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Category: Transport

  • MIL-OSI: Aurora Mobile’s GPTBots.ai Integrates DeepSeek into On-Premise Al Solutions

    Source: GlobeNewswire (MIL-OSI)

    SHENZHEN, China, Feb. 07, 2025 (GLOBE NEWSWIRE) — Aurora Mobile Limited (NASDAQ: JG) (“Aurora Mobile” or the “Company”), a leading provider of customer engagement and marketing technology services in China, today announced that its leading enterprise AI agent platform, GPTBots.ai, has unveiled its enhanced on-premise deployment solutions powered by the integration of the highly acclaimed DeepSeek LLM. This integration empowers enterprises to harness the advanced capabilities of DeepSeek while leveraging GPTBots’ robust, enterprise-grade platform, delivering a secure, flexible, and scalable AI solution tailored to diverse business needs.

    As businesses worldwide accelerate their adoption of AI, GPTBots.ai provides a comprehensive platform that combines cutting-edge technology with industry-specific solutions, enabling enterprises to achieve measurable results while maintaining full control over their data and infrastructure.

    Cost-Effective AI Deployment for Businesses of All Sizes

    DeepSeek’s lightweight architecture, including its MoE (Mixture of Experts) design, significantly reduces the hardware and operational costs associated with AI deployment:

    • Optimized Resource Utilization: DeepSeek can operate seamlessly on consumer-grade GPUs (e.g., RTX 4090), eliminating the need for expensive high-end clusters.
    • Energy Efficiency: Enhanced inference optimization reduces energy consumption, making it ideal for businesses prioritizing cost control and sustainability.

    When deployed through GPTBots, enterprises benefit from streamlined workflows, pre-configured tools, and optimized resource allocation, ensuring a lower total cost of ownership while maintaining high performance.

    Transforming On-Premise AI for Industry-Specific Applications

    The integration of DeepSeek into GPTBots’ platform delivers significant value across industries, enabling businesses to address unique challenges and unlock new opportunities:

    • Retail, E-Commerce, and Gaming: GPTBots revolutionizes customer support by automating inquiries, providing 24/7 multilingual assistance, and enhancing user experiences. A global gaming platform using GPTBots reduced response times by 95% and automated 98% of inquiries, freeing resources for creative tasks.
    • Finance: GPTBots streamlines customer service, compliance workflows, and risk analysis, reducing operational costs while improving customer satisfaction and regulatory adherence.
    • Energy: GPTBots supports real-time monitoring and data analysis, helping energy companies optimize resource allocation and equipment management. Businesses can leverage GPTBots for equipment failure prediction, energy consumption analysis, and renewable energy management, thereby improving operational efficiency and reducing costs.
    • Government and Enterprises: GPTBots provides intelligent administrative management and public service support for government and enterprise sectors, enhancing service efficiency and decision-making quality. For example, GPTBots can be used for automated government service consultations, policy interpretation, and the intelligent upgrade of public service platforms, driving digital transformation for government and enterprise organizations.

    Flexible Deployment for Data Control and Security

    GPTBots’ on-premise deployment ensures enterprises maintain full control over their data, aligning with the highest standards of security and operational independence:

    • Data Ownership: All data is stored within the enterprise’s infrastructure, ensuring complete autonomy and privacy.
    • Advanced Security Protocols: GPTBots provides enterprise-grade SLA guarantees, role-based access control, and encryption, safeguarding sensitive information and critical operations.

    This approach is particularly valuable for industries such as finance, healthcare, and legal services, where data privacy and compliance are paramount.

    Empowering Enterprises to Embrace AI with Confidence

    GPTBots’ integration of DeepSeek is more than just a technological advancement—it’s a commitment to empowering businesses to thrive in the AI-driven era. By combining DeepSeek’s advanced capabilities with GPTBots’ enterprise-grade platform, businesses gain access to:

    • Customizable Solutions: Tailor AI deployments to specific business needs with GPTBots’ no-code/low-code platform and robust APIs.
    • Comprehensive Tool Ecosystem: From LinkedIn and HubSpot integrations to advanced image generation tools, GPTBots provides everything enterprises need to automate workflows and enhance productivity.
    • End-to-End Support: From deployment to ongoing optimization, GPTBots offers professional services to ensure long-term success.

    “GPTBots is committed to empowering businesses with the tools they need to innovate and grow,” said Jerry Yin, VP of GPTBots.ai. “By integrating DeepSeek into our on-premise deployment solutions, we’re providing a powerful, secure, and flexible AI platform that drives measurable results across industries.”

    About GPTBots.ai

    GPTBots.ai is a complementary general-purpose LLM AI bot featuring private data input and continuous fine-tuning, which can replace ‘rule-based’ chatbots, improve user experience, and reduce costs. GPTBots.ai aims to provide users with an end-to-end business platform that can seamlessly integrate robots into existing applications and workflows via plug-ins. GPTBots.ai also allow users to have great access to, and more efficiently and effectively using, AIGC to improve overall corporate productivity and output quality.

    To know more, please visit https://www.gptbots.ai.

    About Aurora Mobile Limited

    Founded in 2011, Aurora Mobile (NASDAQ: JG) is a leading provider of customer engagement and marketing technology services in China. Since its inception, Aurora Mobile has focused on providing stable and efficient messaging services to enterprises and has grown to be a leading mobile messaging service provider with its first-mover advantage. With the increasing demand for customer reach and marketing growth, Aurora Mobile has developed forward-looking solutions such as Cloud Messaging and Cloud Marketing to help enterprises achieve omnichannel customer reach and interaction, as well as artificial intelligence and big data-driven marketing technology solutions to help enterprises’ digital transformation.

    For more information, please visit https://ir.jiguang.cn/.

    Safe Harbor Statement

    This announcement contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates,” “confident” and similar statements. Among other things, the Business Outlook and quotations from management in this announcement, as well as Aurora Mobile’s strategic and operational plans, contain forward-looking statements. Aurora Mobile may also make written or oral forward-looking statements in its reports to the U.S. Securities and Exchange Commission, in its annual report to shareholders, in press releases and other written materials and in oral statements made by its officers, directors or employees to third parties. Statements that are not historical facts, including but not limited to statements about Aurora Mobile’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to the following: Aurora Mobile’s strategies; Aurora Mobile’s future business development, financial condition and results of operations; Aurora Mobile’s ability to attract and retain customers; its ability to develop and effectively market data solutions, and penetrate the existing market for developer services; its ability to transition to the new advertising-driven SAAS business model; its ability to maintain or enhance its brand; the competition with current or future competitors; its ability to continue to gain access to mobile data in the future; the laws and regulations relating to data privacy and protection; general economic and business conditions globally and in China and assumptions underlying or related to any of the foregoing. Further information regarding these and other risks is included in the Company’s filings with the Securities and Exchange Commission. All information provided in this press release and in the attachments is as of the date of the press release, and Aurora Mobile undertakes no duty to update such information, except as required under applicable law.

    For more information, please contact:

    Aurora Mobile Limited

    E-mail: ir@jiguang.cn

    Christensen

    In China

    Ms. Xiaoyan Su

    Phone: +86-10-5900-1548

    E-mail: Xiaoyan.Su@christensencomms.com

    In U.S.

    Ms. Linda Bergkamp

    Phone: +1-480-614-3004

    Email: linda.bergkamp@christensencomms.com

    The MIL Network –

  • MIL-OSI Economics: Asian Development Blog: Preparing the Nation for Integration: Timor-Leste’s Path to ASEAN

    Source: Asia Development Bank

    Timor-Leste has taken major steps toward joining the Association of Southeast Asian Nations, but challenges remain. Strengthening governance, promoting investments, expanding trade, and enhancing human capital are still needed

    Timor-Leste is a young democracy facing significant development challenges. The poverty rate remains high at 41.8% and economic growth has been volatile, affected by both external and domestic shocks.

    The economy relies heavily on public spending and petroleum revenues. Long-standing structural challenges such as a weak private sector, inadequate infrastructure, a lack of skilled labor, and a challenging business environment, present daunting obstacles to economic diversification and long-term growth.

    Recognizing the role that regional cooperation and integration can play in addressing these challenges, Timor-Leste has long pursued membership in the Association of Southeast Asian Nations (ASEAN). This has been a strategic priority and a cornerstone of its economic development and foreign policy.

    ASEAN membership is expected to drive domestic policy and institutional reforms while expanding markets and reduce costs. It should also diversify the economy, attract trade and investments, and improve access to technology and skills.  

    Since applying for ASEAN membership in 2011, Timor-Leste has undertaken significant reforms, investments, and policy alignments—establishing a Directorate-General for ASEAN Affairs, modernizing customs, and engaging the private sector—to meet the requirements for full membership.

    Supported by partners like the Asian Development Bank, the country has accelerated capacity-building initiatives and advanced infrastructure, trade, renewable energy, and agriculture to foster broader economic opportunities.

    But more needs to be done for Timor-Leste to reap the full benefits of ASEAN.

    Timor-Leste requires comprehensive capacity-building initiatives to enhance the technical knowledge and skills of government officials and stakeholders. Developing and implementing targeted training workshops and seminars in key areas, especially those focused on specialized areas and sectoral drivers of growth, such as tourism or agriculture, will be crucial. Establishing mentorship programs that pair ASEAN expertise with Timor-Leste sectoral counterparts will provide knowledge transfer.

    Timor-Leste has made significant progress toward ASEAN accession, but continued collaboration, investment in human capital, and infrastructure improvements remain crucial for fully integrating into the region and maximizing economic opportunities.

    To ensure harmonization with ASEAN standards, expert guidance will be needed to assist in the review and improvement of government legislation, rules, and procedures. Facilitating peer-to-peer learning opportunities and best practices exchanges with other ASEAN member states that have successfully implemented core provisions will be beneficial. Providing resources and tools to assist in drafting and updating legislation to ensure compliance with core provisions is essential.

    Upgrading transport infrastructure is also crucial, requiring a strategic approach involving the development of comprehensive transport plans, substantial financial investments, and the engagement of specialized transport engineering expertise.

    Key areas of support include sustainable financing for road maintenance, capacity building, and technical assistance to strengthen planning, monitoring, and project supervision. Enhancing border protection and monitoring, improving equipment and resource allocation, and incorporating environmentally sustainable practices are also key elements.

    By aligning with international standards and focusing on regional integration, Timor-Leste can foster connectivity, streamline trade processes, and contribute significantly to overall economic growth and regional integration. Furthermore, developing ICT infrastructure is vital. Assisting in the design and implementation of automation and digitization projects for public services and trade facilitation measures will enhance efficiency.

    Timor-Leste requires comprehensive support to address its human capital challenges and improve labor force participation and food security. Key initiatives from ASEAN member states and other partners include promoting higher education through international education fairs, prioritizing Timorese students for university admissions, and establishing student and labor exchange programs.

    For basic education, creating teacher training centers and improving English language proficiency is a key priority. Online learning platforms will ensure continuous skill development and retention. The government has renewed focus on early childhood development, supported by the 2024 general state budget.

    Additional initiatives like the Inter-Ministerial Taskforce and the National Health Sector Nutrition Strategic Plan (2022-2026) target stunting and malnutrition, with the goal to reduce stunting from 47% to 25% by 2030. Promoting sustainable agricultural practices and strengthening healthcare infrastructure are also crucial.

    Timor-Leste is committed to modernizing its financial systems, developing e-payment solutions, and enhancing financial literacy and inclusion. Strengthening the business sector will create more opportunities for trade and investment.

    Supporting local businesses through capacity-building training focused on ASEAN trade, marketing, financial access policies, connectivity, and digital skills will ease integration barriers. Improving infrastructure and internet access through financial assistance will help businesses overcome critical barriers. Connecting with the ASEAN Business Advisory Council and other ASEAN members will boost trade and investment linkages.

    Timor-Leste aims to establish strong connections with ASEAN officials, stakeholders, and bodies, such as central banks and national statistics institutes. Government agencies represent Timor-Leste’s interests at ASEAN meetings and working groups. On the private sector side, Timor Leste’s Chamber of Commerce and Industry has participated in meetings with the ASEAN Business Advisory Council as an observer.

    Timor-Leste has made significant progress toward ASEAN accession, implementing key reforms and strengthening its economic and institutional frameworks. However, continued collaboration with ASEAN member states and development partners is crucial to overcoming remaining challenges.

    By sustaining momentum in governance, trade, and infrastructure improvements, Timor-Leste can fully integrate into the region and unlock new opportunities for growth. Stakeholders must remain engaged in supporting this journey, ensuring that the country maximizes the benefits of ASEAN membership for its people and economy.

    Bold Sandagdorj, country economist at ADB’s Timor-Leste Resident Mission, contributed to this blog post.
     

    MIL OSI Economics –

  • MIL-OSI Russia: Marat Khusnullin: In the Volga Federal District, about 167 thousand people moved from emergency housing

    Translartion. Region: Russians Fedetion –

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

    The resettlement of emergency housing in the country is being carried out on the instructions of the President. Thus, in the Volga Federal District, more than 2.6 million square meters of housing have been resettled since 2019, Deputy Prime Minister Marat Khusnullin reported.

    “The program for resettlement from uninhabitable houses is an important part of regional development and the well-being of our citizens. Since 2019, this task has been addressed within the framework of the national project “Housing and Urban Environment”. During this time, more than 810 thousand people have moved to new apartments. In the Volga Federal District alone, since 2019, the emergency housing stock has decreased by more than 2.6 million square meters, and about 167 thousand citizens have moved from uninhabitable houses. In particular, about 34 thousand people have improved their living conditions thanks to programs that are implemented by the regions at the expense of their own budgets. Work is ongoing under the national project “Infrastructure for Life”, – said Marat Khusnullin.

    According to the Deputy Prime Minister, the largest volume of emergency housing in the Volga Federal District was resettled: Perm Krai – 781 thousand square meters; Saratov Oblast – 403.3 thousand square meters; Samara Oblast – 335.6 thousand square meters; and Nizhny Novgorod Oblast – 269.9 thousand square meters.

    Ilshat Shagiakhmetov, Director General of the Territorial Development Fund, recalled that under the national project “Housing and Urban Environment”, houses that were declared unfit for habitation before January 1, 2017, were being resettled in the country. “The Saratov, Nizhny Novgorod, Orenburg regions, the republics of Tatarstan and Bashkortostan, having completed this task, have begun resettling houses that were declared unfit for habitation after 2017. Of the total volume, they resettled 289.1 thousand square meters of such housing, in which more than 16 thousand citizens lived,” said Ilshat Shagiakhmetov.

    The program for resettling citizens from emergency housing stock is supervised by the Russian Ministry of Construction. Its operator is the Territorial Development Fund.

    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: BYDFi Lists Berachain Token (BERA), Supporting BERA/USDT Spot and Perpetual Contracts Trading

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, Feb. 07, 2025 (GLOBE NEWSWIRE) — BYDFi officially listed the BERA/USDT spot trading pair and launched BERA/USDT perpetual contracts with up to 75x leverage. Users can now participate in the 8,100 USDT reward campaign – for more details, please visit the BYDFi website or refer to the official announcements.

