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Category: Transport

  • MIL-OSI Economics: ASEAN, China strengthen commitment to closer cooperation

    Source: ASEAN

    NINGBO, CHINA, 13 February 2025 – ASEAN and China reaffirmed their commitment to strengthening the Comprehensive Strategic Partnership (CSP) at the 31st ASEAN-China Senior Officials’ Consultation, held today in Ningbo City, China.  

    China reiterated its support for ASEAN Community-building efforts and ASEAN’s central role in regional affairs. China also reaffirmed the high priority it places on its relationship with ASEAN as part of its neighbourhood diplomacy.

    Both sides reviewed the continued progress of ASEAN-China cooperation over the past year. Substantive progress has been achieved in the final year of the implementation of the ASEAN-China Plan of Action 2021-2025 and its Annex to advance the CSP. ASEAN and China continued to enhance cooperation under the CSP, with a focus placed on key areas such as trade and investment, green economy, connectivity, digital ecosystems, blue economy, clean energy, agriculture and food security, culture, and tourism.

    The meeting also discussed deliverables of ASEAN-China cooperation for 2025 and preparations for the upcoming ASEAN-China Ministerial Meeting in July. These deliverables include the signing of the ASEAN-China FTA 3.0 upgrade, the adoption of the new ASEAN-China Plan of Action for 2026-2030, and the establishment of the ASEAN-China Tourism Ministers meeting, among others.

    China also put forward proposals for enhancing cooperation in maritime cooperation, artificial intelligence, transport, blue economy, women and children health, and environment.

    Under the theme of the ASEAN-China Year of People-to-People Exchanges, various projects and activities are planned and will be implemented in ASEAN Member States and China to foster greater cultural and people-to-people connectivity.

    The Senior Officials exchanged views on regional and international developments of mutual concern, underscoring the importance of strengthened cooperation in addressing security challenges, including terrorism, human trafficking, illicit drug abuse, and cybercrime.

    The meeting was co-chaired by Secretary-General of the Ministry of Foreign Affairs of Malaysia, Dato’ Sri Amran Mohamed Zin, and  Vice Foreign Minister of the People’s Republic of China, Sun Weidong, and attended by Senior Officials from ASEAN Member States or their representatives and the Deputy Secretary-General of ASEAN for ASEAN Political-Security Community. Timor-Leste attended as Observer.

    *******

    Images Credit: Ministry of Foreign Affairs of The People’s Republic of China
    The post ASEAN, China strengthen commitment to closer cooperation appeared first on ASEAN Main Portal.

    MIL OSI Economics –

  • MIL-OSI Security: Family of innocent dad shot dead in Barking appeal for witnesses

    Source: United Kingdom London Metropolitan Police

    The family of an innocent man who was fatally shot outside a birthday party have appealed for the public’s help to get justice.

    Hanif Redwood, a 32-year-old father of two, was attacked in Linton Road, Barking in the early hours of Sunday, 13 October.

    He had been attending a party at the Factory 15 venue and was stood outside when, at around 04:33hrs, he was fatally shot by the gunman. He died at the scene.

    Four months on from his murder, Hanif’s family and the officers leading the investigation are appealing for any information that could lead to the arrest, charge and prosecution of those responsible.

    In an appeal for information, Hanif’s family said: “Hanif was a bright spark whose light has been dimmed far too soon. He was an innocent, hardworking and loving father of two, and it is heartbreaking to think that he has been taken away from us.

    “As his family, we are imploring anyone with information to make their voices heard, and to help us get justice for our beloved Hanif.

    “To those who may know or may have seen or heard what took place on that horrific night, any information you have will be of great value to us to help the authorities apprehend those that carried out such a dreadful act.”

    Detective Chief Inspector Mark Rogers, who is leading the investigation, said: “Hanif was an innocent man. His death has devastated his family and friends, as well as many in the local community.

    “We have continued to support Hanif’s family and update them at every point possible. While we have made significant progress with our enquiries, we are yet to secure a conviction and get the justice that they deserve.

    “I’m appealing for anyone who has any information to come forward. Were you out in Barking on that Saturday night? Perhaps you had also been at the birthday party at Factory 15 or at another event nearby? Did you see or hear the shooting or anything else that struck you as being unusual?

    “Someone must have seen or heard something, or must know why this shooting took place. No piece of information is too small. It could be the crucial clue that leads us to identify Hanif’s murderer.”

    Anyone with information is urged to call 101 or message @MetCC on X, giving the reference 1295/13OCT. Information, including photos or videos, can also be easily uploaded to our dedicated appeal page.

    To provide information anonymously, call Crimestoppers on 0800 555 111. They are an independent charity, separate from the police. They won’t ask for your name and can’t trace your call.

    Two men who were arrested on suspicion of murder, were subsequently released on bail. A further 7 people have since been arrested in connection with the murder and either released on bail or released pending further investigation.

    MIL Security OSI –

  • MIL-OSI United Kingdom: Multi-Agency Safeguarding Hub now delivered by Isle of Wight Children 13 February 2025 Multi-Agency Safeguarding Hub now delivered by Isle of Wight Children

    Source: Aisle of Wight

    The delivery of the Isle of Wight’s Multi-Agency Safeguarding Hub (MASH) for children and families on the Isle of Wight is changing.

    As of Monday 24 February, the Isle of Wight Children’s Services will have its own Multi-Agency Safeguarding Hub (MASH), following the ending our partnership with Hampshire County Council. The Multi-Agency Safeguarding Hub (MASH) is a collaborative initiative that unites professionals from various sectors, including children’s social care, police, health providers, and education. The primary goal of the MASH is to share critical information and make timely, informed decisions to ensure the safety and promote the welfare of children. By working together, these professionals can identify risks early, provide appropriate interventions, and promote the well-being of children in our community.

    The Isle of Wight Council, along with its partner agencies, holds a statutory duty to safeguard children and promote their welfare. This duty is fulfilled through coordinated efforts and a shared commitment to protecting children from harm. By leveraging the collective expertise and resources of all involved agencies, the MASH ensures that children receive the support and protection they need in a timely and effective manner.

    If Island residents are worried about the welfare or safety of a child they can report any concerns through the Isle of Wight Council’s website or by calling 01983 823435.

    To reflect these changes, from the 24 February the  Inter-Agency Referral Form (IARF)  will be found on the Isle of Wight Council’s website, and the Isle of Wight Safeguarding Children Partnership website. The link will be shared via email with all partner agencies

    Statement from the Director of Children’s Services

    ”We are delighted to announce that the multi-agency safeguarding hub for our children and families on the Island is now being delivered in-house by Isle of Wight Children’s Services. This significant milestone reflects our unwavering commitment to providing the highest level of care and protection for the children in our community.

    We extend our heartfelt gratitude to Hampshire County Council for their invaluable support and collaboration over the past years. We also extend our thanks to the Isle of Wight Safeguarding Children Partnership, their expertise and dedication have been instrumental in helping us reach this point, and we look forward to continuing our strong partnership as we move forward.

    Together, we are making a profound difference in the lives of children and families on the Isle of Wight.”

    Further information on what this means can be found on the Isle of Wight Council’s website.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: York furniture charity gets boosted through council-funded scheme

    Source: City of York

    Through a partnership between City of York Council and York Centre for Voluntary Services (CVS), charities across the city can access expert support to maximise their social impact.

    One of the charities that has benefited from the project is York Community Furniture Stores (CFS), which has tackled furniture and digital poverty across North Yorkshire for over three decades by collecting pre-loved home furnishings and selling them back to the community at an affordable price, with additional discounts availble for those on means-tested benefits.

    Through the Organisational Health Check programme, supported by the council through the nationwide UK Shared Prosperity Fund, York charities can access the services of freelance, expert consultants to take a detailed look at all aspects of their organisation and understand which areas could be improved. They then work with the consultants on issues that could include fundraising, HR, structure and governance, and develop strategies to help the charities run more smoothly, become more cost-effective and build future resilience in the face of the challenges currently facing the voluntary sector.

    York CFS initially sought help with a merger process, combining their three branches in York, Selby and Scarborough, but through working with Adrian Ashton, a consultant specialising in voluntary sector governance, developed a broader plan for the organisation’s future.

    Speaking in a new video celebrating the project, Katy Ridsdill-Smith, CEO of York CFS, explained:

    What I thought would be a relatively straightforward project – merging the three charities into one – has transformed into a larger organisational change programme which will include a rebrand, the launch of a bold anti-poverty strategy and a new organisational structure.

    “The support has enabled to us to think critically about the level of support we provide to our local communities and how we can be more effective in our work. It’s a really exciting time for CFS!”

    Alison Semmence, Chief Executive of York CVS, said:

    Our work with York Community Furniture Store provides an excellent example of how the partnership has enabled us to connect voluntary, community and social enterprise (VCSE) sector organisations in York with specialist expertise, to not only support the sector’s ability to navigate challenges, but so that organisations can seize opportunities, grow their impact, and continue to deliver meaningful change across our city.

    Cllr Pete Kilbane, Executive Member for Economy and Culture at City of York Council, said:

    Like so many of York’s voluntary organisations, York Community Furniture Store plays a vital role in supporting the whole community, especially those who need great quality furniture at an affordable price.

    “Through this partnership with York CVS, who are experts in our city’s voluntary sector, we’re delighted to have helped organisations like York CFS become more resilient and run more efficiently, meaning they’ll be better able to support our communities for years to come.”

    To find out more about how York CFS benefited from the scheme, watch our video about supporting York charities.

    MIL OSI United Kingdom –

  • MIL-OSI Canada: Alberta’s commitment to border security: Minister Ellis and Minister Amery

    Source: Government of Canada regional news (2)

    MIL OSI Canada News –

  • MIL-OSI Africa: Bluewater to Sell Apex International Energy, Highlighting Full-Cycle Private Equity (PE) Investment Model in Africa’s Oil and Gas Sector

    Source: Africa Press Organisation – English (2) – Report:

    PARIS, France, February 13, 2025/APO Group/ —

    Private equity is playing an increasingly pivotal role in Africa’s energy sector, driving growth and innovation in the continent’s oil and gas markets. This week, specialist energy private equity firm Bluewater announced the sale of Apex International Energy – transformed under its stewardship into a leading player in Egypt’s energy market – to a subsidiary of Hong Kong-listed United Energy Group. The transaction underscores the full-cycle nature of private equity investing and its potential to unlock value in Africa’s resource-rich markets. 

    Bluewater, which invested in Apex in 2018 as part of its second fund, saw the opportunity to develop the Houston-based company into a significant contributor to Egypt’s oil and gas industry. Under Bluewater’s stewardship, Apex grew from a small, independent exploration and production company into a top-ten producer in Egypt. Over the course of six years, Apex expanded its portfolio to include interests in eight concessions, with production averaging over 11,000 barrels of oil equivalent per day in 2024. 

    This transformation was driven by strategic acquisitions, new discoveries and a laser focus on operational excellence. Key milestones included the 2021 oil discovery in the Southeast Meleiha concession, which saw first production later that year. In 2023, Apex expanded its footprint with the acquisition of six concessions in Egypt’s Western Desert from Italian energy giant Eni, as well as began first gas production. These strategic moves not only boosted Apex’s production levels, but also reinforced its position as a key contributor to Egypt’s energy security. 

    For Bluewater, this growth was a result of carefully managed investments that allowed Apex to capitalize on Egypt’s favorable energy market while navigating the complexities of local regulations and political landscapes. By taking a hands-on approach to governance and working closely with Apex’s leadership team, Bluewater was able to foster a culture of growth and innovation that delivered tangible results. 

    The sale exemplifies how private equity firms complete the full investment cycle – starting with identifying a promising asset, nurturing its growth and ultimately realizing value through a sale or exit strategy. In this case, the sale to United Energy Group positions Apex for continued growth and expansion under new ownership, while providing Bluewater with a profitable return on its investment. This model of buying, growing and exiting is at the heart of private equity’s role in driving value creation and economic development in emerging markets like Africa. 

    The transaction also underscores the increasing confidence that private equity investors are placing in Africa’s energy sector. Despite challenges like fluctuating commodity prices and complex regulatory environments, the energy sector in countries like Egypt offers substantial growth opportunities. For private equity firms, the continent’s untapped reserves, coupled with a growing demand for energy, make it an attractive destination for long-term investments. 

    Looking to the future, the role of private equity in African oil and gas is expected to grow further. The upcoming Invest in African Energy Forum in Paris will serve as a key platform for private equity firms to explore investment opportunities in Africa’s growing energy sector, where strategic partnerships and capital infusion are driving innovation and growth. In particular, firms that focus on full-cycle investment strategies – such as Bluewater’s approach with Apex – are well-positioned to thrive in this evolving landscape. They can bring capital, technical expertise and a deep understanding of local markets, enabling them to navigate challenges and capitalize on emerging opportunities in Africa’s energy sector. 

    IAE 2025 (https://apo-opa.co/3CMcOXk) is an exclusive forum designed to facilitate investment between African energy markets and global investors.Taking place May 13-14, 2025 in Paris, the event offers delegates two days of intensive engagement with industry experts, project developers, investors and policymakers. For more information, please visit www.Invest-Africa-Energy.com. To sponsor or participate as a delegate, please contact sales@energycapitalpower.com.

    MIL OSI Africa –

  • MIL-OSI Russia: Marat Khusnullin: Facade work on the new building of the State Historical Museum in Moscow is more than half complete

    Translartion. Region: Russians Fedetion –

    Source: Government of the Russian Federation – An important disclaimer is at the bottom of this article.

    New branch of the State Historical Museum

    The installation of facades in the new branch of the State Historical Museum near the Novodevichy Convent in Moscow is more than 50% complete, Deputy Prime Minister Marat Khusnullin reported.

    “Museum activities play an important role in preserving cultural heritage and forming historical memory. In modern conditions, museums in Russia are acquiring special significance, as they help to cultivate patriotism and strengthen national identity. The Russian construction complex contributes to the development of museum activities. A new branch of the State Historical Museum is currently being built in Moscow. The construction of the exhibition complex will significantly expand the exhibition space and attract more visitors – it will be able to receive up to 400 people per day. The roofing has already been completed, interior decoration is underway, and engineering systems are being installed. Facade work is more than 50% complete,” the Deputy Prime Minister said.

    The central exhibition of the museum center will be dedicated to the 500th anniversary of the founding of the Novodevichy Convent, which was celebrated in 2024. It is planned to begin the installation of the exhibition and its semantic content after the completion of all construction and installation works in early 2026.

    “Construction work in the new museum building is being carried out within the framework of the comprehensive state program “Construction”, supervised by the Ministry of Construction of Russia. The branch will be equipped with modern technologies, which will improve the quality of exhibitions and increase the level of comfort for visitors. The exhibition center will be equipped with the necessary display and stock equipment. All conditions will be created here for studying and displaying collections, as well as for the safe storage of museum valuables,” said Deputy Minister of Construction and Housing and Public Utilities Yuri Gordeev.

    The area of the modern building will be more than 10 thousand square meters. It will not only house museum exhibits, but also multifunctional and lecture halls, a storage facility, an excursion bureau, as well as premises for holding cultural events.

    “The construction of the new museum center started in October 2023. As of today, monolithic works have been fully completed on the site – all five floors of the building, including the underground floor, have already been erected. In the future, the territory of the center will also be landscaped with pedestrian zones, lawns and flower beds, which will contribute to the creation of a comfortable urban environment for residents,” said Karen Oganesyan, General Director of the Unified Customer PPC.

    The construction of the new exhibition and display centre is being carried out within the boundaries of the buffer zone of the Novodevichy Convent ensemble, which is included in the UNESCO World Heritage List.

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

    MIL OSI Russia News –

  • MIL-OSI Canada: Empowering Albertans with disabilities | Autonomiser les Albertains en situation de handicap

    [embedded content]

    People with disabilities shouldn’t have to choose between getting the support they need and having the opportunity to pursue a meaningful career. Albertans with disabilities and the organizations that support them have said loud and clear they want supports that meet their unique needs and abilities, rather than the current one-size-fits-all solution.

    In response to that request, Alberta’s government is creating a new Alberta Disability Assistance Program (ADAP), which will launch in July 2026. This new benefit program for people with disabilities will empower Albertans with disabilities to pursue fulfilling job opportunities while continuing to receive the benefits they need.

    “People with disabilities should not be punished for getting a job. Every dollar they earn on a paycheque should be helping make them better off, not threatening their access to the medication they need. That’s why I am excited to announce the new Alberta Disability Assistance Program, and I look forward to seeing the positive impact that it will have on Albertans with disabilities.”

    Jason Nixon, Minister of Seniors, Community and Social Services

    ADAP was thoughtfully designed based on input from Albertans with disabilities, who stressed the importance of providing pathways to employment for individuals who are able to work but still need supports. Albertans on ADAP will be able to earn more from working while continuing to receive their financial benefits, with higher earning exemptions than any other program. Those on ADAP will also be able to receive the health benefits they need, regardless of their employment income. This new program will ensure more Albertans with disabilities can enjoy the benefits of working like earning a paycheque, developing skills and building relationships, while still receiving supports that meet their unique needs and abilities.

    “I strongly believe in empowering persons with disabilities to reach their full potential, and I also strongly believe that all people deserve to pursue their goals and aspirations without barriers. By creating this program, the province is making it easier for Albertans to find success. ADAP will truly help to improve the quality of life of persons with disabilities, and I look forward to seeing the positive impact of this new program.”

    Greg McMeekin, Alberta’s advocate for persons with disabilities

    Through ADAP, Albertans with disabilities will not only receive the financial and health benefits they rely on, but they will also have access to the resources and tools they need to gain new skills and work to their full potential. To support this, Alberta’s government will be investing more to expand employment supports and encourage private sector employers to break down barriers to employment for people with disabilities. By providing pathways to employment for individuals who are able to work but still need supports, Alberta’s government is empowering people with disabilities to pursue their passions, leading to a greater sense of purpose and improved quality of life.

    “At Prospect Human Services, we’ve been helping individuals with disabilities build sustainable, well-paying careers for more than 60 years – and we know it’s possible. With ADAP, Alberta is breaking down the barriers that have long separated support from opportunity, creating a pathway for people to realize their full potential while maintaining essential benefits. We applaud the Alberta government for designing a flexible initiative that offers stability and empowers Albertans with disabilities to embrace the transformative power of employment.”

    Kevin McNichol, CEO of Prospect Human Services

    Alberta provides some of the most comprehensive supports in the country for people with disabilities, and the long-standing Assured Income for the Severely Handicapped (AISH) program will still be there for those with permanent and severe disabilities who are unable to work. Those currently on AISH will continue to receive their benefits, and applications will continue to be processed to ensure eligible applicants receive benefits as soon as possible. Alberta’s government is committed to ensuring that the province continues to have the best disability programs in Canada.

    “Today is a tremendous day that has been a long time coming. ADAP means faster access to more appropriate support and will be a significant step toward making Alberta the most accessible province in Canada. This will encourage participation and connection in our communities, while maintaining predictable, vital supports for every Albertan who needs them. We look forward to helping shape this groundbreaking program.”

    Jacob McGregor, chair of Premier’s Council for the Status of Persons with Disabilities

    Starting in July 2026, disability income assistance applicants will be assessed for both the new program and AISH, ensuring eligible applicants are placed in the program best suited to their unique situation. To make the medical assessment process quicker and more accessible, applicants will be connected with a roster of pre-qualified medical professionals who are able to complete their comprehensive medical assessment. Additionally, application approvals will be streamlined by establishing a new review panel made up of medical professionals with the expertise required to better understand the needs of applicants. These improvements will ensure Albertans with disabilities are able to get the supports they need sooner.

    “For many people with disabilities, employment isn’t just about earning a paycheck – it’s about purpose, independence and inclusion. This program can allow for new opportunities for individuals to contribute to their communities in ways that work for them.”

    Katherine Such, CEO of Easter Seals Alberta Society

    Quick facts

    • In 2024, the province invested more than $3.5 billion to support Albertans with disabilities, the highest amount ever.
    • The new Alberta Disability Assistance Program will become operational in July 2026.
    • Those currently on AISH will continue to receive their benefits.
      • All existing AISH clients will receive more information about the new program in March.
      • Clients can also contact their worker or Alberta Supports if they have questions or want additional information. 

    Related information

    • Alberta Disability Assistance Program
    • Fact sheet

    Multimedia

    • Watch the news conference
    • Listen to the news conference

    Le gouvernement de l’Alberta lancera un nouveau programme destiné aux Albertains en situation de handicap afin qu’ils puissent recevoir le soutien dont ils ont besoin tout en poursuivant une carrière valorisante.

    Les personnes en situation de handicap ne devraient pas avoir à choisir entre obtenir un soutien nécessaire et avoir la possibilité de mener une carrière enrichissante. Les Albertains en situation de handicap et les organisations qui les soutiennent ont clairement exprimé leur souhait d’un accompagnement mieux adapté aux besoins individuels, plutôt qu’une approche unique et standardisée.

    En réponse à cette demande, le gouvernement de l’Alberta met en place un nouveau programme d’aide aux personnes en situation de handicap, le Programme d’Aide aux Personnes en Situation de Handicap de l’Alberta (ADAP), qui sera lancé en juillet 2026. Ce nouveau programme d’aide offrira aux Albertains en situation de handicap la possibilité d’accéder à des emplois épanouissants tout en leur permettant de recevoir les prestations dont ils ont besoin.

    “Les personnes en situation de handicap ne devraient pas être pénalisées parce qu’elles ont un travail. Chaque dollar qu’elles gagnent grâce à leur emploi devrait les aider à mieux vivre, et non rendre problématique l’accès à des médicaments essentiels. C’est pourquoi je suis ravi d’annoncer le lancement du Programme d’Aide aux Personnes en Situation de Handicap de l’Alberta, et je me réjouis des retombées positives qu’il aura sur les Albertains concernés.”

    Jason Nixon, ministre des Aînés, des Communautés et des Services sociaux

    L’ADAP a été conçu avec soin en tenant compte de l’avis des Albertains en situation de handicap. Ces derniers ont, en effet, souligné l’importance d’offrir des voies d’accès à l’emploi aux personnes handicapées capables de travailler même si elles ont toujours besoin de soins ou de soutien. Grâce à l’ADAP, les Albertains admissibles pourront augmenter leur revenu d’emploi tout en conservant leurs prestations financières, bénéficiant ainsi des exemptions de revenu les plus avantageuses de tous les programmes existants. Les bénéficiaires de l’ADAP pourront également continuer de recevoir les prestations de santé dont ils ont besoin, quel que soit leur revenu d’emploi. Grâce à ce nouveau programme, plus d’Albertains en situation de handicap pourront travailler et profiter des bienfaits d’un emploi, comme recevoir une paie, apprendre de nouvelles compétences et tisser des liens, tout en conservant un soutien adapté à leurs besoins spécifiques.

    “Je crois fermement qu’il est essentiel de donner aux personnes en situation de handicap les moyens d’atteindre leur plein potentiel. Et je suis tout aussi convaincu que chacun mérite de poursuivre ses objectifs et ses aspirations sans obstacle. Grâce à ce programme, la province aide les Albertains à atteindre leurs objectifs et à réussir. L’ADAP contribuera à améliorer réellement la qualité de vie des personnes en situation de handicap, et je me réjouis des effets positifs que ce programme apportera.”

