Category: Transport

MIL-OSI: GraniteShares 2x Long LCID Daily ETF (LCDL) and GraniteShares 2x Long RIVN Daily ETF (RVNL) Launch Today.
Source: GlobeNewswire (MIL-OSI)

NEW YORK, April 22, 2025 (GLOBE NEWSWIRE) — GraniteShares, a provider of exchange traded funds (ETFs), today announced the launch of two new leveraged single-stock ETFs: GraniteShares 2x Long LCID Daily ETF (NASDAQ: LCDL) and GraniteShares 2x Long RIVN Daily ETF (NASDAQ: RVNL).

An investment in the ETFs provides investors daily leveraged exposure to the two respective underlying stocks: Lucid Group (NASDAQ: LCID) and Rivian Automotive (NASDAQ: RIVN).

GraniteShares’ leveraged ETFs seek daily investment results, before fees and expenses, that correspond to 2 times (200%) the daily percentage change of the respective common stocks. These funds are designed for sophisticated investors looking to capitalize on short-term movements in the underlying stocks.

Electric Vehicle (EV) Automotive Companies
- Lucid Group, Inc. (LCID) is an automotive company that designs, engineers, and manufactures electric vehicles. The company is headquartered in California and focuses primarily on the luxury EV segment. Its operations include vehicle production, battery technology and related energy solutions. Lucid cars are made in the USA.
- Rivian Automotive, Inc. (RIVN) is a U.S. based company that designs, develops and manufactures electric vehicles and related accessories. Its product lineup includes consumer models, such as the R1T pickup truck and R1S SUV, as well as commercial vehicles like the Electric Delivery Van (EDV). Rivian vehicles are made in the USA.
Designed for Tactical Traders

The new leveraged ETFs provide traders with a tool to gain leveraged exposure to these stocks, making them a potential consideration for those looking to execute short-term tactical trades.

“We’re pleased to expand our suite of leveraged single stock ETFs,” said Will Rhind, Founder of GraniteShares. “By launching LCDL and RVNL, we are responding to market demand for more single stock ETFs, in addition to Tesla, that provide exposure to electric vehicles that are made here in the USA.”

For more information on the new GraniteShares leveraged ETFs, read the company’s prospectus.

About GraniteShares

GraniteShares is an entrepreneurial ETF provider focused on high-conviction investment solutions. The firm offers a range of innovative ETFs spanning leveraged, inverse, and high-yield strategies, empowering investors with differentiated tools for portfolio construction. Founded in 2016, GraniteShares has grown rapidly by delivering cutting-edge solutions tailored to modern market needs. For more information, visit www.graniteshares.com.

Media Contact:
GraniteShares Inc.
Attn: Media Relations
222 Broadway, 21st Floor
New York, NY 10038
844-476-8747
info@graniteshares.com

Important Disclosures:

This material must be preceded or accompanied by a Prospectus. Carefully consider the Fund’s investment objectives, risk factors, charges, and expenses before investing. Please read the prospectus before investing.

An investment in the Fund involves risk, including the possible loss of principal. The use of derivatives such as option contracts and swaps is subject to market risks that may cause their price to fluctuate over time. Additional risks include Risk of the Underlying Stock, Derivatives Risk, Leverage Risk, Price Participation Risk, and Market Volatility Risk. Consider the investment objectives, risks, and charges and expenses of the investment company carefully before investing. These and other risks can be found in the prospectus.

Leveraged ETFs seek daily investment results that correspond to a multiple of the performance (both gains and losses) of an underlying index or security. Due to the compounding of daily returns, holding periods of greater than one day can result in performance that differs from the stated multiple. These ETFs are not suitable for all investors. These ETFs are intended for sophisticated investors who understand the risks associated with leverage and seek short-term tactical trading strategies.

Investment in these funds involves significant risk. The funds pursue daily leveraged investment objectives, which means that the funds are riskier than alternatives that do not use leverage because the funds magnify the performance of their underlying securities. These ETFs are designed to be utilized only by knowledgeable investors who understand the potential consequences of seeking daily leveraged (2x) investment results, understand the risks associated with the use leverage and are willing to monitor their portfolios frequently. For periods longer than a single day, the funds will lose money if the performance of the underlying stock is flat. It is possible the funds will lose money even if the underlying stock’s performance increases over a period longer than one day. An investor could lose the full principal value of his/her investment within a single day. The volatility of the underlying security may affect the funds’ return as much as, or more than, the return of the underlying security.

Shares are bought and sold at market price (not NAV) and are not individually redeemed from the ETF. There can be no guarantee that an active trading market for ETF shares will develop or be maintained. Buying or selling ETF shares on an exchange may require the payment of brokerage commissions and frequent trading may incur costs that detract significantly from investment returns.

This information is not an offer to sell or a solicitation of an offer to buy shares of any Funds to any person in any jurisdiction in which an offer, solicitation, purchase, or sale would be unlawful under the securities laws of such jurisdiction. Please consult your tax advisor about the tax consequences of an investment in Fund shares, including the possible application of foreign, state, and local tax laws. You could lose money by investing in the ETFs. There can be no assurance that the investment objective of the Funds will be achieved. None of the Funds should be relied upon as a complete investment program.

The MIL Network –
April 23, 2025
MIL-OSI: Teads Celebrates Major Milestone as CTV HomeScreen Powers 1,500 Campaigns

Source: GlobeNewswire (MIL-OSI)

NEW YORK, April 22, 2025 (GLOBE NEWSWIRE) — The new Teads (NASDAQ: OB), the omnichannel outcomes platform for the open internet, today announced a significant milestone for CTV HomeScreen (formerly CTV Native), an immersive way for advertisers to reach audiences on exclusive experiences at incremental moments of high attention. Since its launch in 2023, 1,500 CTV HomeScreen campaigns have been run by premium brands globally, including Cartier, Nestlé, and Air France.

As brands prioritize omnichannel strategies, CTV HomeScreen enables advertisers to place content directly on the first screen consumers see when turning on their connected televisions. By integrating within the operating systems of major television manufacturers such as LG and Hisense, Teads’ CTV HomeScreen ads provide brands with access to audiences that may not otherwise be reachable through ad-supported tiers on streaming platforms. CTV HomeScreen ads deliver high levels of attention through impactful, unique creative experiences. Teads’ programmatic advertiser platform, Teads Ad Manager (TAM) enables brands to connect the moments of the consumer journey across all screens — creating a continuity of advertising experiences from CTV to web and app.

“By placing high-impact native ads directly on smart TV home screens, we provide brands with premium, brand-safe placements that capture superior attention at the moment of content discovery,” said Jeremy Arditi, Co-President, Chief Business Officer of the Americas. “This approach ensures brands own the first moment on TV screens, maximizing both visibility and engagement in an uncluttered environment.”

Over the past year, Teads has strengthened its CTV offering through expanded access to premium HomeScreen inventory, including exclusive partnerships with VIDAA US and LG Ad Solutions covering 330 million TV screens worldwide, in over 50 countries. In addition to Homescreen, TAM enables advertisers to reach audiences across more than 7,000 CTV apps globally, optimizing performance through CTV instream video campaigns.

“The partnership between LG and Teads unlocks a powerful value proposition for advertisers,” said Serge Matta, President of Global Ad Sales at LG Ad Solutions. “From the moment a viewer powers on their TV, they’re met with stunning creatives, brought to life by Teads. It’s a seamless blend of innovation and scale.”

Capturing Audience Attention at Scale

CTV HomeScreen placements are displayed on the first screen viewers see when they turn on their smart TVs. This enhances ad effectiveness and extends audience reach beyond traditional commercial breaks. According to TVision (2024), viewers often spend time browsing for content—up to 10 minutes—before encountering ad clutter, making this window a high-attention moment. In fact, 74% of attention goes to the first ad seen on the home screen.

In 1,500 CTV HomeScreen campaigns, Teads has helped brands like Cartier, Nestlé, Air France, Bvlgari, and Nissan deliver impactful moments that drive measurable engagement. Cartier’s first-ever 3D CTV HomeScreen campaign generated over 12 million impressions, while Air France saw a 22% increase in recommendation intent by securing premium placements on Smart TV home screens. In addition, Nestlé achieved a 9% lift in ad recall, leveraging Teads’ high-attention CTV HomeScreen formats to enhance brand impact.

“This initiative showcases how advertising innovation and precise data can strengthen brand image and consumer engagement. Teads’support in this campaign allowed us to combine exclusive formats with rigorous measurement, demonstrating real value for the brand,” said Catherine Masson, Director of Brand Media Strategy and Media Buying at Air France.

Now Available in Teads Ad Manager

Brands can now seamlessly combine CTV HomeScreen with mobile and desktop formats within a single buying platform, making it easier to plan, execute, and optimize omnichannel campaigns and ensuring a more cohesive, data-driven approach to audience engagement.

With real-time attention measurement, contextual targeting, and planning and insight tools, Teads Ad Manager offers advertisers an all-in-one solution to maximize impact across every screen. This latest integration reflects Teads’ commitment to future-proofing CTV advertising by delivering premium placements, innovative ad formats, and advanced measurement tools.

Teads was recently announced as a finalist in the Best CTV Ad Tech Platform category by the Digiday Streaming and Video Awards. For more information on Teads’ CTV HomeScreen solutions, visit https://thenewteads.com/.

About The New Teads
Outbrain Inc. (Nasdaq: OB) and Teads S.A. combined on February 3, 2025 and are operating under the new Teads brand. The new Teads is the omnichannel outcomes platform for the open internet, driving full-funnel results for marketers across premium media. With a focus on meaningful business outcomes, the combined company ensures value is driven with every media dollar by leveraging predictive AI technology to connect quality media, beautiful brand creative, and context-driven addressability and measurement. One of the most scaled advertising platforms on the open internet, the new Teads is directly partnered with more than 10,000 publishers and 20,000 advertisers globally. The company is headquartered in New York, with a global team of nearly 1,800 people in 36 countries.

For more information, visit https://thenewteads.com/.

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of the federal securities laws, which statements involve substantial risks and uncertainties. Forward-looking statements may include, without limitation, statements generally relating to possible or assumed future results of our business, financial condition, results of operations, liquidity, plans and objectives, and statements relating to our recently completed acquisition (the “Acquisition”) of TEADS, a private limited liability company (société anonyme) incorporated and existing under the laws of the Grand Duchy of Luxembourg (“Teads”). You can generally identify forward-looking statements because they contain words such as “may,” “will,” “should,” “expects,” “plans,” “anticipates,” “could,” “intends,” “guidance,” “outlook,” “target,” “projects,” “contemplates,” “believes,” “estimates,” “predicts,” “foresee,” “potential” or “continue” or the negative of these terms or other similar expressions that concern our expectations, strategy, plans or intentions or are not statements of historical fact. We have based these forward- looking statements largely on our expectations and projections regarding future events and trends that we believe may affect our business, financial condition, and results of operations. The outcome of the events described in these forward-looking statements is subject to risks, uncertainties and other factors including, but not limited to: the ability of Outbrain to successfully integrate Teads or manage the combined business effectively; our ability to realize anticipated benefits and synergies of the Acquisition, including, among other things, operating efficiencies, revenue synergies and other cost savings; our due diligence investigation of Teads may be inadequate or risks related to Teads’ business may materialize; unexpected costs, charges or expenses resulting from the Acquisition; the outcome of any securities litigation, stockholder derivative or other litigation related to the Acquisition; our ability to raise additional financing in the future to fund our operations, which may not be available to us on favorable terms or at all; the volatility of the market price of our common stock and any drop in the market price of our common stock following the Acquisition; our ability to attract and retain customers, management and other key personnel; overall advertising demand and traffic generated by our media partners; factors that affect advertising demand and spending, such as the continuation or worsening of unfavorable economic or business conditions or downturns, instability or volatility in financial markets, and other events or factors outside of our control, such as tariffs and trade wars, U.S. and global recession concerns, geopolitical concerns, including the ongoing war between Ukraine-Russia and conditions in Israel and the Middle East, supply chain issues, inflationary pressures, labor market volatility, bank closures or disruptions, the impact of challenging economic conditions, political and policy changes or uncertainties in connection with the new U.S. presidential administration, and other factors that have impacted and may further impact advertisers’ ability to pay; our ability to continue to innovate, and adoption by our advertisers and media partners of our expanding solutions; the potential impact of artificial intelligence (“AI”) on our industry and our need to invest in AI-based solutions; the success of our sales and marketing investments, which may require significant investments and may involve long sales cycles; our ability to grow our business and manage growth effectively; our ability to compete effectively against current and future competitors; the loss or decline of one or more of our large media partners, and our ability to expand our advertiser and media partner relationships; conditions in Israel, including the sustainability of the recent cease-fire between Israel and Hamas and any conflicts with other terrorist organizations or countries; our ability to maintain our revenues or profitability despite quarterly fluctuations in our results, whether due to seasonality, large cyclical events, or other causes; the risk that our research and development efforts may not meet the demands of a rapidly evolving technology market; any failure of our recommendation engine to accurately predict attention or engagement, any deterioration in the quality of our recommendations or failure to present interesting content to users or other factors which may cause us to experience a decline in user engagement or loss of media partners; limits on our ability to collect, use and disclose data to deliver advertisements; our ability to extend our reach into evolving digital media platforms; our ability to maintain and scale our technology platform; our ability to meet demands on our infrastructure and resources due to future growth or otherwise; our failure or the failure of third parties to protect our sites, networks and systems against security breaches, or otherwise to protect the confidential information of us or our partners; outages or disruptions that impact us or our service providers, resulting from cyber incidents, or failures or loss of our infrastructure; significant fluctuations in currency exchange rates; political and regulatory risks in the various markets in which we operate; the challenges of compliance with differing and changing regulatory requirements, including with respect to privacy; the timing and execution of any cost-saving measures and the impact on our business or strategy; and the risks described in the section entitled “Risk Factors” and elsewhere in the Annual Report on Form 10-K filed for the year ended December 31, 2024and in subsequent reports filed with the SEC. Accordingly, you should not rely upon forward-looking statements as an indication of future performance. We cannot assure you that the results, events and circumstances reflected in the forward-looking statements will be achieved or will occur, and actual results, events, or circumstances could differ materially from those projected in the forward-looking statements. The forward-looking statements made in this press release relate only to events as of the date on which the statements are made. We may not actually achieve the plans, intentions or expectations disclosed in our forward-looking statements and you should not place undue reliance on our forward-looking statements. We undertake no obligation and do not assume any obligation to update any forward-looking statements, whether as a result of new information, future events or circumstances after the date on which the statements are made or to reflect the occurrence of unanticipated events or otherwise, except as required by law.

Media Contact

press@outbrain.com

Investor Relations Contact

IR@outbrain.com

(332) 205-8999

The MIL Network –

April 23, 2025
MIL-OSI: Fengate appoints Warren Roll as Managing Director, Head of Digital Infrastructure

Source: GlobeNewswire (MIL-OSI)

MIAMI, April 22, 2025 (GLOBE NEWSWIRE) — Fengate Asset Management (Fengate) today announced the appointment of Warren Roll as Managing Director, Head of Digital Infrastructure.

Roll brings more than 25 years of experience to Fengate across global private equity, mergers and acquisitions, asset management, and operations in various infrastructure sectors. Prior to joining Fengate, Roll spent more than 10 years as a senior executive at DigitalBridge where he led their fiber and small cells strategy.

Based in Fengate’s Miami office – the firm’s second office in the United States (U.S.), which opened earlier this year to service its infrastructure, private equity, and real estate businesses – Roll will drive Fengate’s digital infrastructure growth strategy including cell towers, distributed antenna systems, small cells, data centers, and satellites across the U.S. and Canada.

“We are thrilled to welcome Warren to Fengate and look forward to scaling the digital sector within our infrastructure business under his leadership to deliver exceptional investment results for our clients,” said George Theodoropoulos, Managing Partner at Fengate. “Warren has significant transaction experience and a strong reputation in the digital infrastructure space across North America.”

Roll’s appointment builds on the positive momentum of Fengate’s wireless communications towers and data center investments, including the firm’s CA$1.8bn acquisition of Montreal-based eStruxture Data Centers in 2024.

“I have been impressed watching Fengate grow within the digital sector in North America and have always admired their stellar track record and strong reputation in the marketplace,” said Roll.

“I am excited to join Fengate to lead its digital infrastructure strategy and look forward to working with the talented team to create growth and innovation in this critical sector.”

Prior to DigitalBridge, Roll was a Senior Executive at PSP Investments in private equity and spent several years in investment banking based in Quebec, Canada.

About Fengate

Fengate is a leading alternative investment manager focused on infrastructure, private equity and real estate strategies, with more than $7 billion of capital commitments under management. The firm has been investing in infrastructure since 2006 with a focus on mid-market greenfield and brownfield infrastructure assets in the transportation, social, energy transition and digital sectors. Fengate is one of North America’s most active infrastructure investors and developers with a portfolio of more than 45 assets. Learn more at www.fengate.com.

Media contact

Maddison Sharples
Vice President, Communications and Marketing
+1 416 254 3326
maddison.sharples@fengate.com

The MIL Network –

April 23, 2025
MIL-OSI: iBio Expands Cardiometabolic and Obesity Pipeline through Licensing of First-in-Class Antibody Targeting Activin E from AstralBio

Source: GlobeNewswire (MIL-OSI)

SAN DIEGO, April 22, 2025 (GLOBE NEWSWIRE) — Bio, Inc. (Nasdaq: IBIO), an AI-driven innovator of precision antibody therapies, today announced a licensing agreement with AstralBio Inc. for a preclinical first-in-class antibody targeting Activin E, which was discovered using iBio’s patented Machine-Learning Antibody Engine. Activin E is a promising novel therapeutic target whose inhibition is believed to induce fat-selective weight loss and offer protection against obesity and cardiometabolic disease. iBio plans to rapidly advance testing of the antibody in more complex models following preclinical studies that demonstrated strong antibody binding, inhibition of Activin E signaling and fat-specific weight loss in an obese rodent animal model.

The in-licensed antibody represents what iBio believes to be the first functional inhibitor of Activin E, a challenging, yet genetically validated therapeutic target playing a key role in regulating energy balance and fat distribution. Inhibiting Activin E-mediated signaling could offer a novel therapeutic strategy to reduce internal abdominal fat while preserving muscle mass—potentially reversing obesity, preventing diabetes, and improving overall cardiometabolic health. As one of several cellular components involved in cardiometabolic regulation, Activin E, along with amylin, GLP-1 and others, are part of a broader network of signaling pathways that have the potential to be targeted simultaneously to yield synergistic benefits for patients.

Using its proprietary Machine Learning Antibody Engine and advanced epitope engineering technology, iBio designed engineered epitopes representing five key regions of the Activin E protein. This approach led to the successful development of a molecule that fully blocks Activin E-mediated signaling and inhibits its function across multiple in vitro models. In vivo proof-of-concept was established in a rodent model of obesity, where the antibody induced fat-selective weight loss as a monotherapy and showed synergistic weight loss when added to a GLP-1 receptor agonist in recently published data by iBio. iBio plans to present additional preclinical data of its antibody targeting Activin E at the International BMP Conference, taking place in Philadelphia, PA, from May 2–6.

“Our decision to license this Activin E-targeting functional antibody, a potentially first-in-class molecule, at this early stage reflects our firm belief in Activin E as a promising therapeutic target and our confidence in building upon the strong preclinical data we recently published,” said Martin Brenner, Ph.D., DVM, iBio’s Chief Executive Officer and Chief Scientific Officer. “This antibody represents a strategic expansion of our pipeline in cardiometabolic diseases and obesity and a significant step toward clinical development of a medication that can potentially offer meaningful benefits to patients.”