    Berachain: The Innovative Blockchain Powering $BERA

    As the native token of the Berachain blockchain, $BERA derives its value not only from market demand but also from the strong foundational support of the Berachain ecosystem. Berachain is an EVM-compatible Layer 1 blockchain built on the Cosmos SDK. It utilizes an innovative Proof-of-Liquidity (PoL) consensus mechanism, which differs from traditional Proof-of-Stake (PoS) systems. By linking validator rewards to application demand and liquidity contributions, PoL creates a dynamic incentive structure that prevents token devaluation and liquidity depletion. This groundbreaking economic model fosters mutual value creation between the blockchain and applications built on it, ensuring sustainable growth.

    On April 20, 2023, Berachain successfully raised $42 million in a Series A funding round led by Polychain Capital. Furthermore, ahead of its mainnet launch, Berachain’s liquidity pre-deposit application, Boyco, attracted over $3 billion within one week, demonstrating strong market interest and adoption.

    $BERA: The Key Asset of Berachain

    $BERA, as the native token of Berachain, is primarily used to pay network transaction fees (gas) and can be staked to cover validator activation costs

    Market Performance:

    • Within just 24 hours of launch, $BERA’s market capitalization surged past $1.5 billion
    • As of the time of writing, $BERA is priced at $7.9191
    • 24-hour trading volume reached $2.187 billion, marking a 2,291.00% increase from the previous day

    With the continuous expansion of the Berachain ecosystem, the demand for $BERA is expected to grow, driving its market value even higher.

    How to Trade $BERA on BYDFi

    One-Click Buy & Sell
    Users can purchase BERA easily through BYDFi’s “Convert” feature, using credit/debit cards, Google Pay, Apple Pay, or wallet balances.

    Leverage Trading

    • Supports BERA/USDT cross-margin and isolated-margin trading
    • Leverage options: 1x to 75x
    • VIP trading fee discounts—for more details, visit the BYDFi official website

    About BYDFi

    Founded in 2020, BYDFi is recognized by Forbes as a top 10 global crypto exchange, serving over 1,000,000 users. The platform holds MSB licenses in multiple regions and is a member of South Korea’s CODE VASP Alliance. Laying great stress on compliance and development, BYDFi has always guarded the legal rights of all its global users. To protect user assets, BYDFi stores all funds in offline multi-signature wallets with at least a 1:1 reserve ratio and publishes regular proof-of-reserves (PoR) reports for transparency. BYDFi offers 24/7 live customer support, providing efficient and professional assistance in every step of a trader’s journey. BUIDL Your Dream Finance.

    • Website: https://www.bydfi.com
    • Support Email: CS@bydfi.com
    • Business Partnerships: BD@bydfi.com
    • Media Inquiries: media@bydfi.com

    Twitter( X )| LinkedIn| Facebook | Telegram| YouTube

    The MIL Network –

  • MIL-OSI: 3/2025・Trifork Group AG – Share-based Incentive Program 2025

    Source: GlobeNewswire (MIL-OSI)

    Company announcement no. 3 / 2025
     Schindellegi, Switzerland – 7 February 2025


    Share-based Incentive Program 2025

    Trifork Group AG (“Trifork”) has granted restricted share units (“RSUs”) under the existing employee long-term share-based incentive program (“ELTIP”) approved by the Board of Directors in 2021.
    The first ELTIP 2025 (“ELTIP 2025a”) is covering the grant in January 2025 to certain employees of the Trifork Group.

    The ELTIP 2025a is based on RSUs and employees participating in the ELTIP 2025a may, subject to certain terms and conditions, be allocated RSUs by converting salary supplements or bonuses. RSUs granted will be subject to graded vesting over a three-year period.

    Further details about the ELTIP 2025a are stated below:

    Participants Certain employees of the Trifork Group in selected jurisdictions. Total 51 employees.
    Number of RSUs Based on the number of employees participating in the ELTIP 2025a, a total of 33,549 RSUs will be allocated. The number of RSUs is calculated by converting the amount of salary supplements or bonuses and applying the weighted average share price for shares of the last three trading days of 2024.
    Granting RSUs comprised by the ELTIP 2025a are granted in January 2025.
    Vesting RSUs will vest over a three-year period with 1/3 of the RSUs vesting each year. Vesting is not conditional upon the achievement of any financial or non-financial targets but is conditional upon the participating employee remaining employed with the Trifork Group throughout the vesting period or becoming a good leaver during the vesting period as well as the participating employee having complied in all respects with the terms and conditions of the ELTIP 2025a.
    Objective Attraction and retention of employees in selected jurisdictions.
    Conversion Once vested and not lapsed in accordance with the terms and conditions of the ELTIP 2025a, each RSU will entitle the holder to receive one Trifork share.
    Conditions RSUs are granted based on the conversion of individual supplement salaries or bonus amounts for each participating employee.

    The ELTIP 2025a is subject to customary conditions.
    Allocation & theoretical value The allocation is based on the weighted average share price of the last 3 trading days of 2024 (DKK 75.08). Dividing the converting salary by this amount results in the number of RSUs to be granted. The converting total amounts to DKK 2,518,858.92 (EUR 338,556) and 33,549 RSUs.

    The theoretical value for the RSUs is the market price of the Trifork share at grant date minus the expected dividends for the portions vesting after one, two, and three years.


    For further information, please contact

    Frederik Svanholm, Group Investment Director & Head of IR
    frsv@trifork.com, +41 79 357 73 17


    About Trifork 

    Trifork is a pioneering global technology partner, empowering enterprise and public sector customers with innovative solutions. With 1,278 professionals across 76 business units in 15 countries, Trifork delivers expertise in inspiring, building, and running advanced software solutions across diverse sectors, including public administration, healthcare, manufacturing, logistics, energy, financial services, retail, and real estate. Trifork Labs, the Group’s R&D hub, drives innovation by investing in and developing synergistic and high-potential technology companies. Trifork Group AG is a publicly listed company on Nasdaq Copenhagen. Learn more at trifork.com.

    Attachment

    The MIL Network –

  • MIL-OSI: Dimensional Fund Advisors Ltd. : Form 8.3 – AVIVA PLC – Ordinary Shares

    Source: GlobeNewswire (MIL-OSI)

    FORM 8.3

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

    1. KEY INFORMATION  
       
    (a) Full name of discloser: Dimensional Fund Advisors Ltd. in its capacity as investment advisor and on behalf its affiliates who are also investment advisors (”Dimensional”). Dimensional expressly disclaims beneficial ownership of the shares described in this form 8.3.  
    (b) Owner or controller of interests and short positions disclosed, if different from 1(a):
    The naming of nominee or vehicle companies is insufficient. For a trust, the trustee(s), settlor and beneficiaries must be named.    		    
    (c) Name of offeror/offeree in relation to whose relevant securities this form relates:
    Use a separate form for each offeror/offeree    		 Aviva PLC  
    (d) If an exempt fund manager connected with an offeror/offeree, state this and specify identity of offeror/offeree:    
    (e) Date position held/dealing undertaken:
    For an opening position disclosure, state the latest practicable date prior to the disclosure    		 06 February 2025  
    (f) In addition to the company in 1(c) above, is the discloser making disclosures in respect of any other party to the offer?
    If it is a cash offer or possible cash offer, state “N/A”    		 YES
    Direct Line Insurance Group PLC    		  
       
    2. POSITIONS OF THE PERSON MAKING THE DISCLOSURE  
       
    If there are positions or rights to subscribe to disclose in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 2(a) or (b) (as appropriate) for each additional class of relevant security.  
    (a) Interests and short positions in the relevant securities of the offeror or offeree to which the disclosure relates following the dealing (if any)  
       
    Class of relevant security: 32 17/19p ordinary (GB00BPQY8M80)  
      Interests Short Positions  
      Number % Number %  
    (1) Relevant securities owned and/or controlled: 10,552,256 0.39 %      
    (2) Cash-settled derivatives:          
    (3) Stock-settled derivatives (including options) and agreements to purchase/sell:          
      Total 10,552,256 * 0.39 %      
    * Dimensional Fund Advisors LP and/or its affiliates do not have discretion regarding voting decisions in respect of 679,466 shares that are included in the total above.  
       
    All interests and all short positions should be disclosed.

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

    		  
       
       
    (b) Rights to subscribe for new securities (including directors’ and other employee options)  
       
    Class of relevant security in relation to which subscription right exists:    
    Details, including nature of the rights concerned and relevant percentages:    
       
    3. DEALINGS (IF ANY) BY THE PERSON MAKING THE DISCLOSURE  
       
    Where there have been dealings in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 3(a), (b), (c) or (d) (as appropriate) for each additional class of relevant security dealt in.

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

    		  
    (a) Purchases and sales  
       
    Class of relevant security Purchase/sale Number of securities Price per unit  
    32 17/19p ordinary (GB00BPQY8M80) Sale 2,003 5.1274 GBP  
    There was a Transfer In of 4,002 shares of 32 17/19p ordinary  
       
    (b) Cash-settled derivative transactions  
       
    Class of relevant security Product description e.g. CFD Nature of dealing e.g. opening/closing a long/short position, increasing/reducing a long/short position Number of reference securities Price per unit  
               
       
    (c) Stock-settled derivative transactions (including options)
     
    (i) Writing, selling, purchasing or varying
     
    Class of relevant security Product description e.g. call option Writing, purchasing, selling, varying etc. Number of securities to which option relates Exercise price per unit Type e.g. American, European etc. Expiry date Option money paid/ received per unit
                   
       
    (ii) Exercise  
       
    Class of relevant security Product description e.g. call option Exercising/ exercised against Number of securities Exercise price per unit  
               
       
    (d) Other dealings (including subscribing for new securities)  
                 
    Class of relevant security Nature of dealing e.g. subscription, conversion Details Price per unit (if applicable)  
             
       
    4. OTHER INFORMATION  
       
    (a) Indemnity and other dealing arrangements  
       
    Details of any indemnity or option arrangement, or any agreement or understanding, formal or informal, relating to relevant securities which may be an inducement to deal or refrain from dealing entered into by the person making the disclosure and any party to the offer or any person acting in concert with a party to the offer:
    Irrevocable commitments and letters of intent should not be included. If there are no such agreements, arrangements or understandings, state “none”    		  
    None  
       
    (b) Agreements, arrangements or understandings relating to options or derivatives  
       
    Details of any agreement, arrangement or understanding, formal or informal, between the person making the disclosure and any other person relating to:
    (i) the voting rights of any relevant securities under any option; or
    (ii) the voting rights or future acquisition or disposal of any relevant securities to which any derivative is referenced:
    If there are no such agreements, arrangements or understandings, state “none”    		  
    None  
       
    (c) Attachments  
       
    Is a Supplemental Form 8 (Open Positions) attached? NO  
       
    Date of disclosure 07 February 2025  
    Contact name Thomas Hone  
    Telephone number +44 20 3033 3419  
       

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

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

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

    The MIL Network –

  • MIL-OSI: Progress in customer activity as well as core banking activities continued, and credit quality remained strong Record-high net profit of DKK 23.6 billion, improving return on equity to 13.4%

    Source: GlobeNewswire (MIL-OSI)

    Press release Danske Bank
    Bernstorffsgade 40
    DK-1577 København V
    Tel. + 45 45 14 14 00

    7 February 2025

    Progress in customer activity as well as core banking activities continued,
    and credit quality remained strong
    Record-high net profit of DKK 23.6 billion, improving return on equity to 13.4%
    Dividend of DKK 9.35 per share for the second half of 2024 as well as an extraordinary dividend of DKK 5.35 per share, in total DKK 14.7 per share
    The Board of Directors has decided to initiate a new share buy-back programme of DKK 5 billion

    Danske Bank has announced its financial results for 2024.
    Carsten Egeriis, Chief Executive Officer, comments on the financial results:

    “For Danske Bank, 2024 was a year in which we consistently delivered positive results from quarter to quarter, driven by increased customer activity, continually strong credit quality and a sustained, dedicated effort from the entire organisation. Consequently, we maintained our positive commercial momentum, resulting in a solid financial performance.

    One year into the execution of our Forward ’28 strategy, we have made substantial progress within our technology transformation and customer engagement, and we can see that our investments in enhancing the customer experience have resulted in increasingly positive customer satisfaction scores.

    Our continued focus on cost discipline and on maintaining strong credit quality resulted in two upward adjustments of our financial guidance in 2024. On the basis of our strong financial results and solid capital position, the total distribution in 2024 amounts to 100% of net profit, thus honouring the commitment we have made to our shareholders.

    With our advanced customer offerings, deep expertise and solid financial position, Danske Bank is strongly positioned to create value for customers, shareholders and society. In a time of heightened geopolitical uncertainty, rapid technological shifts and increasing sustainability challenges, we will continue to focus on opportunities and solutions for households and businesses alike.”

    The annual report is available at www.danskebank.com. Highlights are shown below:

    2024 vs 2023
    Total income of DKK 56.4 billion (up 8%)
    Operating expenses of DKK 25.7 billion (up 1%)
    Loan impairments of DKK -543 million (2023: DKK 262 million)
    Net profit of DKK 23.6 billion (up 11%)
    Return on shareholders’ equity of 13.4% (2023: 12.7%)
    Strong capital position, with a CET1 capital ratio of 17.8% (2023: 18.8%). The ratio reflects strong capital generation and the full deduction of the announced 40% additional capital distribution.
    Solid progress towards Forward ’28 ambitions and 2026 targets
    2024 was the first full year of our Forward ’28 strategy, and we are well-positioned for future growth as we maintain our trajectory towards strengthening our position as a leading bank in the Nordic region and make significant investments in our customer offerings.

    For personal and private banking customers, with Forward ’28, a sharpened focus in each of our markets has allowed us to further strengthen our relations with existing customers and attract new ones. For business and institutional customers, we want to be a leading bank in the markets in which we operate. Our approach focuses on meeting evolving market demands while fostering high long-term customer and employee satisfaction.

    Significant progress with our technology transformation paved the way for a better customer experience and improved efficiency. In 2024, we made substantial progress in terms of using digitalisation, data, AI and technology to improve customer engagement while reducing costs and operational risks. We developed a new version of our District online banking platform that is tailored to small businesses and is expected to launch in Denmark in the first half of 2025. We also launched a new welcoming app that makes it both easier and faster to become a personal customer with us.

    Across the bank, we have made GenAI a strategic priority, and our GenAI-powered solutions offer key opportunities to unlock productivity gains. During 2024, we launched DanskeGPT, which has been adopted by almost 16,000 users across the organisation, corresponding to 74% of all employees. We have also deployed GenAI-powered tools for our software developers, and these tools are driving solid productivity improvements.

    In 2024, Danica developed its new commercial strategy, Forward ’28 – Danica, which aims to make Danica the preferred pension company in Denmark by 2028. The strategy, which took effect on 1 January 2025, focuses on the importance of making customer interactions with Danica easy and convenient through digital solutions and on offering comprehensive healthcare offerings, attractive returns and quality advice. These elements are expected to be key growth drivers over the next few years. The strategy aligns with the strategic direction set in Danske Bank’s Forward ’28 strategy, underscoring the significant potential in synchronising services between the bank and the pension business.