    Greg McMeekin, défenseur des droits des personnes en situation de handicap de l’Alberta

    Grâce à l’ADAP, les Albertains en situation de handicap recevront non seulement les prestations financières et de santé sur lesquelles ils comptent, mais ils auront aussi accès aux ressources et aux outils nécessaires pour acquérir de nouvelles compétences et exploiter pleinement leur potentiel professionnel. Pour soutenir cette initiative, le gouvernement de l’Alberta investira davantage afin d’élargir les mesures de soutien à l’emploi et inciter les employeurs du secteur privé à éliminer les obstacles à l’embauche des personnes en situation de handicap. Le gouvernement de l’Alberta met en place des voies d’accès à l’emploi pour les personnes capables de travailler mais qui ont toujours besoin de soutien. Cette initiative donne à chacun les moyens de poursuivre ses passions et contribue à un plus grand épanouissement ainsi qu’à une meilleure qualité de vie.

    “Chez Prospect Human Services, nous aidons les personnes en situation de handicap à bâtir des carrières durables et bien rémunérées depuis plus de 60 ans – et nous savons que c’est possible. Avec l’ADAP, l’Alberta supprime les obstacles qui, depuis trop longtemps, ont séparé le besoin de soutien et l’accès aux opportunités, permettant aux personnes de développer pleinement leur potentiel tout en maintenant les prestations dont elles ont besoin. Nous remercions le gouvernement de l’Alberta d’avoir conçu une initiative souple qui garantit la stabilité et donne aux Albertains en situation de handicap les moyens de profiter pleinement des bienfaits de l’emploi.”

    Kevin McNichol, président-directeur général de Prospect Human Services

    L’Alberta met à disposition certains des programmes de soutien les plus complets du pays pour les personnes en situation de handicap. Le programme de revenu pour les personnes gravement handicapées (AISH), qui existe depuis longtemps, restera en place pour les personnes qui ont un handicap permanent et sévère les empêchant de travailler. Les bénéficiaires actuels de l’AISH continueront de recevoir leurs prestations, et les demandes continueront d’être traitées afin que les personnes admissibles reçoivent leur aide dans les meilleurs délais. Le gouvernement de l’Alberta s’engage à faire en sorte que la province continue d’offrir les meilleurs programmes de soutien aux personnes en situation de handicap au Canada.

    “C’est un jour marquant qui a été espéré et attendu pendant longtemps. L’ADAP offrira un accès plus efficace à des soutiens mieux adaptés, ce qui fait de l’Alberta un modèle en matière d’accessibilité au Canada. Cette mesure incitera à une plus grande inclusion sociale et communautaire, garantissant aux Albertains en situation de handicap des soutiens fiables et essentiels. Nous nous réjouissons à l’idée de pouvoir apporter notre contribution à ce programme innovant.”

    Jacob McGregor, président du Conseil du premier ministre sur la condition des personnes en situation de handicap

    À compter de juillet 2026, les demandeurs d’aide au revenu pour les personnes en situation de handicap seront évalués à la fois pour le nouveau programme et pour l’AISH, afin de s’assurer que les personnes admissibles soient orientées vers le programme le mieux adapté à leur situation. Pour accélérer et faciliter le processus d’évaluation médicale, les demandeurs seront mis en relation avec un réseau de professionnels de la santé préqualifiés, en mesure de réaliser leur évaluation médicale complète. De plus, l’approbation des demandes sera simplifiée grâce à la mise en place d’un nouveau comité d’examen composé de professionnels de la santé possédant l’expertise nécessaire pour mieux comprendre les besoins des demandeurs. Ces améliorations permettront aux Albertains en situation de handicap d’obtenir plus rapidement le soutien dont ils ont besoin.

    “Pour de nombreuses personnes en situation de handicap, l’emploi ne se résume pas à un salaire – c’est aussi une source d’épanouissement, d’autonomie et d’inclusion. Ce programme offrira de nouvelles occasions aux personnes de contribuer à leur communauté d’une manière qui correspond à leurs capacités et à leurs besoins.”

    Katherine Such, présidente-directrice générale de la Easter Seals Alberta Society

    Faits en bref

    • En 2024, la province a investi plus de 3,5 milliards de dollars pour soutenir les Albertains en situation de handicap, un montant sans précédent.
    • Le Programme d’aide aux personnes en situation de handicap de l’Alberta (ADAP) entrera en vigueur en juillet 2026.
    • Les bénéficiaires actuels de l’AISH continueront de recevoir leurs prestations.
      • Tous les bénéficiaires de l’AISH recevront plus d’informations sur le nouveau programme en mars.
      • Ils peuvent également contacter leur travailleur social ou Alberta Supports pour toute question ou information complémentaire. 

    Informations connexes

    • Programme d’aide aux personnes en situation de handicap de l’Alberta
    • Fiche d’information

    Multimédia

    • Voir la conférence de presse

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    MIL OSI Canada News –

  • MIL-OSI: CLIQ: Invitation to Full Year 2024 Results Presentation

    Source: GlobeNewswire (MIL-OSI)

    DÜSSELDORF, 13 February 2025 – The CLIQ Group will report and present its audited full year 2024 financial results and highlights on Thursday, 20 February 2025.

    The 2024 Annual Report and a slides deck to accompany the earnings call will be available at https://cliqdigital.com/investors from 7:30 a.m. CET.

    Earnings call

    A live audio webcast conducted in English will be held at 2.00 p.m. CET on 20 February 2025 with presentations from Luc Voncken, CEO, and Ben Bos, member of the Management Board.

    Questions submitted before 12.00 p.m. CET via email to investors@cliqdigital.com will be answered after the presentations.

    Please click on the link below to register for this webcast:

    https://cliqdigital.zoom.us/webinar/register/WN_UManLyZkSvyaKCEkPZeQmg

    ZOOM details will be sent to you via email post registration and a replay of the webcast will be available shortly after the call at: https://cliqdigital.com/investors/financials/financial-reporting.

    Contacts

    Investor Relations:
    Sebastian McCoskrie, s.mccoskrie@cliqdigital.com, +49 151 52043659

    Media Relations:
    Daniela Münster, daniela.muenster@h-advisors.global, +49 174 3358111

    Financial calendar

    Annual report 2024 & earnings call Thursday 20 February 2025
    Annual General Meeting 2025 Friday 11 April 2025
    Financial report 1Q 2025 & earnings call Thursday 8 May 2025
    Half-year financial report 2025 & earnings call Thursday 7 August 2025
    Financial report 3Q/9M 2025 and earnings call Thursday 6 November 2025

    About CLIQ

    The CLIQ Group is a data-driven, online performance marketing company that sells bundled subscription-based digital products to consumers worldwide. The Group licenses content from partners, bundles it to digital products, and sells them via performance marketing. CLIQ is expert in turning consumer interest into sales by monetising online traffic using an omnichannel approach.

    CLIQ operated in 40 countries and employed 132 staff from 33 different nationalities as at 31 December 2024. The company is headquartered in Düsseldorf and has offices in Amsterdam and Paris. CLIQ is listed in the Scale segment of the Frankfurt Stock Exchange (ISIN: DE000A35JS40, GSIN/WKN: A35JS4) and is a constituent of the MSCI World Micro Cap Index.

    Visit our website at https://cliqdigital.com/investors. Here you will find all publications and further information about CLIQ. You can also follow us on LinkedIn.

    The MIL Network –

  • MIL-OSI Canada: Introducing $15 a day child care for families | Lancement d’un service de garde d’enfants à 15 $ par jour pour les familles

    As part of the $3.8-billion Canada-Alberta Canada-Wide Early Learning and Child Care Agreement, Alberta is supporting families to access affordable child care across the province with their choice in provider.

    Starting Apr. 1, parents with children zero to kindergarten age attending full-time licensed daycare facilities and family day home programs across the province will be eligible for a flat parent fee of $326.25 per month, or roughly $15 a day. Parents requiring part-time care will pay $230 per month.

    To support these changes and high-quality child care, about 85 per cent of licensed daycare providers will receive a funding increase once the new fee structure is in place on Apr. 1.

    Every day, parents and families across Alberta rely on licensed child-care providers to support their children’s growth and development while going to work or school. Licensed child-care providers and early childhood educators play a crucial role in helping children build the skills they need to support their growth and overall health. As Alberta’s population grows, the need for high-quality, affordable and accessible licensed and regulated child care is increasing.

    While Alberta already reduced parent fees to an average of $15 a day in January 2024, many families are still paying much more depending on where they live, the age of their child and the child-care provider they choose, which has led to inconsistency and confusion. Many families find it difficult to estimate their child-care fees if they move or switch providers, and providers have expressed concerns about the fairness and complexity of the current funding framework.

    A flat monthly fee will provide transparency and predictability for families in every part of the province while also improving fairness to providers and increasing overall system efficiency. On behalf of families, Alberta’s government will cover about 80 per cent of child-care fees through grants to daycare facilities and family day homes.

    This means a family using full-time daycare could save, on average, $11,000 per child per year. A flat monthly parent fee will ensure child care is affordable for everyone and that providers are compensated for the important services they offer.

    As opposed to a flat monthly parent fee, Alberta’s government will reimburse preschools up to $100 per month per child on parents’ behalf, up from $75.

    “Albertans deserve affordable child-care options, no matter where they are or which type of care works best for them. We are bringing in flat parent fees for families so they can all access high-quality child care for the same affordable, predictable fee.”

    Matt Jones, Minister of Jobs, Economy and Trade

    “Reducing child care fees makes life more affordable for families and gives them the freedom to make choices that work for them—whether that’s working, studying or growing their family. We’ll keep working to bring costs down, create more spots, and reduce waitlists for families in Alberta and across the country, while ensuring every child gets the best start in life.”

    Jenna Sudds, federal minister of Families, Children, and Social Development

    To make Alberta’s child-care system affordable for all families, the flat monthly parent fee is replacing the Child Care Subsidy Program for children zero to kindergarten age attending child care during regular school hours. The subsidy for children attending out-of-school care is not changing.

    As the province transitions to the new flat parent fee, child-care providers will have flexibility to offer optional services for an additional supplemental parent fee. These optional services must be over and above the services that are provided to all children in individual child-care programs. Clear requirements will be in place for providers to prevent preferential child-care access for families choosing to pay for optional services.

    Cutting red tape and supporting child-care providers

    By moving to a flat monthly parent fee, Alberta’s government is continuing the transition to a primarily publicly funded child care system. To support high-quality child care, approximately 85 per cent of licensed daycare providers will receive a funding increase once the new structure is in place on Apr. 1.

    The province is enhancing the system to streamline the child-care claims process used to reimburse licensed child-care providers on behalf of Alberta parents. Alberta’s government is also putting technological solutions in place to reduce administrative burden and red tape.

    Looking ahead

    Over the final year of the federal agreement, Alberta’s government is working to support the child-care system while preparing to negotiate the next term of the agreement, reflective of the needs of Albertans and providers. Alberta joins its provincial and territorial partners across the country in calling for a sustainable, adequately funded system that works for parents and providers long term.

    Quick facts

    • In line with requirements under the Canada-Alberta Canada-Wide Early Learning and Child Care Agreement, the flat monthly parent fee only applies to children zero to kindergarten age requiring care during regular school hours.
    • Children attending 100 or more hours in a month are considered full-time and parents will pay $326.25 a month. Children attending between 50 and 99 hours are considered part-time and parents will pay $230 a month.
    • Families with children attending preschool for up to four hours a day are eligible for up to $100 per month.
    • There are no changes to the out-of-school care Child Care Subsidy Program for children requiring care outside of school hours in grades 1 to 6 and attending full-time kindergarten.
    • Programs may choose to provide optional services for a supplemental fee. Examples may include transportation, field trips and food. Child-care programs are not required to charge parents additional supplemental fees.

    Related information

    • Federal-provincial child care agreement

    Related news

    • Alberta strengthens child care safety (Oct. 30, 2024)

    L’Alberta instaure des frais mensuels fixes de 326,25 $ pour les services de garde d’enfants agréés à temps plein, soit environ 15 $ par jour.

    Dans le cadre de l’Accord entre le Canada et l’Alberta sur l’apprentissage et la garde des jeunes enfants à l’échelle du Canada d’une valeur de 3,8 milliards de dollars, l’Alberta aide les familles à avoir accès à des services de garde d’enfants abordables partout dans la province auprès du service de garde de leur choix.

    À compter du 1er avril, les parents ayant des enfants de la naissance à la maternelle qui fréquentent une garderie agréée à temps plein ou un service de garde en milieu familial partout dans la province seront admissibles à des frais fixes de 326,25 $ par mois, soit environ 15 $ par jour. Les parents qui ont besoin de services de garde à temps partiel paieront 230 $ par mois.

    Pour appuyer ces changements et des services de garde d’enfants de grande qualité, environ 85 % des fournisseurs de services de garde agréés recevront une augmentation du financement lorsque la nouvelle structure tarifaire sera en place le 1er avril.

    Chaque jour, les parents et les familles de l’Alberta comptent sur des fournisseurs de services de garde d’enfants agréés pour appuyer la croissance et le développement de leurs enfants pendant qu’ils vont au travail ou à l’école. Les fournisseurs de services de garde d’enfants agréés et les éducateurs de la petite enfance jouent un rôle crucial en aidant les enfants à acquérir les compétences dont ils ont besoin pour soutenir leur croissance et leur santé globale. À mesure que la population de l’Alberta augmente, le besoin de services de garde d’enfants agréés et réglementés de grande qualité, abordables et accessibles s’accroît.

    Bien que l’Alberta ait déjà réduit les frais pour les parents à une moyenne de 15 $ par jour en janvier 2024, de nombreuses familles paient encore beaucoup plus selon l’endroit où elles vivent, l’âge de leur enfant et le fournisseur de services de garde d’enfants qu’elles choisissent, ce qui a entraîné des incohérences et de la confusion. De nombreuses familles ont de la difficulté à estimer leurs frais de garde d’enfants si elles changent de fournisseur, et les fournisseurs ont exprimé des préoccupations au sujet de l’équité et de la complexité du cadre de financement actuel.

    Des frais mensuels fixes assureront la transparence et la prévisibilité pour les familles de toutes les régions de la province, tout en améliorant l’équité envers les fournisseurs et en augmentant l’efficacité globale du système. Au nom des familles, le gouvernement de l’Alberta couvrira environ 80 % des frais de garde d’enfants grâce à des subventions accordées aux garderies et aux services de garde en milieu familial.

    Cela veut dire qu’une famille dont un enfant fréquente une garderie à temps plein pourrait économiser 11 000 $ par enfant par année en moyenne. Des frais mensuels fixes pour les parents garantiront que les services de garde d’enfants sont abordables pour tous et que les fournisseurs sont rémunérés pour les services importants qu’ils offrent.

    Contrairement aux frais mensuels fixes pour les parents, le gouvernement de l’Alberta remboursera jusqu’à 100 $ par mois aux parents pour les enfants d’âge préscolaire, comparativement à 75 $.

    « Les Albertaines et les Albertains méritent des options abordables en matière de garde d’enfants, peu importe où ils se trouvent ou quel type de services leur convient le mieux. Nous instaurons des frais fixes pour les parents afin qu’ils puissent tous avoir accès à des services de garde d’enfants de grande qualité, à un coût abordable et prévisible. »

    Matt Jones, ministre de l’Emploi, de l’Économie et du Commerce

    « La réduction des frais de garde d’enfants rend la vie plus abordable pour les familles et leur donne la liberté de faire des choix qui leur conviennent, qu’il s’agisse de travailler, d’étudier ou d’agrandir leur famille. Nous continuerons de travailler pour réduire les coûts, créer plus de places et réduire les listes d’attente pour les familles en Alberta et partout au pays, tout en veillant à ce que chaque enfant ait le meilleur départ possible dans la vie. »

    Jenna Sudds, ministre fédérale de la Famille, des Enfants et du Développement social

    Afin de rendre le système de garde d’enfants de l’Alberta abordable pour toutes les familles, les frais mensuels fixes pour les parents remplacent le programme de subventions pour la garde d’enfants destiné aux enfants de la naissance à la maternelle qui fréquentent un service de garde pendant les heures scolaires normales. La subvention pour les enfants pris en charge à l’extérieur de l’école ne change pas.

    À mesure que la province adoptera les nouveaux frais fixes pour les parents, les fournisseurs de services de garde d’enfants auront la possibilité d’offrir des services facultatifs moyennant des frais supplémentaires pour les parents. Ces services facultatifs doivent s’ajouter aux services offerts à tous les enfants dans le cadre de programmes individuels de garde d’enfants. Des exigences claires seront mises en place pour les fournisseurs afin d’empêcher l’accès préférentiel aux services de garde pour les familles qui choisissent de payer pour des services facultatifs.

    Réduire les formalités administratives et soutenir les fournisseurs de services de garde d’enfants

    En passant à des frais mensuels fixes pour les parents, le gouvernement de l’Alberta poursuit la transition vers un système de garde d’enfants financé principalement par l’État. Pour appuyer des services de garde d’enfants de grande qualité, environ 85 % des fournisseurs de services de garde agréés recevront une augmentation du financement lorsque la nouvelle structure sera en place le 1er avril.

    La province améliore le système afin de simplifier le processus de demande de remboursement des frais de garde d’enfants utilisé pour rembourser les fournisseurs de services de garde d’enfants agréés au nom des parents albertains. Le gouvernement de l’Alberta met également en place des solutions technologiques pour réduire le fardeau administratif et les formalités administratives.

    Regard vers l’avenir

    Au cours de la dernière année de l’accord fédéral, le gouvernement de l’Alberta s’efforce d’appuyer le système de garde d’enfants tout en se préparant à négocier la prochaine durée de l’accord, en tenant compte des besoins de sa population et des fournisseurs. L’Alberta se joint à ses partenaires provinciaux et territoriaux partout au pays pour réclamer un système durable et financé adéquatement qui fonctionne pour les parents et les fournisseurs à long terme.

    Faits en bref

    • Conformément aux exigences de l’Accord entre le Canada et l’Alberta sur l’apprentissage et la garde des jeunes enfants à l’échelle du Canada, les frais mensuels fixes pour les parents ne s’appliquent qu’aux enfants de la naissance à la maternelle qui ont besoin de services de garde pendant les heures scolaires normales.
    • Les enfants qui fréquentent une garderie pendant 100 heures ou plus par mois sont considérés comme des enfants qui fréquentent à temps plein et les parents paieront 326,25 $ par mois. Les enfants qui fréquentent une garderie entre 50 et 99 heures sont considérés comme des enfants qui fréquentent à temps partiel et les parents paieront 230 $ par mois.
    • Les familles qui ont des enfants qui fréquentent un programme préscolaire pendant jusqu’à quatre heures par jour sont admissibles à un montant maximum de 100 $ par mois.
    • Aucun changement n’est apporté au Programme de subventions pour les services de garde d’enfants à l’extérieur de l’école pour les enfants qui doivent être pris en charge en dehors des heures d’école de la 1re à la 6e année et qui fréquentent la maternelle à temps plein.
    • Les programmes peuvent choisir de fournir des services facultatifs moyennant des frais supplémentaires. Les exemples peuvent inclure le transport, les sorties scolaires et la nourriture. Les programmes de garde d’enfants ne sont pas tenus de facturer des frais supplémentaires aux parents.

    Renseignements connexes

    • Entente fédérale-provinciale sur les services de garde d’enfants (en anglais seulement)

    Nouvelles connexes

    • Alberta strengthens child care safety (30 octobre 2024)

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    MIL OSI Canada News –

  • MIL-OSI: Valeura Energy Inc.: Record Reserves and Resources at Year-End 2024: 2P Reserves Replacement Ratio of 245%

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, Feb. 13, 2025 (GLOBE NEWSWIRE) — Valeura Energy Inc. (TSX:VLE, OTCQX:VLERF) (“Valeura” or the “Company”) is pleased to announce the results of its third-party independent reserves and resources assessment as at year-end 2024.

    Highlights

    • Record high year-end reserves: 32 MMbbl proved (1P), 50 MMbbl proved plus probable (2P) and 60 MMbbl proved plus probable plus possible (3P) reserves;
    • 2P reserves replacement ratio of 245% even after annual production increase of 12%;
    • 2P reserves and end of field life (“EOFL”) increased at every field;
    • 2P reserves net present value before tax of US$934 million and US$752 million after tax(1);
    • Considering year-end 2024 cash position of US$259 million, Company net asset value (“NAV”) is US$1,012 million, equating C$13.6 per common share(2);
    • Contingent resources(3) of 48 MMbbl, more than double the total at end 2023; and
    • Decommissioning costs significantly reduced through engineering studies and increased EOFL to beyond 2030.
    (1) Discounted at 10% (NPV10)
    (2) Proved plus probable (2P) NPV10after tax plus cash of US$259.4 million (no debt), using US$/C$ exchange rate of 1.435, and 106.65 million common shares outstanding, as at December 31, 2024
    (3) Unrisked 2C (best estimate) contingent resources

    Dr. Sean Guest, President and CEO commented:

    “I am pleased to announce the results of our end 2024 reserves and resources evaluation, which shows again that our aggressive work programme can increase the ultimate potential of our fields and add value to our Company. In our second full year of operations we have again added more than double the reserves we produced, achieving a 2P reserves replacement ratio of 245%. This is a significant feat, considering we also increased production by 12% relative to 2023.

    We also added to the ultimate potential of our portfolio, with all Thailand fields now having an economic field life lasting beyond 2030. Since taking over these assets, we have added at least four additional years of production life to each field. This means more years of future cash flow and is therefore a prime example of one key element of our strategy in action – driving further organic growth.

    The net asset value of our business is now over US$1 billion – a record high, equating to more than C$13.6 per common share. This is based on our 2P after tax NPV10increasing by 76% year-on-year, coupled with a new record year-end cash position.

    In addition to discovering volumes through the drill bit and aggressively working to build our understanding of the intricate subsurface environment, various other financial and engineering studies have also added value. Our field abandonment costs have been reduced further through updated engineering studies which are benchmarked to actual abandonment operations in the Gulf of Thailand. The effect of this, combined with extended field life across the portfolio, is expected to reduce our Asset Retirement Obligation (“ARO”) on our balance sheet by more than 50% since we first assumed operatorship of these assets.

    We are relentless in our pursuit of value and we remain focussed on allocating capital efficiently. Moreover, we see exciting reserves-adding opportunities ahead through the potential Wassana field redevelopment, as well as through ongoing infill development and appraisal drilling across the portfolio, and the selective exploration targets we will pursue this year.

    At the same time, inorganic growth remains a key part of our strategy, and we are actively evaluating several opportunities to assess fit with our strict screening criteria.”

    Valeura commissioned Netherland, Sewell & Associates, Inc. (“NSAI”) to assess reserves and resources for all of its Thailand assets as of December 31, 2024. NSAI’s evaluation is presented in a report dated February 13, 2025 (the “NSAI 2024 Report”). This follows previous evaluations conducted by the same firm for December 31, 2023 (the “NSAI 2023 Report”) and December 31, 2022 (the “NSAI 2022 Report”).

