Category: Transport

MIL-OSI: ACNB Corporation Announces Second Quarter Cash Dividend

Source: GlobeNewswire (MIL-OSI)

GETTYSBURG, Pa., April 23, 2025 (GLOBE NEWSWIRE) — ACNB Corporation (NASDAQ: ACNB), financial holding company for ACNB Bank and ACNB Insurance Services, Inc., announced today that the Board of Directors approved and declared a regular quarterly cash dividend of $0.34 per share of ACNB Corporation common stock payable on June 13, 2025, to shareholders of record as of May 30, 2025. This per share amount reflects a 6.25% increase over the $0.32 per share paid in the first quarter of 2025.

“The ACNB Board of Directors’ dividend declaration of $0.34 per share furthers our commitment to delivering shareholder value, and continues ACNB’s longstanding history of rewarding its shareholders with quarterly cash dividends for decades,” said James P. Helt, ACNB Corporation President & Chief Executive Officer. “The Board’s decision to increase the quarterly dividend represents our confidence in ACNB’s financial strength and long-term growth and profitability prospects. Notably, this is the fifth consecutive calendar year in which ACNB has increased the quarterly cash dividend amount. Since 2017, we have increased our quarterly cash dividend by 70%, from $0.20 to $0.34 per share.”
ACNB Corporation, headquartered in Gettysburg, PA, is the independent $3.26 billion financial holding company for the wholly-owned subsidiaries of ACNB Bank, Gettysburg, PA, and ACNB Insurance Services, Inc., Westminster, MD. Originally founded in 1857, ACNB Bank serves its marketplace with banking and wealth management services, including trust and retail brokerage, via a network of 33 community banking offices and one loan office located in the Pennsylvania counties of Adams, Cumberland, Franklin, Lancaster and York and the Maryland counties of Baltimore, Carroll and Frederick. ACNB Insurance Services, Inc. is a full-service insurance agency with licenses in 46 states. The agency offers a broad range of property, casualty, health, life and disability insurance serving personal and commercial clients through office locations in Westminster, MD and Gettysburg, PA. For more information regarding ACNB Corporation and its subsidiaries, please visit investor.acnb.com.

FORWARD-LOOKING STATEMENTS – In addition to historical information, this press release may contain forward-looking statements. Examples of forward-looking statements include, but are not limited to, (a) projections or statements regarding future earnings, expenses, net interest income, other income, earnings or loss per share, asset mix and quality, growth prospects, capital structure, and other financial terms, (b) statements of plans and objectives of Management or the Board of Directors, and (c) statements of assumptions, such as economic conditions in the Corporation’s market areas. Such forward-looking statements can be identified by the use of forward-looking terminology such as “believes”, “expects”, “may”, “intends”, “will”, “should”, “anticipates”, or the negative of any of the foregoing or other variations thereon or comparable terminology, or by discussion of strategy. Forward-looking statements are subject to certain risks and uncertainties such as national, regional and local economic conditions, competitive factors, and regulatory limitations. Actual results may differ materially from those projected in the forward-looking statements. Such risks, uncertainties, and other factors that could cause actual results and experience to differ from those projected include, but are not limited to, the following: short-term and long-term effects of inflation and rising costs on the Corporation, customers and economy; effects of governmental and fiscal policies, as well as legislative and regulatory changes; effects of new laws and regulations (including laws and regulations concerning taxes, banking, securities and insurance) and their application with which the Corporation and its subsidiaries must comply; impacts of the capital and liquidity requirements of the Basel III standards; effects of changes in accounting policies and practices, as may be adopted by the regulatory agencies, as well as the Financial Accounting Standards Board and other accounting standard setters; ineffectiveness of the business strategy due to changes in current or future market conditions; future actions or inactions of the United States government, including the effects of short-term and long-term federal budget and tax negotiations and a failure to increase the government debt limit or a prolonged shutdown of the federal government; effects of economic conditions particularly with regard to the negative impact of any pandemic, epidemic or health-related crisis and the responses thereto on the operations of the Corporation and current customers, specifically the effect of the economy on loan customers’ ability to repay loans; effects of competition, and of changes in laws and regulations on competition, including industry consolidation and development of competing financial products and services; inflation, securities market and monetary fluctuations; risks of changes in interest rates on the level and composition of deposits, loan demand, and the values of loan collateral, securities, and interest rate protection agreements, as well as interest rate risks; difficulties in acquisitions and integrating and operating acquired business operations, including information technology difficulties; challenges in establishing and maintaining operations in new markets; effects of technology changes; effects of general economic conditions and more specifically in the Corporation’s market areas; failure of assumptions underlying the establishment of reserves for loan losses and estimations of values of collateral and various financial assets and liabilities; acts of war or terrorism or geopolitical instability; disruption of credit and equity markets; ability to manage current levels of impaired assets; loss of certain key officers; ability to maintain the value and image of the Corporation’s brand and protect the Corporation’s intellectual property rights; continued relationships with major customers; and, potential impacts to the Corporation from continually evolving cybersecurity and other technological risks and attacks, including additional costs, reputational damage, regulatory penalties, and financial losses. We caution readers not to place undue reliance on these forward-looking statements. They only reflect Management’s analysis as of this date. The Corporation does not revise or update these forward-looking statements to reflect events or changed circumstances. Please carefully review the risk factors described in other documents the Corporation files from time to time with the SEC, including the Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q. Please also carefully review any Current Reports on Form 8-K filed by the Corporation with the SEC.

ACNB #2025-9
April 23, 2025

Contact: Kevin J. Hayes

SVP/General Counsel,

Secretary & Chief

Governance Officer

717.339.5161

khayes@acnb.com

The MIL Network –

April 24, 2025
MIL-Evening Report: Albanese government announces $1.2 billion in plan to purchase critical minerals
Source: The Conversation (Au and NZ) – By Michelle Grattan, Professorial Fellow, University of Canberra

A re-elected Albanese government will take the unprecedented step of buying or obtaining options over key critical minerals to protect Australia’s national interest and boost its economic resilience.

The move follows US President Donald Trump’s ordering a review into American reliance on imported processed critical minerals and Australia’s discussions with the United States about a possible agreement on these minerals as part of negotiations to get a better deal on US tariffs.

Australia has major deposits of critical minerals and rare earths. But almost all the processing of critical minerals is done by China, which uses this as leverage in disputes with other countries. As part of its tariff dispute with the US, China this month suspended exports of a wide range of critical minerals and magnets.

Critical minerals are vital in the production of many items, including defence equipment, batteries, electronics, fibre optic cables, electric vehicles, magnets and wind turbines.

Prime Minister Anthony Albanese flagged recently that Australia would establish a critical minerals reserve and the government has now released details of its plan.

The government investment in critical minerals would come through two new mechanisms:
- national offtake agreements
- selective stockpiling
The government would acquire, through voluntary contracts, agreed volumes of critical minerals from commercial projects, or establish an option to purchase them at a given price.

It would also establish a government stockpile of key minerals produced under offtake agreements.

“The primary consideration for entering into offtake agreements will be securing priority critical minerals for strategic reasons,” the government said in a statement.

Minerals held by the reserve would be made available to domestic industry and key international partners.

This would cover a deal with the US, if that can be reached.

“The Reserve will be focused on a subset of critical minerals that are most important for Australia’s national security and the security of our key partners, including rare earths,” the statement said.

As its holdings matured, the reserve would generate cash-flow from sales of offtake on global markets and to key partners, the statement said.

“The Strategic Reserve will also accumulate stockpiles of priority minerals when warranted by market conditions and strategic considerations, but it is anticipated that these will be modest and time-limited in most cases.”

The government would make an initial investment of $1.2 billion in the reserve, including through a $1 billion increase in the existing Critical Minerals Facility. This would take the government’s investment in the facility to $5 billion.

The facility, established in 2021, provides financing to selected projects that are aligned with the government’s critical minerals strategy.

The government plans to consult with states and companies on the scope and design on the Strategic Reserve, which it would aim to have operating in the second half of next year.

ALbanese said: “In a time of global uncertainty, Australia will be stronger and safer by developing our critical national assets to create economic opportunity and resilience.

“The Strategic Reserve will mean the government has the power to purchase, own and sell critical minerals found here in Australia.

“It will mean we can deal with trade and market disruptions from a position of strength. Because Australia will be able to call on an internationally-significant quantity of resources in global demand.”

Resources Minister Madeleine King said: “Critical minerals and rare earths and essential not only to reducing emissions but also for our security and the security of our key partners.

“While we will continue to supply the world with critical minerals, it’s also important that Australia has access to the critical minerals and rare earths we need for a Future Made in Australia.”

Michelle Grattan 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. Albanese government announces $1.2 billion in plan to purchase critical minerals – https://theconversation.com/albanese-government-announces-1-2-billion-in-plan-to-purchase-critical-minerals-254994
MIL OSI Analysis – EveningReport.nz –
April 24, 2025
MIL-OSI Global: Harvard is suing the White House: here’s what Trump hopes to achieve by targeting universities

Source: The Conversation – UK – By Thomas Gift, Associate Professor and Director of the Centre on US Politics, UCL

A few days ago, in a move that attracted international attention, the White House threatened to strip Harvard University of US$2 billion (£1.5 billion) in federal funding, potentially revoke its tax-exempt status and even prevent it from enrolling international students if it didn’t capitulate to a new list of demands.

The five-page ultimatum reads like a political ransom note. It calls on Harvard to make major “governance reform” including enforcing “viewpoint diversity” in admissions and hiring, squashing diversity, equity and inclusion (DEI) initiatives, and more screening of foreign student applicants for their beliefs and reporting those who commit “conduct violations” to authorities.

Now, the White House says it was all a big misunderstanding – that the letter was “unauthorized” and that it was Harvard’s fault for not recognising the mistake. Instead of “pick[ing] up the phone … Harvard went on a victimhood campaign,” said a senior policy strategist for Trump in the New York Times. Never mind, as Harvard noted, that the letter was signed by three federal officials and printed on official letterhead.

But the war between the White House and Harvard is far from over. Trump is likely to be in it for the long game and have many more plays to make.

On Monday, Harvard announced it was suing the Trump administration for its prior threat to axe the school’s funding – a move Harvard said would have “severe and long-lasting” effects.

Harvard’s huge US$50 billion endowment gives it the ability to absorb federal spending cuts in a way that even other wealthy US universities can’t. Yet the university’s leadership still says that it would need to make draconian slashes to its research and student programming if federal cuts happened.

“We are going to choke off the money to schools that aid the Marxist assault on our American heritage and on Western civilization itself,” Trump has previously stated, hinting at his wider project to wield power over universities and significantly change the way they operate.

Part of a bigger plan

It’s not just Harvard that’s facing the heat — although as the nation’s most prestigious and high-profile university, its decisions will set the tone for the rest of the sector. More than 40 universities across the US are under investigation by the Trump administration, including for alleged illicit actions by DEI offices and charges of tolerating anti-semitism.

Another Ivy League university, Columbia in New York, for example, has caved to Trump’s demands as a precondition for restoring US$400 million in federal grants, with one group alleging that the cuts constitute an existential “gun to the head”. Johns Hopkins University, in Maryland, has seen at least US$800 million in federal spending cut, forcing the school to slash more than 2,000 jobs.

J.D. Vance outlines his views on US universities.

It’s hard to overstate the backlash. Princeton president Christopher Eisgruber has called Trump’s latest moves “the greatest threat to American universities since the Red Scare of the 1950s”. Political analyst Fareed Zakaria believes that the Trump White House is waging a version of Mao Zedong’s Cultural Revolution, when the Chinese leader took control of China’s leading universities.

“No government — regardless of which party is in power — should dictate what private universities can teach, whom they can admit and hire, and which areas of study and inquiry they can pursue,” said Harvard president Alan Garber.

Trump’s attacks on universities follow a blueprint: identify institutions seen as elite, liberal and out of touch, and undercut their legitimacy relentlessly.

The current crackdown fits a broader pattern, which includes the dismantling of the US Agency for International Development, seen as a soft target when many Americans think the country spends too much on foreign aid, and swipes at some of the nation’s top law firms, cast by Trump as part of an out-of-control, “rigged” legal system.

Perhaps the only question is why the Trump administration didn’t come after universities sooner. As CNN’s Stephen Collinson has noted: “Harvard University is such a perfect foil for Trumpism that it’s a wonder it avoided the MAGA maelstrom for so long.”

Recent campus unrest and rising concerns over anti-semitism — spotlighted by a trio of controversial congressional testimonies by the presidents of Harvard, MIT, and the University of Pennsylvania in 2023 — have provided a convenient political opening for Maga crusaders. However, Trump’s latest tirade almost certainly has less to do with principle than political opportunity.

Recent polling from Gallup shows that trust in higher education has plummeted since roughly the first time Trump ran for president. In 2015, 57% of Americans possessed “a great deal” or “quite a lot” of confidence in higher education. Today, that number is just 36%. For Republicans, those numbers have dropped even more sharply, from 56% to 20%.

There’s plenty of speculation about what’s driving these figures, but most are inextricably linked to partisan politics. Harvard Law School’s Jack Goldsmith and Adrian Vermeuele say that elite colleges have made it easy for conservatives to dislike them, and should reflect on why.

Critiques of academia include accusations that faculties and student bodies tilt far to the left. At Harvard, for example, just 3% of professors identify as conservative, and 13% of recent graduates.

These charges coincide with allegations of illiberal student “mobs” who shout down and heckle speakers and refuse to allow dissenting opinions. According to the Foundation for Individual Rights and Expression, for instance, Harvard is at the bottom of the table – scoring zero out of 100 – in its annual college free speech ranking.

Adding to the controversy are claims that DEI offices have gone “too far” in inculcating a “oppressor-oppressed” mentality on campuses. The Trump administration views universities as ground-zero of the broader DEI trend that proliferated in the public and private sector during the Biden years.

Declining trust in universities has doubtlessly been exacerbated by Maga rhetoric. Before being elected, Vice-President J.D. Vance announced that “the professors are the enemy”. Marc Lampkin, a longtime Republican strategist, said that “Republicans believe that … universities are the training ground for left, progressive camps”.

That Harvard sits on a US$50 billion endowment, even as it takes advantage of tax benefits as a nonprofit, strikes many in the Trump camp as unfair.

The clash between Harvard and the White House is laying the groundwork for a high-stakes showdown, pitting academia’s defenders against the Magaverse. Yet it’s possible to believe two things at once: that universities do suffer from some, even many, of the ailments that Trump has alleged; and that Trump’s onslaught against higher education is strategically misguided, politically motivated and aimed at putting universities under the president’s thumb.

Thomas Gift teaches an annual course in the Harvard Summer School, and worked full-time at the Harvard Kennedy School in 2015-16.

– ref. Harvard is suing the White House: here’s what Trump hopes to achieve by targeting universities – https://theconversation.com/harvard-is-suing-the-white-house-heres-what-trump-hopes-to-achieve-by-targeting-universities-254850

MIL OSI – Global Reports –

April 24, 2025
MIL-OSI: CETY Announces $400K in Heat Recovery System Sales and Enhancement of Its 350 kW ORC System to Support Larger-Scale Applications

Source: GlobeNewswire (MIL-OSI)

IRVINE, CA., April 23, 2025 (GLOBE NEWSWIRE) — Clean Energy Technologies, Inc. (Nasdaq: CETY) (the “Company” or “CETY”), a clean energy technology company offering power generation, waste to energy, and heat to power solutions to deliver affordable, scalable, and eco-friendly energy, clean fuels, and alternative electricity for a sustainable future, is pleased to announce a strategic agreement with Sagacity, a new company specializing in advanced design, manufacturing, and system integration, with a strong focus on clean energy and distribution.

This milestone agreement secures $400,000 in sales of CETY’s magnetic bearing Organic Rankine Cycle (ORC) heat recovery solutions and should accelerate the development of an advanced 350 kW magnetic bearing ORC system designed to scale clean energy generation for large industrial and commercial applications.

This collaboration strengthens CETY’s robust supply chain, enabling the efficient manufacturing and distribution of its proprietary Clean Cycle II (CCII) ORC system while advancing next-generation ORC technologies tailored for energy-intensive industries. By optimizing production and leveraging economies of scale, CETY can drive cost reductions and operational efficiencies across the clean energy sector.

The new 350 kW ORC system, currently under development, represents a significant leap forward in heat recovery innovation. Engineered for scalability and reliability, this new system should support new opportunities for clean energy deployment across Biomass, Oil & Gas, Data Centers, Small-to-Midsize Power Plants, and other high-demand sectors. By increasing energy efficiency and lowering operational costs, this breakthrough technology further underscores CETY’s role as a growing leader in global decarbonization efforts.

Kam Mahdi, CEO of Clean Energy Technologies, commented:

“This agreement with Sagacity is more than a sales milestone; it’s a catalyst for scaling our ORC technology to serve larger and more complex energy needs. By expanding our manufacturing and distribution capabilities, we are enhancing supply chain resilience, reducing costs, and accelerating the commercialization of waste heat recovery solutions to drive efficiency, sustainability, and long-term value for industries worldwide.”

The initial sales under this agreement include the delivery of Clean Cycle II ORC units, essential system components, and engineering support to facilitate seamless integration into key markets. As CETY and Sagacity continue to collaborate, their focus will remain on advancing ORC technology to maximize energy recovery, improve affordability, lower cost, and reinforce the transition to sustainable power generation.

With this agreement, CETY is not only securing revenue but also positioning itself for long-term scalability, cost-effective deployment, and global adoption of waste heat-to-power solutions that will redefine energy efficiency worldwide.

About Clean Energy Technologies, Inc. (CETY)

Headquartered in Irvine, California, Clean Energy Technologies, Inc. (CETY) is a rising leader in the zero-emission revolution by offering eco-friendly green energy solutions, clean energy fuels and alternative electric power for small and mid-sized projects in North America, Europe, and Asia. We deliver power from heat and biomass with zero emission and low cost. Our principal products are Waste Heat Recovery Solutions using our patented Clean CycleTM generator to create electricity. Waste to Energy Solutions convert waste products created in manufacturing, agriculture, wastewater treatment plants and other industries to electricity and BioChar. Engineering, Consulting and Project Management Solutions provide expertise and experience in developing clean energy projects for municipal and industrial customers and Engineering, Procurement and Construction (EPC) companies.

CETY’s common stock is currently traded on the Nasdaq Capital Market under the symbol “CETY.” For more information, visit www.cetyinc.com.