    As the success of our strategy relies on solid execution, we have a significant focus on our employees, supported by investments in development activities, leadership and the workplace. Employee satisfaction and engagement scores continued to improve from already high levels and are now above the industry benchmark.

    Sustainability is a key focus area in Forward ’28, and our ambition is to be a leading Nordic bank in terms of supporting the sustainability transition of customers, businesses and the Nordic societies that we are a part of. Our efforts are reinforced by new ESG advisory services, comprehensive staff training, recruitment of specialists and strategic partnerships, all aimed at supporting our customers’ sustainability transition. In line with European regulation, for the 2024 annual report, Danske Bank has prepared a sustainability statement in accordance with the Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS).

    Better-than-expected macroeconomic conditions
    Macroeconomic conditions developed more favourably than expected in the markets in which we operate. Especially in Denmark, the inflation and growth outlook improved during the year, and this development is forecast to continue as central banks continue their easing trajectories, leading to lower rates for both households and businesses. Although the growth outlook has improved broadly speaking in the Nordic region, the uncertainty related to Europe’s long-term growth prospects and ability to innovate persists.

    In times of uncertainty for both Danske Bank and our customers, our well-capitalised balance sheet has enabled us to be a strong financial partner for our customers, and we have continued to support them with risk management expertise and expert advice.

    Strong financial performance
    An improved commercial momentum in our business, supported by better-than-expected macroeconomic conditions and strong credit quality have enabled us to strengthen profitability and generate record-high net profit. The return on equity thus increased from 12.7% to 13.4%, highlighting our positive trajectory and progress towards our 2026 targets.

    In 2024, total income grew 8%, driven by a sustained uplift in core banking income. Despite central bank rate cuts and lower deposit margins as well as overall muted credit demand, net interest income showed the expected strong development, with increasing net interest income throughout the year. Net fee income continued the positive traction throughout the year, reflecting our overall strong development and ability to do more business with existing customers and to attract new customers. We saw a higher level of fee income from cash management products, and customer activity generally remained high. Furthermore, we saw an increase in investment fees generated by strategic investments in our private banking offerings as well as a strong development in fees from asset management.

    Net trading income remained stable, and net income from insurance business benefited from stable financial markets, with the health and accident business continuing to be challenged, however.

    Operating expenses developed according to plan and were at the same level as in 2023. The minor year-on-year increase was caused mainly by higher investments in our technology transformation made under our Forward ’28 strategy and staff costs that were impacted by wage inflation. Costs related to financial crime prevention and legacy remediation decreased in line with our plan for a normalisation of costs, and together with prudent cost management, this led to an improvement in the cost/income ratio to 46% from 49%.

    Loan impairment charges amounted to a net reversal of DKK 543 million, reflecting strong credit quality and modest impairments against single-name exposures coupled with a review of post-model adjustments. We continue to apply significant post-model adjustments as well as a scenario-based macroeconomic model to cater for potential tail risks that are not evident in our portfolio. Overall, the macroeconomic environment improved during 2024 and was characterised by lower inflation, lower interest rates and an enhanced growth momentum.

    Overall, we ended the year with the same positive momentum that we saw in the first nine months of 2024. This resulted in record-high net profit of DKK 23.6 billion, up 11% from 2023.

    “The first year of execution of our Forward ’28 strategy, 2024 was an important year for Danske Bank’s financial performance: With income growth driven by our growing core income as well as our continued efforts to support customers and drive the commercial momentum, net profit represents a record-high result,” says Stephan Engels, Chief Financial Officer.
    We continue to create value to the benefit of our customers, our shareholders and society: Our tax expense amounted to DKK 7.6 billion, and given our strong capital position, and in line with the Forward ’28 strategy, the financial year 2024 enables us to make a significant payout to our shareholders.

    Delivering on capital distribution
    Given our strong balance sheet, and as planned in the Forward ’28 strategy, the financial year 2024 yields a significant payout to our shareholders. We paid a dividend of DKK 7.50 per share in connection with the interim report for the first half of 2024, and we propose a dividend of DKK 9.35 per share for the second half of 2024 as well as an extraordinary dividend of DKK 5.35 per share. Furthermore, on 6 December 2024, we announced a special dividend of DKK 6.50 per share following the successful transfer of the personal customer business in Norway. In total, our distribution for 2024 amounts to DKK 28.70 per share.

    It remains crucial for us to create value for all our stakeholders, including our shareholders, customers, employees and the societies we are part of, and as a bank we need to attract capital from shareholders to lend and do business. Besides large institutional investors, our capital distribution benefits most major pension funds in Denmark as well as private individuals in Denmark, who have invested part of their savings in Danske Bank shares. In total, we have more than a quarter of a million investors, of which more than half are private individuals in Denmark.

    Danske Bank’s dividend policy for 2025 remains unchanged, targeting a dividend payout of 40-60% of net profit in the form of annual dividend payments.

    Share buy-back
    The share buy-back programme launched in February 2024 of DKK 5.5 billion was completed in January 2025.

    On the basis of the financial results for 2024, the Board of Directors has decided to initiate a new share buy-back programme of DKK 5 billion, taking the total payout ratio to 100% of net profits when including the dividend for 2024 but excluding the special dividend related to the transfer of the personal customer business in Norway. The programme, which has been approved by the Danish Financial Supervisory Authority, will start on 10 February 2025.

    Outlook for 2025
    We expect net profit for 2025 to be in the range of DKK 21-23 billion.
    The outlook is subject to uncertainty and depends on economic conditions.

    Danske Bank

    Contact: Helga Heyn, Head of Media Relations, tel. +45 45 14 14 00

    More information about Danske Bank’s financial results is available at www.danskebank.com/reports.

    Attachments

    The MIL Network –

  • MIL-OSI United Kingdom: Phenomenal figures released for York’s Park & Ride

    Source: City of York

    Figures released today show that 2024 was the busiest year for York’s Park & Ride since 2017, with the total number of journeys exceeding 4.5 million, almost one million higher than in 2023.

    December saw the most trips for a decade, recording nearly 500,000 journeys, a 3.5% increase on the previous highest monthly total set in December 2016.

    City of York Council estimates that people boarding at the Park & Ride sites in December resulted in over 61,700 cars not travelling into central York – equivalent to a line of traffic that would be long enough to reach central London.

    In December, First Bus sold 148,310 tickets at the Park & Ride sites alone (the remaining journeys being people who joined the bus along the route or were returning from the city centre). Industry standard definition of occupancy per car for a leisure trip is 2.4 people. This gives us a total of 61,700 cars that didn’t come into the city centre over Christmas. Google Maps shows that the road route from York Minster to Westminster Abbey is 210 miles. If we say a car takes up 6 metres of space on the road, 61,700 times 6 metres is 230 miles. Therefore, 61,700 cars would stretch all the way to central London.

    York’s Enhanced Bus Partnership, which oversees £17.2 million of government funding for the Bus Service Improvement Plan, ran a marketing campaign to promote the Park & Ride as well as direct bus services for six weeks before Christmas. Working with Make It York and all bus operators, the social media posts and adverts reached over 2.2 million people in a campaign targeting towns and cities where previous research has shown Christmas Market visitors come from.

    Councillor Kate Ravilious, Executive Member for Economy and Transport at City of York Council, said:

    Just shy of half a million journeys in one month is an incredible milestone to reach, so thank you to all the residents and visitors for using the Park & Ride, and thank you to First Bus for increasing the number of buses available during this incredibly busy period.

    First Bus invested in more services on the network in November and December, increasing frequency on several routes to support the York local and visitor economy in anticipation of customer demand. First Bus replicates this investment during other busy periods to keep York visitors and commuters moving sustainably throughout the year.

    Cllr Ravilious continued:

    The numbers are phenomenal but we do also need to recognise that York still experienced congested streets in the run up to Christmas, so while we are delighted, we continue our work throughout the year to support and promote the city’s bus services as well as other sustainable forms of transport.

    “Our young people’s ticketing and marketing campaigns, which and are funded by central government, have over the last 12 months helped make bus use more attractive and given more people more options, and we will soon be consulting on improvements to the Park & Ride sites.”

    Kayleigh Ingham, Commercial Director of First Bus North & West Yorkshire, said:

    The superb performance throughout 2024 is a tribute to the commitment and high standards of service delivered by the First Bus team.

    “We’ve demonstrated that bus is an easy and sustainable way to travel into York. We’re attracting more customers due to good value fares, zero-emission buses, and our service, which is delivered with a smile. The benefits this brings, with cleaner air and quieter city centre roads, contributes to York’s environmental targets.”

    Sarah Loftus, Managing Director of Make It York, said:

    It is wonderful to see the great results for bus travel for the year and 500,000 journeys during the Christmas period is fantastic.

    “We are very fortunate to have a bus service within the city that supports both demand and sustainability. Collaboration between all parties on communicating key messages was key and we look forward to working with and supporting the transport sector throughout 2025.”

    These Park & Ride figures follow the Department for Transport’s own statistics released late in 2024 which show that York’s bus services as a whole (including all local services and the Park & Ride) are once again in the top ten of all local authorities for the number of bus trips per resident. An average of 70.6 journeys per head of population in 2023 and 2024 ranks York the best in Yorkshire and nationally sits 9th out of 90 English local authority areas.

    The data also showed that York’s bus trips are up 35% from 2021 and 2022, almost quadrupled from 2020 and 2021 and now back within 3% of the level they were in 2019 and 2020 (the year before COVID-19). This is one of the best post-pandemic recovery rates in the country.

    In addition to December’s figures, November 2024 was the busiest November ever recorded, with 10% more passengers than the previous record set in 2016.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Homegrown hit comedy returns

    Source: City of Liverpool

    One of ITVX’s most successful-ever comedies is set to return to the small screen tonight, thanks to Liverpool Film Office.  

    G’wed will be back for a second series at 10.05pm Thursday 6 February and is the tenth project to receive investment from the Liverpool City Region Combined Authority’s LCR Production Fund which is facilitated by Liverpool City Council’s Film Office.

    The first season aired in 2024 and has been streamed over six million times.

    Written by Liverpool’s Danny Kenny and produced by Golden Path Productions, filming for the second series took place in Wirral and Liverpool for five weeks last summer. As part of the production fund agreement, it supported six trainees from the Film Office’s skills initiative Action!, which saw the industry-newcomers hone skills as assistant directors, and take up roles in costume, props, locations, make-up and sound departments.

    The £3 million, LCR Production Fund is was launched by Mayor Steve Rotheram in 2019, and has to date invested in 10 high-end TV dramas including This City Is Ours, the Time series 1 and 2 – the first of which won a BAFTA – and Emmy Award-winning The Responder.

    The Action! initiative has been made possible through £2.3m of BFI National Lottery funding which was awarded to Screen Alliance North, a new skills cluster partnership delivered by Liverpool Film Office, North East Screen, Screen Manchester and Screen Yorkshire.

    The partnership aims to make the screen sector more accessible and to help build a thriving and skilled workforce across the North of England.

    For more information head to the Liverpool Film Office website.

    Steve Rotheram, Mayor of the Liverpool City Region, said:

    “When I launched the LCR Production Fund, I wanted to help establish the Liverpool City Region as the ‘Hollywood of the North.’ We’ve already begun to see that pay off, supporting a number of award-winning productions.

    “This investment isn’t just about making great TV—though G’wed has clearly been a hit – it’s about creating opportunities for local people, supporting our economy, and showing the world what our region can do. I’m really proud to see how our funding is helping to nurture the next generation of talent and put our region at the heart of the UK’s creative industry.”

    Liverpool City Council’s Cabinet Member for Health, Wellbeing and Culture, Councillor Harry Doyle, said:

    “This investment has helped provide opportunities for local crew and trainees – some of who were given the first step on their film and TV career ladder.

    “The fund has helped bring so much to our region, from the economy to providing opportunities for local people to flourish in a career they could have only dreamt of.

    “It is fantastic what has been achieved here and hope that the impact of the fund continues for many years to come.”

    Action! trainee and Chargehand props on G’wed 2, Ciaran Dow Jones said: “During my placement, I worked in dressing props, which gave me great hands-on experience in creating sets and managing prop storage.

    “Everyone had a real laugh on set and there was great teamwork amongst the cast and crew. The best part was the fun atmosphere – every day on set was exciting.

    “Moving forward, I want to keep developing my skills in the art department while also exploring other roles in film and TV, with the goal of becoming a director one day.”

    Head of Liverpool Film Office, Lynn Saunders said:

    “We’re proud to have invested in the second series of G’wed and I know that it will build on the success of the first which was a hit for audiences.

    “Having filmed in Wirral and Liverpool, and being solely based in Wirral, we are proud to have worked closely with Wirral Council colleagues to make this series possible. “We’re looking forward to tuning in on Thursday along with thousands of others.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Hop inside Miffy’s world as museum celebrates iconic character’s birthday

    Source: City of Leeds

    One of the world’s most beloved bunnies has hopped into Leeds City Museum this week, inviting visitors to celebrate a very special birthday.

    From Friday (Feb 7) museum-goers can step inside the world of international phenomenon Miffy, the adorable rabbit created by Dutch artist and illustrator Dick Bruna, as the iconic character marks her 70th anniversary with a new exhibition.

    The exhibition features a collection of screen prints, films, pencil drawings, paintings, original book designs and Miffy merchandise from across the world alongside stop motion models from the TV series Miffy and Friends.

    The interactive exhibition, which is free to visit, will bring Miffy to life through giant versions of some of the illustrated icon’s most popular books, inviting visitors to enter Miffy’s world, play hide and seek among the trees and use their imaginations to create their own stories using puppets, drawings and colour.

    A collaboration with Mercis, the global brand owner of Miffy, the concept for the exhibition began in 2022 when Leeds Museums and Galleries won a prestigious European award for its learning programmes.

    The trophy awarded to the service was a bronze sculpture of Miffy created by Dick Bruna’s youngest son, Marc Bruna.

    Matt Storey, Leeds City Museum’s principal keeper, said: “It’s a real joy to welcome such a world-famous character to Leeds and for the museum to be playing an important part in celebrating 70 years of both Miffy and Dick Bruna’s unique art, life and legacy.

    “As well as marking a huge milestone for Miffy, the exhibition is a great chance for families to come together at the museum and step into a world of play and imagination which they can explore and be inspired by.”

    Originally created on June 21, 1955, Bruna first drew Miffy to entertain his young son whilst on a rainy seaside holiday in Holland, telling him stories about a rabbit which ran around the garden of their holiday home.

    The acclaimed series of picture books which followed used simple illustrations and rhyming text to explore universal childhood themes, with Miffy becoming globally synonymous with friendship, innocence, fun and design.

    Councillor Salma Arif, Leeds City Council’s executive member for adult social care, active lifestyles and culture, said: “This exhibition is a fantastic opportunity for different generations to come together at the museum and celebrate a character who has been a part of so many childhoods all across the world.

    “Leeds City Museum is the ideal place for such a family-friendly exhibition and we’re really looking forward to welcoming families in the coming months.”

    The Leeds City Museum exhibition will run from February 7 until September 7, 2025, and is free to visit.

