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Category: Transport

  • MIL-OSI: Order.co Achieves Effective Data Security Controls According to Recent SOC 2 Report

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, March 19, 2025 (GLOBE NEWSWIRE) — Order.co, the world’s leading B2B Ecommerce Platform, announced that the company has undergone a System and Organization Controls (SOC) 2 examination resulting in a CPA’s report stating that management maintained effective controls over the security, availability, processing integrity, confidentiality, and privacy of its platform. This achievement reflects Order.co’s dedication to ensuring its customers’ data remains safe at every step of the ordering process.

    “We’re pleased that our SOC 2 report has shown we have the appropriate controls in place to mitigate security risks,” said Glenn Veil, Vice President of Engineering at Order.co. “We hope that achieving this milestone gives our customers and partners confidence that we view data security as a top priority.”

    A SOC 2 report is designed to meet the needs of existing or potential customers who need assurance about the effectiveness of controls used when processing their information. The engagement was performed by BARR Advisory, P.A., a global cybersecurity consulting and compliance attestation firm that has served as a trusted advisor to hundreds of cloud-based and hybrid organizations aiming to build trust and resilience through cybersecurity compliance.

    “This SOC 2 Type 1 report affirms that Order.co has successfully designed controls over the selected trust services criteria developed by the American Institute of CPAs (AICPA) for effective data management,” said Sydney Buchel, manager of automation SOC services at BARR Advisory. “It’s a pleasure to work with a team that cares about data security and integrity as much as we do.”

    The following principles and related criteria have been developed by the American Institute of CPAs (AICPA) for use by practitioners in the performance of trust services engagements:

    • Security: The system is protected against unauthorized access (both physical and logical).
    • Availability: The system is available for operation and use as committed or agreed.
    • Processing Integrity: System processing is complete, valid, accurate, timely, and authorized to meet the entity’s objectives.
    • Confidentiality: Information designated as confidential is protected as committed or agreed.
    • Privacy: Personal information is collected, used, retained, disclosed, and disposed of to meet the entity’s objectives.

    Based on one or more of these criteria, SOC 2 reports provide valuable information that existing and potential customers need when evaluating an outsourced service.

    Current and prospective customers interested in a copy of Order.co’s SOC 2 report can visit the company’s trust center: https://trust.order.co

    About Order.co

    Order.co simplifies business buying by combining the ease of online shopping with the sophistication of world-class purchase order and AP automation. The result? Businesses cut costs and complexity with every order.

    Hundreds of companies, like WeWork and Hugo Boss, leverage Order.co to centralize purchase-to-pay workflows, scale operations, and gain total control over spending – saving an average of 5% on products. Founded in 2016 and headquartered in New York City, Order.co has raised $50M in funding from industry-leading investors like MIT, Stage 2 Capital, Rally Ventures, 645 Ventures, and more.

    About BARR Advisory

    BARR Advisory is a cloud-based security and compliance solutions provider specializing in cybersecurity consulting and compliance for companies with high-value information in cloud environments like AWS, Microsoft Azure, and Google Cloud Platform. A trusted advisor to some of the fastest growing cloud-based organizations around the globe, BARR simplifies compliance across multiple regulatory and customer requirements in highly regulated industries including technology, financial services, healthcare, and government.

    Media Contact
    Allison Reich
    Senior Manager of Brand, Content & Enablement
    Allison.reich@order.co

    The MIL Network –

    March 20, 2025
  • MIL-OSI Economics: NHS approval of endometriosis therapy Ryeqo enhances patient care, eases healthcare strain, says GlobalData

    Source: GlobalData

    NHS approval of endometriosis therapy Ryeqo enhances patient care, eases healthcare strain, says GlobalData

    Posted in Pharma

    The National Health Service (NHS) in England has approved Gedeon Richter’s Ryeqo, the first long-term pill available for endometriosis for patients who have exhausted all other treatment options. The approval addresses the long-standing gap in long-term treatment options for endometriosis, improving overall disease management while easing the burden on healthcare resources, says GlobalData, a leading data and analytics company.

    GlobalData’s report, “Endometriosis Market Size and Trend Report,” reveals that the endometriosis market size across the seven major markets* (7MM) is expected to achieve a compound annual growth rate of more than 9% during 2020-2030.

    A few of the major endometriosis market growth drivers across the 7MM include improvements in non-invasive diagnostic methods, such as the utilization of biomarkers, which should further increase the number of early diagnoses.

    Ryeqo is a combination medication containing relugolix (a GnRH antagonist), estradiol (a form of estrogen), and norethisterone (a synthetic progestin). Together, these three components help regulate estrogen and progesterone levels—key hormones involved in endometriosis—effectively reducing symptoms and improving overall disease management.

    According to the key opinion leaders (KOLs) interviewed by GlobalData, injectable treatments for endometriosis often present challenges in patient adherence and comfort. The approval of relugolix-estradiol-norethisterone as a standard NHS treatment improves accessibility, reduces the need for invasive procedures, and gives patients more control in managing their condition.

    By eliminating the need for multiple medications and frequent clinic visits for injections, this oral treatment offers a more convenient alternative. Unlike injections, which may initially worsen symptoms, the pill is taken at home and combines all necessary hormones into one convenient tablet.

    Dr Shireen Mohammad, Senior Cardiovascular and Metabolic Disorders Analyst at GlobalData, comments: “By eliminating the need for multiple medications and frequent clinic visits for injections, this oral treatment offers a more convenient alternative. Unlike injections, which may initially worsen symptoms, the pill is taken at home and combines all necessary hormones into one convenient tablet. The oral route of administration offers greater clinical control over treatment, as dosages can be adjusted, and the medication can be quickly discontinued if necessary. This flexibility provides a significant advantage over long-acting injectable medications, allowing for easier management of side effects and treatment interruptions when needed.”

    Additionally, KOLs highlighted the lack of long-term treatment options for endometriosis, as most available medications are only approved for short-term use. Ryeqo helps address this gap by offering a sustained, long-term therapy, providing continuous symptom relief through hormonal regulation. This makes Ryeqo a valuable, non-invasive alternative for patients seeing effective, ongoing management of their condition, ultimately improving their quality of life.

    Dr Mohammad concludes: “The UK joins other nations in expanding access to endometriosis treatment, offering hope for continued progress in patient care. This approval enhances patients’ quality of life while also reducing strain on the NHS by decreasing hospital visits and the need for surgical procedures. Additionally, Ryeqo’s approval brings the UK in line with global advancements in endometriosis treatment, ensuring women have access to a more effective and convenient option.”

    7MM: The US, France, Germany, Italy, Spain, the UK and Japan.

    MIL OSI Economics –

    March 20, 2025
  • MIL-OSI Economics: BYD’s fast-charging tech ignites influencer buzz, reveals GlobalData

    Source: GlobalData

    BYD Co Ltd (BYD) has become a trending company among social media influencers on the third week of March 2025, driven by the unveiling of its new electric vehicle (EV) fast-charging technology. The announcement, boasting the capability to charge a vehicle for approximately 400+ kilometers in just five minutes, has sparked significant interest. Influencers are actively discussing the potential implications of this technological advancement, particularly in the context of the EV market and BYD’s growing influence, reveals the Social Media Analytics Platform of GlobalData, a leading data and analytics company.

    Shreyasee Majumder, Social Media Analyst at GlobalData, comments: “Influencers are expressing optimism, fueled by the potential of the fast-charging technology to revolutionize EV adoption. The ability to charge an EV nearly as quickly as refueling a gasoline car is viewed as a pivotal development that could address a major barrier for potential EV buyers. Several influencers highlight the convenience and practicality this technology could bring to EV ownership, making it a more attractive alternative to traditional vehicles.”

    Below are a few popular influencer opinions captured by GlobalData’s Social Media Analytics Platform:

    1. Assaad Razzouk, Chief Executive Officer at Gurīn Energy:

    “Tesla who? BYD just unveiled new EV tech to charge a vehicle enough for 400km in just 5 minutes. 5 minutes! More evidence that China is the decisive leader of the world in clean tech innovation – by some distance.”

    1. Kim, Technology Expert:

    “EV: charging 100km in 2 seconds! BYD Breakthrough How comes that every big news is now from China? BYD unveils battery system that charges EVs in five minutes This is a huge breakthrough. And should it prove to be true, it would be a huge step forward. Robotics would also benefit massively from it. “BYD’s new EV platform will allow cars to reach a speed of 100 kilometers per hour in 2 seconds, Wang said at the event at the carmaker’s headquarters in Shenzhen.”

    1. Glen Gilmore, Founder at Gilmore Business Network:

    “China takes another tech win: Chinese automaker BYD shows off new battery and charging system capable of providing 470 kilometers (292 miles) of range in 5 minutes…”

    1. Dan Primack, Business Editor at Axios:

    “This could be an EV game changer: BYD unveils a new system for electric cars that the Chinese automaker says will allow them to charge almost as fast as it takes a regular car to refuel”

    1. James DePorre, CEO at Shark Investing:

    “$TSLA BYD Co. unveiled a new system for electric cars that the Chinese automaker says will allow them to charge almost as fast as it takes a regular car to refuel. BYD’s new battery and charging system was capable of providing 470 kilometers (292 miles) of range in 5 minutes in tests on its new Han L sedan, Chairman and founder Wang Chuanfu said Monday. The manufacturer will start selling vehicles with the new technology next month. Being able to charge a car in the time it takes a combustion engine vehicle to pull in and out of a gas station could convince drivers who aren’t willing to make lengthy stops to go electric.”

    1. Dirk Harbecke, Chairman of Rock Tech Lithium Inc:

    “Chinese #EV giant BYD achieves petrol-like 470km in 5 minutes charging. China expected to add >460,000 EV chargers this year. BYD looking for further plant locations in Europe. Plant constructions in #Hungary and #Turkey ongoing. Tough for EU car makers.”

    MIL OSI Economics –

    March 20, 2025
  • MIL-OSI USA: Video Game Workers Launch Industry-Wide Union with Communications Workers of America

    Source: Communications Workers of America

    NATIONWIDE – Today, in a historic development for video game organizing, workers across the U.S. and Canada are launching United Videogame Workers-CWA Local 9433, a direct-join, industry-wide video game union with the Communications Workers of America (CWA) in partnership with the American Federation of Musicians (AFM). The launch will be formally announced at the 2025 Game Developer Conference in San Francisco, Calif., the world’s largest industry event for video game professionals, where workers will be joined by other CWA members to launch this powerful new organization.

    CWA members will be handing out an introductory UVW-CWA zine 
    to GDC 2025 attendees. A digital version of the zine can be found here.

    UVW-CWA builds off of the unprecedented mobilization following the Game Developers Conference in 2018, which served as a launching pad for the creation of Game Workers Unite, an international grassroots organization dedicated to labor organizing the industry. The launch of UVW-CWA also coincides with the fifth anniversary of CODE-CWA, which has helped over 6,500 tech and video game workers organize to join the union since 2020.

    “The creation of this union was not done in isolation; it’s a cumulative effort by the thousands of video game workers who have been fighting for years to redefine what it means to stand together and reclaim power in one of the largest and highest-grossing industries on the globe,” said Tom Smith, CWA’s Senior Director of Organizing. “These workers are taking a bold stand, joining together to build power for the workers behind the games we all know and love.”

    As part of the United Videogame Workers-CWA launch, members will be gathering signatures for a petition demanding dignity and job security for all video game workers, particularly those facing layoffs. The video game industry is one of the fastest-growing entertainment industries in the world, with huge revenue increases in recent years. Across the industry, over 10,500 jobs were lost in 2023 and an additional 14,600 jobs were lost in 2024. According to the GDC 2025 State of the Game Industry, more than 10% of surveyed game developers reported being laid off in 2024. Over 30 studios have laid off their entire staff and were closed by their parent companies, including some of the largest and most profitable corporations like Microsoft and Sony Interactive Entertainment. The full petition can be found here.

    “Our mission is to take back our lives, our labor, and our passion from those who treat us like replaceable cogs; to empower our fellow workers; to link up arms with the laid off, with the freelancer, with the disillusioned contractor, with the disenfranchised and the marginalized, with the workers laboring invisibly to keep this industry afloat,” reads UVW-CWA’s mission statement. “We are going to create a game industry that works for us, one that nourishes its talent and invests in its future, rather than constantly seeking short-term profits. We are the ones that make the games, so we must be the ones that set the terms of how we work.”

    UVW-CWA joins a list of several other historic union campaigns with CWA that have organized within a direct-join organizing model, including United Campus Workers-CWA, Texas State Employees Union-CWA Local 6186, and Alphabet Workers Union-CWA. Direct-join organizing, sometimes referred to as pre-majority unionism, enables workers – including freelancers and the thousands of video game workers who were laid off in recent years – to build power across the industry without the obstacles and delays that employers can impose during the traditional union certification process., It also makes it easier for workers to address shared concerns beyond just one video game studio. UVW-CWA will include video game workers across the United States and Canada, as well as video game contractors, freelancers, indie developers, workers who are currently unemployed, and workers who are already organizing their workplaces.

    “The formation of United Video Game Workers-CWA is an exciting next step in our union’s work to help video game workers build power in their industry,” said CWA President Claude Cummings Jr. “As video game studios have consolidated, the workers whose creativity, dedication, and skill bring the games to life have become more an afterthought. They are subject to endless cycles of layoffs and rehiring as corporate executives pursue short-term profits at the expense of a sustainable future.”

    Video game workers and musicians in the United States/Canada who are interested in becoming members can apply here.

    Follow UVW-CWA on Bluesky, X, and Instagram. Visit uvw-cwa.org for more information on campaign updates and membership opportunities.

    ###

    About CODE-CWA
    The Campaign to Organize Digital Employees (CODE-CWA) is a network of worker-organizers and their staff working every single day to build the voice and power necessary to ensure the future of the tech, game, and digital industries in the United States and Canada. CODE-CWA is a project of the Communications Workers of America which represents hundreds of thousands of workers throughout tech, media, telecom, and other industries who stand together to fight for justice on the job and in our communities.

    About CWA
    The Communications Workers of America represents working people in telecommunications, customer service, media, airlines, health care, public service and education, manufacturing, tech, and other fields.

    MIL OSI USA News –

    March 20, 2025
  • MIL-OSI USA: Educators, parents, and students host walk-ins to protect our students and families

    Source: US National Education Union

    By: Eric Jotkoff

    Published: March 19, 2025

    Thousands of educators, parents, families, students, and community leaders sent a message to federal, state, and local elected officials around the nation today, holding hundreds of walk-in events throughout the country in support of the strong public schools and other protections students and communities need to thrive. 

    “Most of us believe every student deserves opportunity, resources, and support to reach their full potential no matter where they live, the color of their skin, or how much their family earns. Every student in every community across the nation will be impacted by Donald Trump’s and Elon Musk’s extreme efforts to dismantle public schools to pay for tax handouts for billionaires. Gutting the Department of Education will send class sizes soaring, cut job training programs, make higher education more expensive and out of reach for middle-class families, take away special education services for students with disabilities, and damage student civil rights protections,” said National Education Association President Becky Pringle, who spoke at a walk-in event at Takoma Park Middle School.  

    Walk-ins are positive actions where parents, educators, students, grandparents, caregivers, and families, along with neighbors and community leaders, gather in front of their school 30-45 minutes before the school day begins to discuss what they want for the school and community. Walk-ins are used to celebrate positive achievements, collaborate with school officials, or protest harmful school conditions and policies. 

    Since taking office, Donald Trump and Elon Musk have aimed their wrecking ball at public schools. They have ended critical research into student learning which has taken educators out of the classroom and left students with fewer opportunities and less support. They have fired without cause nearly half of the Department of Education staff, getting rid of the dedicated public servants who help ensure our nation’s students have access to the programs and resources to keep class sizes down, expand learning opportunities, and ensure important higher education access programs like FAFSA can function. And they have worked to take away resources from our public schools – where 90% of our students including 95% of students with disabilities go – to fund unaccountable and discriminatory private schools.  

    “Together, we will protect our students and our communities. We won’t let anyone hurt our students or take away opportunities from our families so Trump and Musk can ensure billionaires continue paying less in taxes than educators, nurses, or firefighters,” Pringle added. “Today was about educating, organizing, and mobilizing. And we’re not done yet.” 

    -###- 

     Follow us on Bluesky at https://bsky.app/profile/neapresident.bsky.social and https://bsky.app/profile/neatoday.bsky.social  

    The National Education Association is the nation’s largest professional employee organization, representing more than 3 million elementary and secondary teachers, higher education faculty, education support professionals, school administrators, retired educators, students preparing to become teachers, healthcare workers, and public employees. Learn more at www.nea.org  

    MIL OSI USA News –

    March 20, 2025
  • MIL-OSI Security: Jamaican National Charged With Illegal Reentry By A Previously Deported Alien

    Source: Office of United States Attorneys

    Orlando, Florida – Acting United States Attorney Sara C. Sweeney announces the filing of a criminal complaint charging Garville Gary Gayle (36, Jamaica) with illegal reentry by a previously deported or removed alien. If convicted, Gayle faces up to ten years in federal prison. 

    According to the complaint, Gayle is a Jamaican citizen and national who was previously removed from the United States on November 19, 2009, and again on May 26, 2016. Prior to being removed from the United States, he was convicted of felony offenses, including illegal reentry by a previously removed alien. He has never applied to the Attorney General of the United States and/or the Secretary of the Department of Homeland Security for permission to re-enter the United States. On April 29, 2024, Gayle was found voluntarily back in the United States.

    A criminal complaint is merely a formal charge that a defendant has committed one or more violations of federal criminal law, and every defendant is presumed innocent unless, and until, proven guilty.

    This case was investigated by Immigration and Customs Enforcement (ICE) Enforcement Removal Operations (ERO), the Orlando Police Department, and the Orange County Sheriff’s Office. It is being prosecuted by Special Assistant United States Attorney Matthew J. Del Mastro.

    This case is part of Operation Take Back America, a nationwide initiative that marshals the full resources of the Department of Justice to repel the invasion of illegal immigration, achieve the total elimination of cartels and transnational criminal organizations (TCOs), and protect our communities from the perpetrators of violent crime.

    MIL Security OSI –

    March 20, 2025
  • MIL-OSI: Duty of disclosure: Transactions in shares in Ringkjøbing Landbobank A/S

    Source: GlobeNewswire (MIL-OSI)

    Nasdaq Copenhagen
    London Stock Exchange
    Euronext Dublin
    Danish Financial Supervisory Authority
    Other Stakeholders

    Duty of disclosure: Transactions in shares in Ringkjøbing Landbobank A/S

    Ringkjøbing Landbobank A/S hereby reports on transactions in Ringkjøbing Landbobank A/S shares carried out by persons who have a duty of disclosure, in compliance with Article 19 of the Market Abuse Regulation.

    For further details, please be referred to the attached templates for notification and public disclosure of transactions by persons discharging managerial responsibilities and persons closely associated with them.

    Kind regards,

    John Fisker        
    CEO

    Enc.:
    Transaction templates

    Attachments

    • 2025-03-19 Indberetningsliste – engelsk
    • 2025-03-19 Skema engelsk – Jørn Nielsen

    The MIL Network –

    March 20, 2025
  • MIL-OSI: Sierra Financial Holdings to Acquire Preferred Security Life Insurance Company

    Source: GlobeNewswire (MIL-OSI)

    HOUSTON, March 19, 2025 (GLOBE NEWSWIRE) — Sierra Financial Holdings, LLC today announced that it received final regulatory approval from the Texas Department of Insurance to acquire Preferred Security Life Insurance Company, a Texas-Domiciled Life Insurance carrier. Closing is expected to occur on April 1, 2025.

    Dennis Haley, President of Preferred Security Life Insurance Company, stated “The addition of a life insurance option to Sierra’s wide array of mortgage loan products significantly expands its portfolio of financial services and provides Preferred Security Life with ready access to the growing Latino market while simultaneously offering customers a means to provide financial protection and security for their family.”

    About Sierra Financial Holdings, LLC – Headquartered in Houston, Texas, Sierra Financial Holdings, LLC is a privately held company focused on the financial services industry. Since 2010 our family of independent financial services organizations have provided a full line of insurance and mortgage portfolio products to the primarily Latino market. The companies include:

    Sierra Mortgage Capital, LLC – a nationwide closed loan mortgage conduit that acquires first lien residential whole loans from approved mortgage bankers and retail lenders.

    Sierra Lending Group, LLC – a retail residential mortgage originator specializing in products that serve the Latino market in Texas.

    Sierra Lending Corporation – a California-based retail residential mortgage originator specializing in products that serve the Latino market in California.

    Sierra Insurance Services, LLC – a Houston-based insurance agency specializing in life insurance products that cater to the Latino market.

    About Preferred Security Life Insurance Company – Founded in 1994, Preferred Security Life Insurance Company is a Stipulated Premium Life insurance company with operational headquarters in Colorado Springs, Colorado USA.

    CONTACT
    John F. Sexton
    Managing Partner
    jsexton@groupsierra.com
    4550 Post Oak Place Dr, Suite 244
    Houston, TX 77027
    (713) 629-6300
    www.SierraFinancialHoldings.com

    The MIL Network –

    March 20, 2025
  • MIL-OSI Global: The Gaza ceasefire is dead − Israeli domestic politics killed it

    Source: The Conversation – Global Perspectives – By Asher Kaufman, Professor of History and Peace Studies, University of Notre Dame

    Buildings and a ceasefire left in ruins after airstrikes on March 18, 2025. Majdi Fathi/NurPhoto via Getty Images

    The ceasefire in Gaza appears to be over.

    And while Israeli Prime Minister Benjamin Netanyahu has sought to blame Hamas for the resumption of fighting that killed more than 400 Palestinians on March 18, 2025 – “only the beginning,” Netanyahu warned – the truth is the seeds of the renewed violence are to be found in Israeli domestic politics.

    Ever since the first phase of the ceasefire came into effect in January, Israeli politics experts – myself included – have flagged a likely insurmountable problem. And that is the execution of the plan’s second phase – which, if implemented, would see full withdrawal of Israeli military forces from the Gaza Strip in exchange for the release of the remaining hostages – is a nonstarter for far-right elements in the Israeli ruling coalition that Netanyahu relies on for his political survival.

    Withdrawing from the Gaza Strip runs counter to the maximalist ideologies of key members of Netanyahu’s government, including some in his own party, Likud. Rather, their stated position is for Israel to remain in control of the enclave and to push as many Palestinians as possible out of it. It is why many in Netanyahu’s government cheered when President Donald Trump indicated that Palestinians should be cleared from Gaza to make way for a massive reconstruction project led by the United States.

    As an expert on Israeli history and a professor of peace studies, I believe the far-right vision for post-conflict Gaza shared by parts of Netanyahu’s government is incompatible with the ceasefire plan. But increasingly, it appears to chime with the views of some in the U.S. administration – which, as de facto sponsor of the ceasefire, may have been the only entity that could have held the Israeli government to its terms.

    Efforts to transform judiciary

    It is true Hamas is responsible for delays and manipulations during the first phase of the ceasefire deal. It also turned hostage releases into propaganda spectacles, tormenting both the families of captives and much of Israeli society in the process.

    But in my view, the resumption of war is first and foremost tied to domestic Israeli currents that predate even the Oct. 7, 2023, attack that sparked the deadliest fighting between Israelis and Palestinians since the 1948 war. It can be traced back to Netanyahu’s efforts to transform the political system in Israel and increase the power of the executive and legislative branches while weakening the judiciary.

    U.S. President Donald Trump greets Israeli Prime Minister Benjamin Netanyahu at the White House on Feb. 4, 2025.
    Demetrius Freeman/The Washington Post via Getty Images

    Since coming to power in January 2023, Netanyahu’s hard-right government has made significant efforts to turn independent institutions such as the attorney general’s office and the police into compliant arms of the government by seeking to place government loyalists in charge of both.

    Prolonging the war

    In 2023, a sustained and massive protest movement slowed Netanyahu’s attempts to overhaul the country’s judiciary.

    And then came the Hamas massacre on Oct. 7.

    Many Israeli commentators hoped that the attack would force the government to reconsider its efforts to carry out what some described as a legal coup, in a show of national unity.

    But Netanyahu and his government had other plans.

    After an initial hostage deal in November 2023 failed to yield a wider breakthrough, people gradually began to question whether Netanyahu’s primary interest was to prolong the war in the belief that doing so might be the best way to save his political career and revive his assault on the judiciary.

    Such a view has solid foundations. Having been indicted in November 2019 on breach of trust, fraud and corruption charges, Netanyahu was presented with an opportunity to muddy the logic of the long-running legal proceedings: He could hardy stand trial while defending a nation at war. The prosecution is still ongoing, but the resumption of fighting has, again, meant that Netanyahu has reason to delay his testimony.