Follow CETY on our social media channels: Twitter | LinkedIn | Facebook

This summary should be read in conjunction with our annual report on Form 10-K for the year ending December 31, 2024, and our other periodic filings made with the Securities and Exchange Commission, which contain, among other matters, risk factors and financial footnotes as well as a discussions of our business, operations and financial matters, which filings can be located on the website of the Securities and Exchange Commission at www.sec.gov.

Safe Harbor Statement

This news release may include forward-looking statements within the meaning of section 27A of the United States Securities Act of 1933, as amended, and Section 21E of the United States Securities and Exchange Act of 1934, as amended, with respect to achieving corporate objectives, developing additional project interests, the Company’s analysis of opportunities in the acquisition and development of various project interests and certain other matters. These statements are made under the “Safe Harbor” provisions of the United States Private Securities Litigation Reform Act of 1995 and involve risks and uncertainties which could cause actual results to differ materially from those in the forward-looking statements contained herein. Forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are based only on the Company’s current beliefs, expectations and assumptions regarding the future of CETY’s business, future plans and strategies, projections, anticipated events and trends, the economy and other future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of the Company’s control. Therefore, you should not rely on any of these forward-looking statements. Forward-looking statements can be identified by words such as: “anticipate,” “plan,” “expect,” “estimate,” “strategy,” “future,” “likely,” “may,” “should,” “will” and similar references to future periods. Any forward-looking statement made by the Company in this press release is based only on information currently available to us and speaks only as of the date on which it is made. The Company undertakes no obligation to publicly update any forward-looking statement, whether written or oral, that may be made from time to time, whether as a result of new information, future developments or otherwise.

Clean Energy Technologies, Inc.

Investor and Investment Media inquiries:

949-273-4990

ir@cetyinc.com

Source: Clean Energy Technologies, Inc.

The MIL Network –

April 24, 2025
MIL-OSI: River Valley Community Bancorp Brings Local Banking to Roseville
Source: GlobeNewswire (MIL-OSI)

YUBA CITY, Calif., April 23, 2025 (GLOBE NEWSWIRE) — River Valley Community Bancorp (OTC Markets: RVCB) is excited to announce it has received regulatory approval to proceed with opening a new, full-service branch in Roseville, California. The Bank’s award-winning, community-focused approach has been recognized as a “5-Star Superior” bank by Bauer Financial and named “Exceptional Bank” by the Findley Report, proving that business banking can be both professional and personal.

Set to open in mid-2025, the Roseville branch represents a carefully planned extension of the bank’s geographic focus in the South Sacramento Valley and Sierra Foothills. Since its founding in 2006, River Valley Community Bank has grown from a single Yuba City location to a network of five branches serving businesses and communities throughout the region.

River Valley Community Bank recognizes the challenges businesses face with traditional banks. Where chatbots and AI are becoming gatekeepers of customer interaction, the bank is excited to build on its reputation as a bank that’s relentlessly focused on client success, exceptional service, and tailored business banking solutions.

“As a long-time community banker in Placer County, who is passionate about the positive impact of community banks, I am excited about the expansion of our team and the new branch office in Roseville,” says Executive Vice President / Chief Credit and Lending Officer, Luke Parnell.

“River Valley Community Bank remains one of the only community banks in our market, and we’re excited to bring our solution-oriented approach to Roseville,” says President and CEO John M. Jelavich. “The Roseville branch compliments and enhances our current footprint. By maintaining proximity to our existing branches and talent pool, we can deliver consistent, personalized banking that truly understands and meets the needs of the customers we serve.”

The Roseville Branch will absorb the current loan production office in Roseville. The branch is expected to open in mid-2025. River Valley Community Bank currently serves Northern California businesses from these locations:
- 1629 Colusa Avenue, Yuba City, CA
- 580 Brunswick Rd, Grass Valley, CA
- 905 Lincoln Way, Auburn, CA
- 904 B Street, Marysville, CA
- 2901 Douglas Blvd Suite 140 Roseville, CA (Opening mid 2025!)
For more information, please visit our website at: www.myrvcb.com or contact John M. Jelavich at 530-821-2469.

Forward Looking Statements: This document may contain comments and information that constitute forward‐looking statements. Forward‐looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those expressed in or implied by such statements. Forward‐looking statements speak only as to the date they are made. The Bank does not undertake to update forward‐looking statements to reflect circumstances or events that occur after the date the forward‐looking statements are made.

The MIL Network –
April 24, 2025
MIL-OSI: Thrive Appoints Kimberly Saturley as Chief People Officer

Source: GlobeNewswire (MIL-OSI)

BOSTON, April 23, 2025 (GLOBE NEWSWIRE) — Thrive, a global technology outsourcing provider for cybersecurity, Cloud, and IT managed services, today named Kimberly Saturley as its Chief People Officer (CPO). With experience in scaling organizations, fostering inclusive and high-performing cultures, and building strong global teams, Saturley will oversee Thrive’s overarching HR strategy and operations as the company continues to grow.

With over three decades of experience leading human resources teams in high growth organizations within the technology industry, Saturley brings a deep and strategic expertise across all facets of the people function, including talent acquisition and retention, learning and development, culture transformation, employee engagement and organizational effectiveness. Before joining Thrive, Kimberly served as the Chief Human Resources Officer for Aqua Security where she built a strategic HR business model, led organizational change management efforts and cultivated cultural, and employee experience initiatives. Her leadership was recognized in the Lead(H)er 2024 series from VentureFizz, celebrating women making an impact in tech

“As Thrive continues to rapidly grow, we are determined to maintain our stellar reputation as a positive place to work by fiercely protecting our culture and advocating for our employees’ growth and development,” said Bill McLaughlin, CEO of Thrive. “Kimberly’s commitment to talent development, employee education, and a people-first culture strongly aligns with our values and as CPO I know she will be a strategic leader for our human resources department.”

Saturley’s appointment comes at an exciting time for Thrive. In January, the company received a strategic investment from Berkshire Partners and Court Square Capital Partners, supporting growth and continued opportunity in the outsourced IT space. The company also appointed Bill McLaughlin as CEO in February.

“As a Boston local and having worked globally in Tech for many years, I’m impressed by Thrive’s reputation as an employer that truly values its people. I’m honored to join as CPO at such an exciting time in the company’s journey. Thrive’s mission, values, and commitment to scaling with heart, clarity, and purpose deeply align with my own. I’m passionate about building a culture where people are enabled and empowered to do their best work, because when our people thrive, our business thrives. I’m excited to build upon a strong foundation, shaping strategies and experiences that empower our teams and elevate Thrive’s next chapter,” said Saturley.

If you’re interested in learning more about open positions at Thrive, visit the careers page.

About Thrive
Thrive delivers global technology outsourcing for cybersecurity, Cloud, networking, and other complex IT requirements. Thrive’s NextGen platform enables customers to increase business efficiencies through standardization, scalability, and automation, delivering oversized technology returns on investment (ROI). They accomplish this with advisory services, vCISO, vCIO, consulting, project implementation, solution architects, and a best-in-class subscription-based technology platform. Thrive delivers exceptional high-touch service through its POD approach of subject matter experts and global 24x7x365 SOC, NOC, and centralized services teams. Learn more at www.thrivenextgen.com or follow us on LinkedIn.

Contacts
Hannah Johnston
thrive@v2comms.com

The MIL Network –

April 24, 2025
MIL-OSI Russia: Sobyanin told how the hotline helps passengers of Moscow transport

Translartion. Region: Russians Fedetion –

Source: Moscow Government – Government of Moscow –

The hotline of the Moscow Transport contact center is turning 12 years old. During this time, specialists have received almost 40 million calls, the telegram channel Sergei Sobyanin.

The hotline is one of the most popular and convenient services for solving any questions about transport. Most often, residents and visitors of the capital call the number: 7 495 539-54-54 or 3210 (from a mobile phone) to clarify the schedule of public transport and the operating hours of railway stations, to find out about the evacuation of a car, as well as the procedure for paying for parking and their location. In addition, Muscovites ask how to return things lost during a trip, and find out the details of paying for travel on transport.

“For example, in 2024, passengers contacted the contact center almost 200 thousand times on the topic of lost things, about 100 thousand questions were asked about the work of the Troika and the ticket system. Contact center operators consult city residents around the clock and process an average of 6.6 thousand calls per day,” the Moscow Mayor noted.

Source: Sergei Sobyanin’s Telegram channel @Mos_Sobyanin

Since 2019, the hotline has been using artificial intelligence: a voice assistant answers questions about vehicle evacuation.

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/12651050/

MIL OSI Russia News –

April 24, 2025
MIL-OSI: Apollo Funds Form $220 Million Community Solar Joint Venture with Bullrock Energy Ventures

Source: GlobeNewswire (MIL-OSI)

NEW YORK and SOUTH BURLINGTON, Vt., April 23, 2025 (GLOBE NEWSWIRE) — Apollo (NYSE: APO) and Bullrock Energy Ventures (“Bullrock”) today announced that Apollo-managed funds (the “Apollo Funds”) have committed to fund up to $220 million for a new joint venture partnership with Bullrock related to a portfolio of community solar assets located in New York and New England. $100 million of Apollo’s equity commitment will fund the development of Bullrock’s nearly 500 MW pipeline of renewable energy assets.

Based in Vermont, Bullrock is a high-growth renewable energy company with operations throughout the Northeast. The company’s vertically integrated model includes deal sourcing, underwriting, development, construction, financing and asset management. Bullrock, led by Chairman and Founder Gregg Beldock, alongside partner company NxtGenREA led by Mike Mills, has developed nearly 500 MW of solar projects across New England, New York and the Midwest over the past decade. The projects support local residents and businesses throughout the country with access to affordable clean energy.

“We are excited to partner with Gregg and the Bullrock team and invest in this scaled portfolio of solar assets that we believe will offer significant benefits to their surrounding communities,” said Apollo Partner Corinne Still. “Community solar represents an innovative solution to expanding local access to clean, efficient power across the energy grid, benefiting individuals, households and businesses alike. This partnership underscores Apollo’s commitment to serving as a leading capital provider supporting the energy transition, investing in companies and projects that serve the growing demand for diverse sources of power.”

Bullrock Chairman and Founder Gregg Beldock and Bullrock Managing Partner Amory Beldock stated, “Our partnership with Apollo enhances a leading vertically integrated renewables platform working to meet the growing demand for power while reinforcing American energy security. Our long history in construction and development paired with Apollo’s integrated platform positions us to efficiently scale our portfolio. Community solar lowers energy costs, improves grid resiliency and boosts local economies. Apollo shares our commitment to driving the industry forward and we’re proud to work with them.”

Over the past five years, Apollo-managed funds and affiliates have committed, deployed or arranged approximately $58 billionⁱ of climate and energy transition-related investments, supporting companies and projects across clean energy and infrastructure.

Tax Equity for the portfolio is arranged by Mike Mills through his company NxtGenREA.

Orrick, Herrington & Sutcliffe LLP served as legal to the Apollo Funds. Brown Rudnick LLP served as legal counsel to Bullrock.

ⁱ As of December 31, 2024. The firmwide targets (the “Targets”) to deploy, commit, or arrange capital commensurate with Apollo’s proprietary Climate and Transition Investment Framework (the “CTIF”), are (1) $50 billion by 2027 and (2) more than $100 billion by 2030 The CTIF, which is subject to change at any time without notice, sets forth certain activities classified by Apollo as sustainable economic activities (“SEAs”), and the methodologies used to calculate contribution towards the Targets. Only investments determined to be currently contributing to an SEA in accordance with the CTIF are counted toward the Targets. Under the CTIF, Apollo uses different calculation methodologies for different types of investments in equity, debt and real estate. For additional details on the CTIF, please refer to our website here: https://www.apollo.com/strategies/asset-management/real-assets/sustainable-investing-platform.

About Apollo

Apollo is a high-growth, global alternative asset manager. In our asset management business, we seek to provide our clients excess return at every point along the risk-reward spectrum from investment grade credit to private equity. For more than three decades, our investing expertise across our fully integrated platform has served the financial return needs of our clients and provided businesses with innovative capital solutions for growth. Through Athene, our retirement services business, we specialize in helping clients achieve financial security by providing a suite of retirement savings products and acting as a solutions provider to institutions. Our patient, creative, and knowledgeable approach to investing aligns our clients, businesses we invest in, our employees, and the communities we impact, to expand opportunity and achieve positive outcomes. As of December 31, 2024, Apollo had approximately $751 billion of assets under management. To learn more, please visit www.apollo.com.

About Bullrock Energy Ventures

Bullrock Energy Ventures is a vertically integrated renewable energy investment platform. The company was born out of Bullrock’s long history across renewables, construction, real estate development and healthcare and NxtGenREA’s deep experience in solar development and tax equity financing. Bullrock has developed over 500 MW to date, deployed over $2B in capital across the clean energy space, and is quickly moving to develop its 500 MW pipeline. Our success is a testament to our uniquely integrated model which allows us to build, operate, finance and manage energy assets at scale. We are proud to accelerate the energy transition through our pioneering approach to development while supporting local communities and securing American energy independence.

Contacts

Noah Gunn
Global Head of Investor Relations
Apollo Global Management, Inc.
212-822-0540
ir@apollo.com

Joanna Rose
Global Head of Corporate Communications
Apollo Global Management, Inc.
212-822-0491
communications@apollo.com

For Bullrock Energy Ventures:

ir@bullrockcorp.com

For Bullrock Media Contacts:

Patrick Lenihan
Gravity Strategic Partners
patrick@gravitystrat.com
201-819-9871

The MIL Network –

April 24, 2025
MIL-OSI China: Foreign Minister Lin and Tuvaluan Deputy Prime Minister Nelesone witness signing of agreements on labor cooperation and seafarer training and certification
Source: Republic of Taiwan – Ministry of Foreign Affairs

Foreign Minister Lin and Tuvaluan Deputy Prime Minister Nelesone witness signing of agreements on labor cooperation and seafarer training and certification
- Date：2025-04-16
- Data Source：Department of East Asian and Pacific Affairs
April 16, 2025

No. 097

Minister of Foreign Affairs Lin Chia-lung met with a Tuvaluan delegation led by Deputy Prime Minister and Minister of Finance and Economic Development Panapasi Nelesone and his wife, Madame Corinna Laafai, at the Taipei Guest House on April 15. Together, they witnessed the signing of two bilateral agreements—one on labor cooperation and another on the recognition of training and certification of seafarers. These agreements, which were signed respectively by Minister of Labor Hung Sun-han and Minister of Transportation and Communications Chen Shih-kai for Taiwan and by Minister of Foreign Affairs, Labour and Trade Paulson Panapa for Tuvalu, aim to deepen bilateral exchanges and cooperation in such domains as labor affairs, fisheries, and seafarer certification.

Following the signing ceremony, Minister Lin hosted a banquet for the delegation at the Taipei Guest House. In his speech, he warmly welcomed them and thanked the government of Tuvalu for its long-standing and unwavering support of Taiwan’s international participation, including speaking up for Taiwan at major international events. Minister Lin expressed special appreciation to the Ministry of Labor (MOL) and the Ministry of Transportation and Communications (MOTC) for coordinating with the Ministry of Foreign Affairs (MOFA) to facilitate the signing of the two agreements. He indicated that they bolstered Taiwan-Tuvalu cooperation and marked the concrete implementation of the Diplomatic Allies Prosperity Project under the policy of integrated diplomacy. He also noted that they aligned with the concept of every ministry serving as a foreign ministry and every citizen as a diplomat. Minister Lin emphasized that MOFA had actively consolidated the diverse capabilities of government agencies and civil society, leveraging overall national strength to enhance cooperation between Taiwan and its diplomatic allies. Moving forward, he pledged to work hand in hand with the government of Tuvalu to expand exchanges across a variety of domains to promote economic prosperity and the well-being of the peoples of both countries.

Speaking at the banquet, Deputy Prime Minister Nelesone stated that in 46 years as diplomatic allies, Taiwan and Tuvalu had jointly responded to numerous challenges and created myriad opportunities for close cooperation in such areas as health care, agriculture, education, and basic infrastructure. He affirmed that the two nations had built a diplomatic alliance founded on freedom and democracy, adding that they shared strong bonds and were like family. On behalf of the government and people of Tuvalu, he sincerely thanked Taiwan for its long-term support of his nation’s development and reaffirmed Tuvalu’s staunch commitment to backing Taiwan’s international participation. He expressed the hope that both countries would continue working together to advance their diplomatic partnership, setting an example for the world.

Guests at the banquet included Deputy Minister of Health and Welfare Lin Ching-yi; Acting Director General of the MOL Workforce Development Agency Chen Shih-chang; Deputy Director General of the Ministry of Agriculture Fisheries Agency Lin Ding-rong; Director General of the MOTC Maritime and Port Bureau Yeh Hsieh-lung; Secretary General of the International Cooperation and Development Fund Huang Yu-lin; and representatives from the business sector. Participants exchanged views on a wide range of issues, including health care, climate change adaptation, and agricultural and fisheries cooperation. (E)

MIL OSI China News –
April 24, 2025
MIL-OSI Asia-Pac: Reading day activities held

Source: Hong Kong Information Services

This year’s April 23 marks the second Hong Kong Reading for All Day. Hong Kong Public Libraries (HKPL) today collaborated with stakeholders to set up reading locations for “Read Together for Half an Hour” activities to promote reading among the public.

Director of Leisure & Cultural Services Manda Chan attended the “Read Together for Half an Hour” activity at the Hong Kong Central Library to share her reading experience with the participating students, remarking that reading while broadening one’s horizons is also life-enriching. She encouraged students to keep reading.

HKPL also invited renowned online content creator SaiDorSi to explore the relationship between reading and creativity with the participating students.

“Read Together for Half an Hour” is one of the highlight activities of Hong Kong Reading Week 2025.

The department provided a variety of books at different reading locations today, including the Museum of Art, the Science Museum, the Oil Street Art Space, the Railway Museum, Choi Hung Road Sports Centre, Tsuen Wan Sports Centre, Sun Yat Sen Memorial Park and individual public libraries.

In addition, “Read Together for Half an Hour” activities were held at 2025 Hong Kong Reading+ at New Town Plaza in Sha Tin, as well as at individual community libraries and community centres.

Furthermore, HKPL, in collaboration with the Hans Andersen Club, carried out the “Read together for Half an Hour” event and carnival at Lok Fu Place, featuring storytelling sessions, game booths and handicraft workshops. A reading area with selected books was also set up to promote reading.

Hong Kong Reading Week is being held from April 19 to 27. Under the theme “Zoom/LIBRARY”, it offers about 450 online and on-site events to encourage the public to develop a reading habit.