Additionally, iBio amended its existing collaboration agreement with AstralBio to add a fifth target for the treatment of cardiometabolic disease. iBio will identify and create an antibody against such target, leveraging its proprietary Drug Discovery Platform. In exchange for adding an additional target to the collaboration and pursuant to the license agreement, AstralBio has provided iBio a $750,000 credit which iBio has applied toward the option fee for the exclusive license of the novel antibody that inhibits the function of Activin E. AstralBio will be eligible for development and commercialization milestone payments totaling up to $28 million. If iBio sublicenses the licensed product, AstralBio is to receive low to mid-single-digit sublicense fees on the proceeds of the sublicense fees. iBio is solely responsible for the research and development, manufacturing and commercialization activities of the licensed product.

About iBio, Inc.

iBio (Nasdaq: IBIO) is a cutting-edge biotech company leveraging AI and advanced computational biology to develop next-generation biopharmaceuticals for cardiometabolic diseases, obesity, cancer and other hard-to-treat diseases. By combining proprietary 3D modeling with innovative drug discovery platforms, iBio is creating a pipeline of breakthrough antibody treatments to address significant unmet medical needs. Our mission is to transform drug discovery, accelerate development timelines, and unlock new possibilities in precision medicine. For more information, visit www.ibioinc.com or follow us on LinkedIn.

Forward-Looking Statements

Certain statements in this press release constitute “forward-looking statements” within the meaning of the federal securities laws. Words such as “may,” “might,” “will,” “should,” “believe,” “expect,” “anticipate,” “estimate,” “continue,” “predict,” “forecast,” “project,” “plan,” “intend” or similar expressions, or statements regarding intent, belief, or current expectations, are forward-looking statements. These forward-looking statements are based upon current estimates and assumptions and include statements regarding the therapeutic potential of Activin E as a target for cardiometabolic disorders and obesity; Activin E being a promising novel therapeutic target whose inhibition is believed to induce fat-selective weight loss and offer protection against obesity and cardiometabolic disease; plans to rapidly advance testing of the antibody in more complex models; the in-licensed antibody being the first functional inhibitor of Activin E; inhibiting Activin E-mediated signaling offering a novel therapeutic strategy to reduce internal abdominal fat while preserving muscle mass potentially reversing obesity, preventing diabetes, and improving overall cardiometabolic health. As one of several cellular components involved in cardiometabolic regulation; Activin E, along with amylin, GLP-1 and others, having the potential to be targeted simultaneously to yield synergistic benefits for patients; plans to present additional preclinical data of its antibody targeting Activin E at the International BMP Conference, taking place in Philadelphia, PA from May 2–6; and the antibody having the potential to deliver meaningful benefits to patients. While iBio believes these forward-looking statements are reasonable, undue reliance should not be placed on any such forward-looking statements, which are based on information available to us on the date of this release. These forward-looking statements are subject to various risks and uncertainties, many of which are difficult to predict that could cause actual results to differ materially from current expectations and assumptions from those set forth or implied by any forward-looking statements. Important factors that could cause actual results to differ materially from current expectations include, among others, the ability of Activin E to be a successful target for cardiometabolic disorders and obesity and iBio’s antibody to induce fat-selective weight loss and offer protection against obesity and cardiometabolic disease; iBio’s ability to obtain regulatory approvals for commercialization of its product candidates, or to comply with ongoing regulatory requirements; regulatory limitations relating to iBio’s ability to promote or commercialize its product candidates for specific indications; acceptance of iBio’s product candidates in the marketplace and the successful development, marketing or sale of products; and whether iBio will incur unforeseen expenses or liabilities or other market factors; and the other factors discussed in iBio’s filings with the SEC including its Annual Report on Form 10-K for the year ended June 30, 2024 and its subsequent filings with the SEC on Forms 10-Q and 8-K. The information in this release is provided only as of the date of this release, and iBio undertakes no obligation to update any forward-looking statements contained in this release on account of new information, future events, or otherwise, except as required by law.

Corporate Contact:
iBio, Inc.
Investor Relations
ir@ibioinc.com

Media Contacts:
Ignacio Guerrero-Ros, Ph.D., or David Schull
Russo Partners, LLC
Ignacio.guerrero-ros@russopartnersllc.com
David.schull@russopartnersllc.com
(858) 717-2310 or (646) 942-5604

The MIL Network –

April 23, 2025
MIL-OSI Global: Canada’s new immigration policy favours construction workers but leaves the rest behind

Source: The Conversation – Canada – By Shiva S. Mohan, Research Fellow, Canada Excellence Research Chair in Migration & Integration program, Toronto Metropolitan University

Migrant workers have long been recognized as essential to Canada’s economy. But that recognition rarely translates into meaningful inclusion. As Canada embarks on new immigration reforms, persistent inequalities continue to define who truly belongs, and who remains excluded.

In March, the federal government announced a new national pathway to permanent residence for up to 6,000 out-of-status construction workers.

Although framed as a recognition of essential labour, the new program highlights a deeper reality: Canada’s immigration reforms continue to prioritize business and industry needs. In this instance, those needs are in housing and construction.

This selective approach reveals deeper patterns in Canada’s immigration system, often described as a hierarchy of deservingness. This framework assigns greater value to certain types of labour, while sidelining others. This sidelining is often based on race, gender and class and limits access to recognition and rights for all essential workers.

Former Immigration Minister Marc Miller estimated that between 300,000 and 600,000 out-of-status people were living in Canada as of 2024. The new construction worker pathway, while important for some, will address only a tiny fraction of this population.

Read more:
A national caregiving strategy is coming — what could it mean for Canadians?

Political and industry priorities

With a federal election on the horizon, the construction worker pathway is as much a political move as a policy reform.

The program expands on a pilot that granted permanent residence to approximately 1,365 people and their families in the Greater Toronto Area before closing in December 2024.

The current national rollout of the program reflects public and industry pressure to address Canada’s housing crisis. Housing has become a top priority for governments across the country.

Developers and industry groups, such as the Canadian Home Builders’ Association, have long lobbied for faster housing construction and more skilled trades workers. Their advocacy, combined with widespread concern over affordability, made it politically attractive to prioritize construction labour rather than implement broader regularization efforts.

But this approach exposes who is left out. Sectors like caregiving, domestic work and agriculture, largely dominated by racialized and feminized labour continue to be excluded from clear and inclusive pathways to status.

Canada’s low-wage economy has historically depended on the labour of racialized and immigrant women. Migrants in these sectors, often work in private or hidden spaces, making their labour less visible and politically legible.

Caregiving and domestic work in Canada have historically been undervalued. It is often framed as natural extensions of women’s roles and systematically marginalized in immigration policy through programs like the Live-in Caregiver Program.

Fragmented, insufficient system

Research confirms that Canada’s approach remains fragmented and insufficient. As part of my work with MIrreM, an international project studying irregular migration and regularization policies, we found that Canadian programs are often small, sector-specific and constrained by narrow eligibility criteria.

New federal government Home Care Worker Immigration pilots offer another highly competitive pathway to residency.

But these programs remain narrowly targeted, restricted and quickly capped, with application limits often reached on the same day they open. They also provide little relief for the many out-of-status caregivers already living and working in Canada.

Other countries have demonstrated that large-scale, inclusive reforms are possible, offering Canada a model to follow.

Spain’s 2005 regularization program successfully granted legal status to 700,000 people. The Spanish assessment recognized employment records, community ties and long-term residence. This model shows that broad, fair regularization strategies can balance administrative efficiency with political feasibility.

Meanwhile, Canada’s fragmented reforms exclude most out-of-status critical workers. And it leaves them without any sustainable pathway to status, prolonging their vulnerability and insecurity.

Read more:
Personal support workers are the backbone of health care but the bottom of the power structure

A comprehensive immigration strategy needed

Canada urgently needs a transparent, fair and scaleable immigration strategy. It must be one that values people’s contributions, not just the immediate needs of businesses.

Cleaners, caregivers, farm labourers, food service workers and others deserve the same recognition and opportunity as those in construction.

A comprehensive regularization strategy would not only uphold dignity and fairness. It would also strengthen Canada’s economy, improve labour protections and promote social inclusion.

As Canadians prepare to head to the polls, the incoming government faces a critical choice.

It can continue with piecemeal, politically convenient reforms that leave most out-of-status workers behind. Or it can commit to a broad, rights-based regularization strategy that recognizes the full social fabric of those who sustain this country.

Shiva S. Mohan 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. Canada’s new immigration policy favours construction workers but leaves the rest behind – https://theconversation.com/canadas-new-immigration-policy-favours-construction-workers-but-leaves-the-rest-behind-253792

MIL OSI – Global Reports –

April 23, 2025
MIL-OSI USA: Note to SEC Staff: Thank You and Welcome Chairman Atkins

Source: Securities and Exchange Commission

Dear SEC Colleagues,

Sometimes, life comes full circle. In October 2006, I joined the Commission as counsel to then-Commissioner Paul S. Atkins. One of his other counsels was Hester Peirce. Today, I take great pride in seeing Paul sworn in as the next Chairman of the Commission.

Now, the transition set in motion by the voters last November is complete. It has been an honor to serve as your Acting Chairman since President Trump signed my designation three months ago.

At the outset, I asked for your patience as we worked to respond and implement the new directions and executive orders from President Trump. I am grateful that you gave it to me.

During the last three months, you have worked hard to advance our mission. At the same time, we bid farewell to many colleagues who opted to retire or otherwise leave the Commission.

We have accomplished many things since January. We established the Crypto Task Force and withdrew enforcement actions in registration-only crypto cases. We replaced SAB 121 and held public roundtables on what regulation of crypto should look like. We provided guidance, including updates to Schedule 13G eligibility, changed FAQs for the Advisers Act marketing rule, and issued Staff Legal Bulletin 14M on shareholder proposals. We removed personally identifiable information from the Consolidated Audit Trail.

We dropped our defense of the climate rule and withdrew the appeal of the dealer rule. We extended certain compliance dates where needed to avoid market disruption, such as the clearing of U.S. Treasury securities. We successfully oversaw the markets during periods of record-breaking trading activity. We resumed having in-person Commission meetings and managed the return to office.

None of these accomplishments could have been done without your efforts. I also want to recognize the contributions of the Division and Office leaders as well as my personal staff in the Acting Chairman’s office. Thank you.

I look forward to returning to my regular role as a Commissioner and working on behalf of investors, issuers, and market participants. See you around!

Mark

MIL OSI USA News –

April 23, 2025
MIL-OSI Australia: Inclusion Awards recipients announced
Source: Northern Territory Police and Fire Services

Ravi Krishnamurthy accepts the Leader in Inclusion award from Mark Mulligan of Icon Water.
In brief
- Winners of this year’s Chief Minister’s Inclusion Awards have been announced.
- The Awards celebrate people with disability who are leaders in the community.
- The six award winners are listed in this story.
Recipients of the Chief Minister’s Inclusion Awards have been announced.

The Awards celebrate people with disability who are leaders in the Canberra community.

They recognise those who improve the experiences of people with disability in the workplace, business and community.

The nomination process

Anybody can nominate someone in one of the six award categories.

Nominees can be:
- individuals
- teams
- local businesses
- community organisations
Self-nominations are also welcome.

The judging process

The judging panel includes:
- people with disability
- awards sponsors
- ACT Inclusion Council members
- members of the Canberra business community.
“It is wonderful to see the achievements of all the winners… They are taking us one step closer to a truly inclusive capital,” ACT Inclusion Council Chair Mr David Smith said.

The winners

Leader in Inclusion – Ravi Krishnamurthy
Ravi has been a relentless force for change in the Canberra community for more than 20 years.

Excellence in Inclusive and Innovative Employment Practices – The Apollo Neurodiversity Program
This program offers neurodivergent people a career in ICT within the Australian Public Service.

Excellence in Collaborating with people with Disability – Safer Me Safer You Project Advisory Group
Safer Me Safer You Project Advisory Group, by Sexual Health and Family Planning ACT, has set a benchmark for inclusive co-design.

Excellence in Access and Inclusion – Netball ACT’s 2024 All Abilities Netball program
Netball ACT’s 2024 All Abilities Netball program has enabled people with disability to play netball in a mainstream competition, making sport more inclusive.

Excellence in Innovation and Impact – Derek Brewer
Derek is the founder of Panache Special Needs Driver Training Program. This supports neurodivergent learner drivers and other learner drivers with disability.

Sue Salthouse Award for Championing Human Rights and Equality – Renée Heaton
Renée is a powerful advocate and leader. She has led the ACT Disability Reference Group for almost four years.

Congratulations to the winners and all nominees.

View the list of finalists and winners on the ACT Inclusion Council website.

Read more like this:

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MIL OSI News –
April 23, 2025
MIL-OSI Banking: Rosneft Continues Research into Rare Bird Species

Source: Rosneft

Headline: Rosneft Continues Research into Rare Bird Species

1 April is International Bird Day, established to raise awareness of the need to conserve the diversity and numbers of birds in their natural habitats.

Environment protection is an integral part of the Company’s corporate culture and operation principles. The Company is particularly committed to the study of birds.

As part of the new Tamura Biodiversity Conservation Programme, a major expedition to the Brekhovsky Islands and adjacent areas of the Gydan Peninsula in the north of Krasnoyarsk Territory was organised during the 2024 field season. In the ornithological area of international importance, 60 species have been recorded, among them: the peregrine falcon, the barnacle, the water scoter and the long-tailed duck, as well as the Siberian chiffchaff, the red-winged thrush and the brown thrush. Scientists have noted movements of tundra swans, geese, ducks and gulls in these areas. The work will clarify the abundance and species composition of the herds.

The company supports research on red listed birds in the Sakhalin region and Khabarovsk territory. For example, the Komsomolsk refinery (part of Rosneft’s oil refining complex) and scientists from Zapovedniy Priamurye continue to implement the Under the Strong Wing project to protect Steller’s sea eagles, the largest member of the eagle family. On the territory of the Komsomolsky Nature Reserve, photo and video cameras have been installed, which make it possible to observe bird families in summer and early autumn. During the previous stages of the project, ornithologists identified the location of the birds’ nests. A five-day snowmobile expedition was organised to install the camera traps. Scientists are also planning to use quadrocopters to survey the eagle population in the Komsomolsky Reserve, and a five-day snowmobile expedition has been organised to install the camera traps.

In addition, as part of the Under the Strong Wing project, its participants carry out environmental education activities for young people in Komsomolsk-on-Amur. On International Bird Day, the reserve’s specialists gave an informative talk with a quiz for children.

Samara’s oil workers are helping ornithologists to preserve another member of the eagle family — the white-tailed eagle. This year, Rosneft’s Samara Group of Enterprises summarised the results of the first stage of a grant competition for research projects to study this rare bird in the region. Scientists from Samarskaya Luka National Park carried out a series of activities aimed at studying the habitats and increasing the population of the red-listed bird. They identified nesting areas, recorded nest locations and key demographic indicators — the number of eggs in the clutch and the number of chicks hatched. Today, work is underway to create a map of the white-tailed eagle’s habitat in the Samara region.

With the support of RN-Uvatneftegaz, the white-tailed eagle is also being studied in the Tyumen region. In 2024, the results of a grant project to study the population of this species were summarised there, and with the support of RN-Uvatneftegaz, the white-tailed eagle is also being studied in the Tyumen region. As part of the project, scientists from Tyumen State University created a biotechnical programme aimed at increasing the number of white-tailed eagles and prepared an e-book «Birds of the Southern Tyumen Region». Ornithological work of this kind in the south of the Tyumen Region was carried out for the first time.

RN-Vankor supported a scientific expedition to the Taymyrsky Dolgano-Nenetsky District of Krasnoyarsk Territory, where scientists studied wild goose populations, including those listed in the Red Book of the Russian Federation. The large amount of data collected during the fieldwork will provide an overview of the current population status and nesting sites of geese species.

In addition, since 2020, Rosneft, together with the Arctic and Antarctic Research Institute, has been conducting extensive research on the white gull, a rare bird species listed in Russia’s Red Book. Expeditions were carried out to hard-to-reach areas on the islands of the Kara Sea — Wiese, Golomyanny, Sredny and Domashny. Scientists carry out aerial surveys, ring adult white gulls, install GPS trackers and collect biological material from the birds.

Department of Information and Advertising
Rosneft
April 1, 2025

MIL OSI Global Banks –

April 23, 2025
MIL-OSI United Kingdom: No fires – strict warnings for all city parks

Source: City of Stoke-on-Trent

Hanley Park fire damage

Published: Tuesday, 22nd April 2025

It follows a spate of deliberate fires sparked in Hanley Park, which has led to damage and endangered wildlife habitats.

Stoke-on-Trent City Council is teaming up with Staffordshire Fire and Rescue to remind visitors to parks and outdoor spaces of the dangers of starting fires.

It follows a spate of deliberate fires sparked in Hanley Park, which has led to damage and endangered wildlife habitats.

The most recent vandalism at Hanley Park included a “dead” hedge row being set on fire.
These structures are carefully built by the park’s team and dedicated volunteers to increase biodiversity and create habitats for wildlife. They play a vital role in supporting birds, insects and small mammals – and in making the park a thriving, natural space for everyone to enjoy.

Councillor Amjid Wazir OBE, cabinet member for city pride, enforcement and sustainability at Stoke-on-Trent City Council, said: “This kind of reckless damage isn’t just dangerous, it undoes hours of hard work aimed at protecting and improving our local environment.

“Parks are meant to be a place to get lost in nature, to relax, or to exercise and to spend time with friends and family.

“The most recent dry spell has also made the land more prone to fires. Please talk to your children, even friends and family members about the importance of looking after nature.

“Our Park’s Team work tirelessly in all weathers, year in and year out to ensure not only visitors have the best visit, but that nature is thriving. Let’s not undo that hard work.

“Bin your rubbish, make sure cigarettes are extinguished and binned and remember, absolutely no fires or BBQs in the parks.”

Visitors are also reminded to respect the plants and flower beds throughout the parks. Hanley Park hosts award-winning displays each year; however, recently flowers have been picked and thrown across the floor.

Station Manager Ant Ball, from Staffordshire Fire and Rescue Service, said: “We are urging the public to take extra care when enjoying outdoor spaces, especially as warmer weather increases the risk of accidental fires.

“Fires not only cause significant damage to our natural environment, but also place a considerable strain on emergency resources that may be needed elsewhere.

“We are asking members of the public to refrain from lighting bonfires or barbecues in public spaces such as parks and open countryside. These activities can quickly become dangerous and get out of control, particularly in dry or windy conditions.

“Visitors are reminded to always dispose of rubbish responsibly using the bins provided, and to ensure cigarettes are fully extinguished before discarding them.

“We thank the public for their cooperation in keeping our communities and green spaces safe.”

Inspector Rebecca Price, from the Stoke-on-Trent South local policing team, said: “Vandalism at parks in the city will not be tolerated and we are working hard to catch those responsible.

“Our PCSOs are regularly patrolling the area to keep visitors safe. We would also like to remind people that we hold a weekly police surgery at Hanley Park every Saturday and would urge local residents to talk to us about their concerns.”