    A programme of Miffy themed events and activities will take place throughout February half term and the museum will be celebrating Miffy’s official birthday in June.

    After Leeds, the exhibition will move to Time and Tide Museum of Great Yarmouth Life.

    For more details, please visit: Miffy’s 70th Birthday | Leeds Museums and Galleries | Days out and exhibitions

    ENDS

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Report highlights work in Leeds to meet increasing demand for foster carers

    Source: City of Leeds

    A new report has highlighted the extensive work in Leeds to recruit and support foster carers as the city strives to meet an ever-increasing demand for placements to help change the lives of looked after children.

    The annual fostering report, to be discussed by senior councillors at next Wednesday’s executive board meeting (February 12), gives an update of the innovative work and progress of services that support the city’s foster and kinship carers.

    Leeds City Council’s fostering service, Foster 4 Leeds, plays a crucial role in supporting over 400 fostering placements and 350 children living with kinship or connected carers across Leeds.

    However, as is the case nationally, the need for more foster carers is continuing to rise and recruitment is a significant priority in Leeds.

    This year, breakthrough work and plans have included:

    • Successfully recruiting 113 new carers, including 88 new kinship carers, allowing children to remain within their family – a key aim in Leeds wherever possible.
    • A wide-reaching recruitment campaign has also seen expressions of interest significantly increase – with an average of 45 per month from September 2024 onwards. 
    • Recruitment of two new full-time roles to bolster engagement and partnership work to support recruitment and retention of carers.
    • Plans to engage wider communities and recruit carers from ethnically diverse backgrounds, working in conjunction with Child Friendly Leeds in holding ambassadors events to break down barriers and raise awareness of the opportunities.
    • The launch of a new dedicated Foster 4 Leeds website, showcasing benefits and detailed information on the different types of fostering available.
    • A new ‘reunification’ service – which aims to reunite children with their birth families, while supported by foster carers – is now up and running and is supporting children to be safely returned home.
    • A full programme of enrichment activities and family fun days for foster families running throughout the year, particularly enhanced during school holidays when two to three activities are held each week. More opportunities will also soon be on the way, after the service held a network event with over 70 local and national companies and organisations offering their support to further boost benefits for foster carers and their families in Leeds.

    Councillor Helen Hayden, Leeds City Council’s executive member for children and families, said: “Children do their best living in families and these proposals go a long way to enhance the health and wellbeing of our looked after children and ensure they grow and thrive in family environments.

    “We are utterly committed to supporting all carers in this vital role and enabling fostering to be a rewarding experience, giving a real purpose to truly help change lives.

    “I would encourage anyone interested to please take a look at our new website and consider joining our incredible legion of foster and kinship carers who provide that crucial consistency in care for our city’s vulnerable children.

    “Being able to place children within Leeds has many benefits – not least enabling young people to retain strong relationships with their birth family, continue at school and access all the benefits of living within our child friendly city.”

    To view the annual fostering report being considered by the executive board visit Council and democracy (agenda item 10).

    For more information on fostering in Leeds, please visit: Foster 4 Leeds | Foster 4 Leeds.

    ENDS

    For media enquiries please contact:

    Leeds City Council communications and marketing,

    Email: communicationsteam@leeds.gov.uk

    Tel: 0113 378 6007

    MIL OSI United Kingdom –

  • MIL-OSI Russia: Rosneft Celebrates Russian Science Day with New Achievements

    Translartion. Region: Russians Fedetion –

    Source: Rosneft – Rosneft – An important disclaimer is at the bottom of this article.

    In 2024, Rosneft received more than 70 patents for innovative inventions. Thus, today the portfolio of the technological leader in the oil and gas industry includes more than 1,100 objects of intellectual activity that have undergone state registration.

    Rosneft is the first oil company in the country that successfully creates software that covers all key processes of oil and gas production. Last year, specialists from the Ufa Scientific Institute presented an updated simulator RN-SIMTEP, the economic effect of which will exceed 1 billion rubles by 2030. The software package is designed to simulate the processes of preparation, transportation and primary processing of hydrocarbon raw materials.

    The Company’s specialists have also developed the RN-AKZT expert system, which allows selecting steel for pipe products and methods of their anti-corrosion protection depending on operating conditions. The innovative product includes an artificial intelligence model that is trained on real data and is capable of predicting the intensity of metal corrosion. The software operates autonomously and does not depend on external sources of information. Its use in production processes will significantly increase the reliability of pipelines.

    Another new software is a mobile application for mine surveyors, developed by Tomsk scientists of Rosneft. The service allows for prompt access to field maps in the field, updating information on existing infrastructure, and adding new objects to the map.

    Rosneft is betting on digitalization in all areas of activity. The emphasis on the implementation of digital technologies increases transparency, controllability and speed of decision-making throughout the production chain.

    In 2024, at the Barsukovskoye field of RN-Purneftegaz (part of Rosneft), the Company’s scientists created a “digital twin” of a preliminary gas treatment unit. This is one of the largest interactive objects designed in Russia – its area is 270 thousand square meters, which is comparable to the size of a populated area.

    Rosneft is one of the leaders in the development of 3D design. Hundreds of objects have been designed in the Company using information modeling technologies. Last year, the Ufa scientific institute presented an updated unified catalog of 3D products, the digital database of which currently contains 277 thousand three-dimensional products: from complex equipment to the simplest parts. Rosneft design institutes use the catalog when developing structures, plant sites, pipelines and other industrial facilities. Ready-made solutions significantly reduce time and increase design efficiency. The institute’s specialists regularly update the catalog taking into account changes in industry documents.

    In 2024, the Company updated its fleet of diagnostic robotic complexes. Specialists from the Volgograd Scientific Institute created two new devices for diagnosing petrochemical facilities, such as high-temperature furnaces and propane dehydrogenation reactors. The robots transmit measurement results in real time and generate a report on the study conducted. Due to the reduction in the time of shutdown repairs, the economic effect at the plant with robotic diagnostics reaches 280 million rubles per year.

    Also, as part of the consistent robotization of production processes, Rosneft has equipped all echelon-type drilling rigs at the Verkhnechonskoye and Severo-Danilovskoye oil and gas condensate fields with robotic equipment for connecting drill pipes. The economic effect of using the new domestically produced development is 1.5 million rubles for each well.

    In 2024, the Tomsk Scientific Institute opened a new, second core storage facility, which will increase the total volume of core stored in the Company’s institutes by 25%, providing the corporate research and design unit with reserve space for at least 10 years.

    In addition, the institute’s specialists have put into operation an innovative mesotomograph – a device for studying a full-size core using X-ray tomography. Improved characteristics will help to select tools for searching and developing new deposits and increasing production at the Company’s existing assets more quickly and efficiently.

    Rosneft is actively developing technologies for developing complex reserves. At the Priobskoye field of the key production asset RN-Yuganskneftegaz, specialists from the scientific block have successfully implemented their own data processing technology, which determines oil-saturated zones for drilling with high accuracy. The innovation will allow for an additional extraction of more than 100 million tons of oil at the field.

    Rosneft is one of the largest petrochemical producers in Russia. In 2024, experts from a scientific institute in Novokuibyshevsk developed and patented a modified bitumen that can withstand increased transport loads. The new product is used in road surfaces and has an increased operating temperature range from plus 40°C to minus 50°C. The new bitumen can also withstand increased transport loads.

    The Company’s innovative development program is aimed at replacing imported technologies in the production of high-quality petroleum products. One of the main objectives of the program is the transition of Rosneft’s oil refineries to the use of highly efficient catalysts of their own production, which allows avoiding the risks of dependence on supplies of foreign products.

    Rosneft has been implementing a large-scale program for the comprehensive study and environmental monitoring of the Arctic since 2012. Together with the country’s leading specialized institutes, the Company’s scientific unit organizes hydrometeorological, geological, and biological research that is unprecedented in its geographical coverage.

    In 2024, the Company conducted its 50th anniversary research expedition to clarify the ice conditions of the Yenisei Gulf. During the work, a wide range of regular studies was carried out, covering all stages of ice cover development and destruction. The data obtained will form the basis for planning and organizing a system for safe and efficient transportation of hydrocarbons in the waters of Sever Bay and the northern part of the Yenisei Gulf.

    Also last year, Rosneft summed up the results of the first field season of the corporate biodiversity conservation program Tamura, the purpose of which is to obtain information on the state of key animal species in the Arctic region. The data obtained on the population of polar bears, wild reindeer and rare bird species will allow scientists to draw conclusions about the state of ecosystems and develop measures to preserve biodiversity.

    To update the geological model and resource potential of the Company in the East Siberian Sea, two shallow wells were drilled, from which 204 m of core were collected.

    Rosneft has unique capabilities both in developing its own technologies and in implementing them. By increasing the technological efficiency of production and actively improving its own intellectual competencies, the Company sees its goal as the development of Russian technological sovereignty across all production chains.

    Department of Information and Advertising of PJSC NK Rosneft February 7, 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 China: China’s homegrown AG600M amphibious aircraft complete first test flights in year of Snake

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

    China’s homegrown AG600M amphibious aircraft complete first test flights in year of Snake

    XI’AN, Feb. 7 — Three AG600M “Kunlong” large amphibious aircraft, independently developed by the Aviation Industry Corporation of China (AVIC), have concluded another round of test flights recently, marking a critical step toward airworthiness certification, AVIC has announced.

    With the support of some 500 members of the aircraft research team, the mission was carried out on Monday at the AVIC civil aircraft test flight center in Pucheng, northwest China’s Shaanxi Province. Throughout the process, the three aircraft underwent rigorous assessment tests, including flight control failure simulations, ice formation condition tests, and checks following upgrades to its avionics systems.

    All three planes safely returned to the tarmac after completing the mission, AVIC said on Thursday.

    These tests validated the aircraft’s performance and safety, laying a solid foundation for subsequent airworthiness certification efforts, it said.

    The AG600 family of amphibious aircraft is a cornerstone of China’s efforts to bolster its emergency response capabilities. Designed to meet civil airworthiness standards, it is the country’s first homegrown large special-purpose aircraft of such kind for firefighting, maritime rescue, and disaster relief operations.

    As an upgraded variant, the AG600M boasts enhanced performance: a maximum takeoff weight of 60 tonnes, a 12-tonne water-carrying capacity, and a fight range of 4,500 kilometers. Its low-speed, short-runway capabilities make it ideal for complex missions, such as dousing wildfires or conducting open-sea rescues.

    The AG600M prototype completed its first test landing on land in May 2022, followed by a successful landing on water for the first time in August that same year.

    MIL OSI China News –

  • MIL-OSI China: Xi Jinping’s vision drives China’s winter sports boom

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

    BEIJING, Feb. 6 — As winter settles across China, excitement for winter sports is in full swing, with skiers carving down slopes and ice skaters gliding across rinks from north to south. Enthusiasm is especially high as the 9th Asian Winter Games opens Friday in Harbin, marking another milestone for China’s winter sports development.

    At the heart of this movement is Chinese President Xi Jinping, whose lifelong passion for sports has fueled the rapid expansion of winter activities nationwide.

    The foundation for this boom was laid more than a decade ago when Xi, attending the Sochi Winter Olympics, met with International Olympic Committee (IOC) President Thomas Bach. During their meeting, Xi set an ambitious goal: to engage 300 million people in winter sports. That vision has since become a reality.

    By April 2024, following the Beijing 2022 Winter Olympics, around 313 million people – over 22% of China’s population – had actively participated in ice and snow activities.

    FROM CHILDHOOD PASSION TO NATIONAL LEGACY

    Xi’s love for winter sports dates back to his childhood. In the 1950s and 1960s, skating on Beijing’s Shichahai Lake was a popular winter pastime. Young Xi often rushed home from school to skate on the frozen lake.

    That early connection to winter sports evolved into a national mission. Historically, winter sports in China were largely confined to the colder northern regions and were practiced in harsh conditions. Xi sought to change that.

    From the successful bid for the 2022 Beijing Winter Olympics to the Games’ execution, Xi played a leading role. Between 2015 and 2022, he visited Olympic venues in Beijing and Zhangjiakou five times, overseeing venue construction, management, and volunteer operations. During a 2021 inspection visit, he emphasized using the Winter Olympics as a catalyst to elevate the nation’s ice and snow sports culture.

    Beijing’s hosting of the Winter Games proved transformative. Today, seniors and children alike are skating and skiing in places where snow was once rare. Increased investment in facilities has made winter sports more accessible and affordable.

    By the end of 2023, the number of winter sports venues in China had reached 2,847, a 16.1% year-over-year increase, with new facilities even emerging in southern regions.

    Xi’s vision for China’s winter sports development has reshaped the landscape. From his childhood struggles to afford skates to today’s youth training in state-of-the-art facilities, the progress is evident.

    “You now have excellent training facilities and a wonderful environment to strengthen your bodies and foster teamwork and bravery,” Xi told young ice hockey players in 2017. “The future of China’s ice and snow sports depends on your generation.”

    RISE OF ICE AND SNOW ECONOMY

    The 9th Asian Winter Games, running from February 7 to 14 in Harbin, highlights China’s growing influence in global winter sports.

    Xi has described the ice and snow industry as a “mountain of gold and silver,” emphasizing the need to leverage natural winter resources. His vision includes a comprehensive winter sports economy encompassing equipment manufacturing, tourism, and cultural industries.

    China’s ice and snow economy is projected to exceed 1 trillion yuan (about 138 billion U.S. dollars) in 2025, with estimates reaching 1.2 trillion yuan by 2027 and 1.5 trillion yuan by 2030.

    Last winter, China recorded more than 385 million winter leisure visits, a 38% year-over-year increase, with related revenue rising 50%.

    Harbin, one of China’s top winter tourism destinations, welcomed 87 million visitors – up 300% year-over-year – generating 124.8 billion yuan in tourism revenue, a 500% increase.

    China’s winter sports equipment industry is also expanding, bolstered by advancements in 5G, artificial intelligence, and virtual reality. The country now produces a full range of 15 ice and snow equipment categories, with innovations such as smart ski insoles, heated snow boots, and VR skiing simulators.

    In 2023, Xi visited a village in Mohe, China’s northernmost city, and emphasized the importance of utilizing snow and ice resources for economic growth. Today, the village has become a top destination for southern tourists, reflecting a broader trend across the country.

    Chongli, Hebei province, is a prime example of this transformation. Once a poverty-stricken area, it has become a world-renowned ski resort, with one in four locals now employed in winter sports-related jobs.

    “The ultimate goal of building a sporting powerhouse and a healthy China is to strengthen people’s fitness,” Xi said. “This is also an essential part of China’s effort to build a modern socialist country in all respects.”

    STRONGER GLOBAL TIES THROUGH WINTER SPORTS

    Xi’s leadership in winter sports has not only transformed China’s ice and snow culture but has also fostered international cooperation. Through strategic policies and personal commitment, he has positioned sports as a bridge for global friendship and mutual understanding.

    In August 2023, Xi wrote to the U.S.-China Youth and Student Exchange Association and friendly personages in the U.S. state of Washington, stating, “Sport is a bond that promotes friendship among peoples.” This principle has guided China’s efforts to use winter sports as a tool for diplomacy.

