NewzIntel.com

Category: Transport

  • MIL-OSI United Kingdom: How we protected the UK and space in February 2025

    Source: United Kingdom – Government Statements

    News story

    How we protected the UK and space in February 2025

    This report was issued in March 2025 and covers the time period 1 February 2025 to 28 February 2025 inclusive.

    February was a highly active month which saw uncontrolled re-entry alerts at their highest level since our records began. All NSpOC warning and protection services functioned as expected throughout the period.

    Re-entry Analysis

    February has seen an increase in the number of objects re-entering Earth’s atmosphere when compared to the previous month.  

    Chart showing number of re-entries monitored by month. March: 25, April: 22, May: 56, June: 48, July: 44, August: 89, September: 50, October: 35, November: 47, December: 83, January: 115, February: 129

    Of the 129 objects monitored for re-entry this month, 119 were satellites, 5 rocket bodies and 5 were classified as unknown objects, likely to be either a rocket body or a satellite

    In-Space Collision Avoidance

    Collision risks to UK-licenced satellites declined by 5% in January, but remained above the 12- month rolling average of 2,376.

    Chart showing number of collision risks to UK-licensed satellites monitored by month. March: 1,903, April: 1,899, May: 2,560, June: 1,881, July: 1,795, August: 2,137, September: 3,041, October: 3,181, November: 2,722, December: 2,142, January: 2,694, February: 2,567

    Number of Objects in Space

    There was an increase to the in-orbit population during January, with 380 newly catalogued objects added to the US Satellite Catalogue. 

    Chart showing number registered space objects by month. March: 28,478, April: 28,752, May: 28,850, June: 28,931, July: 28,917, August: 29,297, September: 29,678, October: 29,665, November: 29,826, December: 29,921, January: 29,985, February: 30,163

    110 newly catalogued objects were attributed to the SpaceX Transporter-12 mission, ranging from Earth imaging satellites to re-entry vehicles as well as a ‘selfie’ satellite.

    Fragmentation Analysis

    There were no new on-orbit fragmentations during February.

    Space weather

    Space weather was mostly minor to moderate throughout February, with some periods of increased activity. Key events this period included: 

    Early – Mid February:

    Frequent minor to moderate radio blackouts caused limited HF communication outages on the sunlit side of Earth. Isolated minor geomagnetic storms were triggered by fast solar winds but had limited impacts. Active high-energy electron fluence may have caused satellite charging. 

    23 February:

    A Strong (R3) radio blackout affected a wide area on the sunlit side, with possible minor disruptions to satellite navigation systems. 

    25 February: 

    A Minor (S1) radiation storm occurred, potentially causing occasional Single Event Upsets (SEUs). 

    Late February:

    Minor to moderate geomagnetic storms were recorded, likely causing minor satellite orientation issues.

    Comments

    The National Space Operations Centre combines and coordinates UK civil and military space domain awareness capabilities to enable operations, promote prosperity and protect UK interests in space and on Earth from space-related threats, risks and hazards

    Updates to this page

    Published 17 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI: Ortus Energy and SSE Energy Solutions drive solar adoption at KIA Stockton

    Source: GlobeNewswire (MIL-OSI)

    STOCKTON-ON-TEES, United Kingdom, March 17, 2025 (GLOBE NEWSWIRE) — Ortus Energy, in partnership with SSE Energy Solutions, is pleased to announce the development of a significant solar energy project at the Kia Stockton dealership, in Stockton-On-Tees.

    This initiative reinforces both companies’ commitment to supporting businesses in their transition to clean energy solutions.

    The project has seen the installation of a 601 kWp solar PV system, optimised to maximise the clean energy used at the site. This system is projected to generate 538,000 kWh of clean energy annually, meeting approximately 45% of Kia Stockton’s electricity needs.

    Kia Stockton is demonstrating a strong commitment to sustainability and environmental responsibility with this new solar energy project. By embracing solar power, the dealership will significantly reduce its carbon footprint by 110 tonnes of CO2 per year.

    SSE Energy Solutions is financing the solar installation and has signed a long-term Power Purchase Agreement (PPA) with Kia Stockton, which will enable the dealership to pay a fixed rate for the power generated over 25 years without the need for any upfront investment. PPAs on projects such as Kia Stockton enable businesses to hedge against the volatility of wholesale energy prices, access clean energy to meet their sustainability goals, and gain greater predictability in their energy expenditure.

    “We are thrilled to partner with Kia Stockton and SSE Energy Solutions on this project,” said Alistair Booth, CEO at Ortus Energy. “This installation showcases the growing demand for solar solutions among businesses seeking to reduce their environmental impact and operating costs. It’s a testament to the strength of our partnership with SSE Energy Solutions and our shared commitment to driving the adoption of renewable energy across the UK.”

    “We are excited to partner with Ortus Energy and SSE Energy Solutions on this important initiative,” said Sohail Khan, Managing Director at Opus Motor Group/ Kia Stockton. “This solar project aligns with our commitment to environmental stewardship and will help us reduce our operating costs while providing clean energy for our business and EV Driving Customers.”

    ​​“We are proud of our partnership with Ortus Energy, as we support businesses in driving down costs and emissions. This project is an exciting opportunity, made possible by SSE Energy Solutions funding through a Power Purchase Agreement (PPA), offering an affordable route to renewable energy generation for Kia Stockton.” Jon Kirby, Head of Development at SSE Energy Solutions.

    This project highlights the continued success of the partnership between Ortus Energy and SSE Energy Solutions, which focuses on delivering bespoke solar solutions to businesses across the UK. By combining Ortus Energy’s expertise in solar development with SSE Energy Solutions’ strength and market knowledge, the two companies are accelerating the transition to a cleaner, more sustainable energy future.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/51d2c9d1-0468-4d10-9ca4-caddfa22bfa5

    The MIL Network –

  • MIL-OSI: Barnwell Industries, Inc. Announces Sale of its Water Drilling Subsidiary for $1,050,000

    Source: GlobeNewswire (MIL-OSI)

    HONOLULU, March 17, 2025 (GLOBE NEWSWIRE) — Barnwell Industries, Inc. (NYSE American: BRN) (“Barnwell” or the “Company”) today announced the sale of its wholly owned subsidiary, Water Resources International, Inc. (“Water Resources”), a deep drilling and well pumping specialist in the exploration and development of groundwater resources for government, commercial and private clients in Hawaii, for $1,050,000. Proceeds from the sale will be used for general corporate purposes, with a focus towards reinvestment in the Company’s oil and gas operations. Revenues from the divested business, which was represented as the Company’s Contract Drilling segment, totaled approximately $3,162,000 for the trailing-twelve-months ended December 31, 2024.

    Strategic Rationale

    This transaction represents a further step in Barnwell’s plan for streamlining its holding company operations, simplifying its corporate and accounting structure. This transaction will allow Barnwell’s Board to proceed with its plans to meaningfully decrease general and administrative expenses and public company costs, including implementing such steps as transitioning personnel to Calgary or elsewhere, reducing the Company’s legacy footprint in Hawaii.

    The sale of Water Resources simplifies the equity story for Barnwell as investors will be able to focus on the significant opportunities the Company has identified in its oil and natural gas business. The combination of the proceeds from the sale of Water Resources and anticipated holding company savings also further improves Barnwell’s financial position and balance sheet, which has no bank debt.

    Management Commentary

    Mr. Craig D. Hopkins, Chief Executive Officer of Barnwell, commented, “The sale of Water Resources was an important strategic objective set by the Board of Directors that took significant time and effort to achieve. I am pleased that the current management team was able work collaboratively to deliver on this important initiative to streamline our business, reduce fixed cost, and focus on higher return opportunities.”

    Forward-Looking Statements

    The information contained in this press release contains “forward-looking statements,” within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. A forward-looking statement is one which is based on current expectations of future events or conditions and does not relate to historical or current facts. These statements include various estimates, forecasts, projections of Barnwell’s future performance, statements of Barnwell’s plans and objectives, and other similar statements. Forward-looking statements include phrases such as “expects,” “anticipates,” “intends,” “plans,” “believes,” “predicts,” “estimates,” “assumes,” “projects,” “may,” “will,” “will be,” “should,” or similar expressions. Although Barnwell believes that its current expectations are based on reasonable assumptions, it cannot assure that the expectations contained in such forward-looking statements will be achieved. Forward-looking statements involve risks, uncertainties and assumptions which could cause actual results to differ materially from those contained in such statements. The risks, uncertainties and other factors that might cause actual results to differ materially from Barnwell’s expectations are set forth in the “Forward-Looking Statements,” “Risk Factors” and other sections of Barnwell’s annual report on Form 10-K for the last fiscal year and Barnwell’s other filings with the Securities and Exchange Commission. Investors should not place undue reliance on the forward-looking statements contained in this press release, as they speak only as of the date of this press release, and Barnwell expressly disclaims any obligation or undertaking to publicly release any updates or revisions to any forward-looking statements contained herein.

    CONTACT:        

    Craig D. Hopkins
    Chief Executive Officer and President
    Phone: (403) 531-1560
    Email: info@bocl.ca

    Russell M. Gifford
    Executive Vice President and Chief Financial Officer
    Phone: (808) 531-8400
    Email: rmg@brninc.com

    The MIL Network –

  • MIL-OSI: Bispecific Antibodies Market Size Approved Bispecific Antibody Sales Price Patent Market Forecast 2030

    Source: GlobeNewswire (MIL-OSI)

    Delhi, March 17, 2025 (GLOBE NEWSWIRE) — Global Bispecific Antibody Market Opportunity, Drug Dosage, Patent, Price, Sales & Clinical Trials Insight 2030 Report Findings & Highlights:

    • Global Bispecific Antibodies Sales Opportunity  US$ 50 Billion By 2030
    • Global Bispecific Antibodies Sales Surpassed US$ 11 Billion In 2024
    • 2020 To 2024 Market Size Calculated As Sum Of Sales Of All Approved Bispecific Antibodies
    • 17 Bispecific Antibodies Approved Across Key Markets
    • Approved Antibodies Dosage, Patent, Pricing & Sales Insight
    • Global & Regional Market Size, Clinical Trends Insight
    • Comprehensive Insight On More than 600 Bispecific Antibodies In Clinical Trials
    • Global Bispecific Antibodies Clinical Trials By Company, Indication & Phase

    Download Report: https://www.kuickresearch.com/report-global-bispecific-antibody-market-size

    The global bispecific antibody (BsAb) market has witnessed significant growth, with 17 bispecific antibody therapies already approved for clinical use. As of 2024, the market is valued at around $12 billion, and projections indicate it could reach a staggering $50 billion by 2030. This rapid expansion is driven by the increasing clinical adoption of bispecific antibodies, the emergence of first-in-class candidates, and the growing market potential in major regions like the US and China.

    Bispecific antibodies are designed to bind two distinct epitopes simultaneously, offering therapeutic advantages over traditional monoclonal antibodies. By engaging two targets, they can enhance efficacy, reduce the risk of resistance, and potentially broaden the scope of treatable diseases. This flexibility makes bispecific antibodies a promising modality, particularly in oncology, immunology, and other therapeutic areas where complex, multifactorial conditions are prevalent.

    The growing popularity of bispecific antibodies is underscored by the development of first-in-class candidates. For instance, Akeso, a Chinese pharmaceutical company, has been at the forefront of developing innovative bispecific therapies. The company has revealed that it has over six first-in-class bispecific candidates currently in development. Among them are Cadonilimab and Ivonescimab, which exemplify Akeso’s innovative approach to immuno-oncology. Cadonilimab is a first-in-class PD-1/CTLA-4 bispecific antibody, while Ivonescimab is a first-in-class PD-1/VEGF bispecific antibody. These candidates are designed to target immune checkpoints and enhance anti-tumor immune responses, offering new treatment options for cancer patients who may not respond to traditional therapies.

    Beyond oncology, bispecific antibodies are making a significant impact in treating rare and complex conditions. A prime example is Bizengri® (zenocutuzumab-zbco), the first and only FDA-approved therapy specifically for pancreatic adenocarcinoma and non-small cell lung cancer (NSCLC) that harbor NRG1 gene fusions and are advanced unresectable or metastatic. Approved under accelerated approval program, Bizengri targets both HER2 and HER3, and is indicated for adult patients whose disease has progressed on or after prior systemic therapy. This approval marks a significant milestone for bispecific antibodies, highlighting their potential to treat genetically driven cancers that have shown resistance to conventional therapies.

    The approval of Zenocutuzumab demonstrates not only the versatility of bispecific antibodies in targeting novel genetic mutations but also their growing role in personalized medicine. By focusing on specific genetic alterations, bispecific antibodies can provide more precise and effective treatments for patients, potentially improving survival rates and quality of life.

    The bispecific antibody market is further propelled by the robust research and development (R&D) activities occurring primarily in the US and China, two regions that are leading the global market. The US remains a hub for biopharmaceutical innovation, with numerous biotech firms and academic institutions conducting groundbreaking research in bispecific antibodies. Meanwhile, China, with its rapidly advancing healthcare infrastructure and significant investment in biotechnology, has become a key player in bispecific antibody development. The success of companies like Akeso, as well as Chinese biotech firms focused on bispecifics, is helping to position China as an emerging leader in this space.

    In conclusion, the bispecific antibody market is poised for significant growth, driven by the approval of novel therapies, the development of first-in-class candidates, and increasing adoption in major markets like the US and China. As the pipeline continues to expand, bispecific antibodies are set to play a transformative role in the treatment of various cancers and other diseases, offering new hope for patients and making the market a dynamic and exciting area of the global pharmaceutical industry.

    The MIL Network –

  • MIL-OSI United Kingdom: Government welcomes C&AG Report on Recruitment and Retention17 March 2025 The Government of Jersey has welcomed the Comptroller and Auditor General’s, C&AG, report as an opportunity to reinforce its commitment to improving public service delivery for Islanders. While acknowledging… Read more

    Source: Channel Islands – Jersey

    17 March 2025

    The Government of Jersey has welcomed the Comptroller and Auditor General’s, C&AG, report as an opportunity to reinforce its commitment to improving public service delivery for Islanders. 

    While acknowledging areas for improvement, the Government has also stressed that key issues in the report were in the process of being addressed when it was compiled. 

    A new and updated People Strategy was launched at the end of 2024 which outlines the organisation’s long-term ambition for developing a high-quality public service, while investing in the development and skills of staff, creating opportunities for growth and progression, and fostering a culture where people feel like they belong. 

    Additionally, the Strategic Workforce Plan, which is a collation of outputs of all department level plans, has since been published, which provides an overview of priority areas for improvement that we are working to address. 

    The Government is also improving recruitment processes with a new careers site set to re-launch this year and is attracting and developing local talent via its apprenticeships and annual intern programme. 

    Structured training programmes are in place to address skills shortages and innovative recruitment processes have already been used to fill teaching assistant and primary teaching vacancies. 

    A pledge announced last year to curb the growth in the public service, with a recruitment freeze on non-frontline roles, is also helping to address issues around vacancy numbers highlighted in the report. The recruitment freeze has enabled the recruitment teams to focus on essential front-line service recruitment. 

    Deputy Malcolm Ferey, Vice-chair of the States Employment Board said: “We welcome the report produced by the Comptroller & Auditor General and will review findings and make progress on the necessary actions. 

    “However, this report is a snapshot in time and a number of the issues raised have already been addressed. Since the audit was conducted the frameworks, policies and processes needed to ensure we have a safe and effective recruitment process are in place. 

    “Last year, we saw a drop in turnover, with more employees staying in employment with the Public Service. 

    “As the largest employer on the Island, the organisation is also working on a number of plans to develop and nurture our talent to ensure we provide effective public services to Islanders.” 

    The Comptroller and Auditor General’s audit of Staff Recruitment and Retention​. ​

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Council secures more than £3.4 million funding for warmer homes

    Source: City of York

    Published Friday, 14 March 2025

    Council leaders have confirmed that City of York Council will receive more than £3.4 million of funding thanks to 2 separate grants.