For more information on fire safety, please visit: Don’t be Blamed for the Flames
and https://www.staffordshirefire.gov.uk/your-safety/safety-outside/grass-fire-prevention/

MIL OSI United Kingdom –

April 23, 2025
MIL-OSI USA: The Invasive Processes of Scar Tissue

Source: US State of Connecticut

When a scar develops from surgery, injury, or infection, the surrounding tissue transforms. While scar formation has been extensively studied, less is understood about the impact of a new scar in the tissue microenvironment.

Kshitiz, associate professor of biomedical engineering in the UConn School of Dental Medicine, took a closer look at this scar tissue phenomenon in Nature Communications. In his research, accompanied by postdoctoral student Wenqian Du, Kshitiz studied the rare yet life-threatening maternal fetal condition placenta accreta, which occurs when the placenta grows too deeply into the uterine wall, to shed some light on scar tissue.

UConn School of Dental Medicine associate professor Kshitiz (courtesy of Kshitiz)

Cesarian sections, which result in uterine scarring, are increasing rapidly. In parallel, placenta accreta cases are also increasing. The connection between uterine scarring and placenta accreta seems significant, leading the research team to further question how scarring can trigger invasive properties.

The current theory, according to the researchers, is that the scar is like an “empty road” and the placenta forms and moves into the scar. Kshitiz is skeptical of this standing theory.

“We questioned it because it does not make any sense,” Kshitiz says. “If it’s an ’empty road,’ why doesn’t the mother’s womb cells take the empty road? What we found is that it is not an empty road—the scar is full of collagen.”

The collagen from the scar tissue, the researchers found, transforms the endometrium of the mother into an inflammatory state. Using uterine tissue, the researchers created a synthetic scar matrix that mimicked placenta accreta. They uncovered that in the case of placenta accreta, a channel opens in the scar tissue, causing calcium to infiltrate the endometrium and cause inflammation. When the inflammation occurs, specific molecules start aggressively recruiting placental cells towards themselves in a very invasive manner.

The researchers now have a better understanding about the implications of scarring, unlocking the possibility for more studies about scar tissue in the future.

“As one of the first major studies on the basic biology of placenta accreta, this discovery opened a whole new area where we can start asking questions about the implications of scars,” says Kshitiz. “By looking at placenta accreta we can learn about the invasive processes caused by scar tissue.”

Last year, Kshitiz was awarded $2.5 million in R01 funding from the Eunice Shriver National Institute of Child Health and Human Development (NICHD) to address the mechanisms driving placenta accreta spectrum.

MIL OSI USA News –

April 23, 2025
MIL-OSI Security: Parkersburg Man Sentenced to Prison for Role in Charleston Methamphetamine Trafficking Organization and Violating Supervised Release

Source: Federal Bureau of Investigation FBI Crime News (b)

CHARLESTON, W.Va. – Anthony Michael Mowery, 48, of Parkersburg, was sentenced today to nine years in prison, to be followed by four years of supervised release, for conspiracy to distribute 50 grams or more of a mixture and substance containing methamphetamine and violating supervised release.

According to court documents and statements made in court, from in or about January 2024 to in or about May 2024, Mowery conspired with others in a Drug Trafficking Organization (DTO) that distributed methamphetamine in the Charleston area. Mowery facilitated meetings during which his co-conspirators exchanged large quantities of methamphetamine for distribution.

On May 5, 2024, Mowery arranged for co-conspirator Michael Dale Cain to travel to Charleston for the purpose of picking up approximately 3 pounds of methamphetamine from another co-conspirator, Kirt Ray King, that Cain intended to transport to Parkersburg and distribute to others. After Cain acquired the methamphetamine, he was stopped by law enforcement officers who searched his vehicle, seized the methamphetamine, and arrested Cain.

Mowery has a long criminal history that includes prior convictions for unlawful assault, assault, battery, child abuse, destruction of property, and fleeing from an officer. At the time of this offense, Mowery was serving a term of supervised release as a result of his July 5, 2018, conviction for being a felon in possession of a firearm. Today’s sentence includes two years in prison, to run concurrently to the nine-year sentence imposed by the Court, for committing a crime while on supervised release.

Mowery is among four individuals indicted by a federal grand jury in the DTO conspiracy. All four pleaded guilty. Cain, 49, of Parkersburg, was sentenced on January 29, 2025, to eight years and one month in prison, to be followed by three years of supervised release, for conspiracy to distribute methamphetamine. King, 48, of Charleston, pleaded guilty on January 27, 2025, to conspiracy to distribute 500 grams or more of a mixture and substance containing methamphetamine and is scheduled to be sentenced on June 23, 2025. Co-defendant John Wayne Harkless, 46, of Charleston, pleaded guilty on November 20, 2024, to conspiracy to distribute methamphetamine and is scheduled to be sentenced on June 23, 2025.

Acting United States Attorney Lisa G. Johnston made the announcement and commended the investigative work of the Federal Bureau of Investigation (FBI).

United States District Judge Joseph R. Goodwin imposed the sentences. Assistant United States Attorney Jeremy B. Wolfe prosecuted the case.

The investigation was part of the Department of Justice’s Organized Crime Drug Enforcement Task Force (OCDETF). The program was established in 1982 to conduct comprehensive, multilevel attacks on major drug trafficking and money laundering organizations and is the keystone of the Department of Justice’s drug reduction strategy. OCDETF combines the resources and expertise of its member federal agencies in cooperation with state and local law enforcement. The principal mission of the OCDETF program is to identify, disrupt and dismantle the most serious drug trafficking organizations, transnational criminal organizations and money laundering organizations that present a significant threat to the public safety, economic, or national security of the United States.

A copy of this press release is located on the website of the U.S. Attorney’s Office for the Southern District of West Virginia. Related court documents and information can be found on PACER by searching for Case No. 2:24-cr-95.

###

MIL Security OSI –

April 23, 2025
MIL-OSI: Admiral Group agrees to sell its U.S. motor business to JC Flowers

Source: GlobeNewswire (MIL-OSI)

Admiral Group agrees to sell its U.S. motor business to JC Flowers

Admiral Group plc announces that it has entered into an agreement to sell its U.S. motor insurance business, including Elephant Insurance Company and Elephant Insurance Services (“Elephant”), to J.C. Flowers & Co. (“J.C. Flowers”), a global private investment firm dedicated to investing in the financial services industry, for an undisclosed cash consideration (before customary adjustments and transaction and related expenses) representing approximately the net asset value of Elephant. The transaction is subject to regulatory approval and is expected to close in Q4 2025.

Headquartered in Richmond, Virginia, Elephant Insurance offers U.S. customers simple and affordable car insurance. The company’s tools allow customers to find the best protection for their needs and budget, with tools that are easy to use and understand.

Costantino Moretti, Head of International Insurance, Admiral Group said:
“In Elephant, we have built a business with a great foundation, and selling the company to J.C. Flowers is the right decision to ensure its future success. J.C. Flowers and Elephant have a shared ambition for generating growth and value. This partnership will allow the business to continue to deliver the high-quality insurance products and services that US motorists need.”

“This is a good outcome not only for Elephant and its employees, but also the Group and our shareholders. This transaction will enable us to focus on the opportunities we see for delivering long-term sustainable growth in our businesses in the UK and Mainland Europe.”

Eric Rahe, Managing Director and Co-President, J.C. Flowers said:
“J.C. Flowers has a long, distinguished history of investing in the insurance industry, and we will leverage our experience to help Elephant Insurance generate new opportunities as a standalone company. We are excited to partner with the Elephant team as the business enters this new stage of development.”

Alberto Schiavon, CEO of Elephant Insurance said: “We are very excited to be joining forces with J.C. Flowers. This partnership will enable us to benefit from their extensive expertise which will play a critical role for the next phase of our growth strategy and add value for our customers, whilst maintaining our distinctive culture.”

ENDS

Notes to Editors
Admiral’s corporate broker, BofA Securities, is acting as exclusive financial advisor and Sidley Austin LLP as legal advisor to Admiral Group in connection with this transaction. Keefe, Bruyette & Woods, A Stifel Company, is acting as exclusive financial advisor and Debevoise & Plimpton LLP as legal advisor to J.C. Flowers in connection with this transaction.

Enquiries

Media:
For Admiral:
Addy Frederick
addy.frederick@admiralgroup.co.uk
+44 (0) 7500 171 810

Analysts and investors:
Diane Michelberger
diane.michelberger@admiralgroup.co.uk
+44 (0) 7881 305 063

For J.C. Flowers:
Jennifer Hurson
Lambert by LLYC
jhurson@lambert.com

About Admiral Group
Admiral Group plc is a leading FTSE 100 Financial Services company offering motor, household, travel and pet insurance as well as personal lending products. Established in 1993 in the UK, the Group now has offices in Canada, France, Gibraltar, India, Italy, Spain, and the US.

About J.C. Flowers & Co
J.C. Flowers is a leading private investment firm dedicated to investing globally in the financial services industry. Founded in 1998, the firm has invested more than $18 billion of capital, including co-investment, in 67 portfolio companies in 18 countries across a range of industry subsectors including banking, insurance and reinsurance, specialty finance, business and insurance services, wealth management and capital markets, payments and software. With approximately $4 billion of assets under management, J.C. Flowers has offices in New York, London and Palm Beach. For more information, please visit www.jcfco.com.

The MIL Network –

April 22, 2025

MIL-OSI: Correction to stock exchange release: Siili Solutions Plc: Business review, 1 January – 31 March 2025

Source: GlobeNewswire (MIL-OSI)

Correction to stock exchange release: Siili Solutions Plc: Business review, 1 January – 31 March 2025

Siili Solutions Plc Stock exchange release 22 April 2025 at 14:10 EEST

This is a correction to the stock exchange release published by Siili Solutions Plc on 22 April 2025 at 9:30 am by which the company published its business review for the period 1 January – 31 March 2025. In the key figures table there was “Total full-time employees and subcontractors (FTE) at the end of the period” instead of two separate key figures “Number of full-time employees (FTE) at the end of the period” and “Number of full-time subcontractors (FTE) at the end of the period”.

The corrected release is stated below as a whole and the revised report is attached to this release.

Q1 2025 for Siili: Siili continued AI strategy implementation and actions for profitability improvements, revenue at the previous year’s level

January-March 2025

We completed the acquisition of a majority stake in Intergrations Group Oy
We launched an Advisory service to accelerate our clients’ digital business and use of artificial intelligence
We adjusted our competence profile to match our strategy and the current market situation
The revenue for the first quarter was EUR 29.9 (29.8) million, representing increase of 0.3% year on year. Organically, revenue decreased by 1.6% from the comparison period.
Adjusted EBITA for the first quarter was EUR 1.3 (1.6) million, which corresponds to 4.2% (5.3%) of revenue

EUR million	Q1/2025	Q1/2024
Revenue	29.9	29.8
Revenue growth, %	0.3%	-11.3%
Organic revenue growth, %	-1.6%	-11.3%
Share of international revenue, %	27.1%	27.7%
Adjusted EBITA	1.3	1.6
Adjusted EBITA, % of revenue	4.2%	5.3%
EBITA	1.2	1.4
EBIT	0.9	1.1
Earnings per share, EUR	0.05	0.07
Number of employees at the end of the period	957	973
Average number of employees during the period	950	990
Number of full-time employees (FTE) at the end of the period	931	950
Number of full-time subcontractors (FTE) at the end of the period	144	137

Outlook of 2025

Revenue for 2025 is expected to be EUR 108-130 million and adjusted EBITA EUR 4.7-7.7 million.

CEO Tomi Pienimäki:

The first quarter of this year was challenging for Siili as the sluggish market conditions prevailed, and we took concrete steps to improve the profitability of our operations. However, many positive developments also occurred during the initial months of the year while we focused with determination on the implementation of our strategy.

The Group’s revenue in January-March amounted to just under EUR 30 million, broadly at the previous year’s level. Adjusted EBITA for the first quarter amounted to EUR 1.3 million, 4.2% of revenue. Profitability came in slightly weaker than last year, in line with our expectations. However, when comparing to the previous year’s result, it is worth noting that the adjusted EBITA for the comparison period was improved by the temporary layoffs implemented during Q1 2024.

During the initial months of the year, we have seen encouraging developments in the market, with our customers moving from testing artificial intelligence to firm transition programmes. In March, we launched a new Advisory service to accelerate our customers’ digital business and adoption of AI.

An example of how we support our customers on their AI journey is an AI-assisted training programme we delivered for Alma Media at the beginning of the year. It is a tailored solution that helps Alma Media to integrate AI seamlessly into its operations and culture.

Siili also worked with Varma to modernise a key system. The objective of the modernisation was to simplify the maintenance of the system and improve its scalability and development potential, ensuring it continues to meet Varma’s business needs reliably into the future. The work was carried out in stages and in close cooperation with the client, ensuring the continuous operability of the system.

During the opening months of the year, we have also built new cooperation networks that allow extensive utilisation of Siii’s expertise. In March, Siili was accepted as a member in the Digital Defence Ecosystem, which brings together Finland’s leading technology companies to support national defence capabilities and the security of supply. Siili also became an NVIDIA partner earlier this year as part of the NVIDIA Partner Network (NPN), which significantly supports us in bringing scalable, production-ready AI solutions to our customers.

In February–March, we adjusted our competence profile to align with the strategy we released last year, and current market conditions. Following change negotiations started in February, we will reduce 25 roles from Siili Finland’s functions and 8 from Siili Auto Finland. Actions affecting personnel are always difficult for the organisation, but we believe these adjustments will strengthen Siili’s competitiveness and profitability. With these measures, we estimate that we will achieve a total of 2.2 million euros in annual cost savings.

To strengthen Siili’s competence profile, we concluded the acquisition of a majority stake in Integrations Group Oy at the beginning of the year. Integrations Group is now part of Siili, and the collaboration has started strongly. We continue to strengthen our competence profile in line with the strategy also through recruitment and human resources development.

I want to thank all our customers and partners for the past few months, but above all, I extend my thanks to the Siili team for their commitment and outstanding work during the quarter.

—

This is not an interim report under IAS 34. The company complies with the half-yearly reporting requirements of the Securities Markets Act and publishes business reviews for the first three and nine months of the year, which present key information on the company’s financial performance. The financial information presented in this business review is unaudited.

Further information:
CEO Tomi Pienimäki
Tel: +358 40 834 1399, email: tomi.pienimaki(at)siili.com
CFO Aleksi Kankainen
Tel: +358 40 534 2709, email: aleksi.kankainen(at)siili.com

Distribution:
Nasdaq Helsinki Ltd
Main media
www.siili.com/en

Siili Solutions in brief:
Siili Solutions Plc is a forerunner in AI-powered digital development. Siili is the go-to partner for clients seeking growth, efficiency and competitive advantage through digital transformation. Our main markets are Finland, the Netherlands, the United Kingdom, and Germany. Siili Solutions Plc’s shares are listed on the Nasdaq Helsinki Stock Exchange. Siili has grown profitably since its founding in 2005. www.siili.com/en

Attachment

Siili Solutions_Q1_2025_corrected_EN

The MIL Network –

April 22, 2025

MIL-OSI Economics: Authority seeking to raise awareness of licensing and registration requirements

Source: Isle of Man

Published on: 22 April 2025

Anyone who is considering starting a business or conducting a business or service in the Island that might be linked to financial services activity (including designated business activity) is urged to ensure they have the appropriate authorisations in place.

Firms planning to undertake financial services activity must hold the relevant licence issued under the Financial Services Act 2008 or authorisation/registration under the Insurance Act 2008, while those classed as a designated business are required to be registered under the Designated Businesses (Registration and Oversight) Act 2015 in order to trade.

Designated Non-Financial Businesses and Professions (“DNFBPs”) include accountants, bookkeepers, estate agents, payroll agents, moneylenders, tax advisers and virtual asset service providers (VASPs). The definition also applies to businesses dealing in goods or services of any description that involve cash transactions equivalent to €15,000 or more in any currency.

DNFBPs are registered and overseen by the Isle of Man Financial Services Authority for compliance with anti-money laundering and countering the financing of terrorism (“AML/CFT”) legislation.

Anyone who is unsure whether an activity falls under the definition of a designated business or financial services activity is encouraged to contact the Authority at the earliest opportunity. Information and guidance, including frequently asked questions, are available on the Authority’s website, while officers can assist applicants through the registration, authorisation or licensing process.

Businesses are also reminded that providing, or advertising as offering, certain services without first being registered as a DNFBP could result in a penalty of up to £5,000 or prosecution.

Dan Johnson, Senior Manager in the Portfolio Supervision Division, said: ‘We are focused on working with relevant parties to ensure they have a thorough understanding of their licensing and registration requirements. People must not carry out or even start marketing a financial services or designated business activity without first being licensed or registered. If you are thinking of launching a new service and aren’t sure of your requirements, please talk to us or visit our website.’

MIL OSI Economics –

April 22, 2025
MIL-OSI Russia: The capital’s center “Professions of the Future” and the Republic of Tatarstan intend to cooperate in the areas of career guidance for schoolchildren and personnel training

Translartion. Region: Russians Fedetion –

Source: Moscow Government – Government of Moscow –

Head of the Republic of Tatarstan Rustam Minnikhanov and Deputy Mayor of Moscow for Social Development Anastasia Rakova visited the capital’s “Professions of the Future” center. They familiarized themselves with the work of the institution, with special attention paid to key areas of career guidance and interaction with employers.

“The capital’s personnel center “Professions of the Future” is a response to the demands of the time and the challenges of the labor market. We are building a system in which everyone can consciously choose a profession and quickly master a sought-after specialty. Short training programs are available for adults; last year alone, more than 20 thousand people completed them with the support of the city, and 85 percent of them chose blue-collar jobs. And for Moscow ninth-graders, a unique comprehensive career guidance program is presented to help them choose their model of success and build a future career. More than 100 thousand schoolchildren have already completed the program. We are confident that such projects are an investment in a sustainable economy and a stable labor market. And Moscow is ready to share this experience with other regions of our country,” said Anastasia Rakova.

Rustam Minnikhanov emphasized the importance of early career guidance and expressed interest in cooperation with Moscow.

“A modern career guidance system is very important today, when children can try themselves in different professions and decide on their future already at school. I am sure that such centers as “Professions of the Future” in Moscow are in demand and relevant. We will definitely cooperate with our Moscow colleagues. We have already agreed to exchange experience both in the field of career guidance for schoolchildren and in terms of training and retraining of personnel,” said the head of Tatarstan.

The guests got acquainted with the key services that help schoolchildren and adults choose a profession and build a career. Thus, the Deputy Mayor of Moscow and the head of Tatarstan were shown a 5D cinema, where they can try themselves in different professions, VR simulators for 13 working specialties, and an interactive quiz. The tour participants also talked to career mentors.

The Professions of the Future Center opened in the capital in 2023 and became the fulcrum of the city’s career guidance system. It helps schoolchildren not only get acquainted with in-demand professions, but also build a real route for their future career.

Thus, at the center, ninth-graders from Moscow schools undergo the first stage of the comprehensive career guidance program. The next stage is professional trials at colleges and excursions to employers’ sites. Over the past year and a half, more than 100 thousand Moscow ninth-graders have become participants in this program.

The center offers short retraining programs for adults. In 3.5 months, you can master one of 75 professions in industry, construction, logistics, information technology, hospitality and other areas. Last year, more than 20 thousand Muscovites took advantage of this opportunity. According to statistics, 85 percent of them chose blue-collar jobs. Many applicants received job offers while still studying. Internships take place at real production facilities, including Roscosmos, Rostec and other flagships of the capital’s industry.

The project is being implemented with the support of Moscow’s largest employers. The Professions of the Future Center cooperates with more than three thousand companies, and its aggregated database contains over 500 thousand current vacancies.