    Oil and Gas Reserves by Field Based on Forecast Prices and Costs

        Gross (Before Royalties) Reserves, Working Interest Share (Mbbl)
    Reserves by Field Jasmine
    (Light/Medium)    		 Manora
    (Light/Medium)    		 Nong Yao
    (Light/Medium)    		 Wassana
    (Heavy)    		 Total
    Proved Producing Developed 5,268 1,370 6,541 2,894 16,073
    Non-Producing Developed 703 433 153 242 1,531
    Undeveloped 4,713 705 3,742 5,490 14,650
    Total Proved (1P) 10,684 2,509 10,436 8,626 32,255
    Total Probable (P2) 6,108 848 6,500 4,297 17,753
    Total Proved + Probable (2P) 16,792 3,357 16,936 12,923 50,008
    Total Possible (P3) 3,647 718 4,297 1,027 9,689
    Total Proved + Probable + Possible (3P) 20,440 4,075 21,233 13,950 59,697

     
    Summary of Reserves Replacement, Value, and Field Life

    As compared to the NSAI 2023 Report, the NSAI 2024 Report indicates an addition of 2.4 MMbbl of proved (1P) reserves and 12.1 MMbbl of proved plus probable (2P) reserves, after having produced 8.4 MMbbl of oil in 2024. This reflects a 1P reserves replacement ratio of 128% and a 2P reserves replacement ratio of 245%.

    Based on the mid-point of the Company’s 2025 production guidance of 23.0 – 25.5 Mbbl/d (24.25 Mbbl/d), on a 2P reserves basis as of December 31, 2024, the Company estimates its reserves life index (“RLI”) to be approximately 5.6 years. Using the same 2025 production estimate and 2P reserves as of December 31, 2023 and December 31, 2022, the RLI was approximately 4.3, and 3.3 years, respectively.

    The net present value of estimated future revenue after income taxes, based on a 10% discount rate has increased between the NSAI 2023 Report and the NSAI 2024 Report from US$193.9 million to US$358.6 million on a 1P basis, an increase of 85%. On a 2P basis, the net present value of estimated future revenue after income taxes, based on a 10% discount rate has increased from US$428.5 million to US$752.2 million, an increase of 76%.

    The Company estimates that, based on the 2P net present value of estimated future revenue after income taxes in the NSAI 2024 Report, based on a 10% discount rate, plus the Company’s 2024 year-end cash position of US$259.4 million, as disclosed on January 8, 2025, the Company has a 2P net asset value (“NAV”) of US$1,011.6 million. Using the year-end count of common shares outstanding (being 106.65 million) and foreign exchange rates, Valeura’s NAV equates to approximately C$13.6/share.

      1P NPV10 2P NPV10 3P NPV10
      Before Tax After Tax Before Tax After Tax Before Tax After Tax
    NPV10(US$ million) 360.7 358.6 933.9 752.2 1,339.1 990.2
    Cash at December 31, 2024 (US$ million)(1) 259.4 259.4 259.4 259.4 259.4 259.4
    Net Asset Value (US$ million) 620.1 618.0 1,193.3 1,011.6 1,598.5 1,249.6
    Common shares (million)(2) 106.65 106.65 106.65 106.65 106.65 106.65
    Estimated NAV per basic share (C$ per share)(3) 8.3 8.3 16.1 13.6 21.5 16.8
    (1) Cash at December 31, 2024 of US$259.4 million, debt nil
    (2) Issued and outstanding common shares as of December 31, 2024
    (3) US$/C$ exchange rate of 1.435 as at December 31, 2024

    The NSAI 2024 Report indicates a further extension in the anticipated end of field life for all assets in Valeura’s Thailand portfolio, as compared to the NSAI 2023 Report.

      Gross (Before Royalties) 2P Reserves, Working Interest Share End of Field Life 2P NPV10After Tax (US$ million)
    Fields December 31, 2023
    (MMbbl)    		 2024 Production
    (MMbbl)    		 Additions
    (MMbbl)    		 December 31, 2024
    (MMbbl)    		 Reserves Replacement Ratio (%) NSAI 2023 Report NSAI 2024 Report December 31, 2023 December 31, 2024
    Jasmine 10.4 (2.9 ) 9.2 16.8 324 % Dec 2028 Aug 2031 81.8 163.9
    Manora 2.2 (0.9 ) 2.1 3.4 223 % Jul 2027 Apr 2030 21.2 45.7
    Nong Yao 12.4 (3.1 ) 7.7 16.9 245 % Dec 2028 Dec 2033 185.6 416.1
    Wassana 12.9 (1.4 ) 1.5 12.9 102 % Jun 2032 Dec 2035 139.9 126.6
    Total 37.9 (8.4 ) 20.5 50.0 245 %     428.5 752.2

     
    Valeura has demonstrated two consecutive years of growth in both aggregate 2P reserves and the associated after-tax 2P NPV10 value.

      Gross (Before Royalties) 2P Reserves,
    Working Interest Share (MMbbl)    		 2P NPV10After Tax
    (US$ million)
    Fields December 31, 2022 December 31, 2023 December 31, 2024 December 31, 2022 December 31, 2023 December 31, 2024
    Jasmine 10.0 10.4 16.8 37.1 81.8 163.9
    Manora 1.8 2.2 3.4 12.1 21.2 45.7
    Nong Yao 11.2 12.4 16.9 145.5 185.6 416.1
    Wassana 6.1 12.9 12.9 66.3 139.9 126.6
    Total 29.1 37.9 50.0 261.0 428.5 752.2

     
    The NSAI 2024 Report does not assume a new redevelopment concept for the Wassana field and therefore does not include potential upside volumes associated with the Company’s contemplated redevelopment. Valeura is targeting readiness for a final investment decision (“FID”) in early Q2 2025. Should the Company opt to proceed with the redevelopment, management anticipates a higher production profile, with longer field life than is currently reflected in the NSAI 2024 Report.

    Net Present Values of Future Net Revenue Based on Forecast Prices and Costs

    Net present values of future net revenue from oil reserves are based on cost estimates as of the date of the NSAI 2024 Report, and forecast Brent crude oil reference prices of US$75.58, US$78.51, US$79.89, US$81.82, and US$83.46 per bbl for the years ending December 31, 2025, 2026, 2027, 2028, and 2029, respectively, with 2% escalation thereafter. NSAI assumes cost inflation of 2% per annum. Price realisation forecasts for each field are based on the Brent crude oil reference prices above, and adjusted for oil quality, and market differentials.

    Based on Valeura’s revised corporate structure, as modified by the reorganisation completed in November 2024, values estimated by NSAI assume a combined, single tax filing for all of the Company’s Thai III fiscal concessions, covering the Wassana, Nong Yao, and Manora fields. The Jasmine field, being a Thai I fiscal concession, is outside this scope.

    All estimated costs associated with the eventual decommissioning of the Company’s fields are included as part of the calculation of future net revenue, specifically within the Proved Producing Developed category.

        Before Tax NPV10(US$ million)
    Future Net Revenue by Field Jasmine Manora Nong Yao Wassana Total
    Proved Producing Developed (124.7)   (27.6)   146.2 (160.7)   (166.8)  
    Non-Producing Developed 35.3   27.9   7.0 16.2   86.4  
    Undeveloped 93.6   7.9   108.1 231.5   441.0  
    Total Proved (1P) 4.2   8.2   261.3 87.0   360.7  
    Total Probable (P2) 217.4   39.1   204.5 112.3   573.3  
    Total Proved + Probable (2P) 221.5   47.3   465.8 199.3   933.9  
    Total Possible (P3) 168.8   29.6   150.7 56.1   405.1  
    Total Proved + Probable + Possible (3P) 390.3   76.9   616.5 255.4   1,339.1  
        After Tax NPV10(US$ million)
    Future Net Revenue by Field Jasmine Manora Nong Yao Wassana Total
    Proved Producing Developed (131.4)   (27.6)   146.2 (160.7)   (173.4)  
    Non-Producing Developed 33.9   27.9   7.0 16.2   85.1  
    Undeveloped 99.6   7.9   108.1 231.5   447.0  
    Total Proved (1P) 2.1   8.2   261.3 87.0   358.6  
    Total Probable (P2) 161.8   37.4   154.8 39.6   393.6  
    Total Proved + Probable (2P) 163.9   45.7   416.1 126.6   752.2  
    Total Possible (P3) 96.7   20.4   93.3 27.6   238.0  
    Total Proved + Probable + Possible (3P) 260.6   66.1   509.3 154.2   990.2  

     
    Asset Retirement Obligations

    During 2024, the Company conducted extensive engineering studies into the eventual decommissioning of its fields. These studies utilised costs benchmarked to current decommissioning activities underway elsewhere within the Gulf of Thailand. Valeura’s work since acquiring the assets in early 2023 has resulted in a reduction of 32% in the anticipated cost to decommission the assets (US$ real basis).  

    In addition, the significant extensions to the economic life of all of the Company’s fields means the timing for decommissioning expenditure has shifted further into the future. The combined effect is estimated to be a material reduction in the ARO liability to be shown on the Company’s balance sheet. While the final ARO is still to be reviewed by the Company’s auditor, management estimates that the ARO as at December 31, 2024 will have been reduced by approximately 35% from year-end 2023 and more than 50% relative to the Company’s first estimate upon assuming operatorship of the Thai portfolio in Q1 2023.

    Resources

    NSAI assessed the Company’s contingent resources of its Thailand assets for additional reservoir accumulations and reported estimates in the NSAI 2024 Report, the NSAI 2023 Report, and the NSAI 2022 Report. Contingent resources are heavy crude oil and light/medium crude oil, and are further divided into two subcategories, being Development Unclarified and Development Not Viable (see oil and gas advisories). Each subcategory is assigned a percentage risk, reflecting the estimated chance of development. Aggregate totals are provided below.

    Contingent Resources NSAI 2022 Report
    Gross (Before Royalties) Working Interest Share    		 NSAI 2023 Report
    Gross (Before Royalties) Working Interest Share    		 NSAI 2024 Report
    Gross (Before Royalties) Working Interest Share
    Unrisked (MMbbl) Risked (MMbbl) Unrisked (MMbbl) Risked (MMbbl) Unrisked (MMbbl) Risked (MMbbl)
    Low Estimate (1C) 10.4 1.8 15.2 6.5 29.4 9.2
    Best Estimate (2C) 14.1 2.5 19.9 8.9 48.4 13.5
    High Estimate (3C) 22.1 3.9 27.9 11.6 72.1 18.0

     
    Comparing the NSAI 2023 Report to the NSAI 2024 Report, the Company has recorded an increase in the best estimate (2C) unrisked contingent resources of 143%.

    The Company last completed an independent assessment of its prospective resources in Türkiye, effective December 31, 2018, which is available under Valeura’s issuer profile on SEDAR+ at www.sedarplus.com. Valeura has no reserves or contingent resources associated with its properties in Türkiye.

    Further Disclosure and Webcast
    Valeura intends to disclose a summary of the NSAI 2024 Report to Thailand’s upstream regulator later in February 2025. Thereafter, the Company will publish its estimates of reserves and resources in accordance with the requirements of National Instrument 51-101 – Standards of Disclosure for Oil and Gas Activities along with its annual information form for the year ended December 31, 2025, on approximately March 26, 2025.

    Valeura’s management team will host an investor and analyst webcast at 08:00 Calgary / 15:00 London / 22:00 Bangkok / 23:00 Singapore on Thursday, February 13, 2025 to discuss its reserves and contingent resources. Please register in advance via the link below.

    Registration link: https://events.teams.microsoft.com/event/a527dbad-61ff-47b1-8330-a10c28cfd2ee@a196a1a0-4579-4a0c-b3a3-855f4db8f64b

    As an alternative, an audio only feed of the event is available by phone using the Conference ID and dial-in numbers below.

    Thailand: +66 2 026 9035,,817613646#
    Singapore: +65 6450 6302,,817613646#
    Canada: (833) 845-9589,,817613646#
    Türkiye: 0800 142 034779,,817613646#
    United States: (833) 846-5630,,817613646#
    United Kingdom: 0800 640 3933,,817613646#

    Phone conference ID: 817 613 646#

    For further information, please contact:

    Valeura Energy Inc. (General Corporate Enquiries)                +65 6373 6940
    Sean Guest, President and CEO
    Yacine Ben-Meriem, CFO
    Contact@valeuraenergy.com

    Valeura Energy Inc. (Investor and Media Enquiries)                +1 403 975 6752 / +44 7392 940495
    Robin James Martin, Vice President, Communications and Investor Relations
    IR@valeuraenergy.com

    Contact details for the Company’s advisors, covering research analysts and joint brokers, including Auctus Advisors LLP, Canaccord Genuity Ltd (UK), Cormark Securities Inc., Research Capital Corporation, and Stifel Nicolaus Europe Limited, are listed on the Company’s website at www.valeuraenergy.com/investor-information/analysts/.

    About the Company

    Valeura Energy Inc. is a Canadian public company engaged in the exploration, development and production of petroleum and natural gas in Thailand and in Türkiye. The Company is pursuing a growth-oriented strategy and intends to re-invest into its producing asset portfolio and to deploy resources toward further organic and inorganic growth in Southeast Asia. Valeura aspires toward value accretive growth for stakeholders while adhering to high standards of environmental, social and governance responsibility.

    Additional information relating to Valeura is also available on SEDAR+ at www.sedarplus.ca.

    Oil and Gas Advisories

    Reserves and contingent resources disclosed in this news release are based on an independent evaluation conducted by the incumbent independent petroleum engineering firm, NSAI with an effective date of December 31, 2024. The NSAI estimates of reserves and resources were prepared using guidelines outlined in the Canadian Oil and Gas Evaluation Handbook and in accordance with National Instrument 51-101 – Standards of Disclosure for Oil and Gas Activities. The reserves and contingent resources estimates disclosed in this news release are estimates only and there is no guarantee that the estimated reserves and contingent resources will be recovered.

    This news release contains a number of oil and gas metrics, including “NAV”, “reserves replacement ratio”, “RLI”, and “end of field life” which do not have standardised meanings or standard methods of calculation and therefore such measures may not be comparable to similar measures used by other companies. Such metrics are commonly used in the oil and gas industry and 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.

    “NAV” is calculated by adding the estimated future net revenues based on a 10% discount rate to net cash, (which is comprised of cash less debt) as of December 31, 2024. NAV is expressed on a per share basis by dividing the total by basic common shares outstanding. NAV per share is not predictive and may not be reflective of current or future market prices for Valeura.

    “Reserves replacement ratio” for 2024 is calculated by dividing the difference in reserves between the NSAI 2024 Report and the NSAI 2023 Report, plus actual 2024 production, by the assets’ total production before royalties for the calendar year 2024.

    “RLI” is calculated by dividing reserves by management’s estimated total production before royalties for 2025.

    “End of field life” is calculated by NSAI as the date at which the monthly net revenue generated by the field is equal to or less than the asset’s operating cost.

    Reserves

    Reserves are estimated remaining quantities of commercially recoverable oil, natural gas, and related substances anticipated to be recoverable from known accumulations, as of a given date, based on the analysis of drilling, geological, geophysical, and engineering data, the use of established technology, and specified economic conditions, which are generally accepted as being reasonable. Reserves are further categorised according to the level of certainty associated with the estimates and may be sub-classified based on development and production status.

    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.

    Developed reserves are those reserves that are expected to be recovered from existing wells and installed facilities or, if facilities have not been installed, that would involve a low expenditure (e.g., when compared to the cost of drilling a well) to put the reserves on production.

    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.

    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.

    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 classification (proved, probable, possible) to which they are assigned.

    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. It is unlikely that the actual remaining quantities recovered will exceed the sum of the estimated proved plus probable plus possible reserves. There is a 10% probability that the quantities actually recovered will equal or exceed the sum of the estimated proved plus probable plus possible reserves.

    The estimated future net revenues disclosed in this news release do not necessarily represent the fair market value of the reserves associated therewith.

    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.

    Contingent Resources

    Contingent resources are those quantities of petroleum estimated, as of a given date, to be potentially recoverable from known accumulations using established technology or technology under development, but which are not currently considered to be commercially recoverable due to one or more contingencies. Contingencies are conditions that must be satisfied for a portion of contingent resources to be classified as reserves that are: (a) specific to the project being evaluated; and (b) expected to be resolved within a reasonable timeframe.

    Contingent resources are further categorised according to the level of certainty associated with the estimates and may be sub‐classified based on a project maturity and/or characterised by their economic status. There are three classifications of contingent resources: low estimate, best estimate and high estimate. Best estimate is a classification of estimated resources described in the Canadian Oil and Gas Evaluation Handbook as the best estimate of the quantity that will be actually recovered; it is equally likely that the actual remaining quantities recovered will be greater or less than the best estimate. If probabilistic methods are used, there should be at least a 50 percent probability that the quantities actually recovered will equal or exceed the best estimate.

    The project maturity subclasses include development pending, development on hold, development unclarified and development not viable. The contingent resources disclosed in this news release are classified as either development unclarified or development not viable.

    Development unclarified is defined as a contingent resource that requires further appraisal to clarify the potential for development and has been assigned a lower chance of development until commercial considerations can be clearly defined. Chance of development is the likelihood that an accumulation will be commercially developed.

    Conversion of the development unclarified resources referred to in this news release is dependent upon (1) the expected timetable for development; (2) the economics of the project; (3) the marketability of the oil and gas production; (4) the availability of infrastructure and technology; (5) the political, regulatory, and environmental conditions; (6) the project maturity and definition; (7) the availability of capital; and, ultimately, (8) the decision of joint venture partners to undertake development.

    The major positive factor relevant to the estimate of the contingent development unclarified resources referred to in this news release is the successful discovery of resources encountered in appraisal and development wells within the existing fields. The major negative factors relevant to the estimate of the contingent development unclarified resources referred to in this news release are: (1) the outstanding requirement for a definitive development plan; (2) current economic conditions do not support the resource development; (3) limited field economic life to develop the resources; and (4) the outstanding requirement for a final investment decision and commitment of all joint venture partners.

    Development not viable is defined as a contingent resource where no further data acquisition or evaluation is currently planned and hence there is a low chance of development, there is usually less than a reasonable chance of economics of development being positive in the foreseeable future. The major negative factors relevant to the estimate of development not viable referred to in this news release are: (1) current economic conditions do not support the resource development; and (2) availability of technical knowledge and technology within the industry to economically support resource development.

    If these contingencies are successfully addressed, some portion of these contingent resources may be reclassified as reserves.

    Of the best estimate 2C contingent resources estimated in the NSAI 2024 Report, on a risked basis: 74% of the estimated volumes are light/medium crude oil, with the remainder being heavy oil; 77% are categorised as Development Unclarified, with the remainder being Development Not Viable. Development Unclarified 2C resources have been assigned an average chance of development for the four fields ranging from 30% to 50% depending on oil type, while 2C Development Not Viable resources have been assigned an average chance of development ranging from 16% to 17%.

    Resources Project
    Maturity Subclass    		 Light and Medium Crude Oil
    (Development Unclarified)    		 Chance of Development (%)
    Unrisked Risked
    Gross (Mbbl) Net (Mbbl) Gross (Mbbl) Net (Mbbl)
    Contingent Low Estimate (1C) Development Unclarified 8,267 7,334 3,108 2,742 38 %
    Contingent Best Estimate (2C) Development Unclarified 14,178 12,538 4,227 3,728 30 %
    Contingent High Estimate (3C) Development Unclarified 21,072 18,644 5,289 4,673 25 %
    Resources Project
    Maturity Subclass    		 Heavy Crude Oil
    (Development Unclarified)    		 Chance of Development (%)
    Unrisked Risked
    Gross (Mbbl) Net (Mbbl) Gross (Mbbl) Net (Mbbl)
    Contingent Low Estimate (1C) Development Unclarified 7,807 7,358 4,045 3,813 52 %
    Contingent Best Estimate (2C) Development Unclarified 10,641 10,029 5,325 5,018 50 %
    Contingent High Estimate (3C) Development Unclarified 14,524 13,689 6,560 6,182 45 %
    Resources Project
    Maturity Subclass    		 Light and Medium Crude Oil
    (Development Not Viable)    		 Chance of Development (%)
    Unrisked Risked
    Gross (Mbbl) Net (Mbbl) Gross (Mbbl) Net (Mbbl)
    Contingent Low Estimate (1C) Development Not Viable 11,294 10,502 1,694 1,575 15 %
    Contingent Best Estimate (2C) Development Not Viable 21,539 19,965 3,652 3,319 17 %
    Contingent High Estimate (3C) Development Not Viable 33,503 30,964 5,363 4,802 16 %
    Resources Project
    Maturity Subclass    		 Heavy Crude Oil
    (Development Not Viable)    		 Chance of Development (%)
    Unrisked Risked
    Gross (Mbbl) Net (Mbbl) Gross (Mbbl) Net (Mbbl)
    Contingent Low Estimate (1C) Development Not Viable 2,069 1,950 310 293 15 %
    Contingent Best Estimate (2C) Development Not Viable 2,091 1,971 341 321 16 %
    Contingent High Estimate (3C) Development Not Viable 3,003 2,830 815 768 27 %

    The NSAI estimates have been risked, using the chance of development, to account for the possibility that the contingencies are not successfully addressed. Due to the early stage of development for the development unclarified resources, NSAI did not perform an economic analysis of these resources; as such, the economic status of these resources is undetermined and there is uncertainty that any portion of the contingent resources disclosed in this new release will be commercially viable to produce.

    Glossary

    bbl                barrels of oil
    Mbbl              thousand barrels of oil
    MMbbl            million barrels of oil

    Advisory and Caution Regarding Forward-Looking Information

    Certain information included in this news release constitutes forward-looking information under applicable securities legislation. Such forward-looking information is for the purpose of explaining management’s current expectations and plans relating to the future. Readers are cautioned that reliance on such information may not be appropriate for other purposes, such as making investment decisions. Forward-looking information typically contains statements with words such as “anticipate”, “believe”, “expect”, “plan”, “intend”, “estimate”, “propose”, “project”, “target” or similar words suggesting future outcomes or statements regarding an outlook.

    Forward-looking information in this news release includes, but is not limited to, the Company’s belief that it has added to the ultimate potential of its portfolio; the anticipated economic life of its portfolio; expectations regarding future cash flow; the expectation that ARO on its December 31, 2024 balance sheet will indicate a reduction of approximately 35% versus December 31, 2023 and more than 50% since first assuming operatorship of its assets; business objectives and targets; organic and inorganic growth opportunities; the anticipated end of life for Valeura’s Thailand assets; the potential for adding reserves through the Wassana field redevelopment as well as through ongoing infill development, appraisal drilling, and exploration targets; statements related to the Company’s 2025 production guidance of 23.0 – 25.5 Mbbl/d; estimates of the Company’s RLI; timing for FID readiness on the potential Wassana field redevelopment; management’s anticipation of a higher production profile with longer field life from the Wassana field, should it opt to proceed with the redevelopment; forecast Brent crude oil reference prices; assumption of a single tax filing; estimated costs for the eventual decommissioning of its fields; the intention to disclose a summary of the NSAI 2024 Report to Thailand’s upstream regulator; the anticipated filing date of the Company’s annual information form along with its estimates of reserves and resources; and the timing of the investor and analyst webcast.

