Category: Transport

  • MIL-OSI United Kingdom: Sniffer dogs help to seize illegal vapes and cigarettes

    Source: City of Coventry

    Sniffer dogs, have been helping Coventry Police and Council Trading Standards Officers to hunt down thousands of illegal vapes and cigarettes, during city raids.

    The Council and Police’s local neighbourhood teams have joined forces with four-legged working cocker spaniels Sky and Louis – both are trained to sniff out hidden compartments of tobacco, vapes and money.

    The tobacco detection dogs have been offering a helping paw as part of a crackdown at shops across Coventry.

    The dogs helped sniff out illicit goods at five city centre premises and even indicated that there was tobacco behind false walls, inside furniture and inside vehicles, which officers eventually accessed to find the goods inside.

    At one location a substantial amount of N2O, better known as Nox or Noz, was also seized and will now be investigated by the Police.

    Each incident where illicit goods were recovered will be now investigated.  

    Councillor Abdul Salam Khan, Cabinet member for Police and Deputy Leader at Coventry City Council, said:

    “Our Trading Standards team go above and beyond in their pursuit of illegal vapes and cigarettes, as is shown with this very successful operation.

    “Hiring Sky and Louis, who did an excellent job, was a fantastic way of protecting the health of our residents and keeping local children safe from underage sales.

    “With the ongoing help of partners, West Midlands Police we are very effective in dealing with this problem.

    “Anyone who knows of retailers selling illegal goods, or selling age restricted goods to children, can tell our Trading Standards team about it via our online reporting form found by searching ‘Coventry Trading Standards’.”

    Published: Wednesday, 5th March 2025

    MIL OSI United Kingdom

  • MIL-OSI: Byrna Technologies Announces Preliminary Fiscal First Quarter 2025 Record Revenue of $26.2 Million

    Source: GlobeNewswire (MIL-OSI)

    ANDOVER, Mass., March 05, 2025 (GLOBE NEWSWIRE) — Byrna Technologies Inc. (“Byrna” or the “Company”) (Nasdaq: BYRN), a technology company, specializing in the development, manufacture, and sale of innovative less-lethal personal security solutions, today announced select preliminary financial results for the fiscal first quarter ended February 28, 2025.

    Preliminary First Quarter Results
    Based on preliminary unaudited results, the Company expects total revenue for the fiscal first quarter of 2025 to be $26.2 million, representing a 57% increase compared to $16.7 million in the fiscal first quarter of 2024. The significant year-over-year growth in first quarter revenue is primarily attributable to the continued success of Byrna’s marketing strategies and increased production levels at Byrna’s Fort Wayne, Indiana factory.

    As a result, Byrna’s e-commerce channels were up $6.7 million over last year, representing 74% of Byrna’s total sales for the quarter. To meet heightened demand and support its growth initiatives for 2025, Byrna produced a record 68,916 launchers in the first quarter, a 26% increase from the fourth quarter of 2024 and a 219% increase year-over-year. Dealer sales also experienced strong growth, rising $1.9 million year-over-year.

    Management Commentary
    “We are gratified to see the growth in Q1, as this is the first year-over-year quarterly comparison where we were comparing our performance against a prior year quarter where we had implemented our celebrity endorsement strategy,” said Byrna CEO Bryan Ganz. “Historically, Q1 has been our slowest quarter, yet sales decreased only 6% sequentially from what is our seasonally strongest quarter of the fiscal year. This success is a testament to the growing brand awareness that we have built since pivoting our marketing strategy in 2023.

    “To support our ambitious growth targets, we produced a record 68,916 launchers in the quarter. With new celebrity influencers including Megyn Kelly, Lara Trump, and Donald Trump Jr., an expanding retail store presence, the kickoff of our store-within-a-store partnership with Sportsman’s Warehouse, and the launch of the Compact Launcher, we are well-positioned to continue our strong growth trajectory throughout 2025.”

    Preliminary Fiscal First Quarter 2025 Sales Breakdown:      
    Sales Channel ($ in millions) Q1 2025 Q1 2024 % Change
    Web 19.4  12.7  53 %
    Byrna Dedicated Dealers 4.4  2.5  76 %
    Law Enforcement / Schools / Pvt Security 0.0  0.0  0 %
    Retail Stores 0.3  0.2  53 %
    International 2.0  1.3  56 %
    Total Sales 26.2  16.7  57 %


    Tariff Exposure Update

    Byrna remains well-positioned to navigate evolving trade policies with minimal impact on its cost structure. As previously stated, Byrna sources no critical components from Mexico or Canada, and its limited exposure to China is mitigated by a dual-sourcing strategy. The Company is on track to move most, if not all of the current supply chain to the United States in 2025, reinforcing its commitment to domestic manufacturing. Additionally, higher tariffs on Chinese goods could benefit Byrna by raising costs for competitors that rely on China for production.

    Conference Call
    Byrna plans to report its full financial results for the fiscal first quarter in April, which will be accompanied by a conference call to discuss the results and address questions from investors and analysts. The conference call details will be announced prior to the event.

    About Byrna Technologies Inc.
    Byrna is a technology company specializing in the development, manufacture, and sale of innovative non-lethal personal security solutions. For more information on the Company, please visit the corporate website here or the Company’s investor relations site here. The Company is the manufacturer of the Byrna® SD personal security device, a state-of-the-art handheld CO2 powered launcher designed to provide a non-lethal alternative to a firearm for the consumer, private security, and law enforcement markets. To purchase Byrna products, visit the Company’s e-commerce store.

    Forward-Looking Statements
    This news release contains “forward-looking statements” within the meaning of the securities laws. All statements contained in this news release, other than statements of current and historical fact, are forward-looking. Often, but not always, forward-looking statements can be identified by the use of words such as “plans,” “expects,” “intends,” “anticipates,” and “believes” and statements that certain actions, events or results “may,” “could,” “would,” “should,” “might,” “occur,” “be achieved,” or “will be taken.” Forward-looking statements include descriptions of currently occurring matters which may continue in the future. Forward-looking statements in this news release include, but are not limited to, our statements related to preliminary revenue results for the first fiscal quarter 2025, the timing of the release of full financial results for the quarter, expectations for future sales growth and demand trends, the impact of marketing strategies, the anticipated performance of new products and retail store expansion, and the Company’s ability to sustain momentum throughout 2025.Forward-looking statements are not, and cannot be, a guarantee of future results or events. Forward-looking statements are based on, among other things, opinions, assumptions, estimates, and analyses that, while considered reasonable by the Company at the date the forward-looking information is provided, inherently are subject to significant risks, uncertainties, contingencies, and other factors that may cause actual results and events to be materially different from those expressed or implied.

    Any number of risk factors could affect our actual results and cause them to differ materially from those expressed or implied by the forward-looking statements in this news release, including, but not limited to, disappointing market responses to current or future products or services; prolonged, new, or exacerbated disruption of the Company’s supply chain; the further or prolonged disruption of new product development; production or distribution or delays in entry or penetration of sales channels due to inventory constraints, competitive factors, increased shipping costs or freight interruptions; prototype, parts and material shortages, particularly of parts sourced from limited or sole source providers; determinations by third party controlled distribution channels not to carry or reduce inventory of the Company’s products; determinations by advertisers to prohibit marketing of some or all Byrna products; the loss of marketing partners or endorsers; potential cancellations of existing or future orders including as a result of any fulfillment delays, introduction of competing products, negative publicity, or other factors; product design defects or recalls; litigation, enforcement proceedings or other regulatory or legal developments; changes in consumer or political sentiment affecting product demand; regulatory factors including the impact of commerce and trade laws and regulations; import-export related matters or tariffs, sanctions or embargos that could affect the Company’s supply chain or markets; delays in planned operations related to licensing, registration or permit requirements; and future restrictions on the Company’s cash resources, increased costs and other events that could potentially reduce demand for the Company’s products or result in order cancellations. The order in which these factors appear should not be construed to indicate their relative importance or priority. We caution that these factors may not be exhaustive; accordingly, any forward-looking statements contained herein should not be relied upon as a prediction of actual results. Investors should carefully consider these and other relevant factors, including those risk factors in Part I, Item 1A, (“Risk Factors”) in the Company’s most recent Form 10-K, should understand it is impossible to predict or identify all such factors or risks, should not consider the foregoing list, or the risks identified in the Company’s SEC filings, to be a complete discussion of all potential risks or uncertainties, and should not place undue reliance on forward-looking information. The Company assumes no obligation to update or revise any forward-looking information, except as required by applicable law.

    Investor Contact:
    Tom Colton and Alec Wilson
    Gateway Group, Inc.
    949-574-3860
    BYRN@gateway-grp.com

    The MIL Network

  • MIL-OSI: Open Lending to Announce Fourth Quarter and Full Year 2024 Results on March 17, 2025

    Source: GlobeNewswire (MIL-OSI)

    AUSTIN, Texas, March 05, 2025 (GLOBE NEWSWIRE) — Open Lending Corporation (NASDAQ: LPRO) (“Open Lending” or the “Company”), an industry trailblazer in automotive lending enablement and risk analytics solutions for financial institutions, today announced that the Company plans to host a conference call to discuss fourth quarter and full year 2024 financial results on Monday, March 17, 2025, at 5:00 PM ET. A press release with fourth quarter and full year 2024 financial results will be issued after the market closes that same day.

    The conference call will be webcast live from the Company’s investor relations website at https://investors.openlending.com/ under the “Events” section. The conference call can also be accessed live over the phone by dialing (877) 407-4018, or for international callers (201) 689-8471. An archive of the webcast will be available at the same location on the website shortly after the call has concluded.

    About Open Lending

    Open Lending (NASDAQ: LPRO) provides loan analytics, risk-based pricing, risk modeling, and default insurance to auto lenders throughout the United States. For over 20 years, we have been empowering financial institutions to create profitable auto loan portfolios with less risk and more reward. For more information, please visit www.openlending.com.

    Contact information:

    Investor Relations Inquiries:
    InvestorRelations@openlending.com

    Source: Open Lending Corporation

    The MIL Network

  • MIL-OSI: Arq to Participate in Water Tower Research Fireside Chat Series on March 10, 2025

    Source: GlobeNewswire (MIL-OSI)

    GREENWOOD VILLAGE, Colo., March 05, 2025 (GLOBE NEWSWIRE) — GlobeNewswire – Arq, Inc. (NASDAQ: ARQ) (the “Company” or “Arq”), a producer of activated carbon and other environmentally efficient carbon products for use in purification and sustainable materials, today announced today announced that Bob Rasmus, CEO of Arq, will participate in the Water Tower Research (“WTR”) Fireside Chat Series on Monday, March 10, 2025 at 11:00 AM Eastern Standard Time.

    This event is open access for all investors to participate. Interested parties can register for the event at the following link, https://us06web.zoom.us/webinar/register/1817411013874/WN_XaMXZ4_FSL6WxOD8B2U6mA#/registration.

    The event will also be available through the Events and Presentation section of Arq’s investor relations website at https://ir.arq.com/events-and-presentations. A replay of the webcast will also be available at this website after the event.

    About Arq

    Arq (NASDAQ: ARQ) is a diversified, environmental technology company with products that enable a cleaner and safer planet while actively reducing our environmental impact. As the only vertically integrated producer of activated carbon products in North America, we deliver a reliable domestic supply of innovative, hard-to-source, high-demand products. We apply our extensive expertise to develop groundbreaking solutions to remove harmful chemicals and pollutants from water, land and air. Learn more at: www.arq.com.

    Source: Arq, Inc.

    Investor Contact:

    Anthony Nathan, Arq
    Marc Silverberg, ICR
    investors@arq.com

    The MIL Network

  • MIL-OSI: Form 8.3 – [Insert name of offeree or offeror]

    Source: GlobeNewswire (MIL-OSI)

    8.3

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

    1.        KEY INFORMATION

    (a)   Full name of discloser: Rathbones Group Plc
    (b)   Owner or controller of interests and short positions disclosed, if different from 1(a):
            The naming of nominee or vehicle companies is insufficient. For a trust, the trustee(s), settlor and beneficiaries must be named.
     
    (c)   Name of offeror/offeree in relation to whose relevant securities this form relates:
            Use a separate form for each offeror/offeree
    Assura Plc
    (d)   If an exempt fund manager connected with an offeror/offeree, state this and specify identity of offeror/offeree:  
    (e)   Date position held/dealing undertaken:
            For an opening position disclosure, state the latest practicable date prior to the disclosure
    04/03/2025
    (f)   In addition to the company in 1(c) above, is the discloser making disclosures in respect of any other party to the offer?
            If it is a cash offer or possible cash offer, state “N/A”
    No

    2.        POSITIONS OF THE PERSON MAKING THE DISCLOSURE

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

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

    Class of relevant security: 10p Ord
      Interests Short positions
      Number % Number %
    (1)   Relevant securities owned and/or controlled: 153,051,821 4.70%    
    (2)   Cash-settled derivatives:        
    (3)   Stock-settled derivatives (including options) and agreements to purchase/sell:        

            TOTAL:

    153,051,821 4.70%    

    All interests and all short positions should be disclosed.

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

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

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

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

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

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

    (a)        Purchases and sales

    Class of relevant security Purchase/sale Number of securities Price per unit
    10p Ordinary Shares Sale 25,000 41.0577p
    10p Ordinary Shares Sale 25,000 41.0411p
    10p Ordinary Shares Sale 60,000 41.036p
    10p Ordinary Shares Sale 14,460 41.1551p
    10p Ordinary Shares Sale 13,500 41.1871p
    10p Ordinary Shares Purchase 14,460 41.188p

    (b)        Cash-settled derivative transactions

    Class of relevant security Product description
    e.g. CFD
    Nature of dealing
    e.g. opening/closing a long/short position, increasing/reducing a long/short position
    Number of reference securities Price per unit
             

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

    (i)        Writing, selling, purchasing or varying

    Class of relevant security Product description e.g. call option Writing, purchasing, selling, varying etc. Number of securities to which option relates Exercise price per unit Type
    e.g. American, European etc.
    Expiry date Option money paid/ received per unit
                   

    (ii)        Exercise

    Class of relevant security Product description
    e.g. call option
    Exercising/ exercised against Number of securities Exercise price per unit
             

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

    Class of relevant security Nature of dealing
    e.g. subscription, conversion
    Details Price per unit (if applicable)
    10p Ordinary Shares Internal transfer from Execution-Only to Discretionary 21,255  
    10p Ordinary Shares Internal transfer from Discretionary to Execution-Only 22,095  
    10p Ordinary Shares Internal transfer from Discretionary to Execution-Only 33,500  
    10p Ordinary Shares Internal transfer from Discretionary to Execution-Only 7,091  

    4.        OTHER INFORMATION

    (a)        Indemnity and other dealing arrangements

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

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

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

    (c)        Attachments

    Is a Supplemental Form 8 (Open Positions) attached? No
    Date of disclosure: 05/03/2025
    Contact name: Callum Ridley – Compliance Department
    Telephone number: 0151 243 7037

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

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

    The Code can be viewed on the Panel’s website at.

    The MIL Network

  • MIL-OSI Economics: Phillips 66 Issues Letter to Shareholders

    Source: Phillips

    Confirms Elliott Investment Management’s Nomination of Director Candidates

    HOUSTON–(BUSINESS WIRE)– Phillips 66 (NYSE:PSX) (the “Company”) today issued the following letter to its shareholders. The Company values shareholder feedback and is fully committed to continuing open engagement with all shareholders. This has been consistently demonstrated and expressed over the course of nearly two dozen meetings with Elliott Investment Management (“Elliott”) since October 2023, including the most recent meeting on March 3, 2025.
    The Company also confirmed Elliott has nominated seven directors for election to Phillips 66’s Board of Directors (the “Board”) at the Company’s 2025 Annual Meeting. As the Company disclosed on February 19, the Board will present its recommendation regarding the director nominations with its definitive proxy statement to be filed with the U.S. Securities and Exchange Commission and made available to all shareholders eligible to vote at the 2025 Annual Meeting.
    Following the proper procedures and in accordance with the Company’s By-Laws, the Board intends to put forward another management proposal to declassify the Board at our 2025 Annual Meeting and notes that it has done so five times since its 2015 Annual Meeting.
    Fellow Shareholders:
    At Phillips 66, we are committed to maximizing value for our shareholders through operational excellence and disciplined capital allocation.
    We have a strong track record since our formation in 2012. We have built out a large-scale, competitive, high return Midstream platform, enhanced our chemicals position through Chevron Phillips Chemical Company (CPChem) and have made sustainable improvement to refining operations. These actions have positioned Phillips 66 as the leading energy business it is today.
    Moreover, these actions have delivered substantial value for our shareholders. This includes total shareholder returns of 474%1 and returning $43 billion to shareholders through dividends and share repurchases. Most importantly, we have done all this while sustaining industry-leading safety performance.
    We Have Made Significant Progress on our Strategic Priorities
    Phillips 66 has taken substantial action to deliver on our objectives that we laid out in 2022, and further enhanced in 2023. Our actions have led to significant progress and achievements, enhancing shareholder returns and operational efficiency. We are a business that will always act decisively when we can realize sustainable long-term growth to the benefit of our shareholders and all stakeholders.
    Delivering strong total shareholder returns of 65%2since Mark Lashier became President and CEO of Phillips 66 on July 1, 2022, significantly outperforming the S&P 500 Energy Index (33%2) and our proxy peer group median (22%2)
    Returning significant capital to shareholders with $13.6 billion in share repurchases and dividends from July 2022 through year-end 2024, exceeding our shareholder distribution target
    Reducing refining costs by $1 per barrelsince 2022 and committing to continued improvement
    Maximizing value from our wellhead-to-market strategyby capturing $500 million of run rate synergies from our DCP Midstream acquisition (above our initial target of $300 million) and increasing our Midstream segment’s adjusted EBITDA by $1.5 billion since 2022
    Maintaining our financial resiliencewith strong investment grade credit ratings (A3 / BBB+), engaging in a business optimization that has resulted in over $3 billion in non-core asset divestitures to date and capturing significant cost reductions since 2022 totaling $1.2 billion on a run-rate basis
    Earning industry recognition for our exemplary safety performancein Midstream, Refining and Chemicals in 2022 and 2023
    We Continue to Strengthen Our Business and Our Board
    Below is an update on a number of our key strategic objectives and the actions underway:
    Optimizing Our Business We have demonstrated a commitment to evolving the business over time. We continue to high-grade our assets and capitalize on our growth platform to generate strong returns and significant free cash flow. We have simplified our business with over $3 billion in divestitures in the past year and returned over $5 billion to shareholders through a combination of share repurchases and dividends. We anticipate that our integrated NGL value chain growth strategy will be significantly strengthened with the pending EPIC acquisition.
    Maintaining a Culture of Continuous Improvement, Operational Excellence and Cost Discipline Our culture of continuous improvement demands, and will continue to demand, that we consistently and rigorously evaluate opportunities to optimize our cost structure and operational efficiency to maximize value for shareholders. While we have successfully reduced refining costs per barrel since 2022, as noted above, we recognize that we have more work to do in operations and costs. We are prioritizing our most competitive refineries and continuing to identify and execute cost-savings opportunities. Recently, we announced that we would cease operations at our Los Angeles Refinery in the fourth quarter of 2025, which will allow us to further high-grade our business. We continue to evaluate additional opportunities for efficiency enhancements.
    Returning Cash to Our Shareholders As previously outlined, our 2025–2027 strategic targets include returning over 50% of net operating cash flow to shareholders while driving strong operational performance, implementing further cost reductions and continuing our focus on disciplined capital allocation.
    Ensuring Strong Corporate Governance and Board Oversight We recognize the importance of strong corporate governance and have taken proactive steps to ensure that our Board remains aligned with shareholder interests and is best positioned to oversee the Company’s strategy. Over the past four years, we have welcomed five new independent directors to the Board, including two in 2024. Bob Pease, a director we identified in partnership with Elliott Investment Management (“Elliott”), brings extensive experience in refining and the energy industry broadly. Grace Puma, our most recent addition to the Board, brings strong supply chain experience. Additionally, as we have many times before in 2015, 2016, 2018, 2021 and 2023, we will be seeking shareholder approval of a management proposal to declassify the Board at our 2025 Annual Meeting. Our Board is committed to an evolution that will be responsive to shareholders and beneficial to the business for the long-term.
    We are Listening to Our Shareholders
    We regularly engage with our shareholders through our cross-functional shareholder engagement program to obtain feedback and respond to investor input. In 2024, we engaged with shareholders representing over 60% of our outstanding shares and we will continue to build on that momentum in 2025. It was in this spirit that we first engaged with Elliott in October 2023, to hear their ideas and work together collaboratively. Constructive discussions led to the realization of a common focus on our ambitious goals to maximize shareholder value. We continued constructive dialogue with Elliott throughout 2024, including adding Bob Pease to our Board in February 2024 with Elliott’s support.
    Despite several attempts to reach agreement on adding another director to Phillips 66’s Board, Elliott has chosen to forego constructive dialogue with us and launch their activist playbook. This included a series of attacks and proposals regarding the monetization of certain business units and, for the first time in our discussions, floating the idea of a separation.
    Nevertheless, we remain fully committed to constructive engagement and finding a path forward with Elliott that will benefit all shareholders.
    On Monday, March 3, our team travelled to New York and met with Elliott to express our continued commitment to finding a constructive path forward and offering to interview their director nominees. The meeting ended with Elliott representatives stating there were no immediate next steps. The next day, Elliott leaked their slate of director nominees to the media, issued a press release and filed a preliminary proxy statement. Our leadership team and Board stand ready to engage constructively when Elliott is ready despite these actions, which showed no genuine interest in engagement with Phillips 66.
    The Board continuously and aggressively evaluates the portfolio and other alternatives with a view to maximizing long-term shareholder value – and is willing to take decisive action to achieve this goal. As always, we seriously and comprehensively review shareholder feedback with a focus on creating long-term value.
    The Bottom Line
    Phillips 66 is dedicated to transparency, accountability, and sustainable value creation for shareholders.
    We have made substantial progress and realize there is more work to be done. We will continue to pursue opportunities that strengthen our position to the benefit of our shareholders. We look forward to your input and to provide further updates on our progress.
    Sincerely,
    Mark E. Lashier Chairman and Chief Executive Officer
    Glenn F. Tilton Lead Independent Director