The project is already attracting interest from other regions. The capital’s authorities are ready for cooperation and exchange of best practices in the field of career guidance and personnel training.

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

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

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

https: //vv.mos.ru/nevs/ite/152979073/

MIL OSI Russia News –

April 22, 2025
MIL-OSI Russia: Sergei Sobyanin approved plans to replace elevators in residential buildings

Translartion. Region: Russians Fedetion –

Source: Moscow Government – Government of Moscow –

Sergei Sobyanin approved plans for the implementation of the program for replacing elevator equipment in apartment buildings. The Deputy Mayor of Moscow for Housing and Public Utilities and Improvement made a report on this topic Petr BiryukovIn 2025, it is planned to replace 4,265 elevators in the capital’s buildings.

There are over 117,000 elevators installed in Moscow apartment buildings. This is almost a quarter of their total number in Russia. About 22,000 residential buildings are equipped with elevators, more than 65 percent of which are higher than 10 stories.

As of 2010, over 17 percent of elevators in Moscow apartment buildings were beyond their service life. Without appropriate measures, their number could exceed 25 percent of the total number of elevators in the next few years.

In 2011, the Moscow Government decided to implement a large-scale program to replace elevator equipment in the housing stock. Since 2015, this work has continued as part of the regional capital repair program.

In total, since 2011, about 49.2 thousand new elevators have been installed in residential buildings in the capital (42 percent of the total number of elevators in Moscow apartment buildings), which are used by almost four million city residents.

Thanks to a systematic approach to solving the problem, since 2018 there are no elevators in the capital’s housing stock that exceed the 25-year service life. Replacement is carried out on a planned basis – in the year of expiration of the established service life.

In 2025–2034, 50.9 thousand elevators will be replaced within the framework of the regional program. Thus, in total, 100.1 thousand elevators will be replaced in Moscow in 2011–2034.

New Moscow elevators meet the most modern requirements for safety, operating comfort and appearance, including:

— an extended doorway (up to 700–800 millimetres) for comfortable access to the cabin for passengers with a wheelchair or baby carriage — if possible, where the dimensions of the elevator shaft allow;

— modern wear-resistant finish in elevator cabins: for example, elevator cabin panels are made of metal-plastic, and the floor covering is made of corrugated aluminum;

– a control panel finished in polished stainless steel with a built-in electronic display, push-button elements with circular stainless steel backlighting, as well as modern full-color light panels;

— energy-efficient LED lamps and indication systems – they provide energy savings;

— infrared sensors that prevent the elevator doors from closing if there is a passenger or cargo in the plane of the doorway;

— frequency converter of the main drive motor of elevators — it allows to smooth out peak loads on the power supply system of the house and increases the service life of the motor and kinematic elements of the elevator many times;

— frequency converter of the motor in the door drive, which increases the service life of the mechanism and reduces the noise level;

— handrails, Braille buttons in the cabin — for passengers with disabilities.

The elevator equipment installed as part of the regional capital repair program is manufactured in Russia. At the same time, since 2015, the bulk of the replaced elevators were supplied by enterprises of the Moscow region – Karacharovsky Mechanical and Shcherbinsky Elevator-Building Plants. Their production capacities allow them to fully meet the need for elevator equipment for the implementation of the program for its replacement in all apartment buildings of the city.

To improve the efficiency of work and support Russian production, amendments were made to federal legislation at the initiative of the Moscow Government in 2024. They allow the regional operator (the Moscow capital repairs fund) to centrally purchase equipment and materials for capital repairs, as well as to conclude long-term contracts for their supply with counter investment obligations of the supplier to localize production on the territory of the subject.

Such contracts guarantee the supply of high-quality equipment, and allow the creation of conditions for opening new production capacities and jobs. They also ensure import substitution and localization of production.

In 2024, the capital repair fund signed special contracts with the Karacharovsky Mechanical Plant and the Shcherbinsky Elevator-Building Plant. They provide for the delivery of over 45 thousand modern elevators over 10 years.

At the same time, all delivered elevators must comply with a single standard, have high technical characteristics and a modern design. In particular, the new elevators are distinguished by low noise and vibration levels, smooth acceleration and braking. The cabins stop exactly flush with the floor of the floor, they have a TFT display, a mirror and a handrail on the back or side wall, and the walls are painted with special anti-vandal paint.

As part of the implementation of special contracts, the Karacharovsky Mechanical Plant and the Shcherbinsky Elevator-Building Plant will carry out large-scale modernization, build new production buildings and localize serial production of new-generation passenger elevators.

The implementation of special contracts will guarantee the supply of high-quality elevator equipment for the implementation of the regional capital repair program.

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/12647050/

MIL OSI Russia News –

April 22, 2025
MIL-OSI Russia: Polytechnic University Accepts the Challenge

Translartion. Region: Russians Fedetion –

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

The Peter the Great St. Petersburg Polytechnic University hosted a roadshow of the National Prize in Future Technologies “Challenge”. The organizers explained what the new scientific award is and what the criteria for selecting the winners are. The special guest of the meeting was the 2024 laureate of the prize in the “Perspective” nomination, the outstanding Russian chemist Leonid Fershtat, who gave a lecture on his scientific developments.

Opening the event, the first vice-rector of SPbPU, Corresponding Member of the Russian Academy of Sciences Vitaly Sergeev noted that the future of the country depends on the level of development of science, the quality and quantity of innovative developments. Vitaly Vladimirovich called on young scientists to actively follow the example of the participants of the “Challenge” award, and not only generate ideas, but also popularize science.

“Behind every seemingly simple and obvious solution, such as this laser pointer, there are scientific discoveries of its time,” Vitaly Sergeev emphasized. “That is why I would like today’s meeting to give you motivation and a desire to do science, to realize how high the prestige of a scientist is in our country, and to inspire you to new achievements.”

In her welcoming speech, First Deputy Chairperson of the Committee for Science and Higher Education of St. Petersburg Irina Ganus noted the importance of creativity in the activities of young people and the significance of projects such as the National Challenge Prize for motivating young scientists.

In turn, the Vice President of the Foundation for the Development of Scientific and Cultural Relations “Challenge” Elena Eremenko emphasized that stimulating creativity and involving young people in scientific activities is the main goal of the award, and expressed hope for an increase in the number of applications from scientists in St. Petersburg in general and from SPbPU in particular.

“We see our mission in creating an environment in which science, technology and knowledge are the most important values of society for solving the social and technological problems of the country,” said Elena Eremenko. “It is important that scientists become heroes of our time, real stars and role models for the younger generation. We show with real examples that it is possible to achieve success in science and be in demand.”

Chairman of the Scientific Committee of the National Prize in the Field of Future Technologies “Challenge”, Doctor of Physical and Mathematical Sciences, Head of the Materials Design Laboratory, Distinguished Professor of the Skolkovo Institute of Science and Technology, Professor of the Russian Academy of Sciences, Head of the Department of Materials Science of Semiconductors and Dielectrics of the University of MISiS Artem Oganov spoke about the features of submitting applications for the “Challenge” Prize and the differences between the prize and other scientific awards.

“Awards are needed, on the one hand, to attract scientists’ attention to certain areas, and on the other hand, to attract investment in science,” said Artem Oganov, emphasizing that the quality of the award depends on the quality of its laureates. And in the case of the “Challenge” award, according to him, all the laureates are real, active and successful scientists.

The application procedure for participation in the award is very simple: you just need to write a short message to the committee about your development. You don’t need to collect any documents. And then experts will take over, check everything and make a decision. Applications for the award are open on the website premiumchallenge.rf until May 21.

The roadshow was completed by the winner of the 2024 National Prize in the Field of Future Technologies “Challenge” in the “Perspective” nomination, Doctor of Chemical Sciences, Head of the Laboratory of Nitrogen-Containing Compounds of the N. D. Zelinsky Institute of Organic Chemistry of the Russian Academy of Sciences, Professor of the Joint Department of the N. D. Zelinsky Institute of Organic Chemistry of the National Research University Higher School of Economics Leonid Fershtat. In the lecture “There is no such thing as too much nitrogen: why are heterocycles with a high nitrogen content needed?” the scientist presented his developments in the field of creating new organic substances based on nitrogen-oxygen heterocyclic compounds. Heterocyclic compounds are widespread in living organisms, so these studies can contribute to the creation of new drugs. On the other hand, the bonds “carbon – nitrogen”, “nitrogen – nitrogen” and “nitrogen – oxygen” have high energy, which makes it possible to create energy-intensive materials on their basis that can be useful in the aerospace and mining industries.

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 22, 2025
MIL-OSI: Devon Energy Unveils Value Enhancing Business Optimization Plan
Source: GlobeNewswire (MIL-OSI)

HIGHLIGHTS
- Targeting $1 billion in annual pre-tax free cash flow improvements
- Business optimization plan underway to improve margins and capital efficiency
- Plan includes improvements to base production performance, midstream commercial terms and corporate costs
- Expected to be completed by the end of 2026, with 30 percent achieved by year-end 2025
OKLAHOMA CITY, April 22, 2025 (GLOBE NEWSWIRE) — Devon Energy Corp. (NYSE: DVN) today announced its business optimization plan to improve margins and capital efficiency, growing free cash flow generation and driving significant shareholder value.

“I’m excited to announce the details of our business optimization plan, set to enhance margins and deliver $1 billion in annual pre-tax free cash flow improvements by year end 2026,” said Clay Gaspar, president and CEO. “This milestone reflects the commitment, ingenuity, and talent of our employees, whose hard work and ongoing efforts continue to drive Devon’s success. This is an opportune time for us to take on this initiative, as we leverage recent leadership changes across the organization, bringing fresh perspectives and new ideas. Given the challenging market and shifting competitive landscape, this is the right moment to focus internally and improve our profitability. Importantly, this effort will create significant shareholder value by expanding our free cash flow generation and enhancing the durability of our business.”

“Our organization has been diligently advancing this initiative and has already secured marketing agreements to drive a material margin improvement through year-end 2026. Concurrently, we have implemented technological advancements, including advanced analytics and process automation, that are further enhancing our operating performance. These combined efforts are anticipated to achieve approximately $300 million of cash flow uplift by the end of 2025, reinforcing our financial resilience. We have clear visibility into the remaining objectives and are highly confident in our ability to execute this plan effectively,” Gaspar added.

PLAN PATHWAY AND TIMING TO DELIVER

Devon is committed to improving its pre-tax free cash flow generation by taking steps to deliver $1.0 billion in annual improvements. The plan includes actions to achieve more efficient field-level operations and improvements in drilling and completion costs while improving operating margins and corporate costs. Approximately 30 percent of the estimated improvements are expected to be accomplished by year-end 2025, with the remaining savings realized by year-end 2026.

The business optimization plan includes improvements in the following categories:

Capital Efficiency – $300 million
Capture efficiencies through design optimization, cycle time reductions, facility standardization and vendor management.

Production Optimization –$250 million
Use advanced analytics to minimize maintenance events, reduce downtime, flatten production declines and optimize operating cost structure.

Commercial Opportunities – $300 million
Leverage scale to enhance commercial contracts to increase realizations, improve recoveries and lower GP&T cost structure.

Corporate Cost Reductions – $150 million
Reduce interest expense and streamline corporate cost structure.

“We are committed to transparency and accountability and will provide stakeholders with periodic updates on our progress,” Gaspar concluded.

The company will provide additional details around the optimization plan during its scheduled first-quarter 2025 earnings conference call on Wednesday, May 7, 2025, at 10 a.m. CDT (11 a.m. EDT). Also provided with today’s release is a supplemental presentation, which is available on the company’s website at www.devonenergy.com.

ABOUT DEVON ENERGY

Devon Energy is a leading oil and gas producer in the U.S. with a diversified multi-basin portfolio headlined by a world-class acreage position in the Delaware Basin. Devon’s disciplined cash-return business model is designed to achieve strong returns, generate free cash flow and return capital to shareholders, while focusing on safe and sustainable operations. For more information, please visit www.devonenergy.com.

FORWARD LOOKING STATEMENTS

This press release includes “forward-looking statements” within the meaning of the federal securities laws. Such statements include those concerning strategic plans, our expectations and objectives for future operations, as well as other future events or conditions, and are often identified by use of the words and phrases “expects,” “believes,” “will,” “would,” “could,” “continue,” “may,” “aims,” “likely to be,” “intends,” “forecasts,” “projections,” “estimates,” “plans,” “expectations,” “targets,” “opportunities,” “potential,” “anticipates,” “outlook” and other similar terminology. All statements, other than statements of historical facts, included in this press release that address activities, events or developments that Devon expects, believes or anticipates will or may occur in the future are forward-looking statements. Such statements are subject to a number of assumptions, risks and uncertainties, many of which are beyond our control. Consequently, actual future results could differ materially and adversely from our expectations due to a number of factors, including, but not limited to: the risk that we are unable to successfully implement the improvements discussed in this release on the anticipated timeline or at all, which could delay or prevent us from realizing any benefits from the business optimization plan; commodity prices, cost structures and the other assumptions underlying our forecasted value uplift from the business optimization plan could differ materially from actual results; market and geopolitical uncertainty as a result of changes in trade relations and policies, such as the imposition of tariffs by the U.S., China or other countries; and any of the other risks and uncertainties discussed in Devon’s 2024 Annual Report on Form 10-K (the “2024 Form 10-K”) or other filings with the SEC.

The forward-looking statements included in this press release speak only as of the date of this press release, represent management’s current reasonable expectations as of the date of this press release and are subject to the risks and uncertainties identified above as well as those described elsewhere in the 2024 Form 10-K and in other documents we file from time to time with the SEC. We cannot guarantee the accuracy of our forward-looking statements, and readers are urged to carefully review and consider the various disclosures made in the 2024 Form 10-K and in other documents we file from time to time with the SEC. All subsequent written and oral forward-looking statements attributable to Devon, or persons acting on its behalf, are expressly qualified in their entirety by the cautionary statements above. We do not undertake, and expressly disclaim, any duty to update or revise our forward-looking statements based on new information, future events or otherwise.

The MIL Network –
April 22, 2025
MIL-OSI: Best Retargeting Ads Platform (2025): Meta Pixel Recognized As Top Ad Retargeting Solution by Software Experts
Source: GlobeNewswire (MIL-OSI)

NEW YORK CITY, April 22, 2025 (GLOBE NEWSWIRE) — Software Experts has recognized Meta Pixel as a top solution for ad retargeting, emphasizing its role in helping businesses optimize ad performance and improve conversion rates.

Top Ad Retargeting Platform
- Meta Pixel – a tracking and analytics tool that helps businesses measure ad performance, optimize targeting, and retarget website visitors across Meta’s technologies
This article is sponsored by Meta. Links in content may be eligible for commission.

As part of the broader Meta for Business ecosystem, Meta Pixel provides marketers with unparalleled tools for tracking user interactions, refining audience targeting, and driving more effective advertising campaigns.

Meta for Business: A Holistic Approach to Digital Marketing

Meta for Business offers a comprehensive suite of tools designed to help companies of all sizes scale their marketing efforts across Facebook, Messenger, Instagram, and WhatsApp. Businesses can leverage advanced ad solutions from Meta, AI-enabled automation, and data-driven insights to enhance audience reach, personalize ad delivery, and optimize marketing spend.

At the core of this ecosystem is Meta Pixel, an analytics tool that enables advertisers to measure, refine, and enhance their digital campaigns. By integrating Meta Pixel with the Meta advertising system, businesses gain access to highly accurate data that informs marketing strategies, ensuring they reach the right audiences with the right messages at the right time.

Meta Pixel: Transforming Ad Retargeting

Meta Pixel is a JavaScript code snippet that businesses can embed on their websites to track visitor interactions and link them back to the Meta advertising network. This capability allows businesses to analyze customer behavior, measure campaign effectiveness, and implement sophisticated retargeting strategies that keep their brand top-of-mind for potential customers.

With online advertising becoming increasingly competitive, the ability to track user actions—such as page views, product clicks, and purchases—is crucial for refining ad strategies and improving return on investment (ROI). Meta Pixel provides businesses with the data-driven insights necessary to create highly targeted custom audiences, optimize ad delivery, and measure cross-device conversions, making it one of the most effective tools for digital advertisers.

Key Features of Meta Pixel

Meta Pixel is designed with advanced features that empower businesses to track, analyze, and refine their advertising campaigns. Some of its standout features include:
- Ad Delivery Optimization – Meta Pixel helps advertisers optimize ad placement by ensuring their content reaches users most likely to take action.
- Custom Audiences – Businesses can build audiences based on specific behaviors, such as users who visited a particular page or added products to their cart but did not complete the purchase.
- Cross-Device Tracking – Meta Pixel monitors customer activity across multiple devices, helping businesses understand how users interact with ads on mobile, desktop, and tablet.
- Advanced Matching – This feature allows advertisers to securely match customer data (such as email addresses and phone numbers) with the Meta user base to improve audience targeting and attribution accuracy.
- Event Tracking – Meta Pixel enables businesses to track key conversion events, including purchases, sign-ups, form submissions, and video views, helping them refine ad performance over time.
- Dynamic Ads Integration – By connecting Meta Pixel with dynamic Ads, businesses can automatically show relevant products to users who have expressed interest, increasing the likelihood of conversions.
The Benefits of Using Meta Pixel

Software Experts highlights several major benefits of Meta Pixel that contribute to its recognition as a top ad retargeting tool:

1. Improved Ad Performance & ROI

By tracking user interactions and identifying high-intent audiences, Meta Pixel helps businesses reduce wasted ad spend and improve overall conversion rates. Advertisers can refine their targeting strategies to ensure their budget is spent on users who are most likely to convert.

2. Smarter Audience Targeting

With custom audiences and lookalike audiences, businesses can create more personalized ad experiences that resonate with potential customers. This leads to higher engagement, lower cost per acquisition, and increased brand loyalty.

3. Enhanced Attribution & Measurement

Meta Pixel provides comprehensive data insights, allowing advertisers to track the customer journey and determine which ads drive conversions. With these insights, businesses can optimize their campaigns in real time, reallocating budgets to the most effective strategies.

4. Seamless Integration with the Meta Advertising Ecosystem

Meta Pixel is fully integrated with Meta Ads Manager, providing businesses with a seamless way to track performance, refine strategies, and automate retargeting campaigns—all within a single solution.

Click here to explore what Meta for Business and Meta Pixel have to offer. For a more comprehensive analysis of Meta Pixel, please visit the Software Experts website.

About Meta

Meta is a global technology company committed to evolving social technology by moving beyond traditional 2D screens to immersive digital experiences. Founded on the transformative impact of Facebook in 2004, Meta has expanded its reach through technologies like Messenger, Instagram, and WhatsApp, helping people connect and communicate worldwide.

Guided by core principles that emphasize enhancing human relationships, Meta is at the forefront of developing augmented, virtual, and mixed reality technologies. Its diverse workforce brings together a broad range of perspectives to drive innovation and explore new ways for people to interact in the digital age.

Meta’s leadership team is dedicated to advancing the metaverse, a next-generation digital environment that redefines how individuals and businesses engage. By pioneering new technological frontiers, Meta continues to build the future of digital connection.

About Software Experts: Software Experts provides news and reviews of consumer products and services. Software Experts is a participant in the Meta Affiliate Marketing Program, an affiliate advertising and marketing program that pays commissions to affiliates that advertise and link to Meta if readers buy products from Meta through the links provided.