Activities include fun days, sharing sessions, videos and audio clips in which celebrities share their reading experiences and more. QR codes for selected e-books are available at different government venues for easy public access.

All Hong Kong Reading Week activities are free of charge, with seat reservations required for individual events.

Click here for more details.

MIL OSI Asia Pacific News –

April 24, 2025
MIL-OSI USA: SPC Apr 23, 2025 Day 4-8 Severe Weather Outlook

Source: US National Oceanic and Atmospheric Administration

Day 4-8 Severe Weather Outlook Issued on Apr 23, 2025

Updated: Wed Apr 23 08:17:02 UTC 2025

.

D4
Sat, Apr 26, 2025 – Sun, Apr 27, 2025
D7
Tue, Apr 29, 2025 – Wed, Apr 30, 2025

D5
Sun, Apr 27, 2025 – Mon, Apr 28, 2025
D8
Wed, Apr 30, 2025 – Thu, May 01, 2025

D6
Mon, Apr 28, 2025 – Tue, Apr 29, 2025
(All days are valid from 12 UTC – 12 UTC the following day)

Note: A severe weather area depicted in the Day 4-8 period indicates 15%, 30% or higher probability for severe thunderstorms within 25 miles of any point.

PREDICTABILITY TOO LOW is used to indicate severe storms may be possible based on some model scenarios. However, the location or occurrence of severe storms are in doubt due to: 1) large differences in the deterministic model solutions, 2) large spread in the ensemble guidance, and/or 3) minimal run-to-run continuity.

POTENTIAL TOO LOW means the threat for a regional area of organized severe storms appears unlikely (i.e., less than 15%) for the forecast day.

Forecast Discussion

ZCZC SPCSWOD48 ALL
ACUS48 KWNS 230815
SPC AC 230815

Day 4-8 Convective Outlook
NWS Storm Prediction Center Norman OK
0315 AM CDT Wed Apr 23 2025

Valid 261200Z – 011200Z

…DISCUSSION…
…Days 5-7/Sun-Tue — Great Plains to the Midwest…

Forecast guidance is in good agreement that a deepening upper trough
over the western states will eject eastward across the Plains and
Midwest early next week. Beginning Day 5/Sun, the upper trough will
extend from the central Rockies to the Southwest, with a belt of
strong southeasterly flow emerging over the central/southern High
Plains Sunday night. Surface lee low development is forecast over
the northern/central Plains Sunday afternoon, with the low moving
into SD/NE by Monday morning. Southerly low-level flow will
transport ample moisture northward across the Plains and Mid-MO
Valley on Sunday, with a sharpening dryline extending southward from
western NE into western TX. Some severe potential could develop
along the dryline and near the surface low/triple point. However,
forecast soundings maintain strong capping and any convective
development could be rather sparse. For now, this will preclude
severe probabilities for Day 5/Sun.

On Day 6/Mon, the upper trough will continue eastward, moving into
the Plains by Tuesday morning. Ahead of the trough, a belt of strong
southwesterly flow aloft will extend from OK into the Upper Midwest.
A deepening surface low over SD will shift east/northeast through
the period, with a trailing cold front shifting east/southeast
across the Plains. Rich boundary layer moisture within a moderate to
strongly unstable airmass and favorable shear parameter space will
support an all-hazards severe weather episode across a fairly broad
area from OK to MN/WI Monday afternoon into Monday night.

Severe potential is likely to continue into Day 7/Tue, though some
differences within medium range guidance with the evolution of the
upper trough and key surface features does result in a bit more
uncertainty compared to Monday, especially on the eastward extent of
severe potential. Nevertheless, strong forcing atop a broad warm
sector ahead of an eastward advancing cold front will continue to
support severe potential from northeast Texas into Lower MI.

..Leitman.. 04/23/2025

CLICK TO GET WUUS48 PTSD48 PRODUCT

MIL OSI USA News –

April 24, 2025
MIL-OSI Security: Bookkeeper Sentenced to More Than One Year in Prison for Tax Evasion and Disability Benefit Fraud

Source: Office of United States Attorneys

BOSTON – The former bookkeeper for an electrical contracting business has been sentenced for concealing income from the Internal Revenue Service (IRS) and stealing disability benefits.

David Tetreault, 55, of Attleboro, was sentenced by U.S. District Court Judge Nathaniel M. Gorton to 18 months in prison, to be followed by three years of supervised release. Tetreault has also been ordered to pay $623,602 to the Internal Revenue Service, $159,816 to the Social Security Administration and $161,835 to the Employment Retirement System of Rhode Island in restitution. In October 20204, Tetreault pleaded guilty to one count of tax evasion, one count of theft of government money and one count of wire fraud.

Tetreault worked as a bookkeeper for a Massachusetts-based electrical contractor between 2015 and 2021. During those years, Tetreault received wages in cash and used company funds to pay his personal credit card bills. Tetreault manipulated the company’s accounting records and bank statements to disguise these payments as business expenses. As a result of this conduct, Tetreault underreported his personal income by at least $2.1 million, causing a loss to the IRS of over $600,000.

In addition, Tetreault did not report his work for the electrical contractor or his income to the Social Security Administration and submitted false information about his employment and income to the Employees’ Retirement System of Rhode Island (ERSRI). As a result of this conduct, Tetreault collected over $320,000 in Social Security Disability Insurance benefits and ERSRI disability pension benefits to which he was not entitled between 2016 and 2024.

United States Attorney Leah B. Foley; Thomas Demeo, Acting Special Agent in Charge of the Internal Revenue Service’s Criminal Investigation in Boston; and Amy Connelly, Special Agent in Charge of the Social Security Administration, Office of Inspector General, Office of Investigations, Boston Field Division made the announcement today. Assistant U.S. Attorney David M. Holcomb of the Securities, Financial & Cyber Fraud Unit prosecuted the case.

MIL Security OSI –

April 24, 2025
MIL-OSI: Aemetis India Plant Visited by U.S. Consul General

Source: GlobeNewswire (MIL-OSI)

CUPERTINO, Calif., April 23, 2025 (GLOBE NEWSWIRE) — Aemetis, Inc. (NASDAQ: AMTX), a diversified global renewable natural gas and biofuels company, announced the Company’s subsidiary in India, Universal Biofuels, has been working with the U.S. government to support the success of American interests in India. Aemetis owns and operates an 80 million gallon per year biodiesel production facility in Kakinada, Andhra Pradesh. The U.S. Consul General, Jennifer Larson, recently toured the Universal biodiesel plant along with staff from the consulate to further the collaboration with Aemetis. 

India is committed to the production and use of biofuels to expand markets for agricultural products and to utilize waste materials to improve air quality. The target set in the India National Policy on Biofuels is an increase in the blend of biodiesel from 1% to 5%. The meeting and plant tour by Jennifer Larson, the U.S. Consul General based in Hyderabad, India, focused on understanding the implications of India biofuels policies to expand the production of renewable fuels by Universal Biofuels.

“Diesel engine emissions are a significant contributor to air pollution and a cause of significant public health problems in India,” said Eric McAfee, Chairman and CEO of Aemetis. “The Universal Biofuels facility in India has invested in the expansion of production capacity to meet India’s goal of a 5% biodiesel blend and facilitate the reduction of air pollution from diesel engine exhaust. The visit by the Consul General is representative of the level of engagement by all parties to generate the many benefits of renewable fuels in India.”

“The adoption of new policies in India that facilitate access to feedstocks supports our plans to raise the capital and invest the resources into growing our production capacity,” said Sanjeev Duggal, CEO of Universal Biofuels. “We look forward to continuing the work with the consulate and view the visit by Ms. Larson as a critical step forward that is an important sign of support for our business.”

Aemetis’ Universal Biofuels subsidiary is one of the largest biodiesel producers in India, having been in operation for more than 17 years. Universal Biofuels increased its annual biodiesel production capacity from 60 million gallons to 80 million gallons in the past year, with further biodiesel expansion to other locations and diversification into biogas production planned during the next twelve months. To support further growth, Universal Biofuels is preparing for an IPO in India, aiming for completion in late 2025 or the first half of 2026, subject to continued favorable stock market conditions.

Universal Biofuels completed $112 million of biodiesel and glycerin shipments in the twelve months ended September 2024, including deliveries to the three government-owned oil marketing companies under a cost-plus contract. Shipments of biodiesel to OMCs are expected to begin again this month under the next round of biodiesel contracts.

About Aemetis

Headquartered in Cupertino, California, Aemetis is a renewable natural gas and biofuels company focused on the operation, acquisition, development, and commercialization of innovative technologies that support energy independence and security. Founded in 2006, Aemetis operates and is expanding a California biogas digester network and pipeline system to convert dairy waste into renewable natural gas. Aemetis owns and operates a 65 million gallon per year ethanol production facility in California’s Central Valley near Modesto that also supplies about 80 dairies with animal feed. Aemetis owns and operates an 80 million gallon per year biofuels facility on the East Coast of India producing high quality distilled biodiesel and refined glycerin. Aemetis is developing a sustainable aviation fuel and renewable diesel biorefinery and a carbon sequestration project in California. For additional information about Aemetis, please visit www.aemetis.com.

Safe Harbor Statement

This news release contains forward-looking statements, including statements regarding assumptions, projections, expectations, targets, intentions or beliefs about future events or other statements that are not historical facts. Forward-looking statements include, without limitation, projections of financial results; IPO plans; statements related to the development, engineering, financing, construction, timing, and operation of biodiesel, biogas, sustainable aviation fuel, CO2 sequestration, and other facilities; our ability to promote, develop, finance, and construct such facilities; and statements about future market prices and results of government actions. Words or phrases such as “anticipates,” “may,” “will,” “should,” “believes,” “estimates,” “expects,” “intends,” “plans,” “predicts,” “projects,” “targets,” “view,” “will likely result,” “will continue” or similar expressions are intended to identify forward-looking statements. These forward-looking statements are based on current assumptions and predictions and are subject to many risks and uncertainties. Actual results or events could differ materially from those set forth or implied by such forward-looking statements and related assumptions due to certain factors, including, without limitation, competition in the ethanol, biodiesel and other industries in which we operate, commodity market risks including those that may result from current weather conditions, financial market risks, customer adoption, counter-party risks, risks associated with changes to government policy or regulation, and other risks detailed in our reports filed with the Securities and Exchange Commission, including our Annual Reports on Form 10-K, and in our other filings with the SEC. We are not obligated, and do not intend, to update any of these forward-looking statements at any time unless an update is required by applicable securities laws.

Company Investor Relations
Media Contact:
Todd Waltz
(408) 213-0940
investors@aemetis.com

External Investor Relations
Contact:
Kirin Smith
PCG Advisory Group
(646) 863-6519
ksmith@pcgadvisory.com

The MIL Network –

April 24, 2025
MIL-OSI: Magnite Unveils Next Generation of SpringServe, Combining Its Streaming Ad Server and SSP
Source: GlobeNewswire (MIL-OSI)

NEW YORK, April 23, 2025 (GLOBE NEWSWIRE) — Magnite (NASDAQ: MGNI), the largest independent sell-side advertising company, today unveiled the next generation of its SpringServe video platform, a CTV/OTT solution combining its award-winning SpringServe ad server with the advanced programmatic capabilities of the Magnite Streaming SSP. Initial clients to include Disney Advertising, LG Ad Solutions, Paramount, Roku, Samsung, and Warner Bros. Discovery.

Developed for the needs of the world’s most advanced streaming clients, the unified platform streamlines buyers’ connection to 99% of US streaming supply, a dollar-weighted figure verified by Jounce Media in their March 2025 Supply Path Benchmarking Report. For media owners, the platform will unlock powerful tools for streamlined workflows and smarter yield optimization.

“As the CTV space matures, there’s a significant opportunity to enhance the advertising process for media owners and buyers,” said Sean Buckley, President, Revenue at Magnite. “We’re building this next generation of SpringServe specifically to help our clients and partners stay ahead of these emerging opportunities. By unifying the programmatic layer as a complementary step in the buying process, not only does it give buyers greater transparency, predictability, and control over their ad placements, but it lays the foundation for more effective monetization and yield management for media owners.”

“Disney continues to expand our global streaming footprint in collaboration with Magnite—unlocking more premium inventory and making it even easier for advertisers to access our portfolio at scale,” said Jamie Power, SVP, Addressable Sales at Disney. “Together, we’re advancing a shared vision for innovation—one that prioritizes automation, flexibility, and smarter tools to help our partners drive meaningful impact in the live streaming space.”

“Controlling demand sources and optimizing ad placements in real time is essential to our strategy,” said Kelly McMahon, SVP of Operations at LG Ad Solutions. “SpringServe gives us the power to orchestrate everything in one platform—balancing programmatic demand and direct deals more effectively, without compromising the viewer experience.”

“Working with valuable partners like Magnite has enabled Paramount to further optimize our programmatic demand sources, driving greater efficiency and performance while preserving a seamless viewing experience for our audiences,” said Christopher Owen, SVP, Partnerships at Paramount. “Continued advancements in programmatic play a meaningful role in our ongoing success both as a company and as part of the broader industry.”

“Together with Magnite, we can create more opportunities for advertisers that offer platform transparency and flexibility across monetization, demand access, and user experience optimization,” said Jay Askinasi, SVP of Global Media Revenue and Growth at Roku. “SpringServe connects us more directly with DSPs, streamlining operations and augmenting revenue potential. This is an approach we believe will help attract greater advertising investment into the CTV ecosystem.”

“Our long-standing partnership with Magnite has been instrumental in shaping our video monetization strategy, and we’re excited to partner with Magnite as they advance the SpringServe video platform,” said Jill Steinhauser, SVP Revenue Strategy and Operations, Warner Bros. Discovery. “We’re particularly looking forward to benefiting from the performance enhancements that enable faster ad loads and real-time pacing.”

“Magnite helps fuel the premium, open internet,” said Will Doherty, SVP of Inventory Development, The Trade Desk. “Combined with tools like OpenPath, the next generation of SpringServe is accretive to advertisers and publishers and most importantly – so consumers can continue to enjoy the content we all love like CTV, journalism and more.”

“Magnite’s unified SpringServe platform offers significant clarity and cohesion in the streaming TV marketplace,” said Susan Schiekofer, Chief Media Officer, GroupM US. “By providing deeper insight into the supply path and stronger alignment with premium inventory at scale, it empowers us to make smarter, faster buying decisions and ultimately deliver better outcomes for our clients.”

“At OMG, we believe it’s a core right for advertisers to control and know where their ads deliver,” said Ryan Eusanio, SVP of Video and Programmatic at Omnicom Media Group. “Magnite’s SpringServe video platform helps us give our clients more control of their premium video strategy and enables better curation and targeting for campaigns.”

The SpringServe video platform provides CTV and OTT publishers with improved functionality including:
- Intelligent ad decisioning and dynamic mediation.
- Automated ad routing that dynamically directs ad traffic to the highest-performing channels to ensure efficient ad delivery.
- Centralized deal management to facilitate better visibility across direct and programmatic demand, including ClearLine deals.
- Integration of Magnite Access for easy access to first- and third-party data.
- A streamlined user interface and reporting for ad operations.
For more information about the new SpringServe video platform, please visit magnite.com.

About Magnite
We’re Magnite (NASDAQ: MGNI), the world’s largest independent sell-side advertising company. Publishers use our technology to monetize their content across all screens and formats including CTV, online video, display, and audio. The world’s leading agencies and brands trust our platform to access brand-safe, high-quality ad inventory and execute billions of advertising transactions each month. Anchored in bustling New York City, sunny Los Angeles, mile high Denver, historic London, colorful Singapore, and down under in Sydney, Magnite has offices across North America, EMEA, LATAM, and APAC.

The MIL Network –
April 24, 2025

MIL-OSI: First Hawaiian, Inc. Reports First Quarter 2025 Financial Results and Declares Dividend

Source: GlobeNewswire (MIL-OSI)

HONOLULU, April 23, 2025 (GLOBE NEWSWIRE) — First Hawaiian, Inc. (NASDAQ:FHB), (“First Hawaiian” or the “Company”) today reported financial results for its quarter ended March 31, 2025.

“I’m pleased to report that First Hawaiian Bank started 2025 with a solid quarter. Retail deposits continued to grow, net interest income rose from the prior quarter, expenses were well managed, and credit quality remained strong,” said Bob Harrison, Chairman, President, and CEO. “Despite the current economic uncertainty, our customers can be confident in the strength of our balance sheet, our solid capital position, and our deep roots in the community, which provide the stability and reliability that define us.”

On April 22, 2025, the Company’s Board of Directors declared a quarterly cash dividend of $0.26 per share. The dividend will be payable on May 30, 2025, to stockholders of record at the close of business on May 19, 2025.

First Quarter 2025 Highlights:

Net income of $59.2 million, or $0.47 per diluted share
Total loans and leases declined $115.2 million versus prior quarter
Total deposits declined $106.4 million versus prior quarter
Net interest margin increased 5 basis points to 3.08%
Recorded a $10.5 million provision for credit losses
Board of Directors declared a quarterly dividend of $0.26 per share

Balance Sheet

Total assets were $23.7 billion at March 31, 2025 versus $23.8 billion at December 31, 2024.

Gross loans and leases were $14.3 billion as of March 31, 2025, a decrease of $115.2 million, or 0.8%, from $14.4 billion as of December 31, 2024.

Total deposits were $20.2 billion as of March 31, 2025, a decrease of $106.4 million, or 0.5%, from $20.3 billion as of December 31, 2024.

Net Interest Income

Net interest income for the first quarter of 2025 was $160.5 million, an increase of $1.8 million, or 1.1%, compared to $158.8 million for the prior quarter.

The net interest margin was 3.08% in the first quarter of 2025, an increase of 5 basis points compared to 3.03% in the prior quarter.

Provision Expense

During the quarter ended March 31, 2025, we recorded a $10.5 million provision for credit losses. In the quarter ended December 31, 2024, we recorded a $0.8 million negative provision for credit losses.

Noninterest Income

Noninterest income was $50.5 million in the first quarter of 2025, an increase of $21.1 million compared to noninterest income of $29.4 million in the prior quarter. Noninterest income in the fourth quarter of 2024 included a $26.2 million loss on the sale of investment securities.

Noninterest Expense

Noninterest expense was $123.6 million in the first quarter of 2025, a decrease of $0.6 million compared to noninterest expense of $124.1 million in the prior quarter.

The efficiency ratio was 58.2% and 65.5% for the quarters ended March 31, 2025 and December 31, 2024, respectively.