    1 Total Shareholder Return (“TSR”) from May 1, 2012 to March 4, 2025.

    2 Total Shareholder Return (“TSR”) from June 30, 2022 to March 4, 2025.

    About Phillips 66
    Phillips 66 (NYSE: PSX) is a leading integrated downstream energy provider that manufactures, transports and markets products that drive the global economy. The company’s portfolio includes Midstream, Chemicals, Refining, Marketing and Specialties, and Renewable Fuels businesses. Headquartered in Houston, Phillips 66 has employees around the globe who are committed to safely and reliably providing energy and improving lives while pursuing a lower-carbon future. For more information, visit phillips66.com or follow @Phillips66Co on LinkedIn.
    Forward-Looking Statements
    This document contains forward-looking statements within the meaning of the federal securities laws relating to Phillips 66’s operations, strategy and performance. Words such as “anticipated,” “commitments,” “estimated,” “expected,” “planned,” “scheduled,” “targeted,” “believe,” “continue,” “intend,” “will,” “would,” “objective,” “goal,” “project,” “efforts,” “strategies” and similar expressions that convey the prospective nature of events or outcomes generally indicate forward-looking statements. However, the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements included in this news release are based on management’s expectations, estimates and projections as of the date they are made. These statements are not guarantees of future events or performance, and you should not unduly rely on them as they involve certain risks, uncertainties and assumptions that are difficult to predict. Therefore, actual outcomes and results may differ materially from what is expressed or forecast in such forward-looking statements. Factors that could cause actual results or events to differ materially from those described in the forward-looking statements include: changes in governmental policies or laws that relate to our operations, including regulations that seek to limit or restrict refining, marketing and midstream operations or regulate profits, pricing, or taxation of our products or feedstocks, or other regulations that restrict feedstock imports or product exports; our ability to timely obtain or maintain permits necessary for projects; fluctuations in NGL, crude oil, refined petroleum, renewable fuels and natural gas prices, and refining, marketing and petrochemical margins; the effects of any widespread public health crisis and its negative impact on commercial activity and demand for refined petroleum or renewable fuels products; changes to worldwide government policies relating to renewable fuels and greenhouse gas emissions that adversely affect programs including the renewable fuel standards program, low carbon fuel standards and tax credits for renewable fuels; potential liability from pending or future litigation; liability for remedial actions, including removal and reclamation obligations under existing or future environmental regulations; unexpected changes in costs for constructing, modifying or operating our facilities; our ability to successfully complete, or any material delay in the completion of, any asset disposition, acquisition, shutdown or conversion that we have announced or may pursue, including receipt of any necessary regulatory approvals or permits related thereto; unexpected difficulties in manufacturing, refining or transporting our products; the level and success of drilling and production volumes around our midstream assets; risks and uncertainties with respect to the actions of actual or potential competitive suppliers and transporters of refined petroleum products, renewable fuels or specialty products; lack of, or disruptions in, adequate and reliable transportation for our products; failure to complete construction of capital projects on time or within budget; our ability to comply with governmental regulations or make capital expenditures to maintain compliance with laws; limited access to capital or significantly higher cost of capital related to illiquidity or uncertainty in the domestic or international financial markets, which may also impact our ability to repurchase shares and declare and pay dividends; potential disruption of our operations due to accidents, weather events, including as a result of climate change, acts of terrorism or cyberattacks; general domestic and international economic and political developments, including armed hostilities (such as the Russia-Ukraine war), expropriation of assets, and other diplomatic developments; international monetary conditions and exchange controls; changes in estimates or projections used to assess fair value of intangible assets, goodwill and property and equipment and/or strategic decisions with respect to our asset portfolio that cause impairment charges; investments required, or reduced demand for products, as a result of environmental rules and regulations; changes in tax, environmental and other laws and regulations (including alternative energy mandates); political and societal concerns about climate change that could result in changes to our business or increase expenditures, including litigation-related expenses; the operation, financing and distribution decisions of equity affiliates we do not control; and other economic, business, competitive and/or regulatory factors affecting Phillips 66’s businesses generally as set forth in our filings with the Securities and Exchange Commission. Phillips 66 is under no obligation (and expressly disclaims any such obligation) to update or alter its forward-looking statements, whether as a result of new information, future events or otherwise.
    Additional Information
    Phillips 66 plans to file a proxy statement and accompanying WHITE proxy card with the U.S. Securities and Exchange Commission (the “SEC”) in connection with its 2025 Annual Meeting of Shareholders (the “2025 Annual Meeting”) and its solicitation of proxies for Phillips 66’s director nominees and for other matters to be voted on. Phillips 66 may also file other relevant documents with the SEC regarding its solicitation of proxies for the 2025 Annual Meeting. PHILLIPS 66 SHAREHOLDERS ARE STRONGLY ENCOURAGED TO READ THE PROXY STATEMENT (AND ANY AMENDMENTS AND SUPPLEMENTS THERETO) AND ACCOMPANYING WHITE PROXY CARD AND ANY OTHER RELEVANT SOLICITATION MATERIALS WHEN THEY BECOME AVAILABLE AS THEY WILL CONTAIN IMPORTANT INFORMATION. Shareholders may obtain copies of the proxy statement, any amendments or supplements to the proxy statement and other documents (including the WHITE proxy card) as and when filed by Phillips 66 with the SEC without charge from the SEC’s website at www.sec.gov. Copies of the documents filed by Phillips 66 with the SEC also may be obtained free of charge at Phillips 66’s investor relations website at https://investor.phillips66.com or upon written request sent to Phillips 66, 2331 CityWest Boulevard, Houston, TX 77042, Attention: Investor Relations.
    Certain Information Regarding Participants
    Phillips 66, its directors, certain of its executive officers and employees may be deemed to be participants in connection with the solicitation of proxies from Phillips 66 shareholders in connection with the matters to be considered at the 2025 Annual Meeting. Information regarding the names of such directors and executive officers and their respective interests in Phillips 66, by securities holdings or otherwise, is available in Phillips 66’s proxy statement for the 2024 annual meeting of shareholders, which was filed with the SEC on April 3, 2024 (the “2024 Proxy Statement”), including in the sections captioned “Executive Compensation Program Overview,” “Director Compensation,” “Compensation Discussion and Analysis,” “Executive Compensation Tables” and “Beneficial Ownership of Phillips 66 Securities.” To the extent that Phillips 66’s directors and executive officers have acquired or disposed of securities holdings since the applicable “as of” date disclosed in the 2024 Proxy Statement, such transactions have been or will be reflected on Statements of Changes in Ownership of Securities on Form 4 or Initial Statements of Beneficial Ownership of Securities on Form 3 filed with the SEC, including: Form 4s filed by Gregory Hayes on April 2, 2024, May 2, 2024, June 4, 2024, July 2, 2024, August 2, 2024, September 4, 2024, October 2, 2024, November 4, 2024, December 4, 2024, January 3, 2025, January 17, 2025, February 4, 2025 and March 4, 2025 ; Form 4s filed by Richard G. Harbison on December 9, 2024, February 11, 2025 and February 13, 2025 ; Form 4s filed by Mark E. Lashier on April 2, 2024, May 16, 2024, December 9, 2024, February 11, 2025 and February 13, 2025 ; Form 4 filed by Glenn F. Tilton on January 17, 2025 ; Form 4s filed by Brian Mandell on December 9, 2024, February 11, 2025 and February 13, 2025 ; Form 4s filed by Kevin J. Mitchell on August 19, 2024, December 9, 2024, February 11, 2025 and February 13, 2025 ; Form 4s filed by Zhanna Golodryga on December 9, 2024, February 11, 2025 and February 13, 2025 ; Form 4 filed by Marna C. Whittington on January 17, 2025 ; Form 4s filed by Vanessa A. Sutherland on January 21, 2025, February 11, 2025 and February 13, 2025 ; Form 4 filed by Douglas T. Terreson on January 17, 2025 ; Form 4 filed by Denise R. Singleton on January 17, 2025 ; Form 4 filed by Denise L. Ramos on January 17, 2025 ; Form 4 filed by Julie L. Bushman on January 17, 2025 ; Form 4 filed by Lisa A. Davis on January 17, 2025 ; Form 4 filed by John E. Lowe on January 17, 2025 ; Form 4/A filed by Gary K. Adams on March 20, 2024 and Form 4 filed by Gary K. Adams on January 17, 2025 ; Form 4 filed by Charles M. Holley on January 17, 2025 ; Form 4 filed by Robert W. Pease on January 17, 2025 ; Form 3 filed by Ann M. Kluppel on May 16, 2024 and Form 4s filed by Ann M. Kluppel on December 9, 2024, February 11, 2025 and February 13, 2025 ; Form 3 filed by Don Baldridge on June 5, 2024 and Form 4s filed by Don Baldridge on December 9, 2024, January 3, 2025, February 13, 2025 and March 3, 2025 ; Form 3 filed by Grace Puma on October 11, 2024 and Form 4s filed by Grace Puma on October 11, 2024 and January 17, 2025. Additional information can also be found in Phillips 66’s Annual Report on Form 10-K for the year ended December 31, 2023, filed with the SEC on February 21, 2024.

    Source: Phillips 66

    MIL OSI Economics

  • MIL-OSI Global: Influencers have trouble figuring out their tax obligations − and with good reason

    Source: The Conversation – USA – By Sarah Webber, Associate Professor of Accounting, University of Dayton

    If influencer Jimmy Darts got any of this outdoor furniture for free, the IRS would probably see it as income. AP Photo/Chris Pizzello

    The Internal Revenue Service hasn’t issued comprehensive guidance on how the estimated 27 million Americans earning income as influencers should report their income and expenses on their tax returns. That’s leaving people who either make a living or supplement their income by endorsing products and services on social media platforms such as Instagram and YouTube – and their accountants – unsure about the tax consequences of their income and expenses, or what kinds of deductions are legitimate for people in their line of work.

    We, two accounting scholars, published this finding and other things we discovered about the taxation of content creators in the Journal of Accountancy in the fall of 2024.

    We found that the tax treatment of the free products many influencers get in the course of doing their job is especially ambiguous, leaving them unaware of how to correctly file their tax returns.

    While some tax experts argue that freebies, whether they’re objects such as running shoes and headphones or services such as a luxury hotel stay, should be treated as taxable income. Other tax professionals say free goods and services are typically gifts, not income.

    For our research we analyzed tax laws, researched various accounting firms specializing in influencer clients and examined IRS guidance that offers tax advice to accountants and influencers. While specific audits of social media influencers for nondeductible lifestyle expenses are not publicly documented due to confidentiality, there are common areas where influencers may face scrutiny from tax authorities.

    The IRS issued its most relevant guidance in 2006, when it advised entertainers and celebrities who receive “swag bags” containing pricey gifts at the Oscars and other high-profile award ceremonies. Other guidance is based on commonly accepted tax rules for business deductions and income recognition.

    The IRS confirmed that items received this way constitute taxable income that must be reported based on their fair value. This advice offered a starting point for influencer tax rules. In our view, that guidance does not clear up a growing area of uncertainty that affects millions of people and countless companies.

    A CPA offers some advice for influencers who get stuff from brands.

    Why it matters

    Following years of rapid growth, the influencer industry has an estimated market value of more than US$23 billion in 2025. Some experts predict that it will reach $71 billion by 2032 as brands spend billions more on their partnerships with influencers.

    Ideally, all influencers would sign contracts with their business partners outlining the terms of their compensation. In reality, companies send stuff or provide free services to influencers without agreeing with them about anything in advance.

    While the IRS allows gifts to be excluded from income, many influencers receive unsolicited items that generally don’t qualify as gifts. That’s because a true gift requires nothing expected in return.

    In contrast, when influencers get freebies, they’re often expected to promote or acknowledge those products or services on social media. When influencers get things they don’t use, returning them is their best course of action in terms of their possible tax liability.

    Otherwise, those items they didn’t ask for could constitute income they must report unless the items are considered de minimis – very low value – fringe benefits.

    In influencer marketing, this guideline allows influencers to exclude low-cost products or services from their income if their value is too small to track. Frequently receiving many low-value goods or services from the same business, however, could constitute taxable income.

    Influencers’ expenses are also hard to assess because they use many purchases for both personal and business purposes. And business expenses can be deducted on a tax return but not personal ones.

    The tax code is especially strict when it comes to apparel, unless it’s used exclusively for business purposes. This leaves influencers unsure about what they should do when they purchase, say, a cashmere scarf that they promote on TikTok but also wear when they go on errands without any promotional activities. Would that scarf be partially deductible? Not deductible at all? The IRS hasn’t said enough for us – or anyone else – to answer this question.

    Influencers must track everything they get for free and all their work-related expenses paid during the year. Creating a simple record-keeping system tracking for all goods and services received will simplify tax filing. There are some apps for that.

    What still isn’t known

    Neither the IRS nor Congress has indicated whether any guidelines, regulations or laws that would clarify the rules governing influencer taxation are in the works. It’s also unclear when IRS audits of influencers or relevant tax court cases are underway.

    The Research Brief is a short take about interesting academic work.

    The University of Dayton is a partner organization with The Conversation.

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

    ref. Influencers have trouble figuring out their tax obligations − and with good reason – https://theconversation.com/influencers-have-trouble-figuring-out-their-tax-obligations-and-with-good-reason-250490

    MIL OSI – Global Reports

  • MIL-OSI Global: USAID’s history shows decades of good work on behalf of America’s global interests, although not all its projects succeeded

    Source: The Conversation – USA – By Christian Ruth, America in the World Consortium Postdoctoral Fellow, University of Florida

    Volunteers at a camp for internally displaced people in Bahir Dar, Ethiopia, carry wheat flour donated by USAID in December 2021. J. Countess/Getty Images

    The Trump administration’s sudden dismantling of nearly all foreign aid, including the work carried out by the U.S. Agency for International Development, has upended the government agency’s longtime strategic role in implementing American foreign policy.

    The Trump administration said at the end of February 2025 that it is freezing 90% of USAID’s foreign aid contracts, leaving few projects intact. It has also recalled nearly 10,000 USAID staff from countries around the world.

    USAID is a government agency that, for more than 63 years, has led the United States’ foreign aid work on disaster recovery, poverty reduction and democratic reforms in many developing and middle-income countries.

    Reuters reported that a senior USAID official wrote in a March 2 internal memo that a yearlong pause in USAID’s work on health, food and agriculture in the world’s poorest countries would raise malaria deaths by 40%, to between 71,000 and 166,000 annually. It would also result in an increase of between 28% and 32% in tuberculosis cases, among other negative effects.

    As a historian of USAID, I know well that the agency has long faced a surprisingly high degree of scrutiny for its relatively tiny portion of the national budget.

    USAID’s budget has always been small – recently, in 2023, making up a roughly US$50 billion drop in the $6 trillion ocean of the federal budget. But USAID’s projects have had an outsized effect on the world.

    From a foreign policy standpoint, USAID’s greatest contribution to American influence abroad has always been its intangible soft-power effects. It helps to create an image of the U.S. as a positive, helpful world power worth partnering with.

    A poster for USAID in Beirut marks the U.S. donation for rebuilding lighting infrastructure near a destroyed city port in August 2023.
    Scott Peterson/Getty Images

    Responding to a Soviet threat in the 1960s

    USAID dates back to 1961, born from Cold War confrontations between the U.S. and the Soviet Union.

    In 1961, President John F. Kennedy merged several separate foreign aid agencies and offices – including the Mutual Security Agency, the Point Four Program and the Foreign Operations Administration – into one new agency.

    Kennedy, like other American presidents in the early years of the Cold War, fretted over the spread of communism.

    A well-known development economist, Walt Rostow, who served in Kennedy’s administration, was among the experts who argued that the Soviet Union could easily influence poor countries in Latin America, Africa and Asia. It was possible, Rostow argued, to help these countries grow their economies and become more modern.

    This possibility pushed Kennedy in 1961 to sign the Foreign Assistance Act, creating USAID that November.

    USAID immediately began to oversee U.S. foreign aid programs to develop farming, irrigation and dam construction projects throughout Southeast Asia, Africa and Latin America, taking over the existing projects of the various other aid departments that were now defunct.

    USAID was also responsible for public works projects in Cold War conflict zones, particularly Vietnam. There, USAID struggled in its efforts to build dams, improve rural agriculture techniques and construct South Vietnamese infrastructure. There were various environmental challenges working in the dense jungles, the physical threats caused by the ongoing Vietnam War and the realities of rural poverty.

    For example, USAID introduced new farming technologies to Vietnam, including modern fertilizers and tractors. This helped some farmers produce more crops, faster. But it also created disparities between wealthy and poor farmers, as modern fertilizer and other improvements were expensive. A growing number of poor farmers simply gave up and moved to nearby cities.

    Throughout the 1960s, USAID also funded the construction of hydropower water dams in Asia and Africa. This led to higher energy production in those regions, but also resulted in environmental degradation, as recklessly dammed rivers flooded forests and arable fields.

    Rostow and other development experts had unrealistically high goals for helping poor countries grow their economies. By the end of the decade, across the board, USAID beneficiary countries in Asia and Africa fell short of the economic growth expectations the U.S. set at the beginning of the 1960s.

    Still, USAID made substantial progress in developing food production and some economic growth, and improving the health of people in rural parts of countries such as India and Ghana.

    But that progress had limits and did not magically turn these economies into modern, Western-style capitalist democracies.

    With the help of a USAID grant, people lay pipework to bring water from a mountain spring to a town called Korem in Ethiopia in 1968.
    Paul Conklin/Getty Images

    Mixed results and focus

    As a result of USAID’s uneven progress in modernizing poor countries, the agency’s approach shifted in the 1970s and ‘80s.

    In the early 1970s, Congress and development experts pushed USAID away from grand, gross domestic product-focused modernization projects like dams, which they ostracized for their high costs and lack of tangible results.

    Instead, with the support of the Carter administration, USAID began to work more on meeting poor people’s basic human needs, including food, shelter and education, so they could lift themselves out of poverty.

    The agency shifted priorities once again in 1981, after President Ronald Reagan took office. His administration created programs meant to advertise American businesses and draw developing countries into the global marketplace.

    Rather than USAID giving money to a local government to build a well in a rural village, for example, the agency increasingly started contracting local or American businesses to do so. The U.S., in other words, began outsourcing its foreign aid.

    U.S. Ambassador to Indonesia Stapleton Roy, right, presents Indonesia’s food and agriculture minister, A.M. Saefuddin, with food donated by USAID in Bandar Lampung, South Sumatra, in July 1998.
    Bernard Estrade/AFP via Getty Images

    USAID’s next phase

    At the end of the Cold War in 1991, the United States’ interest in spending money on helping poorer countries develop and modernize declined around the world.

    USAID shifted priorities once again.