    The funding, announced this week by the Department for Energy Security and Net Zero, will be used to upgrade around 280 homes over the next 3 years, to reduce carbon emissions and fuel poverty and improve the comfort and health of council homes.

    The first grant of around £1.4 million will be used to improve the energy efficiency of around 140 council homes via the Warm Homes: Social Housing Fund.

    The second grant of around £2 million will be used to improve the energy efficiency of around 140 homes for lower income homeowners through the Warm Homes: Local Grant Scheme.

    These works build on improving 73 council homes to which 141 energy-efficiency measures have been installed. And they add to the 211 homes of lower-income owners to which have been added 241 new energy efficiency measures. The measures include:

    • loft, flat roof, external wall and cavity wall insulation
    • air source heat pumps
    • smart heating controls
    • solar photovoltaic panels to generate electricity

    To support eligible owners and landlords of draughty, listed buildings or of homes in conservation areas, the council’s Local Energy Advice Demonstrator (LEAD) Project has given 452 pieces of advice since November 2023. This project’s funding ends on 31 March 2025, so find out more about the LEAD Home Energy Advice Scheme, or call 01904 555520 or email: saveenergy@york.gov.uk.

    Cllr Michael Pavlovic, Executive Member for Housing at City of York Council, said:

    We know that making York’s homes warmer and better insulated is a huge benefit to residents, financially and in terms of the positive impact on their wellbeing.

    “With rising energy costs and continued concerns around climate change, it’s essential that these improvements are made as soon as possible so that residents will see the benefits for years to come.

    “For free advice, assessment and coordination of energy saving measures, York residents who aren’t eligible for the LEAD scheme, should contact YorEnergy by calling 01904 211221 or emailing: hello@yorenergy.co.uk.”

    Further details about how to apply for the next phase of retrofit works will be announced as soon as possible. Meanwhile, see more information about home energy efficiency.

    An update on the council’s retrofit programme was discussed at Executive on Tuesday, 11 March 2025.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Public consultation launches to overhaul safety at Leeds’ A58 collision hotspot

    Source: City of Leeds

    Leeds City Council invites residents, businesses, and commuters along the A58 Roundhay Road and Barrack Road to share their views on important road safety, bus, walking, public realm and cycling proposals. The public consultation is currently open to the public and will run until 20 April 2025.

    The plans are proposed for Roundhay Road, Barrack Road, and the Bayswater Triangle. The Bayswater Triangle, particularly the A58 Roundhay Road junctions with Bayswater Road, Spencer Place, Roseville Road, and Gledhow Road, has experienced a high number of collisions over the past seven years. A total of 71 collisions have been recorded, resulting in 90 casualties, including one fatality, 14 serious injuries, and 56 slight injuries. The junctions in this area combined make it the Council’s number one site of concern in Leeds.

    Key proposals include:

    • New or enhanced pedestrian crossings making it safer for people to cross the road
    • Changes to key junctions around Bayswater Triangle that aim to reduce collisions, making it safer for all road users, especially people walking and cycling
    • New segregated cycle lanes, ensuring a safer route for cyclists and encouraging people to take up cycling
    • Bus priority measures and dedicated bus lanes on Roundhay Road to improve journey reliability and reduce congestion
    • Upgraded public spaces with trees and planting, to encourage people to spend more time there

    The project, delivered in partnership with West Yorkshire Combined Authority, is part of Leeds City Council’s broader commitment to the Connecting Leeds Transport Strategy and the Vision Zero 2040 initiative – aiming to eliminate any road fatalities or serious injuries on Leeds’ roads by 2040. This will be funded with £4.5million from the West Yorkshire-plus Transport Fund’s Corridor Improvement Programme, subject to approvals.

    Councillor Jonathan Pryor, Deputy Leader of Leeds City Council and Executive Member for Economy, Transport, and Sustainable Development, said:

    “This A58 Roundhay Road and Barrack Road scheme is a vital step towards creating a safer, more efficient, and accessible travel environment for local residents.

    The area is prone to an alarming number of collisions over the previous 7 years, with 35% of casualties involving people walking and cycling.

    These plans should deliver enhanced safety measures for all road users, especially people walking and cycling, whilst helping to ease congestion and improve bus reliability.

    Your input is essential to ensure these changes meet community needs.”

    Cllr Peter Carlill, Deputy Chair of the West Yorkshire Combined Authority, added:

    “Improving safety on our roads is vital to our ambition to eliminate all road deaths and serious injuries across the region by 2040.

    These proposals could play a huge part in that, as well as enhancing walking, wheeling, cycling and public transport facilities along this route.

    I’d encourage people to have their say and help us create a safer, better-connected region that works for all.”

    Have your say

    Residents and businesses are being consulted on the proposals until Sunday 20 April 2025. Have your say online by visiting this link.

    To request paper copies of the proposals and the survey, or a reasonable adjustment, please contact 0113 336 8868 or email connectingleeds@leeds.gov.uk.

    MIL OSI United Kingdom –

  • MIL-OSI: Danske Bank share buy-back programme: transactions in week 11

    Source: GlobeNewswire (MIL-OSI)

    Company announcement no. 12 2025

    Danske Bank

    Bernstorffsgade 40

    DK-1577 København V

    Tel. + 45 33 44 00 00

    17/03/2025

    Page 1 of 1

    Danske Bank share buy-back programme: transactions in week 11

    On 7 February 2025, Danske Bank A/S announced a share buy-back programme for a total of DKK 5 billion, with a maximum of 45,000,000 shares, in the period from 10 February 2025 to 30 January 2026, at the latest, as described in company announcement no. 6 2025.

    The Programme is carried out in accordance with Article 5 of Regulation (EU) No 596/2014 of the European Parliament and Council of 16 April 2014 (the “Market Abuse Regulation”) and the Commission Delegated Regulation (EU) 2016/1052 of 8 March 2016 (together with the Market Abuse Regulation, the “Safe Harbour Rules”).

    The following transactions on Nasdaq Copenhagen A/S were made under the share buy-back programme in week 11:
      Number of shares VWAP DKK Gross value DKK
    Accumulated, last announcement 100,000 237.0902 23,709,023
    10/03/2025 5,000 236.0465 1,180,233
    11/03/2025 5,000 233.6040 1,168,020
    12/03/2025 5,000 235.6480 1,178,240
    13/03/2025 5,000 237.1577 1,185,789
    14/03/2025 5,000 238.1949 1,190,975
    Total accumulated over week 11 25,000 236.1302 5,903,256
    Total accumulated during the share buyback programme 125,000 236.8982 29,612,278

    With the transactions stated above, the total accumulated number of own shares under the share buy-back programme corresponds to 0.015% of Danske Bank A/S’ share capital.

    Danske Bank

    Contact: Claus Ingar Jensen, Head of Group Investor Relations, tel. +45 25 42 43 70

    Attachment

    The MIL Network –

  • MIL-OSI Economics: Field Trials for PIMTO Mobile Robot Vending Service to be Conducted at Narita International Airport

    Source: Panasonic

    Headline: Field Trials for PIMTO Mobile Robot Vending Service to be Conducted at Narita International Airport

    March 17, 2025 – Panasonic Holdings Corporation (Panasonic HD), Mashup Inc. (Mashup), and Narita International Airport Corporation (NAA) today announced that they will conduct field trials using PIMTO, a mobile robot vending service, in the area after outbound passport control in Narita International Airport Terminal 1 for 10 days from March 21 to 30, 2025. The field trials will involve the sale of local specialty products, subculture items, and other products that highlight the charm of Japan to passengers departing from Narita Airport.
    Narita Airport serves as a hub airport in Asia with an extensive network connecting 120 cities—102 overseas and 18 in Japan. The annual number of foreign passengers using international flights in 2024 was 21.79 million, the highest since the airport opened. To study a potential new service for foreign passengers, whose numbers are expected to continue growing, the companies will conduct field trials using Panasonic HD’s PIMTO mobile robot vending service, which moves within the area near the boarding gates to sell products. The product lineup, developed in collaboration with Mashup, one of the companies operating the field trials, will feature local products and subculture items that provide a uniquely Japanese feel. The field trials aim to increase customer satisfaction by offering memorable purchasing experiences and appealing products to passengers, including foreign visitors to Japan, just before their departure from Narita Airport.

    Field trial period: From Friday, March 21 to Sunday, March 30, 2025
    * Field trials may be suspended due to unforeseen circumstances.
    Location: Narita International Airport Terminal 1 (Area after outbound passport control)Products: exclusive products available only at Narita Airport, local products, and subculture items that offer a uniquely Japanese feel

    PIMTO mobile robot vending service

    1. Utilization of unmanned vending robots

    Panasonic HD will provide mobile unmanned vending robots that can increase the number of sales outlets without requiring store construction or additional equipment installation. A variety of items that fit within the designated boxes can be sold, with payments accepted via credit cards, QR codes, and transportation IC cards. Since there is no need to continuously move robots around the airport, it was concluded that autonomous travel or advanced preparation for that purpose would not be necessary. Therefore, the robots will be operated solely through manual control using a wired controller connected to the robot or remote control, considering its cost advantages in terms of the robot units and service operations.In the field trials, the robots move to high-traffic areas depending on which boarding gates are in use, improving customer convenience and sales. The robots are basically operated by a wired controller, although remote control will also be tested.

    2. Proposal for experience design

    Robots (vending spots) that best suit the customers, location, and other circumstances are proposed.Based on marketing research, including identifying the needs of inbound visitors, the field trials use robots with creative features, such as control buttons and the robot’s appearance, allowing foreign customers to select products as if they were playing a game, and enhance their purchasing experience, as well as messages displayed on the robot’s body in 11 languages to attract passengers’ interest in their native language.

    3. Merchandising support

    Products that best suit the passengers, location, and other circumstances are proposed.For the field trials, Panasonic HD, Mashup, NAA, and gray park, Inc. collaborated to design a purchasing experience themed Wings & Wonders, aiming to increase customer satisfaction with the services near the departure gates. Based on this, a product lineup has been developed featuring original products available only at Narita Airport, local specialty products, 3D molded chocolates, and a wide range of subculture items rich in Japanese charm, such as soft vinyl figures, and capsule toys. A range of uniquely Japanese products will provide passengers a last-minute surprise and excitement just before departure.

    4. Contribution to supported employment

    Panasonic HD can collaborate with welfare facilities to achieve universal design from a work perspective, helping create an environment where people with disabilities or mental health concerns can participate in the operations of unmanned sales and other services.In the field trials, the remote operation of robots is outsourced to ASU-TRi, an employment transition support office in Kumamoto Prefecture, while product packaging is outsourced to Kujira Co., Ltd. a Type A employment continuation supporter in Shinjuku Ward, Tokyo. The product lineup also includes the Okinawa souvenir set, produced at welfare support facilities in Okinawa Prefecture and supplied by the Okinawa SELP Center Foundation.

    5. Provision of operational support application

    The PIMTO UI operational support application will be provided, enabling users to easily check sales status, receive sold-out notifications, play pre-recorded sounds from robots, and request remote operators to relocate the robot from any location.

    Inquiries:

    (Inquiries regarding the PIMTO mobile robot vending service)Panasonic Holdings CorporationMobility Business Strategy Officemobility_info@ml.jp.panasonic.com

    About the Panasonic Group
    Founded in 1918, and today a global leader in developing innovative technologies and solutions for wide-ranging applications in the consumer electronics, housing, automotive, industry, communications, and energy sectors worldwide, the Panasonic Group switched to an operating company system on April 1, 2022 with Panasonic Holdings Corporation serving as a holding company and eight companies positioned under its umbrella. The Group reported consolidated net sales of 8,496.4 billion yen for the year ended March 31, 2024. To learn more about the Panasonic Group, please visit: https://holdings.panasonic/global/

    MIL OSI Economics –

  • MIL-OSI Banking: Field Trials for PIMTO Mobile Robot Vending Service to be Conducted at Narita International Airport

    Source: Panasonic

    Headline: Field Trials for PIMTO Mobile Robot Vending Service to be Conducted at Narita International Airport

    March 17, 2025 – Panasonic Holdings Corporation (Panasonic HD), Mashup Inc. (Mashup), and Narita International Airport Corporation (NAA) today announced that they will conduct field trials using PIMTO, a mobile robot vending service, in the area after outbound passport control in Narita International Airport Terminal 1 for 10 days from March 21 to 30, 2025. The field trials will involve the sale of local specialty products, subculture items, and other products that highlight the charm of Japan to passengers departing from Narita Airport.
    Narita Airport serves as a hub airport in Asia with an extensive network connecting 120 cities—102 overseas and 18 in Japan. The annual number of foreign passengers using international flights in 2024 was 21.79 million, the highest since the airport opened. To study a potential new service for foreign passengers, whose numbers are expected to continue growing, the companies will conduct field trials using Panasonic HD’s PIMTO mobile robot vending service, which moves within the area near the boarding gates to sell products. The product lineup, developed in collaboration with Mashup, one of the companies operating the field trials, will feature local products and subculture items that provide a uniquely Japanese feel. The field trials aim to increase customer satisfaction by offering memorable purchasing experiences and appealing products to passengers, including foreign visitors to Japan, just before their departure from Narita Airport.

    Field trial period: From Friday, March 21 to Sunday, March 30, 2025
    * Field trials may be suspended due to unforeseen circumstances.
    Location: Narita International Airport Terminal 1 (Area after outbound passport control)Products: exclusive products available only at Narita Airport, local products, and subculture items that offer a uniquely Japanese feel

    PIMTO mobile robot vending service

    1. Utilization of unmanned vending robots

    Panasonic HD will provide mobile unmanned vending robots that can increase the number of sales outlets without requiring store construction or additional equipment installation. A variety of items that fit within the designated boxes can be sold, with payments accepted via credit cards, QR codes, and transportation IC cards. Since there is no need to continuously move robots around the airport, it was concluded that autonomous travel or advanced preparation for that purpose would not be necessary. Therefore, the robots will be operated solely through manual control using a wired controller connected to the robot or remote control, considering its cost advantages in terms of the robot units and service operations.In the field trials, the robots move to high-traffic areas depending on which boarding gates are in use, improving customer convenience and sales. The robots are basically operated by a wired controller, although remote control will also be tested.

    2. Proposal for experience design

    Robots (vending spots) that best suit the customers, location, and other circumstances are proposed.Based on marketing research, including identifying the needs of inbound visitors, the field trials use robots with creative features, such as control buttons and the robot’s appearance, allowing foreign customers to select products as if they were playing a game, and enhance their purchasing experience, as well as messages displayed on the robot’s body in 11 languages to attract passengers’ interest in their native language.

    3. Merchandising support

    Products that best suit the passengers, location, and other circumstances are proposed.For the field trials, Panasonic HD, Mashup, NAA, and gray park, Inc. collaborated to design a purchasing experience themed Wings & Wonders, aiming to increase customer satisfaction with the services near the departure gates. Based on this, a product lineup has been developed featuring original products available only at Narita Airport, local specialty products, 3D molded chocolates, and a wide range of subculture items rich in Japanese charm, such as soft vinyl figures, and capsule toys. A range of uniquely Japanese products will provide passengers a last-minute surprise and excitement just before departure.

    4. Contribution to supported employment

    Panasonic HD can collaborate with welfare facilities to achieve universal design from a work perspective, helping create an environment where people with disabilities or mental health concerns can participate in the operations of unmanned sales and other services.In the field trials, the remote operation of robots is outsourced to ASU-TRi, an employment transition support office in Kumamoto Prefecture, while product packaging is outsourced to Kujira Co., Ltd. a Type A employment continuation supporter in Shinjuku Ward, Tokyo. The product lineup also includes the Okinawa souvenir set, produced at welfare support facilities in Okinawa Prefecture and supplied by the Okinawa SELP Center Foundation.

    5. Provision of operational support application

    The PIMTO UI operational support application will be provided, enabling users to easily check sales status, receive sold-out notifications, play pre-recorded sounds from robots, and request remote operators to relocate the robot from any location.