The MIL Network –
April 22, 2025
MIL-OSI: FundThrough Acquires Ampla, Strengthening its Digital-First Invoice Funding Solution

Source: GlobeNewswire (MIL-OSI)

HOUSTON and TORONTO, April 22, 2025 (GLOBE NEWSWIRE) — FundThrough, the leading fintech invoice factoring platform for small and medium-sized businesses (SMBs), today announced its acquisition of Ampla, the leading provider of financial technology solutions for consumer brands offering working capital, business banking, corporate cards, and analytics. Ampla surpassed +$2B of loan originations and handled +$5T of transaction volume through its platform. This strategic acquisition strengthens FundThrough’s digital-first ecosystem, creating an unrivaled platform explicitly designed for small businesses that sell to larger companies and wait to get paid after invoicing.

Building on its successful acquisition of Bluevine’s factoring business in 2021, FundThrough again demonstrates its ability to identify and seamlessly integrate game-changing SMB technologies. Today, FundThrough’s expanding footprint now delivers crucial invoice factoring solutions across diverse B2B sectors, including retail, manufacturing, oil and gas, technology, professional services, and food supply and agriculture, with 85 percent of its funding helping American clients.

“Business owners have increasingly been forced to act like banks for their much larger customers who extend invoice payment terms beyond reasonable lengths. They need a seamless way to bridge the cash flow gap, and FundThrough provides a tech-enabled financial solution,” said Steven Uster, FundThrough’s CEO. “Now, Ampla’s technology significantly enhances FundThrough’s AI-powered model, enabling us to level the playing field further. With Ampla, we can scale faster, enhance our credit underwriting and monitoring processes, and help even more businesses solve their number one pain point, cash flow. I’m excited to work with Anthony, a proven entrepreneur with vast knowledge in this space.”

Ampla’s CEO, Anthony Santomo, will remain a strategic advisor to FundThrough and will be joined by his core team. “I’m excited about Ampla’s acquisition by FundThrough and the potential of the combined platform to support small businesses. This strategic move enhances commerce capabilities and provides operators with greater resources to succeed,” said Santomo.

In addition to the acquisition, FundThrough also raised $25 million in its Series B round, led by existing investor Klister Credit Corp., an early and large investor in both Shopify and FundThrough. This strategic investment fuels aggressive expansion into key growth areas, including further acquisitions, investments in technology and AI, enhanced UX, and accelerated product innovation.

“Steven’s leadership has firmly established FundThrough as a bellwether in the fintech and specialty finance industry. FundThrough’s track record over the past years of uncertainty is impressive. FundThrough has stayed tightly focused on robustly serving the needs of small businesses forced to hold receivables from their much larger, better-capitalized customers,” said John Phillips, President of Klister. “The outlook for small business growth continues to be positive, and my increased investment reflects my confidence in the FundThrough team’s continuing focus on serving this important market through the best service and continual product innovation.”

“As small businesses navigate the evolving global tariffs, the best thing they can do is preserve their cash flow. FundThrough helps bridge the gap by providing peace of mind for business owners during these uncertain times,” concluded Uster.

FundThrough continues to earn recognition for its growth and technology, landing spots on the Deloitte Fast 500 and Globe & Mail’s Report on Business Top Growing Companies List.

About FundThrough
FundThrough is the leading fintech invoice factoring platform for small and medium-sized businesses (SMBs). Based in Houston and Toronto, FundThrough’s digital-first ecosystem leverages real-time financial data and predictive analytics, offering flexible, tailored financing solutions for growing businesses. Since its founding, the award-winning organization has funded over $2.7 billion of invoices. For more information, visit fundthrough.com.

FundThrough Media Contact
Nadia Milani
VP, Marketing
nmilani@fundthrough.com

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/9db241c8-59f7-4131-97fd-ac2b75586f4a

The MIL Network –

April 22, 2025
MIL-OSI: InStride’s Hybrid Clinical Cohorts Fill High-Need Roles in Healthcare
Source: GlobeNewswire (MIL-OSI)

LOS ANGELES, April 22, 2025 (GLOBE NEWSWIRE) — InStride, a human capital management company providing strategic education benefits, today announced a hybrid education model that empowers healthcare organizations to fill critical roles by developing talent from within. InStride’s hybrid clinical cohorts combine online learning with in-hospital training, enabling providers to rapidly fill critical roles such as medical assistants, surgical technologists, and radiologic technologists. With over 400 employee participants across multiple states, InStride’s model is operating at an unprecedented scale in the industry—delivering both workforce and financial impact. Already, two major healthcare systems have saved over $10 million by using this model to train surgical technologists, cutting contingent labor costs.

“Healthcare systems find their hands tied, as they can’t hire their way out of today’s clinical workforce shortages,” said Craig Maloney, CEO at InStride. “Together with our partners, we’re changing that by making it easier than ever to identify and develop that talent from within. Our hybrid clinical cohorts are a scalable and cost-effective way to fill these high-need roles, and our hands-on program support ensures both employees and organizations see results.”

Addressing critical healthcare workforce shortages

Allied health professionals make up over 60% of the healthcare workforce, yet many of these roles face significant shortages. For example, radiology technologist vacancies have surged to 18%, nearly triple the rate from three years ago, delaying imaging services and prolonging hospital stays. Healthcare organizations must find solutions to train and retain this talent internally rather than relying solely on external hiring.

InStride’s hybrid, cohort-based approach

Unlike traditional training models, InStride partners with healthcare providers to develop clinical cohorts tailored to address specific workforce needs. By combining structured online learning with hands-on experience, these programs are designed for efficiency, higher completion rates, and real-world impact.

Key features of hybrid clinical cohorts include:
- Cohort-based learning: Employees progress through structured programs together, fostering peer support and improved completion rates.
- Custom pathways for high-demand roles: Programs cover medical assistants, surgical technologists, and emerging pathways for radiologic technologists and cytologists.
- On-the-job training: Integration with onsite hospital training programs ensures learners gain real-world experience while earning credentials.
Unmatched support from start to finish

InStride’s clinical cohorts ease strain on healthcare teams by delivering end-to-end support that sets employees up for success. From cohort design to clinical training, InStride works closely with healthcare leaders and academic partners to ensure the right participants are enrolled and fully supported. With clear visibility into employee progress, organizations can confidently fill high-need roles with employees who are ready to step in and make an impact.

Proven impact

Franklin University, one of InStride’s academic partners collaborating to deliver clinical cohorts, offers a clear view of the model’s success:

“We have seen firsthand how these clinical cohorts drive stronger learner outcomes,” said Jonathan McCombs, Ph.D., Dean of the College of Health and Public Administration at Franklin University. “Learners consistently achieve higher pass rates on certification exams—23 percentage points above the national average on the NCCT TS-C exam—thanks to the combined strength of the program’s structure, practitioner faculty, close support, and our close alignment with workforce needs.”

By providing a clear pathway to certification, InStride’s cohort-based approach bridges the gap between education and employment in high-demand clinical fields. With stronger outcomes and ongoing support, healthcare providers build a steady pipeline of skilled professionals, reducing turnover, lowering hiring costs, and addressing workforce shortages in roles like surgical technology and beyond.

About InStride

InStride is a human capital management company that solves corporate talent challenges through strategic education benefits and skills development solutions. By breaking down barriers to learning, fostering career growth aligned with organizational goals, and simplifying program management, InStride delivers lasting impact. Partnering with forward-thinking companies like Labcorp, Adidas, and SSM Health, InStride drives meaningful social and business outcomes by providing access to life-changing education. Visit instride.com or follow InStride on LinkedIn for more information and up-to-date news.

Contact:

Sophia Puglisi
sophia.puglisi@instride.com
805.889.6273
Communications Specialist at InStride

The MIL Network –
April 22, 2025
MIL-OSI: Next Hydrogen receives $5M working capital debt financing

Source: GlobeNewswire (MIL-OSI)

MISSISSAUGA, Ontario, April 22, 2025 (GLOBE NEWSWIRE) — Next Hydrogen Solutions Inc. (“Next Hydrogen” or “Company”) (TSXV:NXH, OTC:NXHSF) is pleased to announce it has received a $5M working capital debt facility from Export Development Canada (“EDC”).

“We are grateful for this very meaningful support from EDC to help support our growth opportunities. We have a world class electrolyser design with a revolutionary cell architecture which enables highly efficient, large scale and low-cost green hydrogen production,” said Raveel Afzaal, President & CEO of Next Hydrogen. “With 75% of the world GDP having policies to grow the hydrogen economy, EDC is providing us with the opportunity to make a global impact to decarbonize hard-to-abate sectors.”

“EDC is thrilled to support Next Hydrogen’s ambitions for large scale adoption of green hydrogen solutions,” said Tushar Handiekar, group head and VP, Structured and Project Finance at EDC. “The deployment of its innovative electrolyser, combined with Next Hydrogen’s technical expertise and global partnerships can position the company as leader of Canadian innovation on the global stage, and EDC views this as the beginning of an important strategic relationship.”

About Next Hydrogen Solutions Inc.
Founded in 2007, Next Hydrogen Solutions Inc. is a designer and manufacturer of innovative water electrolyzers that use water and electricity as inputs to generate clean hydrogen for use as a green energy source or a green industrial feedstock. Next Hydrogen’s unique cell design architecture supported by 40 patents enables high current density operations and superior dynamic response to efficiently convert intermittent renewable electricity into green hydrogen on an infrastructure scale. Following successful pilots, Next Hydrogen is scaling up its technology to deliver commercial solutions to decarbonize transportation and industrial sectors. For further information: www.nexthydrogen.com

Contact Information

Raveel Afzaal, President and Chief Executive Officer
Next Hydrogen Solutions Inc.
Email: rafzaal@nexthydrogen.com
Phone: 647-961-6620
www.nexthydrogen.com

Cautionary Statements
This news release contains “forward-looking information” and “forward-looking statements”. All statements, other than statements of historical fact, are forward-looking statements and are based on expectations, estimates and projections as at the date of this news release. Any statement that involves discussions with respect to predictions, expectations, beliefs, plans, projections, objectives, assumptions, future events or performance (often but not always using phrases such as “expects”, or “does not expect”, “is expected”, “anticipates” or “does not anticipate”, “plans”, “budget”, “scheduled”, “forecasts”, “estimates”, “believes” or “intends” or variations of such words and phrases or stating that certain actions, events or results “may” or “could”, “would”, “might” or “will” be taken to occur or be achieved) are not statements of historical fact and may be forward-looking statements. Forward-looking statements are necessarily based upon a number of estimates and assumptions that, while considered reasonable, are subject to known and unknown risks, uncertainties, and other factors which may cause the actual results and future events to differ materially from those expressed or implied by such forward-looking statements. Such factors include, but are not limited to: the risks associated with the hydrogen industry in general; delays or changes in plans with respect to infrastructure development or capital expenditures; the uncertainty of estimates and projections relating to costs and expenses; failure to obtain necessary regulatory approvals; health, safety and environmental risks; uncertainties resulting from potential delays or changes in plans with respect to infrastructure developments or capital expenditures; currency exchange rate fluctuations; as well as general economic conditions, stock market volatility; and the ability to access sufficient capital. There can be no assurance that such statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on the forward-looking statements and information contained in this news release. Except as required by law, there will be no obligation to update the forward-looking statements of beliefs, opinions, projections, or other factors, should they change.

The MIL Network –

April 22, 2025

MIL-OSI: Old National Bancorp Reports First Quarter 2025 Results

Source: GlobeNewswire (MIL-OSI)

EVANSVILLE, Ind., April 22, 2025 (GLOBE NEWSWIRE) —

Old National Bancorp (NASDAQ: ONB) reports 1Q25 net income applicable to common shares of $140.6 million, diluted EPS of $0.44; $145.5 million and $0.45 on an adjusted¹basis, respectively.

CEO COMMENTARY:

“Old National reported better-than-expected first-quarter results driven by our peer-leading deposit franchise, solid loan growth and disciplined expense management,” said Chairman and CEO Jim Ryan. “These results demonstrate our ability to navigate a challenging and uncertain economic environment, setting us up favorably as we move into the second quarter and, importantly, as we prepare for our partnership with Bremer Bank which we anticipate closing on May 1, 2025.”

FIRST QUARTER HIGHLIGHTS²:

Net Income	Net income applicable to common shares of $140.6 million; adjusted net income applicable to common shares¹ of $145.5 million
Net Income	Earnings per diluted common share (“EPS”) of $0.44; adjusted EPS¹ of $0.45

Net Interest Income/NIM	Net interest income on a fully taxable equivalent basis¹ of $393.0 million
Net Interest Income/NIM	Net interest margin on a fully taxable equivalent basis¹ (“NIM”) of 3.27%, down 3 basis points (“bps”)

Operating Performance	Pre-provision net revenue¹ (“PPNR”) of $218.3 million; adjusted PPNR¹ of $224.3 million
	Noninterest expense of $268.5 million; adjusted noninterest expense¹ of $262.6 million
	Efficiency ratio¹ of 53.7%; adjusted efficiency ratio¹ of 51.8%

Deposits and Funding	Period-end total deposits of $41.0 billion, up 2.1% annualized; core deposits up 1.7% annualized
Deposits and Funding	Granular low-cost deposit franchise; total deposit costs of 191 bps, down 17 bps

Loans and Credit Quality	End-of-period total loans³ of $36.5 billion, up 1.5% annualized
	Provision for credit losses⁴ (“provision”) of $31.4 million
	Net charge-offs of $21.6 million, or 24 bps of average loans; 21 bps excluding purchased credit deteriorated (“PCD”) loans that had an allowance at acquisition
	30+ day delinquencies of 0.22% and nonaccrual loans of 1.29% of total loans

Return Profile & Capital	Return on average tangible common equity¹ (“ROATCE”) of 15.0%; adjusted ROATCE¹ of 15.5% Preliminary regulatory Tier 1 common equity to risk-weighted assets of 11.62%, up 24 bps

Notable Items	$5.9 million of pre-tax merger-related charges

¹Non-GAAP financial measure that management believes is useful in evaluating the financial results of the Company – refer to the Non-GAAP reconciliations contained in this release ²Comparisons are on a linked-quarter basis, unless otherwise noted ³Includes loans held-for-sale ⁴Includes the provision for unfunded commitments

RESULTS OF OPERATIONS²
Old National Bancorp (“Old National”) reported first quarter 2025 net income applicable to common shares of $140.6 million, or $0.44 per diluted common share.

Included in first quarter results were pre-tax charges of $5.9 million for merger-related expenses. Excluding these charges and realized debt securities losses from the current quarter, adjusted net income¹ was $145.5 million, or $0.45 per diluted common share.

DEPOSITS AND FUNDING
Growth in core deposits driven by normal seasonal patterns in business checking and public funds, along with growth in community deposits.

Period-end total deposits were $41.0 billion, up 2.1% annualized; core deposits up 1.7% annualized.
On average, total deposits for the first quarter were $40.5 billion, down 6.2% annualized.
Granular low-cost deposit franchise; total deposit costs of 191 bps, down 17 bps.
A loan to deposit ratio of 89%, combined with existing funding sources, provides strong liquidity.

LOANS
Balanced commercial loan production, growth and pipeline.

Period-end total loans³ were $36.5 billion, up 1.5% annualized; up 2.3% annualized excluding $71 million of commercial real estate loan sales.
Total commercial loan production in the first quarter was $1.5 billion; period-end commercial pipeline totaled $3.4 billion.
Average total loans in the first quarter were $36.3 billion, a decrease of $128.2 million, or down 1.4% annualized.

CREDIT QUALITY
Resilient credit quality continues to be a hallmark of Old National.

Provision⁴ expense was $31.4 million compared to $27.0 million.
Net charge-offs were $21.6 million, or 24 bps of average loans compared to 21 bps.
- Excluding PCD loans that had an allowance for credit losses established at acquisition, net charge-offs to average loans were 21 bps compared to 17 bps.
30+ day delinquencies as a percentage of loans were 0.22% compared to 0.27%.
Nonaccrual loans as a percentage of total loans were 1.29% compared to 1.23%.
Loans acquired from previous acquisitions were recorded at fair value at the acquisition date. The remaining discount on these acquired loans was $119.2 million.
The allowance for credit losses, including the allowance for credit losses on unfunded commitments, stood at $424.0 million, or 1.16% of total loans, compared to $414.2 million, or 1.14% of total loans.

NET INTEREST INCOME AND MARGIN
Lower reflective of lower accretion and number of days.

Net interest income on a fully taxable equivalent basis¹ decreased to $393.0 million compared to $400.0 million, driven by lower accretion, fewer days in the quarter and earning asset mix, partly offset by lower funding costs.
Net interest margin on a fully taxable equivalent basis¹ decreased 3 bps to 3.27%.
Accretion income on loans and borrowings was $12.3 million, or 10 bps of net interest margin¹, compared to $18.5 million, or 15 bps of net interest margin¹.
Cost of total deposits was 1.91%, decreasing 17 bps and the cost of total interest-bearing deposits decreased 25 bps to 2.46%.

NONINTEREST INCOME
Impacted by seasonally lower bank fees and lower company-owned life insurance.

Total noninterest income was $93.8 million compared to $95.8 million.
Noninterest income decreased 2.1% driven by seasonally lower bank fees and lower company-owned life insurance.
- Other income was impacted by $4.8 million of gains on the sale of $71 million of commercial real estate loans in the first quarter of 2025 and $8 million of equity investments recoveries in the fourth quarter of 2024.

NONINTEREST EXPENSE
Disciplined expense management.

Noninterest expense was $268.5 million and included $5.9 million of merger-related charges.
- Excluding merger-related charges, adjusted noninterest expense¹ was $262.6 million, compared to $268.7 million; decrease driven by lower FDIC assessment expense and tax credit amortization.
The efficiency ratio¹ was 53.7%, while the adjusted efficiency ratio¹ was 51.8% compared to 54.4% and 51.8%, respectively.

INCOME TAXES

Income tax expense was $36.9 million, resulting in an effective tax rate of 20.3% compared to 17.3%. On an adjusted fully taxable equivalent (“FTE”) basis, the effective tax rate was 22.6% compared to 19.8%.
- The effective tax rate for the first quarter of 2025 was impacted by $1.2 million for the vesting of employee stock compensation and the fourth quarter of 2024 was impacted by $5.9 million for the resolution of tax matters.
Income tax expense included $5.3 million of tax credit benefit compared to $5.2 million.

CAPITAL
Capital ratios remain strong.

Preliminary total risk-based capital up 31 bps to 13.68% and preliminary regulatory Tier 1 capital up 25 bps to 12.23%, as strong retained earnings drive capital.
Tangible common equity to tangible assets was 7.76%, up 4.7%.

CONFERENCE CALL AND WEBCAST
Old National will host a conference call and live webcast at 9:00 a.m. Central Time on Tuesday, April 22, 2025, to review first quarter financial results. The live audio webcast link and corresponding presentation slides will be available on the Company’s Investor Relations website at oldnational.com and will be archived there for 12 months. To listen to the live conference call, dial U.S. (800) 715-9871 or International (646) 307-1963, access code 5176690. A replay of the call will also be available from approximately noon Central Time on April 22, 2025 through May 6, 2025. To access the replay, dial U.S. (800) 770-2030 or International (647) 362-9199; Access code 5176690.