    Without the threat of the Soviet Union, USAID’s mission throughout the 1990s became increasingly focused on new issues. These included democracy promotion in former Soviet countries in Eastern Europe. Sustainable development – a broad term that means promoting economic growth while respecting environmental concerns and long-term natural resource usage – was another focus in different regions.

    After the U.S. invaded Iraq and Afghanistan in the early 2000s, USAID struggled to fulfill its existing international projects while also rebuilding critical infrastructure to resurrect the Iraqi and Afghani economies during wartime.

    USAID’s funding remained stagnant in the 2010s after the recession. At the time, its annual budget was roughly $25 billion.

    At the same time, China expanded its own international development program to entice governments toward its side and to tether them to the Chinese economy.

    China’s aid work in South America has expanded rapidly over the past several years, and it is now the region’s top trading partner and also a major contributor to investment, energy and infrastructure projects. China’s aid and investment work in Africa has also grown considerably over the past few decades.

    Now, with USAID’s dissolution, Chinese influence throughout poor and middle-income countries is expected to grow.

    A lasting mark

    Despite its limitations and frustrations, in my view, USAID has had an undeniable, and often massive, positive impact on the world.

    USAID’s efforts to promote American businesses and exports abroad have resulted in the creation of thousands of jobs, both domestically and abroad, in a wide variety of industries, ranging from farming to medical sciences.

    The tens of thousands of water wells and other forms of critical rural infrastructure the agency has funded, or created itself, have provided clean, safe drinking water for millions in Africa. The agency’s Office of Foreign Disaster Assistance has provided decades of critical disaster assistance during famines, earthquakes and hurricanes around the world.

    These humanitarian efforts cost money, however. Some Republicans, including politicians and voters, say they have found the idea of American tax dollars being sent abroad, whether during the Cold War or today, wasteful, and others have worried over how aid funds may have been [abused].

    USAID has always straddled a difficult line, as development is a messy field. But ending U.S. foreign aid will be much messier, and it could also cost millions of people who are reliant on USAID their health or lives.

    Christian Ruth receives funding from America in the World Consortium.

    ref. USAID’s history shows decades of good work on behalf of America’s global interests, although not all its projects succeeded – https://theconversation.com/usaids-history-shows-decades-of-good-work-on-behalf-of-americas-global-interests-although-not-all-its-projects-succeeded-249337

    MIL OSI – Global Reports

  • MIL-OSI Global: COVID-19 is the latest epidemic to show biomedical breakthroughs aren’t enough to eliminate a disease

    Source: The Conversation – USA – By Powel H. Kazanjian, Professor of Infectious Diseases and of History, University of Michigan

    COVID-19 has become a part of modern life that many people don’t pay much attention to. Spencer Platt via Getty Images News

    The COVID-19 pandemic transformed over the past five years from a catastrophic threat that has killed over 7 million people to what most people regard today as a tolerable annoyance that doesn’t require precaution. Nonetheless, COVID-19 continues to kill over 2,000 people per month globally and cause severe illness in the infirm or elderly.

    The evolution of the COVID-19 pandemic – from devastation, to optimism for eradication, to persistent, uneven spread of disease – may seem unprecedented. As an infectious disease doctor and medical historian, however, I see similarities to other epidemics, including syphilis, AIDS and tuberculosis.

    Vaccines, medications and other biomedical breakthroughs are necessary to eliminate epidemic diseases. But as I explore in my book, “Persisting Pandemics,” social, economic and political factors are equally important. On its own, medical science is not enough.

    Syphilis, AIDS and TB have stuck around

    Syphilis is a sexually transmitted disease first identified in 1495. It causes skin rashes and may progress to causing paralysis, blindness or both. For centuries, syphilis weakened nations by disabling parents, workers and soldiers in the prime of their lives. Innovative drugs – first Salvarsan (1909), then penicillin (1943) – offered a path toward eradication when used together with widespread testing.

    A 1940s poster focuses on the medical cure for the disease.
    National Archives, CC BY

    Public health programs conducted from the 1930s through the 2000s, however, failed – not because of the efficacy of the treatments but because of socioeconomic conditions.

    One challenge has been persistent stigma around getting tested for the disease and tracing sexual partners. Poverty is another; it can force women into commercial sex activities and prevent people from learning how to protect themselves from sexually transmitted infections. Population migration due to commerce or war can cause high-risk behaviors such as sexual promiscuity. Women in some cultures lack authority to negotiate for condom use. And governments have not consistently prioritized the sustained funding needed to support efforts to eliminate the disease.

    Despite societal indifference toward syphilis, in the 2020s over 8 million new cases occur globally each year, particularly among racial minorities and low-income populations.

    The history of HIV/AIDS is shorter than that of syphilis, but the trajectory has similarities. Doctors first described HIV/AIDS in 1981, when it was a nearly uniformly fatal sexually transmitted disease. Novel antiretroviral drugs introduced in 1996 offered medical scientists the hope of disease elimination through public health campaigns, centered on widespread testing and treatment, implemented in 2013.

    But these programs, for reasons like with syphilis, are not meeting their treatment targets across all countries, especially among low-income populations and racial minorities. Sustaining funding for health care infrastructure and the multidrug regimens for 39 million people living with HIV poses an added challenge. Today, despite a cavalier public attitude toward the disease, AIDS causes over 630,000 deaths globally. That number will likely increase substantially given the Trump administration’s decision to cut funding for United States Agency for International Development programs.

    Tuberculosis is a third disease that also depleted workforces and weakened nations, particularly in postindustrial revolution 19th-century cities. The disease spread widely because poverty placed people in poorly ventilated working conditions and crowded tenement dwellings. The development of new combination antimicrobial drug regimens offered an avenue for disease eradication in the 1960s.

    Nonetheless, the inability to sustain funding to complete complex treatment courses, problems isolating people who could not afford suitable homes, and poor adherence due to homelessness, incarceration or migration during war or trade have compromised public health campaigns. Despite societal nonchalance, tuberculosis today kills up to 1.6 million globally yearly.

    Memories of the early, emergency phase of the COVID-19 pandemic have faded.
    Stan Grossfeld/The Boston Globe via Getty Images

    The COVID-19 case study

    The trajectories of these epidemics show how campaigns based solely on biomedical approaches that target pathogens are not enough to eliminate disease.

    COVID-19 provides the latest example. In the U.S., the pandemic and its lockdowns disproportionately affected low-income people and racial minorities, especially those employed in front-line jobs that did not allow remote work from home. These groups were more likely to reside in crowded residences with poor ventilation or no space for isolation.

    Despite the rapid development of a breakthrough mRNA vaccine that offered hope for what President Joe Biden euphorically termed “independence from the virus,” the promise never fully materialized.

    Too few people received shots, in large part due to socioeconomic factors.

    Wealthy countries purchased vaccines that lower-income countries could not afford. Allocation difficulties kept vaccines from remote regions of the world.

    Vaccine hesitancy due to mistrust in science, along with sentiment that vaccine mandates violated individual freedoms, also prevented people from getting the shot. Similar attitudes reduced rates of mask-wearing and isolation.

    Consequently, surges that could have been avoided took more lives.

    Drugs and vaccines can’t do it alone

    Modern medical science is unmatched in treating pathogens and disease symptoms. But to stop disease, it’s also critical to address the social, economic and political conditions that enable its spread.

    Public health officials have started to implement a variety of structural solutions:

    A peer educator talks about HIV/AIDS with his colleagues at a maintenance shop in Kenya.
    Wendy Stone/Corbis Historical via Getty Images

    Early 20th-century public health officials had hoped that efficient scientific solutions alone could take the place of 19th-century, pre-germ-theory environmental sanitation efforts. COVID-19, syphilis, HIV/AIDS and tuberculosis show that while biomedical breakthroughs are necessary to eliminate epidemic diseases, sustained focus and resources aimed at helping the most socially and economically vulnerable are essential.

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

    ref. COVID-19 is the latest epidemic to show biomedical breakthroughs aren’t enough to eliminate a disease – https://theconversation.com/covid-19-is-the-latest-epidemic-to-show-biomedical-breakthroughs-arent-enough-to-eliminate-a-disease-245827

    MIL OSI – Global Reports

  • MIL-OSI United Kingdom: Progress in tackling waiting times

    Source: Scottish Government

    Frailty services expansion to build on improved performance.

    The national roll-out of specialist frailty services at all 30 A&E departments will build on recent progress to clear long waits and help reduce hospital stay length for the most vulnerable people.

    Frailty Units are specialist beds that focus on intense assessment of older people with frailty – the services offer access to specialist skills and care plans, accelerate early discharge and look to reduce delays and length of stay.

    The expansion, supported through the £200 million announced as part of the 2025-26 Budget, will be a key focus of the Scottish Government’s new Operational Improvement Plan for the NHS, due to publish this Spring. This will include changes to the way acute services are delivered to help reduce waiting times. In recent weeks Health Boards have reported significant progress against long waits, including:

    • the pledge to carry out 64,000 procedures through £30 million additional funding by the end of March 2025 has already been exceeded – with boards reporting to have 75,500 delivered by end of January 2025.
    • a 4% decrease in the total waiting list size for diagnostics – with waits now at their lowest since October 2021
    • a 12% decrease from a recent peak in April 2024 in total ongoing waits for eight key diagnostic tests combined
    • 90.6% of Child and Adolescent Mental Health Services (CAMHS) referrals being seen within 18 weeks from October to December– the standard is 90%.

    On a visit to Glasgow Royal Infirmary, Health Secretary Neil Gray outlined the Scottish Government’s plans to build on this progress by installing a frailty service in every site with a core A&E by the summer.

    Mr Gray met staff working in the hospital’s dedicated frailty service which has reported significant progress in the last 18 months – with average length of stay for vulnerable patients reducing by 3 days, without any increase in readmission. The service has also reported enhanced co-ordination and collaboration among healthcare teams leading to improved patient outcomes.

    Mr Gray said:

    “In recent weeks we have seen good progress in reducing waits and there are encouraging signs that our plan is working. However, we know there is more to do and we want to drive further improvement. That is why we are investing £200 million to help clear waiting list backlogs, improve capacity and reduce delayed discharge.

    “I was pleased to meet the team working in the Glasgow Royal Infirmary frailty service and see first-hand the positive impact their crucial work is having – with the service allowing speedier assessment of vulnerable people presenting at A&E and reducing length of stay for patients significantly.

    “We want to replicate this success across Scotland and shift the balance of care from acute, to community. Through a portion of our £200 million investment, we will deliver direct access to specialist frailty teams in every A&E by this summer. This will enable people who experience frailty to be referred directly by GPs and the Scottish Ambulance Service to specialist frailty services as an alternative to attending A&E or admission.”

    Laura Duffy, Consultant Geriatrician at the Glasgow Royal Infirmary, said: 

    “Working with our colleagues in the Emergency Department and Acute Assessment Unit, we have created a process which identifies people living with frailty. This enables us to direct and prioritise these people to receive care from a specialist team, in specialist areas and initiate early Comprehensive Geriatric Assessment. A key part of developing this service has been ensuring that we identify the priorities and concerns of our patients and their carers promptly and work in partnership with them to develop a plan for their care.

    “We have also worked at further developing and enhancing our links and interface working with our colleagues in the community and in social care. We have developed daily CGA Huddles which can be attended by a variety of acute, community and social care teams. These allow the early exchange of key information and collateral information gathering about patients, which helps provide more effective, timely and patient centred care.

    “The results so far have been promising with 74% of patients admitted through the Acute Medical Receiving Unit being screened for frailty. We have also noted a reduction in length of stay of three days for people with frailty, without an increase in readmissions.”

    Background

    There are currently five frailty units – these have been set up during the Focus on Frailty programme led by Health improvement Scotland across Ayrshire and Arran, Lanarkshire, Tayside, Glasgow and Dumfries and Galloway. There is variation in these services with no standard model. The services provide a dedicated closed unit or area staffed by frailty / medicine of the elderly staff with frailty assessment within the first hour of arrival at hospital.

    In April 2024 the Scottish Government funded NHS boards to deliver 64,000 procedures (40,000 diagnostic procedures, 12,000 surgeries and 12,000 new outpatient appointments) by March 2025. By 31 January 2025, 56,500 diagnostic procedures, almost 9,200 surgeries, and over 9,800 outpatient appointments had been delivered.

    MIL OSI United Kingdom

  • MIL-OSI: NextNRG, Inc. Announces Estimated 136% Year-over-Year Revenue Growth for January 2025

    Source: GlobeNewswire (MIL-OSI)

    MIAMI, March 05, 2025 (GLOBE NEWSWIRE) — NextNRG, Inc. (“NextNRG” and the “Company”) (Nasdaq: NXXT), a pioneer in utilizing artificial intelligence and machine learning to redefine energy innovation with its cutting-edge utility operating system, smart microgrid solutions, wireless electric vehicle charging, and fuel delivery technologies, today announced record year-over-year (“YoY”) and sequential unaudited revenue growth for the month of January 2025 in its EzFill division. The tables below provide details regarding the YoY and month-over-month (“MoM”) comparisons.

     
      January 2025 – YoY Comparison
        January 2024   January 2025 Growth  
    Revenue $ 2,110,843 $ 4,992,090 136%  
    Gallons   546,292   1,438,824 163%  
       
      January 2025 – MoM Comparison
      December 2024 January 2025 Growth  
    Revenue $ 2,272,058 $ 4,992,090 120%  
    Gallons   620,578   1,438,824 132%  
                 

    NextNRG, Inc. Executive Chairman and CEO, Michael D. Farkas, commented, “This record-breaking month underscores the strength of our carefully designed growth strategy, which we are executing with discipline. We believe the acquisition of Shell Oil’s truck fleet, doubling our operational capacity, strategically positions us to maintain this momentum. January 2025 marked the initiation of fuel deliveries to the world’s leading e-commerce company under a substantial long-term agreement. Additionally, we are experiencing consistent revenue growth across our key markets and fleet accounts nationwide. With the recent financing and share exchange finalized, we believe we are well-equipped to advance the next stage of our strategic expansion.”

    About NextNRG, Inc.

    NextNRG Inc. (NextNRG) is Powering What’s Next by implementing artificial intelligence (AI) and machine learning (ML) into renewable energy, next-generation energy infrastructure, battery storage, wireless electric vehicle (EV) charging, and on-demand mobile fuel delivery to create an integrated ecosystem.

    At the core of NextNRG’s strategy is its Utility Operating System which leverages AI and ML to help make existing utilities’ energy management as efficient as possible; and the deployment of NextNRG Smart Microgrids, which utilize AI-driven energy management alongside solar power and battery storage to enhance energy efficiency, reduce costs, and improve grid resiliency. These microgrids are designed to serve commercial properties, schools, hospitals, nursing homes, parking garages, rural and tribal lands, recreational facilities, and government properties, expanding energy accessibility while supporting decarbonization initiatives.

    NextNRG continues to expand its growing fleet of fuel delivery trucks and national footprint, including the acquisition of Yoshi Mobility’s fuel division and Shell Oil’s trucks, further solidifying its position as a leader in the on-demand fueling industry. NextNRG is also integrating sustainable energy solutions into its mobile fueling operations. The company hopes to be an integral part of assisting its fleet customers in their transition to EV supporting more efficient fuel delivery while advancing clean energy adoption. The transition process is expected to include the deployment of NextNRG’s innovative wireless EV charging solutions.

    To find out more visit: www.nextnrg.com

    Forward-Looking Statements

    This press release includes forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995.  Any statement describing NextNRG’s goals, expectations, financial or other projections, intentions, or beliefs is a forward-looking statement and should be considered an at-risk statement. Words such as “expect,” “intends,” “will,” and similar expressions are intended to identify forward-looking statements. Such statements are subject to certain risks and uncertainties, including, but not limited to, those related to NextNRG’s business and macroeconomic and geopolitical events. These and other risks are described in NextNRG’s filings with the Securities and Exchange Commission from time to time. NextNRG’s forward-looking statements involve assumptions that, if they never materialize or prove correct, could cause its results to differ materially from those expressed or implied by such forward-looking statements. Although NextNRG’s forward-looking statements reflect the good faith judgment of its management, these statements are based only on facts and factors currently known by NextNRG. Except as required by law, NextNRG undertakes no obligation to update any forward-looking statements for any reason. As a result, you are cautioned not to rely on these forward-looking statements.

    Investor Relations Contact:

    NextNRG, Inc.
    Sharon Cohen
    SCohen@nextnrg.com

    The MIL Network

  • MIL-OSI: Aktia Bank Plc: Managers’ Transactions – Aleksi Lehtonen

    Source: GlobeNewswire (MIL-OSI)

    Aktia Bank Plc
    Stock Exchange Release
    5 March 2025 at 3.00 p.m.

    Aktia Bank Plc: Managers’ Transactions – Aleksi Lehtonen

    Person subject to the notification requirement
    Name: Lehtonen, Aleksi
    Position: Chief Executive Officer
    Issuer: Aktia Bank Plc
    LEI: 743700GC62JLHFBUND16

    Notification type: INITIAL NOTIFICATION
    Reference number: 743700GC62JLHFBUND16_20250304114903_219

    ____________________________________________

    Transaction date: 2025-03-03
    Venue not applicable
    Instrument type: SHARE
    ISIN: FI4000058870
    Nature of the transaction: RECEIPT OF A SHARE-BASED INCENTIVE

    Transaction details
    (1): Volume: 6,623 Unit price: 0.00 EUR

    Aggregated transactions
    (1): Volume: 6,623 Volume weighted average price: 0.00 EUR

    Aktia Bank Plc

    Further information:
    Oscar Taimitarha, Director, Investor Relations, tel. +358 40 562 2315, ir (at) aktia.fi

    Distribution:
    Nasdaq Helsinki Ltd
    Mass media
    www.aktia.com

    Aktia is a Finnish asset manager, bank and life insurer that has been creating wealth and wellbeing from one generation to the next for 200 years. We serve our customers in digital channels everywhere and face-to-face in our offices in the Helsinki, Turku, Tampere, Vaasa and Oulu regions. Our award-winning asset management business sells investment funds internationally. We employ approximately 850 people around Finland. Aktia’s assets under management (AuM) on 31 December 2024 amounted to EUR 14.0 billion, and the balance sheet total was EUR 11.9 billion. Aktia’s shares are listed on Nasdaq Helsinki Ltd (AKTIA). aktia.com.

    The MIL Network

  • MIL-OSI: Aktia Bank Plc: Managers’ Transactions – Anssi Huhta

    Source: GlobeNewswire (MIL-OSI)

    Aktia Bank Plc
    Stock Exchange Release
    5 March 2025 at 3.00 p.m.

    Aktia Bank Plc: Managers’ Transactions – Anssi Huhta

    Person subject to the notification requirement
    Name: Huhta, Anssi
    Position: Other senior manager
    Issuer: Aktia Bank Plc
    LEI: 743700GC62JLHFBUND16

    Notification type: INITIAL NOTIFICATION
    Reference number: 743700GC62JLHFBUND16_20250304114926_220

    ____________________________________________

    Transaction date: 2025-03-03
    Venue not applicable
    Instrument type: SHARE
    ISIN: FI4000058870
    Nature of the transaction: RECEIPT OF A SHARE-BASED INCENTIVE

    Transaction details
    (1): Volume: 6,716 Unit price: 0.00 EUR

    Aggregated transactions
    (1): Volume: 6,716 Volume weighted average price: 0.00 EUR

    Aktia Bank Plc

    Further information:
    Oscar Taimitarha, Director, Investor Relations, tel. +358 40 562 2315, ir (at) aktia.fi

    Distribution:
    Nasdaq Helsinki Ltd
    Mass media
    www.aktia.com

    Aktia is a Finnish asset manager, bank and life insurer that has been creating wealth and wellbeing from one generation to the next for 200 years. We serve our customers in digital channels everywhere and face-to-face in our offices in the Helsinki, Turku, Tampere, Vaasa and Oulu regions. Our award-winning asset management business sells investment funds internationally. We employ approximately 850 people around Finland. Aktia’s assets under management (AuM) on 31 December 2024 amounted to EUR 14.0 billion, and the balance sheet total was EUR 11.9 billion. Aktia’s shares are listed on Nasdaq Helsinki Ltd (AKTIA). aktia.com.

    The MIL Network

  • MIL-OSI: Aktia Bank Plc: Managers’ Transactions – Kati Eriksson

    Source: GlobeNewswire (MIL-OSI)

    Aktia Bank Plc
    Stock Exchange Release
    5 March 2025 at 3.00 p.m.