    Inquiries:

    (Inquiries regarding the PIMTO mobile robot vending service)Panasonic Holdings CorporationMobility Business Strategy Officemobility_info@ml.jp.panasonic.com

    About the Panasonic Group
    Founded in 1918, and today a global leader in developing innovative technologies and solutions for wide-ranging applications in the consumer electronics, housing, automotive, industry, communications, and energy sectors worldwide, the Panasonic Group switched to an operating company system on April 1, 2022 with Panasonic Holdings Corporation serving as a holding company and eight companies positioned under its umbrella. The Group reported consolidated net sales of 8,496.4 billion yen for the year ended March 31, 2024. To learn more about the Panasonic Group, please visit: https://holdings.panasonic/global/

    MIL OSI Global Banks –

  • MIL-OSI Global: Who does Spiderman vote for? Study shows people project their political views onto fictional heroes and villains

    Source: The Conversation – UK – By Stuart J. Turnbull-Dugarte, Associate Professor in Quantitative Political Science, University of Southampton

    From a very young age, we’re socialised to view the world as being made up of “goodies” and “baddies”. When you’re a child fooling around with your friends in the playground, nobody ever wants to be the baddy. And when it comes to dressing up, everybody wants to be Luke Skywalker – not Darth Vader.

    This oversimplified way of viewing the world as being made up of right and wrong or good people and bad people doesn’t dissipate as we grow older. If anything, it tends to solidify as we form the social identities that define who we are in adult life.

    This is particularly the case when it comes to our political identities and, specifically, the partisan identities and loyalties that individuals attach themselves to.

    Partisanship is one hell of a powerful force. Not only does sticking a party label under a candidate determine whether we support them or not – often regardless of what the individual candidate actually stands for – but it also shapes how we view the state of the country and economy. Note how Democrats’ view of how the US economy was doing tanked the day Donald Trump took office, while Republicans’ positivity about the same economy spiked.

    Want more politics coverage from academic experts? Every week, we bring you informed analysis of developments in government and fact check the claims being made.

    Sign up for our weekly politics newsletter, delivered every Friday.

    Our partisanship can also affect who we choose to socialise with, who we share a beer with, and who we date. There is even evidence that it affects who gets hired and who doesn’t. Knowing who your neighbour votes for and if they vote for “your team” shapes your view of them as good or bad.

    In a new study, I show that the reverse is also true. Knowing someone is good or bad shapes if we think they are one of “us” or one of “them”. In other words, partisans project their own political identities onto people they view as good, and project the political identities of their opponents onto those they dislike.

    Who do Darth Vader and Cinderella vote for?

    The first part of the study involved a social experiment that applied a political twist on a childish game. In a representative survey of thousands of respondents from both the US and UK, participants were shown images of fictional characters. These were heroes like Harry Potter and Spiderman, or villains like Scar from Disney’s The Lion King and Joffrey Baratheon from Game of Thrones.

    Participants were then asked to guess each character’s political affiliation. What emerged was a striking pattern: participants thought that heroes voted for the same party as them, and that villains voted for the opposing party.

    Essentially, US Democrats consistently thought Harry Potter and his friends Ron and Hermione voted Democrat, whereas Republicans consistently thought they voted Republican. Similar behaviour was expected of heroes (and the opposite of villains) from across a whole host of characters from different film and fiction.

    Percentages who thought each character voted for ‘their’ party:

    Heroes in pink, villains in blue: how we think fictional characters vote.
    Stuart Turnbull-Dugarte, CC BY-ND

    Participants thought Spiderman, Cinderella, Yoda, Aladdin, Brienne of Tarth, Gandalf and Captain America shared their political views. They dismissed Kylo Ren, Ursula the sea witch, Cersei Lannister and Thanos as siding with their political opposition.

    Participants were also asked to read a short story about a local politician. In one version of the story, the politician was depicted as a generous figure who donated money to charity. In another, the same politician was shown in a negative light, and as having been accused of corruption. At no point in the story was the partisanship of the politician mentioned.

    Despite the absence of any direct mention of partisanship, respondents falsely “remembered” the politician’s party affiliation in a way that aligned with the moral tone of the story. Labour-voting participants who read the generous politician story said they remembered it was about a Labour politician. Conservative-voting participants reading the same story said they remembered it being about a Conservative politician. The reverse pattern was observed among participants who read the corrupt politician story.

    These results are striking. Even when there is nothing to be remembered and participants could say that partisanship wasn’t part of the story, voters read what they wanted between the lines based on their own tribal political identities.

    These studies demonstrate that partisan identities undermine voter rationality. Politically motivated projection – assuming those who are good must be one of “us” and those who are bad must be one of “them” – doesn’t just shape how we view others; it reinforces and consolidates partisan divisions.

    If we assume the person who lives next door is a lousy neighbour because they vote for our political opponents, and simultaneously assume the person who lives down the street votes for our political opponents because they are a lousy neighbour, then we very quickly fall into a scenario where our politically tribal instincts feel increasingly justified.

    This cycle of political villainisation deepens divides, making it harder to find common ground. If we continue to let partisanship shape not just how we vote but how we see each other, we risk turning those who don’t share our political views into our enemies.

    Stuart J. Turnbull-Dugarte has received funding from the British Academy and the Leverhulme Trust

    – ref. Who does Spiderman vote for? Study shows people project their political views onto fictional heroes and villains – https://theconversation.com/who-does-spiderman-vote-for-study-shows-people-project-their-political-views-onto-fictional-heroes-and-villains-252221

    MIL OSI – Global Reports –

  • MIL-OSI Global: Chewing gum is plastic pollution, not a litter problem

    Source: The Conversation – UK – By David Jones, Sessional Teaching Fellow, School of the Environment and Life Sciences, University of Portsmouth

    Wirestock Collection/Shutterstock

    Thousands of tonnes of plastic pollution could be escaping into the environment every year … from our mouths. Most chewing gum on sale is made from a variety of oil-based synthetic rubbers – similar to the plastic material used in car tyres.

    If you find that thought slightly unsettling, you are not alone. I have been researching and speaking about the plastic pollution problem for 15 years. The people I talk to are always surprised, and disgusted, when they find out they’ve been chewing on a lump of malleable plastic. Most manufacturers just don’t advertise what gum is actually made of – they dodge around the detail by listing “gum base” in the ingredients.

    There’s no strict definition of synthetic gum base. Chewing gum brand, Wrigley Extra partners with dental professionals around the world to promote the use of sugar-free chewing gum to improve oral health.

    The brand’s Wrigley Oral Health Program states that: “Gum base puts the “chew” in chewing gum, binding all the ingredients together for a smooth, soft texture. We use synthetic gum base materials for a consistent and safe base that provides longer-lasting flavour, improved texture, and reduced tackiness.“

    It almost sounds harmless. But chemical analysis shows that gum contains styrene-butadiene (the durable synthetic chemical used to make car tyres), polyethylene (the plastic used to make carrier bags and bottles) and polyvinyl acetate (woodglue) as well as some sweetener and flavouring.

    The chewing gum industry is big business, worth an estimated US$48.68 billion (£37.7 billion) in 2025. Three companies own 75% of the market share, the largest of which is Wrigley, with an estimated 35%. There are few reliable statistics available about the amount of gum being produced, but one peer-reviewed global estimate states 1.74 trillion pieces are made per year.

    I examined several types of gum and found that the most common weight of an individual piece of gum is 1.4g – that means that globally, a staggering 2.436 million tonnes of gum are produced each year. About a third (30%) of that weight, or just over 730,000 tonnes, is synthetic gum base.

    If the idea of chewing plastic isn’t disturbing enough, consider what happens after you spit it out. Most people have experienced discarded gum under bench seats, school desks and on street pavements. But, like other plastics, synthetic chewing gum does not biodegrade and can persist in the environment for many years.

    In the environment it will harden, crack and breakdown into microplastics but this can take decades. Cleaning it up is not cheap because it is labour intensive. The average cost is £1.50 per square metre and estimates suggest that the annual clean-up cost for chewing gum pollution for councils in the UK is around £7 million.

    There have been some efforts to address the problem. In many public locations around the UK, gum collection pots supplied by Dutch company Gumdrop Ltd have been installed to collect and recycle used gum. Signage provided by councils encouraging responsible disposal is also now a regular feature in some UK high streets, and there is a growing number of small producers offering plant-based alternatives.

    In the UK, the environmental charity Keep Britain Tidy launched the chewing gum task force in 2021. This collaboration involves three major manufacturers who have committed to investing up to £10 million in order to clean up “historic gum staining and changing behaviour so that more people bin their gum”.



    Read more:
    Car tyres shed a quarter of all microplastics in the environment – urgent action is needed

    But, here lies the crux of the issue.

    The first objective implies that cleaning up gum is a solution to this form of plastic pollution; it isn’t. Manufacturers making a financial contribution to clean-up efforts is like plastic manufacturers paying for litter pickers and bin bags at volunteer beach cleans. Neither addresses the root cause of the problem.

    Binning gum is not the solution either. Addressing gum as a plastic pollutant dictates that the prevention of gum pollution should include the well-known tenets, like all plastic pollution, of reduce, reuse, recycle and redesign. It is not only a disposal issue.

    Another issue that I have uncovered is definition. In the two annual reports published by the gum litter task force since its inception, there is no mention of the word pollution. The distinction between litter and pollution is important. By calling it chewing gum pollution, the narrative changes from an individual negligence issue to a corporate one. That places an onus for accountability onto the producers rather than the consumers.

    Single-use solutions

    Like single-use plastic items, chewing gum pollution needs to be tackled from all angles – education, reduction, alternatives, innovation, producer responsibility, and legislation.

    Educating people about the contents of gum and the environmental consequences those ingredients have will reduce consumption and encourage better disposal habits. More transparent labelling on packaging would empower shoppers to make informed choices. Stricter regulations can hold manufacturers to account – a levy tax on synthetic gum can help pay for clean ups. In turn, this would incentivise more investment in plant-based gums and other sustainable alternatives.

    We can all reduce the environmental consequences of this plastic pollution by kicking the gum habit, calling on councils to enforce stricter pollution penalties and encouraging governments to put a tax levy on manufacturers to fund clean ups and force them to list the contents of gum base.

    Throwing away any non-disposable, inorganic products is unsustainable. Chewing gum pollution is just another form of plastic pollution. It’s time we start treating it as such.

    Don’t have time to read about climate change as much as you’d like?

    Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 40,000+ readers who’ve subscribed so far.

    David Jones is affiliated with the marine conservation charity Just One Ocean

    – ref. Chewing gum is plastic pollution, not a litter problem – https://theconversation.com/chewing-gum-is-plastic-pollution-not-a-litter-problem-251662

    MIL OSI – Global Reports –

  • MIL-OSI Europe: Angelus of the Second Sunday of Lent

    Source: The Holy See

    The following is the text prepared by the Holy Father Francis for the Angelus of this second Sunday of Lent:

    Text prepared by the Holy Father

    Dear brothers and sisters, happy Sunday!
    Today, the second Sunday of Lent, the Gospel tells us about the Transfiguration of Jesus (Lk 9:28-36). Having climbed to the top of a mountain with Peter, James and John, Jesus immerses Himself in prayer and becomes radiant with light. In this way, He shows the disciples what is hidden behind the gestures He performs in their midst: the light of His infinite love.
    I am sharing these thoughts with you while I am facing a period of trial, and I join with so many brothers and sisters who are sick: fragile, at this time, like me. Our bodies are weak but, even like this, nothing can prevent us from loving, praying, giving ourselves, being for each other, in faith, shining signs of hope. How much light shines, in this sense, in hospitals and places of care! How much loving care illuminates the rooms, the corridors, the clinics, the places where the humblest services are performed! That is why I would like to invite you, today, to join me in praising the Lord, who never abandons us and who, in times of sorrow, places people beside us who reflect a ray of His love.
    I thank you all for your prayers, and I thank those who assist me with such dedication. I know that many children are praying for me; some of them came here today to “Gemelli” as a sign of closeness. Thank you, dearest children! The Pope loves you and is always waiting to meet you.
    Let us continue to pray for peace, especially in the countries wounded by war: tormented Ukraine, Palestine, Israel, Lebanon, Myanmar, Sudan, and the Democratic Republic of the Congo.
    And let us also pray for the Church, required to translate into concrete choices the discernment made in the recent Synodal Assembly. I thank the General Secretariat of the Synod, which over the coming three years will accompany the local Churches in this undertaking.
    May the Virgin Mary keep you and help you to be, like Her, bearers of Christ’s light and peace.

    MIL OSI Europe News –

  • MIL-OSI Global: Many of history’s deadliest building fires have been in nightclubs. Here’s why they’re so dangerous

    Source: The Conversation – Global Perspectives – By Milad Haghani, Associate Professor & Principal Fellow in Urban Risk & Resilience, The University of Melbourne

    A fire at a nightclub in North Macedonia has killed at least 59 people and injured more than 150. The blaze broke out at the Pulse nightclub in Kočani, where around 500 people were attending a concert.

    Witnesses reported that pyrotechnics used during the performance ignited the ceiling, causing flames to spread rapidly.

    Authorities have arrested 20 people so far, including the club’s manager. Investigations continue. The North Macedonian government has declared a seven-day mourning period.

    While building fires are not limited to nightclubs, many of the most devastating building fires in history have happened in nightclubs around the world. So why are nightclubs such a risky place for deadly fires?

    A long history of nightclub fires

    A look at past nightclub fires shows just how common and deadly they’ve been in the past 100 years. We identified at least 24 nightclub fires where ten or more people died since 1940.

    Collectively, these 24 incidents account for at least 2,800 deaths, with nearly 1,300 in the 21st century alone.

    The Cocoanut Grove fire (Boston, 1942) remains the deadliest on record, killing 492 people. The club’s flammable decorations and locked exits turned what should have been an ordinary night out into one of the worst fire disasters in history.

    In Argentina, the República Cromañón fire killed 194 people in 2004, caused by pyrotechnics igniting flammable materials inside the club.

    The Kiss nightclub fire in Brazil in 2013 was even deadlier, claiming 242 lives.

    More recently, Thailand’s Mountain B nightclub fire killed 23 people in 2022.

    And in 2023, 13 people died in a fire at the Fonda Milagros nightclub in Spain.

    Now, North Macedonia’s Pulse nightclub joins this long list.

    Why are nightclubs so risky for fires?

    A review of past nightclub fires we’ve collated in our database reveals common patterns. Two key factors have contributed to the frequency and severity of these fire disasters.

    1. Pyrotechnics, fireworks and flammable materials

    One of the most common causes of nightclub fires has been the use of pyrotechnics in enclosed spaces. Pyrotechnics are controlled chemical reactions designed to produce flames, smoke, or light effects.

    They have been involved in at least six of the deadliest nightclub fires, including the recent Pulse nightclub fire in North Macedonia, as well as The Station (United States, 2003), Kiss (Brazil, 2013), Colectiv (Romania, 2015), Lame Horse (Russia, 2009) and República Cromañón (Argentina, 2004).

    When used indoors, pyrotechnics can easily ignite flammable ceiling materials, acoustic foam, or decorations.

    In some cases, fireworks – which are different from stage pyrotechnics and sometimes illegally used indoors – have played a role. The Lame Horse nightclub fire, which killed 156 people in Russia in 2009, was caused by a spark from fireworks igniting a low ceiling covered in flammable plastic decorations.

    Even when fires don’t start from pyrotechnics or fireworks, the materials used in nightclub interiors can rapidly turn a small fire into a major disaster.

    Foam insulation, wooden panelling, plastic decorations and carpeted walls have all been key factors in past nightclub fires. In Cocoanut Grove (Boston, 1942), artificial palm trees and other flammable decorations accelerated the blaze.

    2. Overcrowding and blocked or insufficient exits

    Evacuation failures have been a factor in nearly every major nightclub fire.

    In some instances, crowds may not immediately recognise the severity of the situation, especially if they mistake alarms for false alarms or special effects (for example, smoke machines, loud music).

    Further, patrons could be intoxicated due alcohol or other drugs. Intoxication combined with potential disorientation due to dim lighting can further reduce judgement during an evacuation.