    In addition, statements related to “reserves” and “resources” are deemed to be forward-looking information

    as they involve the implied assessment, based on certain estimates and assumptions, that the resources can

    be discovered and profitably produced in the future.

    Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information is based on management’s current expectations and assumptions regarding, among other things: political stability of the areas in which the Company is operating; continued safety of operations and ability to proceed in a timely manner; continued operations of and approvals forthcoming from governments and regulators in a manner consistent with past conduct; ability to achieve extensions to licences in Thailand and Türkiye to support attractive development and resource recovery; future drilling activity on the required/expected timelines; the prospectivity of the Company’s lands; the continued favourable pricing and operating netbacks across its business; future production rates and associated operating netbacks and cash flow; decline rates; future sources of funding; future economic conditions; the impact of inflation of future costs; future currency exchange rates; interest rates; the ability to meet drilling deadlines and fulfil commitments under licences and leases; future commodity prices; the impact of the Russian invasion of Ukraine; the impact of conflicts in the Middle East; royalty rates and taxes; management’s estimate of cumulative tax losses being correct; future capital and other expenditures; the success obtained in drilling new wells and working over existing wellbores; the performance of wells and facilities; the availability of the required capital to funds its exploration, development and other operations, and the ability of the Company to meet its commitments and financial obligations; the ability of the Company to secure adequate processing, transportation, fractionation and storage capacity on acceptable terms; the capacity and reliability of facilities; the application of regulatory requirements respecting abandonment and reclamation; the recoverability of the Company’s reserves and contingent resources; future growth; the sufficiency of budgeted capital expenditures in carrying out planned activities; the impact of increasing competition; the availability and identification of mergers and acquisition opportunities; the ability to successfully negotiate and complete any mergers and acquisition opportunities; the ability to efficiently integrate assets and employees acquired through acquisitions; global energy policies going forward; international trade policies; future debt levels; and the Company’s continued ability to obtain and retain qualified staff and equipment in a timely and cost efficient manner. In addition, the Company’s work programmes and budgets are in part based upon expected agreement among joint venture partners and associated exploration, development and marketing plans and anticipated costs and sales prices, which are subject to change based on, among other things, the actual results of drilling and related activity, availability of drilling, offshore storage and offloading facilities and other specialised oilfield equipment and service providers, changes in partners’ plans and unexpected delays and changes in market conditions. Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information involves significant known and unknown risks and uncertainties. Exploration, appraisal, and development of oil and natural gas reserves and resources are speculative activities and involve a degree of risk. A number of factors could cause actual results to differ materially from those anticipated by the Company including, but not limited to: the ability of management to execute its business plan or realise anticipated benefits from acquisitions; the risk of disruptions from public health emergencies and/or pandemics; competition for specialised equipment and human resources; the Company’s ability to manage growth; the Company’s ability to manage the costs related to inflation; disruption in supply chains; the risk of currency fluctuations; changes in interest rates, oil and gas prices and netbacks; the risk that the Company’s tax advisors’ and/or auditors’ assessment of the Company’s cumulative tax losses varies significantly from management’s expectations of the same; potential changes in joint venture partner strategies and participation in work programmes; uncertainty regarding the contemplated timelines and costs for work programme execution; the risks of disruption to operations and access to worksites; potential changes in laws and regulations, including international treaties and trade policies; the uncertainty regarding government and other approvals; counterparty risk; the risk that financing may not be available; risks associated with weather delays and natural disasters; and the risk associated with international activity. See the most recent annual information form and management’s discussion and analysis of the Company for a detailed discussion of the risk factors.

    Certain forward-looking information in this news release may also constitute “financial outlook” within the meaning of applicable securities legislation. Financial outlook involves statements about Valeura’s prospective financial performance or position and is based on and subject to the assumptions and risk factors described above in respect of forward-looking information generally as well as any other specific assumptions and risk factors in relation to such financial outlook noted in this news release. Such assumptions are based on management’s assessment of the relevant information currently available, and any financial outlook included in this news release is made as of the date hereof and provided for the purpose of helping readers understand Valeura’s current expectations and plans for the future. Readers are cautioned that reliance on any financial outlook may not be appropriate for other purposes or in other circumstances and that the risk factors described above or other factors may cause actual results to differ materially from any financial outlook.

    The forward-looking information contained in this news release is made as of the date hereof and the Company undertakes no obligation to update publicly or revise any forward-looking information, whether as a result of new information, future events or otherwise, unless required by applicable securities laws. The forward-looking information contained in this news release is expressly qualified by this cautionary statement.

    This news release does not constitute an offer to sell or the solicitation of an offer to buy securities in any jurisdiction, including where such offer would be unlawful. This news release is not for distribution or release, directly or indirectly, in or into the United States, Ireland, the Republic of South Africa or Japan or any other jurisdiction in which its publication or distribution would be unlawful.

    Neither the Toronto Stock Exchange nor its Regulation Services Provider (as that term is defined in the policies of the Toronto Stock Exchange) accepts responsibility for the adequacy or accuracy of this news release.

    This information is provided by Reach, the non-regulatory press release distribution service of RNS, part of the London Stock Exchange. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact rns@lseg.com or visit www.rns.com.

    The MIL Network –

  • MIL-OSI Russia: 80 years since the liberation of Budapest

    Translartion. Region: Russians Fedetion –

    Source: State University of Management – Official website of the State –

    On February 13, 1945, the Budapest operation of Soviet troops during the Great Patriotic War ended, as a result of which the central regions of Hungary, including its capital, were liberated, and the puppet “Government of National Unity” lost power over the country.

    By the end of 1944, Germany’s position was already unenviable, it had to fight on three fronts: in Italy, France and against the Red Army rapidly advancing from the east. The defense of Budapest was of paramount importance, because its loss meant the loss of the last major source of oil, so Hitler even declared that it was better to surrender Berlin than to lose Hungarian oil. The Germans built three lines of defense around Budapest and significantly fortified the city itself, which was defended by Army Group South and the remnants of the Hungarian armed forces.

    The Soviet offensive on Budapest began on October 29. They failed to take the city on the move. The second attempt also met with fierce resistance. In December, the Germans even attempted to counterattack and pushed the Russians back in some areas of the front. However, on December 26, their forces were completely surrounded, with 188,000 people trapped in the cauldron. And they had no intention of surrendering; moreover, they shot the envoys sent with an ultimatum to capitulate. Their counterattacking tanks numbered 50-60 units per kilometer of front – a density of equipment unseen throughout the war. Having had the bloody experience of the Battle of Stalingrad and the Battle of Kursk, the Red Army responded with a deeply echeloned defense, effective reconnaissance, and preemptive strikes. The Germans were unable to break out of the encirclement, and in early February, their counteroffensive finally petered out in all directions.

    The heaviest urban battles in some areas began on January 18. That same day, our troops liberated about 70,000 Jews from the Budapest ghetto. Now, when the organized counteroffensive of the Germans had failed, they rushed out of Budapest chaotically and with particular despair. From the memoirs of Soviet Major General Andrei Kovtun-Stankevich:

    “Everyone takes part in the battle, including the telephone operators. Telephone operator Zoya Vasilchenko destroyed up to 15 fascists with a machine gun. The battalion captured more prisoners than it had personnel.”

    “The commander of the medical battalion, Krutilov, arrived and proudly handed me a “combat” report. It turns out that the medical battalion had fought a battle today, as a result of which 49 Germans were killed and 56 were taken prisoner. Everyone took part in the battle, including the wounded who were able to fire. Even the pharmacist, an elderly woman, fired a pistol.”

    On February 13, 1945, the German group in Budapest was finally liquidated. The commander, SS-Obergruppenführer Karl Pfeffer-Wildenbruch, dressed in a soldier’s uniform along with all the staff officers, surrendered on his own initiative to the head of the chemical service of the 180th rifle division, Major Skripin.

    In honor of this victory, a salute of 24 salvos from 324 guns was given in Moscow. The result of the successful operation was the complete liquidation of the enemy forces and the withdrawal of Hungary from the war. In addition, the advancement on the remaining sections of the Soviet-German front was noticeably facilitated by the transfer of German troops to Budapest. A threat was created to the Balkan group of the Wehrmacht, which was forced to accelerate its withdrawal from Yugoslavia.

    The State University of Management congratulates on this memorable date and recalls our scientific regiment – employees awarded the medal “For the capture of Budapest”:
    -Hero of the Soviet Union, Alexander Davydov, Guard Lieutenant Colonel, Deputy Head of the Nile MIE-MIU department from 1962 to 1985;
    -Gennady Belykh, Colonel, Head of the educational and methodological department of the MIU;
    -Peter Burov, Major Engineer, Vice-Rector for the Academic Affairs of MIEI from 1952 to 1962;
    -Ivan Steel, Major Engineer, chief of staff of the railway troops of the 3rd Ukrainian Front, associate professor of the Department of structures and structures of MIEI.

    Subscribe to the TG channel “Our GUU” Date of publication: 02/13/2025

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

    MIL OSI Russia News –

  • MIL-OSI Canada: Refocusing continuing care for the future | Recentrer les soins continus pour l’avenir

    [. As their needs evolve, it is important that older adults and vulnerable populations have access to the support they need to maintain their quality of life and independence so they can age with dignity. Over the next 10 years, the demand for continuing care in Alberta is projected to grow by 80 per cent, increasing even faster as people live longer and with more complex needs.

    Alberta’s government is establishing Assisted Living Alberta – the new provincial continuing care agency – as part of the province’s health refocusing. This will ensure the province is well-positioned to meet the future needs that are anticipated with Alberta’s both growing and aging population. Assisted Living Alberta will provide Albertans access to a comprehensive system of continuing care with a full range of wraparound services, including medical and non-medical supports, home care, community care and social services. This transition will allow the province to place a holistic social service lens on assisted living services to deliver care more effectively and consistently throughout the province. By taking this approach, individuals and families will have more options when they need care and as their needs evolve, helping older adults and vulnerable populations maintain their quality of life and independence.

    “As the need for continuing care services in Alberta grows, I am committed to working with health, social services and continuing care professionals to transform the system and ensure the new provincial agency, Assisted Living Alberta, meets all Albertans’ needs. This change ensures Albertans have access to a full range of wraparound supports to meet their evolving needs and maintain their independence and quality of life as they age or require more support.”

    Jason Nixon, Minister of Seniors, Community and Social Services

    Assisted Living Alberta is on track to be established and become an entity by April 1, and will be fully operational by fall 2025. The new agency will align medical and non-medical supports and services, increase continuing care spaces, reduce wait times, and provide comprehensive wraparound supports for Albertans who require different levels and types of care. This includes both seniors in long-term care and those who want to continue aging at home but need supports to do so, as well as people with disabilities, individuals experiencing homelessness and other vulnerable Albertans who require temporary or long-term care. Refocusing Alberta’s health care system ensures all Albertans have access to the services and support they need, when and where they need it.

    “Improving health care services is a top priority for our government. We are committed to addressing the urgent need for enhanced assisted living services across our growing province. I look forward to working alongside the Ministry of Seniors, Community and Social Services to bring Albertans more options and the high quality of care they need close to home.”

    Adriana LaGrange, Minister of Health

    Albertans currently receiving care, and those who need care, will continue to have access to the services they need. A transition committee led by Dr. Sayeh Zielke, author, cardiologist and medical director of Chinook Cardiology, along with leaders from health care, continuing care, social services and other local organizations, will provide the minister with advice to support this transformation. Committee members were chosen based on their experience, diverse perspectives, leadership and background in the continuing care and social services space. The committee’s work will be essential to ensuring a smooth and seamless transition with no disruptions.

    “It is an honour to be playing a role in helping transform Alberta’s continuing care system. Our goal is to put patients and clients first and give our front-line workers the support they need, which is why it is so important that we are taking the time to gets things right and consulting directly with Albertans.” 

    Dr. Zielke, cardiologist and medical director of Chinook Cardiology and chair of the Assisted Living Transition Committee

    Albertans are invited to share their feedback, support the stand up of Assisted Living Alberta and help shape the future of continuing care through online engagement that will be open from Jan. 30 to March 3 at Alberta.ca/lead-the-way. Continuing care providers and health care and continuing care workers will also have an opportunity to provide feedback through targeted engagement that will be open at the same time. Albertans’ insights and perspectives will help lead the way in improving the system to ensure it meets Alberta’s needs today and for generations to come.  

    Alberta’s government is making significant strides in its efforts to refocus the health care system. Assisted Living Alberta will be the fourth and final new provincial health agency to be established and operational. Recovery Alberta officially began operations on Sept. 1, 2024, with Primary Care Alberta ready to follow suit and become operational on Feb. 1, 2025. On the same date, Acute Care Alberta is set to become a legal entity. By creating four provincial health agencies to oversee the priority sectors of primary care, acute care, continuing care, and mental health and addiction, the province is putting patients first in every health care decision and giving front-line experts the support they need to properly care for Albertans.

    “The Alberta Continuing Care Association welcomes this transformational move by the Alberta government. By bringing social services, medical and non-medical supports, and continuing care together under one health agency, patients will be able to access wraparound supports for the care and services they need.”

    Feisal Keshavjee, chair, Alberta Continuing Care Association

    “Integrated health and social care enhances outcomes, aligns with the preferences of older adults, caregivers and practitioners, and underpins leading continuing care models. Healthy Aging Alberta and the United Way of Calgary congratulate the ministry on this exciting transition and look forward to supporting an integrated wraparound model of continuing care in Alberta.”

    Karen McDonald, provincial director, Healthy Aging Alberta 

    Transition committee members

    • Dr. Sayeh Zielke, committee chair – cardiologist and medical director of Chinook Cardiology
    • MLA Brandon Lunty, deputy chair – MLA for Leduc-Beaumont
    • Dr. David Stewart, member – physician, Family Medical Centre
    • David Weyant, member – president and CEO, Alberta Lawyers Indemnity Association
    • Robin James, member – chief administrative officer, Lethbridge Housing Authority
    • Feisal Keshavjee, member – board chair, Alberta Continuing Care Association
    • Karen McDonald, member – provincial director, Healthy Aging Alberta (and executive director, Sage)
    • Andrea Hesse, member – CEO, Alberta Council of Disability Services
    • Joyce Wicks, member – former nurse and seniors advocate
    • Ruben Breaker, member – councillor, Siksika First Nation
    • Arlene Adamson, member – former CEO, Silvera for Seniors
    • Salimah Walji-Shivji, member – KC, CEO, AgeCare
    • Irene Martin-Lindsay – member, executive director, Alberta Seniors and Community Housing Association

    Related news

    • Continuing care: Ministers LaGrange and Nixon (Oct 16, 2024)

    Related information

    • Refocusing health care in Alberta
    • Continuing Care Transformation
    • Online survey for feedback on Alberta’s continuing care system

    Multimedia

    • Watch the news conference
    • Listen to the news conference

    Dans le cadre du recentrage des soins de santé, le gouvernement de l’Alberta procède à l’établissement d’Assisted Living Alberta, l’organisme provincial des soins continus.

    D’ici 2046, un Albertain sur cinq aura 65 ans ou plus. À mesure que les besoins évoluent, il est important que les adultes plus âgés et les populations vulnérables aient accès au soutien nécessaire pour maintenir leur qualité de vie et leur indépendance afin de vieillir avec dignité. Au cours des 10 prochaines années, on prévoit que la demande de soins continus en Alberta augmentera de 80 %, puis encore plus rapidement à mesure que les gens vivent plus longtemps et avec des besoins plus complexes.

    Le gouvernement de l’Alberta établit Assisted Living Alberta, le nouvel organisme provincial des soins continus, dans le cadre du recentrage des soins de santé. Cette initiative a pour but de s’assurer que la province est bien placée pour répondre aux besoins futurs prévus en raison de la population croissante et vieillissante de l’Alberta. Assisted Living Alberta fournira l’accès à un système global de soins continus doté d’une gamme complète de services intégrés, notamment des soutiens médicaux et autres, des soins à domicile, des soins communautaires et des services sociaux. Cette transition permettra à la province de mettre en place des services d’aide à l’autonomie sous l’angle holistique des services sociaux afin de fournir des soins de manière plus efficace et plus cohérente partout en Alberta. En adoptant cette approche, les personnes et les familles auront plus de choix lorsqu’elles auront besoin de soins et à mesure que leurs besoins évolueront, ce qui aidera les adultes plus âgés et les populations vulnérables à conserver leur qualité de vie et leur indépendance.

    « À mesure que les besoins en soins continus augmentent en Alberta, je suis résolu à travailler avec les professionnels de la santé, des services sociaux et des soins continus pour transformer le système et veiller à ce que le nouvel organisme, Assisted Living Alberta, satisfasse à tous les besoins des Albertaines et des Albertains. Grâce à ce changement, la population aura accès à une gamme complète de soins intégrés pour répondre à ses besoins en évolution constante et conserver son indépendance et sa qualité de vie à mesure qu’elle vieillit et exige davantage de soutien. »

    Jason Nixon, ministre des Personnes âgées et des Services communautaires et sociaux

    Assisted Living Alberta est en bonne voie d’être établi d’ici le 1er avril, et sera entièrement opérationnel d’ici l’automne 2025. Ce nouvel organisme harmonisera les soutiens et les services, médicaux et autres, augmentera les espaces de soins continus, réduira les temps d’attente et fournira des soutiens intégrés complets aux Albertaines et aux Albertains qui exigent différents niveaux et types de soins. Ceci comprend les personnes âgées dans des établissements de soins de longue durée et celles qui veulent continuer de vieillir chez elles, mais ont besoin de soutiens pour ce faire, ainsi que les personnes handicapées, les personnes en situation d’itinérance et d’autres personnes vulnérables nécessitant des soins temporaires ou de longue durée. Le recentrage des soins de santé en Alberta permet aux Albertaines et aux Albertains d’avoir accès aux services et au soutien nécessaires, au moment et à l’endroit où ils en ont besoin.

    « L’amélioration des services de soins de santé est une priorité absolue pour notre gouvernement. Nous sommes déterminés à satisfaire au besoin urgent de services d’aide à la vie autonome améliorés partout dans notre province, dont la population augmente continuellement. Je me réjouis de travailler aux côtés du ministre des Personnes âgées et des Services communautaires et sociaux pour offrir aux Albertaines et aux Albertains un plus grand choix et la grande qualité de soins pour rester près de chez eux. »

    Adriana LaGrange, ministre de la Santé

    Les Albertains qui reçoivent actuellement des soins, et ceux qui exigent des soins continueront d’avoir accès aux services nécessaires. Un comité de transition dirigé par la Dre Sayeh Zielke, autrice, cardiologue et directrice médicale de Chinook Cardiology, ainsi que des chefs de fils des soins de santé, des soins continus, des services sociaux et d’autres organisations locales, conseilleront la ministre à l’appui de cette transformation. Les membres du comité ont été choisis en fonction de leur expérience, de leurs divers points de vue et de leurs antécédents dans le domaine des soins continus et des services sociaux. Le travail du comité sera essentiel pour ce qui est d’assurer une transition sans heurt et sans interruption.

    « C’est un honneur de contribuer à transformer le système de soins continus en Alberta. Notre objectif est de donner la priorité aux patients et aux clients et d’apporter à nos travailleurs de première ligne le soutien nécessaire. C’est pourquoi il est si important que nous prenions le temps de bien faire les choses et de consulter directement les Albertaines et les Albertains. » 

    Dre Zielke, cardiologue et directrice médicale de Chinook Cardiology, et présidente du comité de transition d’aide à la vie autonome

    Les Albertains sont invités à faire part de leur rétroaction, à soutenir l’établissement d’Assisted Living Alberta et à contribuer à façonner l’avenir des soins continus par l’intermédiaire de l’engagement en ligne qui sera accessible du 30 janvier au 3 mars à Alberta.ca/lead-the-way. Les fournisseurs de soins continus et les travailleurs de la santé et des soins continus auront également l’occasion de donner leur opinion dans le cadre d’un engagement ciblé pendant la même période. Les idées et les points de vue de la population albertaine aideront à ouvrir la voie vers l’amélioration du système en veillant à ce qu’il réponde aux besoins actuels et des générations à venir.  

    Le gouvernement de l’Alberta fait des progrès considérables dans le recentrage des soins de santé. Assisted Living Alberta sera le quatrième et dernier organisme de santé provincial à être établi et opérationnel. Recovery Alberta a officiellement lancé ses activités le 1er septembre 2024. Primary Care Alberta lui emboîte le pas et entrera en fonction le 1er février 2025. Acute Care Alberta deviendra une entité juridique à la même date. En créant quatre organismes de santé provinciaux pour superviser les secteurs prioritaires des soins primaires, des soins actifs, des soins continus et de la santé mentale et des dépendances, la province accorde la priorité aux patients dans chaque décision en matière de santé et donne aux experts de première ligne le soutien nécessaire pour s’occuper des Albertains comme il se doit.

    « L’Alberta Continuing Care Association se réjouit de cette transformation effectuée par le gouvernement de l’Alberta. En réunissant sous un même organisme les services sociaux, les soutiens médicaux et autres et les soins continus, les patients pourront avoir accès aux soutiens intégrés dont ils ont besoin sur le plan des soins et des services. »

    Feisal Keshavjee, président, Alberta Continuing Care Association

    « L’intégration des soins de santé et des services sociaux améliore les résultats, correspond aux préférences des adultes plus âgés, des soignants et des praticiens, et sous-tend des modèles de soins continus de pointe. Healthy Aging Alberta et Centraide Calgary félicitent le ministère de cette transition emballante, et ont hâte d’appuyer un modèle intégré de soins continus en Alberta. »

    Karen McDonald, directrice provinciale, Healthy Aging Alberta

    Membres du comité de transition

    • Dre Sayeh Zielke, présidente du comité – cardiologue et directrice médicale de Chinook Cardiology
    • Brandon Lunty, député provincial et vice-président – député de Leduc-Beaumont
    • Dr David Stewart, membre – médecin, Family Medical Centre
    • David Weyant, membre – PDG, Alberta Lawyers Indemnity Association
    • Robin James, membre – directeur municipal, Lethbridge Housing Authority
    • Feisal Keshavjee, membre – président du conseil, Alberta Continuing Care Association
    • Karen McDonald, membre – directrice, Healthy Aging Alberta (et directrice générale, Sage)
    • Andrea Hesse, membre – directrice générale, Alberta Council for Disability Services
    • Joyce Wicks, membre – ancienne infirmière et défenseure des personnes âgées
    • Ruben Breaker, membre – conseiller, Première Nation Siksika
    • Arlene Adamson, membre – ancienne chef de la direction, Silvera for Seniors
    • Salimah Walji-Shivji, membre – chef de la direction, AgeCare
    • Irene Martin-Lindsay – membre, directrice générale, Alberta Seniors and Community Housing Association

    Nouvelles connexes

    • Continuing care: Ministers LaGrange and Nixon (Soins continus : ministre LaGrange et Nixon (16 octobre 2024)

    Renseignements connexes

    • Refocusing health care in Alberta (Recentrer les soins de santé en Alberta)
    • Continuing Care Transformation (Transformation des soins continus)
    • Online survey for feedback on Alberta’s continuing care system (Sondage en ligne pour obtenir de la rétroaction au sujet du système de soins continus)

    Multimédia

    • Regarder la conférence de presse

    Translations

    • Arabic
    • Simplified Chinese
    • Traditional Chinese
    • Punjabi
    • Spanish
    • Ukrainian

    MIL OSI Canada News –

  • MIL-OSI: Notice convening the Annual General Meeting of Siili Solutions Plc

    Source: GlobeNewswire (MIL-OSI)

    Notice convening the Annual General Meeting of Siili Solutions Plc

    Siili Solutions Plc Stock Exchange Release 13 February 2025 at 9:10 a.m. (Finnish time)

    The shareholders of Siili Solutions Plc are invited to the Annual General Meeting to be held on Tuesday, 8 April 2025 starting at 2:00 p.m. (Finnish time) at the address Töölönlahdenkatu 2, FI-00100 Helsinki, Finland (event venue Eliel, Sanomatalo). The reception of persons who have registered for the meeting and the distribution of voting tickets will commence at the meeting venue at 1:30 p.m. (Finnish time).