    Meanwhile, war also provides cover for Netanyahu to neuter some of his fiercest critics. In the months after the Oct. 7 attack, Netanyahu systematically removed from office antagonistic members of the security and political leadership, accusing them of being responsible either for the Hamas attack or for the mismanagement of the conflict.

    This purging of anti-Netanyahu elements in Israel has ramped up in recent months, with Netanyahu and his allies seeking to replace Attorney General Gali Baharav-Miara and fire Ronen Bar, the head of the powerful security agency Shabak, or Shin Bet, which has been carrying out sensitive investigations into Netanyahu’s closest aides.

    Shoring up the coalition

    The apparent breakdown of the ceasefire now also coincides with growing pressure on Netanyahu from the political right in his ruling coalition.

    Under Israeli law, the government must approve its annual budget by the end of March or face being dissolved, something that would trigger fresh elections.

    But Netanyahu is facing holdouts among ultra-Orthodox parties over the issue of army drafts. Since the start of the war, there has been tremendous pressure from the wider Israeli public to end the draft exemption for ultra-Orthodox men, who unlike other Israelis did not have to serve in the military. Ultra-Orthodox parties, however, are demanding the opposite: to pass legislation that would formally exempt them from military service.

    To secure the vote for the annual budget and stave off elections, Netanyahu needs support – and if it isn’t going to come from the ultra-Orthodox parties, then he needs to shore up far-right members of the coalition.

    As a result of the resumption of war, Otzma Yehudit – the far-right party that left Netanyahu’s government in January to protest the ceasefire agreement – has returned to the fold. This gives Netanyahu crucial budget votes. But in effect, it signals that the coalition has no intention of implementing the second phase of the ceasefire plan, withdrawing from Gaza. In effect, it has killed the ceasefire.

    The domestic politics of Israel alone is not to blame for the resumption of fighting. There is, too, the changing stance of the U.S. administration.

    The transition of presidency from Joe Biden to Donald Trump was a decisive reason for the timing of the ceasefire agreement in January 2025.

    But it appears that the administration is reluctant to force Netanyahu to continue to the second phase. Recent statements from Trump suggest that he supports putting extra military pressure on Hamas in Gaza. And by blaming Hamas for the resumption of the war, Trump is tacitly endorsing the position of the Israeli government.

    Hamas, in fact, has the most interest in implementing the agreement. Doing so would give the Palestinian militant group the best chance it has of remaining in control of Gaza, while also boasting that it had been responsible for the release of thousands of Palestinian prisoners from Israeli prisons.

    Thousands gather at Habima Square to protest against Prime Minister Benjamin Netanyahu’s government on March 18, 2025.
    Yair Palti/Anadolu via Getty Images

    Protests gaining momentum

    The majority of Israelis are in favor of ending the war, completing the ceasefire agreement and having Netanyahu resign.

    And the anti-government protest movement is gaining steam again as seen in widespread protests in Israeli cities against both the resumption of fighting in Gaza and the attempt to oust security chief Ronen Bar.

    Given that the people and the government of Israel appear to be pulling in opposite directions, the resumption of bombing in Gaza can only exacerbate the internal crisis that preceded the war and has ebbed and flowed ever since.

    But Netanyahu has seemingly bet that more war is his best chance of remaining in power and completing his plan to transform the country’s political system. Israel is facing an unprecedented situation in which, I would argue, its own prime minister has became the biggest threat to the country’s stability.

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

    – ref. The Gaza ceasefire is dead − Israeli domestic politics killed it – https://theconversation.com/the-gaza-ceasefire-is-dead-israeli-domestic-politics-killed-it-252569

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: High school sports are losing athletes to private clubs, but schools can keep them by focusing on character development

    Source: The Conversation – USA – By Mark Rerick, Assistant Professor of Kinesiology, University of North Dakota

    High school sports programs tend to emphasize character development and good sportsmanship. AP Photo/Mel Evans

    Not long ago, high school students who wanted to play football, basketball or another sport had few options other than trying out for their school team. And it was to high school gymnasiums and fields that recruiters flocked to find talent for colleges and even the pros.

    That’s changed in recent decades as private clubs have emerged and soared in popularity across the country. Today, kids interested in pretty much any sport often have multiple clubs and leagues to choose from instead of playing on their high school’s varsity squads. Clubs have been especially good at attracting the most talented student-athletes due to their intense and competitive nature.

    As a result, parents are increasingly debating something that would have been unthinkable a couple of generations ago: Where should our kids play sports?

    As a former K-12 director of athletics – and as a current parent of three youth athletes from elementary to the collegiate level – I know it can be a tough choice. I’ve seen firsthand the pros and cons of playing sports both in high school and clubs.

    While clubs may be best for the most talented athletes, I believe schools can’t be beat for the broader focus they can put on character development. Since the vast majority of student-athletes won’t play in organized leagues beyond high school, that’s where I believe the schools’ focus should be.

    My own unpublished research shows it’s also a way – along with emphasizing the fun and social aspects of athletics – to get more students who played sports as young kids to continue in high school.

    The rise of the private youth sports industry

    Although I am an unapologetic advocate for school-based athletics, I recognize the benefits that come along with participation in club or private-league programs.

    But prior to the 1980s, private clubs weren’t common. Before high school, kids played on teams organized by their schools, local parks and recreation programs or nonprofit organizations such as the YMCA. After that, the only option for most was high school sports.

    The first big step toward highly organized, privatized youth sports programs occurred during what has been referred to as “the Reagan revolution,” according to research I did for my dissertation. President Ronald Reagan’s funding cuts across the government pushed more expenses onto states and cities, which limited the ability of local parks and recreation departments to fully staff youth programs. This left many of them with only enough funds to maintain their facilities.

    At the same time, school districts began systematically reducing the number of physical education classes offered in lieu of an increased focus on subjects such as math and science. Those two factors took away the most affordable options for athletic participation for many families.

    With the reduction of public offerings, the youth sports programming gap was filled by private clubs and leagues, which placed more emphasis on athleticism, competition and sometimes elite-style training. And it’s become big business for the adults who run these programs.

    While good numbers on these leagues are hard to come by, multiple data sources show the privatized youth sports market has experienced tremendous growth in recent years. A recent estimate put total spending on youth sports at over US$40 billion as of 2024, compared with the $10 billion estimate of the youth sports economy in 2010.

    But despite their growth, one sobering statistic for aspiring elite athletes remains true: Only about 7% of teenagers who play organized sports will advance to the collegiate level or beyond.

    Knowing that 93% of high school athletes will end their competitive careers at graduation, I believe it’s important that school administrators place a premium on running athletic programs that focus on building skills they’ll need as adults instead of just winning games.

    More and more teenagers are playing on elite club teams, such as Aaliyah Chavez, right, who plays for CyFair Elite.
    Mike Caudill for The Washington Post via Getty Images

    Why most students play

    My own research backs this up.

    In my previous role as a director of athletics for public schools in Grand Forks, North Dakota, I routinely surveyed our athletes at the end of their seasons about various aspects of their experience on the team. Among those questions, I asked athletes to tell me the three most important reasons they chose to play that sport for that season and whether they were planning to play on the team again next year.

    Unsurprisingly to me, the top three reasons were consistently to have fun, spend time with friends and stay physically active, in that order. You’ll notice winning games or for competition were not among them.

    On the flip side, when asked why students chose to drop out the following year, the top reason was their relationship with the coach, while a close second was that they were not having fun. To me, this was evidence that what student-athletes most wanted from their high school programs wasn’t so much sport skills development as personal development and growth.

    Other studies back this up. Overtraining and a lack of fun are cited as the main reasons why 70% of young athletes who compete on a team stop playing before they even reach high school.

    Focus on the fun – not the competition

    Here are five things school administrators can do to help turn things around and make their sports programs more attractive to students considering clubs, as well as those who are pondering giving up on sports altogether.

    1. Develop an athletic program that teaches character traits and life skills that are usable for 100% of participants, not just the 7% who go on to play in college.

    2. Make sure programs emphasize fun, social growth and physical fitness, rather than just the competition.

    3. Encourage coaches to spend individual time throughout the season with each student-athlete to discuss the athlete’s goals, role and progress.

    4. Survey student-athletes about their experience at the end of each season and tweak the program accordingly.

    5. Include student-athlete assessments about how much they enjoy playing for the coach as a part of the coach’s postseason evaluation.

    High school sports may not be for everybody, but I believe many more students would choose to participate if the focus were on building character and having fun with friends, not winning trophies.

    Mark Rerick is affiliated with the National Interscholastic Athletic Administrators Association.

    – ref. High school sports are losing athletes to private clubs, but schools can keep them by focusing on character development – https://theconversation.com/high-school-sports-are-losing-athletes-to-private-clubs-but-schools-can-keep-them-by-focusing-on-character-development-236367

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: Can animals make art?

    Source: The Conversation – USA – By Shawn Simpson, Visiting Lecturer in Philosophy, University of Pittsburgh

    A male satin bowerbird stands before his creation. Ken Griffiths/iStock via Getty Images

    In the forests of eastern Australia, satin bowerbirds create structures known as “bowers.”

    The males gather twigs and place them upright, in two bundles, with a gap in the middle, resulting in what looks like a miniature archway. All around the bower the bird scatters small objects – shells, pieces of plastic, flower petals – which all possess the same property: the color blue.

    Studies suggest that the purpose of the bowers is to impress and attract females. But their beauty and intricacy has left some researchers wondering whether they shouldn’t be considered art.

    Of course, figuring out whether something is a work of art requires answering some tricky philosophical questions. Are animals even capable of creating art? And how can we tell whether something is a work of art rather than just a coincidentally beautiful object? As a philosopher and artist who’s interested in aesthetics and biology, I recently wrote about the evolution of behaviors in animals that could be seen as art.

    A contested concept

    First, it’s important to outline various theories of what makes something a work of art.

    There’s a general agreement that art must have some sort of producer and some possible or intended audience. In this way, it’s similar to other forms of communication.

    But the rest of the picture is unclear, and there’s no universally agreed-upon definition of art. In fact, art has proven so difficult to define that Scottish philosopher W.B. Gallie once suggested it might be an “essentially contested concept” – an idea for which there is no correct definition.

    That being said, some popular views have emerged.

    Leo Tolstoy famously suggested art is a conduit for emotion, writing in 1897 that “one man consciously, by means of certain external signs, hands on to others feelings he has lived through, and that other people are infected by these feelings and also experience them.”

    Plato and Aristotle emphasized the representational role of art: the idea that a work of art must in some way mimic, depict or “stand in” as a sort of sign for something else.

    Some philosophers believe that creating art requires intention – for example, a sculptor will mold clay with the intention of having it look like Abraham Lincoln. And nonhuman animals, they’ll argue, simply don’t have the right kind of intentions for art-making.

    Art, beauty and sex

    And yet, it’s not clear how much intention really does matter for art.

    Philosopher Brian Skyrms has pointed out that communication arises even in animals that plausibly do not have sophisticated intentions like our own. For example, fireflies signal to mates with flashes, and this seems to be largely an evolved behavior. Communication can even emerge via simple reinforcement learning, as when a dog learns to associate a certain call with dinner.

    These aren’t instances of art. But they reveal how meaningful signs or representations can operate without the need for complex intentions. Given that much art also serves a communicative role, I argue that there’s reason to think that art might be able to come about in less intention-demanding ways too.

    Ornithologist Richard Prum also takes a communicative view of art, but one where art is meant to be evaluated for its beauty. The beauty of a work functions as an indicator of the artist’s reproductive fitness, or their having “good genes” – and this can apply to both humans and animals.

    Charles Darwin, musing about birds in “The Descent of Man,” also thought at least some animals appreciate beauty:

    “When we behold a male bird elaborately displaying his graceful plumes or splendid colours before the female, whilst other birds, not thus decorated, make no such display, it is impossible to doubt that she admires the beauty of her male partner.”

    Some might not like an account like Prum’s, since it seems to allow creations like bowers to count as art. And yet, as philosopher Denis Dutton points out in his 2009 book “The Art Instinct,” mate attraction and fitness broadcasting can be the primary motivation behind many human works of art too: just consider the stereotype of the sex-hungry rock musician.

    Whale ballads and pig paintings

    I think it’s safe to say some animal creations don’t count as art. The webs of most spiders, though intricate and carefully designed, appear to exist for utilitarian purposes and serve no evaluative or communicative function. The same goes for most anthills.

    But what about animal songs?

    The structures of the songs of humpback whales are complex, featuring parts and repeated patterns that researchers often describe as “themes” and “verses.” The songs are long – sometimes up to 30 minutes. Because males perform these songs primarily during mating season, it’s plausible that female whales assess them for their beauty, which serves as a way to gauge the singer’s genetic fitness. Details of songs even vary from whale population to population, often changing over the course of a mating season.

    Then there are animals that have been trained to make art. Pigcasso was a pig in South Africa whose trainer taught her to paint on canvas via reinforcement learning. The trainer would pick out the colors for Pigcasso, and Pigcasso would do the brushing. Was Pigcasso really an artist? Were her paintings works of art?

    Pigcasso was taught to paint by her trainer.
    Kristin Palitza/Picture Alliance via Getty Images

    Pigcasso was plausibly making these paintings for reasons other than her own desire to communicate or make something beautiful; she was motivated, at least in part, by “piggy treats.” The trainer chose the colors. But Pigcasso did, in the end, have some aesthetic freedom: She had control over her brushstrokes.

    Off the coasts of Japan, male white-spotted puffer fish create impressive nests to attract females. The male puffer fish uses his mouth to remove rocks from the sand and his body to wiggle out long, strategically placed grooves. The finished product is a multi-ringed sand mandala about 6 feet in diameter.

    Like the bowers, the nests of the puffer fish are beautiful and involve mate attraction. Yet some researchers argue that since these sorts of works all look roughly the same – have the same shape, use the same materials and so on – they’re more likely the result of evolved, inflexible dispositions than more creative processes.

    Male white-spotted puffer fish create elaborate designs in the sand to attract mates.

    But it’s worth noting that many human works of art bear core similarities as well. Many paintings use flat surfaces, oils or acrylics. Many songs follow the same chord patterns. And would we still consider human sculptures art if we discovered much about the motivation to build them could be explained by evolution? I wager we would.

    Birds bust a move

    Many human cases of art involve more than one person, sometimes even a large group. Think of all the people it takes to make a modern film. Does anything like that happen in animals?

    Consider the blue manakin bird of South America. Male blues will form groups, often of three or more, which then practice an elaborate song-and-dance routine to later perform in front of females. The practice is detailed and dutiful. The groups hone their moves. This involves learning and memorization, not just genetics. Flaws in the performance are challenged and corrected. Sometimes during practices, a juvenile male will even fill in as a mock female.

    Some blue manakins spend years honing their dance moves.

    It’s not The Beatles. But the similarity to music groups seem hard to deny.

    At the same time, it’s worth wondering whether, beyond conveying their eagerness to mate, the birds are trying to “say” or “express” anything more with their performance. And do they know it’s beautiful?

    All this leaves room for doubt about whether animals really make art.

    To me, a key question is whether there’s any animal art that doesn’t have to do with mating, and instead expresses something more complex or sentimental. Without being able to get into the heads of animals, it’s hard to say. But it’s plausible that humans aren’t alone in their artistic pursuits.

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

    – ref. Can animals make art? – https://theconversation.com/can-animals-make-art-248503

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: The story of the Great Migration often overlooks Black businesses that built Detroit

    Source: The Conversation – USA – By Kendra D. Boyd, Assistant Professor of History, Rutgers University

    The flourishing Black business district in Detroit, Mich., photographed in 1942. Arthur S. Siegel via the Library of Congress, CC BY-ND

    Black businesses were essential to facilitating the Great Migration of African Americans out of the South between the 1910s and 1960s. Yet, the traditional narrative of the migration as a movement of laborers seeking high-wage jobs obscures the history of African Americans who moved north or west seeking entrepreneurial opportunities.

    This story is featured in my book, “Freedom Enterprise: Black Entrepreneurship and Racial Capitalism in Detroit,” which will be published April 8, 2025.

    Between 1910 and 1970, more than 6 million African Americans left the South for destinations such as Detroit, Chicago, New York and Los Angeles. This mass exodus had, and continues to have, enormous political, cultural and social implications for our nation. Migrants were seeking true freedom, including full political and economic citizenship – things they had not been able to achieve in the Jim Crow South.

    As a historian of Black business, I wanted to know more about those who migrated to Detroit with the aim of working for themselves – as opposed to getting a job in Henry Ford’s auto factories.

    The experiences and trajectories of these migrant entrepreneurs can tell us much about the possibilities for Black social and economic advancement through business in the United States.

    Leaving the South

    Pioneering African American historian Carter G. Woodson, father of Black History Month, pointed to the lack of business opportunities in describing the causes of the mass migration that began in the mid-1910s.

    “In most parts of the South the Negroes are still unable to become landowners or successful business men,” Woodson wrote in 1918. “Conditions and customs have reserved these spheres for the whites.”

    Of course, African Americans did establish businesses in the South, sometimes becoming quite wealthy. But there was always the threat of lynchings and other forms of racial violence for those who defied the racial caste system of Jim Crow. The destruction of “Black Wall Street” in Tulsa, Oklahoma, is a well-known story. But there were many other incidents of white supremacist terrorism targeting Black businesses owners.

    In fact, many Black entrepreneurs pointed out that the danger of racial violence was a deciding factor in their moving to Detroit. This included people such as Willis Eugene Smith, who established a funeral home, and Berry Gordy Sr., who operated a grocery store and contracting business in the city. In his 1979 memoir, “Movin’ Up: Pop Gordy Tells His Story,” Gordy told how he decided to leave Georgia for Detroit after local whites began pestering him about a large check he received as payment for goods he had sold. Gordy’s sister warned him: “You fool ’round here, they’re liable to beat us out of it, take all our money.”

    Many African American entrepreneurs who participated in the Great Migration questioned whether they could experience enduring upward mobility through business if they stayed in the South.

    As early as 1917, the director of the Detroit Urban League, Forrester B. Washington, reported “receiving many letters from [southern] Negro business men asking information regarding the real situation here.”

    Migrant entrepreneurs’ services essential

    Many of those Southern entrepreneurs decided to move north. Detroit’s African American population increased 611% between 1910 and 1920 to 40,838, making it home to one of the largest populations of African Americans in the country.

    While Southern migrants saw Detroit as a promised land, segregation in the North was alive and well. There were many negative aspects to racial segregation, but it also created entrepreneurial opportunities, as Black newcomers needed the services of Black-owned businesses such as barbershops and hair salons, hotels and restaurants. These businesses sustained the growing African American community and made it feasible for Southern migrants to settle permanently in the city. By 1926, 85% of Detroit’s Black population were migrants, according to “The Negro in Detroit,” a report produced by the Detroit Bureau of Governmental Research.

    Some businesses made their Southern roots explicit in their advertising. A 1933 advertisement for the Creole Hand Laundry, located at 542 Watson St., stated: “From New Orleans, La.”

    Migrant entrepreneurs tapped into newly created niche markets, catering to the tastes of Southern transplants. For example, the Home Milling Company was established in Detroit around 1922 and processed hominy grits, cornmeal and whole wheat flour in a plant at Catherine and Russell streets. Home Milling’s managers had plans to expand the business in order to supply Black-owned bakeries in Detroit and satiate the tastes of newcomers.

    “There is quite a large demand of the products on the part of Southern residents in the City and the concern is doing a fair volume of business,” stated the 1926 “The Negro in Detroit” report. “Their cornmeal is made from specially selected white corn out of deference to the palate of Southern Negroes who do not relish meal made from yellow corn.”

    Supreme Linen and Laundry was another company that provided essential goods and services to Detroit’s growing number of Black-owned restaurants and hotels. Established by native Mississippians Fred and Callie Allen in 1929, the company supplied uniforms, tablecloths and napkins to businesses across the city and housed a commercial laundry.

    Fred and Callie Allen, a husband and wife team, built up their laundry business, Supreme Linen and Laundry, to service the Black neighborhoods nearby. The business grew to at least 41 Black employees.
    The Detroit Tribune, CC BY-ND

    A mecca for Black-owned business

    By the 1940s, Detroit had earned the reputation of having more Black-owned businesses than any other city in the United States. This thriving business community comprised mainly Southern migrants.

    Black business women, particularly those affiliated with the Detroit Housewives’ League, were instrumental in facilitating the growth of the Black-owned business community in the 1930s and 1940s. The league was established with the goal of boosting Black business in the city and grew to have over 10,000 members. The organization promoted Black businesses by hosting annual exhibitions, producing and distributing informational publications, and sponsoring educational programs for entrepreneurs and consumers.

    Building a successful Black business community in Detroit in the first half of the 20th century was certainly not without obstacles. These included retail and residential segregation, lending discrimination and violence, among others. Yet, migrant entrepreneurs facilitated the migration to the city and transformed the landscape of Detroit.

    In 1925, the city’s Black population was 85,000. That blossomed to 300,000 by 1950.

    Detroit’s historic Black business community was concentrated in adjoining neighborhoods called Black Bottom and Paradise Valley.

    Later, this area was targeted by urban planning initiatives, including freeway construction and urban renewal in the 1950s and 1960s. As a result, the success of this business community was cut short. State-sponsored redevelopment wiped out much of the wealth Black entrepreneurs hoped to pass down to their children, contributing to the racial wealth gap.

    This destruction was a harsh blow to Southern migrant entrepreneurs who had relocated to Detroit seeking economic independence, upward mobility and other markers of freedom.

    Read more of our stories about Detroit.

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

    – ref. The story of the Great Migration often overlooks Black businesses that built Detroit – https://theconversation.com/the-story-of-the-great-migration-often-overlooks-black-businesses-that-built-detroit-249006

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: As mountain glaciers melt, risk of catastrophic flash floods rises for millions − World Day for Glaciers carries a reminder

    Source: The Conversation – USA – By Suzanne OConnell, Harold T. Stearns Professor of Earth Science, Wesleyan University

    Imja Lake, a glacial lake in the Mount Everest region of Nepal, began as meltwater ponds in 1962 and now contains 90 million cubic meters of water. Its water level was lowered to protect downstream communities. Alton Byers

    In mountain ranges around the world, glaciers are melting as global temperatures rise. Europe’s Alps and Pyrenees lost 40% of their glacier volume from 2000 to 2023. These and other icy regions have provided freshwater for people living downstream for centuries – almost 2 billion people rely on glaciers today. But as glaciers melt faster, they also pose potentially lethal risks.

    Water from the melting ice often drains into depressions once occupied by the glacier, creating large lakes. Many of these expanding lakes are held in place by precarious ice dams or rock moraines deposited by the glacier over centuries.

    Too much water behind these dams or a landslide into the lake can break the dam, sending huge volumes of water and debris sweeping down the mountain valleys, wiping out everything in the way.

    These risks and the loss of freshwater supplies are some of the reasons the United Nations declared 2025 the International Year of Glaciers’ Preservation and March 21 the first World Day for Glaciers. As an Earth scientist and a mountain geographer, we study the impact that ice loss can have on the stability of the surrounding mountain slopes and glacial lakes. We see several reasons for increasing concern.

    Erupting ice dams and landslides

    Most glacial lakes began forming over a century ago as a result of warming trends since the 1860s, but their abundance and rates of growth have risen rapidly since the 1960s.

    Many people living in the Himalayas, Andes, Alps, Rocky Mountains, Iceland and Alaska have experienced glacial lake outburst floods of one type or another.

    A glacial lake outburst flood in the Himalayas in October 2023 damaged more than 30 bridges and destroyed a 200-foot-high (60-meter) hydropower plant. Residents had little warning. By the time the disaster was over, more than 50 people had died.

    Juneau, Alaska, has been hit by several flash floods in recent years from a glacial lake dammed by ice on an arm of Mendenhall Glacier. Those floods, including in 2024, were driven by a melting glacier that slowly filled a basin below it until the basin’s ice dam broke.

    Scientists investigate flooding from Mendenhall Glacier’s Suicide Basin.

    Avalanches, rockfalls and slope failures can also trigger glacial lake outburst floods. These are growing more common as frozen ground known as permafrost thaws, robbing mountain landscapes of the cryospheric glue that formerly held them together. These slides can create massive waves when they plummet into a lake. The waves can then rupture the ice dam or moraine, unleashing a flood of water, sediment and debris.

    That dangerous mix can rush downstream at speeds of 20-60 mph (30-100 kph), destroying homes and anything else in its path.

    The casualties of such an event can be staggering. In 1941, a huge wave caused by a snow and ice avalanche that fell into Laguna Palcacocha, a glacial lake in the Peruvian Andes, overtopped the moraine dam that had contained the lake for decades. The resulting flood destroyed one-third of the downstream city of Huaraz and killed between 1,800 and 5,000 people.