    Clearly, the best way to protect patrons is to prevent a fire from breaking out in the first place. But in settings where fire risks are inherently high, the ability to evacuate people swiftly is crucial.

    Nightclubs, however, have a poor track record when it comes to evacuation safety measures.

    Nightclubs are among the most crowded indoor spaces. While crowd density is part of a nightclub’s design and atmosphere, overcrowding beyond legal capacity is common.

    A crowd that has gradually gathered over several hours must suddenly evacuate in seconds or minutes to survive a fire. This is made more difficult by narrow hallways and limited exits, which quickly become bottlenecks when hundreds of people attempt to escape at once.

    What’s more, not all exits are always accessible during a fire. In several past nightclub disasters, locked or obstructed emergency exits have significantly worsened the death toll.

    Minimising the risks

    Nightclubs are uniquely vulnerable to fires due to a combination of structural risks, unsafe materials, overcrowding and regulatory failures.

    While human behaviour plays a role in how fires unfold in confined spaces such as nightclubs, people should be able to go for a night out and expect to come home safely.

    Regulatory oversight must ensure strict compliance with fire codes. Venues should have fire suppression systems (such as sprinklers, fire extinguishers and smoke detectors) to control or contain fires before they spread, and adequate exits.

    Nightclubs should ban indoor pyrotechnics and fireworks, as history has repeatedly shown their deadly consequences.

    Capacity limits must be enforced, and emergency exits should always be accessible.

    Australia has strict fire safety regulations for nightclubs, with venues required to have fire suppression systems, emergency exits and trained staff to manage fire risks.

    Public awareness is also key. Patrons need to understand the real risk of fires in nightclubs, and be prepared to evacuate swiftly but calmly if danger arises.

    Ruggiero Lovreglio receives funding from Royal Society Te Apārangi (NZ) and National Institute of Standards and Technology (USA).

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

    – ref. Many of history’s deadliest building fires have been in nightclubs. Here’s why they’re so dangerous – https://theconversation.com/many-of-historys-deadliest-building-fires-have-been-in-nightclubs-heres-why-theyre-so-dangerous-252372

    MIL OSI – Global Reports –

  • MIL-OSI Banking: Inflation increased to 2.7 percent in February 2025

    Source: Bank of Botswana

    Headline inflation increased from 2.5 percent in January to 2.7 percent in February 2025, remaining below the lower bound of the medium-term objective range of 3 – 6 percent, and was lower than the 3.9 percent recorded in February 2024. The increase in inflation between January and February 2025 was mainly on account of the acceleration in the rate of annual price changes of most categories of goods and services, including Food & Non-Alcoholic Beverages, Alcoholic Beverages & Tobacco and Transport. Inflation for domestic tradeables increased from 4.6 percent to 4.8 percent between January and February 2025, mainly on account of an increase in food prices. Similarly, inflation for imported tradeables increased from 1.6 percent to 1.9 percent over the same period, mainly due to an increase in vehicle prices. As a result, all tradeables inflation rose from 2.4 percent to 2.7 percent between January and February 2025. Meanwhile, inflation for non-tradeables rose marginally from 2.5 percent to 2.6 percent in the same period.

    Similarly, the 16 percent trimmed mean inflation and inflation excluding administered prices increased from 2.2 percent and 3.5 percent to 2.4 percent and 3.8 percent, respectively, between January and February 2025.

    MIL OSI Global Banks –

  • MIL-OSI Banking: Development Asia: Climate Resilience in Asia’s Mega Deltas: A Spatial Approach to Adaptation Planning

    Source: Asia Development Bank

    Mekong Delta
    The Mekong Delta in Viet Nam has high agriculture productivity. The area is highly suitable for year-round rice cultivation, moderate to high suitability for watermelon, and seasonal suitability for maize. While its climatic and geographical conditions support year-round cropping, it faces considerable climate vulnerability.

    Adaptive capacity also varies significantly in the area due to social and economic challenges (Figure 2). Regions, such as Can Tho and Kien Giang, have relatively high capacity due to good literacy rates, infrastructure, market access, and low poverty. In contrast, much of the Mekong Delta exhibits low to medium capacity due to physical, human, and economic limitations and high exposure to climate risks. This combination creates vulnerability hotspots in northern Long An, coastal Bac Lieu, and large parts of Kien Giang and Ca Mau.

    Figure 2. Vulnerability Map of Mekong River Delta, Viet Nam

    Integration of adaptive capacity, climate hazard, and sensitivity analysis of rice for wet and dry seasons.
    Source: K. Nelson et al. Forthcoming. Spatial Analysis and Cost-Benefit Assessment of Climate Change Adaptation in Rice-Based Agrifood Systems of Select Asian Mega Deltas. IRRI and ADB.

    Crop diversification can improve income and nutrition. For example, combining rice with cash crops like watermelon generates one to two times the annual net income of double or triple rice cropping. In coastal zones, rice-shrimp integration yields nearly 50% more profit than traditional rice models, while rice-vegetable systems outperform triple rice. However, weak value chains, underinvestment in technology and logistics, climate-induced threats like pests and diseases, and competition for water resources between agriculture and aquaculture hinder the development and sustainability of mixed systems. The growing global shrimp market presents a significant opportunity to expand the shrimp sector.

    The situation is Cambodia is more precarious due to higher risks and lower adaptive capacity. Floods and droughts are more frequent, amplifying climate-related challenges. About half of the region, particularly in northern Kandal, Prey Veng, and Svay Rieng, has medium to high adaptive capacity, supported by stronger economic, human, and physical resources. However, areas like the southern districts of these provinces and Takeo are lagging behind. As a result, crop production in the northern and central parts of the delta is highly vulnerable due to low adaptive capacity and high-risk exposure.

    Diversifying through rice-watermelon and rice-fish systems can generate approximately three times the annual net revenue per hectare compared to single or double rice cropping. Despite this potential, Cambodia’s low to medium product quality limits its export competitiveness against neighboring countries like Viet Nam and Thailand. While there is growing domestic and export demand for watermelon, realizing its potential requires investment in transport, storage, and post-processing infrastructure. The aquaculture sector, which is currently underdeveloped and mainly reliant on captured fisheries, also requires significant investment.

    Ganges-Brahmaputra Delta
    The Ganges-Brahmaputra Delta in Bangladesh shows significant regional disparities in adaptive capacity. Figure 3 shows how this worsens vulnerability to climate risks such as drought, flood, and heat stress.

    Figure 3. Vulnerability Map of Ganges Delta, Bangladesh

    Integration of adaptive capacity and climate hazard and change in the suitability of rice for Boro, Aus, and Aman.
    Source: K. Nelson et al. Forthcoming. Spatial Analysis and Cost-Benefit Assessment of Climate Change Adaptation in Rice-Based Agrifood Systems of Select Asian Mega Deltas. IRRI and ADB.

    The delta is highly suitable for crop production, particularly rice, with varying suitability for irrigated and rainfed varieties. Watermelon and maize also demonstrate good potential across the region.

    However, the ability to adapt to the climate challenges is uneven. Areas with low adaptive capacity struggle due to physical, economic, and human capital deficits, as illustrated in Figure 3. This vulnerability is more pronounced in the eastern areas where serious climate problems and low adaptation capacity pose considerable risks. The central, northern, and southwestern areas also experience varying levels of vulnerability.

    To enhance resilience, diversification is a promising strategy. Cost-benefit analyses show that combining rice with cash crops like watermelon, sunflower, and vegetables or integrating rice-fish farming can substantially increase incomes. For example, rice-based systems that include sunflower or watermelon can double annual income compared to traditional single-rice cropping. Similarly, higher-value aquaculture and vegetable production can yield more than 50% net revenue.

    Despite these opportunities, Bangladesh remains a net importer of rice, hindered by outdated processing technologies that lead to low-quality output and, in some cases, negative returns for farmers. While the aquaculture sector has been expanding to meet domestic and international demand, it faces challenges such as difficult production conditions and stringent quality and safety standards in export markets. The fruit and vegetable sectors also remain underdeveloped and fall short of international standards.

    MIL OSI Global Banks –

  • MIL-OSI Banking: Asian Development Bank and Uzbekistan: Fact Sheet

    Source: Asia Development Bank

    ADB support in education and health care will be critical in developing Uzbekistan’s human capital. This year, ADB plans to commit to a new project involving science, technology, engineering, and math in secondary schools to equip students with relevant skills to succeed in an evolving and diverse labor market.

    Updated yearly, this ADB Fact Sheet provides concise information on ADB’s operations in the country and contact information.

    MIL OSI Global Banks –

  • MIL-OSI United Kingdom: Radical action plan to cut red tape and kickstart growth

    Source: United Kingdom – Executive Government & Departments

    News story

    Radical action plan to cut red tape and kickstart growth

    The Chancellor will meet top regulator bosses in Downing Street today (Monday 17 March) as she unveils an action plan to deliver on the pledge to cut the administrative cost of regulation on business by a quarter, make Britain the best place to do business and drive economic growth.

    • Chancellor meets regulators in Downing Street as she unveils action plan to cut red tape as part of Plan for Change to kickstart economic growth.

    • Radical shake up will boost infrastructure building by simplifying guidance to protect bat habitats that blocks vital new homes and infrastructure.

    • Business to save billions as more regulators are axed and core legal duties are streamlined.

    • Action plan comes alongside 60 growth-boosting measures from watchdogs designed to make it easier to do business in the UK and delivers on the Prime Minister’s pledge to cut administration costs for businesses by a quarter.

    The radical shake up will cut costly red tape that fails to deliver for local communities, such as hundreds of pages of guidance on protecting bat habitats – which goes far beyond legal requirements, needlessly costs businesses money and slows down planning decisions for major infrastructure projects.  

    A streamlined process for environmental regulations will also be put in place for major projects. This could include Lower Thames Crossing, subject to planning approval, as well as future schemes like Heathrow expansion. The new system will require just one point of contact and will end the merry-go-round of developers seeking planning approvals from multiple authorities who often disagree with each other.  

    This Action Plan will save businesses across the country billions of pounds by cutting the number of regulators, streamlining their core legal duties and cracking down on complexity in the regulatory system. 

    The Plan comes after the Prime Minister set out his vision for a more lean and agile state in a speech last week, abolishing the world’s biggest quango – NHS England – to scrap duplication and give more power and tools to local leaders so they can better deliver for their communities. The Prime Minister and Chancellor are clear that regulators must work for the people of Britain, not get in the way of progress.  

    Following weeks of intense negotiations, watchdogs have signed up to 60 growth boosting measures – including:  

    • Fast-tracking new medicines to market through a new pilot to provide parallel authorisations from key healthcare regulators, so that patients can access the medicine they need quicker;

    • Attracting more investment from international financial services firms by setting up a bespoke ‘concierge service’ to help them get to grips with UK regulations, making it easier to do business in the UK;

    • Paving the way for package deliveries by drone, as the Civil Aviation Authority permits at least two more large drone-flying trials in the coming months – which have already helped cut travel times for blood samples from 30 minutes down to 2 minutes between hospitals – and streamlines the regulatory process for manufacturing drones;

    • Allowing families to manage their spending safely as the Financial Conduct Authority reviews contactless payment limits, including the £100 cap on individual payments, while speeding up queues at checkout.

    • Support for homeownership as the Financial Conduct Authority simplifies mortgage lending rules, including making it easier to re-mortgage with a new lender and reduce mortgage terms.

    • Helping start-ups secure funding to grow through the Financial Conduct Authority issuing more notices where they are likely to approve applications from budding entrepreneurs.

    The government will continue to work closely with regulators to ensure they are regulating for growth, not just risk. Cabinet Ministers will report back to the Chancellor in the summer with further suggestions for streamlining the regulatory landscape and better regulation will be a key part of the upcoming Modern Industrial Strategy.    

    Chancellor of the Exchequer Rachel Reeves said: 

    “The world is changing and that’s why we must go further and faster to deliver on our Plan for Change to kickstart economic growth. Today we are taking further action to free businesses from the shackles of regulation. By cutting red tape and creating a more effective system, we will boost investment, create jobs and put more money into working people’s pockets.”  

    Business and Trade Secretary Jonathan Reynolds said: 

    “Unnecessary regulation chokes competition and stifles business – that’s why we’re taking action to unleash industry right across the UK to go for growth.  

    “With a regulatory system that encourages innovation and economic growth combined with our Industrial Strategy, our Plan for Change can make the UK the best place to startup, invest and thrive.”  

    Further pro-business measures announced today include cutting red tape that blocks new housing and infrastructure.  

    It should not be the case that to convert a garage or outbuilding you need to wade through hundreds of pages of guidance on bats.  Environmental guidance, including on protecting bats, will be looked at afresh. Natural England has agreed to review and update their advice to Local Planning Authorities on bats to ensure there is clear, proportionate and accessible advice available.  

    We will make it simpler and faster for projects to agree environmental permits, in some case removing them altogether for low-risk and temporary projects, putting an end to delays that can slow down decisions needed to get spades in the ground. Combined with the appointment of a single lead environmental regulator, this will speed up approvals and save businesses millions in time and resource.    The government will also consult on allowing regulators to be more agile in making sensible decisions on which low-risk activities should be exempt from environmental permits. This will allow them to focus on high-impact, high-priority areas, such as low-carbon infrastructure – while ensuring nature protections are not weakened.    

    These come alongside action to crack down on complexity in the UK regulatory system, with the Chancellor promising to significantly cut the number of regulators by the end of the Parliament to reduce overlap.    

    Regulators will be summoned for performance reviews twice a year from the relevant Secretary of State and will be judged against a set of targets agreed with the businesses they affect, which could how quickly they make decision on planning applications and new licenses for businesses and products. The regulators will immediately begin discussing these targets with businesses and publish them by June. 

    Following the decision to primarily consolidate the Payment Systems Regulator into the Financial Conduct Authority, the Regulator for Community Interest Companies will be folded into Companies House to avoid duplicative disclosure requirements for companies which provide a benefit to their community. Cabinet ministers will report back to the Chancellor by the summer with further suggestions to cut numbers and create a more effective system.  

    Major regulators will also have their legal duties slimmed down, so that they do not waste time satisfying redundant duties that do not align with their core purpose or the public’s priorities. This work will begin with the financial services regulators, energy watchdog Ofgem, water regulator Ofwat and the Office for Road and Rail.  

    The Treasury will also explore ways to streamline financial services regulators’ ‘have regards’ to improve predictability and business confidence. The role of the Financial Ombudsman Service will also be reviewed to ensure that it is acting as an impartial service that provides quick and predictable resolutions to disputes – not as a quasi-regulator.   

    The new system will also support businesses to innovate instead of putting obstacles in the way, led by Lord Willetts as Chair of the Regulatory Innovation Office (RIO). The RIO works with businesses and regulators to embed a pro-innovation regulatory system that enables ground-breaking new technologies to reach the market quicker.   

    The RIO is focused on ensuring regulation supports transformative applications of emerging technologies, for example using AI to improve the efficiency and accuracy of radiology reporting, and the use of engineering biology by world leading UK companies developing innovative foods like lab grown meats.  

    Stakeholder quotes: 

    Rain Newton-Smith, CEO of the CBI, said:   

    “The UK’s Gordian knot of regulations hinders investment with compliance costs that are too high, leaving us trailing the international competition. Today’s announcement signals a shift towards a more proportionate, outcomes based approach that should deliver more sustainable growth and investment.  

    “Smart, proportionate regulation could be the UK’s international calling card once more, bringing confidence and easing the burden on many sectors.   

    “This announcement builds on the welcome commitment from the Prime Minister to reduce the thicket of regulation, and it is critical that this approach is reflected across the board including finding a landing zone for the Employment Rights Bill that supports growth, investment, and jobs.” 

    Irene Graham OBE, CEO of the ScaleUp Institute, said: 

    “It is excellent to see the Government turning its Plan for Change into real practical action. 