    Aktia Bank Plc: Managers’ Transactions – Kati Eriksson

    Person subject to the notification requirement
    Name: Eriksson, Kati
    Position: Other senior manager
    Issuer: Aktia Bank plc
    LEI: 743700GC62JLHFBUND16

    Notification type: INITIAL NOTIFICATION
    Reference number: 743700GC62JLHFBUND16_20250304114903_218

    ____________________________________________

    Transaction date: 2025-03-03
    Venue not applicable
    Instrument type: SHARE
    ISIN: FI4000058870
    Nature of the transaction: RECEIPT OF A SHARE-BASED INCENTIVE

    Transaction details
    (1): Volume: 4,469 Unit price: 0.00 EUR

    Aggregated transactions
    (1): Volume: 4,469 Volume weighted average price: 0.00 EUR

    Aktia Bank Plc

    Further information:
    Oscar Taimitarha, Director, Investor Relations, tel. +358 40 562 2315, ir (at) aktia.fi

    Distribution:
    Nasdaq Helsinki Ltd
    Mass media
    www.aktia.com

    Aktia is a Finnish asset manager, bank and life insurer that has been creating wealth and wellbeing from one generation to the next for 200 years. We serve our customers in digital channels everywhere and face-to-face in our offices in the Helsinki, Turku, Tampere, Vaasa and Oulu regions. Our award-winning asset management business sells investment funds internationally. We employ approximately 850 people around Finland. Aktia’s assets under management (AuM) on 31 December 2024 amounted to EUR 14.0 billion, and the balance sheet total was EUR 11.9 billion. Aktia’s shares are listed on Nasdaq Helsinki Ltd (AKTIA). aktia.com.

    The MIL Network

  • MIL-OSI: Parex Resources Announces 2024 Full-Year Results & Reserves, Declaration of Q1 2025 Dividend, and Appointment of Chief Financial Officer

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta, March 05, 2025 (GLOBE NEWSWIRE) — Parex Resources Inc. (“Parex” or the “Company”) (TSX: PXT) is pleased to announce its financial and operating results for the three- and twelve-month periods ended December 31, 2024, as well as the results of its independent reserves assessment as at December 31, 2024. Additionally, the Company declares its Q1 2025 regular dividend of C$0.385 per share and provides a corporate update. All amounts herein are in United States dollars (“USD”) unless otherwise stated.

    Key Highlights

    • Generated annual funds flow provided by operations of $622 million(1) and free funds flow of $275 million(2) in 2024.
    • Evaluated PDP after-tax net asset value per share of C$22.02(3).
    • Added 10 mmboe 1P reserves and 7 mmboe 2P reserves at LLA-34 and Cabrestero through positive technical revisions as well as extensions & improved recovery; 2024 reserves evaluation supported by technology, including waterflood and polymer injection results(8).
    • Tracking to deliver FY 2025 average production guidance of 43,000 to 47,000 boe/d (45,000 boe/d midpoint); YTD average production is 44,500 boe/d(4).
    • Declared a Q1 2025 regular dividend of C$0.385 per share(5) (C$1.54 per share annualized).
    • Commenced a normal course issuer bid (“NCIB”) on January 22, 2025; in 2024, the Company repurchased roughly 5% of its outstanding shares through its prior NCIB.
    • Appointed Cameron Grainger as Chief Financial Officer, effective immediately.
    • Retiring from the Board of Directors are Lisa Colnett and Robert Engbloom as part of standard Board renewal process; in preparation, the Company has approved Mona Jasinski and Jeff Lawson as director nominees for the upcoming Annual General Meeting of Shareholders.

    Imad Mohsen, President & Chief Executive Officer, commented: “In 2024, Parex generated strong financial results from its underlying asset base while achieving its best annual safety performance. Despite challenges, we accomplished multiple strategic milestones throughout the year that reinforce Parex’s long-term sustainability. Building on a strong foundation, as reflected in today’s reserve report, we remain focused on executing our 2025 plan, which is characterized by lower-risk activities and a high-graded set of opportunities. The team at Parex is dedicated to rebuilding market confidence, by delivering steady results, evolving our Colombian portfolio, and strengthening our track record of shareholder returns — while also progressing towards Llanos Foothills exploration in 2026.”

    2024 Full-Year Achievements & Results

    • Achieved multiple strategic milestones throughout the year, in addition to delivering returns to shareholders:
      • Signed definitive agreements in the Llanos Foothills to consolidate Parex’s position, advancing gas and exploration strategies;
      • Implemented waterflood at Cabrestero successfully and continued waterflood progression at LLA-34;
      • Completed polymer injection pilot at Cabrestero with positive results, advancing enhanced oil recovery initiatives;
      • Executed Putumayo business collaboration agreements to add a new core area for the Company; and
      • Returned $186 million to shareholders during the year, which cumulatively results in C$1.5 billion returned to shareholders through dividends and share repurchases over the past five years.
    • Average production of 49,924(6) boe/d, meeting revised FY 2024 guidance range of 49,000 to 50,000 boe/d.
    • Realized net income of $61 million or $0.60 per share basic(7).
    • Generated funds flow provided by operations (“FFO”) of $622 million(1) and FFO per share of $6.14(3)(7).
    • Produced an operating netback of $41.30/boe(3) and an FFO netback of $33.95/boe(3) from an average Brent price of $79.86/bbl.
    • Incurred $348 million(2) of capital expenditures, primarily from activities at LLA-34, Arauca, LLA-32, LLA-122, and Capachos.
    • Delivered the Company’s best safety performance on record, with strong results across all safety metrics, including lagging and leading indicators.

    2024 Fourth Quarter Results

    • Average production was 45,297 boe/d(6).
    • Realized net loss of $69 million or $0.70 per share basic(7), largely a result of non-cash impairments recorded in the period.
    • Generated FFO of $141 million(1) and FFO per share of $1.43(3)(7).
    • Produced an operating netback of $34.90/boe(3) and an FFO netback of $32.39/boe(3) from an average Brent price of $74.01/bbl.
    • Recovered current tax of $6 million in the quarter; for 2025 the Company expects its FFO netback to be supported by lower current tax expenses compared to prior periods due to the Company’s before tax cash flow profile, previous capital expenditures, and certain tax strategies that have been deployed over recent years.
    • Incurred $82 million(2) of capital expenditures, primarily from activities at LLA-34, LLA-32, and Capachos.
    • Generated $59 million of free funds flow(2); working capital surplus was $59 million(1) and cash was $98 million at quarter end.

    2024 Year-End Corporate Reserves Report: Highlights(8)

    For the year ended December 31, 2024, the Company:

    • Increased both proved (“1P”) reserves per share and proved plus probable (“2P”) reserves per share by 6%, while proved developed producing (“PDP”) reserves per share was down 9%, compared to 2023.
      • LLA-34: realized positive technical revisions of 6 mmboe 1P related to waterflood implementation and increased recovery factor.
      • Cabrestero: added 3 mmboe 2P related to improved recovery through implementation of polymer injection.
      • LLA-32: more than doubled 1P and 2P through extensions to 2 mmboe and 4 mmboe, respectively, compared to 2023.
      • Putumayo: added inventory runway and acquired 10 mmboe and 18 mmboe of 1P and 2P, respectively, from Parex earning 50% working interest in four blocks through an enhanced strategic partnership with Ecopetrol S.A(9).
    • Increases in 1P and 2P reserves per share were partially offset by negative technical revisions associated with portfolio management at Arauca as well as a non-core block in the Magdalena basin.
      • Arauca negative technical revisions were 3 mmboe and 6 mmboe of 1P and 2P, respectively.
      • Aguas Blancas negative technical revisions were 2 mmboe and 2 mmboe of 1P and 2P, respectively.
    • Realized PDP reserves replacement ratio of 41%; three-year average PDP reserves replacement ratio was 85%.
      • Lower-than-expected Arauca and corporate exploration results were in-year PDP replacement factors.
    • Improved PDP, 1P and 2P reserve life index by 10%, 26% and 27%, respectively, compared to 2023.
      • Improved metrics supported by a lower absolute production profile that benefited PDP, 1P and 2P metrics, as well as achieving approximately 100% year-over-year reserve replacement in 1P and 2P.
    • Evaluated after-tax PDP, 1P and 2P net asset value per share(3) of C$22.02, C$26.60, and C$35.55, respectively.

    (1) Capital management measure. See “Non-GAAP and Other Financial Measures Advisory.”
    (2) Non-GAAP financial measure. See “Non-GAAP and Other Financial Measures Advisory.”
    (3) Non-GAAP ratio. See “Non-GAAP and Other Financial Measures Advisory.”
    (4) Estimated average production for January 1, 2025 to February 28, 2025; light & medium crude oil: ~9,382 bbl/d, heavy crude oil: ~34,268 bbl/d, conventional natural gas: ~5,100 mcf/d; rounded for presentation purposes.
    (5) Supplementary financial measure. See “Non-GAAP and Other Financial Measures Advisory.”
    (6) See “Operational and Financial Highlights” for a breakdown of production by product type.
    (7) Based on weighted-average basic shares for the period.
    (8) See “2024 Year-End Corporate Reserves Report” sections and “Reserves Advisory” for additional information.
    (9) As previously announced December 11, 2024.

    Operational and Financial Highlights Three Months Ended Year Ended
      Dec. 31,   Dec. 31,   Sep. 30,   December 31,
      2024   2023   2024   2024   2023   2022  
    Operational            
    Average daily production            
    Light Crude Oil and Medium Crude Oil (bbl/d) 9,550   9,700   9,064   8,850   8,417   7,471  
    Heavy Crude Oil (bbl/d) 34,882   46,760   37,777   40,336   45,163   43,008  
    Crude oil (bbl/d) 44,432   56,460   46,841   49,186   53,580   50,479  
    Conventional Natural Gas (mcf/d) 5,190   5,214   4,368   4,428   4,656   9,420  
    Oil & Gas (boe/d)(1) 45,297   57,329   47,569   49,924   54,356   52,049  
                 
    Operating netback ($/boe)            
    Reference price – Brent ($/bbl) 74.01   82.90   78.71   79.86   82.18   99.04  
    Oil & gas sales(4) 63.73   70.55   68.75   69.80   70.71   86.55  
    Royalties(4) (9.43 ) (12.12 ) (10.59 ) (10.99 ) (12.31 ) (17.61 )
    Net revenue(4) 54.30   58.43   58.16   58.81   58.40   68.94  
    Production expense(4) (15.53 ) (13.67 ) (14.81 ) (13.93 ) (10.42 ) (6.88 )
    Transportation expense(4) (3.87 ) (3.54 ) (3.71 ) (3.58 ) (3.43 ) (3.22 )
    Operating netback ($/boe)(2) 34.90   41.22   39.64   41.30   44.55   58.84  
                 
    Funds flow provided by operations netback ($/boe)(2) 32.39   36.81   34.58   33.95   33.59   38.35  
                 
    Financial ($000s except per share amounts)            
                 
    Net income (loss) (69,051 ) 133,783   65,793   60,680   459,309   611,368  
    Per share – basic(6) (0.70 ) 1.28   0.65   0.60   4.32   5.38  
                 
    Funds flow provided by operations(5) 141,201   193,377   151,773   622,233   667,782   724,890  
    Per share – basic(2)(6) 1.43   1.85   1.50   6.14   6.29   6.38  
                 
    Capital expenditures(3) 82,110   91,419   82,367   347,695   483,343   512,252  
                 
    Free funds flow(3) 59,091   101,958   69,406   274,538   184,439   212,638  
                 
    EBITDA(3) (10,419 ) 110,860   167,763   545,362   650,829   953,210  
    Adjusted EBITDA(3) 137,312   201,552   164,002   720,089   817,280   1,066,040  
                 
    Long-term inventory expenditures (2,569 ) (866 ) (6,318 ) 4,773   39,430   140,266  
                 
    Dividends paid 26,658   29,505   28,467   112,184   118,676   75,491  
    Per share – Cdn$(4)(6) 0.385   0.375   0.385   1.53   1.50   0.89  
                 
    Shares repurchased 16,408   22,453   20,723   73,789   105,068   221,464  
    Number of shares repurchased (000s) 1,692   1,220   1,585   5,495   5,628   11,821  
                 
    Outstanding shares (end of period) (000s)            
    Basic 98,339   103,812   100,031   98,339   103,812   109,112  
    Weighted average basic 99,063   104,394   100,891   101,414   106,247   113,572  
    Diluted(8) 99,238   104,502   100,933   99,238   104,502   109,939  
                 
    Working capital surplus(5) 59,397   79,027   37,509   59,397   79,027   84,988  
    Bank debt(7) 60,000   90,000   30,000   60,000   90,000    
    Cash 98,022   140,352   147,454   98,022   140,352   419,002  

    (1)  Reference to crude oil or natural gas in the above table and elsewhere in this press release refer to the light and medium crude oil and heavy crude oil and conventional natural gas, respectively, product types as defined in National Instrument 51-101 – Standard of Disclosure for Oil and Gas Activities.
    (2)  Non-GAAP ratio. See “Non-GAAP and Other Financial Measures Advisory”.
    (3)  Non-GAAP financial measure. See “Non-GAAP and Other Financial Measures Advisory”.
    (4)  Supplementary financial measure. See “Non-GAAP and Other Financial Measures Advisory”.
    (5)  Capital management measure. See “Non-GAAP and Other Financial Measures Advisory”.
    (6)  Per share amounts (with the exception of dividends) are based on weighted average common shares.
    (7)  Borrowing limit of $240.0 million as of December 31, 2024.
    (8)  Diluted shares as stated include the effects of common shares and stock options outstanding at the period-end. The December 31, 2024 closing stock price was C$14.58 per share.

    Operational Update

    For the period of January 1, 2025, to February 28, 2025, estimated average production was 44,500 boe/d(5).

    Parex currently has two drilling rigs operating (one operated and one non-operated), with expectations to ramp-up to four drilling rigs in Q2 2025 (three operated and one non-operated).

    The Company’s operations are supportive of a growing H2 2025 production profile, with the following activities:

    • Progressing waterflood and polymer injection programs at LLA-34 and Cabrestero.
      • Cabrestero is fully on waterflood, with plans for a full polymer injection scheme that is supported by pilot results to date.
      • LLA-34 continues to ramp-up waterflood activity and is planning to commence a polymer injection pilot in 2025.
    • Planning to begin LLA-32 drilling campaign in Q2 2025.
      • LLA-32 is located to the north and adjacent to LLA-34 and Cabrestero; Parex drilled three successful wells at LLA-32 in 2024.
    • Advancing near-field exploration program, with the expectation to drill 3-4 prospects in H1 2025.
      • Prospects are generally focused in the Southern Llanos where Parex has had previous basin success.
    • Gaining momentum to achieve initial access in the Putumayo in Q2 2025 as originally anticipated.
      • Per budgeted plans, activity is expected to begin with a workover rig, with a drilling rig added approximately mid-year.

    Operations so far this year are progressing within Management expectations and Parex’s 2025 corporate guidance remains as previously released January 14, 2025, and as set out below:

    Category 2025 Guidance
    Brent Crude Oil Average Price $70/bbl
    Average Production(1) 43,000-47,000 boe/d
    Funds Flow Provided by Operations Netback(1)(2) $26-28/boe
    Funds Flow Provided by Operations(1)(3) $425-465 million
    Capital Expenditures(4) $285-315 million
    Free Funds Flow(4) $145 million (midpoint)

    (1) 2025 assumptions: operational downtime: ~5%; Vasconia differential: ~$5/bbl; production expense: $15-16/bbl; transportation expense: ~$3.50/bbl; G&A expense: ~$4.50/bbl; effective tax rate: 3-6%; see “Non-GAAP and Other Financial Measures Advisory”.
    (2) Non-GAAP ratio. See “Non-GAAP and Other Financial Measures Advisory”.
    (3) Capital management measure. See “Non-GAAP and Other Financial Measures Advisory”.
    (4) Non-GAAP financial measure. See “Non-GAAP and Other Financial Measures Advisory”.
    (5) Estimated average production for January 1, 2025 to February 28, 2025; light & medium crude oil: ~9,382 bbl/d, heavy crude oil: ~34,268 bbl/d, conventional natural gas: ~5,100 mcf/d; rounded for presentation purposes.

    Return of Capital

    Q1 2025 Dividend

    Parex’s Board of Directors has approved a Q1 2025 regular dividend of C$0.385 per share to shareholders of record on March 11, 2025, to be paid on March 18, 2025.

    This quarterly dividend payment to shareholders is designated as an “eligible dividend” for purposes of the Income Tax Act (Canada).

    Normal Course Issuer Bid Update

    As at February 28, 2025, Parex has repurchased approximately 0.3 million shares under its current NCIB at an average price of C$14.30 per share, for a total consideration of roughly C$4 million.

    In 2024, Parex repurchased 5.5 million shares under a prior NCIB, representing approximately 5% of the public float and a return of C$99 million to shareholders.

    2024 Year-End Corporate Reserves Report: Discussion

    The following tables summarize information contained in the independent reserves report prepared by GLJ Ltd. (“GLJ”) dated March 4, 2025 with an effective date of December 31, 2024 (the “GLJ 2024 Report”). All December 31, 2024 reserves presented are based on GLJ’s forecast pricing effective January 1, 2025; all December 31, 2023 reserves presented are based on GLJ’s forecast pricing effective January 1, 2024 and all December 31, 2022 reserves presented are based on GLJ’s forecast pricing effective January 1, 2023. GLJ pricing is available on their website at www.gljpc.com.

    All reserves are presented as Parex’s working interest before royalties and in certain tables set forth below, the columns may not add due to rounding. Additional reserve information as required under NI 51-101 will be included in the Company’s Annual Information Form for the 2024 fiscal year, which is available on SEDAR+.

    Gross Reserves Volumes

                Dec. 31   Change over Dec.
    31,
        2022   2023   2024  
    Reserve Category   Mboe   Mboe   Mboe(1)   2023
    Proved Developed Producing (PDP)   82,788   82,628   71,908   (13 %)
    Proved Developed Non-Producing   11,767   7,252   5,534   (24 %)
    Proved Undeveloped   36,100   22,647   34,678   53 %
    Proved (1P)   130,655   112,528   112,119   %
    Proved + Probable (2P)   200,704   168,625   169,633   1 %
    Proved + Probable + Possible (3P)   281,595   231,299   245,383   6 %

    (1) 2024 net reserves after royalties are: PDP 62,128 Mboe, proved developed non-producing 4,939 Mboe, proved undeveloped 29,644 Mboe, 1P 96,711 Mboe, 2P 146,645 Mboe and 3P 211,882 Mboe.

    Gross Reserves Reconciliation

        Total 1P   Total 2P   Total 3P 
        Mboe   Mboe   Mboe 
    December 31, 2023   112,528   168,625   231,299  
    Technical Revisions(1)   2,777   (5,434 ) (10,870 )
    Extensions & Improved Recovery(2)   4,760   6,636   9,133  
    Discoveries(3)   160   200   240  
    Acquisitions(4)   10,166   17,877   33,853  
    Production   (18,272 ) (18,272 ) (18,272 )
    December 31, 2024(5)   112,119   169,633   245,383  

    (1) Reserves technical revisions are associated with positive evaluations of LLA-34 and Cabrestero, offset by negative revisions of Arauca, Aguas Blancas, and Capachos.
    (2) Extensions & improved recovery are associated with positive evaluations of Cabrestero, LLA-32, and LLA-34.
    (3) Discoveries are associated with the positive evaluation of LLA-30.
    (4) Acquisitions are associated with the positive evaluations of Occidente, Nororiente and Area Sur.
    (5) The estimates of reserves and future net revenue for individual properties may not reflect the same confidence level as estimates of reserves and future net revenue for all properties, due to the effects of aggregation.