    Teardrop-shaped Lake Palcacocha, shown in this satellite view, has expanded in recent decades. The city of Huaraz, Peru, is just down the valley to the right of the lake.
    Google Earth, data from Airbus Data SIO, NOAA, U.S. Navy, NGA, GEBCO

    In the years since, the danger there has only increased. Laguna Palcacocha has grown to more than 14 times its size in 1941. At the same time, the population of Huaraz has risen to over 120,000 inhabitants. A glacial lake outburst flood today could threaten the lives of an estimated 35,000 people living in the water’s path.

    Governments have responded to this widespread and growing threat by developing early warning systems and programs to identify potentially dangerous glacial lakes. Some governments have taken steps to lower water levels in the lakes or built flood diversion structures, such as walls of rock-filled wire cages, known as gabions, that divert floodwaters from villages, infrastructure or agricultural fields.

    Where the risks can’t be managed, communities have been encouraged to use zoning that prohibits building in flood-prone areas. Public education has helped build awareness of the flood risk, but the disasters continue.

    Flooding from inside and thawing permafrost

    The dramatic nature of glacial lake outburst floods captures headlines, but those aren’t the only risks. As scientists expand their understanding of how the world’s icy regions interact with global warming, they are identifying a number of other phenomena that can lead to similarly disastrous events.

    Englacial conduit floods, for instance, originate inside of glaciers, commonly those on steep slopes. Meltwater can collect inside massive systems of ice caves, or conduits. A sudden surge of water from one cave to another, perhaps triggered by the rapid drainage of a surface pond, can set off a chain reaction that bursts out of the ice as a full-fledged flood.

    An englacial conduit flood begins in the Himalayas. Elizabeth Byers.

    Thawing mountain permafrost can also trigger floods. This permanently frozen mass of rock, ice and soil has been a fixture at altitudes above 19,685 feet (6,000 meters) for millennia.

    Freezing helps keep mountains together. But as permafrost thaws, even solid rock becomes less stable and is more prone to breaking, while ice and debris are more likely to become detached and turn into destructive and dangerous debris flows. Thawing permafrost has been increasingly implicated in glacial lake outburst floods because of these new sources of potential triggers.

    In 2017, nearly a third of the solid rock face of Nepal’s 29,935-foot (6,374-meter) Saldim Peak collapsed and fell onto the Langmale glacier below. Heat generated by the friction of rock falling through air melted ice, creating a slurry of rock, debris and sediment that plummeted into Langmale glacial lake below, resulting in a massive flood.

    A glacial outburst flood in Barun Valley started when nearly one-third of the face of Saldim Peak in Nepal fell onto Langmale Glacier and slid into a lake. The top image shows the mountain in 2016. The lower shows the same view in 2017.
    Elizabeth Byers (2016), Alton Byers (2017)

    These and other forms of glacier-related floods and hazards are being exacerbated by climate change.

    Flows of ice and debris from high altitudes and the sudden appearance of meltwater ponds on a glacier’s surface are two more examples. Earthquakes can also trigger glacial lake outburst floods. Not only have thousands of lives been lost, but billions of dollars in hydropower facilities and other structures have also been destroyed.

    Impermanent frost. Nepali Times.

    A reminder of what’s at risk

    The International Year of Glaciers’ Preservation and World Day for Glaciers are reminders of the risks and also of who is in harm’s way.

    The global population depends on the cryosphere – the 10% of the Earth’s land surface that’s covered in ice. But as more glacial lakes form and expand, floods and other risks are rising. A study published in 2024 counted more than 110,000 glacial lakes around the world and determined 10 million people’s lives and homes are at risk from glacial lake outburst floods.

    The U.N. is encouraging more research into these regions. It also declared 2025 to 2034 the “decade of action in cryospheric sciences.” Scientists on several continents will be working to understand the risks and find ways to help communities respond to and mitigate the dangers.

    Suzanne OConnell receives funding from The National Science Foundation

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

    – ref. As mountain glaciers melt, risk of catastrophic flash floods rises for millions − World Day for Glaciers carries a reminder – https://theconversation.com/as-mountain-glaciers-melt-risk-of-catastrophic-flash-floods-rises-for-millions-world-day-for-glaciers-carries-a-reminder-251707

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: Shaken baby syndrome can cause permanent brain damage, long-term disabilities or death – a pediatrician examines the preventable tragedy

    Source: The Conversation – USA – By Lori Frasier, Professor of Pediatrics, Penn State

    A common cause of shaken baby incidents is continuous crying. Cavan Images via Getty Images

    In the early 1990s when I was a young pediatrician, I was responsible for evaluating children with developmental and learning problems. Two unrelated boys, ages 7 and 9, were found to have IQs in the range of 60-70, which indicates a severe cognitive disability.

    During my medical review, the mothers revealed that their children were shaken violently as infants and that afterward behaved as if “the wind had been knocked out of them.” Both mothers reported shaking by a boyfriend or a father. No child was seen for medical care at the time.

    At the same period of my career I was working with a renowned pediatrician who was studying shaken baby syndrome. The link between shaking and later cognitive impairment was not lost on me.

    This scenario of shaken babies having neurological and developmental disabilities has played out over the past 30 years of my career as a child abuse pediatrician.

    The high rates of death and disability

    Shaken baby syndrome is a condition that can injure babies and young children, and in some cases lead to death.

    A 2024 study on babies with shaken baby syndrome found that 20% to 25% of infants die, another 20% to 25% look normal on discharge from the hospital, and fully half are left with long-term disabilities. These include learning and behavioral problems that appear later in life.

    The dangers of shaking babies have been recognized for over 50 years.

    In the early 1970s, John Caffey, a pediatric radiologist, coined the term “Whiplash Shaken Infant Syndrome.” Caffey linked permanent brain damage and bleeding in the backs of the retina to violent shaking of infants. Caffey suggested a multipronged approach to prevention of this severe form of abuse that included educating and supporting young families, especially mothers. As primary caregivers, mothers are often most easily reached by the message, but the message of prevention can involve fathers, babysitters and any other caregivers.

    Since Caffey’s original description, there have been tremendous advancements in the research behind shaking babies and infant head trauma. In 2009, the American Academy of Pediatrics recommended that medical providers use the term “abusive head trauma” to include many actions other than shaking that can injure the brains of infants and children. The use of shaken baby syndrome is still recommended for public education and prevention, and health care providers and other experts also recommend the use of the term because it’s commonly recognized by the lay public and understood by parents.

    How the brain is affected

    What happens to the brain of an infant when they are shaken?

    Infants – the most common population to be shaken – are small and have undeveloped neck muscles.

    In these incidents, the infant is typically grabbed around the chest and shaken back and forth several times. Small blood vessels around the brain break and bleed, causing blood to flow around the brain. This condition is called a subdural hematoma. In some cases, similar forces occur in the back of the eye, and hemorrhages in the retina can occur.

    In the most severe forms of shaking, the tissue of the brain itself is injured, and the child may experience unconsciousness or even stop breathing. Neck injuries occur when shaking causes injuries to ligaments and muscles that support the neck. Sometimes children have other injuries after being thrown down or impacted against something. Skull fractures or fractures of other bones, bruising and other injuries are often found.

    Three seconds of anger can change a life forever.

    A complex diagnosis

    An infant or child must be diagnosed as having abusive head trauma by a team of pediatric specialists. Usually, a concerned parent or caregiver who may or may not know an infant has been injured becomes concerned that the child is not behaving normally. The child may have symptoms ranging from persistent vomiting to seizures or even seem unconscious.

    The medical team begins addressing the child’s condition through blood testing and X-rays. Often a CT scan is performed in order to determine if there is a brain injury or some other abnormality. Bleeding around the brain is an indicator of trauma. However, other conditions can also cause this type of bleeding, including bleeding disorders, vitamin deficiency or genetic problems.

    Carefully assessing a child for all of these possibilities may lead to discovery of other areas of trauma, such as broken bones and bruises. A child abuse physician is often called in to assist with the evaluation when trauma becomes a leading diagnosis. That trauma could be accidental, or it could be a sign that someone has abused or hurt an infant.

    There are other medical conditions and even accidental injuries to a child that may resemble abusive head trauma. Experienced clinicians will evaluate a child carefully for these well-described conditions. Controversy about many of these conditions may exist in the courtroom, but in the medical setting it is often clear which conditions are present and when injuries are caused by trauma versus other medical conditions.

    All 50 states and territories of the U.S. require that a report is made to child protective services agencies, with law enforcement often being involved when someone suspects or knows that a baby has been shaken.

    Investigators and doctors work together along with parents and caregivers to try to determine what led to the infant or child’s condition. Bruising, fractures and retinal hemorrhages may support a diagnosis of child abuse, specifically shaken baby syndrome.

    During an investigation, a rare accidental cause may be determined. The purpose is to make sure infants and children are not being harmed or that a medical condition is uncovered that can be treated.

    As a pediatrician working in a children’s hospital and trauma center, it will never get easier for me to see infants and children with abusive injuries as well as other head traumas. The U.S. has come a long way in ensuring the safety of children through the use of car seats and many safety devices.

    Education can help

    Crying in infancy is a common trigger in cases where shaking occurs. Other risk factors include isolation, poverty, domestic violence and substance use. During severe economic downturns, the rate of shaken baby incidents rises, since research shows that social stressors often contribute.

    Although anyone can injure a baby in a moment of frustration, most prevention research has focused specifically on helping parents understand why infants cry or become fussy. Recognizing your infant’s needs and addressing those needs is an important piece of learning how to parent. Studies have shown that focused education for new parents in maternity wards by nurses is effective.

    If you or someone you know is concerned that a child or infant is being harmed in any way, each state has a process for reporting these concerns to appropriate authorities. Reporting can help prevent further harm to an infant and provide assistance to families.

    The National Center on Shaken Baby Syndrome, the American Academy of Pediatrics and the Centers for Disease Control and Prevention offer some helpful resources.

    Lori Frasier is has been a paid consultant to testify for both prosecution and defense in medical legal child abuse cases.
    I am on the governing board of the national center for shaken baby syndrome, this is volunteer position.

    – ref. Shaken baby syndrome can cause permanent brain damage, long-term disabilities or death – a pediatrician examines the preventable tragedy – https://theconversation.com/shaken-baby-syndrome-can-cause-permanent-brain-damage-long-term-disabilities-or-death-a-pediatrician-examines-the-preventable-tragedy-243882

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: Measles cases are on the rise − here’s how to make sure you’re protected

    Source: The Conversation – USA – By Daniel Pastula, Professor of Neurology, Medicine (Infectious Diseases), and Epidemiology, University of Colorado Anschutz Medical Campus

    Should you get an additional shot of the measles vaccine? Hailshadow via Gett Images

    The measles outbreak that started in Texas in late January continues to grow. As of March 18, 2025, confirmed cases in the outbreak, which now spans Texas, New Mexico and Oklahoma, reached 321, surpassing the number of confirmed cases recorded for all of the U.S. in 2024. The vast majority of cases are in people who are not vaccinated. Meanwhile, a lack of clarity from health authorities is leaving people with questions about whether they need to get revaccinated.

    In a Q&A with The Conversation U.S., Daniel Pastula, a neurologist and medical epidemiologist from the University of Colorado Anschutz Medical Campus and Colorado School of Public Health, explained how and when you should take action.

    Should adults get another shot of the measles vaccine?

    The measles vaccine, which first became available in the U.S. in 1963, contains a live but significantly weakened strain of the measles virus. This modified strain is too weak to cause measles, but it is similar enough to the wild type measles virus to train the immune system to recognize it. Most people who have received the live measles vaccine won’t need an additional shot now, but here is what you need to know:

    People born before 1957 are presumed to have lifelong immunity because measles was so contagious that almost everyone contracted it before age 15. Unless there are special circumstances, they probably don’t need a vaccine now.

    Most people born after 1957 would have received the shot as children, so they should be set for life. Physicians and public health experts don’t recommend most people in this group get a second measles shot, though there are exceptions.

    In 1989, a limited outbreak of measles occurred among vaccinated school children. In response, the recommendations changed from one dose of the live measles vaccine to two doses for children. People fully vaccinated as children after that year do not need any additional doses.

    Measles vaccination has worked so well that many people today have never seen a measles case.

    Exceptions to these guidelines

    There are two special circumstances where the previous recommendations may not hold.

    First, if you were vaccinated between 1963 and 1967, one of the measles vaccines available at the time consisted of just proteins from the virus rather than a live, weakened version of it. Researchers soon realized this inactivated, or “killed,” vaccine was less effective and didn’t provide long-term immunity. Unless you know for certain you received the live vaccine, physicians and public health experts recommend that people vaccinated during those years get one dose of the live vaccine at some point.

    Second, if you fall into a high-risk group – for example, if you are a health care provider, are traveling internationally or attending college, physicians and public health experts generally recommend getting a second dose if you have only had one.

    For most adults without such risk factors, physicians and public health experts do not routinely recommend a second dose if you have previously received one dose of a live measles vaccine. If you have questions or concerns about your situation, make sure to ask your health care provider.

    Except in very rare circumstances, there is no recommendation for a third dose of the measles vaccine.

    Can you find out whether you’ve been vaccinated?

    You might be able to! It’s worth checking. States actually keep vaccine records specifically for this reason, where you can look up your vaccine records or that of your kids. Your high school or college may still have your records, and so might your pediatrician’s office.

    Should you get your antibody levels checked?

    For most people, probably not.

    A titer test checks the level of antibodies in your blood, and some people are asking their doctor to check their titers to determine whether they are still immune to measles. The problem is, the level of antibodies in your blood does not necessarily reflect your level of immunity. That’s because antibodies are just one part of your immune system’s infection-fighting force. Having a low level of antibodies does not necessarily mean your immunity has waned.

    Other crucial elements of your immune response include B cells, T cells and other immune cells, but a titer test does not show their capabilities. For example, memory B cells might not currently be making antibodies against the virus but are primed to quickly do so the next time they see it. This is why antibody and titer tests should be used only in specific cases, in consultation with your doctor.

    One example of when an antibody test may be warranted is if you are a health care provider born before 1957 and you want to make sure you don’t need another dose of the vaccine. You would use a test to see whether you have measles antibodies. But in this case you would be looking for a yes or no answer; the total amount of antibodies may not be very informative.

    Is natural immunity better than vaccine-induced immunity?

    Natural immunity – that is, the immunity you get after having measles – is effective. However, the downside is that natural infection with a wild virus is very risky. Before 1963, measles caused close to 50,000 hospitalizations and about 500 deaths each year in the United States, usually in children. It also caused over 1,000 cases of severe brain inflammation every year and carried several other long-term risks, such as permanent hearing loss or the wipe out of immunity to other diseases.

    Measles might seem mild in many people who get it, but it poses serious long-term health risks.
    Bilanol via Getty Images

    The point of vaccines is to create immunity without the risks of severe infection. It is basically a dress rehearsal for the real thing. The immunity from a vaccine is effectively the same immunity you get from having measles itself – but vastly safer than encountering the wild virus unprotected. One dose is 93% effective at preventing measles and two doses are 97% effective, and any breakthrough cases are likely to be much milder than a full-blown case of measles.

    Can the vaccine cause measles?

    No, the measles vaccine cannot cause measles because it contains a significantly weakened strain that has limited ability to infect and damage cells.

    Some have claimed without evidence that the current outbreak in Texas was caused by the measles vaccine.

    As part of the outbreak investigation, however, CDC and the Texas Department of State Health Services analyzed the genome of the virus causing the current outbreak and identified it as a wild measles virus. Researchers classify measles virus strains based on their genetic characteristics, or genotypes. They identified the outbreak virus as wild type genotype D8, and not the weakened measles vaccine strain, which is genotype A.

    What are the risks of the vaccine?

    That is a very reasonable question. Because the measles vaccine is a live, weakened virus strain, it can cause a mild, measles-like syndrome. For example, some people might have a slight fever, a rash, or some slight joint pain. These symptoms generally go away in a day or two, and most people don’t experience them. But the vaccine cannot cause measles itself, as it does not contain the wild measles virus.

    In extremely rare cases, people can experience more significant reactions to the measles vaccine. It is important to remember that every single medical or health intervention carries risks – and that includes all medications and over-the-counter supplements. According to all available evidence, however, comparing the potential benefits against potential risks reveals that the risks of a signficant reaction to the vaccine are much lower than the risks of severe outcomes from measles itself.

    Being vaccinated not only protects you and your family, but it also protects vulnerable people in the community, such as infants, cancer patients and pregnant women, who cannot be vaccinated themselves.

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

    – ref. Measles cases are on the rise − here’s how to make sure you’re protected – https://theconversation.com/measles-cases-are-on-the-rise-heres-how-to-make-sure-youre-protected-252277

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: Donald Trump’s nonstop news-making can be exhausting, making it harder for people to scrutinize his presidential actions

    Source: The Conversation – USA – By Jennifer Mercieca, Professor of Communication and Journalism, Texas A&M University

    President Donald Trump calls on reporters during a news conference at the White House on Jan. 30, 2025. Chip Somodevilla/Getty Images

    Like many other news organizations, The Associated Press maintains a “live updates” page, which posts the latest from the Trump administration in a ticker tape-like live scroll, with multiple updates per hour, 12 hours a day.

    President Donald Trump has kept the ticker busy.

    “Trump is moving with light speed and brute force to break the existing order and reshape America at home and abroad,” an Associated Press reporter wrote on Feb. 22, 2025.

    Many Americans find the amount and pace of news exhausting, confusing and overwhelming.

    “How do you push back against a tidal wave?” political communication expert Dannagal Young wrote of this media phenomenon on Feb. 21. “You can’t.”

    I study the relationship between communication and democracy. I teach university classes on propaganda, presidential communication and the dark arts of communication, and I’m the author of an award-winning 2020 book on Trump’s communication strategies.

    Deliberately overwhelming people with a flood of news content is a propaganda strategy used by authoritarians like Russian President Vladimir Putin to distort reality and prevent people from clearly evaluating their government’s actions.

    President Donald Trump’s official ‘Truth’ account is seen on a mobile phone.
    Beata Zawrzel/NurPhoto via Getty Images

    Trump communicates more than ‘The Great Communicator’

    When Ronald Reagan’s first term as president began in 1981, several prominent political scientists noted in an analysis that a “week scarcely goes by without at least one major news story devoted to coverage of a radio or TV speech, an address to Congress, a speech to a convention, a press conference, a news release, or some other presidential utterance.”

    It’s hard to believe that Reagan’s presidential communication only attracted one major news story per week, especially since he is often called “the Great Communicator.”

    The 1980s had a slower, pre-digital news environment than that of the current day, to be sure. But Trump is also simply generating a lot more news content than Reagan did.

    Today, Trump’s frequent press conferences, news releases, social media posts and other appearances and offhand remarks generate a constant flow of new stories and social media posts each day. The proliferation of cellphones and social media allows many people to follow the news throughout the day. People, in return, expect the president and other politicians to talk to the public constantly and often berate them when they fail to meet that expectation and go silent.

    In fact, Trump is generating a lot more media content in his second term than he did in his first.

    Trump’s intensified communication strategy

    Reagan averaged about 5.8 news conferences per year. Trump averaged 22 per year in his first term, according to data collected by a nonpartisan group at the University of California Santa Barbara called the American Presidency Project. Former President Joe Biden averaged 9.25 per year.

    Trump has already had 18 press gaggles or press conferences since taking office in January 2025.

    A news analysis conducted by National Journal White House reporter George Condon showed that Trump has already answered more than 1,000 questions from reporters since he returned to office, which is nearly five times more questions than he answered at this point in his first presidency.

    Trump has also made a lot of news by issuing almost 90 executive orders, which he has used both as a strategy for exercising executive power over issues like foreign aid and as a strategy for attracting media coverage.

    Reagan issued 50 executive orders in his first year in office in 1981. Trump issued 72 executive orders within his first 30 days in 2025. That’s more executive orders than any previous president has issued in their first month over the last 40 years, including himself. He only issued 33 at this point in his first term in 2017.

    Trump’s media strategy in his second term appears to intensify the approach he used in his first term. During Trump’s first term, according to The New York Times, “Mr. Trump told top aides to think of each presidential day as an episode in a television show in which he vanquishes rivals.”

    As former Trump aide and current host of the show “War Room” Steve Bannon said in 2018, “The real opposition is the media. And the way to deal with them is to flood the zone with shit.”

    In 2025, in order to win the day’s news coverage, Trump is flooding the media with an unrelenting tidal wave of news content to dominate and vanquish the zone.

    This strategy is evident in the Oval Office executive order signing events. Trump literally makes news by signing a large piece of paper in front of cameras and reporters. These events are carefully staged political theater for media consumption in which Trump casts himself as the nation’s hero protecting it from foreign invasions, diversity programs or paper straws.

    Many of Trump’s executive orders are facing legal challenges, and some have been shot down by federal judges. Nonetheless, it is the spectacle of signing the orders that I, as a communications scholar, believe is designed to win the day – they are effective at generating news coverage and making Trump look powerful.

    “Trump, as we know from this first month, is the most news-making person to occupy the Oval Office I’ve ever seen,” said New York Times Executive Editor Joe Kahn on Feb. 27.

    President Donald Trump and Tesla CEO Elon Musk speak to reporters in front of a red Model S Tesla vehicle outside the White House on March 11, 2025.
    Pool Image/Associated Press

    A strategy of control

    Media scholar Marshall McLuhan famously argued in 1964 that “The medium is the message.” Likewise, with Trump, the communication strategy is the message.

    Communication is a tool. It can be used to promote democracy or to erode it. Any politician’s communication strategy reveals, at least in part, how they think about governing, power and democracy. Some political leaders communicate in ways that encourage people to ask questions and use their reason and critical thinking skills to evaluate public policies.

    Other political leaders use communication in undemocratic ways to manipulate and coerce, preventing citizens from using their reason and critical thinking skills to evaluate policies.

    What does Trump’s tidal wave of news content say about how he thinks about governing, power and democracy?

    As a media and governing strategy, I think that creating an unrelenting tidal wave of content is designed to enable Trump to attract and keep the nation’s attention on himself and – in the process, drown out other voices.

    This method overwhelms the media and exhausts many Americans who cannot easily absorb so much information at once.

    And the tidal wave strategy prevents the public from scrutinizing the president’s actions – because no one can push back against a tidal wave.

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

    – ref. Donald Trump’s nonstop news-making can be exhausting, making it harder for people to scrutinize his presidential actions – https://theconversation.com/donald-trumps-nonstop-news-making-can-be-exhausting-making-it-harder-for-people-to-scrutinize-his-presidential-actions-250733

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: Fires, wars and bureaucracy: The tumultuous journey to establish the US National Archives

    Source: The Conversation – USA – By Elizabeth Call, University Archivist, RIT Libraries and Archives, Rochester Institute of Technology

    The 1952 procession to deliver the Declaration of Independence and Constitution from the Library of Congress to the National Archives included military guards and a tank. National Archives

    Some of the United States’ most important historical documents, including the Declaration of Independence, the Constitution, the Bill of Rights and the Emancipation Proclamation, are housed in the U.S. National Archives. Beyond these high-profile items, it also preserves lesser-known but no less vital records, such as national park master plans, polar exploration documents and the records of all U.S. veterans. Together, these materials stand as a testament to the country’s commitment to preserving its history.

    While these crucial documents in U.S. history now have a home in the National Archives, the road to establishing this institution was paved with catastrophic losses and bureaucratic inertia.

    Creating the National Archives required decades of advocacy by historians, politicians and government officials. The National Archives was not simply an administrative convenience – it was a necessity born from repeated disasters that underscored the fragility of government records. And with President Donald Trump’s firing of the head archivist in February 2025, as well as the loss of several high-level archives staff members, the organization faces a new era of uncertainty.

    Documentary heritage – the recorded memory of a nation that preserves its cultural, historical and legal legacy – is essential for a country as it safeguards its identity, informs its governance and ensures that future generations can understand and learn from the past.

    I am a university archivist with two decades of experience in the library and archives field. I oversee the preservation and accessibility of historical records at Rochester Institute of Technology, advocate for inclusivity, and engage in national conversations on the evolving role of archives in the digital age.

    Understanding the precarious nature of historical records, it’s clear to me that maintaining, staffing and funding the National Archives is a necessary safeguard against the destruction of the nation’s documentary heritage.

    People line up to view the original Emancipation Proclamation on Martin Luther King Jr. Day, Jan. 19, 2004, at the National Archives building in Washington, D.C.
    Tim Sloan/AFP-Getty Images

    Destroyed by fire

    The idea of preserving the government’s records dates back to the country’s founding. Charles Thomson, secretary of the Continental Congress during the American Revolution and then secretary of Congress under the Articles of Confederation, recognized the need for proper storage of the Congress’ records.

    But the young nation lacked the money and infrastructure to act. Many of the Continental Congress’ records were kept by Thomson himself for years, and while some were later transferred to the Department of State, others were lost.

    Throughout the 19th and early 20th centuries, fires repeatedly ravaged federal records. Fires were very common in the 19th century due to a combination of highly flammable building materials, open frames used for lighting and heating, and the lack of modern fire safety measures such as sprinklers and fire-resistant construction.