    During a 2017 visit to Finland, Xi and then-Finnish President Sauli Niinisto met with Chinese and Finnish winter athletes, highlighting the role of sports in strengthening bilateral relations. Similarly, in 2018, Xi and Russian President Vladimir Putin watched a youth ice hockey match in Tianjin, reinforcing China-Russia ties.

    Beyond individual partnerships, China has collaborated with multiple Asian nations to promote winter sports by sharing expertise, resources, and experiences. The upcoming Asian Winter Games exemplifies this spirit of unity and cooperation, with Cambodia and Saudi Arabia making their debut at the Games.

    At the 2022 Beijing Winter Olympics, Xi underscored how the Games fostered global unity during challenging times. “It has also brought confidence and hope to a world overshadowed by instability,” he said, reinforcing the Games’ motto: “Together for a Shared Future.”

    Xi’s contributions have long been recognized by the international sports community. IOC Vice President Juan Antonio Samaranch Jr. praised his leadership, saying, “It’s great to have such an important partner for sports and international Olympic matters.”

    Bach also commended Xi as a “true champion” with a clear vision for the role of sports in society.

    MIL OSI China News –

  • MIL-OSI Russia: The work plan of SPbPU and KRSU for 2025 has been formed

    Translartion. Region: Russians Fedetion –

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

    During the working visit of the acting rector of the Kyrgyz-Russian Slavic University Sergey Volkov to Peter the Great St. Petersburg Polytechnic University, a meeting of key leaders was held to finalize the main positions of the plan of joint activities of KRSU and SPbPU for 2025.

    Opening the meeting, Vice-Rector for International Affairs Dmitry Arsenyev noted: 2025 began with a series of online meetings of specialized working groups of our two universities, where the main blocks of the plan for joint activities were worked out, parameters were defined in detail, and key indicators were calculated. Today’s meeting of supervising vice-rectors and directors of institutes is the final step towards approving this most important document.

    One of the main blocks of joint activities is “Development of educational potential”. The working group led by Vice-Rector for Educational Activities Lyudmila Pankova discussed in advance with colleagues from KRSU issues related to the opening of network master’s degree programs in the areas of construction, software engineering, logistics and technosphere safety. KRSU will act as the base organization and plans to begin recruitment for these programs in the fall of 2025. In the second year of study, KRSU students will come to the Polytechnic University and, if they successfully master all disciplines, will receive master’s degrees from both universities. Sergey Volkov confirmed that the most talented graduates of such joint programs will be invited to teach at KRSU.

    The most important component of educational activities is the organization of a distance learning system for KRSU students using the resources of the Polytechnic University. The joint work plan provides access to most SPbPU courses on the Moodle platform, as well as access for more than 50 students to the online laboratory campus. KRSU is working to open an Online Course Registration Center in Bishkek as early as 2025, and SPbPU is ready to provide expert support for the activities of such a center, train employees, conduct the necessary trainings and consultations.

    Based on the successful experience of cooperation with the Russian-Armenian University, SPbPU agreed with KRSU to introduce the course “Fundamentals of Project Activities” into the educational process. In 2025, mentors will be trained and methodological recommendations for the course will be developed.

    The successful practice of academic mobility of third-year undergraduate students of KRSU, who came to the Polytechnic for a semester last year, will continue. The directors of the Institute of Economics and Technology, Institute of Social Sciences, Institute of Economics, Institute of Science and Culture, and Institute of Physical and Mathematical Sciences (FSMEK) — the main institutes where students from Kyrgyzstan studied in 2024 — confirmed their interest in continuing such programs, but emphasized the importance of strict selection of students by field. Sergey Volkov confirmed that KRSU students are showing great interest in the Polytechnic and promised that 40 undergraduates and 10 graduates for study in the fall of 2025 will be carefully selected through a competition. In addition to semester mobility, the plan provides for short-term mobility and advanced training programs for KRSU students and teachers. Director of the Institute of Scientific Research Marina Petrochenko suggested that individual programs be timed to coincide with significant scientific and educational events of the Polytechnic institutes, for example, Science Week or student competitions, so that Kyrgyz students could participate in them.

    Advanced training for KRSU teachers will be held in a hybrid and in-person format. There is a request from Kyrgyz colleagues for programs in energy, electronics, supercomputer technologies, economic security, etc. In the near future, a specific list of programs will be formed and 15 teachers will be identified who will come to SPbPU for in-person training. A separate request from the KRSU leadership is to organize training for members of the admissions committee on technologies for conducting an admissions campaign, working with the “Apply Online” services and other recruitment practices adopted at the Polytechnic University.

    Vice-Rector for Research at SPbPU Yuri Fomin, presenting the final plan for the “Development of Scientific Potential” block, focused the attention of KRSU management on the need to build end-to-end business processes – from the selection and training of talented young scientists in graduate school to the formation of dissertation councils and successful defenses. Polytechnic is ready to share such experience. And in the near future, there are plans to organize dissertation defenses in SPbPU dissertation councils in key areas for KRSU applicants and postgraduate students.

    The specialized research groups of the institutes of KRSU and SPbPU have prepared a list of 12 initiative projects for joint research. Yuri Fomin suggested correlating these projects with the planned internships of postgraduate students, the organization of defenses, the preparation of publications, and the submission of applications for grants in order to ensure the most effective activities of joint research groups and support the long-term development of scientific potential.

    Two global joint projects of KRSU and SPbPU are planned as flagship projects in the work plan. The first is related to the work of the high-mountain observatory of atmospheric physics of KRSU. The observatory is equipped with high-tech instruments, in particular a lidar complex. The project will be of a more fundamental nature and will be related to studies of the state of the atmosphere, environmental monitoring, the formation of predictive models of seismic activity, etc. Over the years of the laboratory’s work, a significant array of data has been collected that can be used to verify and build models. On the part of SPbPU, the Institute of Electronics and Telecommunications and the Civil Engineering Institute will be involved in the project. Director of the Institute of Electronics and Telecommunications Alexander Korotkov noted the enormous potential of such an interdisciplinary project, which is capable of combining scientific competencies, the use of unique equipment, the developments of both the Polytechnic University and KRSU to develop a popular scientific direction and solve problems that are truly important for Kyrgyzstan.

    The second project is the preparation of a comprehensive plan for the development of mining in the interests of the industrial partner of KRSU, the company “Alliance Altyn”. In early March, a large off-site meeting will be held directly at the production site. Director of the Institute of Energy Viktor Barskov confirmed his interest in the project and his readiness to send specialists from the Institute to Bishkek.

    KRSU attracts not only industrial partners, but also government organizations to cooperation. In particular, the Ministry of Emergency Situations of the Kyrgyz Republic requested the organization of a Fire Safety Center on the basis of KRSU for the training and advanced training of relevant specialists. Director of the ISI Marina Petrochenko mentioned a similar experience of cooperation between Polytechnic University and the Gefest Group of Companies and the Ministry of Emergency Situations of Russia, which ultimately led to the creation of a basic department. The work plan for 2025 includes a clause on the organization of a Fire Safety Center at KRSU and joint work in this direction by the ISI SPbPU and the FADIS KRSU.

    Vice-Rector for Information Technologies of SPbPU Andrey Lyamin confirmed the possibility of using the resources of the SPbPU supercomputer for joint scientific work and the educational process. In the near future, a joint scientific group will be formed, and KRSU scientists will be able to gain access, including for the implementation of the above-mentioned flagship projects. Andrey Lyamin also raised the issue of organizing KRSU access to the most important university toolkit – the Antiplagiat program, which is needed for scientific and educational activities. In accordance with the work plan, SPbPU will provide the Kyrgyz university with access to the resource.

    In terms of joint work, significant attention is paid to the interaction of library systems, in particular the development of joint IT solutions, regulations and methods that will contribute to the maximum digitalization of librarianship, the formation of an operating repository and the promotion of the results of the intellectual work of KRSU students and scientists.

    The directors of SPbPU institutes supported the KRSU initiative to create a student design bureau, on the basis of which student teams, including joint ones, will design various solutions in the field of construction, energy, calculations and modeling. Such projects will be able to participate in university, regional and international competitions. The KRSU student design bureau will also serve as a basis for the implementation of applied projects of the course “Fundamentals of Project Activity”.

    And so that really interesting projects and developments do not go to waste, the director of the Center for Continuing Professional Education of the Digital Engineering School Sergey Salkutsan in January 2025 during a visit to KRSU agreed on all the details of the pilot project for the development of student entrepreneurship and the launch of the project “Graduate Qualification Work as a Startup”. But it is not only the students who are in the focus of attention – for the management teams of KRSU (and this is more than 400 people), trainings on lean manufacturing, developed at SPbPU, are planned.

    In 2025, the Polytechnic University will continue to support social projects, youth initiatives and communities. A joint student campaign will be held as part of the events for the 80th anniversary of the Victory in May 2025. Students and teachers will be able to take part in the events “Voice of Generations” and “Student Spring”. Vice-Rector for Youth Policy and Communication Technologies Maxim Pasholikov said that following mutual consultations between specialists from SPbPU and KRSU, a detailed plan for joint activities of student communities has been drawn up. The work will be carried out in constant communication, with monthly online meetings in each area.

    Also, key joint events will be the project-analytical session planned for May 2025 on the development of the KRSU development program for 2026-2030, and expert sessions on monitoring the implementation of the current development program and modernization and transformation processes. Acting Vice-Rector for Prospective Projects Maria Vrublevskaya, commenting on the preparation for this session, drew the attention of the KRSU management to the recommendations for assessing competencies and the staffing of the university, as well as conducting comprehensive work within the framework of the human capital management policy, which were formulated following the results strategic session in December 2024 years.

    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 Russia: Rosneft scientists introduce schoolchildren to the profession of geologist

    Translartion. Region: Russians Fedetion –

    Source: Rosneft – Rosneft – An important disclaimer is at the bottom of this article.

    On the eve of Russian Science Day, the Ufa scientific institute of Rosneft held a scientific and educational lecture for schoolchildren of the all-Russian “Movement of the First”. As part of the “Visiting a Scientist” project, students of grades 7-9 learned about the profession of a modern geologist.

    Schoolchildren learned about geological discoveries that influenced scientists’ ideas about the development of the Earth over billions of years. Today, this information helps answer the question of where it is best to look for oil. Rosneft searches for and explores hydrocarbon raw materials on land and water, and conducts scientific research in the Arctic and the World Ocean. Modern digital products developed by specialists at the research institute help with this. Millions of gigabytes of data are analyzed using artificial intelligence, and 3D models are built to make decisions, allowing for the prediction of events at a depth of several kilometers.

    Using high-precision microscopes, young researchers were able to study rock samples. Schoolchildren were also shown unique specimens of fossils, minerals, ancient microorganisms, shells and other geological finds dating back hundreds of millions of years.

    The company actively involves young people in science, helps them choose promising specialties for their future education and career. Schoolchildren were told about 13 corporate departments of Rosneft in leading universities of Bashkortostan – Ufa University of Science and Technology and Ufa State Petroleum Technological University. The best students, while still studying at the university, have the opportunity to find employment at Rosneft enterprises and participate in real production projects side by side with professionals.

    The event ended with a quiz, during which the most attentive listeners received gifts. On the same day, more than 100 Ufa residents had the opportunity to listen to a lecture on science and the Earth. The Institute organized a meeting with geologists for everyone at the site of the city coworking space “People”.

    Department of Information and Advertising of PJSC NK Rosneft February 6, 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 Russia: Polytechnic engineers create caterpillar track for all-terrain wheelchair

    Translartion. Region: Russians Fedetion –

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

    At the Polytechnic University, a durable and quick-release track for an all-terrain wheelchair was created by order of the Observer Factory company. Before being handed over to the customer, the design was tested in real off-road conditions. The work was carried out with the support of the Priority-2030 strategic academic leadership program.

    Engineers from Peter the Great St. Petersburg Polytechnic University have created a simple and reliable caterpillar track for the electric wheelchair “Maximus” so that it can be used in difficult-to-reach places. According to the engineers, this is especially important for improving the quality of life of people with special needs: the all-terrain wheelchair will allow them to move independently, for example, on a sandy beach, forest paths and snowy roads.

    The customer of the work was the Kaliningrad manufacturer of wheelchairs “Observer Factory”. The engineers of the Polytechnic University faced a difficult task: to develop a durable and quickly removable track for an all-terrain wheelchair that would withstand the full weight of the wheelchair with a passenger and ensure the safety of the trip.

    The Polytech Voltage Machine engineering team, with the support of experienced colleagues from the Automobiles and Tracked Vehicles department of the Higher School of Transport of the Institute of Mechanical Engineering, Materials and Transport of SPbPU, developed a rubber track with a metal embedded element inside. Together with partners, Polytech established a production chain: now such products can be mass-produced.

    The track is track-type, meaning that each track is manufactured separately and then assembled together using special “fingers” with locks. The track is only 100 mm wide, which makes it unique, since tracks of such a width are currently not mass-produced. And the high ridges allow it to be used with pneumatic tires without the risk of the wheel coming off the track. Tensile tests have shown that the track can withstand a force of three tons.

    Before handing over the product to the customer, the team conducted full-scale tests in real operating conditions. The operator sat in the stroller and, controlling the joystick, overcame the most difficult route. The stroller confidently passed through rough terrain, including swampy areas, muddy roads and different levels of roads.

    We confidently passed all the declared tests and handed over the caterpillar to the customer. Thanks to our development, the wheelchair will be able to overcome almost any difficult terrain without outside help. This is especially important for people who want to lead an active lifestyle. It should be noted that a wheelchair with a caterpillar track is also relevant for moving around the city, especially in the spring and autumn periods, – noted the project manager, engineer of the Higher School of Transport of the Institute of Mechanical Engineering, Materials and Transport of SPbPU Stepan Pichakhchi.

    “Observer Factory” has been a partner of the Polytechnic University for more than two years. In 2023, the university and the company developed a universal tracked platform “Zhuk” for wheelchair owners. The wheelchair drives onto the platform, after which the user controls its movement with a joystick. The project is designed to develop inclusive tourism in Russia.

    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: Beijing sub-center boosts green development

    Source: China State Council Information Office 2

    Over the past year, Beijing’s sub-center has advanced green development in various sectors including ecology, architecture, transportation, industry, and energy.
    Located in Tongzhou district of the city, the municipal administrative center covers an area of approximately 155 square kilometers and was planned and constructed to adjust the city’s spatial layout.
    In February 2024, China’s State Council approved a guideline on building a national demonstration zone of green development in the sub-center. 
    Green ecology has since showed visible progress. “Tongzhou district provides suitable wintering habitats for tens of thousands of water birds each year and has become a key area for bird biodiversity conservation,” said Lyu Xiaofei, deputy director general of the Tongzhou District Ecology and Environment Bureau.
    From November 2023 to November 2024, a total of 289 bird species were recorded in Tongzhou district, Lyu said.
    Green development has also been integrated into all aspects of architectural design. The headquarters of Beijing Investment Group, a landmark building in the sub-center, was completed last year. The building maximizes the use of renewable energy, with a rooftop solar power installation capacity of 413.5 kW and an annual power generation of approximately 400,000 kWh. Its hybrid energy system, primarily powered by ground-source heat pumps, is expected to reduce carbon dioxide emissions by 1,220 metric tons per year.
    Last year, Tongzhou district launched eight new bus routes and adjusted 13 existing ones, ensuring a bus stop every 500 meters in urban areas. This is part of the efforts of the district to boost green transportation.
    Currently, the sub-center is leveraging green energy technologies to drive the energy transition, replacing fossil fuels with renewable energy.