    “Scaling businesses have long cited infrastructure constraints and regulatory hurdles as hampering their growth. The practical initiatives set out in this Action Plan on planning reforms, the fast tracking, simplifying and streamlining of regulatory approvals and processes, and the emergence of concierge services should collectively have a significant impact in propelling the growth of these innovative firms forward across every sector and local economy.  

    “We look forward to continuing to work with the government on the next steps of this pro-growth regulatory agenda.” 

    David Postings, Chief Executive of UK Finance, said: 

    “We need a regulatory environment that supports investment and is internationally competitive. I’ve been delighted to see the progress already made by government and regulators, who are listening to the ideas put forward by UK Finance and industry and taking bold action. Today’s announcement builds on that progress, most notably reviewing how the Financial Ombudsman Service operates. It currently acts as a quasi-regulator, which was not the original intention, and addressing this issue is a key one for our sector. I look forward to continuing to work with the government to ensure financial services helps deliver growth up and down the country.” 

    Debbie Crosbie, CEO of Nationwide, said: 

    “I welcome the government’s decisive action to deliver better regulation. Clear and predictable rules will help firms focus on growth and innovation for the benefit of consumers. The target to reduce the administrative cost of regulation by 25% could make a meaningful difference to the regulatory burden and economic growth.”  

    Craig Beaumont, Executive Director of the Federation of Small Businesses, said: 

    “Today’s announcement shows the Chancellor is willing to put in the hard yards to let businesses do what they do best. Business owners are not bureaucrats. The delays, time wasting and sheer stress from having to handle layers of poorly designed regulation makes it harder and harder for small businesses to grow, generate jobs and provide for their customers. 

    “Every month a project might be delayed makes it harder to go ahead, and every second wasted on unnecessary forms is time away from business, staff and family. We have made clear recommendations to CEOs of the regulators visiting No.10 today, to transform regulation so they help, not hinder, small business growth and investment.  This is a necessary pre-condition for increasing living standards, building a stronger economy and creating new jobs.” 

    Shevaun Haviland, Director General of the British Chambers of Commerce, said: 

    “This is an eye-catching package of measures which has a real potential to speed up decision-making and give businesses more certainty. 

    “Changes that would fast-track major infrastructure projects, such as the Lower Thames Crossing and Heathrow expansion, are especially welcome. 

    “Over half of firms tell us they are planning to raise prices, and with fresh uncertainty around tariffs, a 25 percent cut in the cost of regulation would be very welcome.” 

    Notes to editors 

    • The Action Plan can be found here. This sets out the strategic vision and actions that will be taken to create a regulatory system that drives growth while continuing to protect millions of people.

    • Regulators in attendance at the meeting:

    • Financial Conduct Authority

    • Prudential Regulation Authority

    • Environment Agency

    • Natural England

    • Medicines and Healthcare products Regulatory Agency

    • Health and Safety Executive

    • Information Commissioner’s Office

    • The Regulatory Innovation Office

    Updates to this page

    Published 17 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: First meeting of Great British Energy board members

    Source: United Kingdom – Executive Government & Departments

    Press release

    First meeting of Great British Energy board members

    Inaugural meeting of the Great British Energy start-up board takes place in Aberdeen to drive the UK’s clean energy future.

    • Great British Energy start-up board meet for the first time in Aberdeen 

    • Publicly owned company will drive forward the government’s Plan for Change and clean energy superpower mission, backed by £8.3 billion  

    Great British Energy’s start-up board members will meet in Aberdeen today (Monday 17 March) to discuss scaling up the company and kickstarting investments, to deliver the government’s Plan for Change and clean energy superpower mission. 

    Great British Energy is owned by the British people, for the British people, and will own and invest in clean energy projects across the UK to create good, skilled jobs and growth.    

    Energy Minister Michael Shanks will convene the meeting alongside Start-up Chair Juergen Maier and interim CEO Dan McGrail to discuss next steps for the organisation and building up an investment portfolio that will return a profit for the British people. 

    Great British Energy has already begun engaging with the market on potential collaborations to ensure it can quickly start delivering for the British taxpayer once it is fully established, backed by £8.3 billion over this Parliament.  

    Energy Minister Michael Shanks said: 

    We now have a fantastic team in place to lead Great British Energy and establish the company in Aberdeen. 

    By unlocking homegrown clean power projects, Great British Energy will support thousands of well-paid jobs in Scotland and across the country, and deliver energy security for the British people. 

    Today’s meeting of the new board members marks another step forward for the company as it gears up to make its first investments. 

    Great British Energy Start-up Chair Juergen Maier said: 

    We are working on a plan to invest in and deliver homegrown clean power, supporting the next generation of energy jobs.  

    We are already engaging with industry on exciting investment opportunities so we can hit the ground running once Great British Energy is fully established. 

    Together we will back British innovation and support the creation of thousands of jobs in clean energy projects and their supply chains in the North East of Scotland alone. 

    Interim Great British Energy CEO Dan McGrail said: 

    Great British Energy is perfectly placed to take advantage of the clean energy revolution for the benefit of the British people. As I take up post as interim CEO today, I’m pleased to bring our new board members together in Aberdeen to discuss our plans to invest in secure, homegrown clean power – unleashing jobs and crowding in private investment. 

    It follows the appointment of the interim CEO, five non-executive directors, and chair to the company’s start-up board. On Tuesday 18 March, Juergen Maier will convene a skills roundtable to work with industry to help oil and gas workers in north-east Scotland access opportunities in clean energy jobs. The roundtable is due to be attended by organisations including Skills Development Scotland, Scottish Trades Union Congress, Green Free Ports Cromarty and Leith, ETZ Ltd and Aberdeen & Grampian Chambers of Commerce.  

    Background

    Great British Energy start-up board members include: 

    • Chair of Great British Energy Juergen Maier 

    • Interim CEO of Great British Energy Dan McGrail 

    • Minister for Energy Michael Shanks 

    • Non-Executive Directors of Great British Energy: 

    • Frances O’Grady  

    • Frank Mitchell  

    • Kate Gilmartin  

    • Dr. Nina Skorupska CBE FEI  

    • Valerie Todd CBE

    Updates to this page

    Published 17 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Stay safe when you are down on the farm this Springtime

    Source: City of Wolverhampton

    To avoid illness and enjoy a fun day out the UK Health Security Agency advises people to:

    • always wash hands thoroughly with soap and warm running water immediately after contact with animals (including touching pens or fencing) and before eating or drinking – remember, hand gels and wipes do not kill these types of germs.
    • if a dummy drops on the ground, it will need sterilising.
    • when leaving a farm, boots, shoes and pushchair wheels should be washed, remembering to wash hands thoroughly with soap and water after cleaning.
    • after holding, or having any physical contact with an animal, wash clothing at 40 degrees centigrade or warmer.

    Councillor Jasbir Jaspal, the City of Wolverhampton Council’s Cabinet Member for Adults and Wellbeing, said: “As Springtime approaches, visiting farms and petting zoos is a fun activity for many of us, especially children and families.

    “When enjoying farm visits, it’s important to remember that some animals may carry germs that can be passed on to humans and cause unpleasant infections such as cryptosporidiosis, e-coli and salmonella. 

    “Bacteria from an animal’s body, environment or droppings can easily get on your hands after petting, cuddling or feeding, or even by simply touching their pens or fences. If you then touch your eyes, nose or mouth, it only takes a small amount to cause an infection.

    “These infections can make you unwell with symptoms including diarrhoea, vomiting, fever, nausea and body aches. For young children, pregnant women, elderly or immunocompromised people, these infections can be serious, so please take care when you are out and about this Spring.”

    Anyone who feels unwell or has any symptoms such as diarrhoea or vomiting within 2 weeks of visiting a farm is asked to contact their GP or call NHS 111 as soon as possible. Anyone who has bloody diarrhoea should seek immediate emergency medical attention.

    People who have experienced sickness or diarrhoea after visiting a farm could pass the illness on to others, so they should not attend work, school or nursery until they have been free of symptoms for at least 2 days. However, with infections from some bugs, extra tests may be needed to ensure they have fully recovered and will not pass on the infection to others.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: School where pupils go on ‘journey of self discovery’ rated Good

    Source: City of Wolverhampton

    Inspectors visited Evergreen Academy last month and, in their report published today (Monday 17 March, 2025), found that pupils leave the school ‘believing in themselves as learners and as individuals who can contribute positively to society’.

    Evergreen Academy’s new leadership team ‘has brought stability and many strengths to a range of areas’. Decisions are focused on the pupils because every person within the Shaw Education Trust and the school ‘is a staunch advocate’ for them. These factors ‘combine to make a positive and powerful difference to pupils’ experience, enjoyment and achievement’.

    The school has thought carefully about the needs and experiences of pupils while putting its curriculum together. Staff ‘value the support they receive’ to deliver it, and pupils are given the ‘skills, self belief and strategies to support their highly successful move to their next setting’.

    Inspectors say ‘a real strength’ is the school’s use of reflection sessions held at the end of each day. These are underpinned by relationships and respect and help pupils ‘grow in their skill of knowing right from wrong, not just in their behaviour and learning but also with their personal safety’.

    Pupils ‘speak highly of the difference that the school makes to them’, and feel safe, cared for and listened to. They ‘develop effective ways to manage their behaviour and emotions’, which helps them learn in class.

    The school also enables pupils to take part in a range of extra curricular activities and opportunities, with pupils shared proudly with inspectors how they learn to express themselves in different ways.

    Meanwhile, parents and carers ‘see and appreciate’ the positive difference that the school makes to their child, and their future.

    Inspectors concluded that Evergreen Academy has taken effective action to maintain the standards identified at its last inspection in 2019, when it was judged to be Good.

    Executive Headteacher Daniel Hartley said: “We are thrilled with this Ofsted report, which reflects the dedication and hard work of our entire school community.

    “This achievement would not have been possible without the support of our students, staff, and parents, as well as the guidance from Shaw Education Trust.  

    “I would also like to acknowledge the strong relationships we have with the SEND and Inclusion team at the City of Wolverhampton Council. Together, we have created an environment where every child can embark on a journey of self discovery and reach their full potential.”

    Councillor Jacqui Coogan, the City of Wolverhampton Council’s Cabinet Member for Children, Young People and Education, added: “Evergreen Academy is a pupil referral unit for vulnerable children and young people who are either at risk of exclusion or having been excluded. This is a fantastic report and demonstrates the brilliant level of support it is giving to pupils which is totally transforming their prospects.”

    MIL OSI United Kingdom –

  • MIL-OSI Russia: NSU students became prize winners at the XV Regional Olympiad in Surgery of the Siberian Federal District

    Translartion. Region: Russians Fedetion –

    Source: Novosibirsk State University – Novosibirsk State University –

    The Olympiad was held on February 26-28 at the Novosibirsk State Medical University. Talented students from all over the Siberian Federal District came to the event to compete in more than twenty contests, including tying surgical knots, kidney and nerve transplants, and operations on experimental animals.

    The Olympiad lasted three days. Two of them were devoted to performing various operations, and on the last day, participants were tested on their ability to tie knots at speed, and also looked through creative business cards.

    — In the future, I plan to connect my life with neurosurgery, and the Olympiad is a great place to meet colleagues and mentors, as well as further hone my skills, learn weak points in order to work on them. The most difficult thing was not even the operations themselves, since we worked on them for a long time, but in the moment to cope with anxiety, calm my hands so that they do not shake, find a way out if I made a mistake, but the team helps a lot with this, — admits Ekaterina Vasenina, a 4th-year student Faculty of Medicine and Psychology, NSU, which became a prize winner in the nominations “Plastic Surgery” and “Microvascular Anastomosis” as an operator.

    — I decided to take part because I dream of becoming a trauma surgeon, and since childhood, thanks to my father, I have been surrounded by the attributes of surgery in one way or another — surgical instruments were used at home on par with construction ones, medical cases were discussed at the table. When I found out that I had become a prize winner, to be honest, I squealed with joy and hurried to brag to my parents, grandparents. For me, participating in an Olympiad of this format was a debut, so I am very proud of myself and my team! Despite the fact that we gathered for training before the Olympiad, we never performed the entire operation “from start to finish” before the Olympiad, which is why our success was also a surprise. My team — Sergey and Yaroslav — are great, they got together and did what we had never managed to do during training. I am proud of them! We all tried hard, and this was reflected in the result we got – we deserved the prize place, said Sofia Eksharova, a 4th year student. Faculty of Medicine and Psychology, NSU, which became a prize winner in the nomination “Osteometallosynthesis” as an operator.

    Individual results for competitions in which NSU students won prizes:

    — Plastic surgery PSO: operator — E. Vasenina, assistant — D. Akhtyrtseva.

    — Osteometallosynthesis: operator — S. Eksharova, assistant — S. Balasov, nurse — Ya. Rusanov.

    — Microvascular anastomosis: operator — E. Vasenina, assistant — D. Akhtyrtseva.

    — It was both unexpected and joyful. I was an operator at 3 stages, but I was completely satisfied with my work only at one operation, it was with it that I took first place, in the remaining two I understood that there were moments that needed to be worked on, but for one of them I received third place, which, of course, was a pleasant moment, — shared Ekaterina Vasenina.

    For Ekaterina and Sofia, this was the first experience of participating in an Olympiad of such a scale, which gave them a ton of impressions, acquaintances and motivation to develop skills and knowledge.

    Congratulations to the guys on their victories!

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

    MIL OSI Russia News –

  • MIL-OSI Europe: ASIA/VIETNAM – Appointment of auxiliary bishop of Hung Hoá

    Source: Agenzia Fides – MIL OSI

    Saturday, 15 March 2025

    Vatican City (Agenzia Fides) – The Holy Father has appointed the Reverend Paul Nguyen Quang Dinh, until now vicar general of the diocese of Hung Hoá, Vietnam, responsible for Son Loc Cathedral and the diocesan liturgical Commission, as auxiliary bishop of the same diocese, assigning him the titular see of Voncaria.Msgr. Paul Nguyen Quang Dinh was born on 18 May 1973 in Son Thuy, in the diocese of Hung Hoá. He studied philosophy and theology at Saint Joseph Major Seminary in Hanoi.He was ordained a priest on 29 November 2005 for the diocese of Hung Hoá.After ordination, he first served as parish vicar of Du Ba in Hung Hoá (2006) and parish priest of Ngo Xa in Hung Hoá (2006-2009). He studied for a master’s degree in liturgy and sacramental theology at the Institut Catholique de Paris, France (2009-2016), and went on to hold the offices of parish priest of Yen Tap in Hung Hoá (2016-2019), and parish priest of Tuyên Quang in Hung Hoá (2019-2022).Since 2022 he has been vicar general and responsible for the Son Loc Cathedral and the liturgical Commission of the diocese of Hung Hoá. (Agenzia Fides, 15/3/2025)
    Share:

    MIL OSI Europe News –

  • MIL-OSI Europe: Angelus – Pope Francis from the Gemelli Hospital: “I join with so many brothers and sisters who are sick: Our bodies are weak but, even like this, nothing can prevent us from loving and praying”

    Source: Agenzia Fides – MIL OSI

    Sunday, 16 March 2025

    Vatican Media

    Rome (Agenzia Fides) – In the Transfiguration, “Jesus shows the disciples what is hidden behind the gestures He performs in their midst: the light of His infinite love,” reads Pope Francis’s text for the Angelus prayer, published by the Vatican this Sunday, referring to the Gospel for the second Sunday of Lent.”I am sharing these thoughts with you,” the Pope writes, “while I am facing a period of trial, and I join with so many brothers and sisters who are sick: fragile, at this time, like me. Our bodies are weak but, even like this, nothing can prevent us from loving, praying, giving ourselves, being for each other, in faith, shining signs of hope.””How much light shines,” the Bishop of Rome continues in his reflections, “in this sense, in hospitals and places of care! How much loving care illuminates the rooms, the corridors, the clinics, the places where the humblest services are performed! That is why I would like to invite you, today, to join me in praising the Lord, who never abandons us and who, in times of sorrow, places people beside us who reflect a ray of His love.”The Pope, whose condition is slowly but steadily improving according to medical reports, thanks “everyone for your prayers” and, he writes, “those who assist me with such dedication. I know that many children are praying for me; some of them came here today to “Gemelli” as a sign of closeness. Thank you, dearest children! The Pope loves you and is always waiting to meet you.”In the morning, around 500 children gathered in the square forecourt of the Gemelli Hospital, where the statue of John Paul II stands. This was a delegation of children of many nationalities, supported by UNICEF and the Caritas office of the Diocese of Aversa, who expressed their affection for the Pope in this way.From the hospital, Pope Francis asked again to continue “to pray for peace, especially in the countries wounded by war: tormented Ukraine, Palestine, Israel, Lebanon, Myanmar, Sudan, and the Democratic Republic of the Congo”. (F.B.) (Agenzia Fides, 16/3/2025)
    Share:

    MIL OSI Europe News –

  • MIL-OSI Europe: Unchanged global climate policies will cost India 19% and world 15% of GDP by 2050 | Interview with The Economic Times

    Source: Deutsche Bundesbank in English

    The interview was conducted by Deepshikha Sikarwar & Vinay Pandey.
    How do you see US president Donald Trump’s election weighing in on the entire climate debate?
    We are central bankers and supervisors, so we are non-political. We are data-dependent and science-based. We are here together to discuss the impact of climate and nature-related risks on our economies. Talking about climate change in general, there are two major risks: physical risks; meaning increasing numbers of droughts, floods, hurricanes and wildfires. And transition risks, which are the costs and consequences of the transition to net zero.
    If climate policy falls short then, of course, economic and financial risks will increase. That’s what central banks must look at. We analyze the data and see what kind of impact climate change has on the economy. That’s our job. We must deal with these risks, and we will address them, also towards governments.
    What does the withdrawal of the US Federal Reserve mean for NGFS and its agenda? 
    The NGFS was founded at the end of 2017. At that time, we were only eight members. Now we are 144. The Fed, as you just mentioned, left in January. Except for the US, none of the members have exited so far. Instead, thirteen new members have joined since I took over as NGFS Chair at the start of 2024. So, we are still a growing organization.
    And our agenda stays the same, because it has nothing to do with the exit of one member. If we see deregulation, if we see climate being taken off the policy agenda, then we might see increasing physical risk, meaning an acceleration of climate change. And that might mean that we even become more vocal on the risks we see.
    How do you see India’s progress? What more needs to be done?
    It’s not up to me to judge the stance and actions of our colleagues from the Reserve Bank of India. I just mentioned our latest update on the long-term scenarios about GDP being 15 % lower, worldwide, than in a world without climate change. For India, the GDP loss is even bigger. If the world keeps its current policies unchanged, global temperatures are expected to rise by three degrees Celsius (on average). And this could cost India roughly 19 % of GDP by 2050, compared to a world without climate change. So, for India, we show that climate change can have even more serious consequences than elsewhere. And, at the same time, the scenarios show that India is among those countries who would benefit the most from a global transition towards net zero emissions.
    You’ve said your actions are data dependent. What is the data telling us in terms of the economic impact of climate change? Because there is also a pushback.
    We are analytical powerhouses. Our climate scenarios are our flagship product. We have set up different long-term scenarios. For example, a current policy scenario or a fragmented world one, where climate policy is delayed, divergent and/or insufficient across the globe. Or a scenario where policy would bring us to a Paris-aligned world. We look at what those different climate scenarios mean in economic terms, for GDP, inflation, productivity, and so on.
    The fifth vintage of our long-term climate scenarios was published at the start of November last year. It told us that under the current policies scenario, global GDP will be 15 % lower globally in 2050 than it would be without climate change. This is a striking number, and in fact we have reason to believe that it doesn’t even show the full picture, because we do not yet have a full set of data. It does not reflect, for example, future sea level rises, or the kind of climate migration that we might see. When we have more data, we will get more insights, and the results might even change.
    What has the conversation been like at the plenary in the backdrop of the US exit and what is the assessment of the progress made so far?
    We’ve never seen such a strong commitment as we see here in India today. More than 100 people from over 60 countries came from all around the world to be here in person. Another 100 people participated virtually. We’ve never had so many senior level representatives from central banks and financial supervisors. We have more than 25 governors or deputy governors here in India at our annual meeting. 
    What we’ve reflected on today is how political headwinds, deregulation, impact our work. And our work stays the same, because we are non-political animals, and we stick to our mandates. With so many central banks from all over the world in our network, we all have different mandates. In emerging markets or developing countries, the mandates are often not as narrow as they are in, for example, Europe. So, we do have members with broader mandates. That allows them to do different things, such as promoting green finance or other financial sector development.
    Most central banks have initiated some sort of action on tackling climate change and its economic impact. What is your assessment of the progress and what more is needed?
    With 144 members from all over the globe, there are members at completely different stages, depending on when they started and how big their capacities are. Some members are very advanced, like the French, the Dutch, the UK, and there are those who have just started or are so small that they barely have capacity.
    What are the advanced central banks doing? They have started with climate stress testing in the banking sector. For example, in Europe, we have already done a few climate stress tests. In India, Brazil and many countries in Africa, you see that climate change strongly affects food prices. We also see, in some African countries for example, that energy prices are significantly affected by climate change. We cannot rely on past data or experiences; we need a forward-looking perspective. There’s a lot of uncertainty and non-linearity. So, we must work in terms of scenarios.
    When the NGFS was set up in December 2017, there were some central banks who thought, “oh my god, there’s climate change and we do not know at all whether this will affect our work, our mandates”. We thought, “this might be such a big threat that it’s better to collaborate, put together all the resources we have and to see what will come out”. This is why the NGFS was set up. Over the years, we have not only realized that climate change really matters to the economy but also confirmed that it affects our mandates.
    The whole idea of this network is that we share our knowledge amongst our members. This is the benefit of being a member of the NGFS. And we also produce public goods like the scenarios mentioned, which can be used by financial sector players and policymakers beyond the network.
    Different governments have different commitments to climate change and central banks have different mandates. Given that, how effective can this body be?
    Climate policy is not part of our mandate. What governments do is another thing. Of course, our analysis shows that if governments take less action on climate, it will have a huge impact on the economy, often also on inflation.
    You are right, central banks globally have a wide range of different tasks and mandates. But this is also the beauty of our network. 144 different organisations learn from each other. Many members – for example emerging markets – have a lot in common with each other. These countries often form groups among peers so that they can share experience and best practice.
    Any thinking on short-term scenario mapping?
    We will soon publish our short-term scenarios with a time horizon of three to five years, hopefully in the first half of the year. We think it is important to show what will happen within this time horizon.
    Not many care about 2050 and 2100. Not many of us work over this time horizon. If you are a CEO, your contract lasts 3‑5 years. If you’re a politician, you want to be re-elected within 3‑5 years. A scenario which tells you what might happen in 2050, of course, really matters for human beings. But, to tell the story to someone who thinks short term, you need also short-term scenarios.
    © The Times Group. All rigths reserved.

    MIL OSI

    MIL OSI Europe News –

  • MIL-OSI China: Booming blueberry industry elevates SW China’s Yunnan to global supplier

    Source: China State Council Information Office

    While blueberry bushes in most parts of China are just beginning to bloom, early-ripening varieties in southwestern Yunnan Province are already being harvested.

    Farmers are currently working tirelessly to pick and pack the fresh berries, which swiftly make their way to markets across China and beyond.

    Originally native to North America, blueberries have found a second home in China.

    In 2024, the country’s blueberry cultivation area surpassed 73,000 hectares, yielding around 500,000 tonnes of berries, making China one of the fastest-growing blueberry producers in the world. Yunnan Province, with its ideal climate and extended growing season, has emerged as a leading production hub, contributing about 30 percent of the national output.

    Thanks to its unique geographical conditions, abundant sunlight, significant temperature variations between day and night, Yunnan offers an optimal environment for blueberry cultivation. “Yunnan is a natural habitat for blueberries,” said He Jiawei, head of the Institute of Alpine Economic and Botany, Yunnan Academy of Agricultural Science.

    The province is home to 46 wild blueberry species — more than half of China’s total, making it one of the best production areas worldwide.

    The city of Mengzi in Honghe Hani and Yi Autonomous Prefecture is home to over 2,300 hectares of greenhouse-grown blueberry cultivation space, generating over 3 billion yuan (about 418.48 million U.S. dollars) in revenue and improving incomes and livelihoods for more than 20,000 local farmers.

    Min Hongwei set up a 12-hectare blueberry plantation base in Mile, another city in Honghe, last year. “During peak harvest season, our workforce jumps to over 150 people, most of whom are local villagers. They can earn at least 150 yuan per day, and some make as much as 300 yuan,” he said.

    Yunnan’s blueberry boom has attracted over 100 domestic and international companies to Honghe, creating jobs for more than 100,000 people. According to the province’s agricultural department, Yunnan’s blueberry cultivation area reached 16,660 hectares in 2024, producing 171,000 tonnes with an estimated industry value of 17 billion yuan.

    While Chinese blueberries were initially grown for domestic consumption, they are now making their mark on the international stage.

    Chen Canling, sales manager of Anmei, an agriculture and technology company, said the company had successfully entered the Malaysian market this year.

    “To meet export standards, we’ve implemented precision management throughout the supply chain from harvesting techniques to packaging and international logistics,” Chen said. “Our goal is to export 300 tonnes of blueberries this year.”

    “Every four days, we airfreight two tonnes of blueberries to Dubai,” said Wang Rui, chairman of Fengji, an agricultural development company, adding that customers in Dubai can enjoy fresh blueberries from Yunnan in about 40 hours.

    China’s blueberry exports are rapidly gaining momentum. According to Kunming Customs, in 2024, the customs office in Mengzi supervised the export of 1,425 tonnes of blueberries, accounting for over half of China’s total blueberry exports and making it the country’s top blueberry exporter.

    “Since China first exported homegrown blueberries to Russia in 2020, they have reached more than 10 countries and regions, highlighting the immense market potential of Chinese blueberries,” said Li Yadong, a professor at Jilin Agricultural University. 

    MIL OSI China News –

  • MIL-OSI: 4BIO Capital Portfolio Company Araris Biotech to be Acquired by Taiho Pharmaceutical for up to USD 1.14 billion

    Source: GlobeNewswire (MIL-OSI)

    Press Release

    4BIO Capital Portfolio Company Araris Biotech to be Acquired by Taiho Pharmaceutical for up to USD 1.14 billion

    • Araris will receive USD 400 million upfront, with the potential for additional near-term and long-term milestone payments of up to USD 740 million
    • 4BIO Capital led the Series A in 2022, following its first investment in the Seed in 2020

    London, United Kingdom, 17 March 2025 – 4BIO Capital (“4BIO” or “the Group”), an international venture capital firm unlocking the treatments of the future by investing in advanced therapies and other emerging technologies, today announces that its portfolio company, Araris Biotech AG (“Araris” or “the Company”), a Swiss oncology biotech company developing next-generation antibody drug conjugates (ADCs) has entered into an agreement to be acquired by Taiho Pharmaceutical Co., Ltd (“Taiho Pharmaceutical”). The acquisition follows a research collaboration between Taiho Pharmaceutical and Araris signed in November 2023 and is expected to be completed in the first half of 2025.

    Under the terms of the agreement, Taiho Pharmaceutical will pay a USD 400 million upfront, with the potential for additional milestone payments of up to USD 740 million, and for a total amount of up to USD 1.14 billion.

    Araris has been an investment out of 4BIO Capital Fund II, and the 4BIO team is proud to have actively supported the fast development and acquisition since the initial investment in 2020. In early 2020, 4BIO Capital recognised the significant potential of next-generation ADCs, however came to the conclusion that linker technologies needed to be improved to take the field to the next level. The 4BIO team subsequently identified Araris as the best-in-class linker-payload ADC platform to address the shortcomings of current generation ADCs. The Company’s AraLinQ™ technology enables the attachment of multiple, synergistic cancer-fighting payloads to a single antibody in an efficient one-step process, whilst ensuring long-term stability and safety of the resulting ADC, as well as increased antitumour effect compared to conventional ADCs. 4BIO Capital supported the company in the development of AraLinQ™ and its proprietary pipeline, leading its Series A in 2022 and supporting the company through multiple large pharma partnerships both as an investor and from the Board with Managing Partner Dima Kuzmin as Chairman, and Brian McVeigh and Dr Therese Liechtenstein as Board Observers.

    Araris is advancing three products for the treatment of haematological and solid tumours developed using its unique AraLinQ™ technology, all of which are currently in the preclinical stage. These products are anticipated to enter into clinical trials between 2025 and 2026 and will benefit from Taiho Pharmaceutical’s clinical development expertise.

    Dr Dmitry (Dima) Kuzmin, Managing Partner at 4BIO Capital and Chairman of Araris, commented, “The success of Araris is a perfect example of the 4BIO Capital playbook. We identified the technological hurdle that needed to be overcome to empower an up-and-coming drug class, identified the best science and the people to solve it and, alongside Araris’ management team, supported the company to secure multiple pharma partnerships, develop its own pipeline and now become part of the Taiho group. This acquisition confirms Araris’ position as one of the most exciting ADC companies in the market and has the potential to return over two times the fund to 4BIO Ventures II investors, further validating our science-driven, high conviction seed investment strategy.”

    Dr Dragan Grabulovski, Chief Executive Officer and co-founder of Araris added, “We sincerely appreciate the support of Dima and the entire team at 4BIO in shaping our company, advancing our science, and helping us reach this important milestone. It’s the kind of investor that brings not only money to the table but also valuable strategic guidance, a network of industry connections, and a shared vision for transforming cancer treatment. Araris has developed a unique ADC technology that delivers different cancer-fighting drugs directly to tumours with high precision. This approach allows multiple treatment methods to work together at the same time while reducing harmful side effects. We are excited to join forces with Taiho Pharmaceutical whose deep expertise in oncology will be instrumental in accelerating the clinical development of our promising ADC candidates for both haematological and solid tumours.”

    Philippe Fauchet OBE, Venture Partner at 4BIO Capital added, “We are delighted to see a seed investment we made in Europe find a skilled partner in a pioneering Japanese pharma company and are very happy to have facilitated the closer partnership. This deal further validates our strategy of building strong bridges between the Japanese and European biotech and pharma companies, which we believe will bring significant benefits to both ecosystems.”

    Details of the acquisition can be found in the press release from Araris and Taiho Pharmaceutical here.

    – End –

    Contacts

    4BIO Capital +44 (0) 203 427 5500
    info@4biocapital.com
       
    ICR Healthcare
    Amber Fennell, Jonathan Edwards, Kris Lam    		 +44 (0)20 3709 5700
    4biocapital@icrhealthcare.com

    About 4BIO Capital

    4BIO Capital (“4BIO”) is an international venture capital firm focused on investing in advanced therapies, including genomic medicines and other emerging technologies, to unlock the treatments of the future. 4BIO’s objective is to invest in, support, and grow early-stage companies developing treatments in areas of high unmet medical need, with the ultimate goal of ensuring access to these potentially curative therapies for all patients. Specifically, it looks for viable, high-quality opportunities in cell and gene therapy, RNA-based therapy, targeted therapies, and the microbiome. The 4BIO team comprises leading advanced therapy scientists and experienced life science investors who have collectively published over 250 scientific articles in prestigious academic journals including Nature, The Lancet, Cell, and the New England Journal of Medicine. 4BIO has both an unrivalled network within the advanced therapy sector and a unique understanding of the criteria that define a successful investment opportunity in this space. For more information, connect with us on LinkedIn and Twitter @4biocapital and visit www.4biocapital.com.