    In 1800, a blaze destroyed the War Department’s archives, a loss that severely hampered government operations. In 1810, Congress authorized better housing for government records, but the law was never fully executed. Instead, different parts of the government, from the Department of State to the Department of Treasury, continued maintaining their own records.

    The Treasury Department suffered fires in 1801 and again in 1833, further erasing crucial financial records. The Patent Office, home to invaluable documentation of American innovation, burned in 1877, having already been damaged by an 1836 fire.

    Storage at the federal Office of Indian Affairs in 1935.
    National Archives Foundation

    One of the most devastating losses occurred in 1921 when a fire at the Department of Commerce destroyed nearly all records from the 1890 federal census. This loss had far-reaching consequences, particularly for genealogical and demographic research.

    Fires weren’t the only threat to the government’s records.

    “It is a matter of common report that during the civil war, great quantities of documents stored in the Capitol were thrown away to make quarters for soldiers,” Historian and founding member of the American Historical Association J. Franklin Jameson noted in a 1911 Washington Post article.

    “At a later date,” he added, “the archives of the House of Representatives were systematically looted for papers having a market value because of their autographs.”

    Jameson spent decades lobbying Congress for a centralized repository. His persistence, coupled with the advocacy of key officials, laid the groundwork for future action.

    A bound copy of George Washington’s account of expenses while commander in chief of the Continental Army.
    National Archives and Records Administration

    These repeated disasters illuminated a glaring issue: The federal government lacked a centralized, protected repository to safeguard its records.

    Finding a home

    Momentum for a dedicated archives building gained traction in the late 19th century. In 1903, a bipartisan bill passed Congress giving the OK to purchase land in Washington, D.C., for a Hall of Records.

    But the legislation didn’t lead to any action. Government records remained scattered, vulnerable and neglected. That same year, Congress authorized that any records not needed for daily business be transferred to the Library of Congress.

    In 1912, President William H. Taft issued executive order 1499, aptly named Disposal of Useless Papers, requiring agencies to consult the librarian of Congress before disposing of documents.

    This established a formal review process for government document disposal, but agencies still discarded records, often haphazardly, until stricter records management laws were enacted.

    In 1926, Congress passed the Public Buildings Act, authorizing construction of an archives facility in Washington, D.C. Departing president Herbert Hoover laid the cornerstone of the new building on Feb. 20, 1933. He then deposited facsimiles of the Declaration of Independence and the Constitution, an American flag and daily newspapers from that day underneath the cornerstone.

    Growth and standardization

    President Franklin D. Roosevelt, who took office two weeks later, was himself a meticulous record-keeper. He understood the importance of historical preservation. Roosevelt kept all of his personal and presidential records and books in a fire-safe space he built on his Hyde Park, New York, property, which he donated to the government after he died. This building and the materials inside became part of the National Archives as the first U.S. presidential library.

    The National Archives, an independent agency, was officially established under Roosevelt in the 1934 National Archives Act. The head archivist was to be appointed by the president. The first archivist, Robert D.W. Connor, took office that year with a mandate to organize, preserve and make accessible the nation’s records.

    Initially, the National Archives was simply a building – an impressive neoclassical structure in Washington, D.C., that opened in 1935. The very first records deposited there came from three World War I-era regulatory agencies – the U.S. Food Administration, the Sugar Equalization Board and the U.S. Grain Corporation.

    Initially, the Archives lacked a formalized records management program. There were no clear guidelines on what to keep and what to discard, so agencies made their own decisions. This led to inconsistent preservation.

    The creation of the first federal records administration program in 1941, together with the 1943 Records Disposal Act, codified things. These policies granted the National Archives authority to establish a structured approach to determining which records held historical value and should be preserved, while allowing for the responsible disposal of other documents.

    A 1950 law gave the National Archives more power to decide what should be kept and what could be discarded, creating a more organized and accountable system for preserving the nation’s history.

    As the volume of records increased and their formats changed, the archives adapted. By 2014, amendments to the Federal Records Act explicitly included electronic records, recognizing the shift toward digital documentation.

    Stacks at the National Archives in Washington in 1950, where rare photographs and national records are ordered and stored.
    Three Lions/Getty Images

    Ensuring accountability

    Beyond mere storage, the National Archives plays a vital role in upholding democracy.

    It ensures transparency by preserving government accountability, preventing manipulation or loss of records that could distort historical truth. The National Archives also provides public access to documents that shape civic awareness and historical knowledge, from the Declaration of Independence to declassified government files.

    In an era of digital misinformation and contested narratives, the National Archives stands as a guardian of primary sources. Its existence reminds the nation that history is not a matter of convenience, but a cornerstone of informed governance.

    Elizabeth Call is a member of the Society of American Archivists.

    – ref. Fires, wars and bureaucracy: The tumultuous journey to establish the US National Archives – https://theconversation.com/fires-wars-and-bureaucracy-the-tumultuous-journey-to-establish-the-us-national-archives-250857

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI Global: Humans aren’t the only animals with complex culture − but researchers point to one feature that makes ours unique

    Source: The Conversation – USA – By Eli Elster, Doctoral Candidate in Evolutionary Anthropology, University of California, Davis

    A ritual dance honoring Yoruban ancestors is one of the countless examples of human culture. Jorge Fernández/LightRocket via Getty Images

    Of the 8.7 million species on Earth, why are human beings the only one that paints self-portraits, walks on the Moon and worships gods?

    For decades, many scholars have argued that the difference stems from our ability to learn from each other. Through techniques such as teaching and imitation, we can create and transmit complicated information over many generations.

    So if a human finds, for instance, a better but more complex way to make a knife, they can pass along the new instructions. One of those learners might stumble upon their own improvement and pass it along in turn.

    If this loop continues, you get a ratchet effect, in which small changes can accumulate over time to produce increasingly intricate behaviors and technologies. This process produces our uniquely complex cultures: Scientists call it cumulative cultural evolution.

    But extensive data has emerged suggesting that other animals, including bees, chimpanzees and crows, can also generate cultural complexity through social learning. Consequently, the debate over human uniqueness is shifting in a new direction.

    As an anthropologist, I study a different feature of human culture that researchers are beginning to think about: the diversity of our traditions. Whereas animal cultures affect just a few crucial behaviors, such as courtship and feeding, human cultures cover a massive and constantly expanding set of activities, from clothing to table manners to storytelling.

    This new view suggests that human culture is not uniquely cumulative. It is uniquely open-ended.

    What is cumulative culture?

    In the early 2000s, a research team led by psychologist Michael Tomasello tested 105 human children, 106 adult chimpanzees and 32 adult orangutans on a battery of cognitive assessments. Their goal was to see whether humans held any innate cognitive advantage over their primate cousins.

    Surprisingly, the human children performed better in only one capacity: social learning. Tomasello thus concluded that humans are not “generally smarter.” Rather, “we have a special kind of smarts.” Our advanced social abilities allow us to transmit information by accurately teaching and learning from each other.

    Psychologist Michael Tomasello and his team ran a number of experiments comparing how human children and nonhuman primates performed on cognitive tasks, including tests of social learning.
    Max Planck Institute for Evolutionary Anthropology

    Humans’ apparent social learning abilities suggested a clear explanation for our unique cultural traits. Knowledgeable humans – say, someone who discovers a better way to make a spear – can successfully transfer that skill to their peers. But an inventive chimp – one who discovers a better way to smash nuts, for example – can’t successfully share their innovation. Nobody listens to Chimp Einstein. So our inventions persist and build upon each other, while theirs vanish into the jungle floor.

    Or so the theory went.

    Now, though, scientists have hard evidence showing that, just like us, animals can learn from each other and thus maintain their cultures for long periods of time. Groups of swamp sparrows appear to use the same song syllables for centuries. Meerkat troops settle on different wake-up times and maintain them for a decade or more.

    Of course, long-term social learning is not the same as cumulative culture. Yet scientists also now know that humpback whale songs can oscillate in complexity over many generations of learners, that homing pigeons create efficient flight paths by learning from each other and making small improvements, and that hooved mammals cumulatively alter their migration routes to exploit plant growth.

    Once again, the animals have shot down our claim to uniqueness, as they have innumerable times throughout scientific history. You might wonder, at this point, if we should just settle the uniqueness question by answering: “We’re not.”

    If not cumulative culture, what makes us unique?

    But it remains the case that humans and their cultures are quite different from animals and their equivalents. Most scholars agree about that, even if they disagree about the reasons why. Since cumulative complexity appears not to be the most important difference, several researchers are sketching out a new perspective: Human culture is uniquely open-ended.

    Currently, anthropologists are discussing open-endedness in two related ways. To get a sense of the first, try counting the number of things you’re engaged with, right now, that came to you through culture. For example, I picked my clothes today based on fashion trends I did not develop; I am writing in a language I did not invent; I tied my shoes using a method my father taught me; there are paintings and postcards and photographs on my walls.

    Give me 10 minutes, and I could probably add 100 more items to that list. In fact, other than biological acts such as breathing, it is difficult for me to think of any aspect of what I’m doing right now that is not partially or completely cultural. This breadth is incredibly strange. Why should any organism spend time pursuing such a wide range of goals, particularly if most of them have nothing to do with survival?

    Other animals are much more judicious. Their cultural variation and complexity pertains almost entirely to matters of subsistence and reproduction, such as acquiring food and mating. Humans, on the other hand, lip-synch, build space stations and, less grandiosely, have been known to do things such as spend six years trying to park in all 211 spots of a grocery store lot. Our cultural diversity is unparalleled.

    Open-endedness, as a unique human quality, is not just about variety; it reflects the quantum leaps by which our cultures can evolve. To illustrate this peculiarity, consider a hypothetical example regarding the rocks that chimpanzees use to smash nuts.

    Chimps often use stones to break open hard-shelled nuts.
    Anup Shah/Stone via Getty Images

    Let’s say these chimps would benefit from using rocks that they can swing as hard and accurately as possible, but that they don’t immediately know what kind of rocks those would be. By trying different options and observing each other, they might accumulate knowledge of the best qualities in a nut-smashing rock. Eventually, though, they’d hit a limit in the power and precision available by swinging a rock with your fist.

    How could they get past this upper limit? Well, they could tie a stick to their favorite rock; the extra leverage would help them smash the nuts even harder. As far as we know, though, chimpanzees aren’t capable of realizing the benefits of harnessing this additional quality. But we are – people invented hammers.

    Crucially, discovering the power of leverage allows for more than just better nut-smashing. It opens up innovations in other domains. If adding handles to wielded objects allows for better nut-smashing, then why not better throwing, or cutting, or painting? The space of cultural possibilities, suddenly, has expanded.

    Through open-ended cultural evolution, human beings produce open-endedness in culture. In this respect, our species is unparalleled.

    What’s next?

    Researchers have not yet answered most of the major questions about open-endedness: how to quantify it, how we create it, whether it has any true limitations.

    But this new framework must shift the tides of a related debate: whether there is something obviously different about the way human minds work, other than social learning capacities. After all, every cultural trait emerges through interactions between minds – so how do our minds interact to produce such a degree of cultural breadth?

    No one knows yet. Interestingly, this shifting debate over how cognition influences culture coincides with a spate of research bridging psychology and anthropology, which explores why certain behaviors – such as singing lullabies, curative bloodletting and storytelling – recur across human cultures.

    Human minds produce unparalleled diversity in their cultures; yet it is also true that those cultures tend to express variations on a strict set of themes, such as music and marriage and religion. Ironically, the source of our open-endedness may illuminate not only what makes us so diverse, but also what makes us so often the same.

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

    – ref. Humans aren’t the only animals with complex culture − but researchers point to one feature that makes ours unique – https://theconversation.com/humans-arent-the-only-animals-with-complex-culture-but-researchers-point-to-one-feature-that-makes-ours-unique-245526

    MIL OSI – Global Reports –

    March 20, 2025
  • MIL-OSI United Nations: 18 March 2025 Departmental update WHO Director-General and Civil Society Task Force on TB release joint statement on sustaining the momentum to end TB

    Source: World Health Organisation

    Seventy-nine million lives have been saved from tuberculosis (TB) since 2000, yet the fight against the disease is now at risk due to funding shortages and competing global priorities. Any disruptions to TB services will have fatal consequences for the millions of people affected by TB worldwide.

    To prevent service disruptions and ensure continuity of quality TB care worldwide, urgent measures are needed. The latest joint statement by the WHO Director-General Dr Tedros Adhanom Ghebreyesus and the WHO Civil Society Task Force on Tuberculosis (CSTF-TB) sets out key actions required to sustain momentum, mobilize resources and strengthen TB responses worldwide.

    Dr Tereza Kasaeva, Director of WHO’s Global Programme on Tuberculosis and Lung Health, emphasized, “The world cannot afford to step back in the fight against TB. We must act with urgency to safeguard TB services, protect the most vulnerable, and secure the investments needed to end TB as a public health threat.”

    Read the full statement here.

    MIL OSI United Nations News –

    March 20, 2025
  • MIL-OSI Canada: CBSA prevents over $11 million worth of cocaine from entering Canada leading to criminal charges by the RCMP

    Source: Government of Canada News (2)

    March 19, 2025      

    Point Edward, Ontario  

    Canada Border Services Agency / Royal Canadian Mounted Police

    The Canada Border Services Agency (CBSA) and the Royal Canadian Mounted Police (RCMP) are committed to intercepting and investigating smuggling attempts at our border and disrupting organized crime. 

    Today, the CBSA and the RCMP announce the seizure of approximately 419 kg of suspected cocaine from two recent enforcement actions at the Blue Water Bridge port of entry in Point Edward, Ontario, with an estimated street value of $11 million. 

    Working with law enforcement partners, the CBSA’s National Targeting Centre identified two commercial shipments potentially containing narcotics bound for Canada from the United States. 

    Based on this intelligence, on February 27, 2025, a commercial truck coming from the United States was referred for a secondary examination. During the inspection of the trailer, border services officers seized four duffle bags containing approximately 86 kg of suspected cocaine, with an estimated value of $2.3 million. The RCMP have charged Pawandeep Dhillon, 34, of Innisfil, Ontario, under the Controlled Drugs and Substances Act with importation of a controlled substance and possession of a controlled substance for the purpose of trafficking.

    A week later on March 6, 2025, the CBSA referred another tractor-trailer coming from the United States for a secondary examination. Border services officers seized 333 kg of suspected cocaine from the trailer of the commercial load, with an estimated value of $9 million. The RCMP have charged Ravinderbir Singh, 23, of Brampton, Ontario, under the Controlled Drugs and Substances Act with importation of a controlled substance and possession of a controlled substance for the purpose of trafficking.

    The drivers and the suspected narcotics were transferred to the custody of the RCMP. Both matters are currently before the Ontario Court of Justice, in Sarnia, Ontario.

    The success of these significant seizures is due to the collective contributions of law enforcement partners working together to ensure the security and safety of the country by exposing and dismantling dangerous criminal networks and holding those responsible accountable for their actions.

    MIL OSI Canada News –

    March 20, 2025
  • MIL-OSI United Kingdom: UK Emergency Medical Team ends 5-month deployment in Lebanon

    Source: United Kingdom – Executive Government & Departments

    World news story

    UK Emergency Medical Team ends 5-month deployment in Lebanon

    • English
    • العربيَّة

    UK Emergency Medical Team (UK-EMT) ends their 5-month deployment in Lebanon, the British Embassy held a workshop today for local and international partners.

    UK EMT Workshop hosted by British Embassy Beirut

    Partners focused on exploring opportunities to maintain and build capacity at the Turkish Hospital in Saida, building on lessons from the UK-EMT deployment. The workshop was attended by British Chargé D’Affaires and Development Director, Victoria Dunne; UK-Med Team Lead, Mr. Andres Gonzales Rodriguez; Turkish Hospital Director, Mrs Mona Teryaki; and Senior Advisor to the Minister of Public Health, Dr Nadeen Hilal.

    In November 2024, the UK-EMT arrived in Lebanon to attend to injured civilians caught up in the conflict and train Lebanese health workers in specialised burn treatment skills. The team, made up of medical staff from the NGO UK-Med and Interburns, had deployed in response to a call for assistance from the Lebanese Ministry of Public Health to the international community. The deployment of medical professionals from the UK to emergencies and humanitarian crises around the world is funded by the UK’s Foreign, Commonwealth and Development Office. 

    The UK-EMT shared their achievements and challenges in providing burns and trauma services at the Turkish hospital and suggested steps to ensure continuity of burns treatment and physiotherapy. The event highlighted how international NGOs like UK-Med can provide life-saving assistance in a crisis context while also improving Lebanon’s capacity to provide these specialised services in the longer term.  

    Charge D’Affaires and Development Director Victoria Dunne said:  

    The conflict in Lebanon brought intolerable suffering to so many, with homes destroyed and innocent civilians caught up in the crossfire. The UK is pleased to have been able to deploy such valuable expertise to assist Lebanon in a time of crisis. 

    Over the past 5 months, the UK medical team have managed to deliver urgently needed treatment to the most vulnerable and those with life-changing injuries, whilst imparting skills to Lebanese physiotherapist to use in the long-term.  We hope today’s workshop sets out a road map to sustain the Turkish Hospital in Saida and its burns rehabilitation expertise with the support of our local and international partners.  

    We are proud of our ongoing partnership and cooperation with Lebanon and international partners and what we have achieved in the last year – mobilising over $50m for the most vulnerable across the country.

    UK-Med Senior Operations Manager and Team Lead for the UK EMT in Lebanon, Andres Gonzalez Rodriguez said:  

    Since November 2024, UK-EMT has provided specialised physiotherapy care focussed on burn rehabilitation in partnership with Interburns in the Turkish Trauma and Emergency Hospital, Saida. Several training sessions for physiotherapists were held with the Lebanese Order of Physiotherapists and Interburns for staff, including improving protocols and securing vital equipment. 

    As our mission ends, UK-EMT remains committed to supporting sustainable medical capacity in Lebanon through knowledge transfer and strengthened local healthcare system.

    Senior Advisor to the Minister of Public Health Dr Nadeen Hilal said:

    The Turkish Hospital’s journey may be considered as a blueprint. Its evolution from an emergency recipient to a hub of localized expertise and burn standard of excellence demonstrates how targeted interventions can respond to national health priorities. The lessons learned here, in burns care, trauma management, and multidisciplinary collaboration, must inspire replication across Lebanon’s hospitals, addressing diverse needs such as maternal health and chronic disease management.

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    Published 19 March 2025

    MIL OSI United Kingdom –

    March 20, 2025
  • MIL-OSI United Kingdom: Spotlight shines on local heroes at annual Mayor’s Awards

    Source: City of Winchester

    Community contributions from across the Winchester district have been recognised during the annual Mayor of Winchester’s awards.

    The ceremony took place in Winchester Guildhall on Thursday 13 March, when a total of 54 award certificates were presented to 71 local individuals, groups and businesses.   

    Among those recognised were: the Rotary Club of Bishop’s Waltham; Jean Browne; Hampshire Swifts; Winchester Young Carers; Winchester Go LD; Gary Munday from Swan Samba; Alan Marlow from Winchester Ramblers; Connect Winchester Community Bus; The Soberton and Newtown Conservation Group; Danny Dubois; Tuesday’s Place in King’s Worthy; Citizens Advice Winchester; Kathy East from Lanterns Nursery School; GrOws (Green Owslebury); Keith Leaman; Natalie March; Anne Collins, Parish Clerk serving Durley and Upham PCs; Wilfred’s Café in Droxford and Meon Valley; Jenny Webb from South Wonston Community Café.

    Swanmore Accredited Community Support Officer (ACSO) Gary McCulloch was presented with an award.

    Mr McCulloch, who has been in the role for five years and works in Swanmore and Owslebury, said: “I was really shocked and humbled to be amongst so many well deserving people from all across the district. Myself and my fellow ACSO Sarah work filling the gaps and taking care of what are often little things; people can see they’re being listened to. If I can solve a problem, it’s good for the local community.  

    “I truly believe that my job is the best there is and I thoroughly enjoy every minute of it. I would like to say a huge thank you to everyone who took the time to nominate me.”

    The Mayor of Winchester Cllr Russell Gordon-Smith said: “The annual Mayor of Winchester Community Awards is one of the most important events in the Mayor’s calendar, and it’s a way to acknowledge and celebrate the quite invaluable work carried out by many community-spirited residents and business of all ages, from all walks of life.

    “It has been heartwarming to see just how many kind and compassionate people there are in our district. I was so impressed by the humbling and inspirational achievements, which included three remarkable instances of lives being saved by quick thinking and well-trained individuals, taking charge of emergency situations; in one case a fourteen-year girl had set in motion a rescue attempt.

    “I offer my profound thanks and admiration to every award recipient, for all that they have done and will no doubt continue to do for our community across the Winchester district.”  

    Last Updated: Wednesday 19 March 2025

    MIL OSI United Kingdom –

    March 20, 2025
  • MIL-OSI Security: Acting Head of the Justice Department’s Criminal Division Matthew R. Galeotti Delivers Remarks Following Verdict in San Antonio Human Smuggling Case

    Source: United States Attorneys General 7

    Thank you U.S. Attorney Leachman for the Western District of Texas, Craig Laraby, Special Agent in Charge of HSI’s San Antonio Field Office, and everyone for being here. My name is Matthew Galeotti, and I am the Acting Head of the Justice Department’s Criminal Division.

    Today is a momentous day in the Department’s relentless fight against the leaders, organizers, and key facilitators of human smuggling networks – thanks to the work of our partners in the Western District of Texas and at ICE-HSI.

    As Attorney General Pamela Bondi has announced, the Department is committed to the total elimination of cartels and transnational criminal organizations. To help meet this goal, the Department is laser-focused on dismantling human smuggling networks. Working with our U.S. Attorneys’ Offices and law enforcement partners, the Criminal Division is on the front lines of that fight.

    You have already heard from U.S. Attorney Leachman on the extraordinary work in this case, but let me take a moment to recognize the victims and the extraordinary efforts of the prosecution team that bring us all here today.

    As you heard, in June 2022, 64 aliens, from Guatemala, Honduras, and Mexico were loaded into a tractor-trailer without functioning air conditioning by members of an alien smuggling organization for the three-hour drive from Laredo to San Antonio, ultimately leading to the deaths of 53 people, including children and one pregnant woman. Eleven others were hospitalized.

    Today, two of the people responsible, Felipe Orduna-Torres and Armando Gonzalez-Ortega, were held accountable for this tragedy by a United States jury. In total, eight members of this alien smuggling organization have now been convicted for their roles in this horrific event. This investigation and prosecution are the direct result of the hard work of the United States Attorney’s Office for the Western District of Texas and the dedicated special agents of Homeland Security Investigations, in close coordination with Joint Task Force Alpha and the Criminal Division.

    The crimes committed — and the tragedy caused — by this type of pernicious alien smuggling organization epitomize why the Attorney General is elevating Joint Task Force Alpha to be run directly out of her Office. The goal is to eliminate the scourge of human smuggling.

    Joint Task Force Alpha’s mission is to target and prosecute the leaders and organizers of transnational criminal organizations engaged in human smuggling and human trafficking throughout the Americas.

    Since its creation, Joint Task Force Alpha has tirelessly pursued significant smuggling indictments and extradition efforts across the country. In just the past seven weeks, the Department has charged more than 760 defendants involved in human smuggling.

    And we’re not done – not even by a long shot.

    In fact, we are continuing to prosecute those responsible for this mass casualty alien smuggling event.

    Just yesterday, Rigoberto Miranda-Orozco made his first court appearance here in the Western District of Texas after his extradition from Guatemala. His detention hearing is on Thursday. This Joint Task Force Alpha case will be prosecuted by trial attorneys from the Criminal Division’s Human Rights and Special Prosecutions Section and Assistant United States Attorneys from the Western District of Texas.

    Miranda-Orozco was indicted and has been charged for allegedly conspiring with other smugglers to facilitate the travel of four aliens from Guatemala through Mexico, and ultimately, to the United States. He allegedly charged the aliens, or their families and friends, approximately $12,000 to $15,000 for the journey. The indictment alleges that three of these aliens passed away in the tractor-trailer in June 2022, and the fourth suffered serious bodily injury. For his actions, Miranda-Orozco is charged with six counts related to migrant smuggling resulting in death or serious bodily injury and he faces a maximum penalty of life in prison.

    This extradition sends the message that the Department of Justice will pursue human smugglers who violate U.S. law no matter where they are.

    I want to express my deep appreciation to our key law enforcement partners who built this investigation: HSI San Antonio and the HSI Human Smuggling Unit in Washington, D.C., along with U.S. Customs and Border Protection’s National Targeting Center; U.S. Border Patrol; ATF; the San Antonio Police Department; and the Palestine Police Department. I would also like to thank our Criminal Division trial attorneys from the Office of International Affairs and resident legal advisors from the Office of Overseas Prosecutorial Development, Assistance and Training (OPDAT) who provided significant assistance in coordinating with our foreign partners.