    MIL OSI China News –

  • MIL-OSI: Municipality Finance issues a GBP 25 million tap under its MTN programme

    Source: GlobeNewswire (MIL-OSI)

    Municipality Finance Plc
    Stock exchange release
    7 February 2025 at 10:00 am (EET)

    Municipality Finance issues a GBP 25 million tap under its MTN programme

    On 10 February 2025 Municipality Finance Plc issues a new tranche in an amount of GBP 25 million to an existing benchmark issued on 4 October 2023. With the new tranche, the aggregate nominal amount of the benchmark is GBP 275 million. The maturity date of the benchmark is 2 January 2026. The benchmark bears interest at a fixed rate of 5.000 % per annum.

    The new tranche is issued under MuniFin’s EUR 50 billion programme for the issuance of debt instruments. The offering circular, the supplemental offering circular and final terms of the notes are available in English on the company’s website at https://www.kuntarahoitus.fi/en/for-investors.

    MuniFin has applied for the new tranche to be admitted to trading on the Helsinki Stock Exchange maintained by Nasdaq Helsinki. The public trading is expected to commence on 10 February 2025. The existing notes in the series are admitted to trading on the Helsinki Stock Exchange.

    NatWest Markets N.V. acts as the Dealer for the issue of the new tranche.

    MUNICIPALITY FINANCE PLC

    Further information:

    Joakim Holmström
    Executive Vice President, Capital Markets and Sustainability
    tel. +358 50 444 3638

    MuniFin (Municipality Finance Plc) is one of Finland’s largest credit institutions. The owners of the company include Finnish municipalities, the public sector pension fund Keva and the Republic of Finland. The Group’s balance sheet totals over EUR 50 billion.

    MuniFin builds a better and more sustainable future with its customers. Our customers include municipalities, joint municipal authorities, wellbeing services counties, joint county authorities, corporate entities under the control of the above-mentioned organisations, and affordable social housing. Lending is used for environmentally and socially responsible investment targets such as public transportation, sustainable buildings, hospitals and healthcare centres, schools and day care centres, and homes for people with special needs.

    MuniFin’s customers are domestic but the company operates in a completely global business environment. The company is an active Finnish bond issuer in international capital markets and the first Finnish green and social bond issuer. The funding is exclusively guaranteed by the Municipal Guarantee Board.

    Read more: https://www.kuntarahoitus.fi/en/

    Important Information

    The information contained herein is not for release, publication or distribution, in whole or in part, directly or indirectly, in or into any such country or jurisdiction or otherwise in such circumstances in which the release, publication or distribution would be unlawful. The information contained herein does not constitute an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of, any securities or other financial instruments in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration, exemption from registration or qualification under the securities laws of any such jurisdiction.

    This communication does not constitute an offer of securities for sale in the United States. The notes have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”) or under the applicable securities laws of any state of the United States and may not be offered or sold, directly or indirectly, within the United States or to, or for the account or benefit of, U.S. persons except pursuant to an applicable exemption from, or in a transaction not subject to, the registration requirements of the Securities Act.

    The MIL Network –

  • MIL-OSI: Municipality Finance issues GBP 14,6 million notes under its MTN programme

    Source: GlobeNewswire (MIL-OSI)

    Municipality Finance Plc
    Stock exchange release
    7 February 2025 at 10:00 am (EET)

    Municipality Finance issues GBP 14,6 million notes under its MTN programme

    Municipality Finance Plc issues GBP 14,6 million notes on 10 February 2025. The maturity date of the notes is 10 February 2026. The notes bear interest at a fixed rate of 4.30% per annum.

    The notes are issued under MuniFin’s EUR 50 billion programme for the issuance of debt instruments. The offering circular, the supplemental offering circular and the final terms of the notes are available in English on the company’s website at https://www.kuntarahoitus.fi/en/for-investors.

    MuniFin has applied for the notes to be admitted to trading on the Helsinki Stock Exchange maintained by Nasdaq Helsinki. The public trading is expected to commence on 10 February 2025.

    Morgan Stanley & Co. International plc acts as the dealer for the issue of the notes.

    MUNICIPALITY FINANCE PLC

    Further information:

    Joakim Holmström
    Executive Vice President, Capital Markets and Sustainability
    tel. +358 50 444 3638

    MuniFin (Municipality Finance Plc) is one of Finland’s largest credit institutions. The company is owned by Finnish municipalities, the public sector pension fund Keva and the Republic of Finland.
    The Group’s balance sheet totals over EUR 50 billion.

    MuniFin builds a better and more sustainable future with its customers. MuniFin’s customers include municipalities, joint municipal authorities, wellbeing services counties, corporate entities under their control, and non-profit organisations nominated by the Housing Finance and Development Centre of Finland (ARA). Lending is used for environmentally and socially responsible investment targets such as public transportation, sustainable buildings, hospitals and healthcare centres, schools and day care centres, and homes for people with special needs.

    MuniFin’s customers are domestic but the company operates in a completely global business environment. The company is an active Finnish bond issuer in international capital markets and the first Finnish green and social bond issuer. The funding is exclusively guaranteed by the Municipal Guarantee Board.

    Read more: https://www.kuntarahoitus.fi/en/

    Important Information

    The information contained herein is not for release, publication or distribution, in whole or in part, directly or indirectly, in or into any such country or jurisdiction or otherwise in such circumstances in which the release, publication or distribution would be unlawful. The information contained herein does not constitute an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of, any securities or other financial instruments in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration, exemption from registration or qualification under the securities laws of any such jurisdiction.

    This communication does not constitute an offer of securities for sale in the United States. The notes have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”) or under the applicable securities laws of any state of the United States and may not be offered or sold, directly or indirectly, within the United States or to, or for the account or benefit of, U.S. persons except pursuant to an applicable exemption from, or in a transaction not subject to, the registration requirements of the Securities Act.

    The MIL Network –

  • MIL-OSI China: Foreigners enjoy China’s improved mobile payment

    Source: China State Council Information Office 3

    Tourists from France enjoy a soup dumpling at Yuyuan Garden Mall in Shanghai, east China, Jan. 21, 2025. [Photo/Xinhua]

    Foreign visitors in China experienced a smoother, more convenient travel environment during this year’s Spring Festival, thanks to improvements to the country’s mobile payment systems.

    The latest data from the People’s Bank of China shows that the volume of transactions made by international tourists during the Chinese New Year holiday, which ran from Jan. 28 to Feb. 4 this year, surged significantly from last year. The total number of cross-border transactions processed by China UnionPay and NetsUnion Clearing Corporation increased 124.54 percent, and the total transaction value grew 90.49 percent.

    This jump in payment activity reflects not only the growing appeal of China as a travel destination but also the seamless integration of mobile payment systems for foreign visitors.

    In cities like Shanghai, foreign tourists can now use international credit cards or mobile payment apps such as Alipay for shopping, dining and sightseeing, which allowed tourists to enjoy the cultural experiences on offer fully during the Chinese New Year.

    German tourist Carla Uhrmacher, who visited the famous Yuyuan Garden in the eastern Chinese metropolis of Shanghai, was impressed by the ease with which she could use her mobile payment app to buy traditional Chinese crafts and souvenirs. “Whether using Visa or Mastercard, or mobile payment systems, it’s all very seamless,” she noted, highlighting how accessible these payment methods are for international visitors.

    This Spring Festival saw an increase in payment transactions and a significant rise in the number of foreign visitors to China. Inbound arrivals during this year’s Spring Festival hit a record high, with a 150 percent year-on-year leap reported, Lin Jian, a spokesperson for China’s foreign ministry, told a press conference on Wednesday, citing data from third-party platforms.

    While popular destinations such as Beijing, Shanghai and Guangzhou continued to attract large numbers of foreign travelers during the holiday, cities like Suzhou, Xi’an, Chengdu and Xiamen emerged as new favorites for international tourists using mobile payment services, Alipay data shows.

    This surge in international visitors can be largely attributed to China’s ongoing efforts to enhance its payment services for foreigners. The country has made it easier for international travelers to use their foreign credit cards by allowing them to link these cards directly to popular Chinese mobile payment platforms like Alipay and WeChat Pay.

    An increasing number of international e-wallets are now also supported for use in China. Alipay, for example, now allows users to link 13 different overseas e-wallets from countries like the Philippines, Thailand and Singapore.

    Though cashless payment services have improved significantly, foreign tourists can also take advantage of a network of nearly 70,000 bank branches, 320,000 ATMs, and currency exchange facilities across the country.

    This year’s Spring Festival also saw a notable increase in foreigner spending, particularly in cities like Beijing, where tourists from various countries flocked to shopping areas such as Qianmen Street to purchase souvenirs, local teas and trendy clothing.

    This spending boom is backed by figures, with the number of transactions made by foreign visitors on WeChat increasing 134 percent compared to last year’s Spring Festival, and with the total spent via Alipay rising 150 percent during the first five days of the holiday. These figures reflect not only the convenience of mobile payments but also the growing enthusiasm of foreign tourists to purchase Chinese goods and immerse themselves in local culture.

    An increasingly open China is becoming an even more attractive destination for international tourists as Chinese New Year is celebrated globally, and as payment services continue to improve, analysts in China have noted. And these improved payment experiences will make China travel even smoother and more enjoyable for international visitors.

    MIL OSI China News –

  • MIL-OSI Global: DRC conflict: talks have failed to bring peace. Is it time to try sanctions?

    Source: The Conversation – Africa – By Patrick Hajayandi, Research Affiliate, University of Pretoria

    The crisis in the eastern Democratic Republic of Congo (DRC) escalated at the end of January 2025 when Goma, the capital of the province of North Kivu, fell to Rwanda-backed M23 rebels.

    The civilian population is paying a heavy price as a result of ongoing violence, despite a series of initiatives aimed at creating conditions for peace. Since the re-emergence of the M23 in November 2021, violent clashes with the Congolese army have led to thousands of deaths and displaced more than one million people in North Kivu province alone.

    Patrick Hajayandi, whose research focuses on peacebuilding and regional reconciliation, examines previous attempts at finding peace in eastern DRC – and what needs to happen next.

    What efforts have been made by the DRC and Rwanda to ease tensions?

    The eastern DRC has become the site of renewed tensions between Kigali and Kinshasa. Rwanda lies to the east of the DRC. The two nations share a border of about 217 kilometres.

    Kigali accuses the DRC of hosting the Democratic Forces for the Liberation of Rwanda, the largest illegal armed group operating in the conflict area. Better known by its French acronym, FDLR, the group has stated its intention to overthrow the Rwandan government.

    On the other hand, Kinshasa accuses Rwanda of supporting and arming the M23, which seeks to control the two Kivu provinces, North and South. The involvement of the Rwandan Defence Forces in direct combat alongside the M23, corroborated by UN experts, has escalated the spread of violence.

    Despite current tensions between Kinshasa and Kigali, a few years ago the two governments engaged in collaborative efforts to solve the problem posed by the numerous armed groups operating in eastern DRC.

    Such efforts included two joint operations with Congolese and Rwandan forces aimed at neutralising the FDLR. These joint operations in 2008 and 2009 were known as Operation Kimia and Umoja Wetu. In 2019 and 2020, soon after he took power, President Felix Tshisekedi allowed the Rwandan army to conduct operations against the FDLR in Congolese territory.

    However, in recent years, relations have soured badly between Kinshasa and Kigali. This has led to regional efforts to broker peace.

    Why has it been so difficult for regional actors to broker peace in the DRC?

    The first complicating factor relates to the different roles that regional actors play in the DRC.

    The involvement of a multitude of countries points to the complexity underlying the conflict and the diverse geopolitical interests. The DRC shares a border with nine countries: Angola, Burundi, the Central African Republic, the Republic of Congo, Rwanda, South Sudan, Tanzania, Uganda and Zambia.

    In 2022, the African Union asked Angolan president João Lourenço to mediate between the DRC and Rwanda. The process he oversees is known as the Luanda Process and seeks to defuse the escalation of violence across the region. In particular, it has sought to reduce tensions between Kigali and Kinshasa.

    The East African Community is directly involved in peace initiatives to restore peace in DRC. It has appointed former Kenyan president Uhuru Kenyatta to lead what is called the Nairobi Process.



    Read more:
    DRC-Rwanda crisis: what’s needed to prevent a regional war

    The DRC has rebuffed the East African Community’s reconciliation efforts. And Rwanda recently criticised both processes, suggesting the country had lost confidence in the ability of Lourenço and Kenyatta to find a solution.

    In May 2023, the Southern African Development Community, of which the DRC is a member state, deployed a peace mission. This followed the exit of troops from the East African Community.

    Other countries play different roles directly or indirectly in various missions in the DRC. Burundi is supporting military operations there under the framework of bilateral agreements in the defence sector. Uganda also deployed troops, ostensibly in pursuit of jihadist-backed armed rebels three years ago. However, this deployment has been a destabilising factor, with Kampala facing accusations of supporting the M23.

    What have been the main hurdles in the way of these initiatives?

    The East African Community Regional Force was deployed to pursue peace in eastern DRC as part of the Nairobi Process. However, this mission was cut short due to four main challenges:

    • differences over mission objectives: the DRC government believed that the East African Community Regional Force would militarily confront M23 rebels. But the force had different objectives. As indicated by its commander, the deployment was to focus on overseeing the implementation of a political agreement, not run a military confrontation.

    • contrasting views among the leaders of the East African Community member states on how to address the DRC’s crisis: the DRC and Rwanda are both members of the community. Rwanda is vocal about stopping the persecution of Congolese Tutsi in the DRC. However, there is a growing perception that Rwanda is supporting the M23 as a proxy force to allow it to control mineral resources. This has stalled reconciliation efforts.

    • a lack of financial support for the talks: the African Union and regional bodies don’t have enough funding to support the interventions required to make meaningful progress.

    The Luanda Process has not been able to bring tangible results either. The reasons for this failure include bad faith from the parties involved. This was reflected in the continued capture of territories by Rwanda-backed M23 rebels, despite a July 2024 ceasefire.

    After the January 2025 seizure of Goma and wave of deaths and displacement that followed, the M23 declared another ceasefire. Whether it will hold remains to be seen.

    Rwanda’s behaviour in the ongoing conflict is complicating peace efforts. Kigali continues to deny supporting the M23 armed group. But it is participating in negotiations that involve the M23 and the DRC government. These contradictions make it difficult to know exactly who must be held responsible when, for example, a ceasefire is violated.

    What’s required to give peace in the DRC a chance?

    The current peace initiatives have been ineffective; they are routinely violated. What is needed is real pressure on the actors involved in spreading violence, forcing them to halt their destructive activities.