    About Araris Biotech AG

    Araris Biotech is a leading independent company pioneering the future of antibody-drug conjugates (ADCs) and redefining the entire paradigm of targeted cancer therapy and beyond. Araris’ vision is a world without chemotherapy and its proprietary conjugation and groundbreaking multi-payload technology represents a quantum leap forward in ADC design, enabling the transformation of any antibody into an ADC with the goal of better safety and efficacy. By enabling the attachment of multiple, synergistic cancer-fighting payloads to a single antibody in an efficient one-step process, Araris is creating a new generation of smart missiles that deliver the potency of combination chemotherapy in a targeted fashion in order to tackle the persistent challenges of cancer resistance. Araris’ investors include 4BIO Capital, b2venture, Pureos Bioventures, Redalpine, Schroders Capital, VI Partners, Wille AG, Institute for Follicular Lymphoma Innovation and Samsung Ventures.

    For more information about our science and pipeline, please visit https://www.ararisbiotech.com

    About Taiho Pharmaceutical Co., Ltd.

    Taiho Pharmaceutical, a subsidiary of Otsuka Holdings Co., Ltd. (https://www.otsuka.com/en/), is an R&D-driven specialty pharma focusing on the fields of oncology and immune-related diseases. Its corporate philosophy takes the form of a pledge: “We strive to improve human health and contribute to a society enriched by smiles.” In the field of oncology, in particular, Taiho Pharmaceutical is known as a leading company in Japan for developing innovative medicines for the treatment of cancer, a reputation that is rapidly expanding through their extensive global R&D efforts. In areas other than oncology, as well, the company creates and markets quality products that effectively treat medical conditions and can help improve people’s quality of life. Always putting customers first, Taiho Pharmaceutical also aims to offer consumer healthcare products that support people’s efforts to lead fulfilling and rewarding lives. For more information about Taiho Pharmaceutical, please visit https://www.taiho.co.jp/en/

    The MIL Network –

  • MIL-OSI China: China’s industrial production maintains growth momentum on robust manufacturing

    Source: China State Council Information Office

    China’s industrial production saw steady growth in the first two months of this year, driven by robust manufacturing performance and the sustained effect of combined macro policies, official data showed on Monday.

    China’s value-added industrial output, an important economic indicator, went up 5.9 percent year on year during the January-February period, up 0.1 percentage points from the full-year growth rate of 2024, according to the National Bureau of Statistics (NBS).

    The overall industrial output expansion, fuelled by the robust performance of the equipment manufacturing sector, was achieved despite a high comparative base during the same period last year, NBS spokesperson Fu Linghui told a press conference.

    In terms of sectors, the value-added of mining increased by 4.3 percent, manufacturing by 6.9 percent, and the production and supply of electricity, thermal power, gas and water by 1.1 percent during the period, according to the data.

    The value-added output of the equipment manufacturing sector rose by 10.6 percent year on year, an increase of 2.9 percentage points from the full-year growth rate of last year, providing strong support for the stable growth of overall industrial production, the data showed.

    “Amid the accelerating integration of technological and industrial innovation, cutting-edge technologies such as information technology and artificial intelligence are increasingly driving industrial transformation, becoming new growth drivers for industrial development,” Fu said.

    The high-tech manufacturing sector saw a stellar performance, with its value-added output climbing 9.1 percent year on year. The production of industrial robots and integrated circuit wafers increased by 27 percent and 19.6 percent, respectively, according to Monday’s data.

    China’s new energy industries have experienced strong growth, with new energy vehicle production surging 47.7 percent year on year and lithium-ion power battery output for automobiles rising 37.5 percent from the previous year, according to Fu.

    The industrial output is used to measure the activity of large enterprises, each with an annual main business turnover of at least 20 million yuan (about 2.79 million U.S. dollars).

    Fu noted that more proactive and effective macro policies, coupled with breakthroughs in technologies such as artificial intelligence, have driven an improvement in corporate expectations. Last month, the purchasing managers’ index for the manufacturing sector came in at 50.2, up 1.1 percentage points from the previous month and surpassing the boom-or-bust line of 50.

    Despite steady industrial production growth, some enterprises are experiencing poor profitability due to structural imbalances in market supply and demand, Fu said, stressing the need to foster the integrated development of technological and industrial innovation and enhance corporate operations.

    MIL OSI China News –

  • MIL-OSI: Final Results for the Year-Ended December 31, 2024

    Source: GlobeNewswire (MIL-OSI)

    Diversified Achieves Strong Final Year-End 2024 Results, Delivers on Capital Allocation Promises, and Introduces 2025 Combined Company Outlook

    2024 Achievements Position Diversified on a Meaningful Path Forward as a Stronger and Larger Company

    Executed Approximately $2 Billion of Acquisitions in an Advantageous Pricing Environment

    Third year of Consistent Operating Costs Despite Broader Industry and Inflationary Pressures

    Maverick Integration Anticipated to Provide Meaningful Financial and Operational Benefits to Drive Free Cash Flow Acceleration

    Created a PDP Solution for Upstream Peers to Facilitate Operated Acquisitions with an Undeveloped Inventory Focus

    BIRMINGHAM, Ala., March 17, 2025 (GLOBE NEWSWIRE) — Diversified Energy Company PLC (LSE: DEC; NYSE: DEC) is pleased to announce its operational and final audited results for the year ended December 31, 2024.

    Diversified remains a differentiated key player in acquiring and building a portfolio of assets through value-accretive transactions while simultaneously unlocking hidden value through its unique operational framework, strategic development partnerships, and growing adjacent business segments, including coal mine methane (CMM), energy marketing and well-retirement. By completing over $4.0 billion of acquisitions since its public listing in 2017, Diversified has built a large-scale integration and operating company that remains focused on delivering de-risked, reliable cash flow for its shareholders. With the combination of maturing assets and M&A activity leading to growth-oriented E&P’s recycling capital through divestment, there remains an ample opportunity set for Diversified’s continued growth. Additionally, with most upstream acquisitions today focusing on increasing undeveloped inventory, Diversified provides a creative and actionable solution as the PDP purchasing partner for those E&P’s that only value inventory.

    Only Publicly Traded Champion of the PDP Subsector with Unique Strategic Advantages

    • Large Operational Scale: Multiple geographies in core basins including Western Anadarko (largest producer), Permian, Appalachia, Barnett and Ark-La-Tex with commodity product diversification
    • Vertical Integration: In-house marketing, extensive midstream network, wholly-owned processing infrastructure, and a well retirement business segment
    • Leading Technology Platform: 100% cloud architecture, supporting well level data capture, information for actionable production optimization, and real-time monitoring which mitigates production downtime
    • Beneficial Financing Solution: Demonstrated ability to access numerous capital solutions, including investment grade, low-cost Asset Backed Securities, commercial banking facilities and equity investment partners
    • Flexible Capital Allocation: shareholder returns-focused model prioritizing Free Cash Flow for systematic debt reduction, fixed dividend payments, opportunistic share repurchases, and accretive acquisitions
    • Proven Process to Capture Synergies: established integration playbook and sophisticated corporate infrastructure provides considerable expense savings and unlocks sustainable value

    Delivering Consistent and Reliable Results in 2024        

    • Delivered average net daily production: 791 MMcfepd (132 MBoepd)
      • December exit rate of 864 MMcfepd (144 MBoepd)
    • Year end 2024 reserves of 4.5 Tcfe (747 MMBoe; PV10 of $3.3 billion(b))
    • Total Revenue, inclusive of hedges of $946 million(e), net of $151 million in commodity cash hedge receipts that supplemented Total Revenue of $795 million
    • Operating Cash Flow of $346 million; Net loss of $87 million, inclusive of $141 million tax-effected, non-cash unsettled derivative fair value adjustments
    • Adjusted EBITDA of $472 million(c); Adjusted Free Cash Flow of $211 million(d)
      • 2024 Adjusted EBITDA Margin of 51%(c)
      • 2024 Adjusted Operating Cost per unit of $1.70/Mcfe ($10.22/Boe)

    Achieving Expectations

    • Recommend a final quarterly dividend of $0.29 per share
    • Generated $49 million of cash proceeds through land sales and Coal Mine Methane Revenues
    • Retired over $200 million in debt principal through amortizing debt payments
    • Returned $105 million to shareholders, including $21 million in share buybacks(h)
    • Completed $585 million (gross) in strategic and bolt-on acquisitions during 2024
    • Retired 202 Diversified wells in Appalachia, marking third consecutive year to exceed 200 wells
    • OGMP Gold Standard and MSCI AA Rating for third and second consecutive year, respectively
    • Decreased Scope 1 methane intensity to 0.7 MT CO2e per MMcfe, a 13% reduction from 2023

    Powerful Step Forward

    • Closed transformative $1.3 billion acquisition of Maverick Natural Resources (“Maverick”)
      • Largest Producer in the Western Anadarko Basin (WAB)
      • Entry into the Permian basin
      • Expecting to achieve over $50 million in annual synergies by year-end 2025
    • Closed the accretive bolt-on acquisition of assets from Summit Natural Resources
      • Anticipate over 300% increase in cash flow from CMM environmental credit sales in the next 24 months
    • Developed a unique partnership to create an innovative, reliable, net-zero data center power solution
    • Enhancing free cash flow growth in 2025 by advantageously added natural gas hedges (related to ABS & recent acquisitions) and planning approximately $40 million from the divestiture of undeveloped leasehold during the first half of 2025

    CEO Rusty Hutson, Jr. commented:

    “Our over 1,600 women and men of Diversified remain the driving force behind our strong operational and financial performance in 2024. Whether it’s natural gas to power the technology of the future or the everyday needs of families and businesses across our operating region, Diversified provides the reliable and sustainable energy needed, and we continue to invest in growing our business while expanding our opportunity set of cash flow generation through verticals in a variety of end markets.

    We have built a Company that remains highly focused on long-term value creation through the growth of our platform and our ability to leverage vertical integration and scale to operate a structurally and dependably higher-margin business that delivers de-risked, consistent cash flow. Our focused strategy, disciplined leadership team, sound operating practices, and the strong demand for natural gas provide us with momentum as we begin the year and the confidence to achieve our full-year 2025 expectations while executing against our capital allocation strategy. We are starting the year in a position of strength as a bigger, better business, and there has never been a more exciting time for our Company and the energy industry. We feel privileged to be at the heart of the energy renaissance as the Right Company at the Right Time to help provide essential energy needs.”

    Combined Company 2025 Outlook

    Following the recently completed acquisition of Maverick, Diversified expects to realize significant operational synergies associated with a larger, consolidated position in Oklahoma and the ability to improve the overall cost structure of the Maverick Natural Resources assets while continuing to prioritize returns and Free Cash Flow generation.

    The following outlook incorporates a nine-month contribution from the recently acquired Maverick.

      2025 Guidance
    Total Production (Mmcfe/d) 1,050 to 1,100
    % Liquids ~25%
    % Natural Gas ~75%
    Total Capital Expenditures (millions) $165 to $185
    Adj. EBITDA1 (millions) $825 to $875
    Adj. Free Cash Flow1 (millions) ~$420
    Leverage Target 2.0x to 2.5x
    Combined Company Synergies (millions) >$50
    1 Includes the value of anticipated cash proceeds for 2025 land sales
     

    Posting of 2024 Annual Report and Notice of Annual General Meeting

    Diversified has published to the Company’s website its 2024 Annual Report and Notice of AGM, along with the form of proxy for the AGM. These documents can be viewed or downloaded from Diversified’s website at https://ir.div.energy/financial-info.

    The Company has also provided copies of these documents to the National Storage Mechanism that, in accordance with UK Listing Rule 6.4.1R, will be available for inspection at https://data.fca.org.uk/#/nsm/nationalstoragemechanism.

    Annual General Meeting Arrangements

    The Company’s AGM will be held on April 9, 2025 at 1:00pm BST (8:00am EDT) at the offices of FTI Consulting, 200 Aldersgate, Aldersgate Street, London EC1A 4HD.

    Presentation and Webcast

    DEC will host a conference call today at 12:30 pm GMT (8:30am EDT) to discuss these results. The conference call details are as follows:

    A corporate presentation will be posted to the Company’s website before the conference call. The presentation can be found at https://ir.div.energy/presentations.

    Footnotes:

    (a) Corporate decline rate of ~10% calculated as the change in average daily production for the month of December 2023 (775 MMcfepd), adjusted for the impact of acquisitions and divestitures occurring during the 2024 calendar year, to the average daily production for the month of December 2024.
    (b) Based on the Company’s year-end PDP reserves and using 10-year NYMEX strip, as at December 31, 2024.
    (c) Adjusted EBITDA represents earnings before interest, taxes, depletion, and amortization, and includes adjustments for items that are not comparable period-over-period; As presented, Adjusted EBITDA includes the impact of the accounting basis for land sales; Adjusted EBITDA Margin represents Adjusted EBITDA (excluding the adjustment for the accounting basis on land sales) as a percent of Total Revenue, Inclusive of Settled Hedges; For purposes of comparability, Adjusted EBITDA Margin excludes Other Revenue of $16 million and Lease Operating Expense of $19 million in 2024 associated with Diversified’s wholly owned plugging subsidiary, Next LVL Energy. For more information, please refer to Non-IFRS Measures, below.
    (d) Free Cash Flow represents net cash provided by operating activities less expenditures on natural gas and oil properties and equipment and cash paid for interest; As used herein, Adjusted Free Cash Flow represents Free Cash Flow, plus cash proceeds from undeveloped acreage sales; For more information, please refer to Non-IFRS Measures, below.
    (e) Calculated as total revenue recorded for the period, inclusive of the impact of derivatives settled in cash. For more information, please refer to Non-IFRS Measures, below.
    (f) Calculated as the availability on the Company’s Revolving Credit Facility (“SLL”) and cash on hand (unrestricted)of December 31, 2024; Does not include the impact of Letters of Credit.
    (g) Net Debt-to-Adjusted EBITDA, or “Leverage” or “Leverage Ratio,” is measured as Net Debt divided by Pro Forma Adjusted EBITDA; Pro forma adjusted EBITDA includes adjustments for the year ended December 31, 2024 for the annualized impact of acquisitions completed during the year. Net Debt calculated as of December 31, 2024 and includes total debt as recognized on the balance sheet, less cash and restricted cash; Total debt includes the Company’s borrowings under the Company’s Revolving Credit Facility (“SLL”) and borrowings under or issuances of, as applicable, the Company’s subsidiaries’ securitization facilities. For more information, please refer to Non-IFRS Measures, below.
       

    For Company-specific items, refer also to the Glossary of Terms and/or Alternative Performance Measures found in Diversified’s 2024 Annual Report

    For further information, please contact:  
    Diversified Energy Company PLC +1 973 856 2757
    Doug Kris dkris@dgoc.com
    www.div.energy  
       
    FTI Consulting dec@fticonsulting.com
    U.S. & UK Financial Public Relations  
       

    About Diversified Energy Company PLC

    Diversified is a leading publicly traded energy company focused on natural gas and liquids production, transport, marketing, and well retirement. Through our differentiated strategy, we acquire existing, long-life assets and invest in them to improve environmental and operational performance until retiring those assets in a safe and environmentally secure manner. Recognized by ratings agencies and organizations for our sustainability leadership, this solutions-oriented, stewardship approach makes Diversified the Right Company at the Right Time to responsibly produce energy, deliver reliable free cash flow, and generate shareholder value.

    Important Notices

    This announcement may contain certain forward-looking statements, beliefs or opinions, with respect to the financial condition, results of operations and business of the Company, and its wholly owned subsidiaries (“the Group”) following the Maverick Acquisition. These statements, which contain the words “anticipate”, “believe”, “intend”, “estimate”, “expect”, “may”, “will”, “seek”, “continue”, “aim”, “target”, “projected”, “plan”, “goal”, “achieve”, “outlook” and words of similar meaning, reflect the Company’s beliefs and expectations and are based on numerous assumptions regarding the Company’s present and future business strategies and the environment the Company and the Group will operate in and are subject to risks and uncertainties that may cause actual results to differ materially. No representation is made that any of these statements or forecasts will come to pass or that any forecast results will be achieved. Forward-looking statements involve inherent known and unknown risks, uncertainties and contingencies because they relate to events and depend on circumstances that may or may not occur in the future and may cause the actual results, performance or achievements of the Company or the Group to be materially different from those expressed or implied by such forward looking statements. Many of these risks and uncertainties relate to factors that are beyond the Company’s or the Group’s ability to control or estimate precisely, such as future market conditions, currency fluctuations, the behaviour of other market participants, the actions of regulators and other factors such as the Company’s or the Group’s ability to continue to obtain financing to meet its liquidity needs, changes in the political, social and regulatory framework in which the Company or the Group operate or in economic or technological trends or conditions, and the Company’s or Group’s ability to realize expected benefits of the Maverick acquisition. Past performance of the Company cannot be relied on as a guide to future performance. As a result, you are cautioned not to place undue reliance on such forward-looking statements. The list above is not exhaustive and there are other factors that may cause the Company’s or the Group’s actual results to differ materially from the forward-looking statements contained in this announcement, including the risk factors described in the “Risk Factors” section in the Company’s Annual Report and Form 20-F for the year ended December 31, 2024, filed with the United States Securities and Exchange Commission.