    Shareholders may also exercise their voting rights by voting in advance. Further information on advance voting is presented in section C. 2. of this meeting notice.

    Shareholders can follow the General Meeting via a video stream. Other persons than the Company’s shareholders are also welcome to follow the video stream. Instructions on how to follow the video stream are available on the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025. It is not possible to pose any other questions than those referred to below in this section, make counterproposals, otherwise speak or vote via the video stream. Following the meeting via the video stream or asking questions as referred to below shall not be considered as participation in the General Meeting or as the exercise of shareholder rights. Persons who follow the video stream may ask questions or make comments to the CEO in writing during the CEO’s review in agenda item 6. through the chat functionality. A recording of the video stream will be available on the Company’s website after the General Meeting, no later than on 22 April 2025.

    A. MATTERS ON THE AGENDA OF THE GENERAL MEETING

    The General Meeting shall consider the following matters:

    1. Opening of the meeting
    1. Calling the meeting to order
    1. Election of the persons to scrutinise the minutes and the persons to supervise the counting of votes
    1. Recording the legality of the meeting
    1. Recording the attendance at the meeting and adoption of the list of votes
    1. Presentation of the financial statements, including the consolidated financial statements, the report of the Board of Directors, the auditor’s report and the assurance report on sustainability reporting for the year 2024
    • Presentation of the CEO’s review.

    The annual report, including the report of the Board of Directors, the consolidated financial statements, the financial statements of the parent company, the auditor’s report and the assurance report on sustainability reporting will be available on the Company’s website at https://sijoittajille.siili.com/general-meeting2025 at the latest on 14 March 2025.

    1. Adoption of the financial statements, including the consolidated financial statements
    1. Resolution on the use of the profit shown on the balance sheet and the distribution of dividend

    The Board of Directors proposes to the General Meeting that, based on the adopted balance sheet for the financial period 2024, a dividend of EUR 0,18 per share be paid from the Company’s distributable funds, i.e., approximately EUR 1.46 million in total based on the status of the date of this meeting notice, and that the rest of the distributable funds be retained in equity. 

    The dividend shall be paid to shareholders who on the dividend record date 10 April 2025 are registered in the Company’s shareholders’ register held by Euroclear Finland Oy. The Board of Directors proposes that the dividend be paid on 17 April 2025.

    1. Resolution on the discharge of the members of the Board of Directors and the CEO from liability
    1. Consideration of the Remuneration Report for Governing Bodies

    The remuneration report for governing bodies is available on the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025 at the latest on 14 March 2025.

    1. Resolution on the remuneration of the members of the Board of Directors

    The Shareholders’ Nomination Board proposes that the remuneration of the members of the Board of Directors would remain unchanged and be as follows:

    The Chair of the Board of Directors is paid EUR 3,850 per month, the Deputy Chair EUR 2,500 per month, the Chair of the Audit Committee EUR 2,500 per month and other members EUR 2,000 per month. The Chairs of the Board of Directors’ Committees are paid EUR 200 per month for their work on the Committee, in addition to which all Committee members are paid a meeting fee of EUR 300 per meeting. In addition, the members of the Board of Directors receive compensation for travel expenses in line with the Company’s business travel policy.

    1. Resolution on the number of members of the Board of Directors

    The Shareholders’ Nomination Board proposes that five (5) members be elected to the Board of Directors.

    1. Election of the members of the Board of Directors

    The Shareholders’ Nomination Board proposes the re-election of the current members of the Board of Directors for the next term of office Harry Brade, Jesse Maula, Katarina Cantell and Henna Mäkinen. Tero Ojanperä has informed that he does not stand for re-election to the Board of Directors.

    Consequently, the Nomination Board proposes that Sebastian Nyström shall be elected as new member of the Board of Directors.

    Sebastian Nyström, b. 1974, M.Sc., acts currently as S-Group’s Chief Transformation Officer and EVP, Loyalty, IT and Digital Development. Prior to his current role, Nyström has acted e.g. as S-Group’s EVP Strategy & M&A, as well as in other leading roles in Nokia Corporation over the past 20 years.

    The term of office of the members lasts until the end of the next Annual General Meeting. All persons proposed have given their consent to the election.

    Background information on each person proposed for the Board of Directors is available on the website of Siili Solutions Plc at https://sijoittajille.siili.com/en.

    The proposed members Jesse Maula, Henna Mäkinen, Katarina Cantell and Sebastian Nyström are considered independent of the Company and its significant shareholders. Harry Brade is independent of the Company but non-independent of its significant shareholder Lamy Oy.

    In addition, the Shareholders’ Nomination Board recommends to the Board of Directors that it re-elects Harry Brade as its Chair and Jesse Maula as Deputy Chair.

    In the selection of the Board member candidates, the Nomination Board has emphasized relevant experience and competence of the candidates, especially considering the strategic objectives of the company. Further, in its selection process the Nomination Board has considered the diversity of the Board.

    With regard to the selection procedure of the members of the Board of Directors, the Nomination Board recommends that shareholders take a position on the proposal as a whole at the General Meeting. The Nomination Board, in addition to ensuring that individual nominees for membership of the Board of Directors possess the required competences, is also responsible for making sure that the proposed Board of Directors as a whole also has the best possible expertise and experience for the Company and that the composition of the Board of Directors also meets other requirements of the Finnish Corporate Governance Code for listed companies.

    1. Resolution on the remuneration of the auditor

    The Board of Directors proposes upon proposal of the Audit Committee that the auditor of the Company be paid remuneration in accordance with the auditor’s reasonable invoice approved by the Company.

    1. Election of the auditor

    The Board of Directors proposes upon proposal of the Audit Committee that audit firm KPMG Oy Ab be re-elected as the Company’s auditor for the following term of office. KPMG Oy Ab has stated that if it is elected as the Company’s auditor, Leenakaisa Winberg, APA, will continue as the principal auditor.

    1. Resolution on the remuneration of the sustainability reporting assurer

    The Board of Directors proposes upon proposal of the Audit Committee that the sustainability reporting assurer of the Company be paid remuneration in accordance with the sustainability reporting assurer’s reasonable invoice approved by the Company.

    1. Election of the sustainability reporting assurance provider

    The Board of Directors proposes upon proposal of the Audit Committee that authorised sustainability audit firm KPMG Oy Ab be elected as the Company’s sustainability reporting assurance provider for the following term of office. KPMG Oy Ab has stated that if it is elected as the Company’s sustainability reporting assurance provider, Leenakaisa Winberg, ASA, will continue as the principal sustainability auditor.

    1. Authorisation of the Board of Directors to resolve on the repurchase and/or on the acceptance as pledge of own shares

    The Board of Directors proposes that the General Meeting authorises the Board of Directors to resolve on the repurchase and/or acceptance as pledge of the Company’s own shares under the following terms and conditions:

    Using the Company’s unrestricted equity, a maximum of 814,000 shares may be repurchased and/or accepted as pledge in one or more tranches, which corresponds to approximately 10% of all shares in the Company.

    The shares will be repurchased in trading on Nasdaq Helsinki Oy’s regulated market at a price formed in public trading on the date of repurchase. The Company’s own shares shall be repurchased to be used for carrying out acquisitions or implementing other arrangements related to the Company’s business, for optimising the Company’s capital structure, for implementing the Company’s incentive scheme or otherwise to be transferred further or cancelled.

    Own shares can be repurchased otherwise than in proportion to the shareholdings of the shareholders (directed repurchase). The share purchase will decrease the Company’s distributable unrestricted equity. The Board of Directors resolves on all other terms and conditions for the repurchase and/or acceptance as pledge of the Company’s own shares.

    The authorisation is proposed to remain in force until the end of the next Annual General Meeting, however no later than until 30 June 2026. The authorisation shall revoke earlier unused authorisations to resolve on the repurchase and/or acceptance as pledge of the Company’s own shares.

    1. Authorisation of the Board of Directors to resolve on a share issue and the issuance of special rights entitling to shares

    The Board of Directors proposes that the General Meeting authorise the Board of Directors to resolve on the issuance of shares and the issuance of special rights entitling to shares within the meaning of chapter 10, section 1 of the Finnish Limited Liability Companies Act in one or more tranches either against consideration or free of consideration.

    The number of shares to be issued, including shares received on the basis of the special rights shall not exceed a maximum of 814,000 shares, which corresponds to approximately 10% of all shares in the Company. The Board of Directors may resolve either to issue new shares or to transfer treasury shares held by the Company.

    The authorisation entitles the Board of Directors to resolve on all terms of the share issue and the issuance of special rights entitling to shares, including the right to deviate from the shareholders’ pre-emptive subscription right (directed issue). The authorisation may be used to strengthen the Company’s balance sheet and financial position, to pay purchase prices for acquisitions, in share-based incentive schemes or for other purposes resolved by the Board of Directors.

    The total maximum number of shares to be issued for the purpose of share-based incentive schemes is 162,800 shares, which corresponds to approximately 2.0% of all the shares in the Company. For the avoidance of doubt, the above maximum number of shares intended for the incentive schemes is included in the maximum number of the issuance authorisation referred to above.

    Based on the authorisation, the Board of Directors is also authorised to resolve on a share issue directed to the Company itself, provided that the number of shares held by the Company after the issue would be a maximum of 10% of all the shares in the Company. This number includes all the Company’s own shares held by the Company and its subsidiaries in the manner provided for in chapter 15, section 11(1) of the Limited Liability Companies Act.

    The authorisation is proposed to remain in force until the end of the next Annual General Meeting, however no later than until 30 June 2026. The authorisation shall revoke earlier authorisations concerning share issues and the issuance other special rights entitling to shares.

    1. Closing the meeting

    B. DOCUMENTS OF THE GENERAL MEETING

    This notice of the General Meeting, which includes all the resolution proposals of the Board of Directors and the Shareholders’ Nomination Board on the agenda of the General Meeting, is available on Siili Solutions Plc’s website at the address https://sijoittajille.siili.com/general-meeting2025 as of 13 February 2025. Siili Solutions Plc’s annual report for the year 2024, including the report of the Board of Directors, the consolidated financial statements, the financial statements of the parent company, the auditor’s report and the assurance report on sustainability reporting and the remuneration report for governing bodies will be available on said website at the latest as of 14 March 2025. The resolution proposals and other documents mentioned above will also be made available at the General Meeting.

    The minutes of the General Meeting will be available on the above website at the latest on 22 April 2025.

    C. INSTRUCTIONS FOR MEETING PARTICIPANTS

    1. Shareholders registered in the shareholders’ register

    Shareholders who are registered in the Company’s shareholders’ register held by Euroclear Finland Oy on 27 March 2025 (the record date of the General Meeting) have the right to participate in the General Meeting. A shareholder whose shares are registered on the shareholder’s Finnish book-entry account is registered in the shareholders’ register of the Company.

    The registration period for the General Meeting commences on 14 February 2025 at 10:00 a.m. (Finnish time). A shareholder who is registered in the shareholders’ register of the Company and wishes to participate in the General Meeting shall register no later than on 1 April 2025 at 4:00 p.m. (Finnish time), by which time the registration must be received. A shareholder can register for the General Meeting by one of the following means:

    a) Via the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025. Electronic registration requires strong identification of the shareholder or their legal representative or proxy representative with a Finnish, Swedish or Danish bank ID or a mobile certificate.

    b) By email to the address agm@innovatics.fi. In the email, registering shareholders must submit the registration and advance voting form available on the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025 or equivalent information.

    The requested information, such as the shareholder’s name, date of birth or business ID and contact information (telephone number and/or email address) as well as the name of the shareholder’s assistant and/or the name, date of birth and contact information (telephone number and/or email address) of proxy representative, if any, must be provided in connection with the registration. The personal data disclosed by the shareholders to Siili Solutions Plc, Innovatics Ltd or Inderes Oyj is only used in connection with the General Meeting and the processing of the necessary registrations related thereto.

    Changes in shareholding after the record date of the General Meeting do not affect the right to participate in the General Meeting or the number of votes of the shareholder.

    Upon request, shareholders, their representatives or proxy representatives must be able to prove their identity and/or right of representation at the meeting venue.

    Further information on registration and advance voting is available by telephone during the registration period of the General Meeting by calling Innovatics Ltd at +358 10 2818 909 between 9:00 a.m. and 12:00 p.m. and 1:00 p.m. and 4:00 p.m. (Finnish time) on business days.

    1. Advance voting

    A shareholder whose shares are registered on the shareholder’s personal Finnish book-entry account may vote in advance on certain items on the agenda between 14 February 2025 at 10:00 a.m. (Finnish time) and 1 April 2025 at 4:00 p.m. (Finnish time) in the following ways:

    1. Via the service available on the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025. Shareholders can sign into the advance voting service the same way as to the online registration service referred to above in section C. 1. a) of these instructions.
    1. By email by submitting the advance voting form available on the Company’s website or equivalent information to Innovatics Ltd at agm@innovatics.fi.

    Advance votes must be received by the time the advance voting ends. The submission of votes via the service available on the Company’s website or by email before the end of the registration and advance voting period shall be considered as registration for the General Meeting, provided that it contains the above information required for registration.

    Proposals for resolutions that are subject to advance voting are considered to have been presented unchanged in the General Meeting, and the advance votes are taken into account in a possible vote held at the general meeting venue also in circumstances where an alternative proposal for resolution has been made in the relevant matter. For the advance votes to be considered, the shareholder must be registered in the Company’s shareholder register maintained by Euroclear Finland Oy on the record date of the General Meeting. A shareholder who has voted in advance cannot exercise the right to ask questions or demand a vote under the Limited Liability Companies Act unless they participate in the General Meeting at the meeting venue in person or by proxy representative.  

    Instructions for advance voting will be available on the Company’s website at https://sijoittajille.siili.com/general-meeting2025.

    With respect to holders of nominee-registered shares, the advance voting is carried out by the account operators. The account operators may vote in advance on behalf of the holders of nominee-registered shares they represent in accordance with the relevant shareholders’ voting instructions during the registration period applicable to holders of nominee-registered shares.

    1. Holder of nominee-registered shares

    Holders of nominee-registered shares have the right to participate in the General Meeting by virtue of shares, based on which they would be entitled to be registered in the shareholders’ register of the Company held by Euroclear Finland Oy on the record date of the General Meeting, 27 March 2025. In addition, the right to participate in the General Meeting requires that the holders of nominee-registered shares be temporarily entered into the shareholders’ register held by Euroclear Finland Oy based on these shares by 3 April 2025 at 10:00 a.m. (Finnish time) at the latest. As regards nominee-registered shares, this constitutes due registration for the General Meeting. Changes in shareholding after the record date of the General Meeting do not affect the right to participate in the General Meeting or the number of votes of the shareholder.

    Holders of nominee-registered shares are advised to ask their custodian bank in good time for the necessary instructions regarding temporary registration in the Company’s shareholders’ register, the issuing of proxy documents and voting instructions, registration for and participation in the General Meeting as well as advance voting. The account manager of the custodian bank shall temporarily register a holder of nominee-registered shares who wishes to participate in the Annual General Meeting into the shareholders’ register of the Company at the latest by the time stated above. When necessary, the account manager of the custodian bank shall also arrange advance voting on behalf of the holder of nominee-registered shares before the end of the registration period for holders of nominee-registered shares.

    1. Proxy representative and powers of attorney

    A shareholder may participate in the General Meeting and exercise their rights at the meeting by way of a proxy representation. A shareholder’s proxy representative may also elect to vote in advance as described in section C. 2. of these instructions if they so wish.

    The proxy representative shall produce a dated proxy document, or otherwise in a reliable manner prove that the proxy representative is entitled to represent the shareholder at the General Meeting. If a shareholder participates in the General Meeting through several proxies representing the shareholder with shares held in different book-entry accounts, the shares on the basis of which each proxy representative represents the shareholder shall be identified in connection with the registration.

    A proxy template will be available on the Company’s website at https://sijoittajille.siili.com/general-meeting2025.

    Any proxy documents are requested to be submitted preferably as an attachment with the electronic registration or alternatively by mail to Innovatics Oy, General Meeting / Siili Solutions Plc, Ratamestarinkatu 13 A, FI-00520 Helsinki or by email to agm@innovatics.fi before the end of the registration period, by which the proxy documents must be received. In addition to submitting proxy documents, a shareholder or the shareholder’s proxy representative shall register for the General Meeting in the manner described above in this notice.

    As an alternative to a traditional proxy document, a shareholder may authorise a proxy representative by using the Suomi.fi e-authorisation service. The proxy representative is authorised via the Suomi.fi service at www.suomi.fi/e-authorizations (authorisation for ‘Representation at the General Meeting’). When registering for the General Meeting service, the proxy representative must identify themselves by using strong electronic identification, after which the proxy representative can register and vote in advance on behalf of the shareholder the proxy representative represents. Strong electronic identification requires a Finnish, Swedish or Danish bank ID or a mobile certificate. For more information on e-authorisation, please see www.suomi.fi/e-authorizations. The Suomi.fi service can also be used in another way than by authorising a proxy via the authorisation for ‘Representation at the General Meeting’ alternative. For example, a CEO can register the company he/she represents for the General Meeting by using the Suomi.fi service without a separate proxy.

    1. Other instructions/information

    The meeting language is Finnish.

    Pursuant to chapter 5, section 25 of the Limited Liability Companies Act, shareholders who are present at the General Meeting at the meeting venue have the right to request information with respect to the matters to be considered at the meeting.

    On the date of this notice to the General Meeting, Siili Solution Plc has a total of 8,140,263 shares, which represent the same number of votes. On the date of the notice, the Company holds 27,954 treasury shares that do not entitle to participation in the General Meeting according to the Limited Liability Companies Act. 

    Helsinki, 13 February 2025

    SIILI SOLUTIONS PLC

    Board of Directors

    For more information:

    General Counsel, Taru Kovanen

    Phone: +358 (0)40 4176 221, email: taru.kovanen(at)siili.com

    Distribution

    Nasdaq Helsinki Ltd
    Principal media
    www.siili.com

    Siili Solutions in brief

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

    The MIL Network –

  • MIL-OSI Russia: NSU scientists have come up with a way to fix urban infrastructure defects using artificial intelligence

    Translartion. Region: Russians Fedetion –

    Source: Novosibirsk State University – Novosibirsk State University –

    Employees Center for Artificial Intelligence of Novosibirsk State University (NSU Center for Information Technologies) received a patent for a utility model of an electronic computing device for detecting defects in urban infrastructure and making decisions on how to eliminate them.

    — In essence, this is a hybrid boxed solution, which is an intelligent system that, using video recording cameras installed in the city and a specially trained neural network, can identify various defects in urban infrastructure and utility lines with great accuracy (non-working light poles or traffic lights, potholes in the roads, etc.), and then, using a logical-semantic block, formulate a solution to eliminate these problems, — said one of the authors of the development, head of the research department of the Sigma project at the NSU Center for Information Technologies, PhD in Physics and Mathematics Andrey Nechesov.

    “Sigma” is a flagship project, a framework for developing digital twins of smart cities, which allows integrating other practical implementations using the API mechanism. As emphasized by the NSU Center for Informatics, the framework is not only an engineering solution, but also a very serious scientific project based on the achievements of the Siberian school of artificial intelligence, headed by academicians of the Russian Academy of Sciences Yu. L. Ershov and S. S. Goncharov.

    The success of ChatGPT and DeepSeek and other large language models (LLM) has generated a lot of interest in this area. LLM capabilities are constantly growing, and today they are already solving a number of important problems. Of course, this is a huge success, but there is a downside to the models themselves – the black box problem, the hallucination problem, the audit problem, deepfakes, and so on. Therefore, in vital areas, these intelligent systems should be used with caution or under the control of more reliable systems, say, based on logic, which would partially or completely check the work of the LLM. This is the approach taken by the participants of the Sigma project.

    — By combining the vast experience of my colleague and co-author of the patent Andrey Andreev in inventing and managing large industrial enterprises, as well as my experience in mathematics, blockchain technologies, smart contracts and building trusted intelligent systems, we outlined a plan for formalizing and implementing key aspects in building a framework and simultaneously patenting them, — noted Andrey Nechesov.

    The first stage of the plan was an electronic computing device for detecting defects in urban infrastructure; work is currently underway on several more useful models and inventions. As a result, a whole line of solutions will be formed, which will then be integrated into the Sigma framework and can be used to optimize monitoring and management of the state of the urban environment.

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

    MIL OSI Russia News –

  • MIL-OSI China: Pact inked to share Chinese pop icon’s music with the world

    Source: China State Council Information Office 3

    Liu Huan, a legendary pop artist and music educator, and the Universal Music Greater China, a division of the world-leading music company, Universal Music Group, announced an exclusive global agreement on Feb 11.

    It is the first time that a major part of Liu’s body of work — both recording and publishing rights — will be united under one umbrella. The deal aims to further promote and preserve Liu’s musical legacy, while amplifying the cultural impact of Chinese music globally.

    A prolific singer-songwriter and dedicated music educator, Liu has made significant contributions to the evolution of Chinese pop music scene. His enduring hits have defined each era since the 1980s, including Wan Wan De Yue Liang (The Crescent Moon) and Shao Nian Zhuang Zhi Bu Yan Chou (Young Aspiration Knows No Sorrow), making him a beloved household name in China. In the 1990s, Liu cemented his status as a national icon through his songs and compositions for the hit television series Beijingers in New York, including the beloved hit Qian Wan Ci De Wen (Time and Time Again). Later in the decade, his performance of Hao Han Ge (The Song of Heroes), the theme song for the TV adaptation of Water Margin, one of China’s Four Great Classical Novels, became a cultural phenomenon. In the 2010s, Liu composed and performed the entire soundtrack for award-winning TV series Empresses in the Palace, which shattered viewership records and evoked nationwide acclaim.

    Liu’s status as a cultural icon is reflected in performances that have defined pivotal moments in China’s modern history. In 1990, he collaborated with female singer Wei Wei to perform Ya Zhou Xiong Feng (Mighty Winds of Asia), a song dedicated to the 11th Beijing Asian Games, capturing the spirit of optimism and ambition of the era. In 2008, Liu took center stage at the Beijing Olympics Game opening ceremony, performing You and Me alongside British soprano Sarah Brightman in a duet watched by billions around the world.