Taxes

The effective tax rate was 23.0% and 18.9% for the quarters ended March 31, 2025 and December 31, 2024, respectively.

Asset Quality

The allowance for credit losses was $166.6 million, or 1.17% of total loans and leases, as of March 31, 2025, compared to $160.4 million, or 1.11% of total loans and leases, as of December 31, 2024. The reserve for unfunded commitments was $33.3 million as of March 31, 2025, compared to $32.8 million as of December 31, 2024. Net charge-offs were $3.8 million, or 0.11% of average loans and leases on an annualized basis, for the quarter ended March 31, 2025, compared to net charge-offs of $3.4 million, or 0.09% of average loans and leases on an annualized basis, for the quarter ended December 31, 2024. Total non-performing assets were $20.2 million, or 0.14% of total loans and leases and other real estate owned, on March 31, 2025, compared to total non-performing assets of $20.7 million, or 0.14% of total loans and leases and other real estate owned, on December 31, 2024.

Capital

Total stockholders’ equity was $2.6 billion on March 31, 2025 and December 31, 2024.

The tier 1 leverage, common equity tier 1 and total capital ratios were 9.01%, 12.93% and 14.17%, respectively, on March 31, 2025, compared with 9.14%, 12.80% and 13.99%, respectively, on December 31, 2024.

The Company repurchased 974 thousand shares of common stock at a total cost of $25.0 million under the stock repurchase program in the first quarter. The average cost was $25.66 per share repurchased.

First Hawaiian, Inc.

First Hawaiian, Inc. (NASDAQ:FHB) is a bank holding company headquartered in Honolulu, Hawaii. Its principal subsidiary, First Hawaiian Bank, founded in 1858 under the name Bishop & Company, is Hawaii’s oldest and largest financial institution with branch locations throughout Hawaii, Guam and Saipan. The company offers a comprehensive suite of banking services to consumer and commercial customers including deposit products, loans, wealth management, insurance, trust, retirement planning, credit card and merchant processing services. Customers may also access their accounts through ATMs, online and mobile banking channels. For more information about First Hawaiian, Inc., visit the Company’s website, www.fhb.com.

Conference Call Information

First Hawaiian will host a conference call to discuss the Company’s results today at 1:00 p.m. Eastern Time, 7:00 a.m. Hawaii Time.

To access the call by phone, please register via the following link:
https://register-conf.media-server.com/register/BI13d3259b1b3b46188926f83e1bbe1316, and you will be provided with dial in details. To avoid delays, we encourage participants to dial into the conference call fifteen minutes ahead of the scheduled start time.

A live webcast of the conference call, including a slide presentation, will be available at the following link: www.fhb.com/earnings. The archive of the webcast will be available at the same location.

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements reflect our current views with respect to, among other things, future events and our financial performance. These statements are often, but not always, made through the use of words or phrases such as “may”, “might”, “should”, “could”, “predict”, “potential”, “believe”, “expect”, “continue”, “will”, “anticipate”, “seek”, “estimate”, “intend”, “plan”, “projection”, “would”, “annualized” and “outlook”, or the negative version of those words or other comparable words or phrases of a future or forward-looking nature. These forward-looking statements are not historical facts, and are based on current expectations, estimates and projections about our industry, management’s beliefs and certain assumptions made by management, many of which, by their nature, are inherently uncertain and beyond our control. Accordingly, we caution you that any such forward-looking statements are not guarantees of future performance and are subject to risks, assumptions, estimates and uncertainties that are difficult to predict. Although we believe that the expectations reflected in these forward-looking statements are reasonable as of the date made, there can be no assurance that actual results will not prove to be materially different from the results expressed or implied by the forward-looking statements. A number of important factors could cause actual results or performance to differ materially from the forward-looking statements, including (without limitation) the risks and uncertainties associated with the domestic and global economic environment and capital market conditions and other risk factors. For a discussion of some of these risks and important factors that could affect our future results and financial condition, see our U.S. Securities and Exchange Commission (“SEC”) filings, including, but not limited to, our Annual Report on Form 10-K for the year ended December 31, 2024.

Use of Non-GAAP Financial Measures

Return on average tangible assets, return on average tangible stockholders’ equity, tangible book value per share and tangible stockholders’ equity to tangible assets are non-GAAP financial measures. We believe that these measurements are useful for investors, regulators, management and others to evaluate financial performance and capital adequacy relative to other financial institutions. Although these non-GAAP financial measures are frequently used by stakeholders in the evaluation of a company, they have limitations as analytical tools and should not be considered in isolation or as a substitute for analysis of our results or financial condition as reported under GAAP. Investors should consider our performance and capital adequacy as reported under GAAP and all other relevant information when assessing our performance and capital adequacy.

Table 12 at the end of this document provides a reconciliation of these non-GAAP financial measures with their most directly comparable GAAP measures.


Financial Highlights	Table 1
	For the Three Months Ended
	March 31,			December 31,				March 31,
(dollars in thousands, except per share data)	2025			2024				2024
Operating Results:
Net interest income	$	160,526		$	158,753			$	154,427
Provision (benefit) for credit losses		10,500			(750	)			6,300
Noninterest income		50,477			29,376				51,371
Noninterest expense		123,560			124,143				128,813
Net income		59,248			52,496				54,220
Basic earnings per share		0.47			0.41				0.42
Diluted earnings per share		0.47			0.41				0.42
Dividends declared per share		0.26			0.26				0.26
Dividend payout ratio		55.32	%		63.41		%		61.90	%
Performance Ratios⁽¹⁾:
Net interest margin		3.08	%		3.03		%		2.91	%
Efficiency ratio		58.22	%		65.51		%		62.15	%
Return on average total assets		1.01	%		0.88		%		0.90	%
Return on average tangible assets (non-GAAP)⁽²⁾		1.05	%		0.92		%		0.94	%
Return on average total stockholders’ equity		9.09	%		7.94		%		8.73	%
Return on average tangible stockholders’ equity (non-GAAP)⁽²⁾		14.59	%		12.78		%		14.53	%
Average Balances:
Average loans and leases	$	14,309,998		$	14,276,107			$	14,312,563
Average earning assets		21,169,194			21,079,951				21,481,890
Average assets		23,890,459			23,795,735				24,187,207
Average deposits		20,354,040			20,249,573				20,571,930
Average stockholders’ equity		2,641,978			2,629,600				2,496,840
Market Value Per Share:
Closing		24.44			25.95				21.96
High		28.28			28.80				23.12
Low		23.95			22.08				20.37


	As of			As of			As of
	March 31,			December 31,			March 31,
(dollars in thousands, except per share data)	2025			2024			2024
Balance Sheet Data:
Loans and leases	$	14,293,036		$	14,408,258		$	14,320,208
Total assets		23,744,958			23,828,186			24,279,186
Total deposits		20,215,816			20,322,216			20,669,481
Short-term borrowings		250,000			250,000			500,000
Total stockholders’ equity		2,648,852			2,617,486			2,513,761

Per Share of Common Stock:
Book value	$	21.07		$	20.70		$	19.66
Tangible book value (non-GAAP)⁽²⁾		13.15			12.83			11.88

Asset Quality Ratios:
Non-accrual loans and leases / total loans and leases		0.14	%		0.14	%		0.13	%
Allowance for credit losses for loans and leases / total loans and leases		1.17	%		1.11	%		1.12	%

Capital Ratios:
Common Equity Tier 1 Capital Ratio		12.93	%		12.80	%		12.55	%
Tier 1 Capital Ratio		12.93	%		12.80	%		12.55	%
Total Capital Ratio		14.17	%		13.99	%		13.75	%
Tier 1 Leverage Ratio		9.01	%		9.14	%		8.80	%
Total stockholders’ equity to total assets		11.16	%		10.98	%		10.35	%
Tangible stockholders’ equity to tangible assets (non-GAAP)⁽²⁾		7.27	%		7.10	%		6.52	%

Non-Financial Data:
Number of branches		48			48			50
Number of ATMs		273			273			275
Number of Full-Time Equivalent Employees		1,995			1,997			2,065

⁽¹⁾Except for the efficiency ratio, amounts are annualized for the three months ended March 31, 2025, December 31, 2024 and March 31, 2024.

⁽²⁾Return on average tangible assets, return on average tangible stockholders’ equity, tangible book value per share and tangible stockholders’ equity to tangible assets are non-GAAP financial measures. We compute our return on average tangible assets as the ratio of net income to average tangible assets, which is calculated by subtracting (and thereby effectively excluding) amounts related to the effect of goodwill from our average total assets. We compute our return on average tangible stockholders’ equity as the ratio of net income to average tangible stockholders’ equity, which is calculated by subtracting (and thereby effectively excluding) amounts related to the effect of goodwill from our average total stockholders’ equity. We compute our tangible book value per share as the ratio of tangible stockholders’ equity to outstanding shares. Tangible stockholders’ equity is calculated by subtracting (and thereby effectively excluding) amounts related to the effect of goodwill from our total stockholders’ equity. We compute our tangible stockholders’ equity to tangible assets as the ratio of tangible stockholders’ equity to tangible assets, each of which we calculate by subtracting (and thereby effectively excluding) the value of our goodwill. For a reconciliation to the most directly comparable GAAP financial measure, see Table 12, GAAP to Non-GAAP Reconciliation.


Consolidated Statements of Income	Table 2
	For the Three Months Ended
	March 31,		December 31,			March 31,
(dollars in thousands, except per share amounts)	2025		2024			2024
Interest income
Loans and lease financing	$	192,102	$	198,347		$	199,844
Available-for-sale investment securities		13,150		12,767			14,546
Held-to-maturity investment securities		16,647		17,071			17,793
Other		13,251		11,977			12,769
Total interest income		235,150		240,162			244,952
Interest expense
Deposits		71,709		78,465			84,143
Short-term borrowings		2,599		2,685			5,953
Other		316		259			429
Total interest expense		74,624		81,409			90,525
Net interest income		160,526		158,753			154,427
Provision (benefit) for credit losses		10,500		(750	)		6,300
Net interest income after provision (benefit) for credit losses		150,026		159,503			148,127
Noninterest income
Service charges on deposit accounts		7,535		7,968			7,546
Credit and debit card fees		14,474		14,834			16,173
Other service charges and fees		12,167		13,132			9,904
Trust and investment services income		9,370		9,449			10,354
Bank-owned life insurance		4,371		5,713			4,286
Investment securities gains (losses), net		37		(26,171	)		—
Other		2,523		4,451			3,108
Total noninterest income		50,477		29,376			51,371
Noninterest expense
Salaries and employee benefits		60,104		59,003			59,262
Contracted services and professional fees		14,839		14,472			15,739
Occupancy		8,100		7,708			6,941
Equipment		13,871		14,215			13,413
Regulatory assessment and fees		3,823		3,745			8,120
Advertising and marketing		2,179		1,529			2,612
Card rewards program		7,919		7,926			8,508
Other		12,725		15,545			14,218
Total noninterest expense		123,560		124,143			128,813
Income before provision for income taxes		76,943		64,736			70,685
Provision for income taxes		17,695		12,240			16,465
Net income	$	59,248	$	52,496		$	54,220
Basic earnings per share	$	0.47	$	0.41		$	0.42
Diluted earnings per share	$	0.47	$	0.41		$	0.42
Basic weighted-average outstanding shares		126,281,802		127,350,626			127,707,354
Diluted weighted-average outstanding shares		127,166,932		128,167,502			128,217,689


Consolidated Balance Sheets	Table 3
(dollars in thousands, except share amount)	March 31, 2025			December 31, 2024			March 31, 2024
Assets
Cash and due from banks	$	240,738		$	258,057		$	202,121
Interest-bearing deposits in other banks		1,073,841			912,133			1,072,145
Investment securities:
Available-for-sale, at fair value (amortized cost: $2,091,034 as of March 31, 2025, $2,190,448 as of December 31, 2024 and $2,466,109 as of March 31, 2024)		1,858,428			1,926,516			2,159,338
Held-to-maturity, at amortized cost (fair value: $3,250,275 as of March 31, 2025, $3,262,509 as of December 31, 2024 and $3,470,710 as of March 31, 2024)		3,724,908			3,790,650			3,988,011
Loans held for sale		1,547			—			—
Loans and leases		14,293,036			14,408,258			14,320,208
Less: allowance for credit losses		166,612			160,393			159,836
Net loans and leases		14,126,424			14,247,865			14,160,372

Premises and equipment, net		292,576			288,530			281,181
Accrued interest receivable		78,973			79,979			85,715
Bank-owned life insurance		495,567			491,890			484,193
Goodwill		995,492			995,492			995,492
Mortgage servicing rights		4,926			5,078			5,533
Other assets		851,538			831,996			845,085
Total assets	$	23,744,958		$	23,828,186		$	24,279,186
Liabilities and Stockholders’ Equity
Deposits:
Interest-bearing	$	13,330,265		$	13,347,068		$	13,620,928
Noninterest-bearing		6,885,551			6,975,148			7,048,553
Total deposits		20,215,816			20,322,216			20,669,481
Short-term borrowings		250,000			250,000			500,000
Retirement benefits payable		96,241			97,135			102,242
Other liabilities		534,049			541,349			493,702
Total liabilities		21,096,106			21,210,700			21,765,425

Stockholders’ equity
Common stock ($0.01 par value; authorized 300,000,000 shares; issued/outstanding: 142,139,353 / 125,692,598 shares as of March 31, 2025, issued/outstanding: 141,748,847 / 126,422,898 shares as of December 31, 2024 and issued/outstanding: 141,687,612 / 127,841,908 shares as of March 31, 2024)		1,421			1,417			1,417
Additional paid-in capital		2,564,408			2,560,380			2,551,488
Retained earnings		960,337			934,048			858,494
Accumulated other comprehensive loss, net		(433,769	)		(463,994	)		(523,780	)
Treasury stock (16,446,755 shares as of March 31, 2025, 15,325,949 shares as of December 31, 2024 and 13,845,704 shares as of March 31, 2024)		(443,545	)		(414,365	)		(373,858	)
Total stockholders’ equity		2,648,852			2,617,486			2,513,761
Total liabilities and stockholders’ equity	$	23,744,958		$	23,828,186		$	24,279,186


Average Balances and Interest Rates																	Table 4
	Three Months Ended						Three Months Ended						Three Months Ended
	March 31, 2025						December 31, 2024						March 31, 2024
	Average		Income/		Yield/		Average		Income/		Yield/		Average		Income/		Yield/
(dollars in millions)	Balance		Expense		Rate		Balance		Expense		Rate		Balance		Expense		Rate
Earning Assets
Interest-Bearing Deposits in Other Banks	$	1,171.1	$	12.8	4.44	%	$	948.9	$	11.3	4.75	%	$	858.6	$	11.6	5.45	%
Available-for-Sale Investment Securities
Taxable		1,891.4		13.2	2.79			1,987.7		12.7	2.56			2,210.6		14.5	2.63
Non-Taxable		1.4		—	5.52			1.4		—	5.30			1.8		—	5.61
Held-to-Maturity Investment Securities
Taxable		3,164.0		13.6	1.72			3,224.8		13.9	1.72			3,416.4		14.6	1.71
Non-Taxable		599.0		3.7	2.51			601.7		3.9	2.56			603.4		4.0	2.65
Total Investment Securities		5,655.8		30.5	2.16			5,815.6		30.5	2.10			6,232.2		33.1	2.13
Loans Held for Sale		0.3		—	6.28			1.3		—	5.75			0.7		—	6.92
Loans and Leases⁽¹⁾
Commercial and industrial		2,196.8		33.6	6.20			2,157.8		35.2	6.50			2,164.9		37.2	6.92
Commercial real estate		4,420.1		66.5	6.10			4,333.1		68.9	6.33			4,323.5		70.1	6.53
Construction		937.0		15.4	6.67			990.7		17.4	6.99			924.7		17.4	7.55
Residential:
Residential mortgage		4,150.3		40.9	3.94			4,183.5		40.8	3.90			4,264.1		42.0	3.94
Home equity line		1,149.8		13.1	4.61			1,157.1		13.3	4.55			1,172.1		12.0	4.13
Consumer		1,019.5		18.9	7.53			1,033.2		19.0	7.29			1,083.5		18.1	6.71
Lease financing		436.5		4.3	3.99			420.7		4.4	4.18			379.8		3.7	3.91
Total Loans and Leases		14,310.0		192.7	5.44			14,276.1		199.0	5.55			14,312.6		200.5	5.63
Other Earning Assets		32.0		0.4	5.48			38.1		0.7	6.73			77.8		1.2	5.90
Total Earning Assets⁽²⁾		21,169.2		236.4	4.51			21,080.0		241.5	4.56			21,481.9		246.4	4.61
Cash and Due from Banks		235.9						226.2						244.3
Other Assets		2,485.4						2,489.5						2,461.0
Total Assets	$	23,890.5					$	23,795.7					$	24,187.2

Interest-Bearing Liabilities
Interest-Bearing Deposits
Savings	$	6,232.5	$	21.3	1.38	%	$	5,940.3	$	21.1	1.42	%	$	6,059.7	$	23.4	1.56	%
Money Market		3,922.2		23.0	2.38			4,053.6		26.6	2.61			3,944.9		28.8	2.94
Time		3,317.1		27.4	3.36			3,362.0		30.8	3.64			3,325.3		31.9	3.86
Total Interest-Bearing Deposits		13,471.8		71.7	2.16			13,355.9		78.5	2.34			13,329.9		84.1	2.54
Other Short-Term Borrowings		250.0		2.6	4.22			250.0		2.7	4.27			500.0		6.0	4.79
Other Interest-Bearing Liabilities		27.5		0.3	4.67			25.3		0.2	4.07			33.0		0.4	5.22
Total Interest-Bearing Liabilities		13,749.3		74.6	2.20			13,631.2		81.4	2.38			13,862.9		90.5	2.63
Net Interest Income			$	161.8					$	160.1					$	155.9
Interest Rate Spread⁽³⁾					2.31	%					2.18	%					1.98	%
Net Interest Margin⁽⁴⁾					3.08	%					3.03	%					2.91	%
Noninterest-Bearing Demand Deposits		6,882.2						6,893.7						7,242.0
Other Liabilities		617.0						641.2						585.5
Stockholders’ Equity		2,642.0						2,629.6						2,496.8
Total Liabilities and Stockholders’ Equity	$	23,890.5					$	23,795.7					$	24,187.2

⁽¹⁾Non-performing loans and leases are included in the respective average loan and lease balances. Income, if any, on such loans and leases is recognized on a cash basis.