    Reserves Net Present Value After Tax Summary – GLJ Brent Forecast(1)(2)

        NPV15     NPV15     NAV   CAD/sh Change
    over

        December 31,     December 31,     December 31,  
          2023     2024     2024   Dec. 31,
    Reserve Category   (000s)(2)     (000s)(2)     (CAD/sh)(3)   2023(4)
    PDP   $ 1,679,078   $ 1,505,386   $ 22.02   4 %
    Proved Developed Non-Producing     112,298     83,310   $ 1.21   (6 %)
    Proved Undeveloped     201,380     230,174   $ 3.36   38 %
    1P   $ 1,992,757   $ 1,818,870   $ 26.60   5 %
    2P   $ 2,556,169   $ 2,430,060   $ 35.55   10 %
    3P   $ 3,191,329   $ 3,102,864   $ 45.39   12 %

    (1) Net present values (“NPV”) are stated in USD and are discounted at 15 percent. The forecast prices used in the calculation of the present value of future net revenue are based on the GLJ January 1, 2024 and GLJ January 1, 2025 price forecasts, respectively. The GLJ January 1, 2025 price forecast is in the Company’s Annual Information Form for the 2024 fiscal year.
    (2) Includes future development capital (“FDC”) as at December 31, 2023 of $27 million for PDP, $346 million for 1P, $537 million for 2P and $707 million for 3P and FDC as at December 31, 2024 of $23 million for PDP, $440 million for 1P, $595 million for 2P and $740 million for 3P.
    (3) 2024 NAV calculated, as at December 31, 2024, as after tax NPV15 plus working capital of USD$59 million (converted at USDCAD=1.4389), less bank debt of USD$60 million, divided by 98 million basic shares outstanding as at December 31, 2024. Non-GAAP ratio. See “Non-GAAP and Other Financial Measures Advisory”.
    (4) 2023 NAV calculated, as at December 31, 2023, as after tax NPV15 plus working capital of USD$79 million (converted at USDCAD=1.3226), less bank debt of USD$90 million, divided by 104 million basic shares outstanding as at December 31, 2023. Non-GAAP ratio. See “Non-GAAP and Other Financial Measures Advisory”.

    Appointment of Chief Financial Officer

    Following a thorough executive search, Cameron Grainger has been appointed as Chief Financial Officer (“CFO”), effective immediately.

    “We are very pleased to announce Cam as CFO. He is a trusted leader, who has developed an exceptional understanding of our portfolio while providing over 15 years of financial leadership at Parex. I look forward to continuing to work with Cam as he plays an integral role on our leadership team and am confident that he will continue to make significant contributions in support of our strategy,” said Imad Mohsen, President & Chief Executive Officer.

    Mr. Grainger has served as the Company’s interim CFO since September 21, 2024, and prior to, was the Vice President, Finance, as well as Controller. Mr. Grainger has held roles with increasing levels of responsibility at Parex since 2011, and is a Chartered Professional Accountant.

    Board of Directors Update

    The Company announces that Lisa Colnett as well as Robert Engbloom are retiring from the Board of Directors and will not stand for re-election at the upcoming Annual General Meeting of Shareholders (“Meeting”).

    “We want to thank Lisa and Bob for their contributions that have supported Parex’s growth in Colombia and wish them all the best,” commented Wayne Foo, Chair of the Board of Parex.

    In preparation for the upcoming retirements, the Company has approved Mona Jasinski and Jeff Lawson as director nominees at the upcoming Meeting.

    “We are excited to recommend Mona and Jeff to Parex’s Board of Directors, both of whom have a wealth of experience across the energy sector and bring refreshed perspectives,” commented Mr. Foo.

    Ms. Jasinski has over 20 years of human resources, corporate strategy and leadership expertise with experience spanning the energy and chemicals sectors as well as philanthropic boards. She is currently the Senior Vice President, HR & Communications at NOVA Chemicals. Prior to NOVA Chemicals, she built a depth of energy-specific experience, serving as Executive Vice President, People and Culture, at Vermilion Energy for 12 years, and previously held leadership roles at Royal Dutch Shell and TransCanada Pipelines. Ms. Jasinski holds a Master of Business Administration from the University of Calgary and an ICD.D designation from the Institute of Corporate Directors.

    Mr. Lawson has extensive experience in corporate strategy, mergers & acquisitions as well as investments and corporate restructurings across the energy and legal sectors. He is currently the Senior Vice President, Corporate Development and Chief Sustainability Officer at Cenovus Energy. Prior to Cenovus, he spent 15 years at Peters & Co. in a variety of senior finance roles and he was also a securities lawyer at Burnet, Duckworth & Palmer for 14 years where he co-led the securities group and served on the firm’s executive committee. Mr. Lawson holds a Bachelor of Laws from the University of Alberta.

    Q4 2024 and FY 2024 Results – Conference Call & Webcast

    Parex will host a conference call and webcast to discuss its Q4 2024 and FY 2024 results on Thursday, March 6, 2025, beginning at 9:30 am MT (11:30 am ET). To participate in the conference call or webcast, please see the access information below:

    Conference ID: 2908137
    Participant Toll-Free Dial-In Number: 1-646-307-1963
    Participant International Dial-In Number: 1-647-932-3411
    Webcast: https://events.q4inc.com/attendee/690785926


    Annual General Meeting

    Parex anticipates holding its Annual General Meeting of Shareholders on Thursday, May 8, 2025.

    The Notice of Annual General Meeting & Management Proxy Circular is expected to be available on or about March 26, 2025, at www.parexresources.com and SEDAR+.

    About Parex Resources Inc.

    Parex is one of the largest independent oil and gas companies in Colombia, focusing on sustainable conventional production. The Company’s corporate headquarters are in Calgary, Canada, with an operating office in Bogotá, Colombia. Parex shares trade on the Toronto Stock Exchange under the symbol PXT.

    For more information, please contact:

    Mike Kruchten
    Senior Vice President, Capital Markets & Corporate Planning
    Parex Resources Inc.
    403-517-1733
    investor.relations@parexresources.com

    Steven Eirich
    Investor Relations & Communications Advisor
    Parex Resources Inc.
    587-293-3286
    investor.relations@parexresources.com

    NOT FOR DISTRIBUTION OR FOR DISSEMINATION IN THE UNITED STATES

    Reserves Advisory

    The recovery and reserve estimates of crude oil reserves provided in this news release are estimates only, and there is no guarantee that the estimated reserves will be recovered. Actual crude oil reserves may eventually prove to be greater than, or less than, the estimates provided herein. All December 31, 2024 reserves presented are based on GLJ’s forecast pricing effective January 1, 2025. All December 31, 2023 reserves presented are based on GLJ’s forecast pricing effective January 1, 2024. All December 31, 2022 reserves presented are based on GLJ’s forecast pricing effective January 1, 2023.

    Comparatives to the independent reserves report prepared by GLJ dated February 29, 2024 with an effective date of December 31, 2023 (the “GLJ 2023 Report”), and the independent reserves report prepared by GLJ dated February 2, 2023 with an effective date of December 31, 2022 (“GLJ 2022 Report”, and collectively with the GLJ 2024 Report and the GLJ 2023 Report, the “GLJ Reports”). Each GLJ Report was prepared in accordance with definitions, standards and procedures contained in the Canadian Oil and Gas Evaluation Handbook (“COGE Handbook”) and National Instrument 51-101 – Standards of Disclosure for Oil and Gas Activities (“NI 51-101”).

    It should not be assumed that the estimates of future net revenues presented herein represent the fair market value of the reserves. There are numerous uncertainties inherent in estimating quantities of crude oil, reserves and the future cash flows attributed to such reserves.

    “Proved Developed Producing Reserves” are those reserves that are expected to be recovered from completion intervals open at the time of the estimate. These reserves may be currently producing or, if shut-in, they must have previously been on production, and the date of resumption of production must be known with reasonable certainty.

    “Proved Developed Non-Producing Reserves” are those reserves that either have not been on production or have previously been on production but are shut-in and the date of resumption of production is unknown.

    “Proved Undeveloped Reserves” are those reserves expected to be recovered from known accumulations where a significant expenditure (e.g. when compared to the cost of drilling a well) is required to render them capable of production. They must fully meet the requirements of the reserves category (proved, probable, possible) to which they are assigned.

    “Proved” reserves are those reserves that can be estimated with a high degree of certainty to be recoverable. It is likely that the actual remaining quantities recovered will exceed the estimated proved reserves.

    “Probable” reserves are those additional reserves that are less certain to be recovered than proved reserves. It is equally likely that the actual remaining quantities recovered will be greater or less than the sum of the estimated proved plus probable reserves.

    “Possible” reserves are those additional reserves that are less certain to be recovered than probable reserves. There is a 10 percent probability that the quantities actually recovered will equal or exceed the sum of proved plus probable plus possible reserves. It is unlikely that the actual remaining quantities recovered will exceed the sum of the estimated proved plus probable plus possible reserves.

    The term “Boe” means a barrel of oil equivalent on the basis of 6 Mcf of natural gas to 1 barrel of oil (“bbl”). Boe’s may be misleading, particularly if used in isolation. A boe conversation ratio of 6 Mcf: 1 bbl is based on an energy equivalency conversion method primarily applicable at the burner tip and does not represent a value equivalency at the wellhead. Given the value ratio based on the current price of crude oil as compared to natural gas is significantly different from the energy equivalency of 6:1, utilizing a conversion ratio at 6:1 may be misleading as an indication of value.

    Light crude oil is crude oil with a relative density greater than 31.1 degrees API gravity, medium crude oil is crude oil with a relative density greater than 22.3 degrees API gravity and less than or equal to 31.1 degrees API gravity, and heavy crude oil is crude oil with a relative density greater than 10 degrees API gravity and less than or equal to 22.3 degrees API gravity.

    With respect to F&D costs, the aggregate of the exploration and development costs incurred in the most recent financial year and the change during that year in estimated future development costs generally will not reflect total F&D costs related to reserve additions for that year. The estimates of reserves and future net revenue for individual properties may not reflect the same confidence level as estimates of reserves and future net revenue for all properties, due to the effects of aggregation.

    This press release contains several oil and gas metrics, including reserve replacement, reserve additions including acquisitions, and reserve life index. In addition, the following non-GAAP financial measures and non-GAAP ratios, as described below under “Non-GAAP and Other Financial Measures”, can be considered to be oil and gas metrics: F&D costs, FD&A costs, F&D recycle ratio, FD&A recycle ratio, operating netback, funds flow provided by operations, funds flow provided by operations netback, reserve replacement and NAV.   Such oil and gas metrics have been prepared by management and do not have standardized meanings or standard methods of calculation and therefore such measures may not be comparable to similar measures used by other companies and should not be used to make comparisons. Such metrics have been included herein to provide readers with additional measures to evaluate the Company’s performance; however, such measures are not reliable indicators of the future performance of the Company and future performance may not compare to the performance in previous periods and therefore such metric should not be unduly relied upon. Management uses these oil and gas metrics for its own performance measurements and to provide security holders with measures to compare the Company’s operations over time. Readers are cautioned that the information provided by these metrics, or that can be derived from the metrics presented in this news release, should not be relied upon for investment or other purposes. A summary of the calculations of reserve replacement and RLI are as follows, with the other oil and gas metrics referred to above being described herein under “Non-GAAP and Other Financial Measures”:

    • Reserve additions including acquisitions is calculated by the change in reserves category and adding current year annual production.
    • Reserve replacement is calculated by dividing the annual reserve additions by the annual production.
    • Reserve life index is calculated by dividing the applicable reserves category by the annualized fourth quarter average production.

    2024 Year-End Corporate Reserves Report: Supplemental Reserves Tables

    All reserves are presented as Parex working interest before royalties and in certain tables set forth below, the columns may not add due to rounding.

    Gross Reserves by Area(1)

        1P 2P 3P
    Area   Mboe(1) Mboe(1) Mboe(1)
    LLA-34   63,320 88,823 120,283
    Southern Llanos   20,634 30,487 37,749
    Northern Llanos   12,246 18,007 24,113
    Magdalena   5,754 14,439 29,384
    Putumayo   10,166 17,877 33,853
    Total   112,119 169,633 245,383

    (1) The estimates of reserves and future net revenue for individual properties may not reflect the same confidence level as estimates of reserves and future net revenue for all properties, due to the effects of aggregation.

    Gross Reserves Volumes by Product Type

    Product Type   PDP 1P 2P 3P
    Light & Medium Crude Oil (Mbbl)   10,084 30,138 51,422 84,901
    Heavy Crude Oil (Mbbl)   58,654 76,788 107,161 140,348
    Natural Gas Liquids (Mbbl)   480 1,207 1,643 2,108
    Conventional Natural Gas (MMcf)   16,139 23,915 56,441 108,155
    Oil Equivalent (Mboe)   71,908 112,119 169,633 245,383


    Gross Reserves Volumes Per Share
    (1)

        Dec. 31 Change over
    Dec. 31, 2022
        2022 2023 2024(1)
    Year-End Basic Outstanding Shares (000s)   109.1 103.8 98.3 (5 %)
    PDP (boe/share)   0.76 0.80 0.73 (9 %)
    1P (boe/share)   1.20 1.08 1.14 6 %
    2P (boe/share)   1.84 1.62 1.72 6 %
    3P (boe/share)   2.58 2.23 2.50 12 %

    (1) 2024 net reserves after royalties are: PDP 62,128 Mboe, proved developed non-producing 4,939 Mboe, proved undeveloped 29,644 Mboe, 1P 96,711 Mboe, 2P 146,645 Mboe and 3P 211,882 Mboe.

    Reserve Replacement Ratio and Reserve Life Index

        Dec. 31, 2022(1) Dec. 31, 2023(2) Dec. 31, 2024(3) 3-Year
    PDP          
    Reserve Replacement Ratio   112 % 99 % 41 % 85 %
    Reserve Life Index   4.2 years 3.9 years 4.3 years 4.1 years
    1P          
    Reserve Replacement Ratio   128 % 9 % 98 % 77 %
    Reserve Life Index   6.6 years 5.4 years 6.8 years 6.2 years
    2P          
    Reserve Replacement Ratio   110 % (62 %) 106 % 49 %
    Reserve Life Index   10.1 years 8.1 years 10.3 years 9.4 years

    (1) Calculated by dividing the amount of the relevant reserves category by average Q4 2022 production of 54,257 boe/d annualized (consisting of 10,511 bbl/d of light crude oil and medium crude oil, 42,746 bbl/d of heavy crude oil and 6,000 mcf/d of conventional natural gas).
    (2) Calculated by dividing the amount of the relevant reserves category by average Q4 2023 production of 57,329 boe/d annualized (consisting of 9,700 bbl/d of light crude oil and medium crude oil, 46,760 bbl/d of heavy crude oil and 5,214 mcf/d of conventional natural gas).
    (3) Calculated by dividing the amount of the relevant reserves category by estimated average Q4 2024 production of 45,297 boe/d annualized (consisting of 9,550 bbl/d of light crude oil and medium crude oil, 34,882 bbl/d of heavy crude oil and 5,190 mcf/d of conventional natural gas).

    Future Development Capital (“FDC”) (000s)(1)

    Reserve Category 2025 2026 2027 2028 2029+ Total FDC Total
    FDC/boe
    PDP $ 23,467 $ $ $ $ $ 23,467 $ 0.33
    1P $ 239,609 $ 113,210 $ 73,861 $ 13,000 $ 622 $ 440,302 $ 3.93
    2P $ 241,934 $ 157,800 $ 157,181 $ 17,166 $ 21,317 $ 595,398 $ 3.51

    (1) FDC are stated in USD, undiscounted and based on GLJ January 1, 2025 price forecasts.

    Summary of Reserve Metrics – Company Gross

        2024 3-Year
      PDP 1P 2P PDP 1P 2P
    F&D Costs ($/boe)(1) 45.60 36.11 169.52 27.90 36.91 122.51
    FD&A Costs ($/boe)(1) 45.60 24.75 21.09 27.90 32.21 49.94
    Recycle Ratio – F&D(1) 0.9 x 1.1 x 0.2 x 1.7 x 1.3 x 0.4 x
    Recycle Ratio – FD&A(1) 0.9 x 1.7 x 2.0 x 1.7 x 1.5 x 1.0 x

    (1) Non-GAAP ratio. See “Non-GAAP and Other Financial Measures Advisory”.

    Non-GAAP and Other Financial Measures Advisory

    This press release uses various “non-GAAP financial measures”, “non-GAAP ratios”, “supplementary financial measures” and “capital management measures” (as such terms are defined in NI 52-112), which are described in further detail below. Such measures are not standardized financial measures under IFRS and might not be comparable to similar financial measures disclosed by other issuers. Investors are cautioned that non-GAAP financial measures should not be construed as alternatives to or more meaningful than the most directly comparable GAAP measures as indicators of Parex’s performance.

    These measures facilitate management’s comparisons to the Company’s historical operating results in assessing its results and strategic and operational decision-making and may be used by financial analysts and others in the oil and natural gas industry to evaluate the Company’s performance. Further, management believes that such financial measures are useful supplemental information to analyze operating performance and provide an indication of the results generated by the Company’s principal business activities.

    Set forth below is a description of the non-GAAP financial measures, non-GAAP ratios, supplementary financial measures and capital management measures used in this press release.

    Non-GAAP Financial Measures

    Capital expenditures, is a non-GAAP financial measure which the Company uses to describe its capital costs associated with oil and gas expenditures. The measure considers both property, plant and equipment expenditures and exploration and evaluation asset expenditures which are items in the Company’s statement of cash flows for the period and is calculated as follows:

      For the three months ended   For the year ended
      December 31,   September 30,   December 31,
    ($000s)   2024     2023     2024     2024     2023     2022
    Property, plant and equipment expenditures $ 62,799   $ 50,753   $ 68,406   $ 221,250   $ 310,933   $ 389,979
    Exploration and evaluation expenditures   19,311     40,666     13,961     126,445     172,410     122,273
    Capital expenditures $ 82,110   $ 91,419   $ 82,367   $ 347,695   $ 483,343   $ 512,252


    Free funds flow,
    is a non-GAAP financial measure that is determined by funds flow provided by operations less capital expenditures. The Company considers free funds flow to be a key measure as it demonstrates Parex’s ability to fund returns of capital, such as the normal course issuer bid and dividends, without accessing outside funds and is calculated as follows:

      For the three months ended     For the year ended
     
      December 31,   September 30,     December 31,
     
    ($000s)   2024     2023     2024       2024     2023     2022  
    Cash provided by operating activities $ 67,847   $ 194,242     $ 181,874     $ 569,915   $ 376,471   $ 983,602  
    Net change in non-cash assets and liabilities   73,354     (865 )     (30,101 )     52,318     291,311     (258,712 )
    Funds flow provided by operations   141,201     193,377       151,773       622,233     667,782     724,890  
    Capital expenditures   82,110     91,419       82,367       347,695     483,343     512,252  
    Free funds flow $ 59,091   $ 101,958     $ 69,406     $ 274,538   $ 184,439   $ 212,638  


    EBITDA,
    is a non-GAAP financial measure that is defined as net income (loss) adjusted for finance income and expense, other expenses, income tax expense (recovery) and depletion, depreciation and amortization.

    Adjusted EBITDA, is a non-GAAP financial measure defined as EBITDA adjusted for non-cash impairment charges, share-based compensation expense (recovery), unrealized foreign exchange gains (losses), and unrealized gains (losses) on risk management contracts.

    The Company considers EBITDA and Adjusted EBITDA to be key measures as they demonstrate Parex’s profitability before finance income and expenses, taxes, depletion, depreciation and amortization and other non-cash items. A reconciliation from net income to EBITDA and Adjusted EBITDA is as follows:

      For the three months ended
        For the year ended
     
      December 31,   September 30,     December 31,
     
    ($000s)   2024       2023       2024       2024       2023       2022  
    Net income (loss) $ (69,051 )   $ 133,783     $ 65,793     $ 60,680     $ 459,309     $ 611,368  
    Adjustments to reconcile net income (loss) to EBITDA:                      
    Finance income   (998 )     (2,067 )     (963 )     (4,315 )     (14,055 )     (9,015 )
    Finance expenses   4,318       2,878       5,676       18,408       13,834       8,393  
    Other expense   2,208       362       1,818       6,227       2,582       1,315  
    Income tax expense (recovery)   (880 )     (81,929 )     42,767       248,592       (5,070 )     191,798  
    Depletion, depreciation and amortization   53,984       57,833       52,672       215,770       194,229       149,351  
    EBITDA $ (10,419 )   $ 110,860     $ 167,763     $ 545,362     $ 650,829     $ 953,210  
    Non-cash impairment charges   137,841       85,330             142,502       142,540       103,394  
    Share-based compensation expense (recovery)   6,149       7,674       (7,994 )     1,462       30,364       19,128  
    Unrealized foreign exchange loss (gain)   2,581       (2,312 )     4,233       29,603       (6,453 )     (9,692 )
    Unrealized loss on risk management contracts   1,160                   1,160              
    Adjusted EBITDA $ 137,312     $ 201,552     $ 164,002     $ 720,089     $ 817,280     $ 1,066,040  


    Non-GAAP Ratios

    Operating netback per boe, is a non-GAAP ratio the Company considers operating netback per boe to be a key measure as it demonstrates Parex’s profitability relative to current commodity prices. Parex calculates operating netback per boe as operating netback divided by the total equivalent sales volume including purchased oil volumes for oil and natural gas sales price and transportation expense per boe and by the total equivalent sales volume and excludes purchased oil volumes for royalties and operating expense per boe.