    I also want to thank our foreign law enforcement partners, especially Guatemalan law enforcement, for their assistance with this investigation and extradition.

    As I mentioned, the Department is vigorously prosecuting human smugglers to the fullest extent of the law.

    The Department of Justice has been working with members of Congress to advance a proposal to increase the sentencing guidelines in such cases to accurately account for the full scope of harm that can result from human smuggling.

    People around the country may not be familiar with the prevalence and seriousness of human smuggling cases. This case exemplifies why we all must pay attention. Human smuggling is dehumanizing, dangerous and it can be deadly. Smuggling victims are often subject to rape, kidnapping, extortion, exploitation and more. It will not stand.

    Our resolve in tackling these crimes will not waver. Joint Task Force Alpha, along with our partners, will continue to pursue the leaders and organizers of human smuggling and trafficking networks wherever they operate, with an enhanced focus on alien smuggling and trafficking by cartels and transnational criminal organizations.

    MIL Security OSI –

    March 20, 2025
  • MIL-OSI: XBP Europe Holdings, Inc. Reports Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    Full Year 2024 Highlights

    • Revenue of $142.8 million, decrease of 8.0% year-over-year
    • Gross margin of 26.8%, a 110 bps increase year-over-year
    • Operating profit of $3.5 million, an increase of $2.4 million year-over-year
    • Approximately $25M of ACV in active ramp, resulting in an incremental step-up in margin contribution in the second half of 2024
    • Signed an exclusive, non-binding LOI to acquire Exela Technologies BPA, LLC, a potentially transformational deal that could expand XBP Europe’s revenue to ~$1 billion annually

    Fourth Quarter 2024 Highlights

    • Revenue of $35.6 million, decrease of 7.5% year-over-year and increase of 0.7% sequentially
    • Gross margin of 28.3%, a 480 bps increase year-over-year and 440 bps decrease sequentially
    • Operating profit of $1.0 million, an increase of $3.4 million year-over-year and a decrease of $1.5 million sequentially
    • Net loss of $2.7 million includes $0.5 million of FX losses, an improvement of $2.4 million year-over-year and $0.1 million sequentially

    LONDON and SANTA MONICA, Calif., March 19, 2025 (GLOBE NEWSWIRE) — XBP Europe Holdings, Inc. (“XBP Europe” or “the Company”) (NASDAQ: XBP), a pan-European integrator of bills, payments, and related solutions and services seeking to enable the digital transformation of its clients, announced today its financial results for the quarter and full year ended December 31, 2024.

    “We ended 2024 with growing momentum, as we continued to ramp our recently awarded contracts, leading to improving profitability and operating metrics. We are excited about our organic growth trajectory in 2025 and we continue to work towards a potential acquisition of Exela Technologies BPA, LLC in 2025 so that we can benefit from global scale,” said Andrej Jonovic, Chief Executive Officer of XBP Europe.

    Full Year Highlights

    • Revenue: Total Revenue for 2024 was $142.8 million, a decline of 8.0% year-over-year, primarily due to completion of projects, lower volumes, and client contract ends, offset by positive impact of newly won business.
      • Bills & Payments segment revenue was $101.9 million, a decline of 7.8% year-over-year, primarily attributable to completion of one-time projects, lower volumes, and client contract end, offset by the positive impact of newly won business.
      • Technology segment revenue was $40.9 million, a decrease of 8.5% year-over-year, largely due to a lower volume of licenses sold, offset by a drop in technology implementation and professional services revenue.
    • Operating Profit: Operating Profit was $3.5 million, an increase of $2.4 million compared to 2023. This improvement was driven primarily by higher gross margins coupled with SG&A cost optimizations. Our operating expenses include costs associated with accelerated migration to the cloud.
    • Net Loss: Net loss from continuing operations was $6.5 million, compared with a net loss from continuing operations of $5.6 million in 2023. The year-over-year increase was primarily driven by higher income tax expense and interest expense, offset by higher operating profit and lower related party interest expense.
    • Adjusted EBITDA(1): Adjusted EBITDA from Continuing Operations was $13.4 million, a decrease of $2.4 million or 15.1% compared to 2023. Adjusted EBITDA margin was 9.4%, a decrease of 80 basis points from 10.2% in 2023.
    • Capital Expenditures: Capital expenditures were 1.2% of revenue compared to 1.7% of revenue in 2023, with the decrease primarily due to lower purchases of PP&E.
    • Adequate Liquidity: The Company’s cash and cash equivalents totaled $12.1 million as of December 31, 2024.

    Other Highlights:

    • Pending Acquisition: As announced on March 4, 2025, XBP Europe has entered into an exclusive, non-binding letter of intent with Exela Technologies, Inc. to acquire Exela Technologies BPA, LLC (“BPA”), a leading provider of business process automation solutions. The closing of the acquisition will be subject to BPA completing a corporate reorganization which is expected to create a sustainable capital structure with a substantially deleveraged balance sheet. If completed, the acquisition will expand XBP Europe’s revenue to more than $1 billion from $145 million on a pro forma basis for the twelve months ending September 30, 2024. The parties have agreed to act in good faith to negotiate definitive agreements, complete due diligence, undertake necessary regulatory approvals, and seek any necessary approvals, including from XBP Europe’s shareholders. Accordingly, there can be no assurance that a definitive agreement will be entered into or that the proposed transaction will be consummated. Readers are cautioned that those portions of the LOI that describe the proposed transaction are non-binding. XBP Europe only intends to announce additional details regarding the proposed transaction if and when a definitive agreement is executed.

    Segment Revenue and Profitability:

      Three months ended December 31, 2024
      Bills & Payments   Technology   Total
    Revenue, net $ 25,851   $ 9,794   $ 35,645
    Cost of revenue 20,460   5,108   25,568
    Segment Gross Profit 5,391   4,686   10,077
               
      Three months ended December 31, 2023
      Bills & Payments   Technology   Total
    Revenue, net $ 27,368   $ 11,165   $ 38,533
    Cost of revenue 24,203   5,270   29,472
    Segment Gross Profit 3,165   5,895   9,061
      Twelve months ended December 31, 2024
      Bills & Payments   Technology   Total
    Revenue, net $ 101,850   $ 40,922   $ 142,772
    Cost of revenue 85,454   19,059   104,513
    Segment Gross Profit 16,396   21,863   38,259
               
      Twelve months ended December 31, 2023
      Bills & Payments   Technology   Total
    Revenue, net $ 110,458   $ 44,719   $ 155,177
    Cost of revenue 95,572   19,738   115,310
    Segment Gross Profit 14,886   24,981   39,867
               

    Below is the note referenced above:

    (1)   Adjusted EBITDA is a non-GAAP measure. A reconciliation of Adjusted EBITDA is attached to this release.

    Supplemental Investor Presentation
    An investor presentation relating to our fourth quarter and full year 2024 performance is available at investors.xbpeurope.com. This information has also been furnished to the SEC in a current report on Form 8-K.

    About Non-GAAP Financial Measures
    This press release includes constant currency, EBITDA and Adjusted EBITDA, each of which is a financial measure that is not prepared in accordance with U.S. generally accepted accounting principles (“GAAP”). XBP Europe believes that the presentation of these non-GAAP financial measures will provide useful information to investors in assessing our financial performance, results of operations and liquidity and allows investors to better understand the trends in our business and to better understand and compare our results. XBP Europe’s board of directors and management use constant currency, EBITDA and Adjusted EBITDA to assess XBP Europe’s financial performance, because it allows them to compare XBP Europe’s operating performance on a consistent basis across periods by removing the effects of XBP Europe’s capital structure (such as varying levels of debt and interest expense, as well as transaction costs resulting from the combination with CF Acquisition Corp. VIII. on November 29, 2023). Adjusted EBITDA also seeks to remove the effects of restructuring and related expenses and other similar non-routine items, some of which are outside the control of our management team. Restructuring expenses are primarily related to the implementation of strategic actions and initiatives related to right sizing of the business. All of these costs are variable and dependent upon the nature of the actions being implemented and can vary significantly driven by business needs. Accordingly, due to that significant variability, we exclude these charges since we do not believe they truly reflect our past, current or future operating performance. The constant currency presentation excludes the impact of fluctuations in foreign currency exchange rates. We calculate constant currency revenue on a constant currency basis by converting our current-period local currency revenue using the exchange rates from the corresponding prior-period and compare these adjusted amounts to our corresponding prior period reported results. XBP Europe does not consider these non-GAAP measures in isolation or as an alternative to liquidity or financial measures determined in accordance with GAAP. A limitation of these non-GAAP financial measures is that they exclude significant expenses and income that are required by GAAP to be recorded in XBP Europe’s financial statements. In addition, they are subject to inherent limitations as they reflect the exercise of judgments by management about which expenses and income are excluded or included in determining these non-GAAP financial measures and therefore the basis of presentation for these measures may not be comparable to similarly-titled measures used by other companies. These non-GAAP financial measures are not required to be uniformly applied, are not audited and should not be considered in isolation or as substitutes for results prepared in accordance with GAAP. Net loss is the GAAP measure most directly comparable to the non-GAAP measures presented here. For reconciliation of the comparable GAAP measures to these non-GAAP financial measures, see the schedules attached to this release.

    Forward-Looking Statements
    This press release contains certain “forward-looking statements” within the meaning of the United States Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended (the “Securities Act”), and Section 21E of the Exchange Act, including certain financial forecasts and projections. All statements other than statements of historical fact contained in this press release, including statements as to future results of operations and financial position, revenue and other metrics planned products and services, business strategy and plans, objectives of management for future operations of XBP Europe, market size and growth opportunities, competitive position and technological and market trends, are forward-looking statements. Some of these forward-looking statements can be identified by the use of forward-looking words, including “may,” “should,” “expect,” “intend,” “will,” “estimate,” “anticipate,” “believe,” “predict,” “plan,” “targets,” “projects,” “could,” “would,” “continue,” “forecast” or the negatives of these terms or variations of them or similar expressions. All forward-looking statements are subject to risks, uncertainties, and other factors which could cause actual results to differ materially from those expressed or implied by such forward-looking statements. All forward-looking statements are based upon estimates, forecasts and assumptions that, while considered reasonable by XBP Europe and its management, as the case may be, are inherently uncertain and many factors may cause the actual results to differ materially from current expectations which include, but are not limited to: (1) the outcome of any legal proceedings that may be instituted against XBP Europe or others and any definitive agreements with respect thereto; (2) the inability to meet the continued listing standards of Nasdaq or another securities exchange; (3) the risk that the business combination disrupts current plans and operations of XBP Europe and its subsidiaries; (4) the inability to recognize the anticipated benefits of the business combination, which may be affected by, among other things, competition, the ability of XBP Europe and its subsidiaries to grow and manage growth profitably, maintain relationships with customers and suppliers and retain its management and key employees; (5) costs related to the business combination; (6) changes in applicable laws or regulations; (7) the possibility that XBP Europe or any of its subsidiaries may be adversely affected by other economic, business and/or competitive factors; (8) risks related to XBP Europe’s potential inability to achieve or maintain profitability and generate cash; (9) the impact of the COVID-19 pandemic, including any mutations or variants thereof, and its effect on business and financial conditions; (10) volatility in the markets caused by geopolitical and economic factors; (11) the ability of XBP Europe to retain existing clients; (12) the potential inability of XBP Europe to manage growth effectively; (13) the ability to recruit, train and retain qualified personnel, and (14) other risks and uncertainties set forth in the sections entitled “Risk Factors” and “Cautionary Note Regarding Forward-Looking Statements” in the Annual Reports on Form 10-K filed on April 1, 2024 and, our subsequent quarterly reports on Form 10-Q and our current reports on Form 8-K as filed with the Securities and Exchange Commission (the “SEC”). These filings identify and address other important risks and uncertainties that could cause actual events and results to differ materially from those contained in the forward-looking statements. Nothing in this press release should be regarded as a representation by any person that the forward-looking statements set forth herein will be achieved or that any of the contemplated results of such forward-looking statements will be achieved. Readers should not place undue reliance on forward-looking statements, which speak only as of the date they are made. XBP Europe gives no assurance that either XBP Europe or any of its subsidiaries will achieve its expected results. XBP Europe undertakes no duty to update these forward-looking statements, except as otherwise required by law.

    About XBP Europe
    XBP Europe is a pan-European integrator of bills, payments and related solutions and services seeking to enable digital transformation of its more than 2,000 clients. The Company’s name – ‘XBP’ – stands for ‘exchange for bills and payments’ and reflects the Company’s strategy to connect buyers and suppliers, across industries, including banking, healthcare, insurance, utilities and the public sector, to optimize clients’ bills and payments and related digitization processes. The Company provides business process management solutions with proprietary software suites and deep domain expertise, serving as a technology and services partner for its clients. Its cloud-based structure enables it to deploy its solutions across the European market, along with the Middle East and Africa. The physical footprint of XBP Europe spans 15 countries and 32 locations and a team of approximately 1,500 individuals. XBP Europe believes its business ultimately advances digital transformation, improves market wide liquidity by expediting payments, and encourages sustainable business practices. For more information, please visit: www.xbpeurope.com.

    For more XBP Europe news, commentary, and industry perspectives, visit: https://www.xbpeurope.com/
    And please follow us on social:
    X: https://X.com/XBPEurope
    LinkedIn: https://www.linkedin.com/company/xbp-europe/

    The information posted on XBP Europe’s website and/or via its social media accounts may be deemed material to investors. Accordingly, investors, media and others interested in XBP Europe should monitor XBP Europe’s website and its social media accounts in addition to XBP Europe’s press releases, SEC filings and public conference calls and webcasts.

    Investor and/or Media Contacts:
    investors@xbpeurope.com

     
    XBP Europe Holdings, Inc.
    Consolidated Balance Sheets
    For the years ended December 31, 2024 and 2023
    (in thousands of United States dollars except share and per share amounts)
               
      December 31, 
      2024      2023
    ASSETS            
    Current assets            
    Cash and cash equivalents $ 12,099   $ 6,537
    Accounts receivable, net of allowance for credit losses of $1,198 and $1,183, respectively   19,810     30,238
    Inventories, net   3,823     4,045
    Prepaid expenses and other current assets   4,228     6,550
    Current assets held for sale   1,378     2,497
    Total current assets   41,338     49,867
    Property, plant and equipment, net of accumulated depreciation of $40,325 and $39,876, respectively   11,272     12,811
    Operating lease right-of-use assets, net   4,805     5,206
    Goodwill   21,666     22,823
    Intangible assets, net   1,121     1,498
    Deferred income tax assets   7,026     6,811
    Other noncurrent assets   817     705
    Noncurrent assets held for sale   —     3,018
    Total assets $ 88,045   $ 102,739
               
    LIABILITIES AND STOCKHOLDERS’ DEFICIT            
    LIABILITIES            
    Current liabilities            
    Accounts payable $ 12,553   $ 13,281
    Related party payables   5,443     13,012
    Accrued liabilities   17,993     23,850
    Accrued compensation and benefits   16,482     16,267
    Customer deposits   277     323
    Deferred revenue   6,870     6,004
    Current portion of finance lease liabilities   12     91
    Current portion of operating lease liabilities   1,734     1,562
    Current portion of long-term debts   4,958     3,863
    Current liabilities held for sale   2,443     3,818
    Total current liabilities   68,765     82,071
    Related party notes payable   1,451     1,542
    Long-term debt, net of current maturities   23,966     12,763
    Finance lease liabilities, net of current portion   —     23
    Pension liabilities   10,339     12,208
    Operating lease liabilities, net of current portion   3,271     3,785
    Other long-term liabilities   1,599     1,635
    Noncurrent liabilities held for sale   —     1,280
    Total liabilities $ 109,391   $ 115,307
                 
               
    STOCKHOLDERS’ DEFICIT            
    Preferred stock, par value of $0.0001 per share; 10,000,000 shares authorized; none issued and outstanding as of December 31, 2024 and December 31, 2023, respectively   —     —
    Common Stock, par value of $0.0001 per share; 200,000,000 shares authorized; 30,166,102 shares issued and outstanding as of December 31, 2024 and December 31, 2023, respectively   30     30
    Additional paid in capital   1,611     —
    Accumulated deficit   (23,705)     (11,339)
    Accumulated other comprehensive loss:            
    Foreign currency translation adjustment   474     (1,416)
    Unrealized pension actuarial gains, net of tax   244     157
    Total accumulated other comprehensive loss   718     (1,259)
    Total stockholders’ deficit   (21,346)     (12,568)
    Total liabilities and stockholders’ deficit $ 88,045   $ 102,739
               
    XBP Europe Holdings, Inc.
    Consolidated Statements of Operations
    For the years ended December 31, 2024 and 2023
    (in thousands of United States dollars except share and per share amounts)
               
      Year ended December 31, 
      2024      2023
    Revenue, net $ 142,408   $ 154,943
    Related party revenue, net   364     234
    Cost of revenue (exclusive of depreciation and amortization)   104,467     115,234
    Related party cost of revenue   47     76
    Selling, general and administrative expenses (exclusive of depreciation and amortization)   26,525     31,173
    Related party expense   5,101     4,633
    Depreciation and amortization   3,160     2,944
    Operating profit   3,472     1,117
    Other expense (income), net            
    Interest expense, net   6,232     5,035
    Related party interest expense, net   90     1,971
    Foreign exchange losses, net   2,520     599
    Changes in fair value of warrant liability   (43)     (597)
    Pension income, net   (1,705)     (929)
    Net loss before income taxes   (3,622)     (4,962)
    Income tax expense   2,911     606
    Net loss from continuing operations   (6,533)     (5,568)
    Net loss from discontinued operations, net of income taxes   (5,833)     (5,479)
    Net loss $ (12,366)   $ (11,047)
    Loss per share:           
    Basic and diluted – continuing operations $ (0.22)   $ (0.25)
    Basic and diluted – discontinued operations   (0.19)     (0.24)
    Basic and diluted $ (0.41)   $ (0.49)
               
    XBP Europe Holdings, Inc.
    Consolidated Statements of Cash Flows
    For the years ended December 31, 2024 and 2023
    (in thousands of United States dollars)
               
      Years ended December 31, 
      2024      2023
    Cash flows from operating activities          
    Net loss $ (12,366)   $ (11,047)
    Adjustments to reconcile net loss to net cash used in operating activities:           
    Depreciation   2,965     3,467
    Amortization of intangible assets   750     384
    Debt issuance cost amortization   216     —
    Impairment of goodwill   87     —
    Credit loss expense   16     343
    Changes in fair value of warrant liability   (43)     (597)
    Stock-based compensation expense   1,611     —
    Unrealized foreign currency losses (gains)   2,428     (616)
    Change in deferred income taxes   (247)     (422)
               
    Change in operating assets and liabilities          
    Accounts receivable   9,568     5,990
    Inventories   240     (58)
    Prepaid expense and other assets   2,297     2,123
    Accounts payable   (365)     (2,417)
    Related party payables   (8,446)     (843)
    Accrued expenses and other liabilities   (4,848)     2,629
    Deferred revenue   1,099     67
    Customer deposits   (189)     (538)
    Net cash used in operating activities   (5,227)     (1,535)
               
    Cash flows from investing activities           
    Purchase of property, plant and equipment   (1,263)     (2,330)
    Cash paid for costs of fulfilling a contract   —     (339)
    Additions to internally developed software   (447)     —
    Net cash used in investing activities   (1,710)     (2,669)
               
    Cash flows from financing activities           
    Borrowings under secured borrowing facility   —     87,635
    Principal repayment on borrowings under secured borrowing facility   (79)     (91,662)
    Borrowings under 2024 Term Loan A Facility   3,834     —
    Borrowings under 2024 Term Loan B Facility   11,360     —
    Borrowings under 2024 Revolving Credit Facility   15,352     —
    Cash paid for debt issuance costs   (1,527)     —
    Principal payments on 2024 Term Loan A Facility   (383)     —
    Principal payments on 2024 Term Loan B Facility   (1,136)     —
    Principal payments on long-term obligations   (15,270)     (920)
    Proceeds from Secured Credit Facility   930     223
    Principal payments on finance leases   (635)     (786)
    Proceeds from Business Combination, net of transaction expenses   —     5,205
    Net cash provided by (used in) financing activities   12,446     (305)
    Effect of exchange rates on cash and cash equivalents     (308)     3,941
    Net increase (decrease) in cash and cash equivalents   5,201     (568)
               
    Cash and equivalents, beginning of period, including cash from discontinued operations   6,905     7,473
    Cash and equivalents, end of period, including cash from discontinued operations $ 12,106   $ 6,905
               
    Supplemental cash flow data:            
    Income tax payments, net of refunds received   567     1,059
    Interest paid         3,429     1,798
               
    XBP Europe Holdings, Inc.
    Schedule 1: Reconciliation of Adjusted EBITDA and constant currency revenues
         
    Reconciliation of Non-GAAP Financial Measures to GAAP Measures    
             
    Non-GAAP constant currency revenue reconciliation      
        Twelve Months ended December 31, 
    ($ in thousands)   2024   2023
    Revenues, as reported (GAAP)   142,772   155,177
    Foreign currency exchange impact (1)   (1,055)   – 
    Revenues, at constant currency (Non-GAAP)   141,717   155,177
             
    Reconciliation of Adjusted EBITDA from Continuing Operations             
        Year Ended December 31, 
    (dollars in thousands)   2024      2023
    Net loss from continuing operations   $ (6,533)   $ (5,568)
    Income tax expense     2,911     606
    Interest expense including related party interest expense, net     6,322     7,006
    Depreciation and amortization     3,160     2,944
    EBITDA from continuing operations     5,860     4,988
    Restructuring and related expenses (2)     1,879     5,053
    Employee litigation matter (3)     1,283     1,431
    Related party management fee and royalties (4)     —     1,330
    Foreign exchange losses, net     2,520     599
    Non-cash equity compensation (5)     1,611     —
    Changes in fair value of warrant liability     (43)     (597)
    Transaction Fees (6)     280     2,970
    Adjusted EBITDA from continuing operations   $ 13,390   $ 15,774
                 

    (1)   Constant currency excludes the impact of foreign currency fluctuations and is computed by applying the average exchange rates for the year ended December 31, 2023, to the revenues during the corresponding period in 2024.
    (2)   Adjustment represents costs associated with restructuring, including employee severance and vendor and lease termination costs.
    (3)   Represents litigation settlement and associated expenses incurred in connection with the Company subsidiary litigation.
    (4)   Primarily represents management fee incurred in exchange for services, which included provision of legal, human resources, corporate finance, and marketing support. The management services agreement was terminated in connection with the Business Combination and was replaced by the related party service fee pursuant to the Services Agreement which reduced the fee and modified the services provided.
    (5)   Represents the non-cash charges to restricted stock units and options.
    (6)   Represents transaction costs incurred as part of the Business Combination.

         
    Reconciliation of Adjusted EBITDA from Discontinued Operations    
        Year Ended December 31, 
    (dollars in thousands)   2024      2023
    Net loss from discontinued operations, net of income taxes   $ (5,833)   $ (5,479)
    Income tax expense     —     —
    Interest expense, net     145     189
    Depreciation and amortization     555     907
    EBITDA from discontinued operations     (5,133)     (4,383)
    Restructuring and related expenses (7)     38     187
    Related party service fees and royalties     —     25
    Impairment of goodwill     87     —
    Foreign exchange losses (gains), net     211     (5)
    Adjusted EBITDA from discontinued operations   $ (4,797)   $ (4,176)
                 

    (7)   Adjustment represents costs associated with restructuring related to employee severance.

    Source: XBP Europe Holdings, Inc.

    The MIL Network –

    March 20, 2025
  • MIL-OSI: Kingsoft Cloud Announces Unaudited Fourth Quarter and Fiscal Year 2024 Financial Results; First Time Operating Margin Profitable with Accelerated Growing Revenue of AI Cloud

    Source: GlobeNewswire (MIL-OSI)

    BEIJING, March 19, 2025 (GLOBE NEWSWIRE) — Kingsoft Cloud Holdings Limited (“Kingsoft Cloud” or the “Company”) (NASDAQ: KC and HKEX: 3896), a leading cloud service provider in China, today announced its unaudited financial results for the fourth quarter and fiscal year ended December 31, 2024.

    Fourth Quarter Financial Highlights

    • Total Revenues reached RMB2,232.1 million (US$305.8 million)1, increased by 29.6% year-over-year from RMB1,722.5 million in the same quarter of 2023. Our business has experienced accelerated and high-quality growth and our revenue structure is well-balanced.
    • Gross profit was RMB426.0 million (US$58.4 million), representing a significant increase of 68.3% from RMB253.1 million in the same quarter of 2023. Our profitability has been fundamentally improved.
    • Non–GAAP EBITDA2 was RMB359.7 million (US$49.3 million), compared with RMB-27.7 million in the same quarter of 2023. Non–GAAP EBITDA margin was 16. 1%, compared with -1.6% in the same quarter of 2023.
    • Operating loss was RMB43.5 million (US$6.0 million), compared with operating loss of RMB342.7 million in the same quarter of 2023.
    • Non–GAAP Operating profit (loss) turned profit for the first time, achieving RMB24.4 million (US$3.3 million), compared with RMB-187.6 million in the same quarter of 2023. Non–GAAP Operating profit (loss) margin was 1. 1%, compare with -10.9% in the same quarter of 2023.