    Forward-looking statements speak only as of their date and neither the Company, nor the Group nor any of its respective directors, officers, employees, agents, affiliates or advisers expressly disclaim any obligation to supplement, amend, update or revise any of the forward-looking statements made herein, except where it would be required to do so under applicable law. In light of these risks, uncertainties and assumptions, the events described in the forward-looking statements in this announcement may not occur. No statement in this announcement is intended as a profit forecast or a profit estimate and no statement in this announcement should be interpreted to mean that the financial performance of the Company for the current or future financial years would necessarily match or exceed the historical published for the Company.

    The contents of this announcement are not to be construed as legal, business or tax advice. Each shareholder should consult its own legal adviser, financial adviser or tax adviser for legal, financial or tax advice respectively.

    Percentages in tables have been rounded and accordingly may not add up to 100 per cent. Certain financial data have also been rounded. As a result of this rounding, the totals of data presented in this announcement may vary slightly from the actual arithmetic totals of such data.

    Use of Non-IFRS Measures

    Certain key operating metrics that are not defined under IFRS (alternative performance measures) are included in this announcement. These non-IFRS measures are used by us to monitor the underlying business performance of the Company from period to period and to facilitate comparison with our peers. Since not all companies calculate these or other non-IFRS metrics in the same way, the manner in which we have chosen to calculate the non-IFRS metrics presented herein may not be compatible with similarly defined terms used by other companies. The non-IFRS metrics should not be considered in isolation of, or viewed as substitutes for, the financial information prepared in accordance with IFRS. Certain of the key operating metrics are based on information derived from our regularly maintained records and accounting and operating systems.

    Non-IFRS Disclosures

    Adjusted EBITDA

    As used herein, EBITDA represents earnings before interest, taxes, depletion, depreciation, and amortization. Adjusted EBITDA further adjusts for items that are not comparable period-over-period, including accretion of asset retirement obligations, other (income) expense, loss on joint and working interest owners receivable, (gain) loss on bargain purchases, (gain) loss on fair value adjustments of unsettled financial instruments, (gain) loss on natural gas and oil property and equipment, costs associated with acquisitions, other adjusting costs, non-cash equity compensation, (gain) loss on foreign currency hedge, net (gain) loss on interest rate swaps and other similar items.

    Adjusted EBITDA should not be considered in isolation or as a substitute for operating profit (loss), net income (loss), or cash flows provided by (used in) operating, investing, and financing activities. However, we believe this measure is useful to investors in evaluating our financial performance because it (1) is widely used by investors in the natural gas and oil industry as an indicator of underlying business performance; (2) helps investors more meaningfully evaluate and compare the results of our operations from period to period by removing the often-volatile revenue impact of changes in the fair value of derivative instruments prior to settlement; (3) is used in the calculation of a key metric in one of our Credit Facility financial covenants; and (4) is used by us as a performance measure in determining executive compensation. When evaluating this measure, we believe investors also commonly find it useful to assess this metric as a percentage of our total revenue, inclusive of settled hedges, which we refer to as adjusted EBITDA margin.

      Year Ended
      December 31,
    2024    		 December 31,
    2023    		 December 31,
    2022
    Net income (loss) $ (87,001 ) $ 759,701   $ (620,598 )
    Finance costs   137,643     134,166     100,799  
    Accretion of asset retirement obligations   30,868     26,926     27,569  
    Other (income) expense(a)   (1,257 )   (385 )   (269 )
    Income tax (benefit) expense   (136,951 )   240,643     (178,904 )
    Depreciation, depletion and amortization   256,484     224,546     222,257  
    (Gain) loss on bargain purchases   —     —     (4,447 )
    (Gain) loss on fair value adjustments of unsettled financial instruments   189,030     (905,695 )   861,457  
    (Gain) loss on natural gas and oil properties and equipment(b)   15,308     4,014     93  
    (Gain) loss on sale of equity interest   7,375     (18,440 )   —  
    Unrealized (gain) loss on investment   4,013     (4,610 )   —  
    Impairment of proved properties(c)   —     41,616     —  
    Costs associated with acquisitions   11,573     16,775     15,545  
    Other adjusting costs(d)   22,375     17,794     69,967  
    Loss on early retirement of debt   14,753     —     —  
    Non-cash equity compensation   8,286     6,494     8,051  
    (Gain) loss on foreign currency hedge   —     521     —  
    (Gain) loss on interest rate swap   (190 )   2,722     1,434  
    Total adjustments $ 559,310   $ (212,913 ) $ 1,123,552  
    Adjusted EBITDA $ 472,309   $ 546,788   $ 502,954  
    Pro forma adjusted EBITDA(e) $ 548,570   $ 553,252   $ 574,414  
    1. Excludes $1 million in dividend distributions received for our investment in DP Lion Equity Holdco during the year ended December 31, 2024.
    2. Excludes $27 million, $24 million and $2 million in cash proceeds received for leasehold sales during the years ended December 31, 2024, 2023 and 2022, respectively, less $14 million and $4 million of basis in leasehold sales for the years ended December 31, 2024 and 2023, respectively.
    3. For the year ended December 31, 2023, the Group determined the carrying amounts of certain proved properties within two fields were not recoverable from future cash flows, and therefore, were impaired.
    4. Other adjusting costs for the year ended December 31, 2024, were primarily associated with legal and professional fees related to the U.S. listing, legal fees for certain litigation, and expenses associated with unused firm transportation agreements. For the year ended December 31, 2023, these costs were primarily related to legal and professional fees for the U.S. listing, legal fees for certain litigation, and expenses for unused firm transportation agreements. For the year ended December 31, 2022, these costs mainly included $28 million in contract terminations, which enabled the Group to secure more favorable future pricing, and $31 million in deal breakage and/or sourcing costs for acquisitions.
    5. Includes adjustments for the year ended December 31, 2024 for the Oaktree, Crescent Pass, and East Texas II acquisitions to pro forma their results for the full twelve months of operations. Similar adjustments were made for the year ended December 31, 2023 for the Tanos II Acquisition, as well as for the year ended December 31, 2022 for the East Texas I and ConocoPhillips acquisitions.

    Total Revenue, Inclusive of Hedges and Adjusted EBITDA Margin

    As used herein, total revenue, inclusive of settled hedges, accounts for the impact of derivatives settled in cash. We believe that total revenue, inclusive of settled hedges, is a useful measure because it enables investors to discern our realized revenue after adjusting for the settlement of derivative contracts.

    As used herein, adjusted EBITDA margin is calculated as adjusted EBITDA expressed as a percentage of total revenue, inclusive of settled hedges. Adjusted EBITDA margin encompasses the direct operating costs and the portion of general and administrative costs required to produce each Mcfe. This metric includes operating expense, employee costs, administrative costs and professional services, and recurring allowance for credit losses, which cover both fixed and variable costs components. We believe that adjusted EBITDA margin is a useful measure of our profitability and efficiency, as well as our earnings quality, because it evaluates the Group on a more comparable basis period-over-period, especially given our frequent involvement in transactions that are not comparable between periods.

      Year Ended
      December 31,
    2024    		 December 31,
    2023    		 December 31,
    2022
    Total revenue $ 794,841   $ 868,263   $ 1,919,349  
    Net gain (loss) on commodity derivative instruments(a)   151,289     178,064     (895,802 )
    Total revenue, inclusive of settled hedges $ 946,130   $ 1,046,327   $ 1,023,547  
    Adjusted EBITDA $ 472,309   $ 546,788   $ 502,954  
    Adjusted EBITDA margin   50 %   52 %   49 %
    Adjusted EBITDA margin, excluding Next LVL Energy   51 %   53 %   50 %
    1. Net gain (loss) on commodity derivative settlements represents the cash paid or received on commodity derivative contracts. This excludes settlements on foreign currency and interest rate derivatives, as well as the gain (loss) on fair value adjustments for unsettled financial instruments for each of the periods presented.

    Free Cash Flow

    As used herein, free cash flow represents net cash provided by operating activities, less expenditures on natural gas and oil properties and equipment, and cash paid for interest. We believe that free cash flow is a useful indicator of our ability to generate cash that is available for activities beyond capital expenditures. The Directors believe that free cash flow provides investors with an important perspective on the cash available to service debt obligations, make strategic acquisitions and investments, and pay dividends.

      Year Ended
      December 31,
    2024    		 December 31,
    2023    		 December 31,
    2022
    Net cash provided by operating activities $ 345,663   $ 410,132   $ 387,764  
    LESS: Expenditures on natural gas and oil properties and equipment   (52,100 )   (74,252 )   (86,079 )
    LESS: Cash paid for interest   (123,141 )   (116,784 )   (83,958 )
    Free cash flow $ 170,422   $ 219,096   $ 217,727  
    Cash generated through divestitures of land $ 40,986   $ 28,160   $ 2,472  
    Adjusted free cash flow $ 211,408   $ 247,256   $ 220,199  


    Net Debt and Net Debt-to-Adjusted EBITDA (“Leverage”)

    As used herein, net debt represents total debt as recognized on the balance sheet, minus cash and restricted cash. Total debt includes borrowings under our Credit Facility and borrowings under, or issuances of, our subsidiaries’ securitization facilities. We believe net debt is a useful indicator of our leverage and capital structure.

    As used herein, net debt-to-adjusted EBITDA, also referred to as “leverage” or the “leverage ratio,” is calculated by dividing net debt by adjusted EBITDA. We believe this metric is a crucial measure of our financial liquidity and flexibility, and it is also used in the calculation of a key metric in one of our Credit Facility financial covenants.

      As of
      December 31,
    2024    		 December 31,
    2023    		 December 31,
    2022
    Total debt(a) $ 1,693,242   $ 1,276,627   $ 1,440,329  
    LESS: Cash   5,990     3,753     7,329  
    LESS: Restricted cash(b)   46,269     36,252     55,388  
    Net debt $ 1,640,983   $ 1,236,622   $ 1,377,612  
           
    Adjusted EBITDA $ 472,309,000   $ 546,788,000   $ 502,954,000  
    Pro forma adjusted EBITDA(c) $ 548,570   $ 553,252   $ 574,414  
    Net debt-to-pro forma adjusted EBITDA(d) 2.9x
    		   2.2x
    		   2.4x
    		  
    1. Includes adjustments for deferred financing costs and original issue discounts, consistent with presentation on the Statement of Financial Position.
    2. The increase of restricted cash as of December 31, 2024, is due to the addition of $21 million and $3 million in restricted cash for the ABS VIII Notes and ABS IX Notes, respectively, offset by $7 million and $9 million for the retirement of the ABS III Notes and ABS V Notes, respectively.
    3. Includes adjustments for the year ended December 31, 2024 for the Oaktree, Crescent Pass, and East Texas II acquisitions to pro forma their results for the full twelve months of operations. Similar adjustments were made for the year ended December 31, 2023 for the Tanos II Acquisition, as well as for the year ended December 31, 2022 for the East Texas I and ConocoPhillips acquisitions.
    4. Excludes long-term plant financing of $30 million for the year ended December 31, 2024.

    The MIL Network –

  • MIL-OSI: Nokia and Hetzner enhance hosting infrastructure for scalable, automated, and sustainable services across Europe

    Source: GlobeNewswire (MIL-OSI)

    Press Release
    Nokia and Hetzner enhance hosting infrastructure for scalable, automated, and sustainable services across Europe

    • Companies to future-proof data center and core network infrastructure to support growing digital demands
    • Deployment now live in Germany and Finland and will expand across Europe
    • Future-ready architecture supports 400G and 800G interconnectivity, equipping Hetzner’s network for long-term growth

    17 March 2025
    Espoo, Finland – Nokia has been selected by Hetzner, a leading European hosting provider, to upgrade its data center and core network infrastructure. With growing demand for high-performance hosting services, this deployment enables Hetzner to scale efficiently, improve automation, and maintain industry-leading uptime, ensuring seamless digital experiences for businesses and end users.

    By deploying Nokia’s carrier-grade routing solutions, Hetzner is optimizing its network with ultra-reliable, high-performance connectivity while reducing operational complexity. The deployment, now live in Germany and Finland, will expand across Europe to meet increasing digital infrastructure demands. Nokia’s energy-efficient routers, combined with advanced automation and real-time telemetry, provide Hetzner with the visibility and resilience needed to support next-generation workloads.

    “Through close collaboration with Nokia, we have been able to integrate new technology effectively into our system. This has ensured we remain flexible and agile whilst improving our data centers to meet our customer’s needs. Whether it is higher bandwidth, improved network availability, or optimized energy efficiency — we always find the best solutions by working with Nokia and further receive the responsive support we have grown to rely on,” said Martin Fritzsche, Head of Network at Hetzner.

    “Empowering one of Europe’s largest hosting providers with state-of-the-art reliability and performance is key to driving the next generation of digital services. With our leading routing technology, Hetzner gains the scalability, automation, and energy efficiency needed to meet growing demands while optimizing operational efficiency. This deployment shows our shared commitment to innovation, resilience, and sustainability in data center networking,” said Matthieu Bourguignon, Senior Vice President for Network Infrastructure Europe, Nokia.

    The solution includes Nokia 7750 SR-1x routers, designed for carrier-grade reliability, power efficiency, and scalability. Hetzner benefits from single-lambda 100G transceivers, enhancing density and energy efficiency while reducing infrastructure costs. Nokia’s gNMI-based telemetry provides real-time network visibility, allowing Hetzner to automate and optimize operations with minimal intervention. With a future-ready architecture supporting 400G and 800G interconnectivity, Hetzner’s network is equipped for long-term growth.

    This win highlights Nokia’s ability to deliver robust, scalable, and sustainable networking solutions that power the next generation of digital services across Europe.

    Multimedia, technical information and related news
    Product Page: Coherent Routing

    About Nokia
    At Nokia, we create technology that helps the world act together.

    As a B2B technology innovation leader, we are pioneering networks that sense, think and act by leveraging our work across mobile, fixed and cloud networks. In addition, we create value with intellectual property and long-term research, led by the award-winning Nokia Bell Labs, which is celebrating 100 years of innovation.

    With truly open architectures that seamlessly integrate into any ecosystem, our high-performance networks create new opportunities for monetization and scale. Service providers, enterprises and partners worldwide trust Nokia to deliver secure, reliable and sustainable networks today – and work with us to create the digital services and applications of the future.

    About Hetzner
    Hetzner is a German IT company and one of Europe’s largest and most trusted internet service providers, founded in 1997. It operates several thousand servers in state-of-the-art, energy-efficient data center parks in Nuremberg and Falkenstein (Germany) and Helsinki (Finland). Additionally, it has expanded its infrastructure to Singapore and the US.

    Hetzner is best known for its dedicated servers and virtualized server infrastructure, optimized for performance, reliability, and efficiency. It stands out through its high technological quality and strong customer focus. With competitive pricing and professional customer support, Hetzner is the ideal hosting partner for businesses and internet projects of all sizes. Thanks to its strong market presence and constant drive for innovation, Hetzner has taken on a leading role not only in Europe but also internationally.

    Media inquiries
    Nokia Press Office
    Email: Press.Services@nokia.com

    Follow us on social media
    LinkedIn X Instagram Facebook YouTube

    The MIL Network –