    Funds flow provided by operations netback per boe, is a non-GAAP ratio that includes all cash generated from operating activities and is calculated before changes in non-cash working capital, divided by produced oil and natural gas sales volumes. The Company considers funds flow provided by operations netback per boe to be a key measure as it demonstrates Parex’s profitability after all cash costs relative to current commodity prices.

    Finding & Development Costs (F&D costs) per boe and Finding, Development and Acquisition Costs (FD&A costs) per boe, is a non-GAAP ratio that helps to explain the cost of finding and developing additional oil and gas reserves. F&D costs are determined by dividing capital expenditures plus the change in FDC in the period divided by BOE reserve additions in the period. FD&A costs per boe are determined by dividing capital expenditures in the period plus the change in FDC plus acquisition costs divided by BOE reserve additions in the period.

    F&D and FD&A Costs(1)   2024   3-Year
     
    ($000s) PDP   1P   2P   PDP 1P   2P  
                 
    Capital Expenditures(2) 347,695   347,695   347,695   1,343,290 1,343,290   1,343,290  
    Capital Expenditures – change in FDC (3,321 ) (69,775 ) (109,856 ) 8,730 (95,935 ) (113,170 )
    Total Capital 344,374   277,920   237,839   1,352,020 1,247,355   1,230,120  
                 
    Net Acquisitions          
    Net Acquisitions – change in FDC   164,207   168,739   168,739   164,207  
    Total Net Acquisitions   164,207   168,739   168,739   164,207  
                 
    Total Capital including Acquisitions 344,374   442,127   406,578   1,352,020 1,416,094   1,394,327  
                 
    Reserve Additions 7,552   7,697   1,403   48,459 33,797   10,041  
    Net Acquisitions Reserve Additions   10,166   17,877   10,166   17,877  
    Reserve Additions including Acquisitions (Mboe) 7,552   17,863   19,280   48,459 43,963   27,918  
                 
    F&D Costs ($/boe) 45.60   36.11   169.52   27.90 36.91   122.51  
    FD&A Costs ($/boe) 45.60   24.75   21.09   27.90 32.21   49.94  

    (1) All reserves are presented as Parex working interest before royalties.
    (2) Calculated using capital expenditures for the period ended December 31, 2024.

    Recycle ratio, is a non-GAAP ratio that measures the profit per barrel of oil to the cost of finding and developing that barrel of oil. The recycle ratio is determined by dividing the annual operating netback per boe by the F&D costs and FD&A costs in the period.

        2024   3-Year
     
      PDP 1P 2P   PDP 1P 2P  
                     
    Operating netback ($/boe) 41.30 41.30 41.30   48.43 48.43 48.43  
                     
    F&D Costs(2) ($/boe) 45.60 36.11 169.52   27.90 36.91 122.51  
    FD&A Costs(2) ($/boe) 45.60 24.75 21.09   27.90 32.21 49.94  
                     
    Recycle Ratio – F&D(1) 0.9 x 1.1 x 0.2 x   1.7 x 1.3 x 0.4 x  
    Recycle Ratio – FD&A(1) 0.9 x 1.7 x 2.0 x   1.7 x 1.5 x 1.0 x  

    (1) Recycle ratio is calculated as operating netback per boe divided by F&D or FD&A as applicable. Three-year operating netback on a per boe basis is calculated using weighted average sales volumes.

    Net Asset Value (“NAV”) per share, is a non-GAAP ratio that combines the 51-101 NPV15 value after tax with the Company’s estimated working capital at the period end date, less bank debt at the period end date, divided by common shares outstanding at the period end date. The Company uses the NAV per share as a way to reflect the Company’s value considering existing working capital on hand, less bank debt, plus the NPV15 after tax value on Oil and Gas Reserves. NAV per share is stated in CAD dollars using an exchange rate of USDCAD=1.4389. NAV is defined as total assets less total liabilities.

    Net Asset Value (“NAV”) per boe, is a non-GAAP ratio that combines the 51-101 NPV15 value after tax with the Company’s estimated working capital at the period end date, less bank debt at the period end date, divided by reserve volumes at the period end date. The Company uses the NAV per boe as a way to reflect the Company’s value considering existing working capital on hand, less bank debt, plus the NPV15 after tax value on Oil and Gas Reserves. Net asset value is defined as total assets less total liabilities.

    Basic funds flow provided by operations per share is a non-GAAP ratio that is calculated by dividing funds flow provided by operations by the weighted average number of basic shares outstanding. Parex presents basic funds flow provided by operations per share whereby per share amounts are calculated using weighted-average shares outstanding, consistent with the calculation of earnings per share.

    Capital Management Measures

    Funds flow provided by operations, is a capital management measure that includes all cash generated from operating activities and is calculated before changes in non-cash assets and liabilities. The Company considers funds flow provided by operations to be a key measure as it demonstrates Parex’s profitability after all cash costs. A reconciliation from cash provided by operating activities to funds flow provided by operations is as follows:

      For the three months ended
        For the year ended
     
      December 31,   September 30,     December 31,
     
    ($000s)   2024     2023       2024       2024     2023     2022  
    Cash provided by operating activities $ 67,847   $ 194,242     $ 181,874     $ 569,915   $ 376,471   $ 983,602  
    Net change in non-cash assets and liabilities   73,354     (865 )     (30,101 )     52,318     291,311     (258,712 )
    Funds flow provided by operations $ 141,201   $ 193,377     $ 151,773     $ 622,233   $ 667,782   $ 724,890  


    Working capital surplus,
    is a capital management measure which the Company uses to describe its liquidity position and ability to meet its short-term liabilities. Working capital surplus is defined as current assets less current liabilities.

      For the three months ended   For the year ended
      December 31,   September 30,   December 31,
    ($000s)   2024     2023     2024     2024     2023     2022
    Current assets $ 245,943   $ 337,175   $ 248,208   $ 245,943   $ 337,175   $ 593,602
    Current liabilities   186,546     258,148     210,699     186,546     258,148     508,614
    Working capital surplus $ 59,397   $ 79,027   $ 37,509   $ 59,397   $ 79,027   $ 84,988

    Supplementary Financial Measures

    “Oil and natural gas sales per boe” is determined by sales revenue excluding risk management contracts, as determined in accordance with IFRS, divided by total equivalent sales volume including purchased oil volumes.

    “Royalties per boe” is comprised of royalties, as determined in accordance with IFRS, divided by the total equivalent sales volume and excludes purchased oil volumes.

    “Net revenue per boe” is comprised of net revenue, as determined in accordance with IFRS, divided by the total equivalent sales volume and includes purchased oil volumes.

    “Production expense per boe” is comprised of production expense, as determined in accordance with IFRS, divided by the total equivalent sales volume and excludes purchased oil volumes.

    “Transportation expense per boe” is comprised of transportation expense, as determined in accordance with IFRS, divided by the total equivalent sales volumes including purchased oil volumes.

    “Dividends paid per share” is comprised of dividends declared, as determined in accordance with IFRS, divided by the number of shares outstanding at the dividend record date.

    Dividend Advisory

    The Company’s future shareholder distributions, including but not limited to the payment of dividends and the acquisition by the Company of its shares pursuant to an NCIB, if any, and the level thereof is uncertain. Any decision to pay further dividends on the common shares (including the actual amount, the declaration date, the record date and the payment date in connection therewith and any special dividends) or acquire shares of the Company will be subject to the discretion of the Board of Directors of Parex and may depend on a variety of factors, including, without limitation the Company’s business performance, financial condition, financial requirements, growth plans, expected capital requirements and other conditions existing at such future time including, without limitation, contractual restrictions and satisfaction of the solvency tests imposed on the Company under applicable corporate law. Further, the actual amount, the declaration date, the record date and the payment date of any dividend are subject to the discretion of the Board. There can be no assurance that the Company will pay dividends or repurchase any shares of the Company in the future.

    Advisory on Forward-Looking Statements

    In particular, forward-looking statements contained in this document include, but are not limited to, statements with respect to the Company’s operational and financial position; the Company’s plan, strategy and focus; the focus of the Company’s 2025 operational plan; Parex’s plan of rebuilding market confidence by delivering steady results, evolving its Colombian portfolio and strengthening its track record of shareholder returns, while also progressing towards Llanos Foothills exploration in 2026; Parex’s FY 2025 average production guidance; the anticipated Board nominees at Parex’s upcoming Meeting; the anticipated number of operating and non-operating drilling rigs that Parex will have in Q2 2025; expectations that the Company’s operations are supportive of a growing H2 2025 production profile and the Company’s anticipated activities at certain of its locations, including the anticipated timing thereof; the Company’s 2025 guidance, including anticipated Brent crude oil average price, average production, funds flow provided by operations netback, funds flow provided by operations, capital expenditures and free funds flow; the anticipated terms of the Company’s Q1 2025 regular quarterly dividend including its expectation that it will be designated as an “eligible dividend”; the anticipated date and time of Parex’s 2025 Meeting and the release of its 2024 Annual Information Form; and the anticipated date of Parex’s conference call. In addition, statements relating to “reserves” are by their nature forward-looking statements, as they involve the implied assessment, based on certain estimates and assumptions that the reserves described can be profitably produced in the future. The recovery and reserve estimates of Parex’s reserves provided herein are estimates only and there is no guarantee that the estimated reserves will be recovered.

    These forward-looking statements are subject to numerous risks and uncertainties, including but not limited to, the impact of general economic conditions in Canada and Colombia; determinations by OPEC and other countries as to production levels; volatility in commodity prices; industry conditions including changes in laws and regulations including adoption of new environmental laws and regulations, and changes in how they are interpreted and enforced, in Canada and Colombia; competition; lack of availability of qualified personnel; the results and timelines of exploration and development drilling, test, monitoring and work programs and related activities; obtaining required approvals of regulatory authorities, in Canada and Colombia; risks associated with negotiating with foreign governments as well as country risk associated with conducting international activities; volatility in market prices for oil; fluctuations in foreign exchange or interest rates; environmental risks; changes in income tax laws or changes in tax laws and incentive programs relating to the oil industry; changes to pipeline capacity; ability to access sufficient capital from internal and external sources; risk that Parex’s evaluation of its existing portfolio of development and exploration opportunities is not consistent with its expectations; that production test results may not necessarily be indicative of long term performance or of ultimate recovery; the risk that Parex may not commence exploration activities in the Llanos Foothills area when anticipated, or at all; the risk that Parex’s FY 2025 average production may be less than anticipated; the risk that Parex may have less operating and non-operating drilling rigs in Q2 2025 than anticipated; the risk that Parex’s financial and operating results may not be consistent with its expectations; the risk that the Company may not release its Annual Information Form or hold its 2025 Meeting when anticipated; the risk that Parex may not have sufficient financial resources in the future to provide distributions to its shareholders; the risk that the Board may not declare dividends in the future or that Parex’s dividend policy changes;and other factors, many of which are beyond the control of the Company. Readers are cautioned that the foregoing list of factors is not exhaustive. Additional information on these and other factors that could affect Parex’s operations and financial results are included in reports on file with Canadian securities regulatory authorities and may be accessed through the SEDAR+ website (www.sedarplus.ca).

    Although the forward-looking statements contained in this document are based upon assumptions which Management believes to be reasonable, the Company cannot assure investors that actual results will be consistent with these forward-looking statements. With respect to forward-looking statements contained in this document, Parex has made assumptions regarding, among other things: current and anticipated commodity prices and royalty regimes; availability of skilled labour; timing and amount of capital expenditures; future exchange rates; the price of oil, including the anticipated Brent oil prices; the impact of increasing competition; conditions in general economic and financial markets; availability of drilling and related equipment; effects of regulation by governmental agencies; receipt of partner, regulatory and community approvals; royalty rates; future operating costs; uninterrupted access to areas of Parex’s operations and infrastructure; recoverability of reserves and future production rates; the status of litigation; timing of drilling and completion of wells; on-stream timing of production from successful exploration wells; operational performance of non-operated producing fields; pipeline capacity; that Parex will have sufficient cash flow, debt or equity sources or other financial resources required to fund its capital and operating expenditures and requirements as needed; that Parex’s conduct and results of operations will be consistent with its expectations; that Parex will have the ability to develop its oil and gas properties in the manner currently contemplated; that Parex’s evaluation of its existing portfolio of development and exploration opportunities is consistent with its expectations; current or, where applicable, proposed industry conditions, laws and regulations will continue in effect or as anticipated as described herein; that the estimates of Parex’s production and reserves volumes and the assumptions related thereto (including commodity prices and development costs) are accurate in all material respects; that Parex will be able to obtain contract extensions or fulfill the contractual obligations required to retain its rights to explore, develop and exploit any of its undeveloped properties; that Parex will have sufficient financial resources in the future to pay a dividend and repurchase its shares in the future; that the Board will declare dividends in the future; and other matters.

    Management has included the above summary of assumptions and risks related to forward-looking information provided in this document in order to provide shareholders with a more complete perspective on Parex’s current and future operations and such information may not be appropriate for other purposes. Parex’s actual results, performance or achievement could differ materially from those expressed in, or implied by, these forward-looking statements and, accordingly, no assurance can be given that any of the events anticipated by the forward-looking statements will transpire or occur, or if any of them do, what benefits Parex will derive. These forward-looking statements are made as of the date of this document and Parex disclaims any intent or obligation to update publicly any forward-looking statements, whether as a result of new information, future events or results or otherwise, other than as required by applicable securities laws.

    This press release contains information that may be considered a financial outlook under applicable securities laws about the Company potential financial position, including, but not limited to: the Company’s 2025 guidance, including anticipated funds flow provided by operations netback, funds flow provided by operations, capital expenditures and free funds flow; and the anticipated terms of the Company’s Q1 2025 regular quarterly dividend including its expectation that it will be designated as an “eligible dividend”. Such financial outlook has been prepared by Parex’s management to provide an outlook of the Company’s activities and results. The financial outlook has been prepared based on a number of assumptions including the assumptions discussed above and assumptions with respect to the costs and expenditures to be incurred by the Company, including capital equipment and operating costs, foreign exchange rates, taxation rates for the Company, general and administrative expenses and the prices to be paid for the Company’s production.

    Management does not have firm commitments for all of the costs, expenditures, prices or other financial assumptions used to prepare the financial outlook or assurance that such operating results will be achieved and, accordingly, the complete financial effects of all of those costs, expenditures, prices and operating results are not objectively determinable. The actual results of operations of the Company and the resulting financial results will likely vary from the amounts set forth in the analysis presented in this press release, and such variations may be material. The Company and Management believe that the financial outlook has been prepared on a reasonable basis, reflecting the best estimates and judgments, and represent, to the best of Management’s knowledge, Parex’s expected expenditures and results of operations. However, because this information is highly subjective and subject to numerous risks including the risks discussed above, it should not be relied on as necessarily indicative of future results. Except as required by applicable securities laws, the Company undertakes no obligation to update such financial outlook. The financial outlook contained in this press release was made as of the date of this press release and was provided for the purpose of providing further information about the Company’s potential future business operations. Readers are cautioned that the financial outlook contained in this press release is not conclusive and is subject to change.

    The following abbreviations used in this press release have the meanings set forth below:

    PDP proved developed producing
    1P proved
    2P proved plus probable
    3P proved plus probable plus possible
    bbl one barrel
    bbls barrels
    bbl/d barrels per day
    boe barrels of oil equivalent; one barrel of oil or natural gas liquids for six thousand cubic feet of natural gas
    boe/d barrels of oil equivalent per day
    mbbl thousands of barrels
    mboe thousand barrels of oil equivalent
    mcf thousand cubic feet
    mcf/d thousand cubic feet per day
    mmboe one million barrels of oil equivalent
    mmcf one million cubic feet
    W.I. working interest

    PDF available: 

    http://ml.globenewswire.com/Resource/Download/dc94d190-6b5f-48f2-9d09-33ac94624887

    The MIL Network

  • MIL-OSI: Region 16 ESC Edge Data Center Grand Opening

    Source: GlobeNewswire (MIL-OSI)

    AMARILLO, Texas, March 05, 2025 (GLOBE NEWSWIRE) — Region 16 Education Service Center (ESC), in collaboration with Duos Edge AI, Inc. (“Duos Edge AI”), a subsidiary of Duos Technologies Group, Inc. (Nasdaq: DUOT), proudly announces the grand opening of an advanced Edge Data Center (“EDC”) on March 18, 2025. In partnership with FiberLight, this milestone marks a transformative leap in connectivity, AI-driven education, and economic development for the Texas Panhandle. The Duos Edge AI EDC will expand digital access for schools, fuel job creation, and strengthen regional infrastructure to support long-term growth and innovation.

    Event Details:

    Date: Tuesday, March 18th, 2025
    Time: 9:00 AM – 1:00 PM CT
    Location: Region 16 ESC, located at 5800 Bell Street in Amarillo, Texas

    To RSVP for the event, please click here.
    To live stream the event, please watch here.

    The grand opening event includes a “ribbon cutting” and will feature an impressive lineup of industry leaders and experts, including Doug Recker, President and Founder, Duos Edge AI; Chuck Ferry, Chief Executive Officer, Duos Technologies Group and New APR Energy; Ron Kormos, Chief Strategy Officer, FiberLight; Tanya Larkin EdD, Executive Director, Region 16. These distinguished speakers will share insights on the future of edge computing, AI integration, and the impact of this new data center on regional development.

    “We’re looking forward to hosting this event, bringing together leaders in the community and industry alike to mark this milestone,” stated Michael Keough, CIO of Region 16 ESC. “It’s the beginning of a new chapter for the Texas Panhandle as we bring enhanced connectivity and resources to the area.”

    The launch event will showcase the cutting-edge technology housed within the new data center, demonstrating how it will drive innovation and economic growth in the region. “This grand opening represents a significant step forward in our mission to bring advanced AI capabilities closer to where data is generated,” said Doug Recker, President and Founder of Duos Edge AI. “We’re thrilled to partner with Region 16 to make this vision a reality.”

    “FiberLight’s partnership with Region 16 and Duos Edge AI goes beyond delivering fiber—it’s about creating a lasting impact,” said Ron Kormos, Chief Strategy Officer at FiberLight. “While our fiber infrastructure will immediately transform learning experiences for students and educators, its long-term benefit will extend across the Texas Panhandle. By establishing a strong fiber backbone, we’re enabling better education and also building the foundation for economic growth, business expansion, and improved public services. This investment will help bridge the digital divide, fostering a more connected and thriving community for years to come.”

    To learn more about Region 16 ESC, please visit www.esc16.net
    To learn more about Duos Edge AI, please visit www.duosedge.ai
    To learn more about FiberLight, please visit www.fiberlight.com

    About Region 16 Education Service Center:
    Located in Amarillo, Texas, Region 16 Education Service Center serves 60 school districts and three charter schools with 226 campuses in a 26,000 square mile area. Region 16 school districts have an average daily attendance of over 83,000 students, with individual districts ranging from fewer than 30 to more than 29,000 students and the total regional school staff numbering more than 12,800.

    About Duos Edge AI, Inc. 
    Duos Edge AI, Inc. is a subsidiary of Duos Technologies Group, Inc. (Nasdaq: DUOT). Duos Edge AI’s mission is to bring advanced technology to underserved communities, particularly in education, healthcare, and rural industries, by deploying high-powered edge computing solutions that minimize latency and optimize performance. Duos Edge AI specializes in high-function Edge Data Center (“EDC”) solutions tailored to meet evolving needs in any environment. By focusing on providing scalable IT resources that seamlessly integrate with existing infrastructure, its solutions expand capabilities at the network edge, ensuring data uptime onsite services. With the ability to provide 100 kW+ per cabinet, rapid 90-day deployment, and continuous 24/7 data services, Duos Edge AI aims to position its edge data centers within 12 miles of end users or devices, significantly closer than traditional data centers. This approach enables timely processing of massive amounts of data for applications requiring real-time response and supporting current and future technologies without large capital investments. For more information, visit www.duosedge.ai.

    About Duos Technologies Group, Inc.
    Duos Technologies Group, Inc. (Nasdaq: DUOT), based in Jacksonville, Florida, through its wholly owned subsidiaries, Duos Technologies, Inc., Duos Edge AI, Inc., and Duos Energy Corporation, designs, develops, deploys and operates intelligent technology solutions for Machine Vision and Artificial Intelligence (“AI”) applications including real-time analysis of fast-moving vehicles, Edge Data Centers and power consulting. For more information, visit www.duostech.com, www.duosedge.ai and www.duosenergycorp.com.