⁽²⁾Interest income includes taxable-equivalent basis adjustments of $1.2 million, $1.4 million and $1.5 million for the three months ended March 31, 2025, December 31, 2024 and March 31, 2024, respectively.

⁽³⁾Interest rate spread is the difference between the average yield on earning assets and the average rate paid on interest-bearing liabilities, on a fully taxable-equivalent basis.

⁽⁴⁾Net interest margin is net interest income annualized for the three months ended March 31, 2025, December 31, 2024 and March 31, 2024, on a fully taxable-equivalent basis, divided by average total earning assets.

Analysis of Change in Net Interest Income

Table 5

Three Months Ended March 31, 2025

Compared to December 31, 2024

(dollars in millions)

Volume

Rate

Total ⁽¹⁾

Change in Interest Income:

Interest-Bearing Deposits in Other Banks

2.3

(0.8

)

1.5

Available-for-Sale Investment Securities

Taxable

(0.6

)

1.1

0.5

Held-to-Maturity Investment Securities

Taxable

(0.3

)

—

(0.3

)

Non-Taxable

—

(0.2

)

(0.2

)

Total Investment Securities

(0.9

)

0.9

—

Loans and Leases

Commercial and industrial

0.5

(2.1

)

(1.6

)

Commercial real estate

0.9

(3.3

)

(2.4

)

Construction

(1.1

)

(0.9

)

(2.0

)

Residential:

Residential mortgage

(0.3

)

0.4

0.1

Home equity line

(0.2

)

—

(0.2

)

Consumer

(0.4

)

0.3

(0.1

)

Lease financing

0.1

(0.2

)

(0.1

)

Total Loans and Leases

(0.5

)

(5.8

)

(6.3

)

Other Earning Assets

(0.1

)

(0.2

)

(0.3

)

Total Change in Interest Income

0.8

(5.9

)

(5.1

)

Change in Interest Expense:

Interest-Bearing Deposits

Savings

0.9

(0.7

)

0.2

Money Market

(1.0

)

(2.6

)

(3.6

)

Time

(0.5

)

(2.9

)

(3.4

)

Total Interest-Bearing Deposits

(0.6

)

(6.2

)

(6.8

)

Other Short-Term Borrowings

—

(0.1

)

(0.1

)

Other Interest-Bearing Liabilities

—

0.1

Total Change in Interest Expense

(0.6

)

(6.2

)

(6.8

)

Change in Net Interest Income

1.4

0.3

1.7

⁽¹⁾The change in interest income and expense not solely due to changes in volume or rate has been allocated on a pro-rata basis to the volume and rate columns.

Analysis of Change in Net Interest Income

Table 6

Three Months Ended March 31, 2025

Compared to March 31, 2024

(dollars in millions)

Volume

Rate

Total ⁽¹⁾

Change in Interest Income:

Interest-Bearing Deposits in Other Banks

3.7

(2.5

)

1.2

Available-for-Sale Investment Securities

Taxable

(2.2

)

0.9

(1.3

)

Held-to-Maturity Investment Securities

Taxable

(1.1

)

0.1

(1.0

)

Non-Taxable

—

(0.3

)

(0.3

)

Total Investment Securities

(3.3

)

0.7

(2.6

)

Loans and Leases

Commercial and industrial

0.5

(4.1

)

(3.6

)

Commercial real estate

1.5

(5.1

)

(3.6

)

Construction

0.2

(2.2

)

(2.0

)

Residential:

Residential mortgage

(1.1

)

—

(1.1

)

Home equity line

(0.2

)

1.3

1.1

Consumer

(1.2

)

2.0

0.8

Lease financing

0.5

0.1

0.6

Total Loans and Leases

0.2

(8.0

)

(7.8

)

Other Earning Assets

(0.7

)

(0.1

)

(0.8

)

Total Change in Interest Income

(0.1

)

(9.9

)

(10.0

)

Change in Interest Expense:

Interest-Bearing Deposits

Savings

0.7

(2.8

)

(2.1

)

Money Market

(0.2

)

(5.6

)

(5.8

)

Time

(0.1

)

(4.4

)

(4.5

)

Total Interest-Bearing Deposits

0.4

(12.8

)

(12.4

)

Other Short-Term Borrowings

(2.7

)

(0.7

)

(3.4

)

Other Interest-Bearing Liabilities

(0.1

)

—

(0.1

)

Total Change in Interest Expense

(2.4

)

(13.5

)

(15.9

)

Change in Net Interest Income

2.3

3.6

5.9

⁽¹⁾The change in interest income and expense not solely due to changes in volume or rate has been allocated on a pro-rata basis to the volume and rate columns.


Loans and Leases						Table 7
	March 31,		December 31,		March 31,
(dollars in thousands)	2025		2024		2024
Commercial and industrial	$	2,261,394	$	2,247,428	$	2,189,875
Commercial real estate		4,367,433		4,463,992		4,301,300
Construction		954,072		918,326		972,517
Residential:
Residential mortgage		4,129,518		4,168,154		4,242,502
Home equity line		1,144,895		1,151,739		1,165,778
Total residential		5,274,413		5,319,893		5,408,280
Consumer		998,325		1,023,969		1,054,227
Lease financing		437,399		434,650		394,009
Total loans and leases	$	14,293,036	$	14,408,258	$	14,320,208


Deposits						Table 8
	March 31,		December 31,		March 31,
(dollars in thousands)	2025		2024		2024
Demand	$	6,885,551	$	6,975,148	$	7,048,553
Savings		6,110,796		6,021,364		6,277,679
Money Market		3,865,203		4,027,334		4,059,204
Time		3,354,266		3,298,370		3,284,045
Total Deposits	$	20,215,816	$	20,322,216	$	20,669,481


Non-Performing Assets and Accruing Loans and Leases Past Due 90 Days or More						Table 9
	March 31,		December 31,		March 31,
(dollars in thousands)	2025		2024		2024
Non-Performing Assets
Non-Accrual Loans and Leases
Commercial Loans:
Commercial and industrial	$	—	$	329	$	942
Commercial real estate		216		411		2,953
Construction		375		—		—
Total Commercial Loans		591		740		3,895
Residential Loans:
Residential mortgage		12,809		12,768		7,777
Home equity line		6,788		7,171		6,345
Total Residential Loans		19,597		19,939		14,122
Total Non-Accrual Loans and Leases		20,188		20,679		18,017
Total Non-Performing Assets	$	20,188	$	20,679	$	18,017

Accruing Loans and Leases Past Due 90 Days or More
Commercial Loans:
Commercial and industrial	$	740	$	1,432	$	529
Construction		—		536		606
Total Commercial Loans		740		1,968		1,135
Residential mortgage		1,008		1,317		359
Consumer		2,554		2,734		2,126
Total Accruing Loans and Leases Past Due 90 Days or More	$	4,302	$	6,019	$	3,620

Total Loans and Leases	$	14,293,036	$	14,408,258	$	14,320,208


Allowance for Credit Losses and Reserve for Unfunded Commitments	Table 10
	For the Three Months Ended
	March 31,				December 31,				March 31,
(dollars in thousands)	2025				2024				2024
Balance at Beginning of Period	$	193,240			$	197,397			$	192,138
Loans and Leases Charged-Off
Commercial and industrial		(1,459	)			(851	)			(909	)
Home equity line		(14	)			—				—
Consumer		(5,025	)			(4,774	)			(4,854	)
Total Loans and Leases Charged-Off		(6,498	)			(5,625	)			(5,763	)
Recoveries on Loans and Leases Previously Charged-Off
Commercial Loans:
Commercial and industrial		403				298				211
Commercial real estate		251				—				—
Total Commercial Loans		654				298				211
Residential Loans:
Residential mortgage		20				30				30
Home equity line		64				32				44
Total Residential Loans		84				62				74
Consumer		1,979				1,858				1,689
Total Recoveries on Loans and Leases Previously Charged-Off		2,717				2,218				1,974
Net Loans and Leases Charged-Off		(3,781	)			(3,407	)			(3,789	)
Provision (Benefit) for Credit Losses		10,500				(750	)			6,300
Balance at End of Period	$	199,959			$	193,240			$	194,649
Components:
Allowance for Credit Losses	$	166,612			$	160,393			$	159,836
Reserve for Unfunded Commitments		33,347				32,847				34,813
Total Allowance for Credit Losses and Reserve for Unfunded Commitments	$	199,959			$	193,240			$	194,649
Average Loans and Leases Outstanding	$	14,309,998			$	14,276,107			$	14,312,563
Ratio of Net Loans and Leases Charged-Off to Average Loans and Leases Outstanding⁽¹⁾		0.11		%		0.09		%		0.11		%
Ratio of Allowance for Credit Losses for Loans and Leases to Loans and Leases Outstanding		1.17		%		1.11		%		1.12		%
Ratio of Allowance for Credit Losses for Loans and Leases to Non-accrual Loans and Leases		8.25x				7.76x				8.87x

⁽¹⁾Annualized for the three months ended March 31, 2025, December 31, 2024 and March 31, 2024.

Loans and Leases by Year of Origination and Credit Quality Indicator

Table 11

Revolving

Loans

Converted

Term Loans

Revolving

to Term

Amortized Cost Basis by Origination Year

Loans

Amortized

(dollars in thousands)

2025

2024

2023

2022

2021

Prior

Cost Basis

Total

Commercial Lending

Commercial and Industrial

Risk rating:

Pass

19,578

173,435

68,842

172,494

220,547

268,053

1,148,880

20,009

2,091,838

Special Mention

364

916

2,250

3,353

1,229

41,972

—

50,142

Substandard

—

7,948

1,238

24,836

—

34,048

Other ⁽¹⁾

8,099

12,828

7,983

6,045

2,255

2,105

46,051

—

85,366

Total Commercial and Industrial

28,041

187,179

79,075

189,840

222,886

272,625

1,261,739

20,009

2,261,394

Current period gross charge-offs

—

179

356

779

—

1,459

Commercial Real Estate

Risk rating:

Pass

105,358

291,863

384,491

796,202

632,631

1,889,571

100,071

7,645

4,207,832

Special Mention

—

8,979

2,235

7,483

41,397

22,702

11,747

—

94,543

Substandard

—

54,918

1,007

9,003

—

64,928

Other ⁽¹⁾

—

130

—

130

Total Commercial Real Estate

105,358

300,842

386,726

858,603

675,035

1,921,406

111,818

7,645

4,367,433

Current period gross charge-offs

—

Construction

Risk rating:

Pass

4,610

122,410

198,780

353,108

162,361

52,233

22,934

—

916,436

Special Mention

—

147

—

147

Other ⁽¹⁾

522

14,134

8,910

8,500

1,553

3,177

693

—

37,489

Total Construction

5,132

136,544

207,690

361,608

163,914

55,557

23,627

—

954,072

Current period gross charge-offs

—

Lease Financing

Risk rating:

Pass

69,731

94,965

99,259

56,228

13,304

98,262

—

431,749

Special Mention

—

226

—

195

—

421

Substandard

—

4,411

526

292

—

5,229

Total Lease Financing

69,731

99,376

100,011

56,520

13,499

98,262

—

437,399

Current period gross charge-offs

—

Total Commercial Lending

208,262

723,941

773,502

1,466,571

1,075,334

2,347,850

1,397,184

27,654

8,020,298

Current period gross charge-offs

—

179

356

779

—

1,459

(continued)


															Revolving
															Loans
															Converted
	Term Loans												Revolving		to Term
	Amortized Cost Basis by Origination Year												Loans		Loans
(continued)													Amortized		Amortized
(dollars in thousands)	2025		2024		2023		2022		2021		Prior		Cost Basis		Cost Basis		Total
Residential Lending
Residential Mortgage
FICO:
740 and greater	$	41,949	$	161,436	$	183,292	$	482,310	$	933,384	$	1,578,605	$	—	$	—	$	3,380,976
680 – 739		4,088		18,218		34,761		65,347		101,230		192,602		—		—		416,246
620 – 679		734		1,714		3,922		23,196		18,793		51,826		—		—		100,185
550 – 619		—		—		817		6,495		7,696		17,224		—		—		32,232
Less than 550		—		—		731		771		2,253		7,503		—		—		11,258
No Score ⁽³⁾		—		13,199		6,330		16,757		9,837		50,065		—		—		96,188
Other ⁽²⁾		759		8,020		11,914		16,416		14,182		37,781		3,361		—		92,433
Total Residential Mortgage		47,530		202,587		241,767		611,292		1,087,375		1,935,606		3,361		—		4,129,518
Current period gross charge-offs		—		—		—		—		—		—		—		—		—

Home Equity Line
FICO:
740 and greater		—		—		—		—		—		—		911,857		1,404		913,261
680 – 739		—		—		—		—		—		—		169,131		1,684		170,815
620 – 679		—		—		—		—		—		—		39,262		592		39,854
550 – 619		—		—		—		—		—		—		12,077		485		12,562
Less than 550		—		—		—		—		—		—		6,645		486		7,131
No Score ⁽³⁾		—		—		—		—		—		—		1,272		—		1,272
Total Home Equity Line		—		—		—		—		—		—		1,140,244		4,651		1,144,895
Current period gross charge-offs		—		—		—		—		—		—		14		—		14

Total Residential Lending	$	47,530	$	202,587	$	241,767	$	611,292	$	1,087,375	$	1,935,606	$	1,143,605	$	4,651	$	5,274,413
Current period gross charge-offs	$	—	$	—	$	—	$	—	$	—	$	—	$	14	$	—	$	14

Consumer Lending
FICO:
740 and greater		32,634		80,861		58,623		73,919		37,183		15,253		93,415		112		392,000
680 – 739		19,668		66,839		41,621		38,860		18,814		9,295		84,783		515		280,395
620 – 679		6,692		31,051		16,155		17,379		8,533		6,406		50,655		793		137,664
550 – 619		596		9,333		6,584		9,663		5,434		4,471		16,458		849		53,388
Less than 550		280		3,004		4,421		5,131		3,263		2,741		5,399		508		24,747
No Score ⁽³⁾		750		821		95		30		—		18		35,238		194		37,146
Other ⁽²⁾		201		—		—		257		600		1,044		70,883		—		72,985
Total Consumer Lending	$	60,821	$	191,909	$	127,499	$	145,239	$	73,827	$	39,228	$	356,831	$	2,971	$	998,325
Current period gross charge-offs	$	—	$	660	$	481	$	585	$	270	$	809	$	1,883	$	337	$	5,025

Total Loans and Leases	$	316,613	$	1,118,437	$	1,142,768	$	2,223,102	$	2,236,536	$	4,322,684	$	2,897,620	$	35,276	$	14,293,036
Current period gross charge-offs	$	—	$	703	$	576	$	764	$	626	$	1,588	$	1,904	$	337	$	6,498

⁽¹⁾Other credit quality indicators used for monitoring purposes are primarily FICO scores. The majority of the loans in this population were originated to borrowers with a prime FICO score (680 and above). As of March 31, 2025, the majority of the loans in this population were current.

⁽²⁾Other credit quality indicators used for monitoring purposes are primarily internal risk ratings. The majority of the loans in this population were graded with a “Pass” rating. As of March 31, 2025, the majority of the loans in this population were current.

⁽³⁾No FICO scores are primarily related to loans and leases extended to non-residents. Loans and leases of this nature are primarily secured by collateral and/or are closely monitored for performance.


GAAP to Non-GAAP Reconciliation	Table 12
	For the Three Months Ended
	March 31,			December 31,			March 31,
(dollars in thousands)	2025			2024			2024
Income Statement Data:
Net income	$	59,248		$	52,496		$	54,220

Average total stockholders’ equity	$	2,641,978		$	2,629,600		$	2,496,840
Less: average goodwill		995,492			995,492			995,492
Average tangible stockholders’ equity	$	1,646,486		$	1,634,108		$	1,501,348

Average total assets	$	23,890,459		$	23,795,735		$	24,187,207
Less: average goodwill		995,492			995,492			995,492
Average tangible assets	$	22,894,967		$	22,800,243		$	23,191,715

Return on average total stockholders’ equity⁽¹⁾		9.09	%		7.94	%		8.73	%
Return on average tangible stockholders’ equity (non-GAAP)⁽¹⁾		14.59	%		12.78	%		14.53	%

Return on average total assets⁽¹⁾		1.01	%		0.88	%		0.90	%
Return on average tangible assets (non-GAAP)⁽¹⁾		1.05	%		0.92	%		0.94	%



	As of			As of			As of
	March 31,			December 31,			March 31,
(dollars in thousands, except per share amounts)	2025			2024			2024
Balance Sheet Data:
Total stockholders’ equity	$	2,648,852		$	2,617,486		$	2,513,761
Less: goodwill		995,492			995,492			995,492
Tangible stockholders’ equity	$	1,653,360		$	1,621,994		$	1,518,269

Total assets	$	23,744,958		$	23,828,186		$	24,279,186
Less: goodwill		995,492			995,492			995,492
Tangible assets	$	22,749,466		$	22,832,694		$	23,283,694

Shares outstanding		125,692,598			126,422,898			127,841,908

Total stockholders’ equity to total assets		11.16	%		10.98	%		10.35	%
Tangible stockholders’ equity to tangible assets (non-GAAP)		7.27	%		7.10	%		6.52	%

Book value per share	$	21.07		$	20.70		$	19.66
Tangible book value per share (non-GAAP)	$	13.15		$	12.83		$	11.88

⁽¹⁾Annualized for the three months ended March 31, 2025, December 31, 2024 and March 31, 2024.

The MIL Network –

April 24, 2025

MIL-OSI: Snail, Inc.’s Independent Label Wandering Wizards Acquires Publishing Rights to Whispers of West Grove
Source: GlobeNewswire (MIL-OSI)

CULVER CITY, Calif., April 23, 2025 (GLOBE NEWSWIRE) — Snail, Inc. (Nasdaq: SNAL) (“Snail Games” or the “Company”), a leading global independent developer and publisher of interactive digital entertainment, officially announced that its independent indie publishing arm, Wandering Wizard, has acquired the publishing rights to Whispers of West Grove, an upcoming psychological horror game developed by NVNT Studios. Set to release on Steam, the title expands Wandering Wizard’s growing portfolio of indie horror content while further diversifying the Company’s revenue streams.

This strategic acquisition reflects the Company’s continued commitment to high-growth genres of the gaming market beyond its flagship ARK sandbox survival content. The Company believes the psychological horror genre in particular, has demonstrated remarkable resilience and consumer engagement. According to industry analysts¹, the immersive horror games market is projected to grow at a compound annual growth rate (CAGR) of over 13% from 2024 to 2030, driven by the increasing popularity of narrative-driven and emotionally immersive gameplay experiences. The Company believes this acquisition adds momentum to Snail’s publishing strategy, which has seen significant growth over the past year through its indie division, Wandering Wizard’s expanding slate.