    Congolese Nobel Prize winner Denis Mukwege, for example, has called for diplomatic and economic measures to end the aggression in the DRC. This would mean implementing sanctions and aid conditionalities in both Kigali and Kinshasa against the military and political leaders orchestrating violence against civilian populations.

    Interventions should also include addressing structural causes of the conflict in the DRC, including resource exploitation.

    There is also a need to address impunity as an essential step towards lasting peace. Rwanda must not continue to support an armed group that is attacking a neighbour. Kigali needs to be held accountable. International pressure is essential in halting attacks. The DRC government must also play its role as a guarantor of security for all its citizens.

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

    – ref. DRC conflict: talks have failed to bring peace. Is it time to try sanctions? – https://theconversation.com/drc-conflict-talks-have-failed-to-bring-peace-is-it-time-to-try-sanctions-248792

    MIL OSI – Global Reports –

  • MIL-OSI Africa: DRC conflict: talks have failed to bring peace. Is it time to try sanctions?

    Source: The Conversation – Africa – By Patrick Hajayandi, Research Affiliate, University of Pretoria

    The crisis in the eastern Democratic Republic of Congo (DRC) escalated at the end of January 2025 when Goma, the capital of the province of North Kivu, fell to Rwanda-backed M23 rebels.

    The civilian population is paying a heavy price as a result of ongoing violence, despite a series of initiatives aimed at creating conditions for peace. Since the re-emergence of the M23 in November 2021, violent clashes with the Congolese army have led to thousands of deaths and displaced more than one million people in North Kivu province alone.

    Patrick Hajayandi, whose research focuses on peacebuilding and regional reconciliation, examines previous attempts at finding peace in eastern DRC – and what needs to happen next.

    What efforts have been made by the DRC and Rwanda to ease tensions?

    The eastern DRC has become the site of renewed tensions between Kigali and Kinshasa. Rwanda lies to the east of the DRC. The two nations share a border of about 217 kilometres.

    Kigali accuses the DRC of hosting the Democratic Forces for the Liberation of Rwanda, the largest illegal armed group operating in the conflict area. Better known by its French acronym, FDLR, the group has stated its intention to overthrow the Rwandan government.

    On the other hand, Kinshasa accuses Rwanda of supporting and arming the M23, which seeks to control the two Kivu provinces, North and South. The involvement of the Rwandan Defence Forces in direct combat alongside the M23, corroborated by UN experts, has escalated the spread of violence.

    Despite current tensions between Kinshasa and Kigali, a few years ago the two governments engaged in collaborative efforts to solve the problem posed by the numerous armed groups operating in eastern DRC.

    Such efforts included two joint operations with Congolese and Rwandan forces aimed at neutralising the FDLR. These joint operations in 2008 and 2009 were known as Operation Kimia and Umoja Wetu. In 2019 and 2020, soon after he took power, President Felix Tshisekedi allowed the Rwandan army to conduct operations against the FDLR in Congolese territory.

    However, in recent years, relations have soured badly between Kinshasa and Kigali. This has led to regional efforts to broker peace.

    Why has it been so difficult for regional actors to broker peace in the DRC?

    The first complicating factor relates to the different roles that regional actors play in the DRC.

    The involvement of a multitude of countries points to the complexity underlying the conflict and the diverse geopolitical interests. The DRC shares a border with nine countries: Angola, Burundi, the Central African Republic, the Republic of Congo, Rwanda, South Sudan, Tanzania, Uganda and Zambia.

    In 2022, the African Union asked Angolan president João Lourenço to mediate between the DRC and Rwanda. The process he oversees is known as the Luanda Process and seeks to defuse the escalation of violence across the region. In particular, it has sought to reduce tensions between Kigali and Kinshasa.

    The East African Community is directly involved in peace initiatives to restore peace in DRC. It has appointed former Kenyan president Uhuru Kenyatta to lead what is called the Nairobi Process.

    Read more: DRC-Rwanda crisis: what’s needed to prevent a regional war

    The DRC has rebuffed the East African Community’s reconciliation efforts. And Rwanda recently criticised both processes, suggesting the country had lost confidence in the ability of Lourenço and Kenyatta to find a solution.

    In May 2023, the Southern African Development Community, of which the DRC is a member state, deployed a peace mission. This followed the exit of troops from the East African Community.

    Other countries play different roles directly or indirectly in various missions in the DRC. Burundi is supporting military operations there under the framework of bilateral agreements in the defence sector. Uganda also deployed troops, ostensibly in pursuit of jihadist-backed armed rebels three years ago. However, this deployment has been a destabilising factor, with Kampala facing accusations of supporting the M23.

    What have been the main hurdles in the way of these initiatives?

    The East African Community Regional Force was deployed to pursue peace in eastern DRC as part of the Nairobi Process. However, this mission was cut short due to four main challenges:

    • differences over mission objectives: the DRC government believed that the East African Community Regional Force would militarily confront M23 rebels. But the force had different objectives. As indicated by its commander, the deployment was to focus on overseeing the implementation of a political agreement, not run a military confrontation.

    • contrasting views among the leaders of the East African Community member states on how to address the DRC’s crisis: the DRC and Rwanda are both members of the community. Rwanda is vocal about stopping the persecution of Congolese Tutsi in the DRC. However, there is a growing perception that Rwanda is supporting the M23 as a proxy force to allow it to control mineral resources. This has stalled reconciliation efforts.

    • a lack of financial support for the talks: the African Union and regional bodies don’t have enough funding to support the interventions required to make meaningful progress.

    The Luanda Process has not been able to bring tangible results either. The reasons for this failure include bad faith from the parties involved. This was reflected in the continued capture of territories by Rwanda-backed M23 rebels, despite a July 2024 ceasefire.

    After the January 2025 seizure of Goma and wave of deaths and displacement that followed, the M23 declared another ceasefire. Whether it will hold remains to be seen.

    Rwanda’s behaviour in the ongoing conflict is complicating peace efforts. Kigali continues to deny supporting the M23 armed group. But it is participating in negotiations that involve the M23 and the DRC government. These contradictions make it difficult to know exactly who must be held responsible when, for example, a ceasefire is violated.

    What’s required to give peace in the DRC a chance?

    The current peace initiatives have been ineffective; they are routinely violated. What is needed is real pressure on the actors involved in spreading violence, forcing them to halt their destructive activities.

    Congolese Nobel Prize winner Denis Mukwege, for example, has called for diplomatic and economic measures to end the aggression in the DRC. This would mean implementing sanctions and aid conditionalities in both Kigali and Kinshasa against the military and political leaders orchestrating violence against civilian populations.

    Interventions should also include addressing structural causes of the conflict in the DRC, including resource exploitation.

    There is also a need to address impunity as an essential step towards lasting peace. Rwanda must not continue to support an armed group that is attacking a neighbour. Kigali needs to be held accountable. International pressure is essential in halting attacks. The DRC government must also play its role as a guarantor of security for all its citizens.

    – DRC conflict: talks have failed to bring peace. Is it time to try sanctions?
    – https://theconversation.com/drc-conflict-talks-have-failed-to-bring-peace-is-it-time-to-try-sanctions-248792

    MIL OSI Africa –

  • MIL-OSI Russia: Marat Khusnullin: Russia’s construction complex is developing scientific, technical and educational infrastructure of universities

    Translartion. Region: Russians Fedetion –

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

    Moscow State University of Civil Engineering

    February 6, 2025

    Moscow State University of Civil Engineering

    February 6, 2025

    Previous news Next news

    Moscow State University of Civil Engineering

    The creation of modern conditions for education and research activities in Russian higher education institutions is an important part of the work of the Russian construction complex. High-quality infrastructure attracts talented students and scientists, promotes innovation and strengthens the positions of universities. Ultimately, this is a contribution to the future of the country, because it is within the walls of universities that specialists are trained who will move science and the economy forward, noted Deputy Prime Minister Marat Khusnullin.

    On the instructions of President Vladimir Putin, a network of world-class university campuses is being created in Russia. One of these projects will be implemented at the Moscow State University of Civil Engineering.

    “NRU MGSU is a flagship university in the construction industry. It has recently been included in the list of universities that provide training for engineering personnel and scientific developments for the country’s technological leadership. It has become the basic organization of the CIS member states for training and advanced training for personnel in the construction and housing and communal services industries. Last year, the university held the most successful admissions campaign in recent years. The passing scores for state-funded programs have increased significantly in a number of specialties. MGSU entered the top 10 universities in Moscow and the Moscow region in terms of the dynamics of the quality of state-funded admission. President Vladimir Vladimirovich Putin supported the project to create a world-class campus on the basis of NRU MGSU. And today, the development of design and estimate documentation for the construction of two blocks of the educational and scientific cluster has already begun. Architectural and planning solutions have been agreed upon with the university,” said Deputy Prime Minister, Chairman of the Board of Trustees of NRU MGSU Marat Khusnullin.

    The construction of the campus facilities of the National Research Moscow State University of Civil Engineering is planned to be carried out in two stages until 2035. Within the first stage, three blocks of the educational and scientific cluster, a sports and recreation complex, an ice arena, and a student dormitory will be built. The area of the new facilities will be more than 172 thousand square meters, facilities with an area of more than 10 thousand square meters will be reconstructed, and major repairs of the existing buildings of the National Research Moscow State University of Civil Engineering are planned.

    Currently, design and estimate documentation is being developed for blocks “A” and “B” with an area of over 69 thousand square meters, which will house advanced research and educational spaces, coworking spaces, creative workshops and public catering areas.

    “When the campus is ready, it will be possible to implement a full innovation cycle on the basis of NRU MGSU, from the idea to the implementation of techniques and technologies, digital solutions, designs and materials in the construction industry and housing and communal services. I am sure that this will help popularize construction professions, achieve national goals and implement national projects,” Marat Khusnullin emphasized.

    In addition, work continues on the construction of university campuses on the premises of other universities. For example, as part of the Oryol State University named after I.S. Turgenev, the public-law company “Unified Customer in the Sphere of Construction” is constructing an educational and laboratory building and a dormitory complex.

    “The construction of the dormitory complex, consisting of three buildings, started in the summer of 2024. Currently, builders are actively performing monolithic work at the site; the construction of structures is already 60% complete. About 1,500 students will be able to live in comfortable conditions. The buildings will also have gyms, rooms for independent study and leisure,” the Deputy Prime Minister noted.

    The educational and laboratory building with an area of over 27 thousand square meters will house a prototyping and reengineering center, an auditorium, a library and other premises. The student campus will become a modern open space for education, science and business.

    Three more campuses are currently being built by Unified Customer in Yekaterinburg, Novosibirsk and Kaliningrad.

    At the same time, the Russian construction complex is developing the infrastructure of other universities that were not included in the world-class campus program. Including those facilities whose construction was delayed.

    Thus, the construction of five educational and laboratory buildings of the Crimean Federal University named after V.I. Vernadsky in Simferopol began in 2019 and 2022, but was suspended. In 2024, the construction was entrusted to the PPK “Unified Customer”. As reported by Marat Khusnullin, monolithic work has been completed in the building of the educational building of the Institute of Foreign Philology. More than one thousand students and teachers will be able to study and work in this building.

    “The eight-story building of the Institute of Foreign Philology will house classrooms and lecture halls, modern computer rooms, a reading room with an archive, a buffet with a dining room for 48 people, teachers’ offices, as well as a center for the language cultures of the small peoples of Crimea and other premises. The construction of the building is planned to be completed and equipped with modern technological equipment in 2026,” said Karen Oganesyan, General Director of the Unified Customer PPC.

    In addition, KFU continues construction of buildings for the Physics and Technology Institute, student center, administrative building, and the Architecture and Civil Engineering Academy. The total area of the buildings is over 46 thousand square meters.

    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: Falcon Oil & Gas Ltd. – Completion of Shenandoah SS-2H ST1 stimulation

    Source: GlobeNewswire (MIL-OSI)

    Falcon Oil & Gas Ltd.

    Completion of Shenandoah SS-2H ST1 stimulation

    07 February 2025 – Falcon Oil & Gas Ltd. (TSXV: FO, AIM: FOG) is pleased to announce the completion the Shenandoah S2-2H ST1 (“SS-2H ST1”) stimulation in the Beetaloo Sub-basin, Northern Territory, Australia with Falcon Oil & Gas Australia Limited’s joint venture partner, Tamboran (B2) Pty Limited.

    Key Highlights

    • Successfully completed 35 stages across the 1,671-metre (5,483-feet) horizontal section of the Amungee Member B-shale with the Liberty Energy (NYSE: LBRT) modern stimulation equipment.
    • Stimulation activities achieved five stages over a 24-hour period on multiple days.
    • The average proppant intensity was 2,706 pounds per foot (lb/ft) and achieved wellhead injection rates above 100 barrels per minute.
    • The average stage spacing is 48-metres (~157-feet).
    • The SS-2H ST1 well will be completed ahead of clean out activities and the commencement of initial flow back and extended production testing.
    • Further updates on the completion of the Shenandoah South 4H (SS-4H) well will be provided in due course.

    Philip O’Quigley, CEO of Falcon commented:

    “We are extremely encouraged about the potential of the current stimulation program based on strong gas shows and other data observed whilst drilling. In addition, the experienced US operator, Liberty Energy, have shown the efficiencies they can achieve which will provide us with the greatest opportunity for the best possible outcomes from this stimulation program. We look forward to updating the market on the IP30 flow test results 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 of SS-2H ST1; Liberty Energy conducting the stimulation campaign; and commencement of initial flow back and extended production testing and updates on 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 Asia-Pac: Criminal procedure bill gazetted

    Source: Hong Kong Information Services

    The Criminal Procedure (Amendment) Ordinance 2023 (Commencement) Notice was published in the Government Gazette today. 

    The new “no case to answer” appeal mechanism under the Criminal Procedure (Amendment) Ordinance 2023 will come into operation on April 14.
     
    The Criminal Procedure (Amendment) Bill 2023 was passed by the Legislative Council on July 12, 2023.
     
    The amendment ordinance provides for a “no case to answer” appeal mechanism, which allows the prosecution to appeal against rulings of no case to answer made by the Court of First Instance of the High Court in criminal trials with a jury. The new appeal mechanism has since awaited enactment of the Criminal Procedure (Appeal against Ruling of No Case to Answer) Rules before it commences.
     
    The rules, which set out the procedural matters for the new appeal mechanism to facilitate its smooth operation in practice, were made by the Criminal Procedure Rules Committee under the Criminal Procedure Ordinance on November 14, 2024. The rules were approved by LegCo on January 8, 2025.
     
    With a view to bringing the new appeal mechanism into operation as soon as practicable, the Secretary for Justice, under the amendment ordinance, has appointed April 14, 2025, as the day on which the relevant provisions come into operation. The rules will come into operation on the same day.
     
    The Department of Justice explained that the new “no case to answer” appeal mechanism addresses the lacuna in the criminal appeal system due to the prosecution’s inability to appeal against erroneous rulings of no case to answer made by judges of the Court of First Instance in jury trials and prevents possible miscarriage of justice.
     
    The commencement notice will be tabled at LegCo on February 12 for negative vetting.