    Beyond his career as an artist, Liu Huan has dedicated himself to nurturing new talent and promoting original music. In 2012, he joined the inaugural season of The Voice of China, helping launch the careers of many of his students. In 2014, Liu spearheaded the critically acclaimed reality show Sing My Song, which spotlighted original music and introduced a new generation of singer-songwriters, producing a wealth of widely celebrated original songs. Furthering his commitment to musical originality, Liu established the Liu Huan Original Music Fund in 2019, a philanthropic initiative to support Chinese singer-songwriters, promoting the development and innovation of China’s music industry.

    “We are deeply honored to stand alongside Liu Huan as his chosen partner, supporting him in this exciting new chapter of his illustrious career. His ability to create music that speaks to the soul of a nation is unparalleled, and his enduring artistic vitality makes him truly one of a kind. With his trust, we are committed to celebrating his musical legacy, and together, we aim to promote the development of Chinese music industry, continuing to elevate the global impact of Chinese culture,” says Timothy Xu, Chairman and Chief Executive Officer of Universal Music Greater China.

    “We are committed to championing local artistry as part of our vision for a diversified global music culture. Liu Huan is a towering figure in contemporary Chinese music history, and we are proud to support his journey in sharing his extraordinary music with the world,” says Adam Granite, Executive Vice-President, Market Development of Universal Music Group.

    MIL OSI China News –

  • MIL-OSI China: Culture-loving tourists captivated by western China amidst Spring Festival merriment

    Source: China State Council Information Office 3

    Staff members stage a play for tourists at an immersive performance street in Lanzhou, northwest China’s Gansu Province, Feb. 9, 2025. (Xinhua/Zhang Wenjing)

    Zare Salman found himself entranced in the bustling streets of Lanzhou, capital of northwest China’s Gansu Province, as Silk Road merchants shouted out their wares, Dunhuang mural dancers twirled with elegance, and an actor enacted Zhang Qian’s historic departure on his westward mission.

    The 39-year-old Iranian visiting scholar at the Northwest Institute of Eco-Environment and Resources under the Chinese Academy of Sciences, spending his first Chinese New Year in China, couldn’t contain his excitement.

    “Magical! This is so magical!” he exclaimed as he immersed himself in an immersive performance street bringing ancient Chinese history to life. Just days earlier, he had celebrated Chinese New Year’s Eve in Xi’an, sharing a traditional reunion dinner with a Chinese colleague’s family, receiving a red envelope, and visiting a lively temple fair.

    “My friend’s family treated me like one of their own,” Salman said. “The festival atmosphere was overwhelming — this is the grandest and most vibrant celebration I’ve ever seen.”

    This holiday, Salman was one of millions drawn to China’s booming cultural tourism sector. As the country marked its first Spring Festival since UNESCO recognized it as an intangible cultural heritage, demand for traditional and immersive experiences surged, particularly in its western regions, which boast a rich history.

    According to the Gansu Provincial Department of Culture and Tourism, the province hosted 1,418 themed events, received 18.05 million tourist visits, and generated 10 billion yuan (about 1.4 billion U.S. dollars) in tourism revenue during the Spring Festival holiday — both figures rising by more than 10 percent compared to last year.

    A major highlight was the rising interest in the intangible cultural heritage. In Lanzhou, a small museum showcasing carved gourds welcomed nearly 9,000 visitors over the holiday, many of them children and parents eager to try gourd carving under the guidance of Master Artisan Ruan Xiyue.

    “Each year, more families come to experience these traditional crafts,” Ruan said. “It shows a growing appreciation for our cultural heritage.”

    Cultural tourism in western China is flourishing due to its seamless blend of tradition and innovation. As Chinese New Year celebrations continue to evolve, they remain a powerful draw for domestic and international visitors, offering an authentic and immersive connection to China’s heritage.

    During the holiday, western regions launched a variety of cultural activities. The Gansu Provincial Museum held paper-cutting and cloisonné enamel-making workshops. Ningxia hosted over 200 events, from folk performances to traditional handicraft markets. Xinjiang organized over 700 cultural shows, while Qinghai arranged 2,000 programs featuring music, theater and folklore.

    China’s major online travel agencies reported a surge in interest for culture-focused trips. According to Fliggy, demand for cultural tourism, particularly experiences tied to the intangible cultural heritage, surged 40 percent compared to last year. Lantern festivals, folk performances and hands-on craft workshops were among the most sought-after activities.

    For Salman, the experience was more than just a holiday — it was a journey through history and tradition. “I’ve learned so much about Chinese culture, from its New Year customs to the Silk Road’s rich past,” he said. “I can’t wait to share this with my family and hopefully bring them to China one day.”

    MIL OSI China News –

  • MIL-OSI New Zealand: Fatal Crash, Puruatanga Road, Martinborough

    Source: New Zealand Police (National News)

    Attributable to Inspector Brad Allen, Wellington District Road Policing Manager:

    Police can confirm one person has died after a collision between a shared cycle and a car in Martinborough this morning.

    The collision happened on Puruatanga Road, between Regent Street and Todds Road, about 10.45am.

    The deceased was critically injured but died at the scene before they could be airlifted to hospital. Three other people, also on the bike, suffered serious injuries.

    Police’s thoughts, Aroha, and condolences go out to the family and loved ones of the deceased.

    The Serious Crash Unit are conducting a scene examination and enquiries into the circumstances of the crash are ongoing.

    The road has since reopened. 

    ENDS

    Issued by Police Media Centre 

    MIL OSI New Zealand News –

  • MIL-OSI Australia: Albanese Government passes legislation to deliver child care 3 Day Guarantee

    Source: Australian Ministers for Education

    The Albanese Labor Government today passed legislation through the Parliament to deliver a 3 Day Guarantee and replace the Liberal’s Activity Test.

    Families will be able to access three days a week of subsidised early childhood education for children who need it from January 2026. 

    The Dutton led Coalition voted against this important legislation. The Liberals have said the 3 Day Guarantee was “not something…the country can afford” but are happy for taxpayers to pay for bosses’ lunches.

    The Liberal’s claim their Activity Test increased workforce participation, however the Australian Institute of Family Studies found no evidence that the introduction of the Activity Test caused any increase in workforce participation.

    In fact, analysis undertaken by Dr Angela Jackson and Impact Economics and Policy found that: 

    “The current activity test for the Child Care Subsidy limits access to subsidised child care and is contributing to children from the poorest households missing out on critical early childhood education and care.”

    Implementing the 3 Day Guarantee and abolishing the current Activity Test, is an important step towards a universal early childhood education and care system.

    Families earning between $50,000 to $100,000, will be better off under the 3 Day Guarantee and are expected to save on average $1,460 per year.

    The 3 Day Guarantee will provide cost-of-living relief to families and help ensure that children can access the benefits of high-quality early education and care. 

    A re-elected Albanese Labor Government will also establish a $1 billion Building Early Education Fund, to build more centres and expand services in areas of need, including the outer suburbs and regional Australia. 

    Only the Albanese Labor Government has a plan to deliver a universal early childhood education system that works for Australian families and ensure children get the best possible start in life. 

    Quotes attributable to Minister for Education Jason Clare:

    “This is all about giving our kids the best start in life. 

    “Getting them ready for school.

    “It’s all about opening the doors of opportunity.

    “Peter Dutton has voted to slam it shut. 

    “Under Labor, we are guaranteeing 3 days a week of government supported early education. 

    “Under the Liberals, they are guaranteeing 3 course meals for bosses, paid for by the taxpayer.”

    Quotes attributable to Minister for Early Childhood Education Dr Anne Aly:

     “The Coalition would put universal access to early learning at risk, it’s clear they don’t understand the benefits of early childhood education and care.

     “Only the Albanese Labor Government will ensure every Australian child has access to early childhood education. 

     “The Liberal’s prohibative Activity Test locked out the children who can most benefit from early childhood education and care, and has not increasesed workforce participation. 

     “Investing in the early years is an investment in Australia’s future – there is no better investment than giving our littlest Australians the best possible start in life.”

    MIL OSI News –

  • MIL-OSI China: Beijing’s Mentougou to open AI tech park this year

    Source: China State Council Information Office 2

    Construction began Wednesday on the main facility of Zhongguancun (Western Beijing) Artificial Intelligence Technology Park. The park, set to open in the second half this year, is projected to generate an annual output of 10 billion yuan ($1.49 billion).
    Located in Mentougou district, the park spans 800,000 square meters, with its first phase project covering 310,000 square meters. Workers have finished the exterior walls of the park’s first phase, a 3.9 billion yuan project, and are now focusing on interior renovations. The park, designed with a sunken courtyard and winding waterways, aims to host more than 200 AI companies.
    Mentougou district, formerly a major coal mining area in western Beijing, ended its “millennium-long coal mining history” in 2019. AI has since emerged as the district’s leading industry, alongside ultra-high-definition digital audio-visual and cardiovascular medical devices.
    The park, a key project in Beijing’s “two zones” initiative, aims to advance the city’s AI industry. It will develop an ecosystem centered on computing power, data and AI models while focusing on seven sectors: intelligent manufacturing, smart healthcare, AI-driven audio-visual technology, intelligent education, smart cultural tourism, robotics and intelligent transportation. By attracting industry leaders, the park is expected to drive innovation and accelerate the integration of AI across various sectors.
    In addition to financial and technological support, the park will feature specialized industrial facilities, including three factory buildings designed for inspection, testing and small-scale production.
    Zhongguancun Development Group and Mentougou district have established a 1 billion yuan AI industry fund to attract investment while fostering innovation and accelerating industry expansion.

    MIL OSI China News –

  • MIL-OSI China: Beijing’s sub-center resumes work on 2 major projects

    Source: China State Council Information Office 2

    Construction resumed this week on two major projects in Beijing’s sub-center after the Spring Festival, marking a strong start to 2025. These projects, the integrated transportation hub and the “Wanli” micro-vacation town, are key components of the sub-center’s development.
    The integrated transportation hub at the Beijing Sub-center Station in Tongzhou district, set to become Asia’s largest underground facility of its kind, is in its final decoration phase. Workers have completed the railway platform structure, with thousands now installing electromechanical equipment throughout the underground complex.
    The railway platforms are ready for track laying and will eventually serve the Beijing-Tangshan Intercity Railway, Beijing-Binhai Intercity Railway and Intercity Railway Connecting Line. The hub, scheduled to open in late 2025, will connect two intercity railways, four subway lines, one suburban railway and 15 bus lines. The facility will provide 15-minute access to Beijing Capital International Airport, 35-minute access to Beijing Daxing International Airport and Tangshan, and one-hour access to both Xiong’an New Area and Tianjin Binhai New Area.
    The “Wanli” micro-vacation town project, adjacent to Universal Beijing Resort, is accelerating construction after completing its main structure before the Spring Festival. Construction teams are now focusing on interior and exterior decoration and equipment installation.
    “Wanli,” situated next to Huazhuang subway station, comprises the Wangfujing Outlets, Tingyun Town and Nuolan Hotel. Tingyun Town, built above a subway depot, is designed to be a model of “station-city integration” in the sub-center.
    The distinctive architectural complex, including the outlet mall, town and five-star hotel, is taking shape, with some glass curtain walls already installed. The outlet mall, set to be the largest in Beijing in terms of building area, features a 30-meter-high dome with a waterfall centerpiece.
    The “Wanli” complex is scheduled to open in the second half of 2025, aiming to attract Beijing residents and tourists with its convenient transportation links and diverse offerings.

    MIL OSI China News –

  • MIL-OSI: Falcon Oil & Gas Ltd. – Operational Update on the Stimulation Campaign

    Source: GlobeNewswire (MIL-OSI)

    Falcon Oil & Gas Ltd.
    (“Falcon”, “Group”)

    Operational Update on the Stimulation Campaign

    13 February 2025 – Falcon Oil & Gas Ltd. (TSXV: FO, AIM: FOG) provides the following update on the stimulation campaign for the Shenandoah S2-2H ST1 (“SS-2H ST1”) and Shenandoah South 4H (“SS-4H”) wells in the Beetaloo Sub-basin, Northern Territory, Australia with Falcon Oil & Gas Australia Limited’s (“Falcon Australia”) joint venture partner, Tamboran (B2) Pty Limited (“Operator”).

    SS-2H ST1

    • As previously announced stimulation operations were successfully completed over 35 stages across the 1,671-metre (5,483-feet) horizontal section of the Amungee Member B-shale with Liberty Energy (NYSE: LBRT) stimulation equipment.
    • The SS-2H ST1 well is being prepared for the commencement of initial flow back and extended production testing.
    • Targeting announcement of 30 day initial production (“IP30”) flow rates in April 2025.

    SS-4H

    • Commenced stimulation operations in January 2025.
    • The Operator took proactive and precautionary steps to pause completion operations due to the detection of stress in a casing connection.
    • Reinforcement activities are planned to be conducted in Q1 2025, aiming for stimulation activities to recommence in Q2 2025, as soon as the IP30 flow test is completed at SS-2H ST1.
    • The deferred stimulation program should provide an opportunity to incorporate lessons from the SS-2H ST1 campaign.
    • Targeting announcement of IP30 flow rates in mid-2025.

    Working Capital

    • Falcon Australia has received a A$4.7 million (~US$3 million) research and development tax offset in cash.
    • The Group’s current cash balance is US$8.2 million.

    Philip O’Quigley, CEO of Falcon commented:
    “We continue to be extremely encouraged about the potential of the current stimulation program based on strong gas shows and other data observed whilst drilling, together with the completion of a successful stimulation program on SS-2H ST1 well. We look forward to updating the market on the IP30 flow test results from both wells as soon as they become available.”
                                                    

    Ends.
    CONTACT DETAILS:

    Falcon Oil & Gas Ltd.          +353 1 676 8702
    Philip O’Quigley, CEO +353 87 814 7042
    Anne Flynn, CFO +353 1 676 9162
     
    Cavendish Capital Markets Limited (NOMAD & Broker)
    Neil McDonald / Adam Rae +44 131 220 9771

    This announcement has been reviewed by Dr. Gábor Bada, Falcon Oil & Gas Ltd’s Technical Advisor. Dr. Bada obtained his geology degree at the Eötvös L. University in Budapest, Hungary and his PhD at the Vrije Universiteit Amsterdam, the Netherlands. He is a member of AAPG.

    About Falcon Oil & Gas Ltd.

    Falcon Oil & Gas Ltd is an international oil & gas company engaged in the exploration and development of unconventional oil and gas assets, with the current portfolio focused in Australia. Falcon Oil & Gas Ltd is incorporated in British Columbia, Canada and headquartered in Dublin, Ireland.

    Falcon Oil & Gas Australia Limited is a c. 98% subsidiary of Falcon Oil & Gas Ltd.

    For further information on Falcon Oil & Gas Ltd. Please visit www.falconoilandgas.com

    About Beetaloo Joint Venture (EP 76, 98 and 117)

    Company Interest
    Falcon Oil & Gas Australia Limited (Falcon Australia) 22.5%
    Tamboran (B2) Pty Limited 77.5%
    Total 100.0%

    Shenandoah South Pilot Project -2 Drilling Space Units – 46,080 acres1

    Company Interest
    Falcon Oil & Gas Australia Limited (Falcon Australia) 5.0%
    Tamboran (B2) Pty Limited 95.0%
    Total 100.0%

    1Subject to the completion of the SS2H ST1 and SS4H wells on the Shenandoah South pad 2.

    About Tamboran (B2) Pty Limited
    Tamboran (B1) Pty Limited (“Tamboran B1”) is the 100% holder of Tamboran (B2) Pty Limited, with Tamboran B1 being a 50:50 joint venture between Tamboran Resources Corporation and Daly Waters Energy, LP.

    Tamboran Resources Corporation, is a natural gas company listed on the NYSE (TBN) and ASX (TBN). Tamboran is focused on playing a constructive role in the global energy transition towards a lower carbon future, by developing the significant low CO2 gas resource within the Beetaloo Basin through cutting-edge drilling and completion design technology as well as management’s experience in successfully commercialising unconventional shale in North America.

    Bryan Sheffield of Daly Waters Energy, LP is a highly successful investor and has made significant returns in the US unconventional energy sector in the past. He was Founder of Parsley Energy Inc. (“PE”), an independent unconventional oil and gas producer in the Permian Basin, Texas and previously served as its Chairman and CEO. PE was acquired for over US$7 billion by Pioneer Natural Resources Company.

    Advisory regarding forward-looking statements
    Certain information in this press release may constitute forward-looking information. Any statements that are contained in this news release that are not statements of historical fact may be deemed to be forward-looking information. Forward-looking information typically contains statements with words such as “may”, “will”, “should”, “expect”, “intend”, “plan”, “anticipate”, “believe”, “estimate”, “projects”, “dependent”, “consider” “potential”, “scheduled”, “forecast”, “outlook”, “budget”, “hope”, “suggest”, “support” “planned”, “approximately”, “potential” or the negative of those terms or similar words suggesting future outcomes. In particular, forward-looking information in this press release includes, details on the completion of the stimulation, preparation for initial flow back and targeting an IP30 flow rate of April 2025 for SS-2H ST1; steps taken to pause operations, planned reinforcement activities in Q1 2025, aiming for recommencement of activities in Q2 2025, opportunity to incorporate lessons from the SS-2H ST1 campaign and targeting IP30 flow rates in mid-2025 for SS-4H.

    This information is based on current expectations that are subject to significant risks and uncertainties that are difficult to predict. The risks, assumptions and other factors that could influence actual results include risks associated with fluctuations in market prices for shale gas; risks related to the exploration, development and production of shale gas reserves; general economic, market and business conditions; substantial capital requirements; uncertainties inherent in estimating quantities of reserves and resources; extent of, and cost of compliance with, government laws and regulations and the effect of changes in such laws and regulations; the need to obtain regulatory approvals before development commences; environmental risks and hazards and the cost of compliance with environmental regulations; aboriginal claims; inherent risks and hazards with operations such as mechanical or pipe failure, cratering and other dangerous conditions; potential cost overruns, drilling wells is speculative, often involving significant costs that may be more than estimated and may not result in any discoveries; variations in foreign exchange rates; competition for capital, equipment, new leases, pipeline capacity and skilled personnel; the failure of the holder of licenses, leases and permits to meet requirements of such; changes in royalty regimes; failure to accurately estimate abandonment and reclamation costs; inaccurate estimates and assumptions by management and their joint venture partners; effectiveness of internal controls; the potential lack of available drilling equipment; failure to obtain or keep key personnel; title deficiencies; geo-political risks; and risk of litigation.

    Readers are cautioned that the foregoing list of important factors is not exhaustive and that these factors and risks are difficult to predict. Actual results might differ materially from results suggested in any forward-looking statements. Falcon assumes no obligation to update the forward-looking statements, or to update the reasons why actual results could differ from those reflected in the forward-looking statements unless and until required by securities laws applicable to Falcon. Additional information identifying risks and uncertainties is contained in Falcon’s filings with the Canadian securities regulators, which filings are available at www.sedarplus.com, including under “Risk Factors” in the Annual Information Form.

    Any references in this news release to initial production rates are useful in confirming the presence of hydrocarbons; however, such rates are not determinative of the rates at which such wells will continue production and decline thereafter and are not necessarily indicative of long-term performance or ultimate recovery. While encouraging, readers are cautioned not to place reliance on such rates in calculating the aggregate production for Falcon. Such rates are based on field estimates and may be based on limited data available at this time.

    Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

    The MIL Network –

  • MIL-OSI: Siili Solutions Plc, Financial statements bulletin, 1 January–31 December 2024 (unaudited)

    Source: GlobeNewswire (MIL-OSI)

    Siili Solutions Plc, Financial statements bulletin, 1 January–31 December 2024 (unaudited)

    YEAR 2024 FOR SIILI: Profitability affected by declined revenue, successful launch of the new data and AI focused strategy 

    Siili Solutions Plc Financial statements bulletin 13 February 2025 at 9:00 am (EET)

    In 2024 we clarified our new strategy and successfully launched its implementation. We focused on strengthening our competitiveness and securing profitability in a continuously challenging market situation. However, the challenging market situation affected negatively on Siili’s revenue and growth both domestically and internationally.

    July-December 2024

    • Siili published its new strategy in August
    • Siili signed an agreement to purchase majority stake of the Finnish Integrations Group Oy
    • Siili appointed Maria Niiniharju as Siili’s VP, Private Business and member of Siili’s management team
    • Revenue for the second half of the year was EUR 52,713 (57,414) thousand, representing decline of 8.2% year on year
    • Adjusted EBITA for the second half of the year was EUR 2,100 (3,732) thousand, which corresponds to 4.0% (6.5%) of revenue

    January-December 2024

    • We focused on streamlining our organization and creation of our new strategy
    • We strengthened data and AI expertise through training and recruitment
    • We achieved 10th place in the Young Professional A raction Index survey by Academic Work
    • Full-year revenue amounted EUR 111,899 (122,702) thousand, representing decline of 8.8% year on year
    • Adjusted EBITA was EUR 5,409 (8,742) thousand, which corresponds to 4.8% (7.1%) of revenue
      H2/2024 H2/2023 2024 2023 Q4/2024 Q4/2023
    Revenue, EUR 1,000 52,713 57,414 111,899 122,702 28,589 30,365
    Revenue growth, % -8.2% -3.4% -8.8% 3.7% -5.9% -6.7%
    Organic revenue growth, % -8.2% -5.5% -8.8% 0.1% -5.9% -6.7%
    Share of international revenue, % 30.2% 27.7% 29.0% 26.7% 28.8% 25.8%
    Adjusted EBITA, EUR 1,000 2,100 3,732 5,409 8,742 1,403 2,471
    Adjusted EBITA, % of revenue 4.0% 6.5% 4.8% 7.1% 4.9% 8.1%
    EBITA, EUR 1,000 2,058 3,399 4,752 8,409 1,361 2,138
    EBIT, EUR 1,000 1,482 2,763 3,592 6,909 1,075 1,844
    Earnings per share, EUR 0.20 0.18 0.43 0.61 0.18 0.14
    Number of employees at the end of the period 942 1,007 942 1,007 942 1,007
    Average number of employees during the period 954 1,034 975 1,026 944 1,030
    Total full-time employees and subcontractors (FTE)
    at the end of the period    		 1,033 1,091 1,033 1,091 1,033 1,091

    Outlook for 2025 and financial goals for 2025-2028

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

    On 26 November 2024, the company announced the financial goals for the years 2025–2028 as follows:

    • Annual revenue growth of 20 percent, of which organic growth accounts for about half.
    • Adjusted EBITA 12 percent of revenue.
    • The aim is to keep the ratio of net debt-to-EBITDA below two.
    • The aim is to pay a dividend corresponding to 30–70 percent of net profit annually.

    CEO TOMI PIENIMÄKI:

    2024 was another challenging year from a market perspective, both for Siili and the entire IT service sector. During the year, we focused on crystallising our strategy and creating a foundation for stronger competitiveness and profitability.