    Mr. Tao Zou, Chief Executive Officer of Kingsoft Cloud, commented, “We are very pleased to close Fiscal Year 2024 with historically strong financial performance. This quarter, we recorded positive non–GAAP operating profit (loss)for the first time, demonstrating our unwavering execution of the ‘High- quality, Sustainable Development Strategy’. Driven by the growing popularity of AI applications, we firmly believe that AI will continue to penetrate into various verticals, improving the efficiency of daily life. This quarter the gross billing of AI business increased by triple-digit year-over-year to RMB474 million. Both our public cloud and enterprise cloud businesses are harnessing the vast potential of AI cloud computing. Meanwhile, we have seen strong growth in demand from our ecosystem. Revenue from Xiaomi and Kingsoft Group increased by 76% year-over-year. We are well on track to build cutting- edge cloud infrastructure and technology to support our ecosystem and expand into the broader AI industry.”

    Mr. Henry He, Chief Financial Officer of Kingsoft Cloud, added, “We are very pleased to highlight several significant achievements. First, we achieved profitability in non-GAAP operating profit for the first time since our inception in 2012, demonstrating our strong execution of our high-quality and sustainable development strategy in the past two years. Second, our revenue has been growing for three consecutive quarters year-over-year, and this quarter we achieved a high-speed growth rate of 30% in total revenue, reaching RMB2,232.1 million. Third, gross billing of our Al cloud business increased by around 500% year-over-year to RMB474 million, accounting for as high as 34% of our public cloud revenue. This marks a three-digit year-on-year growth or six consecutive quarters. Fourth, last December, our shareholders approved revenue from connected-party of Xiaomi and Kingsoft Group for next three years of RMB11.3 billion, around 10 times over the revenue of 2023, providing solid support for Company’s revenue and profit growth. We believe we are well on track to meet the ecosystem’s fast-growing demands and build a solid cloud infrastructure to support its AI development. Notably, in this quarter, we are thrilled to report that revenue from Xiaomi and Kingsoft Group increased by 76% year-over-year, validating the effectiveness of our ecosystem strategy.”

    Fourth Quarter 2024 Financial Results

    Total Revenues reached RMB2,232.1 million (US$305.8 million), increased by 29.6% year-over-year from RMB1,722.5 million in the same quarter of 2023 and increased by 18.4% quarter-over-quarter from RMB1,885.6 million in the third quarter of 2024. The year-over-year increase was mainly due to the expanded revenue from Xiaomi and Kingsoft Ecosystem and AI related customers, incremental demands and more projects delivered from enterprise cloud approaching year-end.

    • Revenues from public cloud services were RMB1,409.8 million (US$193.1 million), increased by 34.0% from RMB1,052.0 million in the same quarter of 2023 and increased by 19.9% from RMB1, 175.5 million last quarter. The year-over-year increase was mainly due to the growth of AI demands.

    ______________________
    1 This announcement contains translations of certain Renminbi (RMB) amounts into U.S. dollars (US$) at a specified rate solely for the convenience of the reader. Unless otherwise noted, the translation of RMB into US$ has been made at RMB7.2993 to US$1.00, the noon buying rate in effect on December 31, 2024 as certified for customs purposes by the Federal Reserve Bank of New York.

    2 Non-GAAP EBITDA is defined as non-GAAP net loss excluding interest income, interest expense, income tax expense (benefit) and depreciation and amortization, and we define Non-GAAP EBITDA margin as Non-GAAP EBITDA as a percentage of revenues. See “Use of Non-GAAP Financial Measures” set forth at the end of this press release.

    • Revenues from enterprise cloud services were RMB822.3 million (US$112.7 million), representing an increase of 22.7% from RMB670.3 million in the same quarter of 2023 and an increase of 15.8% from RMB710.0 million last quarter. We keep focusing in selected verticals such as public services cloud, state-owned assets cloud, healthcare, financial services and private enterprise services, enhance our solutions with AI capabilities and take profitability and sustainability of the enterprise cloud projects as our priorities.
    • Other revenues were nil this quarter.

    Cost of revenues was RMB1,806.2 million (US$247.4 million), representing an increase of 22.9% from RMB1,469.3 million in the same quarter of 2023, which was in-line with our revenue expansion. IDC costs decreased by 2.6% year-over-year from RMB740.4 million to RMB721.5 million (US$98.8 million) this quarter. The decrease was in line with the scale down of our CDN services and our strict control over procurement costs. Depreciation and amortization costs increased from RMB146.9 million in the same quarter of 2023 to RMB343.1 million (US$47.0 million) this quarter. The increase was mainly due to the depreciation of newly acquired servers which were related to AI business. Solution development and services costs increased by 10.8% year-over-year from RMB502.9 million in the same quarter of 2023 to RMB557.0 million (US$76.3 million) this quarter. The increase was mainly due to the solution personnel expansion of Camelot. Fulfillment costs and other costs were RMB102.4 million (US$14.0 million) and RMB82.2 million (US$11.3 million) this quarter.

    Gross profit was RMB426.0 million (US$58.4 million), representing a significant increase of 68.3% from RMB253.1 million in the same quarter of 2023, demonstrating our improvements in revenue quality and structure, as well as strict cost control. Gross margin was 19. 1%, compared with 14.7% in the same period in 2023. Non–GAAP gross profit3 was RMB427.7 million (US$58.6 million), compared with RMB262.5 million in the same period in 2023. Non–GAAP gross margin3 was 19.2%, compared with 15.2% in the same period in 2023. The significant improvement of our gross profit and margin was mainly due to our strategic adjustment of revenue mix, expansion of AI revenues, optimized enterprise cloud project selection and efficient cost control measures.

    Total operating expenses were RMB469.5 million (US$64.3 million), decreased by 21.2% from RMB595.9 million in the same quarter last year and decreased by 67.6% from RBM1,447.1 million last quarter. Among which:

    Selling and marketing expenses were RMB115.8 million (US$15.9 million), decreased by 8.4% from RMB126.5 million in the same period in 2023 and decreased by 4.4% from RMB121.1 million last quarter, the decrease was due to the decrease of share-based compensation.

    General and administrative expenses were RMB179.5 million (US$24.6 million), decreased by 39.0% from RMB294.2 million in the same period in 2023 and slightly increased by 5.4% from RMB170.4 million last quarter. The year-over-year decrease was mainly due to the decrease of credit loss expense.

    Research and development expenses were RMB174.2 million (US$23.9 million), decreased by 0.6% from RMB175.2 million in the same period in 2023 and 26.2% from RMB235.9 million last quarter. The decrease was mainly due to the decrease of share-based compensation.

    Operating loss was RMB43.5 million (US$6.0 million), compared with operating loss of RMB342.7 million in the same quarter of 2023 and RMB1,143.8 million last quarter. The improvement was mainly due to the increase of gross profit and our strict expenses control. Non–GAAP operating profit (loss)4 was RMB24.4 million (US$3.3 million), compared with operating loss of RMB187.6 million in the same quarter last year and RMB140.2 million last quarter. Our non-GAAP operating profit (loss) turned breakeven for the first time and verified our high quality and sustainable development strategy.

    Net loss was RMB200.6 million (US$27.5 million), compared with net loss of RMB286.8 million in the same quarter of 2023 and RMB1,061.1 million last quarter. Non–GAAP net loss5 was RMB70.3 million (US$9.6 million), narrowed down compared with RMB250.4 million in the same quarter of 2023 and RMB236.7 million last quarter. The improvement was mainly due to the revenue quality increase, revenue mix adjustment, strict costs control and expenses control.
    ______________________
    3 Non-GAAP gross profit is defined as gross profit excluding share-based compensation allocated in the cost of revenues and we define Non-GAAP gross margin as Non-GAAP gross profit as a percentage of revenues. See “Use of Non-GAAP Financial Measures” set forth at the end of this press release.

    4 Non-GAAP operating loss is defined as operating loss excluding share-based compensation, impairment of long-lived assets and amortization of intangible assets and we define Non-GAAP operating loss margin as Non-GAAP operating loss as a percentage of revenues. See “Use of Non-GAAP Financial Measures” set forth at the end of this press release.

    5 Non-GAAP net loss is defined as net loss excluding share-based compensation, impairment of long-lived assets and foreign exchange (gain) loss, and we define Non-GAAP net loss margin as Non-GAAP net loss as a percentage of revenues. See “Use of Non-GAAP Financial Measures” set forth at the end of this press release.

    Non–GAAP EBITDA6 was RMB359.7 million (US$49.3 million), compared with RMB-27.7 million in the same quarter of 2023 and RMB185.4 million last quarter. Non–GAAP EBITDA margin was 16. 1%, compared with -1.6% in the same quarter of 2023 and 9.8% last quarter. The increase was mainly due to the expansion in gross profit and our strict control over costs and expenses.

    Basic and diluted net loss per share was RMB0.05 (US$0.01), compared with RMB0.08 in the same quarter of 2023 and RMB0.29 last quarter.

    Cash and cash equivalents were RMB2,648.8 million (US$362.9 million) as of December 31, 2024, compared with RMB1,617.9 million as of September 30, 2024. The increase was mainly due to the increased cash receipts from operating activities and the increase in bank loan drawdowns.

    Fiscal Year 2024 Financial Results

    Total Revenues reached RMB7,785.2 million (US$1,066.6 million), representing an increase of 10.5% from RMB7,047.5 million in 2023. The increase was due to the strong demands from AI business and enterprise cloud projects increase, while partially offset by our proactive scale-down of CDN services within public cloud services.

    • Revenues from public cloud services were RMB5,007.3 million (US$686.0 million), representing an increase of 14.3% from RMB4,381.7 million in 2023.
    • Revenues from enterprise cloud services were RMB2,777.8 million (US$380.6 million), representing an increase of 4.3% from RMB2,664.0 million in 2023.
    • Other revenues were RMB0.1 million (US$0.02 million).

    ______________________
    6
    Non-GAAP EBITDA is defined as Non-GAAP net loss excluding interest income, interest expense, income tax expense (benefit) and depreciation and amortization, and we define Non-GAAP EBITDA margin as Non-GAAP EBITDA as a percentage of revenues. See “Use of Non-GAAP Financial Measures” set forth at the end of this press release.

    Cost of revenues was RMB6,444.3 million (US$882.9 million), representing a slight increase of 4.0% from RMB6, 197.3 million in 2023. Among which:

    IDC costs decreased by 9.9% to RMB2,892.1 million (US$396.2 million) from RMB3,211.2 million in 2023. The decrease was in line with our cost control measures adjustment of CDN services. Depreciation and amortization costs were RMB1,090.1 million (US$149.3 million), compared with RMB774.0 million in 2023, mainly due to the depreciation of new acquired servers related to AI business. Fulfillment costs were RMB235.7 million (US$32.3 million), representing an increase of 2.7% from RMB229.5 million in 2023. The increase was in line with enterprise cloud projects increase. Solution development and services costs were RMB1,993.1 million (US$273.1 million) in 2024, compared with RMB1,804.8 million in 2023. The increase was mainly due to the revenue expansion of Camelot business.

    Gross profit increased by 57.7% to RMB1,340.9 million (US$183.7 million) in 2024, from RMB850.2 million in 2023. Gross margin increased to 17.2%, from 12. 1% in 2023. Non–GAAP gross profit increased to RMB1,357.8 million (US$186.0 million) in 2024, from RMB859.9 million in 2023. Non–GAAP gross margin increased to 17.4% in 2024 from 12.2% in 2023. Such increases were primarily because of the optimization of revenue mix and our effective cost controls.

    Selling and marketing expenses were RMB479.4 million (US$65.7 million), compared with RMB460.2 million in 2023. The increase was mainly due to the increase of share-based compensation.

    General and administrative expenses were RMB834.9 million (US$114.4 million), compared with RMB1,060.0 million in 2023. The decrease was mainly due to the decrease of credit loss expense.

    Research and development expenses were RMB846.0 million (US$115.9 million), compared with RMB784.8 million in 2023. The increase was mainly due to the rise in personnel-related expenses.

    Impairment of long–lived assets was RMB919.7 million (US$126.0 million), mainly attributable to impairment of long-lived assets dedicated to assets of low-margin services.

    Operating loss was RMB1,739.0 million (US$238.2 million), compared with RMB2, 108.6 million in 2023. Non–GAAP operating loss was RMB431.3 million (US$59.1 million), significantly narrowed compared with RMB1,092.8 million in 2023. Non–GAAP operating loss margin was 5.5%, significantly improved from 15.5% in 2023.

    Net loss was RMB1,979.0 million (US$271.1 million), significantly narrowed from net loss of RMB2, 183.6 million in 2023.

    Non–GAAP net loss was RMB825.3 million (US$113.1 million), compared with Non-GAAP net loss of RMB1,291.1 million in 2023.

    Non–GAAP EBITDA was RMB638.9 million (US$87.5 million), compared with RMB-265.1 million in 2023. Non–GAAP EBITDA margin was 8.2%, compared with -3.8% in 2023.

    Basic and diluted net loss per share was RMB0.54 (US$0.07), compared with RMB0.61 in 2023.

    Outstanding ordinary shares were 3,687,690,772 as of December 31, 2024, equivalent to about 245,846,051 ADSs.

    Conference Call Information

    Kingsoft Cloud’s management will host an earnings conference call on Wednesday, March 19, 2025 at 8:15 am, U.S. Eastern Time (8:15 pm, Beijing/Hong Kong Time on the same day).

    Participants can register for the conference call by navigating to https://register-conf.media-server.com/register/BIc315136cafe94825b98dca6b37795790. Once preregistration has been completed, participants will receive dial-in numbers, direct event passcode, and a unique access PIN.

    To join the conference, simply dial the number in the calendar invite you receive after preregistering, enter the passcode followed by your PIN, and you will join the conference instantly.

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

    Use of Non–GAAP Financial Measures

    The unaudited condensed consolidated financial information is prepared in conformity with accounting principles generally accepted in the United States of America (“U.S. GAAP”). In evaluating our business, we consider and use certain non-GAAP measures, Non-GAAP gross profit, Non-GAAP gross margin, Non-GAAP operating loss, Non-GAAP operating loss margin, Non-GAAP EBITDA, Non-GAAP EBITDA margin, Non-GAAP net loss and Non-GAAP net loss margin, as supplemental measures to review and assess our operating performance. The presentation of these non-GAAP financial measures is not intended to be considered in isolation or as a substitute for the financial information prepared and presented in accordance with U.S. GAAP. We define Non- GAAP gross profit as gross profit excluding share-based compensation allocated in the cost of revenues, and we define Non-GAAP gross margin as Non-
    GAAP gross profit as a percentage of revenues. We define Non-GAAP operating loss as operating loss excluding share-based compensation, impairment of long-lived assets and amortization of intangible assets, and we define Non-GAAP operating loss margin as Non-GAAP operating loss as a percentage of revenues. We define Non-GAAP net loss as net loss excluding share-based compensation, foreign exchange (gain) loss and impairment of long-lived assets, and we define Non-GAAP net loss margin as Non-GAAP net loss as a percentage of revenues. We define Non-GAAP EBITDA as Non-GAAP net loss excluding interest income, interest expense, income tax expense (benefit) and depreciation and amortization, and we define Non-GAAP EBITDA margin as Non-GAAP EBITDA as a percentage of revenues. We present these non-GAAP financial measures because they are used by our management to evaluate our operating performance and formulate business plans. We also believe that the use of these non-GAAP measures facilitates investors’ assessment of our operating performance.

    These non-GAAP financial measures are not defined under U.S. GAAP and are not presented in accordance with U.S. GAAP. These non-GAAP financial measures have limitations as analytical tools. One of the key limitations of using these non-GAAP financial measures is that they do not reflect all items of income and expense that affect our operations. Further, these non-GAAP measures may differ from the non-GAAP information used by other companies, including peer companies, and therefore their comparability may be limited.

    We compensate for these limitations by reconciling these non-GAAP financial measures to the nearest U.S. GAAP performance measure, all of which should be considered when evaluating our performance. We encourage you to review our financial information in its entirety and not rely on a single financial measure.

    Exchange Rate Information

    This press release contains translations of certain RMB amounts into U.S. dollars at specified rates solely for the convenience of readers. Unless otherwise noted, all translations from RMB to U.S. dollars, in this press release, were made at a rate ofRMB7.2993 to US$1.00, the noon buying rate in effect on December 31, 2024 as certified for customs purposes by the Federal Reserve Bank of New York.

    Safe Harbor Statement

    This announcement contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates” and similar statements. Among other things, the Business Outlook, and quotations from management in this announcement, as well as Kingsoft Cloud’s strategic and operational plans, contain forward-looking statements. Kingsoft Cloud may also make written or oral forward-looking statements in its periodic reports to the U.S. Securities and Exchange Commission (“SEC”), in its annual report to shareholders, in press releases and other written materials and in oral statements made by its officers, directors or employees to third parties. Statements that are not historical facts, including but not limited to statements about Kingsoft Cloud’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to the following: Kingsoft Cloud’s goals and strategies; Kingsoft Cloud’s future business development, results of operations and financial condition; relevant government policies and regulations relating to Kingsoft Cloud’s business and industry; the expected growth of the cloud service market in China; the expectation regarding the rate at which to gain customers, especially Premium Customers; Kingsoft Cloud’s ability to monetize the customer base; fluctuations in general economic and business conditions in China; and the economy in China and elsewhere generally; China’s political or social conditions and assumptions underlying or related to any of the foregoing. Further information regarding these and other risks is included in Kingsoft Cloud’s filings with the SEC. All information provided in this press release and in the attachments is as ofthe date of this press release, and Kingsoft Cloud does not undertake any obligation to update any forward-looking statement, except as required under applicable law.

    About Kingsoft Cloud Holdings Limited

    Kingsoft Cloud Holdings Limited (NASDAQ: KC and HKEX:3896) is a leading cloud service provider in China. With extensive cloud infrastructure, cutting-edge cloud-native products based on vigorous cloud technology research and development capabilities, well-architected industry-specific solutions and end-to-end fulfillment and deployment, Kingsoft Cloud offers comprehensive, reliable and trusted cloud service to customers in strategically selected verticals.

    For more information, please visit: http://ir.ksyun.com.

    For investor and media inquiries, please contact:
    Kingsoft Cloud Holdings Limited
    Nicole Shan
    Tel: +86 (10) 6292-7777 Ext. 6300
    Email: ksc–ir@kingsoft.com

    KINGSOFT CLOUD HOLDINGS LIMITED
    UNAUDITED CONDENSED CONSOLIDATED BALANCE SHEETS
    (All amounts in thousands)
      Dec 31,
    2023
    Dec 31,
    2024
    Dec 31,
    2024
      RMB RMB US$
    ASSETS      
    Current assets:      
    Cash and cash equivalents 2,255,287   2,648,764   362,879  
    Restricted cash 234,194   81,337   11,143  
    Accounts receivable, net 1,529,915   1,468,663   201,206  
    Short-term investments —   90,422   12,388  
    Prepayments and other assets 1,812,692   2,233,074   305,930  
    Amounts due from related parties 266,036   318,526   43,638  
    Total current assets 6,098,124   6,840,786   937,184  
    Non-current assets:      
    Property and equipment, net 2,186,145   4,630,052   634,315  
    Intangible assets, net 834,478   694,880   95,198  
    Goodwill 4,605,724   4,605,724   630,982  
    Prepayments and other assets 870,781   449,983   61,647  
    Equity investments 259,930   234,182   32,083  
    Amounts due from related parties 56,264   —   —  
    Operating lease right-of-use assets 158,832   137,047   18,775  
    Total non-current assets 8,972,154   10,751,868   1,473,000  
    Total assets 15,070,278   17,592,654   2,410,184  
           
    LIABILITIES, NON-CONTROLLING INTERESTS AND SHAREHOLDERS’ EQUITY      
    Current liabilities:      
    Accounts payable 1,805,083   1,877,004   257,149  
    Accrued expenses and other current liabilities 2,838,085   3,341,990   457,851  
    Short-term borrowings 1,110,896   2,225,765   304,928  
    Income tax payable 63,961   69,219   9,483  
    Amounts due to related parties 931,906   1,584,199   217,034  
    Current operating lease liabilities 78,659   61,258   8,392  
    Total current liabilities 6,828,590   9,159,435   1,254,837  
    Non-current liabilities:      
    Long-term borrowings 100,000   1,660,584   227,499  
    Amounts due to related parties 40,069   309,612   42,417  
    Deferred tax liabilities 142,565   101,677   13,930  
    Other liabilities 634,803   790,271   108,267  
    Non-current operating lease liabilities 78,347   65,755   9,008  
    Total non-current liabilities 995,784   2,927,899   401,121  
    Total liabilities 7,824,374   12,087,334   1,655,958  
    Shareholders’ equity:      
    Ordinary shares 25,443   25,689   3,519  
    Treasury stock (208,385 ) (105,478 ) (14,450 )
    Additional paid-in capital 18,811,028   18,940,885   2,594,891  
    Statutory reserves funds 21,765   32,001   4,384  
    Accumulated deficit (12,315,041 ) (14,291,957 ) (1,957,990 )
    Accumulated other comprehensive income 555,342   566,900   77,665  
    Total Kingsoft Cloud Holdings Limited shareholders’ equity 6,890,152   5,168,040   708,019  
    Non-controlling interests 355,752   337,280   46,207  
    Total equity 7,245,904   5,505,320   754,226  
    Total liabilities, non-controlling interests and shareholders’ equity 15,070,278   17,592,654   2,410,184  
           
    KINGSOFT CLOUD HOLDINGS LIMITED
    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF COMPREHENSIVE LOSS
    (All amounts in thousands, except for share and per share data)
      Three Months Ended Twelve Months Ended
      Dec 31,
    2023
    Mar 31,
    2024
    Jun 30,
    2024
    Sep 30,
    2024
    Dec 31,
    2024
    Dec 31,
    2024
    Dec 31,
    2023
    Dec 31,
    2024
    Dec 31,
    2024
      RMB RMB RMB RMB RMB US$ RMB RMB US$
    Revenues:                  
    Public cloud services 1,051,966   1,187,370   1,234,542   1,175,535   1,409,804   193,142   4,381,741   5,007,251   685,991  
    Enterprise cloud services 670,331   588,162   657,238   710,039   822,338   112,660   2,663,993   2,777,777   380,554  
    Others 153   152   –   –   –   –   1,727   152   21  
    Total revenues 1,722,450   1,775,684   1,891,780   1,885,574   2,232,142   305,802   7,047,461   7,785,180   1,066,566  
    Cost of revenues (1,469,312 ) (1,482,431 ) (1,573,433 ) (1,582,220 ) (1,806,170 ) (247,444 ) (6,197,292 ) (6,444,254 ) (882,859 )
    Gross profit 253,138   293,253   318,347   303,354   425,972   58,358   850,169   1,340,926   183,707  
    Operating expenses:                  
    Selling and marketing expenses (126,477 ) (116,752 ) (125,708 ) (121,117 ) (115,792 ) (15,863 ) (460,221 ) (479,369 ) (65,673 )
    General and administrative expenses (294,240 ) (218,695 ) (266,249 ) (170,374 ) (179,536 ) (24,596 ) (1,060,022 ) (834,854 ) (114,375 )
    Research and development expenses (175,155 ) (231,963 ) (203,959 ) (235,912 ) (174,155 ) (23,859 ) (784,807 ) (845,989 ) (115,900 )
    Impairment of long-lived assets –   –   –   (919,724 ) –   –   (653,670 ) (919,724 ) (126,002 )
    Total operating expenses (595,872 ) (567,410 ) (595,916 ) (1,447,127 ) (469,483 ) (64,318 ) (2,958,720 ) (3,079,936 ) (421,950 )
    Operating loss (342,734 ) (274,157 ) (277,569 ) (1,143,773 ) (43,511 ) (5,960 ) (2,108,551 ) (1,739,010 ) (238,243 )
    Interest income 12,442   8,370   9,945   4,517   4,176   572   78,410   27,008   3,700  
    Interest expense (46,992 ) (51,066 ) (59,414 ) (57,404 ) (61,821 ) (8,469 ) (146,026 ) (229,705 ) (31,469 )
    Foreign exchange gain (loss) 74,011   (42,737 ) (6,999 ) 135,777   (105,572 ) (14,463 ) (57,211 ) (19,531 ) (2,676 )
    Other (loss) gain, net (16,741 ) (8,207 ) (7,829 ) 6,046   (2,956 ) (405 ) (32,673 ) (12,946 ) (1,774 )
    Other income (expense), net 33,776   (11,190 ) (4,961 ) 4,433   5,336   731   100,363   (6,382 ) (874 )
    Loss before income taxes (286,238 ) (378,987 ) (346,827 ) (1,050,404 ) (204,348 ) (27,994 ) (2,165,688 ) (1,980,566 ) (271,336 )
    Income tax (expense) benefit (598 ) 15,371   (6,891 ) (10,662 ) 3,706   508   (17,959 ) 1,524   209  
    Net loss (286,836 ) (363,616 ) (353,718 ) (1,061,066 ) (200,642 ) (27,486 ) (2,183,647 ) (1,979,042 ) (271,127 )
    Less: net loss attributable to non-controlling interests (2,688 ) (4,206 ) (542 ) (3,931 ) (3,683 ) (505 ) (7,307 ) (12,362 ) (1,694 )
    Net loss attributable to Kingsoft Cloud Holdings Limited (284,148 ) (359,410 ) (353,176 ) (1,057,135 ) (196,959 ) (26,981 ) (2,176,340 ) (1,966,680 ) (269,433 )
                       