Whispers of West Grove invites players into the decaying corridors of West Grove Asylum, where they must navigate fear, fight monstrosities, and piece together a shattered psyche. Blending environmental storytelling with survival horror, the game centers on a patient’s desperate attempt to escape the sinister grasp of Dr. Kade, encountering disturbing visions, mind-bending puzzles, and a revolutionary gameplay mechanic that allows players to reshape the world around them.

Key gameplay features include:
- Visceral combat that challenges players to hone survival instincts
- Innovative puzzle design that integrates deeply with narrative pacing
- Atmospheric environments packed with hidden items and lore
- A reality-bending mechanic that transforms the game world at will
- An original, dynamic score that shifts between haunting ambiance and intense dread
More details on launch timing for Whispers of West Grove will be shared in the months ahead.

Wishlist Whispers of West Grove on Steam https://store.steampowered.com/app/2228840/Whispers_of_West_Grove/

Whispers of West Grove Press Kit

For Creators interested in collaborative opportunities reach out to creatordirect@noiz.gg

For media inquiries, interview requests, or additional details, please contact: press@snailgamesusa.com

¹Source: https://www.statsndata.org/report/infor-crm-consulting-service-market-352010

About Snail, Inc.
Snail, Inc. (Nasdaq: SNAL) is a leading, global independent developer and publisher of interactive digital entertainment for consumers around the world, with a premier portfolio of premium games designed for use on a variety of platforms, including consoles, PCs, and mobile devices. For more information, please visit: https://snail.com/.

Forward-Looking Statements
This press release contains statements that constitute forward-looking statements. Many of the forward-looking statements contained in this press release can be identified by the use of forward-looking words such as “anticipate,” “believe,” “could,” “expect,” “should,” “plan,” “intend,” “may,” “predict,” “continue,” “estimate” and “potential,” or the negative of these terms or other similar expressions. Forward-looking statements appear in a number of places in this press release and include, but are not limited to, statements regarding the strategic acquisition reflecting the Company’s continued commitment to potential high-growth genres of the gaming market beyond its flagship ARK sandbox survival content, such as the psychological horror genre, and the notion that such acquisition adds momentum to Snail’s publishing strategy, which has seen significant growth over the past year through its indie division, Wandering Wizard’s expanding slate. You should carefully consider the risks and uncertainties described in the “Risk Factors” section of the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2024, which was filed by the Company with the SEC on March 26, 2025 and other documents filed by the Company from time to time with the SEC, including the Company’s Forms 10-Q filed with the SEC. The Company does not undertake or accept any obligation to release publicly any updates or revisions to any forward-looking statements to reflect any change in its expectations or any change in events, conditions, or circumstances on which any such statement is based.

Investor Contact:
John Yi and Steven Shinmachi
Gateway Group, Inc.
949-574-3860
SNAL@gateway-grp.com

The MIL Network –
April 24, 2025
MIL-OSI: Cerence AI and MediaTek Partner to Introduce Multi-Modal Language Models Running on the Edge, Built on NVIDIA
Source: GlobeNewswire (MIL-OSI)

SHANGHAI and BURLINGTON, Mass., April 23, 2025 (GLOBE NEWSWIRE) — Just ahead of Auto Shanghai 2025, Cerence Inc. (NASDAQ: CRNC) (“Cerence AI”), a global leader pioneering conversational AI-powered user experiences, today announced a new partnership with MediaTek and expanded collaboration with NVIDIA to deliver the next generation of CaLLM™ Edge, its embedded small language model (SLM) purpose-built for automotive user experiences. With new multi-modal capabilities powered by NVIDIA AI Enterprise software, CaLLM Edge will now make in-car interactions smarter, more perceptive, more human, far safer and more secure than ever. This multi-modal edge SLM is seamlessly integrated into Cerence xUI™, the company’s hybrid cloud/embedded agentic AI platform, and will be showcased for the first time at Auto Shanghai 2025.

Today’s announcement stems from an ongoing collaboration between MediaTek and NVIDIA, with MediaTek’s automotive-grade Dimensity Auto Cockpit chipsets integrating NVIDIA’s GPU, AI, and graphics technologies. Now, the companies have teamed with Cerence AI on a multi-modal edge solution that delivers top performance and cost efficiency for automakers and unlocks powerful new features for drivers and passengers. Leveraging MediaTek’s automotive cockpit solution and optimized first on NVIDIA DRIVE AGX, CaLLM Edge’s advanced multi-modal capabilities are fine-tuned for in-vehicle deployment and high efficiency via a dual processing platform, delivering a new level of contextual awareness – both inside and outside the vehicle.

Auto Shanghai marks the first public demonstration of Cerence xUI running on NVIDIA DRIVE AGX, integrated into a production-ready automotive reference design that replicates a real car’s multi-seat environment, enabling seamless, personalized interaction for drivers and passengers alike. Key innovations include:
- Increased intelligence inside the car – Imagine your car knows when you’re talking to it – and when you’re not. You could ask for recommendations for Italian restaurants, then ask your passenger: “What about the second one?” – and the assistant knows to wait to jump back into the conversation. Plus, the assistant can take direction from driver and passengers at the same time – for example, “Open my window,” followed by “Same for me.” Or, imagine your car can keep an eye on your pet while you run a short errand, or, while you’re driving, answer questions about how your toddler is doing in the back seat.
- Additional context from outside the car – Imagine an assistant that provides information about not only what is inside the vehicle, but also in the world outside. For example, it can explain or translate road signs, identify roadside buildings, and even offer details about something interesting spotted on a billboard. Cerence xUI can leverage car sensor data and both interior and exterior camera feeds in combination with the CaLLM Edge multi-modal SLM, enabling streaming input on the edge – all of which will be shown for the first time at Auto Shanghai.
- Smart guardrailing on the edge – Cerence AI has developed automotive guardrails optimized for NVIDIA DRIVE AGX, helping ensure Cerence-powered systems can safely and reliably handle the nuances of brand-specific in-car interaction, even in conditions with limited connectivity. As part of its comprehensive hybrid architecture, Cerence AI will be delivering this embedded guardrail with NVIDIA NeMo Guardrails, both to complement its cloud variant as well as help minimize distractions, prevent misuse, and ensure voice interactions stay context-aware and compliant with safety norms.
Beyond these new capabilities for drivers, CaLLM Edge also offers key benefits for automakers. The heavy lifting of the multi-modal processing happens at the edge, meaning less cloud bandwidth required and reduced costs for OEMs. In addition, enabling drivers to access information outside the car and delivering advanced, generative AI-powered features unlocks new subscription-based services and revenue streams for OEMs.

“As we continue to push the limits of our CaLLM family of cloud and embedded language models, we continue to improve our ability to meet the needs of a wide variety of automakers and their specific infotainment platforms,” said Nils Schanz, EVP, Product & Technology, Cerence AI. “By teaming with MediaTek and NVIDIA, we’ve supercharged CaLLM Edge with real-time perception and contextual awareness that redefines the in-vehicle experience.”

“The combination of Cerence’s CaLLM Edge with MediaTek Dimensity Auto platforms creates an incredible foundation for powerful multi-modal, generative AI-driven experiences in vehicles,” said Mike Chang, Corporate Vice President and General Manager of Automotive Business of MediaTek. “MediaTek Dimensity Auto supports both Cerence’s LLM and SLM on the edge, and our new C-X1 featuring dual AI engines is ideal for the task of reliably running multiple AI tasks simultaneously. This partnership is a key addition to our automotive ecosystem and will enable global automotive brands to accelerate their next-generation designs in confidence.”

“Cerence’s collaboration with MediaTek builds on the company’s work to deploy NVIDIA AI and accelerated compute to improve the overall in-vehicle experience,” said Rishi Dhall, Vice President of Automotive at NVIDIA. “The work now gives automakers greater control to customize voice experiences, and our work to integrate NVIDIA NeMo Guardrails at the edge has the power to set a new industry benchmark in the evolution of safe, scalable in-car AI.”

Cerence AI will demonstrate its offering with MediaTek and NVIDIA at Auto Shanghai, taking place April 23-May 2. Interested attendees can experience Cerence xUI in action in Hall 8.2, booth number 8BD002. The solution will also be shown at MediaTek’s booth, also in Hall 8.2, at booth number 8BE006.

To learn more about Cerence AI, visit www.cerence.ai, and follow the company on LinkedIn.

About Cerence Inc.
Cerence Inc. (NASDAQ: CRNC) is a global industry leader in creating intuitive, seamless, AI-powered experiences across automotive and transportation. Leveraging decades of innovation and expertise in voice, generative AI, and large language models, Cerence powers integrated experiences that create safer, more connected, and more enjoyable journeys for drivers and passengers alike. With more than 500 million cars shipped with Cerence technology, the company partners with leading automakers, transportation OEMs, and technology companies to advance the next generation of user experiences. Cerence is headquartered in Burlington, Massachusetts, with operations globally and a worldwide team dedicated to pushing the boundaries of AI innovation. For more information, visit www.cerence.ai.

Contact Information

Kate Hickman | Tel: 339-215-4583 | Email: kate.hickman@cerence.com

The MIL Network –
April 24, 2025
MIL-OSI: Tessell Named to CRN’s 2025 Big Data 100 List for Its AI-Powered Multi-Cloud DBaaS Platform
Source: GlobeNewswire (MIL-OSI)

SAN FRANCISCO, April 23, 2025 (GLOBE NEWSWIRE) — Tessell, the leading next-generation multi-cloud database-as-a-service (DBaaS) that enables enterprises and startups to accelerate database, data, and application modernization journeys at scale, today announced it has been named to the CRN® 2025 Big Data 100, an annual list published by CRN, a brand of The Channel Company, that recognizes technology vendors delivering innovation and growth in big data, analytics, and data management.

This year’s list arrives amid an explosion of global data creation—forecasted to reach 394 zettabytes by 2028, according to Statista—as businesses struggle to keep up with the volume, complexity, and performance requirements of modern data ecosystems. Tessell was recognized in the Database Systems category for its AI-powered, cloud-native platform that simplifies and supercharges the deployment and management of popular database engines like PostgreSQL, MySQL, SQL Server, Oracle, MongoDB, and Milvus across any cloud environment.

“Being named to the CRN Big Data 100 reflects the momentum we’ve built in enabling enterprises to overcome the legacy barriers of cloud database management,” said Bakul Banthia, Co-Founder of Tessell. “We’re empowering our customers to transition from fragmented, high-cost environments to a unified, intelligent data platform built for performance, resilience, and AI-driven scale.”

Tessell’s inclusion highlights the platform’s growing traction among enterprises modernizing their infrastructure and adopting AI-centric workflows. On April 9th, Tessell announced a $60 million Series B led by WestBridge Capital, with participation from Lightspeed Venture Partners, B37 Ventures, and Rocketship.vc. The funding is being used to accelerate go-to-market expansion and enhance AI-driven features—including vector search, conversational query interfaces, and intelligent workload automation.

Key Capabilities Driving Recognition:
- Conversational Data Management (CoDaM): Natural-language interaction with data systems, turning any business user into a data user.
- Vector Extension & AI-Readiness: Enhanced support for generative AI workloads with integrated vector search on popular database engines.
- Unified Control Plane: One interface to deploy, manage, and govern databases across multiple clouds and engines.
- Zero RPO/RTO: Built-in disaster recovery and high availability for mission-critical workloads.
- Enterprise Security & Compliance: Robust guardrails and policy-driven access controls for regulated industries.
- 10x Performance, Fraction of the Cost: Patent-backed innovations eliminate IOPS bottlenecks while reducing TCO.
CRN’s 2025 Big Data 100 is segmented into technology categories—including database systems, analytics software, data management, observability, and cloud platforms. Tessell is featured in the Database Systems section alongside a select group of vendors leading innovation in the age of AI, automation, and intelligent data architecture.

For more information about Tessell and its DBaaS solutions, visit https://www.tessell.com/.

About Tessell
Tessell is a multi-cloud DBaaS platform redefining enterprise data management with its comprehensive suite of AI-powered database services. By unifying operational and analytical data within a seamless data ecosystem, Tessell enables enterprises to modernize databases, optimize cloud economics, and drive intelligent decision-making at scale. Through AI and Conversational Data Management (CoDaM), Tessell makes data more accessible, interactive, and intuitive, empowering businesses to harness their data’s full potential easily.

Media Contact
Len Fernandes
Firecracker PR for Tessell
len@firecrackerpr.com

The MIL Network –
April 24, 2025
MIL-OSI: Lisa Schrumpf Joins Salsify as Chief Commercial Officer

Source: GlobeNewswire (MIL-OSI)

BOSTON, April 23, 2025 (GLOBE NEWSWIRE) — Salsify, the platform empowering brand manufacturers, distributors, and retailers to make every product experience matter, announced today that Lisa Schrumpf has joined the company as Chief Commercial Officer (CCO). In this role, Schrumpf will lead the company’s global commercial organization — including Sales, Marketing, Customer Success, Services, Retail, and Partnerships — with a focus on aligning teams, deepening customer value, and accelerating scalable growth.

With over two decades of experience building and leading go-to-market teams across high-growth SaaS businesses and global enterprises, Schrumpf brings a strong track record of commercial transformation. Most recently, she served as SVP of Sales at Intercom, where she led the company through a successful go-to-market realignment that delivered double-digit growth despite a challenging economic climate. Prior to that, she held senior leadership positions at DataStax, SAP, and IBM, where she spent over 13 years managing global sales and customer-facing teams.

“Lisa’s deep experience, operational discipline, and passion for customer success make her a perfect fit for this next chapter at Salsify,” said Piyush Chaudhari, CEO of Salsify. “She brings proven best practices from large-scale commercial organizations that will help us deliver a more seamless customer experience, strengthen strategic partnerships, and unlock new opportunities for growth — all core to our vision moving forward.”

At Salsify, Schrumpf will focus on uniting the company’s commercial functions under a shared vision that supports Salsify’s mission to help brands and retailers win on the digital shelf. Her top priorities include driving growth by improving sales efficiency, expanding existing business, and increasing customer retention across global markets.

“What drew me to Salsify was the chance to work with a sharp, mission-driven team, a product that’s truly leading the market, and the kind of growth opportunity that doesn’t come around often,” said Lisa Schrumpf, Chief Commercial Officer. “I’m excited to work with the team to ensure every part of our commercial strategy is focused on helping customers succeed and making it easier for them to get value from Salsify at every step.”

Schrumpf is based in San Francisco. Her appointment follows a series of recent additions to Salsify’s executive team, including Chief Financial Officer David Forlizzi and Chief Executive Officer Piyush Chaudhari.

About Salsify
Salsify helps thousands of brand manufacturers, distributors, and retailers in over 140 countries collaborate to make every product experience matter. The company’s Product Experience Management (PXM) platform enables organizations to centralize all of their product content, connect to the commerce ecosystem, and automate business processes in order to deliver the best possible product experiences across every selling destination.

Learn how the world’s largest brands, including Mars, L’Oreal, Coca-Cola, Bosch, and ASICS, as well as retailers and distributors, such as DoorDash, E.Leclerc, Carrefour, Metro, and Intermarché, use Salsify every day to drive efficiency, power growth, and lead the digital shelf. For more information, please visit: www.salsify.com.

Media contact:
Carolyn Adams
carolyn@bluerunpr.com

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/6dcfccf3-eca8-4d0b-a547-8174cca15bdd

The MIL Network –

April 24, 2025
MIL-OSI: CapEx Finance Index (CFI) March 2025: New Business Volumes Grew; Financial Conditions Weakened
Source: GlobeNewswire (MIL-OSI)

WASHINGTON, April 23, 2025 (GLOBE NEWSWIRE) —
- FORECAST: Growth in new business volumes suggests a 1.5% rise in new durable goods orders in March.
- Total new business volume (NBV) rose by $10.4 billion seasonally adjusted among surveyed ELFA member companies, an increase of 7.0% from the prior month.
- NBV year-to-date contracted by 0.8% relative to the same period in 2024.
- Year-over-year, NBV grew by 9.8% on a non-seasonally adjusted basis.
- Charge-offs (losses) rose to 0.60%, the highest level since September 2020.
“The CFI sent conflicting messages in March. New equipment demand rose for the second consecutive month and was in line with its recent two-year trend,” said Leigh Lytle, President and CEO at ELFA. “However, financial conditions weakened, with aging receivables increasing and the average loss rate rising to its highest level in nearly five years. Economic uncertainty remains exceptionally elevated, and the rise in charge-offs may be an early indication that end-users are experiencing financial stress. The strength in equipment demand should not be understated – the sector is on solid ground – but I’ll be watching the financial data closely for signs of further deterioration as we enter what is expected to be a volatile spring and summer.”

New business volumes rose for the second consecutive month. Volumes continued to make up ground after a disappointing start to the year. New business activity grew by 7.0%, the third-highest growth rate in the last two years. The small ticket index shot up by 21.7%, surpassing the hot February rate of 15.9%. Financing activity picked up across institution types, with banks and captives posting double-digit monthly growth rates, while activity at independents expanded by just over 2%. Volume growth at banks surged over the last 12 months, reaching a yearly growth rate of 32.3%. Activity at captives and independents shrank over the same period.

The pace of job losses quickened. Employment levels in the equipment financing industry dropped 2.7% over the 12 months ending in March. Job losses were broad-based, with all three institution types reporting a yearly contraction in employment.

Credit approvals rose to the highest level since August 2024. The overall credit approval rate rose to 76.0%, an increase of almost 0.7 percentage points. The rate remains above the recent two-year average of 75.5%.

Financial conditions weakened further. Aging receivables over 30 days rose to 2.3%, an increase of a quarter of a percentage point. Aging receivables increased at banks and independents but declined at captives. Charge-offs rose for the second consecutive month to 0.60%, the highest loss rate since September 2020. The trailing six-month average rose to 0.50% and has been trending up over the last five months. It is now more elevated than at any point from 2015 through 2019.

“Industry new business volume of $10.4 billion was very strong in March, which may represent a pull-forward of equipment orders ahead of tariffs going into effect,” said Alan Sikora, CEO of First American Equipment Finance, an RBC / City National Company. “As some clients are cautious due to economic uncertainty, the equipment leasing and finance industry will continue to play a key role in helping organizations navigate their changing environment.”