    The market situation affected both Siili’s revenue and the rate of growth both domestically and internationally. Full-year revenue amounted to approximately EUR 112 million, representing a decline of 9% year on year. The share of international operations in the Group’s revenue continued to increase and rose from the previous year’s level of 27% to 29% in 2024.

    The slowdown in growth also weighed on profitability. Adjusted EBITA for the year was EUR 5.4 million, which corresponds to about 5% of revenue. This year, we aim to improve Siili’s profitability by focusing on operational efficiency and growth with focus on the Data and AI business.

    Despite the challenges of the operating environment, last year was, however, successful for Siili in many ways. During the first half of the year, we focused on designing our new strategy and streamlining the organisation. We also launched a three-level training programme in artificial intelligence for our consultants and continued to strengthen the data and AI expertise of the Siili team through both training and recruitment throughout the year.

    Our new strategy has been well received

    In the new strategy published in August, we placed data and artificial intelligence at the core of the strategy. Our objective is to be a pioneer in the AI transition as a developer of generative AI solutions and as an AI partner that reinforces its customers’ competitiveness.

    We have now three strategic priorities that strengthen our position as a leader in leveraging AI:

    • Significant growth in Data and AI business
    • Pioneer in AI-powered digital development
    • Community of top talent

    Our updated strategy and our promise “Impact driven, AI powered” have been well received in the markets. During the year, we were selected as a partner for several AI and data projects in line with our strategy. Towards the end of the year, we had many successful openings consistent with the strategy in projects dealing with, for example, AI strategies, training, and implementation. We will continue to focus on expanding our business with strategic customers and building long-standing partnerships.

    We focus on improving our profitability

    We continue to improve our operational efficiency. We will focus in particular on capacity and utilization management, cost efficiency, offer development and pricing optimization. Improving profitability is progressing according to plan in stages. We have made a concrete action plan to improve our efficiency and profitability and we will implement it with determination and monitor its progress.

    Last year, we also started to develop our operating models towards more data-driven decision-making and better forecasting. In addition, we are strongly investing in the implementation of a new management model that increases efficiency, recruitments that support the strategy and optimization of subcontracting. We strive to seek profitable growth in growth areas in line with the strategy, while firmly protecting profitability in more challenging market segments.

    We are strengthening our community of top talent

    At the beginning of November, we strengthened the data and AI expertise of the management team when Maria Niiniharju took up the position as the leader of Siili’s Private Business and became a new member of Siili’s management team. In accordance with our strategy, we also expanded our competence through recruitment of data and AI experts, who we have now 43% more compared to previous year. Towards the end of the year, we strengthened our integration expertise by signing an agreement to purchase a majority stake in Integrations Group Oy. With Integrations Group, we will be a stronger partner for our customers in various demanding AI and data integration projects.

    We aim to be the best community for digital development professionals, and we continued to develop our culture and leadership further last year. Our efforts to develop Siili’s community were recognized in autumn when Siili achieved 10th place in the Young Professional Attraction Index survey by Academic Work.

    In 2025, we will celebrate Siili’s 20th anniversary. With two decades of innovation and growth under our belt, this is a good time to continue Siili’s journey by focusing on the implementation of the strategy and the improvement of profitability during the year. Although we cannot see immediate signs of an improvement in market conditions, our successes in 2024 have proven the performance of our strategy. I want to extend my thanks to the entire Siili team and our customers for the past year. I am looking forward to the opportunity to build new and innovative solutions at the cutting edge of the AI transition.

    RISKS AND UNCERTAINTY FACTORS

    Siili is exposed to various risk factors related to its operational activities and business environment. The realisation of risks may have an unfavourable effect on Siili’s business, financial position or company value. The most significant risks related to Siili’s operations are described below, along with other known risks that may become significant in the future. In addition, there are risks that Siili is not necessarily aware of and which may become significant.

    • The loss of one or more key clients, a considerable decrease in purchases, financial difficulties experienced by clients or a change in a client’s strategy with regard to the procurement of IT services could have a negative effect on the company.
    • Failure to achieve recruitment goals in terms of both quality and quantity, and failure to match supply to customer demand in a timely manner.
    • Probability and adverse effects of the realisation of the aforementioned risks are more likely in an uncertain economic environment.
    • Failure in pricing, planning, implementation and improving cost efficiency of customer projects.
    • Loss of the contribution of key personnel or deterioration of the employer’s reputation.
    • Realisation of information security risks, for example, as a result of data breach and/or human error by an employee.

    General negative or weakened economic development and the resulting uncertainty in the clients’ operating environment. The general economic cycle and changes in the clients’ operating environment can have negative effects through slowing down, postponing or cancelling decision-making on IT investments.

    Russia’s war of aggression against Ukraine has not had and is not expected have a direct impact on Siili’s business. However, the general uncertainty and inflation in 2024 continued to affect in particular our clients’ investment decisions, thereby also weighing on Siili’s business. Slow recovery of the economy is expected to continue to affect Siili’s business and growth opportunities also in the current financial year. According to management observations and estimates, the impacts of the market environment in the financial year 2024 were moderate, and they are expected to reduce in 2025. We prepare for these effects by taking care of customer satisfaction and cost efficiency.

    EVENTS AFTER THE END OF THE FINANCIAL YEAR

    Acquisition of Integrations Group Oy

    On 18 November 2024, Siili Solutions Plc announced it had signed an agreement to purchase a stake of 51% of the shares in the Finnish company Integrations Group Oy. The transaction in Integrations Group Oy shares was completed on 2 January 2025. Siili is committed to purchasing the remaining 49% of shares in Integrations Group Oy over the coming years in parts as detailed in the shareholders’ agreement; hence, Integrations Group Oy is consolidated 100% in the Siili Group as of 2 January 2025.

    Integrations Group Oy is a company specialising in integration implementations and services, based in Espoo and Tampere. The company’s unaudited revenue for the financial year 2024 was EUR 2.2 million, and its operating profit amounted to EUR 0.3 million. The company has 13 employees. Integrations Group Oy will continue to operate as a stand-alone company under its own brand.

    The acquisition of the majority stake in Integrations Group executes on Siili’s strategic objective to expand its business in the growing data and generative AI market.

    The acquisition does not have a material effect on the Siili Group’s revenue, adjusted EBITA or balance sheet values. The company will prepare an acquisition cost calculation under IFRS 3 during the first year-half.

    DIVIDEND PROPOSAL

    In line with the dividend policy approved by its Board of Directors, Siili seeks to distribute 30–70% of its profit for the period to shareholders. In addition, an additional profit distribution can be made.

    On 31 December 2024, the distributable assets of the parent company of Siili Solutions Plc amounted to EUR 35,291,522.61, including the profit for the period EUR 1,629,162.50. The Board of Directors proposes to the Annual General Meeting 2025 that a dividend of EUR 0.18 per share be paid for the financial year 2024. According to the proposal, a total dividend of EUR 1,460,215.62 would be paid. The proposed dividend represents approximately 42% of the Group’s profit for the financial year.

    No significant changes have taken place in Siili’s financial position since the end of the financial year. The company has a good level of liquidity, and the Board believes that the proposed dividend will not pose a risk to liquidity.

    FINANCIAL CALENDAR FOR 2025

    Siili will hold a results announcement event for analysts, portfolio managers and the media on 13 February 2025 at 1:00 p.m. The presentation materials will be published on the company website after the event.

    • The Annual Report 2024 will be published in electronic format on the company website on 14 March 2025.
    • The Annual General Meeting will be held on 8 April 2025.
    • The business review for 1 January–31 March 2025 will be published on 22 April 2025.
    • The half-year report for 1 January–30 June 2025 will be published on 12 August 2025.
    • The business review for 1 January–30 September 2025 will be published on 21 October 2025.

    Helsinki, 13 February 2025

    Board of Directors, Siili Solutions Plc

    FURTHER INFORMATION:

    CEO Tomi Pienimäki

    tel. +358 40 834 1399

    CFO Aleksi Kankainen

    tel. +358 40 534 2709

    SIILI SOLUTIONS IN BRIEF:

    Siili Solutions Plc is a unique combination of a digital agency and a technology powerhouse. We believe in human-centricity in everything we deliver. Siili is the go-to partner for clients seeking growth, efficiency and competitive advantage through digital transformation. Siili has offices in Finland, Germany, Poland, Hungary, Netherlands, United Kingdom, Austria and USA. Siili Solutions Plc shares are listed on Nasdaq Helsinki Ltd. Siili has grown profitably since it was founded in 2005. / www.siili.com

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  • MIL-OSI NGOs: Loving The Earth Through Food: Eco-friendly Lifestyle Recipes

    Source: Greenpeace Statement –

    The Earth gives us fresh and healthy food that keeps us strong. Consequently, when we take care of our planet, we help keep the environment balanced and protect our natural food supply.

    Choosing local fruits and vegetables instead of imported ones, eating organic food, or even growing your own herbs and veggies are simple ways to help the planet. These choices can fight climate change, keep forests and water clean, and make us healthier and happier.

    The way we eat connects us to nature, and it all starts in our own kitchens! Here’s an easy guide to help you begin your healthy and eco-friendly journey. Check out our cookbook (originally published by Greenpeace Indonesia) featuring “green” recipes you can do at home.

    MIL OSI NGO –

  • MIL-OSI Security: Breaking the Ice, Breaking up Ground: III MSB Marines conduct joint training event with Army 11th Engineer Battalion Soldiers

    Source: United States INDO PACIFIC COMMAND

    DAGMAR NORTH TRAINING AREA, South Korea  –  

    Early on the morning of February 6, 2025, the Marines of III Marine Expeditionary Force Support Battalion, III MEF Information Group joined Soldiers from 63rd Clearance Company, 11th Engineer Battalion, 2nd Infantry Division Sustainment Brigade, 2nd Infantry Division at the frozen grounds of Dagmar North Training Area, South Korea to conduct a joint training event.

    This joint training event took place during III MSB’s preparation for their Marine Corps Combat Readiness Evaluation, which is scheduled to take place this week. The MCCRE is designed to test Marines and Sailors within the unit on how well they can perform their mission essential skills, and the preparation for it has spurred III MSB leaders to continuously seek and initiate opportunities to maximize the success of the MCCRE. Sgt. Wyatt Miller, platoon sergeant of III MSB’s engineer platoon, contacted the Army’s engineer unit to request heavy equipment operations at Dagmar North prior to the evaluation.

    “There will be times where there’s interservice training, interservice operations or interservice communication, where something’s got to get done and it can only get done with help from both sides,” explained Sgt. Miller.

    Miller noted that this was his first experience engaging in joint training during his time at III MSB, and that it certainly reinforced the idea that continuous training in a joint environment fosters better teamwork. “I think that’s a very valuable experience from both sides,” Miller added.

    In the days leading up to the event, internal coordination and reconnaissance of the designated site for the event would help to set the stage and establish lateral limits for both units involved. Marines and Soldiers could be seen shoulder-to-shoulder in the freezing cold, planning and crafting a training event to fulfill both unit’s missions while increasing their interoperability.

    Soldiers from 4th platoon were tasked with creating berms as fixed fighting positions for the Marines. At the same time, the Marines were tasked with supporting the Soldiers by providing security in the area and conducting patrol maneuvers, a form of training that provided insight on how to better prepare for their upcoming MCCRE. Following a convoy insert that preceded the dawn, the servicemembers began to set in and take their positions.

    “This is exactly what we are here to do,” stated 2nd Lt. Melissa Wences, 4th Platoon leader of the Army engineers, emphasizing the value of the training event. “Getting my platoon of horizontal construction engineers out here and guiding them onto the construction of fighting positions in different terrain and difficult weather conditions is a reality check of where they are and what it’s going to be like for future exercises.”

    As a support asset to the unit, the company’s primary focus is to dig vehicle positions and individual fighting positions to strengthen security around the area of operation. In light of the unit’s upcoming schedule, Wences saw this as an ideal opportunity to further her Soldiers’ training.

    “This will lead into our battalion’s field training exercise next month,” said Wences. “Most of the Soldiers currently in the platoon are new to the Korean Peninsula, and it’s necessary for them to be familiarized with overcoming the challenges of a different terrain.”

    The intent of this training was for the Marines of III MSB to establish a dynamic security posture, effecting a protective perimeter around a site designated for the Army’s excavation operations. The soldiers would operate and guide heavy construction equipment for vertical and horizontal engineer operations. Joint training events such as this one serve to hone the interoperability and integration capabilities of the joint force.

    III MSB provides and coordinates direct combat service support, security, and administrative services to III MEF, 3d Marine Expeditionary Brigade, and III MEF Information Group Command Elements to enable III MEF to win in competition and conflict.

    MIL Security OSI –

  • MIL-OSI Russia: Gazprom Transgaz Saint Petersburg Continues Cooperation with Polytech

    Translartion. Region: Russians Fedetion –

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

    On February 12, Georgy Fokin, CEO of Gazprom Transgaz Saint Petersburg, and Andrey Rudskoy, Rector of Peter the Great Saint Petersburg Polytechnic University (SPbPU), signed a new version of the cooperation agreement.

    At the meeting held at the university, prospects for further cooperation were discussed. One of the important achievements is the creation in 2014 of the basic department of the company “Gas Turbine Units for Gas Pumping Stations” as part of the Institute of Energy and Transport Systems of SPbPU, where joint scientific research is carried out in priority areas of science and technology applicable to the gas industry and the fuel and energy complex. Training is conducted according to bachelor’s and master’s degree programs.

    Since 2012, Gazprom Transgaz Saint Petersburg LLC and Peter the Great Saint Petersburg Polytechnic University have had a cooperation agreement in the area of developing joint educational, scientific and research activities.

    According to the terms of the agreement, university students undergo industrial and pre-graduation practice at the enterprise’s facilities, take part in conferences for young workers and research projects, and participate in a competition to receive the Society’s Personal Scholarship. The most promising of them receive the opportunity for employment and professional development at Gazprom Transgaz Saint Petersburg.

    Gazprom Transgaz Saint Petersburg LLC is a 100% subsidiary of Gazprom PJSC. The company transports gas to Saint Petersburg, Leningrad, Novgorod, Pskov, Kaliningrad, Tver, Smolensk, Bryansk regions, the Republic of Karelia, and the Republic of Belarus.

    The company operates over 12 thousand kilometers of gas pipelines. The enterprise’s area of responsibility includes 34 compressor shops with 206 gas pumping units, 251 gas distribution stations, heat, power and water supply facilities, communications, metrology and automation. The company has 18 branches, including 14 linear production departments of main gas pipelines.

    The company’s staff numbers over 7,000 people. The head office is located in St. Petersburg.

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

    MIL OSI Russia News –

  • MIL-OSI: LHV Group financial plan for 2025 and the five-year financial forecast

    Source: GlobeNewswire (MIL-OSI)

    The largest financial group based on Estonian capital will be driven this year by an increase in business volumes and client activity, and by more efficient operations. However, in an environment of falling interest rates, the net profit of LHV Group in 2025 will decrease compared to the previous year.

    Key indicators 2024 FP 2025 ∆
    Profit before taxes 175.1 153.3 -12%
    Net profit 150.3 125.1 -17%
    Deposits 6,910 7,558 9%
    Loans 4,552 5,345 17%
    Volume of funds 1,558 1,735 11%
    Number of payments related to financial intermediaries (million pcs) 75 75 0%
    Cost/income ratio 43.4% 47.7% +4.3 pp
    ROE* (before taxes; owners’ share) 28.7% 22.1% -6.6 pp
    ROE* (from net profit; owners’ share) 24.7% 18.1% -6.6 pp
    Capital adequacy 20.7% 21.0% +0.3 pp

    * Calculated on the basis of the average end-of-month equity volumes
     Business volumes in millions of euros

    According to the latest financial plan, LHV Group’s business volumes will continue to grow significantly this year. The consolidated loan portfolio is set to grow by 17%, i.e. EUR 793 million, over the year to EUR 5.35 billion. Of this, EUR 223 million will come from corporate banking in Estonia and EUR 278 million from retail loans, while in the United Kingdom the plan is to increase lending by EUR 292 million. As a result of the improving economic environment, write-down costs are planned to decrease to EUR 10.2 million in 2025.

    The focus remains on growing deposits. Consolidated deposits are expected to grow by EUR 648 million, i.e. 9%, to EUR 7.56 billion this year. Of the additional deposits, EUR 302 million are to be raised by LHV Pank in Estonia and EUR 388 by LHV Bank in the United Kingdom.

    LHV Pank’s interest income will decrease, but net fee and commission income is planned to increase mainly from higher business volumes resulting from the growth and activation of the client base. It is planned to reduce the bank’s expenses by 2% compared to the previous year, which will be helped by the automation of processes. The goal is to continue to provide the best service to clients in all channels by developing digital channels and supplementing services.

    The number of payments by financial intermediaries reached 75 million in 2024, and it will remain similar this year according to the financial plan.

    In the United Kingdom, in addition to corporate loans, the focus is on introducing retail offering to the market and, consequently, increasing the number of retail clients. In the first half of the year, deposits and direct debits will be added to the new bank app, and the issuance of bank cards will begin. The plans for the second half of the year include the inclusion of other currencies and the opening of accounts for corporate clients. In order to expand the offering, LHV Bank plans to apply for a consumer credit activity licence, join the real-time euro payments scheme, and develop additional payment collection solutions.

    According to the financial plan, the volume of funds managed by LHV will increase by 11% this year to EUR 1.74 billion, i.e. by EUR 177 million. The volumes are supported by increased contributions to the II pension pillar and the opening of the new LHV Euro Bond Fund. Varahaldus continues with an investment strategy that stands out clearly from its competitors, focusing on different high-yield asset classes. The forecast for 2025 does not include earning a success fee from pension funds.

    The gross premiums of LHV Kindlustus will increase by 11% this year to EUR 42 million. It is planned to increase sales volumes and improve efficiency. This should be supported by extending the provision of property insurance to businesses as well. The goal of LHV Kindlustus is to position itself as the most preferred insurance partner on the market.

    In summary, the financial plan for 2025 foresees a 7% decrease in the income of the LHV Group consolidation group to EUR 313 million. Expenditure is expected to increase by 2% to EUR 149.4 million. The company’s net profit for this year is estimated at EUR 125.1 million, which means a decrease of 17% compared to the previous record year. LHV Group’s return on equity (ROE) ratio will remain at 18.1% in 2025 and the company forecasts a cost/income ratio of 47.7%.

    This year, in addition to the decrease in base interest rates, the profitability of LHV Group is affected by the interest expense and increased tax rates associated with the revaluation of liabilities and the growth of volume, while positively increasing efficiency, increasing net fee and commission income and lower write-downs due to the improvement of the economic environment, as well as increasing efficiency.

    Comment by Madis Toomsalu, the Chairman of the Management Board at LHV Group:
    “In recent years, LHV has developed into a financial institution with a significant impact on the Estonian economy. Over the course of five years, the volume of LHV’s loans and deposits has increased by as much as 2.6 times, with new loans issued in Estonia in the amount of EUR 7.6 billion, while the loan portfolio has grown by EUR 2.5 billion during this period. The bank belonging to LHV Group in the United Kingdom has also entered the growth phase from the creation phase, with its share increasing.

    We will continue to be ambitious for the next five years. Of the business volumes, we expect our loan portfolio to double, including a fivefold increase in the loan portfolio in the United Kingdom. We also expect double growth from insurance activities, the volume of funds will increase more than one and a half times. Our goal is to provide the best access to financial services and capital through high-quality relations.

    We want to fulfil our long-term growth ambitions more effectively than before. In Estonia, we continue to innovate technology, the main keywords here are moving systems to the cloud and thoroughly updating the data strategy. In the United Kingdom, we are opening the direction of retail banking, and throughout the year we are developing new products there.

    In 2024, we will continue to grow business volumes to offset falling interest rates. However, the net profit will fall as planned, partly due to the increase in the advance income tax of the banks to 18%, which effectively is the taxation of current profits. The return on equity is influenced by capitalization that, supported by strong results, has grown above the optimal level and which, according to the financial plan, does not find fully efficient use within the group.”

    Financial forecast for 2025–2029

    AS LHV Group discloses its financial forecast for the next five years. The forecast has been prepared on the basis of the assumptions that the Estonian economy will grow from 2025, tax rates in Estonia will rise, and base interest rates will fall rapidly until mid-2025. It is expected that the long-term dividend policy will be maintained, that capital layers will be optimised, and that LHV Varahaldus will earn a success fee from 2026.

    Key indicators FP2025 FP2026 FP2027 FP2028 FP2029
    Profit before taxes  153.4 192.5 233.1 287.6 328.5
    Net profit 125.1 154.0 184.7 229.2 268.5
    Deposits  7,558 8,473 9,485 10,339 11,375
    Loans 5,345 6,227 7,099 7,956 8,865
    Volume of funds  1,735 1,978 2,233 2,497 2,774
    Number of payments related to financial intermediaries (million pcs) 75 75 75 76 76
    Cost/income ratio 47.7% 42.3% 38.3% 34.8% 32.9%
    ROE (before taxes; owners’ share) 22.1% 25.1% 26.8% 29.1% 29.6%
    ROE* (from net profit; owners’ share) 18.1% 20.1% 21.2% 23.2% 24.1%
    Capital adequacy 21.0% 20.4% 20.8% 20.6% 20.3%

    * Calculated on the basis of the average end-of-month equity volumes
    Business volumes in millions of euros

    According to the long-term forecast, all important business volumes of LHV will grow organically over the next five years. The volume of loans will increase 1.9 times to EUR 8.87 billion in five years, with corporate loans increasing by EUR 1.2 billion, home loans by EUR 1.4 billion, and the United Kingdom loan portfolio by EUR 1.4 billion. The volume of deposits will increase by 65% to EUR 11.38 billion. The volume of funds will increase by 78% to EUR 2.77 billion in five years.

    According to the financial forecast, within five years, revenue will grow faster than expenditure, with revenue from the United Kingdom taking on an increasing share. Costs are increasing mainly due to increased labour costs and IT costs. Due to changes in the economic environment and the growth of the credit portfolio, costs from write-downs will decrease in 2025, but they are expected to increase in the future.

    According to the five-year forecast, LHV’s consolidated net profit will reach nearly EUR 268.5 million by 2029, with an average annual growth of 12%. Although this year the return on equity will be below the long-term target of 20%, it is planned to exceed it in the coming years. The Group’s cost/income ratio continues to decline.

    LHV Group will amend the financial plan for 2025 if it becomes likely that the planned net profit will differ by more than 10% from the financial plan. The company will update its five-year forecast in early 2026.

    To access the reports of AS LHV Group, please visit the website at: https://investor.lhv.ee/en/reports/.

    To introduce the financial plan, LHV will organise an investor meeting (in Estonian) on 13 February at 9.00 via Zoom, the online seminar environment. Investors and interested parties are invited to register at: https://lhvbank.zoom.us/webinar/register/WN_h9xQnBP2Qj-Gaa3m6DIRnA.