    Net loss per share:                  
    Basic and diluted (0.08 ) (0.10 ) (0.10 ) (0.29 ) (0.05 ) (0.01 ) (0.61 ) (0.54 ) (0.07 )
    Shares used in the net loss per share computation:                  
    Basic and diluted 3,570,915,939   3,614,662,846   3,649,307,331   3,655,882,906   3,710,632,202   3,710,632,202   3,558,354,940   3,658,088,876   3,658,088,876  
    Other comprehensive (loss) income, net of tax of nil:                  
    Foreign currency translation adjustments (67,636 ) 20,704   (530 ) (112,296 ) 103,658   14,201   102,241   11,536   1,580  
    Comprehensive loss (354,472 ) (342,912 ) (354,248 ) (1,173,362 ) (96,984 ) (13,285 ) (2,081,406 ) (1,967,506 ) (269,547 )
    Less: Comprehensive loss attributable to non-controlling interests (2,662 ) (4,247 ) (570 ) (3,900 ) (3,667 ) (502 ) (7,334 ) (12,384 ) (1,697 )
    Comprehensive loss attributable to Kingsoft Cloud Holdings Limited shareholders (351,810 ) (338,665 ) (353,678 ) (1,169,462 ) (93,317 ) (12,783 ) (2,074,072 ) (1,955,122 ) (267,850 )
                       
    KINGSOFT CLOUD HOLDINGS LIMITED
    RECONCILIATION OF GAAP AND NON-GAAP RESULTS
    (All amounts in thousands, except for percentage)
      Three Months Ended Twelve Months Ended
      Dec 31,
    2023
    Mar 31,
    2024
    Jun 30,
    2024
    Sep 30,
    2024
    Dec 31,
    2024
    Dec 31,
    2024
    Dec 31,
    2023
    Dec 31,
    2024
    Dec 31,
    2024
      RMB RMB RMB RMB RMB US$ RMB RMB US$
    Gross profit 253,138 293,253 318,347 303,354 425,972 58,358 850,169 1,340,926 183,707
    Adjustments:                  
    – Share-based compensation expenses (allocated in cost of revenues) 9,330 5,814 5,076 4,252 1,726 236 9,757 16,868 2,311
    Adjusted gross profit (Non-GAAP Financial Measure) 262,468 299,067 323,423 307,606 427,698 58,594 859,926 1,357,794 186,018
                       
    KINGSOFT CLOUD HOLDINGS LIMITED
    RECONCILIATION OF GAAP AND NON-GAAP RESULTS
    (All amounts in thousands, except for percentage)
      Three Months Ended Twelve Months Ended
      Dec 31,
    2023
    Mar 31,
    2024
    Jun 30,
    2024
    Sep 30,
    2024
    Dec 31,
    2024
    Dec 31,
    2023
    Dec 31,
    2024
    Gross margin 14.7 % 16.5 % 16.8 % 16.1 % 19.1 % 12.1 % 17.2 %
    Adjusted gross margin (Non-GAAP Financial Measure) 15.2 % 16.8 % 17.1 % 16.3 % 19.2 % 12.2 % 17.4 %
                   
    KINGSOFT CLOUD HOLDINGS LIMITED
    RECONCILIATION OF GAAP AND NON-GAAP RESULTS
    (All amounts in thousands, except for percentage)
      Three Months Ended Twelve Months Ended
      Dec 31,
    2023
    Mar 31,
    2024
    Jun 30,
    2024
    Sep 30,
    2024
    Dec 31,
    2024
    Dec 31,
    2024
    Dec 31,
    2023
    Dec 31,
    2024
    Dec 31,
    2024
      RMB RMB RMB RMB RMB US$ RMB RMB US$
    Net Loss (286,836 ) (363,616 ) (353,718 ) (1,061,066 ) (200,642 ) (27,486 ) (2,183,647 ) (1,979,042 ) (271,127 )
    Adjustments:                  
    – Share-based compensation expenses 110,437   103,595   45,649   40,423   24,774   3,394   181,645   214,441   29,378  
    – Foreign exchange (gain) loss (74,011 ) 42,737   6,999   (135,777 ) 105,572   14,463   57,211   19,531   2,676  
    – Impairment of long-lived assets –   –   –   919,724   –   –   653,670   919,724   126,002  
    Adjusted net loss (Non-GAAP Financial Measure) (250,410 ) (217,284 ) (301,070 ) (236,696 ) (70,296 ) (9,629 ) (1,291,121 ) (825,346 ) (113,071 )
    Adjustments:                  
    – Interest income (12,442 ) (8,370 ) (9,945 ) (4,517 ) (4,176 ) (572 ) (78,410 ) (27,008 ) (3,700 )
    – Interest expense 46,992   51,066   59,414   57,404   61,821   8,469   146,026   229,705   31,469  
    – Income tax expense (benefit) 598   (15,371 ) 6,891   10,662   (3,706 ) (508 ) 17,959   (1,524 ) (209 )
    – Depreciation and amortization 187,542   223,146   305,304   358,540   376,100   51,525   940,482   1,263,090   173,043  
    Adjusted EBITDA (Non-GAAP Financial Measure) (27,720 ) 33,187   60,594   185,393   359,743   49,285   (265,064 ) 638,917   87,532  
    – (Gain) loss on disposal of property and equipment –   (23,821 ) –   (10,667 ) (10,137 ) (1,389 ) 22,996   (44,625 ) (6,114 )
    Excluding loss or gain on disposal of property and equipment, normalized Adjusted EBITDA (27,720 ) 9,366   60,594   174,726   349,606   47,896   (242,068 ) 594,292   81,418  
                       
    KINGSOFT CLOUD HOLDINGS LIMITED
    RECONCILIATION OF GAAP AND NON-GAAP RESULTS
    (All amounts in thousands, except for percentage)
      Three Months Ended Twelve Months Ended
      Dec 31,
    2023
    Mar 31,
    2024
    Jun 30,
    2024
    Sep 30,
    2024
    Dec 31,
    2024
    Dec 31,
    2024
    Dec 31,
    2023
    Dec 31,
    2024
    Dec 31,
    2024
      RMB RMB RMB RMB RMB US$ RMB RMB US$
    Operating loss (342,734 ) (274,157 ) (277,569 ) (1,143,773 ) (43,511 ) (5,960 ) (2,108,551 ) (1,739,010 ) (238,243 )
    Adjustments:                  
    – Share-based compensation expenses 110,437   103,595   45,649   40,423   24,774   3,394   181,645   214,441   29,378  
    – Impairment of long-lived assets –   –   –   919,724   –   –   653,670   919,724   126,002  
    – Amortization of intangible assets 44,656   43,517   43,415   43,460   43,104   5,905   180,459   173,496   23,769  
    Adjusted operating (loss) profit (Non-GAAP Financial Measure) (187,641 ) (127,045 ) (188,505 ) (140,166 ) 24,367   3,339   (1,092,777 ) (431,349 ) (59,094 )
    – (Gain) loss on disposal of property and equipment –   (23,821 ) –   (10,667 ) (10,137 ) (1,389 ) 22,996   (44,625 ) (6,114 )
    Excluding loss or gain on disposal of property and equipment, normalized Adjusted operating (loss) profit (187,641 ) (150,866 ) (188,505 ) (150,833 ) 14,230   1,950   (1,069,781 ) (475,974 ) (65,208 )
                       
    KINGSOFT CLOUD HOLDINGS LIMITED
    RECONCILIATION OF GAAP AND NON-GAAP RESULTS
    (All amounts in thousands, except for percentage)
      Three Months Ended Twelve Months Ended
      Dec 31,
    2023
    Mar 31,
    2024
    Jun 30,
    2024
    Sep 30,
    2024
    Dec 31,
    2024
    Dec 31,
    2023
    Dec 31,
    2024
    Net loss margin -16.7 % -20.5 % -18.7 % -56.3 % -9.0 % -31.0 % -25.4 %
    Adjusted net loss margin (Non-GAAP Financial Measure) -14.5 % -12.2 % -15.9 % -12.6 % -3.1 % -18.3 % -10.6 %
    Adjusted EBITDA margin (Non-GAAP Financial Measure) -1.6 % 1.9 % 3.2 % 9.8 % 16.1 % -3.8 % 8.2 %
    Normalized Adjusted EBITDA margin -1.6 % 0.5 % 3.2 % 9.3 % 15.7 % -3.4 % 7.6 %
    Adjusted operating (loss) profit margin (Non-GAAP Financial Measure) -10.9 % -7.2 % -10.0 % -7.4 % 1.1 % -15.5 % -5.5 %
    Normalized Adjusted operating (loss) profit margin -10.9 % -8.5 % -10.0 % -8.0 % 0.6 % -15.2 % -6.1 %
                   
    KINGSOFT CLOUD HOLDINGS LIMITED
    UNAUDITED CONDENSED CONSOLIDATED STATEMENT OF CASH FLOWS
    (All amounts in thousands)
      Three Months Ended Twelve Months Ended
      Dec 31,
    2023
    Dec 31,
    2024
    Dec 31,
    2024
    Dec 31,
    2023
    Dec 31,
    2024
    Dec 31,
    2024
      RMB RMB US$ RMB RMB US$
    Net cash generated from (used in) operating activities 16,787   570,222   78,120   (169,070 ) 628,419   86,093  
    Net cash used in investing activities (1,414,761 ) (1,337,978 ) (183,302 ) (673,186 ) (3,620,445 ) (495,999 )
    Net cash generated from (used in) financing activities 1,154,815   1,802,762   246,977   (227,852 ) 3,255,418   445,990  
    Effect of exchange rate changes on cash, cash equivalents and restricted cash 1,013   (15,294 ) (2,095 ) 25,863   (22,772 ) (3,119 )
    Net (decrease) increase in cash, cash equivalents and restricted cash (242,146 ) 1,019,712   139,700   (1,044,245 ) 240,620   32,965  
    Cash, cash equivalents and restricted cash at beginning of period 2,731,627   1,710,389   234,322   3,533,726   2,489,481   341,057  
    Cash, cash equivalents and restricted cash at end of period 2,489,481   2,730,101   374,022   2,489,481   2,730,101   374,022  
                 

    The MIL Network –

    March 20, 2025
  • MIL-OSI: Expansion in Nickel Mining Market Thriving from Heightened Demand Around the Globe

    Source: GlobeNewswire (MIL-OSI)

    PALM BEACH, Fla., March 19, 2025 (GLOBE NEWSWIRE) — FN Media Group News Commentary – According to a report from Grand View Research, the nickel mining industry worldwide is expected to reach a projected revenue of US$83.813 Billion by 2030. A compound annual growth rate of 6.6% is expected of the worldwide nickel mining industry from 2023 to 2030.Growth in end-use industries such as construction, consumer durables, and machinery & equipment are propelling the growth of the stainless steel industry. Nickel is one of the key raw materials of stainless steel. Hence, development in the stainless steel industry is contributing to the growth of the market. According to the Nickel Institute, over two-thirds of the world’s nickel is utilized in the production of stainless steel. It acts as an alloying agent, enhancing essential properties such as formability, ductility, and weldability while also increasing corrosion resistance for specific applications. Another Grand View Research report said: “The nickel mining industry is highly competitive and to gain an edge, major players are acquiring their competitors. The batteries segment is anticipated to register the fastest CAGR of 7.2% in terms of revenue, over the forecast period (2030). Nickel batteries offer a cost-effective solution for achieving higher energy density and storage capabilities.” Active Companies in the market today include: First Atlantic Nickel Corp. (OTCQB: FANCF) (TSX-V: FAN), Ballard Power Systems (NASDAQ: BLDP), First Hydrogen Corp. (OTCPK: FHYDF) (TSX-V: FHYD), Bloom Energy Corporation (NYSE: BE), FuelCell Energy, Inc. (NASDAQ: FCEL).

    Grand View Research continued: “Based on region, Asia Pacific held the largest revenue share of over 57.0% in 2022. The growth in various industries, such as battery manufacturing, automotive & defense, and petrochemicals, is increasing the demand for nickel, which is positively influencing its mining activity. The Russia-Ukraine war has benefitted the Philippines’ nickel industry, as Russia’s output has been declining in the past few years coupled with the aversion it is receiving in trade. Europe is anticipated to register a CAGR of 7.8% in terms of revenue over the forecast period (2030). The EU has recognized the importance of nickel in the energy transition and has added it to the list of critical minerals. To ensure a diversified supply chain, the EU has set benchmarks for the extraction of at least 10% of the annual consumption of nickel within the boundary of Europe. This move is expected to have a positive impact on the mining activity in the region. North America is anticipated to register the fastest CAGR of 8.1% over the forecast period (2030). The increasing demand for nickel-based products in aerospace and defense industries has raised its significance as a critical mineral. In addition, the growing emphasis on accomplishing a domestic supply chain for the EV battery segment is anticipated to boost production in the region.”

    First Atlantic Nickel Corp. (OTCQB: FANCF) (TSX-V: FAN) AND COLORADO SCHOOL OF MINES LAUNCH RESEARCH PARTNERSHIP TO EXPLORE GEOLOGIC HYDROGEN POTENTIAL IN NEWFOUNDLAND OPHIOLITES – First Atlantic Nickel Corp. (FSE: P21) (“First Atlantic” or the “Company”) is pleased to announce a strategic research partnership with Colorado School of Mines to explore geologic hydrogen as an energy source. This collaboration will focus on two significant ophiolite complexes in Newfoundland, Canada: the St. Anthony Ophiolite Complex (Atlantis Project, 103 km²) and the Pipestone Ophiolite Complex (Atlantic Nickel Project, 71 km²). Both projects are 100% owned by First Atlantic and encompass extensive ultramafic rock formations, characterized by awaruite-bearing serpentinized peridotites, which are key indicators of geologic hydrogen.

    First Atlantic Nickel is primarily focused on exploring awaruite nickel-iron alloy mineralization. Additionally, it is partnering with Colorado School of Mines to conduct secondary research on geological hydrogen produced during serpentinization. This collaborative research will leverage data collected by First Atlantic during its ongoing exploration for awaruite nickel deposits. Notably, awaruite serves as an indicator mineral of geologic hydrogen within serpentinized peridotites found in ophiolites. Colorado School of Mines will carry out this hydrogen research component, enhancing the overall exploration program while leveraging First Atlantic’s extensive geological assets and expertise.

    Geologic Hydrogen: Ophiolites and Peridotite

    Ophiolites—sections of oceanic crust and upper mantle thrust onto continental crust—are globally recognized as prime sources of geologic hydrogen, often referred to as “white hydrogen” or “gold hydrogen.” These formations are dominated by ultramafic rocks, notably peridotite, which consists primarily of olivine and pyroxene minerals rich in nickel, chromium, magnesium, and iron. When peridotite interacts with water, it triggers serpentinization—a hydrothermal reaction in which iron oxidizes and water is reduced, releasing molecular hydrogen gas (H₂). This natural process can be represented by the equation:

    3FeO (in olivine) + H₂O → Fe₃O₄ (magnetite) + H₂ – During serpentinization, awaruite (Ni₃Fe) forms as a secondary mineral when liberated nickel (Ni2+) and iron (Fe2+) from the olivine, pyroxene, and chromite minerals react with the abundant hydrogen (H2) present. This natural process can be represented by the equation:

    3(Ni²⁺) + (Fe²⁺) + 4(H₂) → (Ni₃Fe) + 8(H⁺) – The formation of awaruite could not happen without the presence of hydrogen. This process occurs readily in ophiolitic peridotites at depth, where water saturated rocks in oxygen-poor, reducing conditions produce this exothermic reaction, generating heat that sustains further reactions. According to the Geological Survey of Finland, “In Europe and in regions outside the crystal shield, only ophiolites are often referred to as a source of geological hydrogen.” Within these ophiolite settings, serpentinized peridotites are the most promising targets, with peridotites producing significantly more hydrogen than other rocks, up to 4 kg per cubic meter. Ophiolites represent large potential sources of geologic hydrogen, with some of the most significant global geologic hydrogen discoveries occurring in ophiolites.

    “Geologic hydrogen systems are a combination of mineral systems and natural gas systems. In our group, we have the unique combination of expertise from both the mining industry and oil and gas industry to advance geologic hydrogen exploration and stimulated hydrogen monitoring,” said Dr. Yaoguo Li from Colorado School of Mines. CONTINUED… Read this and more news for First Atlantic Nickel at: https://www.fanickel.com/archive

    In other market news of interest:

    Ballard Power Systems (NASDAQ: BLDP) recently announced a multi-year supply agreement from Manufacturing Commercial Vehicles (‘MCV’, www.mcv-eg.com), a leading commercial vehicle manufacturer based in Egypt, for fuel cell engines totaling approximately 5 MW.

    The supply agreement for 50 FCmove®-HD+ engines, and initial order of 35 units, represents the continued growth of the relationship with MCV which started in 2022 with fuel cell engine integration support and the first fuel cell engine order placed in 2023. Deliveries of the 50 engines are expected between 2025 and 2026 and will initially support projects in the EU.

    First Hydrogen Corp. (TSXV: FHYD) (OTCPK: FHYDF) recently announced the launch of its subsidiary, First Nuclear Corp., an initiative dedicated to advancing clean energy through the innovative use of Small Modular Reactors (SMRs). First Nuclear Corp. (“First Nuclear”) aims to revolutionize green hydrogen production, supporting global decarbonization efforts and paving the way for a sustainable, zero-emission future.

    Harnessing the Power of SMRs for Green Hydrogen – First Nuclear seeks to integrate advanced nuclear technology with green hydrogen production. SMRs, known for their compact design, scalability, and ability to provide a continuous, weather-independent power supply, are the cornerstone of this initiative. By leveraging SMRs, First Nuclear ensures a stable, cost-effective, and efficient process for producing green hydrogen, addressing the growing demand for clean energy solutions worldwide. IDTechEx anticipates the installation rate of SMRs to grow significantly addressing the climate crisis. They project the global market for SMRs to reach US$72.4 billion by 2033 and US$295 billion by 2043, reflecting a compound annual growth rate (CAGR) of 30%.

    Bloom Energy Corporation (NYSE: BE), a global leader in power solutions, announced recently an expansion of its longstanding relationship with Equinix, the world’s digital infrastructure company®. The collaboration now exceeds 100MW of electricity capacity to support Equinix’s International Business Exchange™ (IBX®) data centers across the United States.

    With approximately 75MW already operational and another 30MW under construction, this latest expansion marks a significant milestone in the companies’ decade-long collaboration. What began as a pilot program in 2015 with just 1MW of fuel cells at a single IBX data center in Silicon Valley has scaled one hundredfold, supporting the critical digital infrastructure needed to meet increasing energy needs of AI-driven computing.

    FuelCell Energy, Inc. (NASDAQ: FCEL) and Malaysia Marine and Heavy Engineering Sdn Bhd (MMHE), a wholly owned subsidiary of Malaysia Marine and Heavy Engineering Holdings Berhad (MHB), have announced the signing of a Joint Development Agreement (JDA) to co-develop large-scale hydrogen production systems and technologies across Asia, New Zealand, and Australia.

    Building on a memorandum of understanding signed in February 2023, the JDA represents a pivotal step for the two companies, driven by a shared vision to make clean hydrogen production easily accessible and viable. The collaboration underscores FuelCell Energy and MHB’s commitment to advancing green energy solutions and supporting global decarbonization and energy transition goals.

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    SOURCE: FN Media Group

    The MIL Network –

    March 20, 2025
  • MIL-OSI Asia-Pac: CE meets Guangdong Governor

    Source: Hong Kong Information Services

    Chief Executive John Lee today met Governor of Guangdong Province Wang Weizhong at Government House to discuss strengthening Hong Kong’s co-operation with Guangdong and promoting high-quality development in the Greater Bay Area (GBA).

    Welcoming Mr Wang and his delegation, Mr Lee said the Hong Kong Special Administrative Region Government attaches importance to the work on Hong Kong’s integration into the overall national development.

    He noted that shortly after the establishment of the current-term Government, the Steering Group on Integration into National Development was set up to take forward and provide a steer from the top level on the work of serving the GBA development.

    Mr Lee said Guangdong and Hong Kong are adjacent to each other and interdependent, and have shared an all-round, deep and multidisciplinary co-operative relationship for many years.

    With the strong support from the central authorities, the two places have worked with one mind to promote co-operation in finance, innovation and technology, logistics, healthcare and other fields to achieve fruitful results.

    Mr Lee highlighted Guangdong’s issuance of offshore renminbi local government bonds in Hong Kong for the first time in September last year.

    He said the initiative not only further strengthened Hong Kong’s position as a global offshore RMB business hub, but also promoted the GBA in better serving as the driving force for high-quality development.

    Welcoming more Mainland local governments to issue offshore RMB bonds and green bonds in Hong Kong, Mr Lee stressed that the city will continue to leverage its advantages in connecting with the international financial system and providing professional services, contributing to the country’s promotion of high-level financial opening up.

    The Chief Executive said the Hong Kong SAR Government will continue to actively maintain close co-operation with the Guangdong People’s Government, with a view to enhancing the innovation capabilities and influence of the GBA as a region with economic development advantages, as well as achieving complementarity and collaborative development among Guangdong, Hong Kong and Macau.

    It also aims to align with national development strategies and leverage Hong Kong’s unique advantages of being backed by the motherland and connected to the world under the “one country, two systems” principle to deepen international exchanges and co-operation, and better integrate into the overall national development.

    Chief Secretary Chan Kwok-ki, Secretary for Constitutional & Mainland Affairs Erick Tsang, Director of the Chief Executive’s Office Carol Yip and Commissioner for the Development of the Greater Bay Area Maisie Chan also attended the meeting.

    MIL OSI Asia Pacific News –

    March 20, 2025
  • MIL-OSI China: AI innovates China’s education landscape

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

    BEIJING, March 19 — Picture this: the classroom blackboard is replaced with a big screen, and students click on learning tablets to answer questions instead of writing with pencils. AI makes it a reality, offering novel learning pathways for Chinese students and bridging the urban-rural digital divide.

    At a middle school in Guiyang, capital of southwest China’s Guizhou Province, English teacher Zeng Xing found AI had become a game changer during her 17 years of teaching, thanks to a smart classroom system developed by Chinese AI giant iFLYTEK.

    Zeng assigns exercises to her students via teaching tablets in the classroom, and students can instantly submit their answers on their personal learning tablets. Simultaneously, the big screen at the front of the classroom shows the detailed answers of every student.

    By analyzing results with AI and big data, the system enables Zeng to deliver tailored instructions that address the specific needs of each student. “We can now quickly identify students’ weaknesses and make teaching plans accordingly, which is far more efficient than before,” she said.

    The smart classroom system also enables students to improve their speaking skills through personalized, interactive dialogues sourced from a vast database of English movies, news and poetry. AI can evaluate students’ pronunciation and provide feedback, helping them speak more accurately and with greater confidence.

    “AI has created opportunities for basic education in remote areas like Guizhou,” said Huang Hui, head of the middle school in Guizhou Province, where complex terrain and challenging transportation systems limit educational resources.

    AI-powered tools play a very important role in helping bridge urban-rural education gaps through expanding teaching resources and improving accessibility, Huang added.

    Besides improving the effectiveness of classroom learning, AI also enriches students’ extracurricular experiences.

    At Tsinghua University Primary School, students participate in AI-assisted physical activities during break time. By simply waving their hands, they can activate smart sports equipment to track their exercise duration and frequency.

    In addition to basic education, AI also has a significant impact on higher education. As Chinese AI assistant DeepSeek gains popularity, many colleges and universities have announced its integration into their server systems.

    Colleges and universities, as innovation hubs and talent incubators, should actively embrace new technologies and take on a leading role, said Wang Lei, professor at Beijing Normal University’s School of Government.