    About FiberLight
    FiberLight builds and operates mission-critical high bandwidth networks to ignite our client’s digital transformation. With more than 19,000 route miles of fiber networks and 300,000 pre-qualified near-net buildings, our service portfolio includes high-capacity Ethernet and Wavelength Services, Cloud Connect, Dedicated Internet Access, Dark Fiber, and Wireless Backhaul serving domestic and international telecom companies, wireless, wireline, cable, and cloud providers, as well as key players across enterprise, government, and education. For more information, visit https://www.fiberlight.com.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/6411ccbd-6b47-4c24-8034-b1d965f06e10

    This press release was published by a CLEAR® Verified individual.

    The MIL Network

  • MIL-OSI: TransUnion Identifies Increased Risk for Tax Fraud Linked to 970 Data Breaches in 2024

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, March 05, 2025 (GLOBE NEWSWIRE) — Tax refund theft is an annual concern and 2025 brings an elevated risk, according to a TransUnion (NYSE: TRU) analysis. Researchers found that in 2024 there were 970 data breaches in which fraudsters obtained the kinds of personally identifiable information (PII) required for various forms of tax fraud.

    In total, 640 million consumer records were exposed in 2024, containing critical pieces of information like Social Security numbers, address histories, and full names. A recent TransUnion report found full Social Security numbers were exposed in 71% of data breaches in the first half of 2024 alone—up from 57% in all of 2023. The exposed information can help fraudsters file false tax returns in a victim’s name, or access someone’s bank account to intercept their tax return.

    “What we found is that the volume and severity of recent data breaches have created tremendous vulnerability,” said Greg Schlichter, director of research and consulting for TransUnion’s public sector business. “Government agencies, like the IRS, as well as financial institutions and consumers need to be alert to this threat.”

    How government agencies can defeat fraudsters
    Many fraudsters will target call centers to either test the veracity of PII acquired from criminal marketplaces, or to directly impersonate a victim. Call center leaders must look out for suspicious calls—such as those that show signs of spoofing, or those placed through a Voice-over-IP service—even for routine requests like address changes or tax return tracking.

    In addition, fraudsters will access online government portals with stolen PII to validate stolen identity information, file false returns or intercept return status updates. Agencies should employ identity verification and document authentication technologies to flag impersonators who may also use AI to generate photo-realistic credentials.

    “There are a number of fraud prevention tools that agencies can leverage,” said Naureen Ali, U.S. Head of Fraud at TransUnion. “Using call authentication and identity resolution capabilities will make it easier to thwart fraud attempts that use stolen and synthetic identities.”

    The researchers note branded calling tools are likely needed for agencies looking to proactively notify taxpayers whose returns are at risk, given the volume of government impersonation fraud. A recent TransUnion survey found that 62% of consumers won’t answer a call from a number or caller ID name they don’t recognize, even if they’re expecting a call from a government agency.

    The role for banks and consumers
    While the government should look out for fraudsters attempting to falsely file and claim tax returns, banks and other financial institutions should check to confirm that the payee matches the account owner on record. This can help ensure that incoming funds are intended for that customer.

    Even prior to this point, however, banks should already be scrutinizing their deposit account openings to check for potentially fraudulent account creations that are used for criminal activities like drop accounts and mule accounts. Similarly, financial institutions should remain diligent to try to protect their existing deposit accounts from account takeovers.

    Consumers can also protect themselves by monitoring their bank account activity and credit history. When they know their tax refund is due, they can check regularly to ensure it remains in their account. They can also use credit monitoring services to know if fraudsters have created new accounts in their name.

    Learn more about TransUnion’s TruValidate™ Identity Verification Solutions and TruContact™ Trusted Call Solutions.

    Read more about the implications of data breaches on tax fraud here.

    About TransUnion (NYSE: TRU)
    TransUnion is a global information and insights company with over 13,000 associates operating in more than 30 countries. We make trust possible by ensuring each person is reliably represented in the marketplace. We do this with a Tru™ picture of each person: an actionable view of consumers, stewarded with care. Through our acquisitions and technology investments we have developed innovative solutions that extend beyond our strong foundation in core credit into areas such as marketing, fraud, risk and advanced analytics. As a result, consumers and businesses can transact with confidence and achieve great things. We call this Information for Good® — and it leads to economic opportunity, great experiences and personal empowerment for millions of people around the world. http://www.transunion.com/business

    Contact Dave Blumberg
    TransUnion
    E-mail  david.blumberg@transunion.com
    Telephone  312-972-6646

    The MIL Network

  • MIL-OSI: OPTIZMO Returns as Official Content Sponsor for LinkUnite V

    Source: GlobeNewswire (MIL-OSI)

    AUSTIN, Texas, March 05, 2025 (GLOBE NEWSWIRE) — OPTIZMO Technologies, the leading platform for email suppression list management, data security, and compliance solutions, proudly announces its return as the Official Content Sponsor for LinkUnite V. This year’s highly anticipated event will take place at the iconic Newbury Boston from June 11th–13th, bringing women leaders in digital marketing back to the city where the LinkUnite journey began.

    LinkUnite has become a transformative movement uniting women in leadership roles across the digital marketing industry. The annual invite-only event provides a space to cultivate connections, amplify voices, and celebrate innovation. LinkUnite V promises to deliver a unique blend of luxury, history, and inspiration, featuring panels, discussions, and networking opportunities as unforgettable as Boston itself.

    As the Official Content Sponsor, OPTIZMO will return to create more collaborative and impactful video content to spotlight the LinkUnite community. This includes interviews with attendees, sponsors, and panelists, showcasing the event’s energy, insights, and the connections it fosters. OPTIZMO’s COO, Tom Wozniak, and Creative Director, Jonathan Salas, will once again lead the video initiative, capturing and celebrating the journey of women leaders in the digital marketing industry.

    “Being part of LinkUnite from its inception has been a privilege, and we’re honored and excited to return as the Official Content Sponsor for LinkUnite V,” said Khris Thayer, CEO and Co-Founder of OPTIZMO. “This incredible initiative grows stronger every year, and we’re proud to be a part of that growth for years to come.”

    “I am thrilled that we’re bringing our fifth LinkUnite to the beautiful city of Boston! This isn’t just another gathering; it’s a heartwarming reunion in a city that echoes the spirit and warmth of our own incredible circle. I am so excited to create more unforgettable memories with all the amazing ladies of LinkUnite.” — Amanda Farris, CEO & Co-founder of LinkUnite.

    “There’s no place like home! Bringing LinkUnite V to Boston means blending the best of my roots with the future we’re building together. This city has always been about trailblazers and changemakers, just like the women of LinkUnite. Let’s make history in a place that knows how to do just that!” — Sara Malo, President and COO of LinkUnite.

    Hosting the event in Boston is especially meaningful, as the city is the birthplace of the concept of LinkUnite, first coming to life in a few napkin sketches. With The Newbury Boston providing the backdrop and a program designed to inspire, LinkUnite V is set to be another unforgettable experience.

    About OPTIZMO

    OPTIZMO Technologies is the recognized thought leader in the email and online marketing space for email suppression list management, email campaign management, data management, and risk mitigation services relative to email compliance. With an expert staff in pursuit of unrivaled efficiency, innovative technology, and an insatiable desire to problem-solve, clients find a customer-centric business model that not only enhances the way OPTIZMO clients do business but drives the company forward. The company is headquartered in Austin, TX, and has offices and team members in Charleston, Denver, and Brisbane, Australia.

    Media Contact:
    Antonio Jones
    Marketing Manager
    antonio@optizmo.com

    Tom Wozniak
    Chief Operating Officer
    tom@optizmo.com

    The MIL Network

  • MIL-OSI: RXR.Lab Announces IEO Launch of Equity-Based RWA Blockchain Lottery Platform

    Source: GlobeNewswire (MIL-OSI)

    Singapore, March 05, 2025 (GLOBE NEWSWIRE) — RXR.Lab announces its Initial Exchange Offering (IEO), scheduled for March 6, 2025, across four major exchanges: P2B, Azbit, DEX-trade, and Bitstorage.finance. The IEO will end on April 7th. 1 RXR token will correspond to 1 RXR.Lab Equity.

    As the world’s first equity-based RWA project, RXR redefines the gaming and crowdfunding landscape. Every RXR token represents equity in RXR.Lab, aligning user participation with platform growth and profits.  

    Rethinking the Lottery Industry  

    RXR.Lab introduces an innovative concept to the global lottery and gaming industry, with several core features:

    • One Dollar Purchase Model: With just $10, users can enter and win high-value items, including 1 BTC.  
    • Equity Sharing: Even if users don’t win, they can recover part of their costs through the platform’s unique equity-based mechanism. 
    • Blockchain Technology: The integration of blockchain ensures transparency, decentralization, and fairness. This eliminates the trust issues found in traditional lottery systems.  

    Rooted in the CAPM model, RXR.Lab’s structure combines entertainment with financial value, offering a predictable, equity-driven ecosystem.  

    Tokenomics and Governance  

    RXR tokens represent equity and investment potential. Key highlights include tokenomics and the structure of governance:

    • About the Token: The maximum supply is 380 million RXR tokens to make sure supply will be scarce and retain value.
    • Initial Supply: Only 130 million tokens will be released, with 40 million in circulation during the first phase.
    • Smart Contract Audit: RXR tokens have undergone a Solidproof audit, ensuring security and transparency for investors.  

    Every token represents a share of RXR.Lab’s assets and profits, aligning user participation with long-term platform success. 

    Goals and Future Plans  

    RXR.Lab is working to change the classical diagram of financial and gaming relations. In this sense, March 6, 2025, will see the launch of this project’s IEO.

    Over time, the team plans to include blockchain features, as well as to push its “one-dollar purchase” model to market. Secondly, RXR.Lab will extend a governance model in a decentralized way. In a word, any participant of any project will become a shareholder.

    RXR.Lab aims to create an open and inclusive ecosystem by integrating real assets with blockchain technology. The project will foster the creation of a sustainable model for universal participation and collaborative growth.

    About RXR.Lab 

    RXR.Lab is the world’s first equity-based blockchain lottery platform that combines real-world assets with entertainment and investment. Blockchain transparency, equity sharing, and innovative lottery mechanics make up the core offering of RXR.Lab. This strategy presents users with a fair and predictable way to participate in the global gaming market.

    The fast-approaching IEO launch indeed opens an opportunity for the investors looking to be part of this new project. To know more about RXR.Lab, readers may refer to the project’s official website and follow the social media pages below. The whitepaper and the official presentation designed by the RXR.Lab team is also a relevant source to check out, and the project’s dApp is available for the public.

    X (Twitter) | Telegram | Discord

    Disclaimer: The information provided in this press release is not a solicitation for investment, nor is it intended as investment advice, financial advice, or trading advice. It is strongly recommended you practice due diligence, including consultation with a professional financial advisor, before investing in or trading cryptocurrency and securities

    The MIL Network

  • MIL-OSI United Nations: Gaza: Israeli aid cut threatens care for most vulnerable, warns UNICEF

    Source: United Nations MIL OSI b

    Peace and Security

    The unilateral halt to aid deliveries entering Gaza announced by the Israeli authorities on Sunday has left Gazans afraid of a return to violence and lifesaving healthcare services under threat, the UN Children’s Fund, UNICEF, has warned.

    The agency said that despite the huge influx of humanitarian goods into Gaza during phase one of the ceasefire which began on 19 January, it has not been enough to make up for the 15 months of war when supply convoys were frequently blocked, impeded or cancelled by the Israeli military.

    Speaking from Gaza, UNICEF’s Rosalia Bollen said that being unable to bring humanitarian relief into the enclave including vaccines and ventilators for pre-term babies “will have devastating real-life consequences” for children and their parents.

    “If we’re unable to bring that in, routine vaccination will come to a standstill”, she told UN News. “Neonatal units won’t be able to care for preterm babies, so this is a real-life consequence that we’ll be dealing with very, very soon if we’re unable to resume the aid supplies coming in.”

    The UNICEF Communication Specialist said that existing aid supplies have already been largely distributed throughout Gaza.

    “The needs are so high that we haven’t been able to stockpile goods”, she said, adding that the first phase of the ceasefire wasn’t just a pause in hostilities…it really was a lifeline for families here”.

    Nutrition gains reversed

    The aid blockade comes as the UN aid coordination office, OCHA, reported a slight improvement in dietary diversity during the ceasefire which humanitarians says “is now being reversed” by the aid blockade.

    Before the current conflict, acute malnutrition in Gaza was almost non-existent, but today more than 3,000 children and 1,000 pregnant or breastfeeding women have been referred for acute malnutrition treatment.

    In a more positive development, OCHA noted that February showed a slight improvement in the number of children and pregnant and breastfeeding women consuming the minimum required food groups.

    Citing assessments by nutrition partners, the UN aid office added that about eight per cent of children consumed four or more food groups and there was “a noticeable increase in the consumption of fruits, vegetables, eggs and dairy products”, indicating increased availability at local markets.

    MIL OSI United Nations News

  • MIL-OSI USA: Statement on President Trump’s Address to Congress

    Source: US State of New York

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    A lock icon or https:// means you’ve safely connected to a ny.gov website. Share sensitive information only on official, secure websites.

    You are leaving the official State of New York website.

    The State of New York does not imply approval of the listed destinations, warrant the accuracy of any information set out in those destinations, or endorse any opinions expressed therein. External web sites operate at the direction of their respective owners who should be contacted directly with questions regarding the content of these sites.

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    MIL OSI USA News

  • MIL-OSI: Bread Financial Announces Approval of $150 Million Share Repurchase Program

    Source: GlobeNewswire (MIL-OSI)

    COLUMBUS, Ohio, March 05, 2025 (GLOBE NEWSWIRE) — Bread Financial® Holdings, Inc. (NYSE: BFH) (“Bread Financial” or the “Company”) today announced that its Board of Directors (the “Board”) has authorized a new plan to repurchase up to $150 million of shares of its common stock. There is no expiration date for the repurchase plan.

    “Aligned with our capital priorities, we have prudently focused on strengthening our balance sheet over the past five years, including building capital and reducing debt. The issuance of Tier 2 capital and this share repurchase authorization will further strengthen our total capital ratios, while providing capital flexibility for future growth and further optimization of our capital position over time,” said Ralph Andretta, president and chief executive officer of Bread Financial.

    Any decision to repurchase shares will be subject to market conditions and other factors, including legal and regulatory restrictions and required approvals, up to the aggregate amount authorized by the Board. The repurchase plan does not obligate the Company to acquire any specific number of shares and may be suspended or terminated at any time.

    About Bread Financial®
    Bread Financial® (NYSE: BFH) is a tech-forward financial services company that provides simple, personalized payment, lending and saving solutions to millions of U.S. consumers. The Company’s payment solutions, including Bread Financial general purpose credit cards and savings products, empower its customers and their passions for a better life. Additionally, the Company delivers growth for some of the most recognized brands in travel & entertainment, health & beauty, jewelry and specialty apparel through their private label and co-brand credit cards and pay-over-time products providing choice and value to their shared customers.

    Forward-Looking Statements
    This release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, including, among other things, statements regarding the Company’s intended share repurchases and the expected impact on share count dilution. The Company believes that its expectations are based on reasonable assumptions. Forward-looking statements, however, are based only on currently available information and the Company’s current beliefs, expectations and assumptions, and are subject to a number of risks and uncertainties that are difficult to predict and, in many cases, beyond the Company’s control, including risk and uncertainties described in greater detail under the headings “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in the Company’s Annual Report on Form 10-K for the most recently ended fiscal year, which may be updated in Item 1A of, or elsewhere in, the Company’s Quarterly Reports on Form 10-Q filed for periods subsequent to such Form 10-K. The Company’s forward-looking statements speak only as of the date made, and it undertakes no obligation, other than as required by applicable law, to update or revise any forward-looking statements, whether as a result of new information, subsequent events, anticipated or unanticipated circumstances or otherwise.

    Contacts

    Brian Vereb — Investor Relations
    Brian.Vereb@breadfinancial.com 

    Susan Haugen — Investor Relations
    Susan.Haugen@breadfinancial.com 

    Rachel Stultz — Media
    Rachel.Stultz@breadfinancial.com  

    The MIL Network

  • MIL-OSI Economics: Why the most-favoured nation principle matters for business 

    Source: International Chamber of Commerce

    Headline: Why the most-favoured nation principle matters for business 

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    MIL OSI Economics

  • MIL-OSI United Kingdom: Maritime Illegal Wildlife Trade Conference showcases tech and ASEAN efforts to combat trafficking

    Source: United Kingdom – Executive Government & Departments

    World news story

    Maritime Illegal Wildlife Trade Conference showcases tech and ASEAN efforts to combat trafficking

    The conference focused on innovative technologies and strategies to combat illegal wildlife trade, promoting marine biodiversity and sustainable trade in ASEAN.

    The Centre for Environment, Fisheries and Aquaculture Science (CEFAS) hosted the Maritime Illegal Wildlife Trade (IWT) Conference in Singapore from 25th to 27th February 2025, to address the pressing issue of the IWT in marine species.

    Supported by the UK Government, this event united key Southeast Asian and global stakeholders from government, NGOs, academia, and the private sector to explore cutting-edge technologies and strategies to tackle marine IWT, advancing global efforts to protect marine biodiversity in the ASEAN region and promoting sustainable trade practices.  

    With around 90% of global trade and illegal wildlife trafficking occurring via maritime transport, regional coordination and innovative solutions are more crucial than ever.

    UK Ambassador to the Association of Southeast Asian Nations (ASEAN), Sarah Tiffin said:  

    Through the ASEAN-UK Plan of Action, the UK is committed to working with ASEAN to enhance regional cooperation and help build Member States’ capacities to prevent and repress the illicit trafficking of wildlife. We are delighted to welcome government representatives from across the ASEAN region to this conference to contribute to the depth and breadth of their expertise through talks, case studies and workshop sessions. IWT is a big concern; it not only affects national fishing industries, but livelihoods and increasing knock-on transnational crime that spills from the maritime space to land.

    The Chair of ASEAN Working Group on CITES (Convention on International Trade in Endangered Species of Wild Fauna and Flora) and Wildlife Enforcement, Mr Athapol Charoenshunsa said:  

    The illegal wildlife trade threatens key marine species such as sharks, rays, turtles, and corals in Southeast Asia, drawing increasing attention as efforts to combat its impact intensify. The potential for tools and technology to address these concerns is promising, and the ASEAN Working Group on CITES and Wildlife Enforcement has supported this conference since its inception to strengthen ASEAN-UK collaboration.

    The Maritime IWT Conference is organised in partnership with the cooperation of National Parks Board (NParks) Singapore.  

    NParks’ CEO, Ms Hwang Yu-Ning said:  

    Singapore is privileged to host the Maritime Illegal Wildlife Trade Conference, providing a platform for representatives from ASEAN member states, the UK, and other partners to convene and share knowledge. In line with the theme of the conference, we recognise the importance of utilising new and emerging tools in this global fight and will continue to strengthen our partnerships and enhance our collective efforts in tackling illegal wildlife trade and protecting biodiversity more effectively.

    The UK is committed to tackling IWT in marine species particularly through its support of the ASEAN Outlook on the Indo-Pacific and the ASEAN Maritime Outlook. By bringing together a diverse array of stakeholders, the conference aimed to foster partnerships and enhance regional cooperation. Given the tangible negative effects that the illegal trade of marine species has on the ASEAN region, including impacts on livelihoods, the facilitation of corruption and the spread of wildlife disease, this conference and its outcomes are of paramount importance to the UK Mission to ASEAN. 

    This initiative aligns with the ASEAN-UK Plan of Action (2022-26), which includes commitments to combat the illegal trade in wildlife and timber pursuant to the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) and other relevant conventions and agreements.

    Updates to this page

    Published 5 March 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Plymouth reflects on fifth anniversary of COVID-19 pandemic

    Source: City of Plymouth

    The 9 March will be the fifth anniversary of the pandemic, where people across the UK are invited to come together to remember and reflect on this unique period of our history as well as their own experiences. 

    To mark the day, the Council will be joining the nation by lighting Smeaton’s Tower yellow on the evening of 9 March, from sunset.

    Councillor Mary Aspinall, Cabinet Member for Health and Adult Social Care, said: “The COVID-19 Day of Reflection is a solemn occasion, allowing us to reflect on the profound impact the pandemic has had on our community, particularly here in Plymouth. 