ABOUT OLD NATIONAL
Old National Bancorp (NASDAQ: ONB) is the holding company of Old National Bank. As the sixth largest commercial bank headquartered in the Midwest, Old National proudly serves clients primarily in the Midwest and Southeast. With approximately $54 billion of assets and $29 billion of assets under management, Old National ranks among the top 30 banking companies headquartered in the United States. Tracing our roots to 1834, Old National focuses on building long-term, highly valued partnerships with clients while also strengthening and supporting the communities we serve. In addition to providing extensive services in consumer and commercial banking, Old National offers comprehensive wealth management and capital markets services. For more information and financial data, please visit Investor Relations at oldnational.com. In 2024, Points of Light named Old National one of “The Civic 50” – an honor reserved for the 50 most community-minded companies in the United States.

USE OF NON-GAAP FINANCIAL MEASURES
The Company’s accounting and reporting policies conform to U.S. generally accepted accounting principles (“GAAP”) and general practices within the banking industry. As a supplement to GAAP, the Company provides non-GAAP performance results, which the Company believes are useful because they assist investors in assessing the Company’s operating performance. Where non-GAAP financial measures are used, the comparable GAAP financial measure, as well as the reconciliation to the comparable GAAP financial measure, can be found in the tables at the end of this release.

The Company presents EPS, the efficiency ratio, return on average common equity, return on average tangible common equity, and net income applicable to common shares, all adjusted for certain notable items. These items include merger-related charges associated with completed and pending acquisitions, debt securities gains/losses, separation expense, CECL Day 1 non-PCD provision expense, distribution of excess pension assets expense, and FDIC special assessment expense. Management believes excluding these items from EPS, the efficiency ratio, return on average common equity, and return on average tangible common equity may be useful in assessing the Company’s underlying operational performance since these items do not pertain to its core business operations and their exclusion may facilitate better comparability between periods. Management believes that excluding merger-related charges from these metrics may be useful to the Company, as well as analysts and investors, since these expenses can vary significantly based on the size, type, and structure of each acquisition. Additionally, management believes excluding these items from these metrics may enhance comparability for peer comparison purposes.

Income tax expense, provision for credit losses, and the certain notable items listed above are excluded from the calculation of pre-provision net revenues, adjusted due to the fluctuation in income before income tax and the level of provision for credit losses required. Management believes adjusted pre-provision net revenues may be useful in assessing the Company’s underlying operating performance and their exclusion may facilitate better comparability between periods and for peer comparison purposes.

The Company presents adjusted noninterest expense, which excludes merger-related charges associated with completed and pending acquisitions, separation expense, distribution of excess pension assets expense, and FDIC special assessment expense, as well as adjusted noninterest income, which excludes debt securities gains/losses. Management believes that excluding these items from noninterest expense and noninterest income may be useful in assessing the Company’s underlying operational performance as these items either do not pertain to its core business operations or their exclusion may facilitate better comparability between periods and for peer comparison purposes.

The tax-equivalent adjustment to net interest income and net interest margin recognizes the income tax savings when comparing taxable and tax-exempt assets. Interest income and yields on tax-exempt securities and loans are presented using the current federal income tax rate of 21%. Management believes that it is standard practice in the banking industry to present net interest income and net interest margin on a fully tax-equivalent basis and that it may enhance comparability for peer comparison purposes.

In management’s view, tangible common equity measures are capital adequacy metrics that may be meaningful to the Company, as well as analysts and investors, in assessing the Company’s use of equity and in facilitating comparisons with peers. These non-GAAP measures are valuable indicators of a financial institution’s capital strength since they eliminate intangible assets from stockholders’ equity and retain the effect of accumulated other comprehensive loss in stockholders’ equity.

Although intended to enhance investors’ understanding of the Company’s business and performance, these non-GAAP financial measures should not be considered an alternative to GAAP. In addition, these non-GAAP financial measures may differ from those used by other financial institutions to assess their business and performance. See the following reconciliations in the “Non-GAAP Reconciliations” section for details on the calculation of these measures to the extent presented herein.

FORWARD-LOOKING STATEMENTS
This communication contains certain “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 (the “Act”), notwithstanding that such statements are not specifically identified as such. In addition, certain statements may be contained in our future filings with the Securities and Exchange Commission (“SEC”), in press releases, and in oral and written statements made by us that are not statements of historical fact and constitute forward‐looking statements within the meaning of the Act. These statements include, but are not limited to, descriptions of Old National’s financial condition, results of operations, asset and credit quality trends, profitability and business plans or opportunities. Forward-looking statements can be identified by the use of words such as “anticipate,” “believe,” “contemplate,” “continue,” “could,” “estimate,” “expect,” “guidance,” “intend,” “may,” “outlook,” “plan,” “potential,” “predict,” “should,” “would,” and “will,” and other words of similar meaning. These forward-looking statements express management’s current expectations or forecasts of future events and, by their nature, are subject to risks and uncertainties. There are a number of factors that could cause actual results or outcomes to differ materially from those in such statements, including, but not limited to: competition; government legislation, regulations and policies, including trade and tariff policies; the ability of Old National to execute its business plan; unanticipated changes in our liquidity position, including but not limited to changes in our access to sources of liquidity and capital to address our liquidity needs; changes in economic conditions and economic and business uncertainty which could materially impact credit quality trends and the ability to generate loans and gather deposits; inflation and governmental responses to inflation, including increasing interest rates; market, economic, operational, liquidity, credit, and interest rate risks associated with our business; our ability to successfully manage our credit risk and the sufficiency of our allowance for credit losses; the possibility that the merger (the “Merger”) between Old National and Bremer Financial Corporation (“Bremer”) does not close when expected; the expected cost savings, synergies and other financial benefits from the Merger not being realized within the expected time frames and costs or difficulties relating to integration matters being greater than expected; potential adverse reactions or changes to business or employee relationships, including those resulting from the completion of the Merger; the impact of purchase accounting with respect to the Merger, or any change in the assumptions used regarding the assets acquired and liabilities assumed to determine their fair value and credit marks; risks relating to the potential dilutive effect of shares of Old National’s common stock to be issued in the Merger; the potential impact of future business combinations on our performance and financial condition, including our ability to successfully integrate the businesses, the success of revenue-generating and cost reduction initiatives and the diversion of management’s attention from ongoing business operations and opportunities; failure or circumvention of our internal controls; operational risks or risk management failures by us or critical third parties, including without limitation with respect to data processing, information systems, cybersecurity, technological changes, vendor issues, business interruption, and fraud risks; significant changes in accounting, tax or regulatory practices or requirements; new legal obligations or liabilities; disruptive technologies in payment systems and other services traditionally provided by banks; failure or disruption of our information systems; computer hacking and other cybersecurity threats; the effects of climate change on Old National and its customers, borrowers, or service providers; the impacts of pandemics, epidemics and other infectious disease outbreaks; other matters discussed in this communication; and other factors identified in our Annual Report on Form 10-K for the year ended December 31, 2024 and other filings with the SEC. These forward-looking statements are made only as of the date of this communication and are not guarantees of future results, performance or outcomes, and Old National does not undertake an obligation to update these forward-looking statements to reflect events or conditions after the date of this communication.

CONTACTS:
Media: Rick Vach		Investors: Lynell Durchholz
(904) 535-9489		(812) 464-1366
Rick.Vach@oldnational.com		Lynell.Durchholz@oldnational.com


Financial Highlights (unaudited)
($ and shares in thousands, except per share data)

	Three Months Ended
	March 31,			December 31,			September 30,			June 30,			March 31,
		2025			2024			2024			2024			2024
Income Statement
Net interest income	$	387,643		$	394,180		$	391,724		$	388,421		$	356,458
FTE adjustment^1,3		5,360			5,777			6,144			6,340			6,253
Net interest income – tax equivalent basis³		393,003			399,957			397,868			394,761			362,711
Provision for credit losses		31,403			27,017			28,497			36,214			18,891
Noninterest income		93,794			95,766			94,138			87,271			77,522
Noninterest expense		268,471			276,824			272,283			282,999			262,317
Net income available to common shareholders	$	140,625		$	149,839		$	139,768		$	117,196		$	116,250
Per Common Share Data
Weighted average diluted shares		321,016			318,803			317,331			316,461			292,207
EPS, diluted	$	0.44		$	0.47		$	0.44		$	0.37		$	0.40
Cash dividends		0.14			0.14			0.14			0.14			0.14
Dividend payout ratio²		32	%		30	%		32	%		38	%		35	%
Book value	$	19.71		$	19.11		$	19.20		$	18.28		$	18.24
Stock price		21.19			21.71			18.66			17.19			17.41
Tangible book value³		12.54			11.91			11.97			11.05			11.10
Performance Ratios
ROAA		1.08	%		1.14	%		1.08	%		0.92	%		0.98	%
ROAE		9.1	%		9.8	%		9.4	%		8.2	%		8.7	%
ROATCE³		15.0	%		16.4	%		16.0	%		14.1	%		14.9	%
NIM (FTE)³		3.27	%		3.30	%		3.32	%		3.33	%		3.28	%
Efficiency ratio³		53.7	%		54.4	%		53.8	%		57.2	%		58.3	%
NCOs to average loans		0.24	%		0.21	%		0.19	%		0.16	%		0.14	%
ACL on loans to EOP loans		1.10	%		1.08	%		1.05	%		1.01	%		0.95	%
ACL⁴ to EOP loans		1.16	%		1.14	%		1.12	%		1.08	%		1.03	%
NPLs to EOP loans		1.29	%		1.23	%		1.22	%		0.94	%		0.98	%
Balance Sheet (EOP)
Total loans	$	36,413,944		$	36,285,887		$	36,400,643		$	36,150,513		$	33,623,319
Total assets		53,877,944			53,552,272			53,602,293			53,119,645			49,534,918
Total deposits		41,034,572			40,823,560			40,845,746			39,999,228			37,699,418
Total borrowed funds		5,447,054			5,411,537			5,449,096			6,085,204			5,331,161
Total shareholders’ equity		6,534,654			6,340,350			6,367,298			6,075,072			5,595,408
Capital Ratios³
Risk-based capital ratios (EOP):
Tier 1 common equity		11.62	%		11.38	%		11.00	%		10.73	%		10.76	%
Tier 1 capital		12.23	%		11.98	%		11.60	%		11.33	%		11.40	%
Total capital		13.68	%		13.37	%		12.94	%		12.71	%		12.74	%
Leverage ratio (average assets)		9.44	%		9.21	%		9.05	%		8.90	%		8.96	%
Equity to assets (averages)		12.01	%		11.78	%		11.60	%		11.31	%		11.32	%
TCE to TA		7.76	%		7.41	%		7.44	%		6.94	%		6.86	%
Nonfinancial Data
Full-time equivalent employees		4,028			4,066			4,105			4,267			3,955
Banking centers		280			280			280			280			258
¹ Calculated using the federal statutory tax rate in effect of 21% for all periods.
² Cash dividends per common share divided by net income per common share (basic).
³ Represents a non-GAAP financial measure. Refer to the “Non-GAAP Measures” table for reconciliations to GAAP financial measures. March 31, 2025 capital ratios are preliminary.
⁴ Includes the allowance for credit losses on loans and unfunded loan commitments.

FTE – Fully taxable equivalent basis ROAA – Return on average assets ROAE – Return on average equity ROATCE – Return on average tangible common equity NCOs – Net Charge-offs ACL – Allowance for Credit Losses EOP – End of period actual balances NPLs – Non-performing Loans TCE – Tangible common equity TA – Tangible assets


Income Statement (unaudited)
($ and shares in thousands, except per share data)
	Three Months Ended
	March 31,			December 31,			September 30,			June 30,			March 31,
		2025			2024			2024			2024			2024
Interest income	$	630,399		$	662,082		$	679,925		$	663,663		$	595,981
Less: interest expense		242,756			267,902			288,201			275,242			239,523
Net interest income		387,643			394,180			391,724			388,421			356,458
Provision for credit losses		31,403			27,017			28,497			36,214			18,891
Net interest income after provision for credit losses		356,240			367,163			363,227			352,207			337,567
Wealth and investment services fees		29,648			30,012			29,117			29,358			28,304
Service charges on deposit accounts		21,156			20,577			20,350			19,350			17,898
Debit card and ATM fees		9,991			10,991			11,362			10,993			10,054
Mortgage banking revenue		6,879			7,026			7,669			7,064			4,478
Capital markets income		4,506			5,244			7,426			4,729			2,900
Company-owned life insurance		5,381			6,499			5,315			5,739			3,434
Other income		16,309			15,539			12,975			10,036			10,470
Debt securities gains (losses), net		(76	)		(122	)		(76	)		2			(16	)
Total noninterest income		93,794			95,766			94,138			87,271			77,522
Salaries and employee benefits		148,305			146,605			147,494			159,193			149,803
Occupancy		29,053			29,733			27,130			26,547			27,019
Equipment		8,901			9,325			9,888			8,704			8,671
Marketing		11,940			12,653			11,036			11,284			10,634
Technology		22,020			21,429			23,343			24,002			20,023
Communication		4,134			4,176			4,681			4,480			4,000
Professional fees		7,919			11,055			7,278			10,552			6,406
FDIC assessment		9,700			11,970			11,722			9,676			11,313
Amortization of intangibles		6,830			7,237			7,411			7,425			5,455
Amortization of tax credit investments		3,424			4,556			3,277			2,747			2,749
Other expense		16,245			18,085			19,023			18,389			16,244
Total noninterest expense		268,471			276,824			272,283			282,999			262,317
Income before income taxes		181,563			186,105			185,082			156,479			152,772
Income tax expense		36,904			32,232			41,280			35,250			32,488
Net income	$	144,659		$	153,873		$	143,802		$	121,229		$	120,284
Preferred dividends		(4,034	)		(4,034	)		(4,034	)		(4,033	)		(4,034	)
Net income applicable to common shares	$	140,625		$	149,839		$	139,768		$	117,196		$	116,250

EPS, diluted	$	0.44		$	0.47		$	0.44		$	0.37		$	0.40
Weighted Average Common Shares Outstanding
Basic		315,925			315,673			315,622			315,585			290,980
Diluted		321,016			318,803			317,331			316,461			292,207
Common shares outstanding (EOP)		319,236			318,980			318,955			318,969			293,330


End of Period Balance Sheet (unaudited)
($ in thousands)
	March 31,			December 31,			September 30,			June 30,			March 31,
		2025			2024			2024			2024			2024
Assets
Cash and due from banks	$	486,061		$	394,450		$	498,120		$	428,665		$	350,990
Money market and other interest-earning investments		753,719			833,518			693,450			804,381			588,509
Investments:
Treasury and government-sponsored agencies		2,364,170			2,289,903			2,335,716			2,207,004			2,243,754
Mortgage-backed securities		6,458,023			6,175,103			6,085,826			5,890,371			5,566,881
States and political subdivisions		1,589,555			1,637,379			1,665,128			1,678,597			1,672,061
Other securities		755,348			781,656			783,079			775,623			760,847
Total investments		11,167,096			10,884,041			10,869,749			10,551,595			10,243,543
Loans held-for-sale, at fair value		40,424			34,483			62,376			66,126			19,418
Loans:
Commercial		10,650,615			10,288,560			10,408,095			10,332,631			9,648,269
Commercial and agriculture real estate		16,135,327			16,307,486			16,356,216			16,016,958			14,653,958
Residential real estate		6,771,694			6,797,586			6,757,896			6,894,957			6,661,379
Consumer		2,856,308			2,892,255			2,878,436			2,905,967			2,659,713
Total loans		36,413,944			36,285,887			36,400,643			36,150,513			33,623,319
Allowance for credit losses on loans		(401,932	)		(392,522	)		(380,840	)		(366,335	)		(319,713	)
Premises and equipment, net		584,664			588,970			599,528			601,945			564,007
Goodwill and other intangible assets		2,289,268			2,296,098			2,305,084			2,306,204			2,095,511
Company-owned life insurance		859,211			859,851			863,723			862,032			767,423
Accrued interest receivable and other assets		1,685,489			1,767,496			1,690,460			1,714,519			1,601,911
Total assets	$	53,877,944		$	53,552,272		$	53,602,293		$	53,119,645		$	49,534,918

Liabilities and Equity
Noninterest-bearing demand deposits	$	9,186,314		$	9,399,019		$	9,429,285		$	9,336,042		$	9,257,709
Interest-bearing:
Checking and NOW accounts		7,736,014			7,538,987			7,314,245			7,680,865			7,236,667
Savings accounts		4,715,329			4,753,279			4,781,447			4,983,811			5,020,095
Money market accounts		11,638,653			11,807,228			11,601,461			10,485,491			10,234,113
Other time deposits		6,212,898			5,819,970			6,010,070			5,688,432			4,760,659
Total core deposits		39,489,208			39,318,483			39,136,508			38,174,641			36,509,243
Brokered deposits		1,545,364			1,505,077			1,709,238			1,824,587			1,190,175
Total deposits		41,034,572			40,823,560			40,845,746			39,999,228			37,699,418

Federal funds purchased and interbank borrowings		170			385			135,263			250,154			50,416
Securities sold under agreements to repurchase		290,256			268,975			244,626			240,713			274,493
Federal Home Loan Bank advances		4,514,354			4,452,559			4,471,153			4,744,560			4,193,039
Other borrowings		642,274			689,618			598,054			849,777			813,213
Total borrowed funds		5,447,054			5,411,537			5,449,096			6,085,204			5,331,161
Accrued expenses and other liabilities		861,664			976,825			940,153			960,141			908,931
Total liabilities		47,343,290			47,211,922			47,234,995			47,044,573			43,939,510
Preferred stock, common stock, surplus, and retained earnings		7,183,163			7,086,393			6,971,054			6,866,480			6,375,036
Accumulated other comprehensive income (loss), net of tax		(648,509	)		(746,043	)		(603,756	)		(791,408	)		(779,628	)
Total shareholders’ equity		6,534,654			6,340,350			6,367,298			6,075,072			5,595,408
Total liabilities and shareholders’ equity	$	53,877,944		$	53,552,272		$	53,602,293		$	53,119,645		$	49,534,918


Average Balance Sheet and Interest Rates (unaudited)
($ in thousands)


	Three Months Ended							Three Months Ended							Three Months Ended
	March 31, 2025							December 31, 2024							March 31, 2024
	Average			Income¹/		Yield/		Average			Income¹/		Yield/		Average			Income¹/		Yield/
Earning Assets:	Balance			Expense		Rate		Balance			Expense		Rate		Balance			Expense		Rate
Money market and other interest-earning investments	$	791,067		$	8,815	4.52	%	$	1,072,509		$	12,843	4.76	%	$	757,244		$	9,985	5.30	%
Investments:
Treasury and government-sponsored agencies		2,318,869			20,019	3.45	%		2,325,120			20,841	3.59	%		2,362,477			23,266	3.94	%
Mortgage-backed securities		6,287,825			54,523	3.47	%		6,149,775			50,416	3.28	%		5,357,085			38,888	2.90	%
States and political subdivisions		1,610,819			13,242	3.29	%		1,654,591			13,698	3.31	%		1,680,175			13,976	3.33	%
Other securities		770,839			10,512	5.45	%		783,708			10,518	5.37	%		770,438			12,173	6.32	%
Total investments		10,988,352			98,296	3.58	%		10,913,194			95,473	3.50	%		10,170,175			88,303	3.47	%
Loans:²
Commercial		10,397,991			165,595	6.37	%		10,401,056			176,996	6.81	%		9,540,385			167,263	7.01	%
Commercial and agriculture real estate		16,213,606			245,935	6.07	%		16,326,802			263,062	6.44	%		14,368,370			230,086	6.41	%
Residential real estate loans		6,815,091			67,648	3.97	%		6,814,829			68,346	4.01	%		6,693,814			63,003	3.76	%
Consumer		2,871,213			49,470	6.99	%		2,883,413			51,139	7.06	%		2,645,091			43,594	6.63	%
Total loans		36,297,901			528,648	5.83	%		36,426,100			559,543	6.14	%		33,247,660			503,946	6.07	%