    “When conducting scientific research, tasks like project design, mass data collection and literature collation are time-intensive,” said Qian Minghui, who works at the Renmin University of China. “Using DeepSeek with a dedicated document database can greatly improve efficiency. It acts as a research assistant and is even able to help provide research clues and identify suitable partners.”

    The AI-led technological revolution brings major opportunities for education, China’s Minister of Education Huai Jinpeng told Xinhua during an interview on the sidelines of the national legislature’s annual session.

    He revealed that China will release a white paper on AI education in 2025 to help equip students with enhanced literacy and skills for the digital and AI era.

    Starting from the upcoming fall semester, primary and secondary schools in Beijing will offer at least eight class hours of AI instruction per academic year to students to nurture future-oriented and innovative talent.

    Despite AI’s advantages in transforming education, it also raises concerns about data security, privacy and academic integrity.

    “It is crucial that we establish policies on AI usage, enhance technological oversight, and strengthen ethics education for teachers and students,” said Tang Liang, deputy director of the information center at the Beijing Academy of Educational Sciences.

    MIL OSI China News –

    March 20, 2025
  • MIL-OSI Banking: Chang Yong Rhee: Sustainability challenges in Korea

    Source: Bank for International Settlements

    I. Introduction

    Ladies and gentlemen, distinguished guests, I am Rhee Changyong, Governor of the Bank of Korea.

    It is an honor to join the Global Engagement & Empowerment Forum (GEEF) to discuss building a sustainable future. I sincerely thank Yonsei University President Yun Dongseob, former U.N. Secretary-General Ban Ki-moon, and everyone who made this event possible. I am also pleased to reconnect with former World Bank President Jim Yong Kim after my time in Washington, D.C.

    Over the years, the GEEF has brought together global leaders, international organizations, businesses, and stakeholders to explore solutions for achieving the United Nations’ Sustainable Development Goals (SDGs). I hope this forum continues driving practical solutions to today’s sustainability challenges.

    I am here to share Korea’s perspective on these issues. Some people say, “The Governor of the Bank of Korea is overstepping his bounds,” because I speak on social issues beyond monetary policy. Discussing the SDGs today may reinforce that perception. While central bankers debate their role in such discussions, sustainability challenges directly impact our economy and daily lives. For this reason, I cannot remain indifferent-not just as a central bank governor, but also as a citizen.

    Sustainability takes many forms, but today I will focus on two urgent challenges for Korea’s economy. The first is climate change, a global crisis affecting everyone. The second is our declining birth rate and aging population, a challenge that is especially severe in Korea.

    II. Climate Change

    There is global and domestic consensus that human activities drive global warming and reducing carbon emissions is essential. However, Korea faces significant resistance to accelerating carbon reduction due to its heavily export-oriented economy dominated by high-carbon manufacturing industries. Strengthening emission reduction policies and environmental regulations raises concerns about export companies losing competitiveness. Thus, balancing urgent carbon reduction with sustaining industrial competitiveness has become a central issue.

    However, climate change should not be viewed solely from the perspective of export industries. It is a crisis directly affecting our daily lives and quality of life. We are already experiencing more extreme heat waves, frequent flooding, and the gradual disappearance of familiar fruits and vegetables. Our summer rainfalls used to be predictable, but not anymore. If Los Angeles can experience massive wildfires, what is stopping Korea from experiencing similar disasters? Climate change is not distant-it is occurring now, and its impacts are unavoidable.

    Air quality is a clear example. Last week, I visited Cape Town, South Africa, for a BIS meeting. While it was winter in Korea, it was summer there, with warm weather, a refreshing sea breeze, and remarkably clean air. Within days, I realized, “This is truly clean air.” Upon returning to Incheon Airport, I immediately felt a headache-not just from the flood of emails about economic and political concerns, but also from the noticeably poorer air quality. Korea’s air quality has improved recently, but after experiencing cleaner air in Washington, D.C., I can clearly sense the difference. As someone sensitive to lung health after experiencing long COVID, this difference is especially noticeable. Although conditions have improved, fine dust remains a serious issue.

    Statistically, the cost of deteriorating air quality is undeniable. Over the past 15 years, diagnoses of atopic dermatitis and allergic rhinitis have doubled, and cases of heat exhaustion have quadrupled, now totaling 4,000. Climate change directly threatens our health, making the challenges of protecting public health increasingly severe as temperatures rise and pollution worsens.

    Another example is the increased frequency of sudden downpours, repeatedly flooding Seoul’s Gangnam Station area, one of Korea’s wealthiest neighborhoods, submerging numerous luxury vehicles over the past several years. Beyond property damage, the human toll has been devastating. Just two years ago, 14 people tragically lost their lives when an underpass collapsed after 500mm of rain fell in thirteen days. Observing these intense summer storms reminds me of tropical squalls typically seen in Thailand or South America.

    The Korea Meteorological Administration now classifies rainfall exceeding 50mm per hour or 90mm over three hours as “extreme heavy rain,” conditions responsible for 80% of flood damage. These extreme events have more than doubled since the 1970s. Given these dramatic changes, it is unclear whether our current flood prevention infrastructure-such as dams, embankments, and drainage systems-can handle the intensifying conditions. About 20% of national river embankments are already rated as “inadequate” or “poor,” and projections suggest half of Korea’s dams may fail to prevent flooding by 2040. We must proactively strengthen infrastructure now to withstand growing climate challenges.

    Third, climate change is disrupting our food supply. Last year, I faced criticism from agricultural stakeholders after suggesting apple imports due to soaring prices (Im et al., 2024). Initially, I anticipated resistance primarily from traditional apple-growing regions like Daegu and North Gyeongsang Province. However, apple production areas are gradually shifting northward. Apple cultivation in Daegu-Gyeongbuk has decreased by nearly half compared to 30 years ago. Once grown nationwide, except for the southern coast and Jeju Island, projections suggest high-quality apples will only be viable in Gangwon Province’s mountainous areas by the 2030s, due to rapid climate change (Rural Development Administration, 2022). Within a decade, importing apples will likely become a necessity rather than controversial.

    The fishing industry faces similar disruptions. Pollack, once a staple in Korea, has nearly vanished from local waters, with catches below one ton since 2019. Traditional species like croaker and anchovies are declining, while warmer-water species like yellowtail and mackerel are increasing. Korea’s fishing industry must rapidly adapt by modernizing vessels, gear, and aquaculture techniques to match the changing marine ecosystem.

    While countless examples exist, the core message is clear. Climate change is not just a challenge for export industries-it already deeply impacts our daily lives and various domestic sectors. Thus, addressing climate change and reducing carbon emissions is not a matter of choice-it is an urgent necessity.

    Although the government has initiated policy efforts, substantial progress remains necessary. First, Korea’s Green Taxonomy (K-Taxonomy) must align with international standards to clearly define “environmentally friendly” activities, signaling strong support for carbon reduction. Second, carbon pricing must be more realistic. Last April, the global average carbon price was approximately $30 per ton, reaching $60 per ton in the EU, compared to only $6 per ton in Korea. At this price, companies find it more economical to buy emission credits than reduce emissions, undermining carbon reduction targets. Third, structural improvements to Korea’s Emissions Trading System (K-ETS) are needed. Gradually reducing the 90% free allocation rate and tightening the emissions cap will create stronger market incentives for effective emissions trading.

    The Bank of Korea is also increasing its efforts by conducting financial stress tests on climate-related risks. Financial institutions traditionally manage risks like loan defaults and real estate fluctuations, but climate-driven risks introduce unexpected tail risks not yet fully considered. Events like Los Angeles’ wildfires or Australia’s six-month wildfire crisis in 2019 are not distant threats. They serve as warnings for Korea. Severe localized climate damage could cause significant financial losses for households and businesses, destabilizing financial institutions and spreading shocks throughout the economy.

    Thus, the Bank of Korea actively researches climate risks’ impacts on our industries and financial system, conducting stress tests with financial institutions under various scenarios. Next Tuesday, we will present these climate stress test results at a joint conference with the Financial Supervisory Service.

    Bank of Korea employees are also committed to reducing carbon emissions through research (Kim et al., 2024) and daily practices. Believing even small actions matter, we have adopted eco-friendly measures such as using recycled-paper business cards, reducing plastic use, turning off unused lights, and implementing license plate-based driving restrictions.

    III. Ultra Low Fertility and an Aging Population

    Beyond climate change, one of the most pressing sustainability challenges is our demographic crisis-an aging population combined with extremely low fertility rates. Korea’s total fertility rate slightly rose to 0.75 in 2024 from 0.72 in 2023. Although this small uptick is welcome, a fertility rate of 0.75 remains a national emergency. If this trend continues, Korea faces an irreversible population crisis that threatens economic stability and social cohesion.

    Some people suggest that population decline might have benefits, such as reduced pollution, lower energy consumption, and higher GDP per capita, possibly enhancing quality of life. However, this view dangerously oversimplifies the issue. A fertility rate of 0.75 leads not to gradual decline but rapid demographic collapse, undermining economic and social stability. By contrast, the OECD average fertility rate of 1.4 results in a more manageable and sustainable population decline.

    The difference between fertility rates of 0.75 and 1.4 significantly impacts economic growth prospects. At 0.75, Korea’s population would shrink from 51.7 million to 30 million in 50 years, just 58% of today’s figure, declining annually by 1.1%. In contrast, at a rate of 1.4, the population decline is less severe, reaching 43 million-83% of today’s level-with an annual drop of 0.4%. From a purely demographic standpoint, the difference in GDP growth between these two scenarios would amount to 0.4 percentage points annually. But the true cost goes beyond this simple calculation. A declining youth population, crucial for innovation, entrepreneurship, and economic dynamism, would severely undermine Korea’s long-term growth potential. According to a recent Bank of Korea study, Korea’s potential growth rate, currently around 2%, may approach near 0% by the late 2040s (Lee et al., 2024). If the fertility rate remains at 0.75, Korea will inevitably face prolonged negative economic growth after 2050. Conversely, at 1.4, Korea could maintain positive economic growth well into the future.

    Beyond GDP, persistently low fertility will create substantial fiscal strain, increasing the burden on younger generations. As the elderly population surges, spending on pensions, healthcare, and elder care will rise significantly. According to the National Assembly Budget Office (2025), Korea’s national debt-to-GDP ratio, currently 46.9%, is projected to reach 182% within 50 years if fertility remains at 0.75. If fertility improves to 1.4, the ratio would increase more slowly, reaching 163%. The burden on young Koreans will become particularly overwhelming. Currently, four working-age individuals support each elderly person. At a fertility rate of 0.75, this ratio will decline to one-to-one within 50 years. At 1.4, however, it remains more manageable, easing strain on future generations.

    Moreover, economic instability from demographic shifts increases society’s vulnerability to populism. Stagnant growth exacerbates income inequality, deepens generational and class divides, and fuels political polarization. Politicians and governments may resort to populist fiscal policies, such as direct cash handouts and temporary welfare measures, providing short-term relief without addressing underlying issues. Such policies risk creating a cycle of fiscal inefficiency and mounting national debt, exacerbating rather than resolving the core problems.

    To preserve economic sustainability, decisive action must be taken urgently. If Korea’s fertility rate remains critically low without significant expansion of the workforce through foreign labor, the country risks chronic negative growth, soaring debt, and escalating social tensions. Avoiding this scenario requires raising the fertility rate to a more viable level. Completely reversing population decline may be unrealistic since many advanced economies face similar demographic challenges, but Korea cannot afford to remain passive. At a minimum, we must strive to reach the OECD average fertility rate of 1.4.

    Why has Korea’s fertility rate fallen so drastically? The answer lies in structural barriers discouraging young people from marriage and parenthood. Bank of Korea studies indicate young Koreans delay or forgo marriage and childbirth due to intense competition and anxieties over employment, housing, and childcare. Young people today face fierce competition for scarce, high-quality jobs, making career stability difficult. Simultaneously, soaring housing prices make homeownership seem unattainable. Under these pressures, raising children is more than challenging-it is an overwhelming financial and emotional burden.

    A major driver of this crisis is the extreme concentration of population and economic activity in the Seoul metropolitan area. A recent Bank of Korea study analyzing fertility trends in 35 OECD countries identified Korea’s urban concentration as among the highest globally, pinpointing it as a key factor behind the country’s ultra-low fertility (Hwang et al., 2023). Over 50% of Korea’s GDP, population, and jobs are concentrated in the Seoul metropolitan area-much higher than 5% in the U.S. and Germany, 10-20% in the U.K. and Italy, 20-30% in France, and 30% in Japan. While Korea’s rapid economic development-the “Miracle on the Han River”-transformed the country into an economic powerhouse, it also centralized infrastructure, talent, and opportunities in Seoul. Consequently, young people continue migrating to the capital for career prospects, draining vitality from regional economies and pushing many toward demographic extinction.

    Korea’s highly competitive university entrance system further reinforces the population concentration in the Seoul metropolitan area. Admission to prestigious universities is considered essential-not only for stable employment but also for social status and marriage prospects. This fuels intense competition for limited spots at elite universities, overwhelmingly located in Seoul. Private education has become critical, prompting families to relocate to Seoul’s affluent areas like Gangnam-gu, known for high-quality private educational infrastructure. Many parents unable to afford homeownership instead rely on costly rental housing to secure educational advantages. This strategy appears justified, as students from Seoul account for 32% of admissions to Seoul National University (SNU), despite representing only 16% of school-age population. More strikingly, students from Gangnam-gu alone constitute 12% of SNU admissions, three times the district’s 4% share of school-age residents (Chung et al., 2024). Relocating to Gangnam-gu is thus seen as essential for top university admission, intensifying Seoul’s population density, raising housing prices, and worsening the fertility crisis.

    Korea’s university admission system is excessively competitive by any standard. Parents sacrifice their quality of life and retirement savings, investing considerable resources to secure their children’s admission to elite universities. Paradoxically, this intense pursuit of academic success imposes a heavy cost on both parents and children. From as early as kindergarten, students experience relentless pressure and burnout, depriving them of childhood joys and a healthy adolescence.

    Korea’s critically low fertility rate (0.75), extreme population concentration in the Seoul metropolitan area, and overheated university competition seem like separate issues but are deeply interconnected. Left unresolved, these challenges-drastic population decline, persistent negative economic growth, escalating social tensions, and diminishing opportunities for youth-will push Korea toward an unsustainable tipping point. Addressing these structural issues simultaneously is challenging, yet the urgency demands bold action. Recognizing this, the Bank of Korea recently proposed two policy suggestions: foster a limited number of regional hub cities and implement a “regional proportional admission system” for universities.

    First, to effectively reduce the extreme population concentration in the Seoul metropolitan area, we must strategically develop a small number of regional hub cities. Over the past two decades, regional development policies have been introduced to address this imbalance. However, due to political challenges and efforts to evenly distribute resources nationwide, these initiatives have been too fragmented to meaningfully curb Seoul’s dominance.

    According to Bank of Korea research, the optimal approach-given Korea’s land area and population-is to concentrate substantial investments in two to six carefully selected regional hub cities. Targeted, large-scale investment in critical infrastructure, such as healthcare, education, and cultural amenities, is essential to providing a quality of life comparable to Seoul, thus effectively attracting and retaining residents (Chung et al., 2023, 2024). Pursuing this focused strategy will rebalance population distribution, revitalize regional economies-including surrounding smaller cities-and achieve sustainable national development.

    In parallel, bold reforms to Korea’s college admissions system are essential. The Bank of Korea has proposed a “regional proportional admission system,” where universities voluntarily allocate admissions based on each region’s proportion of high school seniors (Chung et al., 2024). Despite multiple revisions to university entrance system, excessive competition in university admissions remains unresolved. BOK’s new proposal seeks to enhance universities’ autonomy in admissions while strongly requiring balanced regional representation-a crucial step to address extreme competition. Adopting this system offers several benefits. First, it reduces the disproportionate influence of socioeconomic factors such as parental wealth and private education, thus significantly enhancing social mobility. Second, dispersing admissions competition from Seoul would ease demographic pressures, stabilize housing prices, and improve fertility rates. Third, attracting students from diverse regions promotes mutual understanding, social cohesion, and reduces regional disparities.

    This proposal does not require government intervention or legal amendments, relying instead on the willingness and initiative of leading universities. In Korea, there remains a strong belief that selecting students based solely on academic scores is the fairest, leading resistance to this proposal. Some universities argue they already implement regional proportional admissions for roughly 15% of their freshmen. However, such limited quotas can stigmatize these students and have insufficient impact on demographic or housing pressures in Seoul. To be effective, regional proportional admissions must be applied to most incoming students’ admissions. In many advanced nations, regional diversity in admissions is widely accepted and encouraged. I believe Dr. Jim Yong Kim, joining us today and a former president of Dartmouth College, understands this issue well. He could highlight how Korea’s test score-based admissions approach is an exception globally, and how this reform could realistically occur through proactive leadership at major universities.

    In my view, allowing universities greater flexibility in evaluating applicants-under regional proportional requirements-would better acknowledge and fairly recognize diverse talents. Human talent is far too diverse to be measured by academic tests alone. Yet, Korea’s current admissions system prioritizes a narrow skillset: memorization, quick mathematical calculations, and rapid text summarization under time pressure. These skills, overly rewarded by standardized exams, limit the range of recognized talents. I happen to possess these particular skills and was a major beneficiary of Korea’s college admission system. However, if asked to write a creative essay over a week, I might not have excelled. Today, elite university students often share certain defining characteristics such as a personality that diligently follows instructions without rebellion, a willingness to endure 15 years of repetitive study from kindergarten, an IQ high enough to handle the academic workload, but not so high as to question or challenge its purpose.

    When Korea’s primary goal was catching up with more advanced nations, the current educational system was beneficial in developing individuals who excelled at following orders and carrying out assigned tasks. However, with Korea now at the forefront of global technological competition, we need people unafraid to explore new frontiers, bringing diverse backgrounds and innovative thinking. Additionally, we must foster an environment that encourages collaboration, creativity, and meaningful interaction. It is time for universities to broaden their evaluation criteria and nurture diverse talents by implementing regional proportional admissions.

    The challenges highlighted today-climate change and demographic crisis-pose critical threats and require urgent action. Korea has achieved remarkable economic progress, joining the ranks of advanced nations. Now we must focus on enhancing individual well-being, ensuring prosperity and happiness for all citizens. Through bold decisions, we can develop vibrant, youth-friendly, green regional hubs that combat climate change and support marriage and childbirth. The Bank of Korea remains fully committed to securing a sustainable, prosperous future for upcoming generations.

    Thank you for your time and attention.

    This speech was prepared with the assistance of Sanghun Park and Joonki Min from the Office of Sustainable Growth, and Inro Lee and Inkyung Yoo from the Economic Research Institute.

    References

    Kim J. Y., Ryu G. B., Hwang J. H., Kim H. J., Kim H. N., Lee H. A., and Sim S. B. 2024. “The Impact of Climate Change Risks on the Real Economy: Analysis by Climate Response Scenarios.” BOK Issue Note No. 2024-30, Bank of Korea.

    Rural Development Administration. 2022. “Prediction of Changes in Cultivation Areas for Six Major Fruits Considering Climate Change Scenarios.” Press Release.
    Lim W. J., Lee D. J., Lee Y. S., and Park C. H. 2024. “Characteristics and Implications of Korea’s Price Levels: A Comparison with Major Countries.” BOK Issue Note No. 2024-14, Bank of Korea.

    Chung M. S., Kim E. J., Lee H. S., Hong S. J., and Lee D. R. 2023. “Interregional Population Migration and Regional Economy.” BOK Issue Note No. 2023-29, Bank of Korea.

    Chung M. S., Lee Y. H., Yoo J. S., and Kim E. J. 2024. “Analysis of Regional Economic Growth Factors and Balanced Development Focused on Hub Cities.” BOK Issue Note No. 2024-15, Bank of Korea.

    Chung J. W., Lee D. W., and Kim H. J. 2024. “Adressing Social Issues Steming from Excessive Competition in College Admissions.” BOK Issue Note No. 2024-26, Bank of Korea.

    Hwang I. D., Nam Y. M., Sund W., Shim S. R., Yeom J., Lee B. J., Lee H. R., Chung J. W., Cho T. H., Choi Y. J., Hwang S. W., and Son M. K. 2023. “Lowest-low Fertility and Super-aged Society: Causes and Impacts of the Extreme Population Structure, and Policy Options.” In-Depth Analysis, Korea Economy Outlook, Bank of Korea.

    Lee E. K., Chun D. M., Kim J. W., and Lee D. J. 2024. “Potential Growth Rate of the Korean Economy and Future Outlook.” BOK Issue Note No. 2024-33, Bank of Korea.

    Lim W. J., Lee D. J., Lee Y. S., and Park C. H. 2024. “Characteristics and Implications of Korea’s Price Levels: A Comparison with Major Countries.” BOK Issue Note No. 2024-14, Bank of Korea.

    National Assembly Budget Office. 2025. “2025-2072 NABO Long-Term Fiscal Outlook.”

    MIL OSI Global Banks –

    March 20, 2025
  • MIL-OSI: ibex Kicks Off Global Employee-Driven Charitable Initiative for 2025

    Source: GlobeNewswire (MIL-OSI)

    WASHINGTON, March 19, 2025 (GLOBE NEWSWIRE) — ibex (NASDAQ: IBEX), a leading global provider of business process outsourcing (BPO) and AI-powered customer engagement technology solutions, today announced the official launch of its 2025 ibex Cares™ campaign, which empowers employees to select and support local charities in their communities, fostering meaningful connections, and creating lasting positive impact where they live and work.

    In its eighth year, ibex Cares™ spans multiple countries and supports a diverse range of causes, from healthcare and environmental conservation to animal welfare and youth development.

    “Thanks to the exceptional generosity of our global workforce, ibex Cares™ has a meaningful impact in our communities and reflects our company’s unwavering commitment to social responsibility,” said Paul Inson, Chief People Officer at ibex. “What makes this program truly special is that it’s driven by our employees, who choose causes close to their hearts and actively work to improve the lives of their neighbors, colleagues, and communities. This grassroots approach to charitable giving has created a powerful ripple effect of positive change across our global footprint.”

    The 2025 ibex Cares™ campaign kicked off recently in the U.S. with a fundraiser that helped raise $25,000 for the Wounded Warrior Project®. ibex volunteer efforts to support veterans nationwide are ongoing.

    In Jamaica, more than 320 ibex employees came together on Sunday, February 16th, to participate in the Sigma Run 2025, organized by Sagicor Foundation. According to Sagicor, the Sigma Run had a record turnout of more than 30,000 registrants and raised more than JAM $128 million for the Kingston Public Hospital, Father Ho Lung and Friends Foundation, and Sir John Golding Rehabilitation Centre.  

    Other ibex Cares™ initiatives around the globe include:

    • Nicaragua: Establishing a merchandise program selling ibex-branded items to benefit MoviCancer, a non-governmental organization (NGO) fighting cancer in Central and Latin America.
    • Honduras: Coordinating in-kind donations for Asociación Rescate Animal Independiente, an animal rescue network that works to improve the lives of abused and abandoned animals.
    • Jamaica: Raising funds for the Jamaica Cancer Society through the sale of ibex Cares™ merchandise.
    • Philippines: Supporting numerous charitable organizations including the Philippines Eagle Foundation, a non-profit organization dedicated to saving the endangered Philippine Eagle and its rainforest habitat, as well as the Albert Schweitzer Familienwerk Foundation Philippines, which assists vulnerable populations including children, women, and disabled individuals.
    • Pakistan: Engaging in various charitable initiatives by providing volunteer hours, donating items like wheelchairs and organizing blood drives. The supported organizations include the Sundas Foundation, an NGO assisting patients with thalassemia and other blood disorders, and Dar-ul-Sukun, which works to empower abandoned children and marginalized individuals with disabilities.

    As ibex continues to grow, the company remains dedicated to expanding its charitable impact and fostering a culture of giving back across its global operations.

    About ibex
    ibex delivers innovative business process outsourcing (BPO), smart digital marketing, online acquisition technology, and end-to-end customer engagement solutions to help companies acquire, engage and retain valuable customers. Today, ibex operates a global CX delivery center model consisting of approximately 30 operations facilities around the world, while deploying next generation technology to drive superior customer experiences for many of the world’s leading companies across retail, e-commerce, healthcare, fintech, utilities and logistics.

    ibex leverages its diverse global team of over 30,000 employees together with industry-leading technology, including the AI-powered ibex Wave iX solutions suite, to manage nearly 175 million critical customer interactions, adding over $2.2B in lifetime customer revenue each year and driving a truly differentiated customer experience. To learn more, visit our website at ibex.co and connect with us on LinkedIn.

    Media Contact:
    Dan Burris
    Daniel.Burris@ibex.co

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/74f20cc6-52b6-42c8-a483-a7d1499bc0f3

    The MIL Network –

    March 20, 2025
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