    “The pandemic brought unprecedented challenges to our city. Many of us lost loved ones and as we remember those who succumbed to the virus, and we extend our deepest sympathies to their families and friends.  

    “The people of Plymouth showed remarkable resilience and solidarity during those trying times. Our health and care system, despite being stretched to its limits, responded with unwavering dedication and compassion.  

    “The doctors, nurses, social care workers, public health workers and all frontline staff worked tirelessly, often at great personal risk, to provide care and support to those in need. Their courage and commitment were nothing short of heroic. 

    “On 9 March we will stand united in remembrance and hope. We will be lighting Smeaton’s Tower as we honour the memory of those we lost, celebrate the resilience of our community, and commit to building a healthier, more compassionate future for all.”

    For more information about the day, visit: COVID-19 Day of Reflection 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Electronic Travel Applications now open for European passport holders05 March 2025 European passport holders, who will travel to Jersey through the UK after 2 April 2025, can now apply for Electronic Travel Authorisation ahead of travel. From 2 April 2025, European passport holders who… Read more

    Source: Channel Islands – Jersey

    05 March 2025

    European passport holders, who will travel to Jersey through the UK after 2 April 2025, can now apply for Electronic Travel Authorisation ahead of travel.

    From 2 April 2025, European passport holders who come to Jersey via the UK, will require an ETA before arriving at the UK border. Everyone travelling needs to get an ETA, including babies and children.

    An ETA costs £10 and permits multiple visits to the Common Travel Area for stays of up to six months at a time over two years, or until the holder’s passport expires – whichever is sooner. A decision is usually reached within three days; however, most people will get a much quicker decision.

    The ETA is linked to your passport and is issued in advance. It will not lead to delays at the border.

    Those travelling directly to the Island (and other Crown Dependencies) will not require an ETA until at least Autumn 2025. Therefore, this requirement will not affect French day trippers, including those travelling using ID cards, this summer.

    ​Applying for an ETA is quick and simple. See the below links for more information:

    MIL OSI United Kingdom

  • MIL-OSI China: CPPCC members commend China’s achievements

    Source: China State Council Information Office 2

    Members of the 14th National Committee of the Chinese People’s Political Consultative Conference (CPPCC) took part in a group interview with the press in Beijing on March 4 ahead of the opening of its third session, sharing insights on China’s new milestones and prospects.

    Members of the 14th National Committee of the CPPCC take part in a group interview at the Great Hall of the People, Beijing, March 4, 2025. [Photo by Zheng Liang/China.org.cn]
    Lin Songtian, deputy director of the CPPCC National Committee’s Foreign Affairs Committee, called the Belt and Road Initiative (BRI) a landmark project linking five continents, promoting global prosperity and benefiting current and future generations.
    “The initiative has benefited people in over 150 countries, paving a new path for cooperation, mutual benefit and shared development worldwide,” Lin told reporters at the Great Hall of the People. He noted that the BRI has driven development in partner countries, improved investment environments and established numerous economic zones and industrial parks, creating vast employment opportunities, enhancing livelihoods and enabling Chinese enterprises to expand globally with robust infrastructure, legal and policy support.
    Since 2013, the BRI has delivered global benefits through key projects: the China-Laos Railway boosted Asia’s regional connectivity, the Addis Ababa-Djibouti Railway provided Ethiopia sea port access, Peru’s Chancay Port became a green, smart logistics hub, and the China-Europe Railway Express strengthened Asia-Europe ties, connecting 25 countries and over 220 cities with more than 100,000 freight trains.
    “With joint efforts from all parties, high-quality BRI cooperation will allow Chinese people to pursue their dreams worldwide with greater accessibility, while enabling more people around the globe to share in development opportunities and prosperity,” he said.
    Qiao Hong, academician of the Chinese Academy of Sciences (CAS) and CPPCC member, highlighted China’s remarkable progress in humanoid robotics in recent years, noting that the country now accounts for more than half of global robot deployment and leads the world in related technologies.
    Qiao emphasized that humanoid robots, a key manifestation of artificial intelligence (AI) and a vital platform for general-purpose physical AI systems, represent the cutting edge of technological evolution. She added that the “Q-series” humanoid robots, independently developed by the CAS’ Institute of Automation, have successfully established the core technological foundation for the humanoid robot mega-factory.
    “As part of China’s national strategic technological force, we will continue to harness our technological advancements and talent resources to solidify the nation’s core technological foundation and advance China’s goal of becoming a global technological powerhouse,” Qiao said.

    Members of the 14th National Committee of the CPPCC take part in a group interview at the Great Hall of the People, Beijing, March 4, 2025. [Photo by Zheng Liang/China.org.cn]
    Jin Li, vice-president of the Southern University of Science and Technology and CPPCC member, addressed challenges posed by China’s aging population, highlighting efforts to develop the silver economy and improve the well-being of elderly people.
    China’s silver economy, driven by its aging population, is set for significant growth, potentially creating 100 million jobs by 2050 and tapping into a market worth $4 trillion by 2035, boosting economic vitality. Currently, there are more than 300 million people aged 60 and above in China, with this figure expected to exceed 400 million by 2035.
    “The growing population aged 60 to 70 brings a wealth of energy and experience. A silver think tank can unlock opportunities in this demographic,” Jin said, noting that improving education and health care enables older individuals to continue making significant contributions to the workforce and society.
    Jin highlighted that the needs of China’s aging population are shifting from basic necessities like clothing, food, shelter and transportation to personal growth, including health care, elderly care, leisure and exploration, as the silver economy offers vast opportunities in terms of both supply and demand.
    Yan Jianbing, president of Huazhong Agricultural University and CPPCC member, emphasized that China’s innovation in agricultural science and technology ranks among the world’s highest, making significant contributions to agricultural progress.
    Yan expressed optimism in maintaining food security, praising the efforts of agricultural science and technology workers. In 2024, China’s grain output exceeded 700 million metric tons for the first time, with per capita availability surpassing 500 kilograms — well above the international food security threshold.

    Members of the 14th National Committee of the CPPCC take part in a group interview at the Great Hall of the People, Beijing, March 4, 2025. [Photo by Zheng Liang/China.org.cn]
    Zhao Hong, chief physician at the Chinese Academy of Medical Sciences’ Cancer Hospital and CPPCC member, highlighted China’s remarkable progress in biopharmaceutical innovation in recent years, aimed at better safeguarding public health. Last year, the nation approved 48 novel drugs and 65 innovative medical devices, with the number of novel medicines in the pipeline ranking second globally.
    “China has shifted from imitation to innovation in the biopharmaceutical field, significantly enhancing its capabilities and demonstrating a promising future,” Zhao said.
    CPPCC member Zhou Lan also noted China’s increased efforts to renovate old residential areas, creating modern and convenient living environments. Over 66,000 urban renewal projects have been carried out, updating and renovating 250,000 old neighborhoods, benefiting more than 100 million residents.
    “These urban renewal projects have not only optimized residents’ living conditions but also attracted new, efficient investment to these cities while preserving their cultural and historical heritage,” she said.

    MIL OSI China News

  • MIL-OSI USA: For UConn Students, the Future is Green

    Source: US State of Connecticut

    Environmental consciousness, sustainability, and related subjects are crucial topics that touch on countless aspects of life – and, as UConn students recently learned, they can be fruitful and rewarding career paths as well.

    “Green Careers: Engage and Explore,” held on campus on Feb. 25, allowed students to meet potential employers, network with peers with similar interests, and hear from an alumni panel about careers based on sustainability.

    “Sustainability is here to stay, globally,” said Betsy Mortensen, communication, outreach, and education coordinator for the Office of Sustainability. “Looking at a future in a green career is a smart thing to do.”

    The event had a mix of off-campus employers and on-campus organizations. Student-run groups such as Ecohusky, Spring Valley Student Farm, Climate and Mind Network, the Beekeeping Club, and more set up tables and shared information about their clubs.

    Employers including Eversource, Bartlett Tree Experts, CT Green Bank, Sustainable CT, and Greenskies had representatives in attendance.

    “This panel is different in a sense that it’s a little bit untraditional,” said student intern Andy Zhang ’26 (CAHNR & CLAS). “We have different niches here. There is a thrift stand and social responsibility and businesspeople. We have a lot of different perspectives.”

    “Sustainability and energy are becoming such a big topic of discussion,” said Gabrielle Comella, assistant director of corporate partner relations for the Center for Career Readiness and Life Skills. “You can have a green career in so many different industries that students don’t realize.”

    “Part of UConn’s strategic plan is preparing students for careers outside of UConn, and this clearly aligns by showing the diversity of sustainability career pathways,” said Mortensen. “Another tenet of the strategic plan is to power Connecticut in terms of a strong workforce, and pretty much all of the employers here have Connecticut roots.”

    ‘Every job is a climate job’ 

    The first speaking panel featured industry leaders. Representatives from Uber, Eversource, Bartlett Tree Experts, and Connecticut Roundtable on Climate and Jobs answered students’ questions about how their companies take sustainability initiatives and how the industry is changing.

    “From our perspective, every job is a climate job,” said Alison Pilcher, the policy director at the CT Roundtable. “Every industry should be thinking about how climate change is going to impact their industry.”

    April Regan, an attorney for Eversource, explained that the company is launching a clean energy innovation program with UConn. Students will have a chance to submit business ideas for “clean innovation.” Stakeholders from UConn and Eversource will review the proposed projects, and “The top five teams will get a little bit of money to explore their idea, and one winning team will get funding for a year,” said Regan. “We’re always trying to innovate, we’re always trying to push the envelope, to push energy policy and environmental policy over these projects.”

    Five alumni took the stage for the second speaking panel, offering advice on how to navigate a career in sustainability after graduation.

    Andy Zhang ’26, an intern in the Office of Sustainability, asks panelists a question (George Velky / UConn Photo)

    “There are so many different avenues you can take,” said Margaret Sanders ’22 (CAHNR), sustainability platform manager for Position Green. “Whether that be through further education or in the professional field, I think it’s really important to be open to trying new things.”

    Panelists discussed how to stay motivated in the field when federal administration is not overtly supportive of sustainability efforts. “Government is an interesting place. It’s a big battleship, it’s hard to turn,” said Brendan Schain, legal director for the Connecticut Department of Energy and Environmental Protection’s Environmental Quality Branch and a graduate of the UConn School of Law. “The pace of change is the change. New people with new perspectives are doing interesting things and bringing an interesting new perspective, and it takes time to institutionalize that.”

    The alumni discussed how their time at UConn helped guide them into their careers as well. Megan Coleman ’17 (ENG), an engineer for JKMuir talked about how any involvement on campus was a good experience. “I was part of a lot of the different clubs here. Being engaged in those and exposing myself to different people, different perspectives, was something that what really important to me.”

    “I got the opportunity to do a study abroad program for the UConn Earth Sciences Department,” said Emily Bigl ’23 (CLAS), an environmental planner for the Southeastern CT Council of Governments. Bigl studied geoscience and geohazards in Taiwan thanks to the UConn program. “It’s a great experience. If you can find a program relating to sustainability in the environment, that’s awesome. But if you find one outside of your realm of study, that’s awesome too. Broaden your horizons.”

    Sanders worked at the National Resources Conservation Academy while at UConn. She mentored Connecticut students and helped them execute environmental programs in their own communities. “It was fun to both see how we could take action in Connecticut and also mentor younger students on the point of intergenerational relationships,” Sanders said.

    Office of Sustainability helps UConn chart a green course

    The Office of Sustainability partnered with the Center for Career Readiness and Life Skills for the event. Student interns at the Office of Sustainability contributed heavily to the preparation of the event.

    Zhang attributed a strong student network to building the mix of clubs, employers, and alumni coming to the event. Will Gabelman, senior manager for global strategies and operations at Uber, spoke on the first panel. Zhang was able to recruit him for the event because Gabelman was his mentor in a fellowship program.

    “We are the tenth most sustainable university in the world, and the second most sustainable university in the United States,” said Zhang, citing rankings from GreenMetric UI.

    UConn earned that title thanks to efforts from the Office of Sustainability and its interns, Zhang said, and added that there are 40 to 50 student interns this semester.

    The office puts together an Earth Day event annually, and is trying to pilot an environmental justice program, according to Kanika Chaturvedi ’26 (CLAS), an intern in the office.

    The give-and-go program is another initiative where the Office of Sustainability collects donations from students who are moving out. Things like clothing, furniture, and appliances are reused rather than discarded. Last year, the program diverted 8,000 pounds of waste from landfills, and “this year they are looking to double that,” said Chaturvedi. The group also collaborates with the town of Mansfield to organize litter cleanup events.

    A project Zhang has been working on is an E-collaboration sustainability network. “It’s kind of like a virtual platform that I think it helps break down a lot of the academic barriers that you see,” said Zhang. It has grown to 240 members and contains things like weekly internship postings and relevant studies posted by professors.

    “We’re able to see sustainability manifest in a lot of different facets,” said Zhang. “Even at the business school or the engineering school, regardless of what your major is, it’s becoming commonplace to have environmental opportunities.”

    MIL OSI USA News

  • MIL-OSI USA: Martial Arts, Cancer, and the Degree Program that Helps Patients Heal Through Exercise

    Source: US State of Connecticut

    Ashkan Novin was looking for a program to bring together his love of martial arts and his research on cancer treatments. He is both a competitor and a coach in karate. As a researcher, he is the founder of Genesist, a biotechnology company focused on gene therapy to combat cancer. He found UConn’s online Exercise Prescription graduate program to be the perfect complement to his interests because, for him, “exercise is not one-size-fits-all.”

    “In the traditional approach in the way we look at planning and prescribing activities, we had one group of exercises for everyone,” says Ashkan. “After this program, it changed my mindset towards a more precision and personalized approach. Everyone has their own needs.”

    Exercise Prescription is offered as both an online master’s degree and a graduate certificate program in the Department of Kinesiology in the College of Agriculture, Health and Natural Resources. The program is designed for working professionals and those interested in exercise science, sports medicine, kinesiology, personal training, exercise physiology, health and fitness, and others, with coursework 100% online.

    Novin enrolled in the certificate program to augment his studies as a biomedical engineering student in a doctoral partnership program between UConn’s College of Engineering and UConn Health.

    One of the class assignments propelled him deeper into bringing together his martial arts passion and an exercise strategy to reduce negative impacts from cancer treatments.

    “This program is great for whoever wants to upgrade their exercise knowledge to help their athletes, clients, or patients reach better outcomes,” says Novin.

    For Meghan O’Neil ‘23 (Neag), who is graduating from the Exercise Prescription master’s degree program this spring, she says the program aligned with her career goals after earning a UConn degree in sports management

    In December 2024, she joined Duke University as a Sports Performance Fellow. In this role she will assist with women’s soccer, women’s tennis, men’s and women’s golf, and men’s and women’s cross country, and volleyball teams. During her time at UConn, she was a student-athlete, playing five seasons as a pitcher on the UConn softball team.

    “It is very important for me to be educated on how to help others live healthier lives,” says O’Neil. “The knowledge I have gained will help me in the field of programming exercise routines in the correct way to my clients.”

    Novin and O’Neil said that even though the Exercise Prescription programs are online and asynchronous, they found each to be highly interactive.

    “My experience working with the other students within the program has been great,” says O’Neil. “The instructors do an outstanding job of allowing us to bounce ideas off each other, ask each other questions, and make connections.”

    “It was definitely one of the most effective virtual programs that I have ever experienced,” says Novin. “I’m still in touch with some of my classmates, which means, at the end of the day, the interaction worked, and it was sustainable.”

    O’Neil suggests if the program is of interest to reach out to the faculty who head the program, Distinguished Board of Trustees Professor Linda Pescatello and Tori DeScenza, assistant professor-in-residence, both in the Department of Kinesiology.

    “Speak with them about what your goals are and what you want to get out of this program. They are very big on communication and want to make your experience the most applicable for your future career.”

    This work relates to CAHNR’s Strategic Vision area focused on Enhancing Health and Well-Being Locally, Nationally, and Globally.

    Follow UConn CAHNR on social media

    MIL OSI USA News

  • MIL-OSI USA: UConn Students Are Ready for 26th Annual HuskyTHON

    Source: US State of Connecticut

    Thousands of UConn students will dance for 18 hours straight to raise money for the Connecticut Children’s Foundation on Saturday, March 8 at the Hugh S. Greer Field House. Over 100 organizations on campus participate.

    “HuskyTHON is an unimaginable organization because of the show of community and pride for something way bigger than ourselves as college students,” says Izzy Casais ’25 (CLAS), vice president of communications for HuskyTHON. “It’s not always about fundraising; it’s about the connections you can make with these children and their families.”

    The fundraising campaign carries the mantra “Change the Tide” this year, Casais says. “It’s really just about changing the trajectory of children’s health and creating that lasting change. The momentum, the teamwork, the small wins is what we refer to.”

    Raising money and awareness is a year-long process that leads up to one dance-filled day on campus. Casais says the HuskyTHON Management Team begins its campaigning in June, ten months before the big day.

    Last year, UConn students raised a record $1.73 million for Connecticut Children’s. The funds raised support the Connecticut Children’s Greatest Needs Children’s Fund, which provides resources for immediate necessities at Connecticut Children’s.

    At last year’s HuskyTHON, participants included members of the 2024 NCAA men’s national championship basketball team (courtesy of HuskyTHON)

    Casais says that Greek life is usually responsible for a significant portion of the money raised. Last year, Delta Zeta Sorority was the top-earning group, with roughly $59,000 raised. “Our goal is really just to fundraise as much as we can,” says Nicole Fedor ’26 (CAHNR), dancer representative for Delta Zeta.

    It’s not just Greek organizations involved. “Club sports are involved, and the D1 sports teams are involved. You can even just make your own team with your friends,” Fedor says.

    Groups on campus use different strategies to raise money. “We usually do an event called Hot Ones,” says Jason Giambertone ’26 (BUS), the dancer representative for Tau Kappa Epsilon Fraternity. The fraternity orders the hot sauces from the YouTube series Hot Ones. Members ask friends and family to donate, and the more money each person raises, the spicier the sauce they must eat.

    Giambertone says the group also arranged a raffle this year, with prizes including cookies from Dueling Grandmas Shortbread, a hat signed by the national championship-winning men’s basketball team, and gift cards from local businesses.

    “It’s a little bit tricky getting a bunch of college guys to raise money for an event like this,” says Giambertone. “There’s no way around it, but there are ways to motivate.” Last year one of the members raised $600 by eating raw eggs. Giambertone says it helped members realize they could contribute to the cause using less serious methods. Giambertone himself shaved his head in a fundraising effort. “I only did it for $75, but it was kind of an avalanche. I think by the end of the day I had raised about $450.”

    Delta Zeta uses prizes like gift cards to incentivize its members to fundraise, says Fedor. The sorority sold candygrams for Valentines Day, which included a few pieces of candy and a message. All proceeds went directly to the cause.

    The management team sends out cause connection videos, which Fedor says helps raise awareness for the sorority. The videos show stories from families involved with Connecticut Children’s and how HuskyTHON has benefited them. “I feel like the more of those videos we show our team, the more everybody is motivated because they realize exactly where the money is going,” Fedor says.

    The Day of Strength this year was Wednesday, Feb. 26: the day when the management team, made up of 32 members, got together to see the total raised so far. This year’s total was $451,516.94, an increase over last year’s total of $373,000. “We don’t set a monetary goal,” says Casais. “It’s always as much as possible; any amount of money is going to make a difference; we just do what we can.”

    The event is more important than just raising money, organizers say. It gives kids from Connecticut Children’s an escape for the day. “When I was little, I always looked up to the older kids. It meant so much more when they gave me special attention,” says Fedor. “Getting to hang out with older kids for a whole day and just feel normal and feel special, means the world.”

    Fedor and Giambertone both say the best moment of HuskyTHON is the Circle of Hope. Every participant is given an entry bracelet at the start of the day, which looks like a hospital bracelet. At the end of HuskyTHON, all the participating students gather in a circle, and everyone gets their bracelet snipped in a ceremony to celebrate the movement and show support for the families involved.

    After 18 hours of dancing – and for some, nearly a year of planning and preparation – students feel the positivity and sense of accomplishment from raising money for children in need (courtesy of HuskyTHON).

    “I looked around and literally every person around me was crying,” says Fedor. “I realized how many people are really touched.”

    “You put in 18 hours. You’re exhausted, you want to eat, and you want to go home, but all of that turns into this raw moment of emotion realizing that you really accomplished this great thing,” says Giambertone. “You made someone’s life better for four hours today, and now you get to do it all again next year.”

    MIL OSI USA News