Total earning assets	$	48,077,320		$	635,759	5.30	%	$	48,411,803		$	667,859	5.52	%	$	44,175,079		$	602,234	5.46	%

Less: Allowance for credit losses on loans		(398,765	)						(382,799	)						(313,470	)

Non-earning Assets:
Cash and due from banks	$	372,428						$	370,932						$	362,676
Other assets		5,394,600							5,402,359							4,961,595

Total assets	$	53,445,583						$	53,802,295						$	49,185,880

Interest-Bearing Liabilities:
Checking and NOW accounts	$	7,526,294		$	23,850	1.29	%	$	7,338,532		$	23,747	1.29	%	$	7,141,201		$	25,252	1.42	%
Savings accounts		4,692,239			3,608	0.31	%		4,750,387			4,467	0.37	%		5,025,400			5,017	0.40	%
Money market accounts		11,664,650			88,381	3.07	%		11,900,305			103,818	3.47	%		9,917,572			94,213	3.82	%
Other time deposits		5,996,108			56,485	3.82	%		5,985,911			61,679	4.10	%		4,689,136			47,432	4.07	%
Total interest-bearing core deposits		29,879,291			172,324	2.34	%		29,975,135			193,711	2.57	%		26,773,309			171,914	2.58	%
Brokered deposits		1,546,756			18,171	4.76	%		1,662,698			21,579	5.16	%		1,047,140			13,525	5.19	%
Total interest-bearing deposits		31,426,047			190,495	2.46	%		31,637,833			215,290	2.71	%		27,820,449			185,439	2.68	%

Federal funds purchased and interbank borrowings		148,130			1,625	4.45	%		433			23	21.13	%		69,090			961	5.59	%
Securities sold under agreements to repurchase		272,961			551	0.82	%		249,133			584	0.93	%		296,236			917	1.25	%
Federal Home Loan Bank advances		4,464,590			41,896	3.81	%		4,461,733			43,788	3.90	%		4,386,492			41,167	3.77	%
Other borrowings		675,759			8,189	4.91	%		669,580			8,217	4.88	%		825,846			11,039	5.38	%
Total borrowed funds		5,561,440			52,261	3.81	%		5,380,879			52,612	3.89	%		5,577,664			54,084	3.90	%

Total interest-bearing liabilities	$	36,987,487		$	242,756	2.66	%	$	37,018,712		$	267,902	2.88	%	$	33,398,113		$	239,523	2.88	%

Noninterest-Bearing Liabilities and Shareholders’ Equity
Demand deposits	$	9,096,676						$	9,509,446						$	9,258,136
Other liabilities		944,935							935,184							964,089
Shareholders’ equity		6,416,485							6,338,953							5,565,542

Total liabilities and shareholders’ equity	$	53,445,583						$	53,802,295						$	49,185,880

Net interest rate spread						2.64	%						2.64	%						2.58	%

Net interest margin (GAAP)						3.23	%						3.26	%						3.23	%

Net interest margin (FTE)³						3.27	%						3.30	%						3.28	%

FTE adjustment				$	5,360						$	5,777						$	6,253

¹ Interest income is reflected on a FTE basis.
² Includes loans held-for-sale.
³ Represents a non-GAAP financial measure. Refer to the “Non-GAAP Measures” table for reconciliations to GAAP financial measures.


Asset Quality (EOP) (unaudited)
($ in thousands)

	Three Months Ended
	March 31,			December 31,			September 30,			June 30,			March 31,
		2025			2024			2024			2024			2024
Allowance for credit losses:
Beginning allowance for credit losses on loans	$	392,522		$	380,840		$	366,335		$	319,713		$	307,610
Allowance established for acquired PCD loans		—			—			2,803			23,922			—
Provision for credit losses on loans		31,026			30,417			29,176			36,745			23,853
Gross charge-offs		(24,540	)		(21,278	)		(18,965	)		(17,041	)		(14,020	)
Gross recoveries		2,924			2,543			1,491			2,996			2,270
NCOs		(21,616	)		(18,735	)		(17,474	)		(14,045	)		(11,750	)
Ending allowance for credit losses on loans	$	401,932		$	392,522		$	380,840		$	366,335		$	319,713
Beginning allowance for credit losses on unfunded commitments	$	21,654		$	25,054		$	25,733		$	26,264		$	31,226
Provision (release) for credit losses on unfunded commitments		377			(3,400	)		(679	)		(531	)		(4,962	)
Ending allowance for credit losses on unfunded commitments	$	22,031		$	21,654		$	25,054		$	25,733		$	26,264
Allowance for credit losses	$	423,963		$	414,176		$	405,894		$	392,068		$	345,977
Provision for credit losses on loans	$	31,026		$	30,417		$	29,176		$	36,745		$	23,853
Provision (release) for credit losses on unfunded commitments		377			(3,400	)		(679	)		(531	)		(4,962	)
Provision for credit losses	$	31,403		$	27,017		$	28,497		$	36,214		$	18,891
NCOs / average loans¹		0.24	%		0.21	%		0.19	%		0.16	%		0.14	%
Average loans¹	$	36,284,059		$	36,410,414		$	36,299,544		$	36,053,845		$	33,242,739
EOP loans¹		36,413,944			36,285,887			36,400,643			36,150,513			33,623,319
ACL on loans / EOP loans¹		1.10	%		1.08	%		1.05	%		1.01	%		0.95	%
ACL / EOP loans¹		1.16	%		1.14	%		1.12	%		1.08	%		1.03	%
Underperforming Assets:
Loans 90 days and over (still accruing)	$	6,757		$	4,060		$	1,177		$	5,251		$	2,172
Nonaccrual loans		469,211			447,979			443,597			340,181			328,645
Foreclosed assets		6,301			4,294			4,077			8,290			9,344
Total underperforming assets	$	482,269		$	456,333		$	448,851		$	353,722		$	340,161
Classified and Criticized Assets:
Nonaccrual loans	$	469,211		$	447,979		$	443,597		$	340,181		$	328,645
Substandard loans (still accruing)		1,479,630			1,073,413			1,074,243			841,087			626,157
Loans 90 days and over (still accruing)		6,757			4,060			1,177			5,251			2,172
Total classified loans – “problem loans”		1,955,598			1,525,452			1,519,017			1,186,519			956,974
Other classified assets		53,239			58,954			59,485			60,772			54,392
Special Mention		828,314			908,630			837,543			967,655			827,419
Total classified and criticized assets	$	2,837,151		$	2,493,036		$	2,416,045		$	2,214,946		$	1,838,785
Loans 30-89 days past due (still accruing)	$	72,517		$	93,141		$	91,750		$	51,712		$	53,112
Nonaccrual loans / EOP loans¹		1.29	%		1.23	%		1.22	%		0.94	%		0.98	%
ACL / nonaccrual loans		90	%		92	%		92	%		115	%		105	%
Under-performing assets/EOP loans¹		1.32	%		1.26	%		1.23	%		0.98	%		1.01	%
Under-performing assets/EOP assets		0.90	%		0.85	%		0.84	%		0.67	%		0.69	%
30+ day delinquencies/EOP loans¹		0.22	%		0.27	%		0.26	%		0.16	%		0.16	%

¹ Excludes loans held-for-sale.


Non-GAAP Measures (unaudited)
($ and shares in thousands, except per share data)

	Three Months Ended
	March 31,			December 31,			September 30,			June 30,			March 31,
		2025			2024			2024			2024			2024
Earnings Per Share:
Net income applicable to common shares	$	140,625		$	149,839		$	139,768		$	117,196		$	116,250
Adjustments:
Merger-related charges		5,856			8,117			6,860			19,440			2,908
Tax effect¹		(1,089	)		(2,058	)		(1,528	)		(4,413	)		(710	)
Merger-related charges, net		4,767			6,059			5,332			15,027			2,198
Debt securities (gains) losses		76			122			76			(2	)		16
Tax effect¹		(14	)		(31	)		(17	)		1			(4	)
Debt securities (gains) losses, net		62			91			59			(1	)		12
Separation expense		—			—			2,646			—			—
Tax effect¹		—			—			(589	)		—			—
Separation expense, net		—			—			2,057			—			—
CECL Day 1 non-PCD provision expense		—			—			—			15,312			—
Tax effect¹		—			—			—			(3,476	)		—
CECL Day 1 non-PCD provision expense, net		—			—			—			11,836			—
Distribution of excess pension assets		—			—			—			—			13,318
Tax effect¹		—			—			—			—			(3,250	)
Distribution excess pension assets, net		—			—			—			—			10,068
FDIC special assessment		—			—			—			—			2,994
Tax effect¹		—			—			—			—			(731	)
FDIC special assessment, net		—			—			—			—			2,263
Total adjustments, net		4,829			6,150			7,448			26,862			14,541
Net income applicable to common shares, adjusted	$	145,454		$	155,989		$	147,216		$	144,058		$	130,791
Weighted average diluted common shares outstanding		321,016			318,803			317,331			316,461			292,207
EPS, diluted	$	0.44		$	0.47		$	0.44		$	0.37		$	0.40
Adjusted EPS, diluted	$	0.45		$	0.49		$	0.46		$	0.46		$	0.45
NIM:
Net interest income	$	387,643		$	394,180		$	391,724		$	388,421		$	356,458
Add: FTE adjustment²		5,360			5,777			6,144			6,340			6,253
Net interest income (FTE)	$	393,003		$	399,957		$	397,868		$	394,761		$	362,711
Average earning assets	$	48,077,320		$	48,411,803		$	47,905,463		$	47,406,849		$	44,175,079
NIM (GAAP)		3.23	%		3.26	%		3.27	%		3.28	%		3.23	%
NIM (FTE)		3.27	%		3.30	%		3.32	%		3.33	%		3.28	%

Refer to last page of Non-GAAP reconciliations for footnotes.


Non-GAAP Measures (unaudited)
($ in thousands)

	Three Months Ended
	March 31,			December 31,			September 30,			June 30,			March 31,
		2025			2024			2024			2024			2024
PPNR:
Net interest income (FTE)²	$	393,003		$	399,957		$	397,868		$	394,761		$	362,711
Add: Noninterest income		93,794			95,766			94,138			87,271			77,522
Total revenue (FTE)		486,797			495,723			492,006			482,032			440,233
Less: Noninterest expense		(268,471	)		(276,824	)		(272,283	)		(282,999	)		(262,317	)
PPNR	$	218,326		$	218,899		$	219,723		$	199,033		$	177,916
Adjustments:
Debt securities (gains) losses	$	76		$	122		$	76		$	(2	)	$	16
Noninterest income adjustments		76			122			76			(2	)		16
Adjusted noninterest income		93,870			95,888			94,214			87,269			77,538
Adjusted revenue	$	486,873		$	495,845		$	492,082		$	482,030		$	440,249
Adjustments:
Merger-related charges	$	5,856		$	8,117		$	6,860		$	19,440		$	2,908
Separation expense		—			—			2,646			—			—
Distribution of excess pension assets		—			—			—			—			13,318
FDIC Special Assessment		—			—			—			—			2,994
Noninterest expense adjustments		5,856			8,117			9,506			19,440			19,220
Adjusted total noninterest expense		(262,615	)		(268,707	)		(262,777	)		(263,559	)		(243,097	)
Adjusted PPNR	$	224,258		$	227,138		$	229,305		$	218,471		$	197,152
Efficiency Ratio:
Noninterest expense	$	268,471		$	276,824		$	272,283		$	282,999		$	262,317
Less: Amortization of intangibles		(6,830	)		(7,237	)		(7,411	)		(7,425	)		(5,455	)
Noninterest expense, excl. amortization of intangibles		261,641			269,587			264,872			275,574			256,862
Less: Amortization of tax credit investments		(3,424	)		(4,556	)		(3,277	)		(2,747	)		(2,749	)
Less: Noninterest expense adjustments		(5,856	)		(8,117	)		(9,506	)		(19,440	)		(19,220	)
Adjusted noninterest expense, excluding amortization	$	252,361		$	256,914		$	252,089		$	253,387		$	234,893
Total revenue (FTE)²	$	486,797		$	495,723		$	492,006		$	482,032		$	440,233
Less: Debt securities (gains) losses		76			122			76			(2	)		16
Total adjusted revenue	$	486,873		$	495,845		$	492,082		$	482,030		$	440,249
Efficiency Ratio		53.7	%		54.4	%		53.8	%		57.2	%		58.3	%
Adjusted Efficiency Ratio		51.8	%		51.8	%		51.2	%		52.6	%		53.4	%

Refer to last page of Non-GAAP reconciliations for footnotes.


Non-GAAP Measures (unaudited)
($ in thousands)

	Three Months Ended
	March 31,			December 31,			September 30,			June 30,			March 31,
		2025			2024			2024			2024			2024
ROAE and ROATCE:
Net income applicable to common shares	$	140,625		$	149,839		$	139,768		$	117,196		$	116,250
Amortization of intangibles		6,830			7,237			7,411			7,425			5,455
Tax effect¹		(1,708	)		(1,809	)		(1,853	)		(1,856	)		(1,364	)
Amortization of intangibles, net		5,122			5,428			5,558			5,569			4,091
Net income applicable to common shares, excluding intangibles amortization		145,747			155,267			145,326			122,765			120,341
Total adjustments, net (see pg.12)		4,829			6,150			7,448			26,862			14,541
Adjusted net income applicable to common shares, excluding intangibles amortization	$	150,576		$	161,417		$	152,774		$	149,627		$	134,882
Average shareholders’ equity	$	6,416,485		$	6,338,953		$	6,190,071		$	5,978,976		$	5,565,542
Less: Average preferred equity		(243,719	)		(243,719	)		(243,719	)		(243,719	)		(243,719	)
Average shareholders’ common equity	$	6,172,766		$	6,095,234		$	5,946,352		$	5,735,257		$	5,321,823
Average goodwill and other intangible assets		(2,292,526	)		(2,301,177	)		(2,304,597	)		(2,245,405	)		(2,098,338	)
Average tangible shareholder’s common equity	$	3,880,240		$	3,794,057		$	3,641,755		$	3,489,852		$	3,223,485
ROAE		9.1	%		9.8	%		9.4	%		8.2	%		8.7	%
ROAE, adjusted		9.4	%		10.2	%		9.9	%		10.0	%		9.8	%
ROATCE		15.0	%		16.4	%		16.0	%		14.1	%		14.9	%
ROATCE, adjusted		15.5	%		17.0	%		16.8	%		17.1	%		16.7	%

Refer to last page of Non-GAAP reconciliations for footnotes.


Non-GAAP Measures (unaudited)
($ in thousands)

	As of
	March 31,			December 31,			September 30,			June 30,			March 31,
		2025			2024			2024			2024			2024
Tangible Common Equity:
Shareholders’ equity	$	6,534,654		$	6,340,350		$	6,367,298		$	6,075,072		$	5,595,408
Less: Preferred equity		(243,719	)		(243,719	)		(243,719	)		(243,719	)		(243,719	)
Shareholders’ common equity	$	6,290,935		$	6,096,631		$	6,123,579		$	5,831,353		$	5,351,689
Less: Goodwill and other intangible assets		(2,289,268	)		(2,296,098	)		(2,305,084	)		(2,306,204	)		(2,095,511	)
Tangible shareholders’ common equity	$	4,001,667		$	3,800,533		$	3,818,495		$	3,525,149		$	3,256,178

Total assets	$	53,877,944		$	53,552,272		$	53,602,293		$	53,119,645		$	49,534,918
Less: Goodwill and other intangible assets		(2,289,268	)		(2,296,098	)		(2,305,084	)		(2,306,204	)		(2,095,511	)
Tangible assets	$	51,588,676		$	51,256,174		$	51,297,209		$	50,813,441		$	47,439,407

Risk-weighted assets³	$	40,266,670		$	40,314,805		$	40,584,608		$	40,627,117		$	37,845,139

Tangible common equity to tangible assets		7.76	%		7.41	%		7.44	%		6.94	%		6.86	%
Tangible common equity to risk-weighted assets³		9.94	%		9.43	%		9.41	%		8.68	%		8.60	%
Tangible Common Book Value:
Common shares outstanding		319,236			318,980			318,955			318,969			293,330
Tangible common book value	$	12.54		$	11.91		$	11.97		$	11.05		$	11.10

¹ Tax-effect calculations use management’s estimate of the full year FTE tax rates (federal + state).
² Calculated using the federal statutory tax rate in effect of 21% for all periods.
³ March 31, 2025 figures are preliminary.

The MIL Network –

April 22, 2025

MIL-OSI Submissions: Australia – MCEC welcomes the sweetest Good Friday Appeal yet

Source: Melbourne Convention and Exhibition Centre (MCEC)

22 April 2025 – Melbourne Convention and Exhibition Centre (MCEC) and The Good Friday Appeal have joined forces for the 11th consecutive year, raising a record $23.8 million to support life-saving care for children across Victoria.

“We love opening our doors every year to welcome thousands of families to enjoy a day of fun and celebration, while raising much-needed funds for sick children across Victoria,” Chief Executive, Natalie O’Brien AM said.

“It’s a truly rewarding experience and you can see how much joy this event brings to the local community and the MCEC team,” Ms O’Brien added.

MCEC’s talented chefs played a crucial role in this year’s success, baking an astonishing 20 metres of hot cross buns, made up of nearly 3,000 buns.

Alessandro Bartesaghi, MCEC’s award-winning pastry chef said, “The Good Friday Appeal event is really close to my heart and I love creating something special for the children every year.”

“This year I really wanted to push the boundaries and try something we’ve never done before. And what a better way than baking the longest table of hot cross buns you’ve ever seen! I was inspired by Japanese baking techniques to create a very soft, delicious bun that everyone can enjoy,” he added.

In addition, MCEC’s interactive Ice Cream-o-Rama served 1,200 house-made ice creams. All profits from the sale of the hot cross buns and ice creams were generously donated to the Good Friday Appeal, further contributing to the remarkable total raised this year.

All funds raised from the event will contribute to groundbreaking research, family care programs and state of the art equipment at The Royal Children’s Hospital in Melbourne.

This year’s appeal also extended its impact across the state, providing a significant boost to regional paediatric health services at Barwon Health, Bendigo Health, Grampians Health, Goulburn Valley Health, Albury Wodonga Health and Latrobe Regional Health.

“For over 10 years MCEC has generously supported the Good Friday Appeal, providing the venue and services for our family fun event, Kids Day Out, the all important Phone Room and Money Counting Room”, Rebecca Cowan, Executive Director of the Good Friday Appeal, said.

“Thank you to Natalie O’Brien and the team at MCEC who worked tirelessly to ensure the smooth delivery of this huge event, which allows the community to make a difference to the lives of sick children and their families”.

The collaboration between MCEC and the Good Friday Appeal continues to demonstrate the power of community spirit.

ABOUT MCEC
At Melbourne Convention and Exhibition Centre (MCEC), visionary ideas come to life, and the world’s thought leaders gather. The iconic venue hosts dynamic exhibitions, conferences, galas, and concerts—everyone who visits leaves inspired and excited.

MCEC loves all communities and interests, creating a space where everyone feels welcome. Blending trendy eats, sustainability, and cutting-edge tech, it creates mind-blowing, globally recognised events.