Industry Confidence
The Monthly Confidence Index from ELFA’s affiliate, the Equipment Leasing & Finance Foundation, dropped to 41.9 in April from 58.1 the previous month, as tariffs spur uncertainty about conditions over the next four months.

About ELFA’s CFI
The CapEx Finance Index (CFI) is the only real-time dataset that tracks nationwide conditions in the equipment financing industry. The information is compiled from a diversified set of businesses that respond to questions about demand for equipment financing, employment, and changes in financial conditions. The resulting data is organized by institution type, such as banks, captives, and independents, and is classified into overall activity and financing for small ticket equipment and software. The CFI is released monthly from Washington, D.C., one day before the U.S. Department of Commerce’s durable goods report. More detail on the data and methodology can be found at www.elfaonline.org/CFI.

About ELFA
The Equipment Leasing and Finance Association (ELFA) represents financial services companies and manufacturers in the $1 trillion U.S. equipment finance sector. ELFA’s over 600 member companies provide essential financing that helps businesses acquire the equipment they need to operate and grow. Learn how equipment finance contributes to businesses’ success, U.S. economic growth, manufacturing and jobs at www.elfaonline.org.

Follow ELFA:
X: @ELFAonline
LinkedIn: https://www.linkedin.com/company/115191

Media/Press Contact: Krishna Magalona, PR Manager, ELFA, Krishna@360livemedia.com

PDF available: http://ml.globenewswire.com/Resource/Download/a10e2fab-ae41-4b3b-aad0-8b8efb970e4d

The MIL Network –
April 24, 2025
MIL-OSI: Delinea Unveils Enterprise-Grade Cloud-Native Security Capabilities to Help Safeguard and Scale AI Innovation
Source: GlobeNewswire (MIL-OSI)

SAN FRANCISCO, April 23, 2025 (GLOBE NEWSWIRE) — Delinea, a pioneering provider of solutions for securing human and machine identities through centralized authorization, is introducing powerful new and planned capabilities to strengthen the Machine and AI solution on its leading cloud-native identity security platform. The enhancements will make it easier for enterprises to discover, manage, and secure AI agents, systems, and infrastructure while supercharging network defenses with holistic, AI-driven security controls.

As AI adoption accelerates, so does the complexity and risk of managing it. Researchers at Delinea Labs estimate there are now 46 machine identities for every human identity in an enterprise network, underscoring the growing problem of machine identity sprawl. The Delinea Platform’s new and planned Machine and AI solution capabilities will help organizations untangle the complex web of human and machine identity management by providing built-in guardrails to secure AI and secure with AI without compromising compliance or sacrificing productivity.

“Enterprises are entering an important phase where securing AI isn’t just a technical challenge – it’s a strategic imperative that enables the core business,” said Todd Thiemann, Principal Analyst at the Enterprise Strategy Group. “Delinea’s new machine identity and AI capabilities address the underappreciated risks created by the accelerating growth of non-human identities. Delinea is delivering a smart approach to AI that can discover and secure AI infrastructure as well as apply AI to improve its own technologies.”

Delinea’s new and planned Machine and AI solution enhancements will help organizations identify, govern, and secure human and machine identities across complex cloud environments, allowing for resilient and seamless identity security at scale.
- Vault AI brings clarity and control to how AI is accessed and used with the power of an enterprise-grade vault. Automate and simplify AI credential access, management, and password rotation aligned with industry best practices.
- Secure AI helps enforce and manage access controls on sensitive AI systems and infrastructure, applying least privilege to limit the blast radius of potential attacks or malfunctions. Take advantage of one of the only solutions in the market that has the ability to evaluate and right-size AI agent entitlements.
- Discover AI, targeted for preview in Q2 2025, is designed to enable IT administrators to identify and secure the unsanctioned use of AI, including shadow AI tools and machine identity sprawl. Establish a baseline of AI use across multi-cloud and hybrid environments and prevent unapproved AI services from introducing unmanaged risk.
- AI-Driven Authorization, targeted for preview in H2 2025, is designed to empower enterprises with agentic AI to enforce least privilege across all human and machine identities with the speed and accuracy needed to promote confidence, leveraging a just-in-time access model.
- Identity AI, planned for future release, is designed to deliver a purpose-built, native large-language model (LLM) for privileged accounts, eliminating the transient state of data and reducing the inherent risk of using third-party LLMs. This will enable heavily regulated organizations to take advantage of AI within their own environments while adhering to strict compliance requirements.
“AI has become an integral driver of business transformation, and it’s fueling a population boom of machine identities that are reshaping the foundation of enterprise security,” said Phil Calvin, Chief Product Officer at Delinea. “The power and flexibility of Agentic AI adds immense complexity to already challenging machine-to-machine authorization. The Delinea Platform simplifies the management and authorization of both human and machine identities, making it easier for organizations to leverage AI responsibly and safely so they can keep innovating and driving business outcomes. Other identity security platforms aren’t built for AI like ours.”

To learn more about how the latest enhancements to the Delinea Platform can help enterprises secure AI and secure with AI, visit: https://delinea.com/solutions/machine-ai-solutions

Or, visit Delinea at RSAC 2025 at booth #N-4235 to receive a demo of the new capabilities.

About Delinea
Delinea is a pioneer in securing human and machine identities through intelligent, centralized authorization, empowering organizations to seamlessly govern their interactions across the modern enterprise. Leveraging AI-powered intelligence, Delinea’s leading cloud-native Identity Security Platform applies context throughout the entire identity lifecycle – across cloud and traditional infrastructure, data, SaaS applications, and AI. It is the only platform that enables you to discover all identities – including workforce, IT administrator, developers, and machines – assign appropriate access levels, detect irregularities, and respond to threats in real-time. With deployment in weeks, not months, 90% fewer resources to manage than the nearest competitor, and a 99.995% uptime, the Delinea Platform delivers robust security and operational efficiency without compromise. Learn more about Delinea on delinea.com, LinkedIn, X, and YouTube.

The MIL Network –
April 24, 2025
MIL-OSI United Kingdom: Greens challenge “con artist” Farage to climate TV debate

Source: Green Party of England and Wales

23 April 2025/ 23 April 2025 by Green Party

Responding to Nigel Farage’s comments on Radio 4’s Today Programme where he refused to accept that carbon emissions are leading to climate change, Green Party Co-Leader, Adrian Ramsay MP, hit back saying:

“Nigel Farage is a performer, a con artist. He will say or do anything. He will happily dance to a populist tune regardless of its impact. Let’s not forget he’s bankrolled by fossil fuel interests, climate deniers, and major polluters—taking in £2.3 million since the 2019 election.

This morning’s performance suggested he hasn’t got the slightest grasp of even the most basic climate science. But I think it’s worse than that. He understands all too well human-made climate change, but he is willing to pretend he doesn’t and stand in the way of climate action for his party’s populist agenda.

If he really does believe what he says, let’s see if his ridiculous rhetoric stands up to actual scrutiny – let’s see if he is prepared to take part in an hour-long TV debate about climate change and the challenge of reaching net zero?”

MIL OSI United Kingdom –

April 24, 2025
MIL-OSI United Kingdom: Gazelle helicopter to touch down for Isle of Wight Armed Forces Day 23 April 2025 Gazelle helicopter to touch down for Isle of Wight Armed Forces Day

Source: Aisle of Wight

Hold onto your hats, folks!

One of the biggest attractions, both in size and attendance, is making a triumphant return to the Isle of Wight Armed Forces Day.

Yes, you guessed it — the 679 Squadron, 6 Army Air Corps, is back with their dazzling Gazelle helicopter.

Event organiser, Ian Dore, said: “The Gazelle presence was a ‘hoofing’ hit last year, and I’m thrilled to say it’s returning.

“It raised eyebrows on the ferry coming over and was packed throughout the day. It’s not often you get the chance to sit in a genuine army helicopter that has seen active service, so it’s a real treat.

“For the youngsters, it’s a great bit of kit to play around in, plus of course, it’s selfie central!”

The Gazelle, known for its agility, first saw action in the Falklands War and later in Northern Ireland, Kosovo, and the first Gulf War.

Four Gazelles were also part of the Army Air Corps helicopter display team, which in 2001 included the very first British female military display pilot, Sgt Julie Wiles.

For TV buffs, a Gazelle, similar to this one, featured in the film and television series ‘Blue Thunder’. The helicopter will be stationed on the eastern side of Ryde Superbowl, accompanied by the Army Air Corps Team from 679 Squadron.

Ian added: “This really is a hands-on attraction and is fully intact. The cyclic, collective, pedals, console, knobs, radios, buttons, dials — they’re all there to get hands-on with.

“For those of a certain generation, and if ‘Blue Thunder’ wasn’t your cup of tea, you can also hop in and pretend to be Stringfellow Hawke, flying around the Solent in ‘Airwolf’.

“For youngsters who see flying or air operations as a career, this is as good as it gets on the ground, and we are chuffed to have them back.”

Isle of Wight Armed Forces Day takes place on Sunday, 29 June at Ryde.

MIL OSI United Kingdom –

April 24, 2025
MIL-OSI Russia: Implementation of innovations in Samotlorneftegaz gave an economic effect of 6.9 billion rubles

Translartion. Region: Russians Fedetion –

Source: Rosneft – Rosneft – An important disclaimer is at the bottom of this article.

Specialists from Samotlorneftegaz, one of Rosneft’s key production assets, developed 29 projects to improve production efficiency in 2024. The economic effect from their implementation amounted to 6.9 billion rubles – almost 2.6 times more than the year before.

The greatest result was achieved by the project of compounding (mixing different oil fractions) during primary oil preparation. The new method allows to significantly improve the quality characteristics of the raw material. The creation of an integrated model of the Samotlor field also had a great effect. The digital model of the mechanized production fund allows to quickly optimize the operation of wells. Thanks to the innovation, the efficiency of field operation increases and hydrocarbon production increases.

Improving production efficiency is one of the key elements of Rosneft’s strategy. The company is carrying out large-scale work aimed at reducing operating costs and optimizing capital investments, including through the introduction of advanced technological solutions.

Samotlorneftegaz is constantly engaged in innovative activities to improve production indicators, increase the reliability of equipment and rational use of resources.

Reference:

Samotlorneftegaz, one of Rosneft’s key production assets, is developing Russia’s largest Samotlor field in the Khanty-Mansi Autonomous Okrug – Yugra. The total area of the enterprise’s licensed sites is 2.9 thousand square kilometers.

Department of Information and Advertising of PJSC NK Rosneft April 23, 2025

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 –

April 24, 2025
MIL-OSI: Best Loan Affiliate Program in USA 2025: Why Lead Stack Media Stands Out

Source: GlobeNewswire (MIL-OSI)

NEW YORK, April 23, 2025 (GLOBE NEWSWIRE) — Payday Ventures, the company behind Lead Stack Media, has officially launched new affiliate tools and performance features for 2025, reinforcing its position as the top loan & debt affiliate network in the United States. If you’ve been searching for the most trusted and highest-paying loan affiliate program in the USA, your search ends here.

In 2025, Lead Stack Media stands tall as the #1 choice for affiliates looking to earn real commissions from personal loan and payday loan traffic. With unmatched payouts, a strong track record, and tools designed for performance, Lead Stack Media is not just another network—it’s the network to partner with.

Join Lead Stack Media now >>

Best Loan Affiliate Program in USA: Lead Stack Media

High Payouts – Up to $300 Per Lead

One of the biggest reasons affiliates love Lead Stack Media is the money. Unlike other networks that promise big and pay small, Lead Stack Media delivers up to $300 per accepted lead, making it one of the highest-paying loan affiliate programs available in the US.

Whether you’re driving traffic from your blog, YouTube channel, social media, or paid ads, those commissions can stack up fast.

Join Lead Stack Media now >>

Wide Range of Loan Offers (20+ Direct Offers)

At Lead Stack Media, affiliates get access to over 20 direct personal loan and debt relief offers—no brokers or middlemen. This means better conversion rates and better earnings. From payday loans to installment loans, the platform caters to a wide variety of customer needs, making it easier for affiliates to match the right offer to their audience.

Join Lead Stack Media now >>

Contact: Mukesh Bhardwaj
Address: New York, United States
Email: business@leadstackmedia.com

Disclaimer: Lead Stack Media is a product from Payday Ventures. This release is for informational purposes only. Earnings, terms, and program details are subject to change. Please verify with the official source.

The MIL Network –

April 24, 2025
MIL-OSI United Kingdom: New funding to support Windrush compensation scheme applications
Source: United Kingdom – Executive Government & Departments

News story

New funding to support Windrush compensation scheme applications

A successful grassroots fund has been extended after reaching 50,000 people in first year. Applications are now open for grants between £5,000 and £10,000.
Windrush scandal victims yet to claim compensation are being encouraged to come forward as part of a grassroots scheme extended by the Home Office today.

The government is making a further £150,000 available to the Community Engagement Fund (CEF), which was set up to raise awareness of the Windrush compensation and documentation scheme.

The successful first round of funding helped grassroots organisations reach more than 50,000 people who may be entitled to claim, while revealing barriers preventing victims from coming forward.

Local groups can now apply for grants of £5,000 to £10,000 to deliver projects that address these barriers, particularly the widespread misconception that Windrush schemes only apply to Caribbean communities.

Minister for Migration and Citizenship, Seema Malhotra, said:

Windrush victims have waited too long for recognition and redress – with many still not feeling able to come forward to access the compensation they are entitled to.

We need to see this change. By funding trusted grassroots organisations to provide advocacy and support, we want to better reach those who have been wronged but remain unaware of the support available.

This government is determined to deliver on its manifesto commitment that every victim of this scandal receives the justice they deserve.

Insights from the first CEF funding round revealed that while compensation scheme awareness is higher among Caribbean communities, people from other backgrounds have not applied due to confusion about their eligibility or misconceptions about the schemes.

The additional support will be of immense importance to victims. For many, the Home Office Windrush scandal resulted in loss of employment, denial of healthcare, threats of deportation, and in some cases, actual deportation from a country they had every right to call home.

CEF applicants with strong community links will be prioritised. Projects must be completed within the 2025/26 financial year and should focus on:

raising awareness among non-Caribbean communities and correcting misinformation

gathering insights on why eligible individuals aren’t applying

helping potential claimants connect with support services

The CEF complements the recently launched £1.5 million Advocacy Support Fund, which helps organisations provide practical and emotional assistance to victims making compensation claims.

The funds deliver on the government’s manifesto commitment to provide additional support and work more closely with affected communities, forming part of the wider Plan for Change to deliver justice for Windrush victims.

The deadline for CEF applications is 4pm on 28 May 2025. Full details are available at the ‘Find a Grant’ portal on GOV.UK.

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Published 23 April 2025
MIL OSI United Kingdom –
April 23, 2025
MIL-OSI USA: Guatemalan alien illegally residing in the US and convicted of sexual battery indicted for fraudulently obtaining custody of an unaccompanied alien child in the United States, following ICE, joint law enforcement partner investigation

Source: US Immigration and Customs Enforcement

WASHINGTON — A federal grand jury indicted an illegal alien, April 17, for his alleged role in smuggling an unaccompanied alien child to the United States and for allegedly submitting a sponsorship application with false statements to the Department of Health and Human Services’ Office of Refugee Resettlement to gain custody of the minor after she entered the United States, following a U.S. Immigration and Customs Enforcement, FBI, investigation.

“This case is a testament to ICE’s commitment to hold predators accountable for the harm they inflict on children,” said ICE acting Director Todd Lyons. “We are making every effort to ensure the safety of children released to sponsors across the United States. This is vital work and through their victim centered approach, ICE Homeland Security Investigations special agents are perfectly positioned to uncover any similar crimes by predatory sponsors.”

“The prior administration’s border policies created an environment that enabled human trafficking and allowed bad actors to take advantage of at-risk children,” said Attorney General Pamela Bondi. “We are committed to protecting children from the scourge of human trafficking and will not rest until we deliver justice for those who suffered during the border crisis.”

According to the indictment, Juan Tiul Xi, 26, a Guatemalan national illegally residing in Cleveland, illegally entered the United States in 2023. Thereafter, Tiul Xi allegedly encouraged and induced a 14-year-old Guatemalan girl to illegally enter the United States and to use the identity of Tiul Xi’s sister as her alias. As a UAC, the Guatemalan girl was placed in the care and custody of ORR. As alleged, Tiul Xi then falsely stated on documents submitted to ORR when he applied to sponsor and obtain custody of the girl that he was the UAC’s brother and that her alias was her actual name. ORR relied on Tiul Xi’s alleged false statements when, on or about Sept. 5, 2023, ORR released the UAC to Tiul Xi’s care.

Tiul Xi is charged with one count of encouraging or inducing illegal entry for financial gain, one count of making a false, fictitious, or fraudulent statement, and one count of aggravated identity theft. If convicted, he faces a maximum penalty of 10 years in prison on the illegal entry count, a maximum penalty of five years in prison on the false statement count, and a mandatory consecutive penalty of two years in prison on the aggravated identity theft count. A federal district court judge will determine any sentence after considering the U.S. Sentencing Guidelines and other statutory factors.

“The Office of Refugee Resettlement is committed to continuing vital policy changes that promote the safety and welfare of unaccompanied alien children related into the Unites States,” said ORR Acting Director Angie M. Salazar. “We have significantly increased sponsor vetting with the wellbeing of the child at the core of our process. We hope that our commitment is evident by our collaboration with law enforcement to right previous wrongs and help bring these crimes to light.”

The indictment is the result of the coordinated efforts of Joint Task Force Alpha (JTFA). JTFA, a partnership with the Department of Homeland Security, has been elevated and expanded by the Attorney General with a mandate to target cartels and other transnational criminal organizations to eliminate human smuggling and trafficking networks operating in Mexico, Guatemala, El Salvador, Honduras, Panama, and Colombia that impact public safety and the security of our borders. JTFA currently comprises detailees from U.S. Attorneys’ Offices along the southwest border. Dedicated support is provided by numerous components of the Justice Department’s Criminal Division, led by HRSP and supported by the Money Laundering and Asset Recovery Section, the Office of Enforcement Operations, and the Office of International Affairs, among others. JTFA also relies on substantial law enforcement investment from DHS, FBI, DEA, and other partners. To date, JTFA’s work has resulted in more than 360 domestic and international arrests of leaders, organizers, and significant facilitators of alien smuggling; more than 325 U.S. convictions; more than 270 significant jail sentences imposed; and forfeitures of substantial assets.

The ICE HSI and FBI Cleveland field offices are jointly investigating with assistance from HSI’s Attaché team in Guatemala. Additionally, HSI’s Center for Countering Human Trafficking in Washington, D.C. and ORR have provided valuable assistance.