    LHV Group is the largest domestic financial group and capital provider in Estonia. LHV Group’s key subsidiaries are LHV Pank, LHV Varahaldus, LHV Kindlustus, and LHV Bank Limited. The Group employs over 1,200 people. As at the end of December, LHV’s banking services are being used by nearly 460,000 clients, the pension funds managed by LHV have 114,000 active clients, and LHV Kindlustus is protecting a total of 170,000 clients. LHV Bank Limited, a subsidiary of the Group, holds a banking licence in the United Kingdom and provides banking services to international financial technology companies, as well as loans to small and medium-sized enterprises.

    Priit Rum
    Communications Manager
    Phone: +372 502 0786
    Email: priit.rum@lhv.ee 

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    The MIL Network –

  • MIL-OSI: Unaudited financial results of Coop Pank for Q4 and 12 months of 2024

    Source: GlobeNewswire (MIL-OSI)

    Coop Pank’s business results for 2024 were positively impacted by solid business volume growth – both the number of customers and the loan portfolio showed strong growth. The overall economic and interest rate environment had a negative impact on business results.

    Over the year, the number of Coop Pank customers increased by 26,000 (+14%) and the number of active customers increased by 17,400 (+21%). Of the new customers, 23,000 were private customers and 3,000 were business customers. By the end of 2024, the number of Coop Pank customers reached 208,000, of which 99,400 were active customers.

    By the end of 2024, deposits of Coop Pank reached 1.89 billion euros, increased by 164 million euros (+10%) over the year. Term deposits increased by 7% over the year and demand deposits by 15%. The bank’s financing cost increased over the year from the level of 2.4% to the level of 3.3%. The market share of the bank’s deposits increased from 6.0% to 6,1% over the year.

    By the end of 2024, loan portfolio of Coop Pank reached 1.77 billion euros, increased by 283 million euros (+19%) over the year. Business loans and home loans made the biggest contribution to portfolio growth. Business loans portfolio increased by 129 million euros (+20%) and home loan portfolio increased by 121 million euros (+20%). Leasing portfolio increased by 24 million euros (+16%) and consumer finance portfolio increased by 9 million euro (+9%). The market share of the bank’s loans increased from 6.0% to 6.3% over the year.

    In 2024, the quality of the loan portfolio remained very good, despite of the changes in the economic environment. To cover possible loan losses, 4.6 million euros provisions were made in 2024 – that was 26% less than a year earlier. The cost ratio for credit risk decreased from 0.5% to 0.3%.

    The net income of Coop Pank reached 81.9 million euros, decreased by 3.3 million euros (-4%) over the year. Net interest income decreased 3.7 million euros (-5%) over the year. Net service fee revenues decreased 0.5 million euros (-10%) over the year. The bank’s operating cost reached 40.6 million euros, increased by 5.4 million euros (+16%) over the year. Personnel, IT and marketing costs continued to make up the largest part of operating costs.

    Net profit of Coop Pank in 2024 was 32.2 million euros, decreased by 18% over the year. The bank’s cost / income ratio increased from 41% to 50% over the year and the return on equity decreased from the level from 23.5% to 16.2% – similar level was also seen in 2022.

    As of 31 December 2024, Coop Pank has 35,885 shareholders.

    Results in Q4

    In Q4 2024, the number of the bank’s customers increased by 6,000 (+3%), of which 5,000 were private customers and 1000 were corporate customers. By the end of the year 2024, Coop Pank had 208,000 daily banking customers.

    In Q4 2024, the volume of deposits increased by 47 million euros (+3%) and reached 1.89 billion euros by the end of the year. Over the quarter, the volume of demand deposits decreased by 14 million euros and the volume of term deposits increased by 61 million euros.

    The bank’s net loan portfolio increased by 113 million euros (+7%) over the quarter, reaching 1.77 billion euros by the end of the year. The volume of corporate loans increased by 73 million euros and the volume of home loans increased by 32 million euros. Consumer financing increased by 5 million euros and leasing by 4 million euros.

    In Q4 2024, Coop Pank earned a profit of 6.4 million euros, which is 26% less than in Q3 and 24% less than in the same period last year. Quarterly profitability was negatively impacted primarily by the interest rate environment, which was partially offset by business volume growth.

    Comments of the CEO of Coop Pank Margus Rink:

    “To evaluate Coop Pank’s activities and results in 2024, it is essential to consider the broader context. We operate in an environment shaped by rising base interest rates during 2022–2023, which resulted in decreased purchasing power, diminished corporate investment appetite, and a cooling economy. In 2024, we reached the bottom of the economic downturn, and gradually, signs began to emerge that set the stage for a cyclical turnaround: base interest rates are now declining, real wages have increased over recent quarters, tax changes have been fixed for the coming years, energy prices are stable, and entrepreneurs are dusting off business plans that were shelved.

    Based on this context, Coop Pank’s performance in 2024 was influenced by two factors. First – declining interest rates. This was an independent process beyond our control, which simultaneously significantly reduced both our interest income and interest expenses at the same time. Secondly, the growth of business volumes. This factor depended entirely on us. As a growth-focused bank, we worked hard and managed to increase business volumes (loan portfolio size, customer base) by approximately 19% during the year of economic downturn. This is 2–3 times higher than the overall Estonian banking market. This achievement is one we are proud of.

    In 2024, our customer base grew by 26 000 (+14% YoY). Increasingly, account openings are followed by customers switching their primary banking relationship to Coop Pank. At the same time, this also represents our greatest challenge moving forward. Primary banking relationships bring growth in demand deposits and help lower financing costs. Currently, demand deposits constitute only one-third of our total deposits.

    Coop Pank’s loan portfolio grew by 283 million euros (+19% YoY) in 2024. Throughout the year, home loans and car leasing showed strong growth, indicating that demand for personal loans remained solid despite the challenging economic environment. Demand for business loans was low during the first half of the year. In the fall, demand emerged, and in the final months of the year, we achieved significant growth in the business loan portfolio. Demand for consumer loans remained weak throughout the year. The quality of the loan portfolio remained strong all year.
    Coop Pank’s net profit for 2024 amounted to 32,2 million euros, decreasing 8%. The decline in profit was primarily caused by the low-interest economic environment, which could not be offset by 19% growth in business volumes.

    We adhered to our current dividend policy and distributed 25% of the consolidated group’s 2023 pre-tax profit as dividends, amounting to a net total of 8.9 million euros (8.7 cents per share, nearly double the amount of the previous year. In addition, 2 million euros in income tax on dividends was paid. Over 98% of the dividends were paid into the accounts of Estonian individuals and companies. By the end of the year, Coop Pank had 35 885 shareholders.

    In 2024, we further expanded our role as contributors to society. While we have previously contributed the advancement of life in Estonia primarily through our extensive branch network and Coop stores’ cash network, we have now begun directly supporting Estonia’s defense capabilities with the innovative Kaardivägi client program. Additionally, Coop Pank became a major sponsor of both the national volleyball team and Estonian decathletes. Furthermore, in collaboration with the TalTech Arengufond, we started awarding scholarships.

    Last year, a public discussion arose about teachers’ workload and salaries. We responded quickly and started offering teachers mortgage loans on favorable terms, a program we are continuing this year. In collaboration with the Estonian startup Montonio Finance, we also launched the most competitive e-commerce payment solution for merchants.

    Beginning of 2024, we secured a subordinated loan of 15 million euros to support the bank’s growth strategy. This is a capital instrument classified as part of the bank’s Tier 2 own funds.

    Eesti Pank designated Coop Pank as a systemically important credit institution, justifying its decision by stating that the bank’s significance in Estonia’s financial system has steadily increased in recent years. The rating agency Moody’s affirmed Coop Pank’s Credit rating on the level Baa2 and raised outlook to positive. This confirms that the bank is trustworthy with solid capital base and high quality of the loan portfolio even in difficult times and has shown good profitability.

    In November, on the proposal of Estonian Financial Supervision Authority, the European Central Bank granted to the bank an additional activity license enabling the issuance of covered bonds. The actual issuance, including the timing, volume, and other conditions, will be decided by the bank based on market conditions and the bank’s financing needs.

    Coop Pank’s strategic goal is to increase its market share in Estonia to 10% by the beginning of 2027 and grow its loan portfolio to at least 2 billion euros. This will position us as the primary bank for more than one in ten Estonians – amounting to at least 150 000 active customers. Through business volume growth, the bank aims to operate with high efficiency (cost-to-income ratio below 50%) and deliver a solid return on equity (ROE of at least 15%).

    I would like to thank all Coop Pank customers, shareholders, and employees for the year 2024. Our goal is to build Coop Pank into a success story for everyone: a success story for customers, shareholders, employees and society alike.”

    Income statement, in th. of euros Q4 2024 Q3 2024 Q4 2023 12M 2024 12M 2023
    Net interest income 19 148 20 021 20 594 77 570 81 265
    Net fee and commission income 1 303 1 040 1 489 4 358 4 847
    Net other income -483 167 -1 666 -45 -908
    Total net income 19 968 21 228 20 415 81 883 85 204
    Payroll expenses -6 007 -6 138 -5 495 -23 411 -20 234
    Marketing expenses -788 -593 -912 -2 690 -2 587
    Rental and office expenses, depr. of tangible assets -798 -729 -678 -3 097 -2 776
    IT expenses and depr. of intangible assets -1 731 -1 579 -1 363 -6 189 -4 803
    Other operating expenses -1 473 -1 221 -1 498 -5 189 -4 728
    Total operating expenses -10 797 -10 261 -9 948 -40 575 -35 128
    Net profit before impairment losses 9 171 10 967 10 468 41 306 50 076
    Impairment costs on financial assets -1 821 -1 022 -1 148 -4 643 -6 302
    Net profit before income tax 7 351 9 945 9 322 36 663 43 774
    Income tax expenses -957 -1 296 -935 -4 486 -4 570
    Net profit for the period 6 393 8 649 8 386 32 178 39 204
               
    Earnings per share, eur 0,06 0,08 0,08 0,31 0,38
    Diluted earnings per share, eur 0,06 0,08 0,08 0,31 0,38
    Statement of financial position, in th. of euros 31.12.2024 30.09.2024 31.12.2023
    Cash and cash equivalents 343 678 404 472 428 354
    Debt securities 37 751 37 445 36 421
    Loans to customers 1 774 118 1 661 152 1 490 873
    Other assets 33 066 31 956 30 564
    Total assets 2 188 614 2 135 025 1 986 212
    Customer deposits and loans received 1 886 145 1 838 626 1 721 765
    Other liabilities 27 683 28 026 28 435
    Subordinated debt 63 148 63 410 50 187
    Total liabilities 1 976 977 1 930 062 1 800 387
    Equity 211 637 204 963 185 825
    Total liabilities and equity 2 188 614 2 135 025 1 986 212

    The reports of Coop Pank are accessible at: https://www.cooppank.ee/aruandlus.

    Coop Pank will hold an Investor Webinar for the introduction of its financial results, which is scheduled at 09:00 on 13 February 2025. To participate, please register in advance via the following link: https://bit.ly/CP-veebiseminar-registreerimine-13-02-2025

    The webinar will be recorded and posted on the company’s website www.cooppank.ee and YouTube account.

    Coop Pank, which is based on Estonian capital, is one of the five universal banks operating in Estonia. The bank has 208,000 everyday banking customers. Coop Pank aims to put the synergy generated by the interaction of retail business and banking to good use and to bring everyday banking services closer to people’s homes. The strategic owner of the bank is the local retail chain Coop Estonia, which has a sales network of 320 stores.

    Further information:
    Margus Rink
    Chief Executive Office
    Email: margus.rink@cooppank.ee

    Attachments

    The MIL Network –

  • MIL-OSI USA: In Senate Budget Committee, Republicans Block Murray Amendments for Bipartisan Approach to Spending, Affirming Congressional Spending Authority, Reversing NIH Cuts, Transparency & Accountability for DOGE, and More

    US Senate News:

    Source: United States Senator for Washington State Patty Murray
    ICYMI: Senator Murray Remarks at Senate Budget Resolution Markup: Blasts Roadmap to Devastating Cuts, Calls for Budget Hearing with Musk – MORE HERE
    Washington, D.C. — Today, at the Senate Budget Committee’s mark up of Senate Republicans’ budget resolution, U.S. Senator Patty Murray (D-WA), Vice Chair of the Senate Appropriations Committee and a senior member and former Chair of the Senate Budget Committee, put forward six amendments to steer Republicans toward a bipartisan approach to spending, affirm Congress’ power of the purse, reverse massive arbitrary cuts to NIH, deliver transparency into the so-called Department of Government Efficiency (DOGE), and more. Republicans unanimously opposed every amendment Murray and other Democrats offered.
    MURRAY AMENDMENT 01: Senator Murray first proposed an amendment to address defense and nondefense needs equally—tackling national security concerns and challenges at the border alongside priorities like supporting our veterans, biomedical research, child care, agriculture, and more—noting that such investments should be a part of ongoing bipartisan topline negotiations between appropriators. Rather than the $342 billion Republicans are proposing in mandatory funding through the partisan reconciliation process, Murray’s amendment would have provided $171 billion in discretionary funding for defense and $171 in discretionary funding for non-defense needs.  Unlike the partisan approach taken by Republicans, the funding under the Murray amendment would be available to address a range of critical needs, including but not limited to national security and the border.
    “Democrats share many of your concerns about investing in our national security, providing more resources to address the challenges at the border, and making sure we counter China,” said Senator Murray of her amendment to equally divide the proposed spending toward defense and non-defense priorities. “While also wanting to make sure we address critical areas like supporting veterans, agriculture, wildfires, disaster response, biomedical research, child care, and much more. So, the approach in my amendment is to say we should work together on a bipartisan basis – and really this should be part of the topline conversations we are having now as we hurtle toward the March 14th funding deadline. I want to make clear Democrats remain at the table on the FY 2025 topline – but it is getting pretty lonely for us when we see Republicans assume a trillion dollars for this year alone in unilateral DOGE cuts, remain quiet as Russ Vought and the administration continues to unlawfully impound funds, and now propose to jam through $342 billion in funding for your priorities on a partisan basis—while I am trying to negotiate in good faith a bipartisan, four-corner topline deal for fiscal year 2025. I would urge my Republican colleagues to get serious and keep your eye on the ball regarding the funding lapse on March 14th, not to mention the sequester cuts at the end of April.”
    MURRAY AMENDMENT 06: Senator Murray pressed her colleagues to pass an amendment to stand up to the Trump Administration and affirm Congress’ power of the purse which Republicans all unanimously opposed.
    “This is not a partisan issue—it is about upholding our laws and Congress’s constitutional authority over federal spending,” said Senator Murray of her amendment to affirm Congressional spending authority. “The Constitution grants Congress—not the President—the power of the purse. This has been affirmed time and again—by: The Supreme Court, Congress, The Government Accountability Office, and others. And yet, Trump, Elon Musk, and Russ Vought have been holding up huge chunks of funding that Congress passed—often on a bipartisan basis. When Presidents ignore our spending laws and the power of the purse our Constitution gives Congress—not the president—it doesn’t just block funding for the American people, it erodes the trust necessary for bipartisan negotiations in Congress. As I have emphasized, Members of Congress—on both sides—must know a deal is a deal. This amendment is about protecting the integrity of our democratic process—our most fundamental checks and balances. Every Senator—Republican or Democrat—should support this amendment to preserve Congress’s authority and maintain the trust necessary for effective governance.”
    MURRAY AMENDMENT 17: Senator Murray also offered an amendment to reverse the Trump Administration’s indiscriminate cut to biomedical research and the lifesaving work supported by the National Institutes of Health (NIH) at research institutions across the country—which no Republican spoke in opposition to during debate, but every Republican voted in opposition.  
    “On Friday night the Trump Administration announced it was implementing a policy to arbitrarily cut National Institutes of Health funding that supports biomedical research at institutions across the country,” said Senator Murray of her amendment to reverse Trump’s proposed policy on indirect costs. “In capping indirect cost rates at 15 percent for NIH-funded grants, this policy would cut funding that is essential to conducting research – such as operating and maintaining labs and research facilities. That is in clear violation of our annual appropriations bills, which have included an explicit prohibition on NIH implementing a policy exactly like this since fiscal year 2018. Fortunately, a court has temporarily paused the policy, but let’s be clear, if the Trump administration were to be successful in gutting NIH funding in this way, it would be absolutely catastrophic for lifesaving research patients and families are counting on, including lifesaving cancer research at Fred Hutch in my home state of Washington, and at so many other institutions in Red and Blue states nationwide.”
    “Research would come to a halt, sick kids would not get the treatment they need, and clinical trials would shut down abruptly,” Murray continued. “Our commitment to supporting basic research infrastructure—which this policy does—is what helped make the American research enterprise the best in the world.  This is funding that helps produce medical breakthroughs and change patients’ lives and ensure that the U.S. continues to be the global leader in biomedical research. NIH is an important economic driver in just about every single one of our states—creating jobs and spurring innovation.”
    MURRAY AMENDMENT 05: Senator Murray pushed for passage of an amendment to have the Senate request the Government Accountability Office (GAO) to review, audit and report back within 90 days on DOGE, including the appropriateness of the authorities and finances under which it is operating; internal controls and compliance with appropriations, data privacy, and other laws; the hiring, vetting, and security clearance of its employees, special government employees, and volunteers; appropriateness of actions taken to cancel contracts, reassign or otherwise change the status of federal employees; and any other areas deemed appropriate by the Comptroller General. Every Republican voted no.
    “My amendment requests the Government Accountability Office to review, audit and report back within 90 days on the so called Department of Government Efficiency so that we can understand its role, authorities, and impacts,” said Senator Murray of her amendment to provide some level of transparency into DOGE. “Mr. Chairman, your Mark assumes $1 trillion in savings over the remaining seven to eight months in 2025. That is an astronomical amount of savings to achieve in a very short amount of time and with absolutely no detail provided to us. Those savings would appear largely to come from DOGE, which is operating throughout the government without any authorization from Congress, without any normal disclosure of people, processes, or conflicts, and really with no accountability whatsoever. Whether you support some actions of DOGE or not, you should support transparency and accountability to Congress and the American public. Elon Musk and DOGE have already tried to shut down USAID, the Consumer Financial Protection Bureau, and we are told it is now targeting the Department of Education, with the President saying he wants Musk over at the Pentagon next. None of this is normal – not DOGE, the involvement of an unelected billionaire, the vast influence it has, or the actions they have taken to date with little or no input from Congress.”
    “Let’s be clear—no one voted to let an unelected billionaire decide what bills the federal government would or wouldn’t pay or whether our elementary schools and hospitals get funding, but President Trump is giving Elon the keys to the Treasury,” continued Senator Murray. “And, again, the lack of transparency into its people, processes, and potential conflicts should concern every one of us. So, my hope is with this amendment we can agree to some oversight of DOGE and ask Congress’s independent, nonpartisan watchdog, the GAO, to review DOGE and report back to us within 90 days. And if you are not supportive of this—I have to ask, what are you scared of finding out?”
    MURRAY AMENDMENT 15: Murray also put forward an amendment to prevent federal disaster assistance from being included in the highly partisan budget reconciliation process and ensure that federal disaster relief funds go to the communities that need them when they need them.
    MURRAY AMENDMENT 14: Murray also pressed to pass an amendment, modeled off her Veteran Families Health Services Act, to provide additional funding for improving the reproductive assistance provided by the Department of Defense and the Department of Veterans Affairs to members of the Armed Forces, veterans, and their spouses or partners—particularly for IVF. Every Republican also opposed these amendments, notwithstanding their intention to significantly increase the size of our military through their reconciliation plan, which will result in even more servicemembers and veterans needing reproductive assistance.
    Prior to consideration of amendments, Senator Murray underscored in her opening comments that the resolution Senate Republicans have put forth is a roadmap to devastating cuts to programs families count on every day—from Medicaid to SNAP to veterans benefits—so that Republicans can later pass more tax breaks for the ultra-rich. Senator Murray emphasized that right now Congress’ focus should be on addressing the fast-approaching March 14 funding deadline and addressing President Trump and Elon Musk’s sweeping, illegal funding freeze—not a partisan measure to gut investments in working people. She also called for Elon Musk to come before the Committee to discuss his already in-motion efforts to decimate programs people count on.

    MIL OSI USA News –

  • MIL-OSI USA: WATCH: Padilla Slams Republican Budget Proposal That Would Raise Costs for American Families

    US Senate News:

    Source: United States Senator Alex Padilla (D-Calif.)

    WATCH: Padilla Slams Republican Budget Proposal That Would Raise Costs for American Families

    WATCH: Padilla criticizes Republican budget proposal that would cut critical programs to pay for tax cuts for the ultra-wealthy

    WASHINGTON, D.C. — Today, U.S. Senator Alex Padilla (D-Calif.), a member of the Senate Budget Committee, delivered opening remarks during a hearing on the proposed budget resolution for Fiscal Year 2025.

    Padilla outlined the misguided budget proposal from Republicans to cut hundreds of billions of dollars in benefits Americans rely on to fund tax breaks for billionaires:

    • “The second Trump Administration has begun clearly laying the groundwork to cut crucial programs that American families rely on in order to fund yet another round of tax breaks for the ultra-wealthy. … The budget is a reflection of our values and our priorities. And I want to talk about priorities. Not the President’s priorities. I want to talk about the American people’s priorities. I’ve heard over and over again that the outcome of last fall’s election was a mandate, and that the important takeaway from the election was Americans’ frustrations with a high cost of living. … Too many families, Republicans and Democrats, struggling to pay for groceries, to afford gas, struggling to pay the rent or the mortgage every month.”
    • “Folks, make no mistake, under these plans, life will be more expensive for working families and all for what? That’s really the big question I have. All for what? It’s crystal clear: to help pay for hundreds of billions of dollars in tax breaks for billionaires and large corporations. And to achieve this, President Trump and his allies here in Congress seem determined to slash the programs that American families depend on the most: Medicaid, nutrition assistance programs, Pell grants, affordable health care coverage, cancer research, investments in our energy sector, including for hydrogen, biofuels, and carbon capture.”

    Padilla also highlighted the immense costs of mass deportations, and the essential contributions of immigrants to the U.S. economy. Undocumented workers make up nearly 14 percent of construction workers — and roughly 42 percent of our agricultural workforce. Trump’s mass deportations plan would lead to skyrocketing prices for food, goods, and services, exacerbate our workforce shortages, and could drop the United States’ GDP by 6.8 percent:

    • “Here’s an inconvenient truth for many, and that’s the fact that immigrants, both documented and undocumented, are also critical to the success of our economy, because the percentage of immigrants — documented, undocumented — who are violent criminals, is a very, very small percentage.”
    • “If President Trump gets his way with the mass deportations that are not focused just on violent criminals, here’s what American families can expect. Get ready also for more expensive fruit, more expensive vegetables, and that’s if grocery stores can successfully keep up with stocking the shelves. If you’ve been saving up for years to buy a home, get ready to pay more and wait longer. Why? Because construction will slow down, and prices will go up.”

    As Republicans emphasize the need for American energy independence, Padilla stressed that the Trump Administration’s executive orders and the proposed budget resolution would undo the historic investments Congress made to diversify the energy sector:

    • “Undermining renewables isn’t just undermining energy independence. It’s a threat to our national security, and it’s a threat to the good-paying jobs we’ve created across the country in red states and blue states alike.”

    Video of Senator Padilla’s full remarks is available here.

    MIL OSI USA News –