professional feedback from experts.

    In the educational block of the forum, students listened to a lecture on financial topics from the company “Trust Technologies”, learned about key professions in the field of finance and received practical recommendations on starting a career in this area. And at the master class of the company ESI Logistics

    “IPMET hosts quite a large number of thematic career events every year, but there has never been a global event that would unite the entire institute around career opportunities,” said Anastasia Nikitina, Chair of PROF.IPMET and the main organizer of the forum. “We tried to make the event based on the requests and wishes of students. At first, the idea seemed difficult to implement, but thanks to cooperation with the institute’s management and higher schools, after a month of active preparation, my team and I were able to help IPMET students take a small but very important step towards their careers and future.”

    The IPMET Career: Step into the Future forum has become a great start for the institute’s new tradition. The organizers are already full of inspiration for the next season and invite everyone to take another confident step towards new horizons!

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

    MIL OSI Russia News –

  • MIL-OSI China: Beijing-Tianjin-Hebei to boost regional sci-tech application

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

    Beijing, Tianjin, and Hebei have jointly formulated a set of measures to promote the application of scientific and technological achievements, which will be implemented this year to improve the efficiency of such transformations within the region, according to a two-day meeting concluded on Monday.

    These measures focus on six key areas, including streamlining the entire chain of scientific and technological achievement transformation and enhancing multi-sector application scenarios. A total of 19 specific actions have been outlined to help the Beijing-Tianjin-Hebei region better serve as a driving force for high-quality development of the nation.

    In terms of industrial cooperation, the three places this year will work to expand and strengthen seven national-level key industrial clusters, including those focused on safety and emergency equipment, integrated circuits, and next-generation information technology.

    Efforts will be also made to accelerate the development of the Beijing-Tianjin-Hebei intelligent connected new energy vehicle science and technology eco-port, as well as establish a hub for intelligent computing power around Beijing.

    Beijing will continue to focus on the strategic priority of relieving the city of functions non-essential to its role as the capital and strive for new breakthroughs in this regard, an official of the municipal development and reform commission said.

    The city’s sub-center will develop a transportation hub and a technological innovation center. Meanwhile, efforts will be made to promote high-quality, integrated development between Tongzhou district and the neighboring three counties of Langfang city in Hebei province.

    Beijing, Tianjin, and Hebei also formulated a plan to accelerate industrial innovation and development in the key border areas of Beijing’s Tongzhou district, Tianjin’s Wuqing district, and Langfang city in Hebei province. Actions have been proposed, such as cultivating key industrial chains and clusters, facilitating the application of scientific and technological achievements, jointly developing key industrial parks, and enhancing enterprise empowerment through integrated industry-finance services. All these efforts are aimed at building a vital base for the coordinated development of new quality productive forces in the Beijing-Tianjin-Hebei region.

    MIL OSI China News –