Senior Trial Attorney Christian Levesque of the Criminal Division’s Human Rights and Special Prosecutions Section, Joint Task Force Alpha detailee/Trial Attorney Spencer M. Perry of the Criminal Division’s Fraud Section, and Acting U.S. Attorney Carol Skutnik and Criminal Division Chief Michael L. Collyer for the Northern District of Ohio are prosecuting the case, with assistance from HRSP Analyst/Latin America Specialist Joanna Crandall.

This case is part of Operation Take Back America, a nationwide initiative that marshals the full resources of the Department of Justice to repel the invasion of illegal immigration, achieve the total elimination of cartels and other transnational criminal organizations, and protect our communities from the perpetrators of violent crime. Operation Take Back America streamlines efforts and resources from the Department’s Project Safe Neighborhood.

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

Individuals across the world can report suspicious criminal activity to the ICE Tip Line at 866-DHS-2-ICE, 24 hours a day, seven days a week. Highly trained specialists take reports from both the public and law enforcement agencies on more than 400 laws enforced by ICE.

MIL OSI USA News –

April 23, 2025
MIL-OSI USA: Student Activities Building a Sense of Belonging at UConn’s Regional Campuses

Source: US State of Connecticut

To watch Aylanie Bonilla in action as a UConn Waterbury student ambassador, it’s easy to imagine she’s always been the sociable go-getter who leads campus tours, meets with high schoolers, and participates in multiple clubs.

But it’s those very activities she credits with giving her a sense of belonging at UConn, where the Storrs campus felt so large to her in her first semester that she transferred to her hometown campus in Waterbury.

Like thousands of other students at UConn’s four regional campuses, Bonilla ’26 (CLAS) found her voice and her community through student clubs, an on-campus learning community, and other extracurricular activities.

She jokes that she’s not sure many of her high school teachers would even remember her name since she was so shy and barely spoke up in class. They’d certainly be surprised now to see her comfortably chatting with strangers, joining clubs, and serving as a program assistant for the Walkbury community initiative.

“When I became an orientation leader on campus, I just started talking, and I haven’t really stopped,” says Bonilla ’26 (CLAS). “It was really easy to get involved here and to make friends in the clubs and the classes. The feeling is like being part of a big family.”

UConn Avery Point Women’s Basketball team practicing at UConn Avery Point. (Sean Flynn/UConn Photo)

Overall, about 5,100 of UConn’s estimated 19,800 undergraduates count one of those locations as their home campus.

With the vast majority of all regional campus students being Connecticut natives, those locations offer the benefits of a UConn education with the convenience of being in communities where students can live, work, and socialize.

Like the flagship Storrs campus, the campuses in Avery Point, Hartford, Stamford, and Waterbury each have student government groups, academic and social clubs, and a range of formal and informal activities.

Regional campus students can also participate in many of the clubs based at Storrs, including having local versions at their own locations. The events are tailored to the unique goals and experiences shared by regional campus students, many of whom balance their classes and clubs with jobs, family obligations, and community activities.

“It is widely known from student development research, along with the experience of our own students, that engagement in clubs and organizations has dramatic and positive impact on a student’s experience. They also help UConn to attract increasing numbers of top students to our campuses,” says Nathan Fuerst, UConn’s vice president for student life and enrollment.

Having robust campus activities also helps UConn retain and continue to improve its strong retention and graduation rates as students meet peers, mentors, and others to whom they can turn for help if they’re facing obstacles.

UConn has prioritized a commitment to expanding its regional campus offerings as part of its Strategic Plan, building on each location’s strengths to make them destinations for students interested in specific majors or programs.

The clubs are a perfect complement to that work, and part of a wider network of services that also include more advising support and expanded on-site Student Health & Wellness offerings such as nurse navigators, mental health clinical care case workers, and health promotion programs.

Students playing a game of chess at UConn Hartford. (Sean Flynn/UConn Photo)

In addition to the academic and social clubs, each regional campus offers library and research resources, small courses with experienced faculty, and programs to help students engage with the communities in which the campuses are located.

Each campus offers clubs in which students connect with each other through common cultural backgrounds, volunteer activities, religious affiliations, and other attributes. The clubs also build on the academic, social, and community ties unique to each regional campus.

At UConn Avery Point, for instance, clubs for sailing and paddling, scuba diving, and marine sciences help students take advantage of the waterfront location and resources – in addition to clubs for learning, relaxation, and cultural connections.

UConn Hartford’s location in Connecticut’s capital city provides an ideal setting for clubs helping students advance their aspirations in business, social work, healthcare and other professions, while also offering fun opportunities to connect through gaming, dance, and other pursuits.

At the Stamford campus, students participate in a variety of political, cultural, and professional clubs that take advantage of its curriculum and location, and they can also have some fun in groups for debating, K-pop music, sports, and other activities.

Bonilla, the UConn Waterbury student, has been active in the K-pop group on that campus, where students participate in clubs that range from a business society focused on networking and professional development to ping pong and improv drama.

The campuses also provide many informal opportunities for students to connect, be it through casual slime-making sessions or building Chipotle-style burrito bowls – recent activities at UConn Waterbury that drew scores of students, including a line that stretched down the hallway for the burrito bowls.

Students celebrate the opening of the new Center for Academic Success and Engagement (CASE) at UConn Stamford (Sean Flynn/UConn Photo)

Bonilla is transferring to UConn Stamford this fall and expects to remain just as actively involved there, finishing her degree in communications and looking forward to finding the same sense of community that she discovered in Waterbury.

“I’m excited to be in a new area and meet new people, and to look for an internship in my field,” she says. “I know it’s a bigger campus than Waterbury, but I also feel like I have a good start and it’ll be fun to get really involved there like I’ve been here.”

MIL OSI USA News –

April 23, 2025
MIL-OSI USA: From UConn to the White House: A Conversation with Anita McBride ’81 (CLAS)

Source: US State of Connecticut

Anita McBride ’81 (CLAS) has spent decades working alongside some of the most influential women in American government: the first ladies who shaped national conversations both in the spotlight and behind the scenes.

This spring, McBride returned to UConn to share what she’s learned with students in the College’s Women’s Leadership Collective and First-Generation Mentorship Program, offering candid reflections on leadership, resilience, and public service.

“Anita McBride’s career reflects the many directions a UConn education can take you,” says Ofer Harel, dean of the College of Liberal Arts and Sciences. “Her visit gave students a valuable opportunity to hear how mentorship and public service have shaped her path — and how they might shape their own.”

A veteran of three presidential administrations, McBride held senior roles under Presidents Ronald Reagan, George H.W. Bush, and George W. Bush. As chief of staff to First Lady Laura Bush, she directed initiatives in global health, education, literacy, women’s empowerment, and historic preservation, and led diplomatic travel to 67 countries.

Today, she serves as executive-in-residence at American University’s Center for Congressional and Presidential Studies, where she leads the First Ladies Initiative. She is also a founding member of the First Ladies Association for Research and Education and sits on the board of the White House Historical Association.

McBride is the co-author of the first-ever textbook on first ladies, “U.S. First Ladies: Making History and Leaving Legacies”; its public-market adaptation, “Remember the First Ladies: The Legacies of America’s History-Making Women”; and a recent children’s book she co-wrote with her daughter, “First Ladies Make History.”

“Anita’s keynote brought lived experience, insight, and a sense of purpose that resonated with everyone in the room,” says Jessica Alexander, associate director of alumni relations for CLAS. “Our mentorship programs create meaningful connections between students and alumni.”

UConn Today caught up with McBride to discuss her path from UConn to the White House, and what she’s learned from a career at the highest levels of American government.

What advice do you have for first-generation students navigating college life and what comes after?

There is no one path — It’s constantly changing and moving. You need to be open to changes.

I came to UConn knowing exactly what I wanted to do. I was pre-med — until I failed. It was the first time I’d been hit with failure. I went to meet with an advisor, and while I was there, I saw a sign for a new study abroad program in Italy. I grew up in an Italian immigrant household, so I figured this might be a way for me to reset my academic path and also see where my family came from. I applied and was accepted.

It was the most transformative experience of my life on so many levels. I just gained so much confidence. I’m a big believer in fate, so walking into that building that day and seeing that sign, something about it felt so familiar.

It’s scary to make a real pivot like that — and it wasn’t the last one I’ve made. When you go into politics, you never know what’s coming from one day to the next. The person you work for can win or lose. You’re in, you’re out. There’s a lot to navigate. What got me through all those changes was the belief that there’s always a new opportunity.

How did UConn prepare you for success?

UConn helped me navigate some turns, pivots, and challenges. It was a formative time for me. I built friendships that I still hold close today. It gave me a platform to make choices and changes, and I’ve always appreciated that.

I’ve never really left my experience at UConn behind — I’ve just carried it with me and have used it in different ways throughout my life.

You’re considered one of the foremost experts on U.S. first ladies. How did you become interested in this subject?

I had a front-row seat to history, watching this position up close in three administrations, with Nancy Reagan, Barbara Bush, and Laura Bush. It’s a powerful platform, despite having no official authority, position description, salary, or mention in the Constitution. I really appreciated the impact they could have, and that they’re not required to do anything with the role if they choose not to.

After I left the White House, the president of American University met with me and expressed interest in developing a program to study the growing influence of first ladies. That conversation led me to launch a conference series on the legacies of first ladies that eventually grew into an established academic initiative at American University. It covers their influence not only on the president, but on the presidency and the White House in general.

Who, in your opinion, is the most influential first lady?

Eleanor Roosevelt, bar none. She held the role for 12 years — longer than anyone else — and came in highly educated, politically active, and already in the public eye. She gave paid speeches, had a radio show, and wrote a daily newspaper column before becoming First Lady.

Her husband didn’t want her to have a public role, but she pushed back. She held press conferences for female reporters, who were excluded from the president’s briefings, and gave them a platform during a critical time for women in journalism.

She also took controversial stances, especially on civil and human rights. When the Daughters of the American Revolution refused to let [renowned Black opera singer] Marian Anderson perform at Constitution Hall, Roosevelt not only resigned from the group, but she also helped arrange Anderson’s now-historic performance at the Lincoln Memorial.

These were bold steps. She didn’t get everything right and was controversial, but she set a standard for activism that went unmatched for a long time.

What inspired you to write a children’s book, and what do you hope young readers will take away from it?

The children’s book grew out of my academic work. I initially set out to fill a gap in the literature with a textbook, highlighting the contributions of first ladies — often unsung and underappreciated.

Turning it into a children’s book was an exciting new challenge, especially because I did it with my daughter, who is studying to be an elementary school teacher. She had her own front-row seat to history — watching me work and having some exposure to the White House. Together, we adapted the stories from my book for children and worked with an illustrator. I brought the content, and she helped shape it for a young audience.

For me, this book is about civic education. If we want people to truly understand and care about our history, we have to start at an earlier age. As divided as we are right now, I still believe this is one of the best systems of government — and it’s up to all of us to be part of it.

You’ve served several presidential administrations. What’s one thing that sticks with you about that experience?

I’ve met a lot of people in politics with different views. But one of the most lasting lessons I learned came from Laura Bush, the First Lady to former President George W. Bush, who served from 2001 to 2009 during a very turbulent time. Those eight years included two wars, the Sept. 11 attacks, Hurricane Katrina, and the economic collapse. Her husband faced a lot of criticism, and I’d often ask her how she handled it.

She never took the political bait. She kept things calm and steady, no matter the pressure. If she was disappointed, you could tell — but she expressed it with quiet resolve, she used her voice but didn’t raise her voice.

What she taught me was this: In public service, you can’t take criticism personally. She would say, “I know who George is. We know who we are as a family. That’s what gets us through.” That mindset has stayed with me. In politics, you have to realize that not everyone will agree with you.

It’s a challenging time, both economically and politically. What advice do you have for students on how to succeed through the challenges?

Be respectful of other people’s opinions. Try and not respond in a way that’s adversarial, even if that’s what you see all around you. You don’t have to be that person.

MIL OSI USA News –

April 23, 2025
MIL-OSI USA: Imagine Shakespeare in Front of a PS4 – Probably Not, But the Bard Has Influenced Gaming

Source: US State of Connecticut

Even if William Shakespeare had made it to his 461st birthday today, it’s unlikely the famed playwright would have enjoyed a game of pin the tail on the donkey to celebrate.

Born April 23, 1564, and died the same day 52 years later, Shakespeare would have preferred a round of chess or game of cards, maybe even a little (gasp!) gambling, to mark another year around the sun.

Those were the games played in the Middle Ages, not the kids’ game, which was invented in the late 1800s and involves a blindfold and picture of an ass, though Shakespeare may have found amusement in the premise.

Julia Wold ’25 Ph.D. guesses that Shakespeare would have been fascinated by modern advances in how we play, from rudimentary party games to the $185 billion global video game industry in which players have control over the story in just a flick of a joystick or press of a button.

“As an artist who became more experimental as he got older, I think he would find the possibilities of video games as an art form really interesting and would probably enjoy the interactivity and the opportunity to try out different decisions and see what happens,” Wold says. “He strikes me as someone who was very interested in experimenting with new forms of entertainment.”

For the last year, Wold, a graduating English scholar, has been a fellow at the UConn Humanities Institute, polishing her dissertation, “Adapting Choice: Shakespeare, Video Games, and Early Modern Thought,” a subject that she says brought her joy on even the hardest of days in completing the mechanics of research.

“I wasn’t expecting to write a dissertation about video games, but then the game ‘Elsinore‘ came out and in it you play as the character Ophelia from ‘Hamlet,’ and I found it interesting to consider what changes were being made to the text to give Ophelia power and agency,” she says. “Then, I realized I wanted to look at what in Shakespeare’s plays is reflective of this culture of games and play and what is revealed about that culture when you adapt one of those plays into a video game.”

To Game, or Not to Game

To be clear, there were no video games in Shakespeare’s times, but, Wold says, games and game playing were part of everyday life and would have been something in which he engaged. Many around him would have played chess or cards, but betting on sports or other activities was commonplace, albeit more taboo.

Those in the upper class or the nobility would have enjoyed so-called conversational games that could be played without equipment and after dark without the benefit of electricity, games like who-can-contrive-the-best-courting-method-to-nab-a-mate.

Wold says that’s something seen clearly in Shakespeare’s “Much Ado About Nothing” when the couple Beatrice and Benedick trade romantic barbs in a game of social wit, scoring points off one another as they confess their love.

These kinds of conversational games were popular, in part because in the 1500s people didn’t own as many possessions as they do today – never mind the fact that a plastic Scrabble board just simply hadn’t been invented. Owning equipment to play a sport, like a bow for archery or racket for tennis, would have been a luxury.

Thus, even a simple guessing game, like guessing the correct casket in “The Merchant of Venice,” would have been considered a game, Wold says. But Shakespeare does give an obvious example of game playing in “The Tempest,” when Prospero teaches Miranda how to play chess.

“He uses chess to teach her about the world, but he has an agenda. So, chess is used in a way that we’re used to seeing in a lot of TV and movies as a metaphorical language about how we control people and how factions work against each other,” she says.

See, it started with Shakespeare.

All the World’s (His) Stage

Wold says that people in the 16th century also would have considered pantomime or the act of putting on a play a type of game. And that’s why Hamlet staging a play in “Hamlet” would have been considered a type of game and a form of play back then.

But complex, detailed stage directions aren’t part of Shakespeare’s plays – that’s a more contemporary thing – and his work is easily molded, which means a modern-day director might ask an actor portraying Romeo to idle their time with Candy Crush while waiting for Juliet in a New York studio apartment. And to the viewer it all still makes sense.

“Not all literature is so easily translated into new forms and new media across time,” Wold says. “Most of Shakespeare can be adapted to pretty much any time and place. There are Japanese ‘MacBeths.’ There are different versions of his plays performed in tribal contexts in Africa. The texts themselves are extremely malleable, and that is a benefit, not a detriment.”

Similarly, many video games have narratives that change based on game play and user decisions – To be Team Instinct, or not to be, that is the Pokemon Go question.

Wold points to “A Midsummer Night’s Dream” as a good example of how the structure of daily living, its rules and regulations, break away when a group of people are playing a game.

“Think of the Lord of Misrule or the idea that you would take someone from lower down and make them a king for a day. A lot of games or game-like behavior is explicitly interested in the breaking down of norms within a safe, contained space,” she explains. “It gives people a safe space to play around with hierarchies without infecting broader society. ‘Midsummer Night’s Dream’ is a great example of that.”

She notes, “The character Puck, he’s a joker. If we think about the image of the joker card, he very much fits that image.”

The PlayStation’s the Thing

Modern video gaming itself has morphed into an art form, going from pixelated cartoon graphics to life-like animation replete with fresh musical compositions and human voiceovers. The user interacts with them, engaging more than just hand-eye coordination.

Much of that, Wold argues, hearkens to the act of putting on a play and the interactivity between the numerous people involved: actors, directors, costume designers, and so on. Each genre involves many hands and fully engages an audience.

What’s more, a video game can be played differently with each round as a player elects different paths and makes different decisions; Arthur Morgan most often dies of tuberculosis in Red Dead Redemption 2, but a bullet is another possibility based on choices made along the way.

So, too, can a theatrical performance change from matinee to evening as actors make subtle changes – let’s say adding or subtracting a wry smile, each time they take the stage.

“Shakespeare’s influence is everywhere,” Wold says. “If you want to be a culturally media literate person, you need to know Shakespeare. His work is the foundation of a lot of cultural references, allusions, and influences. So many of our linguistics and turns of phrase originated with him.

“This isn’t something you need to be thinking about 24/7 or accept 100% of the time,” she continues, “but when you want to look for it, you can find his influence. He’s ubiquitous, and a lot of modern gaming is based on this idea of a game space as the way that we understand it from Shakespeare.”

MIL OSI USA News –

April 23, 2025

Contact:	Kevin J. Hayes
	SVP/General Counsel,
	Secretary & Chief
	Governance Officer
	717.339.5161
	khayes@acnb.com

Category: Transport

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New funding to support Windrush compensation scheme applications

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Updates to this page

What advice do you have for first-generation students navigating college life and what comes after?

How did UConn prepare you for success?

You’re considered one of the foremost experts on U.S. first ladies. How did you become interested in this subject?

Who, in your opinion, is the most influential first lady?

What inspired you to write a children’s book, and what do you hope young readers will take away from it?

You’ve served several presidential administrations. What’s one thing that sticks with you about that experience?

It’s a challenging time, both economically and politically. What advice do you have for students on how to succeed through the challenges?