Thanks to its progressive sustainability practices, choosing MCEC means making a positive environmental impact. Feel Melbourne’s vibe, discover the next big thing, and be part of the conversation that shapes the future.

Acknowledgement of Country

Built on the banks of the Birrarung (Yarra River), Melbourne Convention and Exhibition Centre (MCEC) Acknowledges the Traditional Owners of Narrm, the Wurundjeri Woi Wurrung people of the Kulin Nation. We pay our respects to their Elders past and present, and to Elders of all First Nations communities that visit MCEC. We recognise the ongoing significance of the Birrarung to Traditional Owners as a life source and a meeting place for millennia and seek to honour this long-standing tradition of building community and exchanging ideas on these lands.

MIL OSI – Submitted News –

April 22, 2025

MIL-OSI: Form 8.3 – [ALLIANCE PHARMA PLC – 17 04 2025] – (CGWL)

Source: GlobeNewswire (MIL-OSI)

FORM 8.3

PUBLIC OPENING POSITION DISCLOSURE/DEALING DISCLOSURE BY
A PERSON WITH INTERESTS IN RELEVANT SECURITIES REPRESENTING 1% OR MORE
Rule 8.3 of the Takeover Code (the “Code”)

1. KEY INFORMATION

(a) Full name of discloser:	CANACCORD GENUITY WEALTH LIMITED (for Discretionary clients)
(b) Owner or controller of interests and short positions disclosed, if different from 1(a): The naming of nominee or vehicle companies is insufficient. For a trust, the trustee(s), settlor and beneficiaries must be named.	N/A
(c) Name of offeror/offeree in relation to whose relevant securities this form relates: Use a separate form for each offeror/offeree	ALLIANCE PHARMA PLC
(d) If an exempt fund manager connected with an offeror/offeree, state this and specify identity of offeror/offeree:	N/A
(e) Date position held/dealing undertaken: For an opening position disclosure, state the latest practicable date prior to the disclosure	17 APRIL 2025
(f) In addition to the company in 1(c) above, is the discloser making disclosures in respect of any other party to the offer? If it is a cash offer or possible cash offer, state “N/A”	N/A

2. POSITIONS OF THE PERSON MAKING THE DISCLOSURE

If there are positions or rights to subscribe to disclose in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 2(a) or (b) (as appropriate) for each additional class of relevant security.

(a) Interests and short positions in the relevant securities of the offeror or offeree to which the disclosure relates following the dealing (if any)

Class of relevant security:	1p ORDINARY
	Interests		Short positions
	Number	%	Number	%
(1) Relevant securities owned and/or controlled:	11,966,905	2.2138
(2) Cash-settled derivatives:
(3) Stock-settled derivatives (including options) and agreements to purchase/sell:
TOTAL:	11,966,905	2.2138

All interests and all short positions should be disclosed.

Details of any open stock-settled derivative positions (including traded options), or agreements to purchase or sell relevant securities, should be given on a Supplemental Form 8 (Open Positions).

(b) Rights to subscribe for new securities (including directors’ and other employee options)

Class of relevant security in relation to which subscription right exists:
Details, including nature of the rights concerned and relevant percentages:

3. DEALINGS (IF ANY) BY THE PERSON MAKING THE DISCLOSURE

Where there have been dealings in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 3(a), (b), (c) or (d) (as appropriate) for each additional class of relevant security dealt in.

The currency of all prices and other monetary amounts should be stated.

(a) Purchases and sales

Class of relevant security	Purchase/sale	Number of securities	Price per unit
1p ORDINARY	SALE	18,150	64.31p

(b) Cash-settled derivative transactions

Class of relevant security	Product description e.g. CFD	Nature of dealing e.g. opening/closing a long/short position, increasing/reducing a long/short position	Number of reference securities	Price per unit
NONE

(c) Stock-settled derivative transactions (including options)

(i) Writing, selling, purchasing or varying

Class of relevant security	Product description e.g. call option	Writing, purchasing, selling, varying etc.	Number of securities to which option relates	Exercise price per unit	Type e.g. American, European etc.	Expiry date	Option money paid/ received per unit
NONE

(ii) Exercise

Class of relevant security

Product description
e.g. call option

Exercising/ exercised against

Number of securities

Exercise price per unit

(d) Other dealings (including subscribing for new securities)

Class of relevant security	Nature of dealing e.g. subscription, conversion	Details	Price per unit (if applicable)
NONE

4. OTHER INFORMATION

(a) Indemnity and other dealing arrangements

Details of any indemnity or option arrangement, or any agreement or understanding, formal or informal, relating to relevant securities which may be an inducement to deal or refrain from dealing entered into by the person making the disclosure and any party to the offer or any person acting in concert with a party to the offer:
Irrevocable commitments and letters of intent should not be included. If there are no such agreements, arrangements or understandings, state “none”

NONE

(b) Agreements, arrangements or understandings relating to options or derivatives

Details of any agreement, arrangement or understanding, formal or informal, between the person making the disclosure and any other person relating to:
(i) the voting rights of any relevant securities under any option; or
(ii) the voting rights or future acquisition or disposal of any relevant securities to which any derivative is referenced:
If there are no such agreements, arrangements or understandings, state “none”

NONE

(c) Attachments

Is a Supplemental Form 8 (Open Positions) attached?

Date of disclosure:	22 APRIL 2025
Contact name:	MARK ELLIOTT
Telephone number:	01253 376539

Public disclosures under Rule 8 of the Code must be made to a Regulatory Information Service.

The Panel’s Market Surveillance Unit is available for consultation in relation to the Code’s disclosure requirements on +44 (0)20 7638 0129.

The Code can be viewed on the Panel’s website at www.thetakeoverpanel.org.uk.

The MIL Network –

April 22, 2025

MIL-OSI: Athene Survey Finds Sandwich Generation’s Retirement Plans Affected by Intergenerational Caregiving
Source: GlobeNewswire (MIL-OSI)

WEST DES MOINES, Iowa , April 22, 2025 (GLOBE NEWSWIRE) — A new survey conducted by Athene of the Sandwich Generation, defined as people aged 40-59 who provide financial or caregiving support to both adult children and elderly relatives, found that nearly three quarters (73%) of respondents have adjusted their retirement goals to support their adult children or aging relatives, including:¹
- Delaying retirement (34%)
- Using retirement assets to support their family (22%)
- Not planning to retire at all (9%)
“As the retirement age population in the U.S. grows, the Sandwich Generation represents the next wave in America’s retirement crisis, with potential long-term implications for individuals, families and the economy,” said Mike Downing, Athene Chief Operating Officer.

Although the Sandwich Generation’s average age of expected retirement is 65, only 24% of respondents have a written retirement plan and 30% indicate they are concerned about having to rely on their children for financial support in retirement.

“Many retirees don’t have the luxury of assuming that the traditional ‘three legs’ of the retirement stool – social security, savings and investments, and workplace pensions – will fully secure their retirement,” said Downing. “Early preparation has never been more important.”

Among respondents who support older family members who have an income source, 83% say those family members depend on Social Security, which often doesn’t provide sufficient retirement income to cover a retiree’s full expenses. Only 14% have an annuity, which provides guaranteed income in retirement.

Guaranteed Income Can Support Financial Confidence

Among respondents who say they are not completely confident in their ability to provide support to family, approximately two-thirds (66%) say that increased income would improve their confidence, outweighing other factors including:
- Increased savings and investments (43%)
- Support from other family members (42%)
- Lower debt (38%)
Guaranteed income is one tool available through a financial professional that can help the Sandwich Generation manage the financial aspects of caregiving and plan for retirement. Importantly, respondents who had already incorporated guaranteed income into their financial strategies tended to have higher incomes, and reported more confidence, less stress and greater preparedness for retirement.

“As Americans face the financial responsibility of supporting their families, strategies to diversify their sources of income in retirement are more critical than ever,” said Downing. “Understanding your options and creating a plan are the most effective steps to balance the dual responsibilities of supporting family and securing your retirement.”

Significant Caregiving Impact on Women

Athene’s survey found that caregiving for adult children and elderly relatives affected women in the Sandwich Generation disproportionately, with women surveyed reporting higher levels of financial strain than men (53% vs. 40%). Women were also less likely than men to proactively plan their finances across a number of measures, putting them at an additional disadvantage when preparing for retirement:
- Seek advice from a financial professional (36% vs. 57%)
- Have a written retirement plan (19% vs. 30%)
- Discuss financial planning with elderly relatives (57% vs. 68%)
Financial Professional Support Critical

A trusted financial professional can help devise solutions. An overwhelming majority (90%) of respondents already working with a financial professional say that their relationship had a positive impact on their financial future.

Although the majority of respondents (53%) say they are concerned about maintaining their standard of living in retirement, those respondents not currently working with a financial professional were more likely to be worried about not having enough assets to retire (47% vs. 30%).

About Athene
Athene is the leading retirement services company, with over $360 billion of total assets as of December 31, 2024, and operations in the United States, Bermuda, Canada, and Japan. Athene is focused on providing financial security to individuals by offering an attractive suite of retirement income and savings products and also serves as a solutions provider to corporations. For more information, please visit www.athene.com.

Contact:
Alyssa Castelli
Director, External Relations
+1 (646) 768-7304
Alyssa.castelli@athene.com

¹ Athene contracted Harris Poll to survey 1,024 adults aged 40-59 who provide financial support to at least one adult child (aged 18 and out of high school) living in their home without significantly contributing to household expenses, and who provide financial or caregiving support to at least one elderly relative. The survey was conducted between January 2, 2025 and January 19, 2025.

The MIL Network –
April 22, 2025
MIL-OSI United Kingdom: Independent review turns to tackling Britain’s biggest crime
Source: United Kingdom – Executive Government & Departments

News story

Independent review turns to tackling Britain’s biggest crime

Jonathan Fisher KC has begun work on part 2 of his Independent Review of Disclosure and Fraud Offences.
Photo: Getty Images

Better protections for the British public against fraud, and tougher enforcement against the perpetrators, will be the goals of the first independent review carried out in 40 years into the UK’s fraud laws.

Jonathan Fisher KC has begun work on part 2 of his Independent Review of Disclosure and Fraud Offences which marks the first independent review of fraud legislation in the UK since 1986. During this time, the nature and scale of fraud has evolved considerably, with fraud now constituting over 40% of all offences recorded by the Crime Survey for England and Wales.

Where Lord Roskill’s 1986 review focused mostly on the serious fraud committed by corporate entities, the huge increase in fraud offences over the last decade has come at the expense of ordinary consumers and small businesses, targeted by highly organised gangs, many of them based overseas.

The resulting harm to society is severe, with fraud against individuals in England and Wales alone recently estimated to cost more than £6.8 billion every year.

Fraud has also been transformed by the impact of modern technology, with the increasing use of artificial intelligence to create scambots, deepfakes, and websites impersonating established businesses and public authorities. Fraud gangs have the ability to target tens of thousands of Britons every hour through social media, email and telephone, and only need to persuade a small fraction of those individuals to fall for their scams in order to make millions of pounds.

The Home Office will place these emerging threats at the heart of its new, expanded fraud strategy to be published later this year, but it will also be vital to have the independent analysis provided by Jonathan Fisher KC to inform the response required from government, law enforcement and industry. And with international cooperation to disrupt threats a key national security commitment within its Plan for Change, the government is also building a united global response as part of its strategy to tackle fraud.

Part 2 of the Fisher Review will therefore examine the largest challenges faced by law enforcement in bringing criminals committing fraud offences to justice in England and Wales. Specifically, it will consider key issues in each following stage of the fraud life cycle:

detection and reporting

disruption

investigation

prosecution and offences

courts

penalties

rehabilitation

This follows the publication of part 1 of Jonathan Fisher KC’s review, Disclosure in the Digital Age, which recommended a range of measures to modernise the disclosure system and free up police time, and which is now being taken forward by the Home Office, the Ministry of Justice and the Attorney General’s Office.

Fraud Minister Lord Hanson said:

Fraud is a crime which can devastate lives, and I am determined to do everything possible to bring these criminals to justice.

I welcome Jonathan Fisher KC’s review which will help us expand our knowledge base about how to better detect, disrupt and deter fraudsters and deliver a swifter justice for the victims, as part of our Plan for Change.

The government is determined to continue our fight against this appalling crime, and I look forward to the outcome of this important review.

Attorney General Lord Hermer KC said:

Fraud is one of the most pernicious crimes. The criminals driving these schemes are using ever more sophisticated tactics to scam their victims. It is crucial that our criminal justice system keeps pace.

Fraud doesn’t discriminate against age, gender or sex and it leaves victims suffering financial loss and emotional distress. I welcome this independent review of fraud and look forward to considering any findings as part of our Plan for Change.

Independent Review Chair, Jonathan Fisher KC said:

With the advances in digital technology, it has become much easier for fraudsters to avoid detection, and indeed prosecution, outright.

This review aims to scrutinise the main challenges in detecting, investigating, and prosecuting fraud offences, and what can be done to better equip law enforcement to deliver swifter justice for victims.

I am greatly appreciative of the criminal justice system-wide engagement since the launch of this independent review and for the continued encouragement as I turn my focus to examine fraud offences.

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Published 22 April 2025
MIL OSI United Kingdom –
April 22, 2025
MIL-OSI United Kingdom: ‘Stay home, save lives’: New research shows Covid restrictions had no effect on behaviour People did not alter their behaviour to follow enhanced local restrictions during the pandemic and they may have been more effective if based around factors other than just Covid-19 cases according to new research from the University of Aberdeen.

Source: University of Aberdeen

People did not alter their behaviour to follow enhanced local restrictions during the pandemic and they may have been more effective if based around factors other than just Covid-19 cases according to new research from the University of Aberdeen.
People did not alter their behaviour to follow enhanced local restrictions during the pandemic and they may have been more effective if based around factors other than just Covid-19 cases according to new research from the University of Aberdeen.
The study published in Translational Behavioral Medicine looked at people’s behaviour during the Covid-19 pandemic in Scotland.
The team examined adherence to restrictions introduced during the pandemic including social distancing, mask-wearing, staying at home and hand washing.
They compared people’s behaviours before and after local restrictions were implemented. They also compared behaviours of those living in areas with increased restrictions to those living in areas without.
Results showed that people did not change their behaviour when restrictions were tightened and that applied to all behaviours including social distancing and mask wearing.
They also found people in high or low restriction areas behaved no differently to each other.
Led by Dr Chantal den Daas, Senior Lecturer in Health Psychology, in collaboration with the Covid Health and Adherence Research in Scotland (CHARIS) project, the team interviewed individuals across Scotland at random from March to November 2020, to get a representative sample of the Scottish population.
The respondents answered questions about their behaviours from the past week, including if they had left their home, if they had adhered to the two-metre social distancing rule, if they had worn a mask in a shop or on public transport and if they washed their hands as soon as they got home.
Dr den Daas said: “When local restrictions were introduced in 2020 due to an increase in Covid-19 case numbers, we thought we would see a change in behaviour after they were implemented. But this was not what we found.
“It is really important to build an understanding of what could have been done differently and how we can effectively influence public behaviour in the future should we be faced with another public health crisis.
“This research provided insight on the type of information we should aim to collect in future pandemics, to see if we can find better measures to predict cases, examine the need for restrictions and the effect of any restrictions put in place.
“Future research in acute outbreaks should assess behaviour and beliefs about the virus, risk on an ongoing basis and identify the need for intervention even before cases rates start to go up.”

MIL OSI United Kingdom –

April 22, 2025
MIL-OSI United Kingdom: Proposal for additional SEND provision for Isle of Wight children 22 April 2025 Proposal for additional SEND provision for Isle of Wight children
Source: Aisle of Wight

The Isle of Wight Council is seeking to expand its SEND provisions across the Island.

The proposed additional SEND provision will help manage an increase in the number of children (with an education health and care plan (EHCP)) and ensure we are able to meet the needs of children requiring specialist provision).

The proposed programme seeks to provide specialist education placement for additional children from September 2025 and beyond.

Subject to approval from Cabinet on Thursday 24 April, a consultation period will begin on Friday 2 May and will run until Monday 9 June 2025.

This report, being presented to Cabinet seeks approval to consult on the following expansion of places:
- Expansion of places at Medina House School from 138 places to 168, with 30 places being provided at a satellite provision located at the site of the former Chillerton & Rookley Primary School, Chillerton IOW.
- Expansion of the resourced provision at Hunnyhill Primary School from 8 places to 12 places for children for Social Emotional and Mental Health (SEMH).
- Expansion of the resourced provision at Brading CE Primary School from 8 places to 12 places for children with Autism Spectrum (AS) and/or Complex Learning.
- Expansion of the resourced provision at The Bay CE Primary School (Secondary site) from 15 places to 20 places for children with Autism Spectrum (AS).
- Expansion of Lionheart School from 60 places to 120 places, with 60 places for children with complex high anxiety mental health (Non- EHCP/Section 19 children) being provided at the Cowes Primary School site, Cowes (subject to closure on the 31/8/2025).
- Expansion of St Georges School from 208 places to 228 places, with 40 places being provided at the satellite site located in East Cowes.
- Creation of a new 12 place primary resourced provision at Brighstone CE Primary School for children with Autism Spectrum (AS) and/or Speech Language Communication Need (SLCN).
Ashley Whittaker, Strategic Director of Children’s Services said: ‘‘The additional SEND places are essential for us to develop and improve our education offering across the Island. Contrary to the declining birth rate, the Island has seen a significant growth in the need for additional special educational needs provision.’’

‘‘Without adequate support, children with SEND may struggle to access the curriculum, leading to gaps in their learning and development. This can result in lower academic achievement and hinder their ability to develop essential life skills

Should we move ahead to consultation the notices will be published on Friday 2 May. The consultation will be accessible online . Details of the consultation are to be shared with all schools across the Island to ensure a full engagement in the process and meetings held at all schools named.
MIL OSI United Kingdom –
April 22, 2025
MIL-OSI United Kingdom: Road closures announced for Vaisakhi parade

Source: City of Leicester

THOUSANDS of people are due to take part in a major annual Sikh parade through Leicester later this month.

The Nagar Kirtan procession – which marks the Sikh festival of Vaisakhi – will take place on Sunday 27 April.

Around 10,000 people are expected to join the parade, along with thousands of spectators lining the route, which runs this year runs from the Guru Nanak Gurdwara, at Holy Bones, into the city centre and back.

The event will require some rolling road closures, for a short time only, along the procession route.

This year’s route is: Holy Bones (departing at around 11.30am), Vaughan Way Slip Road, St Nicholas Circle, Southgates, Friar Lane, Berridge Street, Millstone Lane, Bowling Green Street, Bishop Street, part of Granby Street, Gallowtree and High Street, returning to Holy Bones at around 2pm.

St Nicholas Circle is due to be closed to traffic for up to three hours from 11.30am, with well signposted diversions in place. Southgates underpass will remain open to traffic during the parade.

Motorists are advised to expect delays as the procession passes through the city centre. Advanced warning signs will be in place in the days before the event.

Bus operators will also make any necessary adjustments as the procession passes along the route. Passengers for bus services that normally pick up and drop off in St Nicholas Circle are advised to use city centre stops while the Nagar Kirtan parade is taking place.

MIL OSI United Kingdom –

April 22, 2025

Category: Transport

Political and industry priorities

Fragmented, insufficient system

A comprehensive immigration strategy needed

In brief

The nomination process

The judging process

The winners

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Independent review turns to tackling Britain’s biggest crime

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