    MIL OSI Asia Pacific News –

  • MIL-OSI: Progress in customer activity as well as core banking activities continued, and credit quality remained strong – Record-high net profit of DKK 23.6 billion, improving return on equity to 13.4%

    Source: GlobeNewswire (MIL-OSI)

    Press release Danske Bank
    Bernstorffsgade 40
    DK-1577 København V
    Tel. + 45 45 14 14 00

    7 February 2025

    Progress in customer activity as well as core banking activities continued,
    and credit quality remained strong
    Record-high net profit of DKK 23.6 billion, improving return on equity to 13.4%
    Dividend of DKK 9.35 per share for the second half of 2024 as well as an extraordinary dividend of DKK 5.35 per share, in total DKK 14.7 per share
    The Board of Directors has decided to initiate a new share buy-back programme of DKK 5 billion

    Danske Bank has announced its financial results for 2024.
    Carsten Egeriis, Chief Executive Officer, comments on the financial results:

    “For Danske Bank, 2024 was a year in which we consistently delivered positive results from quarter to quarter, driven by increased customer activity, continually strong credit quality and a sustained, dedicated effort from the entire organisation. Consequently, we maintained our positive commercial momentum, resulting in a solid financial performance.

    One year into the execution of our Forward ’28 strategy, we have made substantial progress within our technology transformation and customer engagement, and we can see that our investments in enhancing the customer experience have resulted in increasingly positive customer satisfaction scores.

    Our continued focus on cost discipline and on maintaining strong credit quality resulted in two upward adjustments of our financial guidance in 2024. On the basis of our strong financial results and solid capital position, the total distribution in 2024 amounts to 100% of net profit, thus honouring the commitment we have made to our shareholders.

    With our advanced customer offerings, deep expertise and solid financial position, Danske Bank is strongly positioned to create value for customers, shareholders and society. In a time of heightened geopolitical uncertainty, rapid technological shifts and increasing sustainability challenges, we will continue to focus on opportunities and solutions for households and businesses alike.”

    The annual report is available at www.danskebank.com. Highlights are shown below:

    2024 vs 2023
    Total income of DKK 56.4 billion (up 8%)
    Operating expenses of DKK 25.7 billion (up 1%)
    Loan impairments of DKK -543 million (2023: DKK 262 million)
    Net profit of DKK 23.6 billion (up 11%)
    Return on shareholders’ equity of 13.4% (2023: 12.7%)
    Strong capital position, with a CET1 capital ratio of 17.8% (2023: 18.8%). The ratio reflects strong capital generation and the full deduction of the announced 40% additional capital distribution.
    Solid progress towards Forward ’28 ambitions and 2026 targets
    2024 was the first full year of our Forward ’28 strategy, and we are well-positioned for future growth as we maintain our trajectory towards strengthening our position as a leading bank in the Nordic region and make significant investments in our customer offerings.

    For personal and private banking customers, with Forward ’28, a sharpened focus in each of our markets has allowed us to further strengthen our relations with existing customers and attract new ones. For business and institutional customers, we want to be a leading bank in the markets in which we operate. Our approach focuses on meeting evolving market demands while fostering high long-term customer and employee satisfaction.

    Significant progress with our technology transformation paved the way for a better customer experience and improved efficiency. In 2024, we made substantial progress in terms of using digitalisation, data, AI and technology to improve customer engagement while reducing costs and operational risks. We developed a new version of our District online banking platform that is tailored to small businesses and is expected to launch in Denmark in the first half of 2025. We also launched a new welcoming app that makes it both easier and faster to become a personal customer with us.

    Across the bank, we have made GenAI a strategic priority, and our GenAI-powered solutions offer key opportunities to unlock productivity gains. During 2024, we launched DanskeGPT, which has been adopted by almost 16,000 users across the organisation, corresponding to 74% of all employees. We have also deployed GenAI-powered tools for our software developers, and these tools are driving solid productivity improvements.

    In 2024, Danica developed its new commercial strategy, Forward ’28 – Danica, which aims to make Danica the preferred pension company in Denmark by 2028. The strategy, which took effect on 1 January 2025, focuses on the importance of making customer interactions with Danica easy and convenient through digital solutions and on offering comprehensive healthcare offerings, attractive returns and quality advice. These elements are expected to be key growth drivers over the next few years. The strategy aligns with the strategic direction set in Danske Bank’s Forward ’28 strategy, underscoring the significant potential in synchronising services between the bank and the pension business.

    As the success of our strategy relies on solid execution, we have a significant focus on our employees, supported by investments in development activities, leadership and the workplace. Employee satisfaction and engagement scores continued to improve from already high levels and are now above the industry benchmark.

    Sustainability is a key focus area in Forward ’28, and our ambition is to be a leading Nordic bank in terms of supporting the sustainability transition of customers, businesses and the Nordic societies that we are a part of. Our efforts are reinforced by new ESG advisory services, comprehensive staff training, recruitment of specialists and strategic partnerships, all aimed at supporting our customers’ sustainability transition. In line with European regulation, for the 2024 annual report, Danske Bank has prepared a sustainability statement in accordance with the Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS).

    Better-than-expected macroeconomic conditions
    Macroeconomic conditions developed more favourably than expected in the markets in which we operate. Especially in Denmark, the inflation and growth outlook improved during the year, and this development is forecast to continue as central banks continue their easing trajectories, leading to lower rates for both households and businesses. Although the growth outlook has improved broadly speaking in the Nordic region, the uncertainty related to Europe’s long-term growth prospects and ability to innovate persists.

    In times of uncertainty for both Danske Bank and our customers, our well-capitalised balance sheet has enabled us to be a strong financial partner for our customers, and we have continued to support them with risk management expertise and expert advice.

    Strong financial performance
    An improved commercial momentum in our business, supported by better-than-expected macroeconomic conditions and strong credit quality have enabled us to strengthen profitability and generate record-high net profit. The return on equity thus increased from 12.7% to 13.4%, highlighting our positive trajectory and progress towards our 2026 targets.

    In 2024, total income grew 8%, driven by a sustained uplift in core banking income. Despite central bank rate cuts and lower deposit margins as well as overall muted credit demand, net interest income showed the expected strong development, with increasing net interest income throughout the year. Net fee income continued the positive traction throughout the year, reflecting our overall strong development and ability to do more business with existing customers and to attract new customers. We saw a higher level of fee income from cash management products, and customer activity generally remained high. Furthermore, we saw an increase in investment fees generated by strategic investments in our private banking offerings as well as a strong development in fees from asset management.

    Net trading income remained stable, and net income from insurance business benefited from stable financial markets, with the health and accident business continuing to be challenged, however.

    Operating expenses developed according to plan and were at the same level as in 2023. The minor year-on-year increase was caused mainly by higher investments in our technology transformation made under our Forward ’28 strategy and staff costs that were impacted by wage inflation. Costs related to financial crime prevention and legacy remediation decreased in line with our plan for a normalisation of costs, and together with prudent cost management, this led to an improvement in the cost/income ratio to 46% from 49%.

    Loan impairment charges amounted to a net reversal of DKK 543 million, reflecting strong credit quality and modest impairments against single-name exposures coupled with a review of post-model adjustments. We continue to apply significant post-model adjustments as well as a scenario-based macroeconomic model to cater for potential tail risks that are not evident in our portfolio. Overall, the macroeconomic environment improved during 2024 and was characterised by lower inflation, lower interest rates and an enhanced growth momentum.

    Overall, we ended the year with the same positive momentum that we saw in the first nine months of 2024. This resulted in record-high net profit of DKK 23.6 billion, up 11% from 2023.

    “The first year of execution of our Forward ’28 strategy, 2024 was an important year for Danske Bank’s financial performance: With income growth driven by our growing core income as well as our continued efforts to support customers and drive the commercial momentum, net profit represents a record-high result,” says Stephan Engels, Chief Financial Officer.
    We continue to create value to the benefit of our customers, our shareholders and society: Our tax expense amounted to DKK 7.6 billion, and given our strong capital position, and in line with the Forward ’28 strategy, the financial year 2024 enables us to make a significant payout to our shareholders.

    Delivering on capital distribution
    Given our strong balance sheet, and as planned in the Forward ’28 strategy, the financial year 2024 yields a significant payout to our shareholders. We paid a dividend of DKK 7.50 per share in connection with the interim report for the first half of 2024, and we propose a dividend of DKK 9.35 per share for the second half of 2024 as well as an extraordinary dividend of DKK 5.35 per share. Furthermore, on 6 December 2024, we announced a special dividend of DKK 6.50 per share following the successful transfer of the personal customer business in Norway. In total, our distribution for 2024 amounts to DKK 28.70 per share.

    It remains crucial for us to create value for all our stakeholders, including our shareholders, customers, employees and the societies we are part of, and as a bank we need to attract capital from shareholders to lend and do business. Besides large institutional investors, our capital distribution benefits most major pension funds in Denmark as well as private individuals in Denmark, who have invested part of their savings in Danske Bank shares. In total, we have more than a quarter of a million investors, of which more than half are private individuals in Denmark.

    Danske Bank’s dividend policy for 2025 remains unchanged, targeting a dividend payout of 40-60% of net profit in the form of annual dividend payments.

    Share buy-back
    The share buy-back programme launched in February 2024 of DKK 5.5 billion was completed in January 2025.

    On the basis of the financial results for 2024, the Board of Directors has decided to initiate a new share buy-back programme of DKK 5 billion, taking the total payout ratio to 100% of net profits when including the dividend for 2024 but excluding the special dividend related to the transfer of the personal customer business in Norway. The programme, which has been approved by the Danish Financial Supervisory Authority, will start on 10 February 2025.

    Outlook for 2025
    We expect net profit for 2025 to be in the range of DKK 21-23 billion.
    The outlook is subject to uncertainty and depends on economic conditions.

    Download the Annual Report as zip here.

    Danske Bank

    Contact: Helga Heyn, Head of Media Relations, tel. +45 45 14 14 00

    More information about Danske Bank’s financial results is available at www.danskebank.com/reports.

    Attachments

    The MIL Network –

  • MIL-OSI Australia: Minister Rishworth interview on 3AW drive with Jacqui Felgate

    Source: Ministers for Social Services

    E&OE TRANSCRIPT

    Topics: NDIS; NDIS fraud; Investment in Saver Plus.

    JACQUI FELGATE, HOST:    I do want to touch base now, though, on the NDIS, because I think it’s a really important issue and it’s one that a lot of victims in this case and a lot of people with disabilities and special needs that needed help under the last system didn’t get it. It’s now in the hands of Amanda Rishworth, who’s the new Minister for the NDIS following the retirement of Labor MP Bill Shorten. So, for the first time on 3AW, she joins me now. Minister, really appreciate your time.

    AMANDA RISHWORTH, MINISTER FOR SOCIAL SERVICES:    Great to be with you.

    AMANDA RISHWORTH:    Well, what it means in practical terms is that if someone has a permanent and significant disability, what they can do is go to see a planner at the NDIS and they will make an assessment and give you funding to buy in a whole range of individualised supports. So, that might be therapy supports like physiotherapy, it might be personal care or nursing. It might be equipment like a wheelchair. Previously to the NDIS, people just used to get allocated a wheelchair or told to go to a certain place and that’s where they could get their physiotherapy. When the NDIS came in, you got funding in which the person with the disability could go and then find a provider and spend the money they were allocated to get that service. So, it provided a lot more control for people with disability. It has changed so many people’s lives, but it’s very individualistic, so it is what you need as an individual. And so it is quite complex at times and can be difficult to navigate, but it really has changed so many people’s lives because it’s provided an individualised support for people that need it.

    JACQUI FELGATE:    So, when you say complex, we do know the system has been fraught with problems to the point of alleged fraud as well. Last year, when we spoke to a lot of, particularly parents of young children, they felt like their funding had been reduced or cut unnecessarily. Are you going through all of those cases on an individual basis and can you reassure people that those who really need it are going to get the funding?

    AMANDA RISHWORTH:    Firstly, I would say that as Minister, the NDIS review process happens independently for me. But I can say and give your listeners reassurance, there haven’t been any changes around the rules in which young children are assessed. What there has been a change to is a list of what’s in and can be funded by the NDIS and what’s out of that list. And that was about making sure that the NDIS funds were actually used appropriately. There are a lot of things that were on that list that, you know, salt therapy was one of these things. There’s no evidence for that. But when it comes to children, there have been no changes around access and what can be funded under the scheme. There’s an individualised assessment to that and that’s really important. But there haven’t been any changes to what can be funded.

    JACQUI FELGATE:    And what about the rorts and the fraud? How can you guarantee that that won’t happen in the future?

    AMANDA RISHWORTH:    Look, some of the cases, particularly service providers that have been acting appallingly, was really shocking. So, we have, as under the previous Minister, set up what was called the Fraud Fusion Task Force, which actually brought together intel from a range of agencies, the AFP, the NDIA and a whole range of structures to deal with fraud. And so that continues do its work to make sure it’s identifying dodgy actors in this and hold them to account. And we have a number of ongoing investigations and referrals for prosecution. But some of the other work that’s been really important to make sure that this money gets used wisely is making sure people understand what can be funded and what can’t be, particularly service providers. They need to understand and give the right advice. So, the other element I’m really keen on is driving up quality. So, this isn’t just bad actors in the scheme, this is actually making sure that every participant, when they spend their NDIS money, get a high quality service, that there’s appropriate safeguards and protections in place as well.

    JACQUI FELGATE:    So, how do you think it got to that point, though, where we heard the most ridiculous examples and we heard the most desperate examples of people who really needed help but couldn’t get it? And then the rorts, like how did it allow over all these years, how did that get to that point, Minister?

    AMANDA RISHWORTH:    Well, people just weren’t paying attention. I mean, ultimately you heard stories the…

    JACQUI FELGATE:    The former Minister wasn’t paying attention?

    AMANDA RISHWORTH:    The former government wasn’t paying attention. I mean, when Minister Shorten came into this portfolio, he identified very quickly that there had been no checks and balances, that there hadn’t been proper oversight over this scheme. It had been left just to meander and there hadn’t been the appropriate protections put in place. So, Minister Shorten himself identified this very quickly and has stood up a whole range of oversight mechanisms to look at this. So, it really was the previous government…

    JACQUI FELGATE:    You can’t always blame the previous government, though, you have been in power for nearly four years.

    AMANDA RISHWORTH:    Well, you know about the challenges because we’ve identified them. You know about these cases that have happened over the last two years because they haven’t got away with it. I mean, that’s ultimately why, you know about these circumstances, why we’ve seen some of the articles in the paper, is because we have now got the oversight mechanisms to identify them and take them to court. So, we do need to maintain vigilance on this. It is critically important, but it’s also important that people don’t get dodgy service and there is quality services out there as well.

    JACQUI FELGATE:    Okay, so what’s the Saver Plus program and how’s that going to make a difference?

    AMANDA RISHWORTH:    The Saver Plus program is separate from the NDIS. This is a really important program where people that may be wanting to get a bit more financial capability to have matched savings with the ANZ Bank. We have just funded this program. It’s been going for 21 years. We’ve now extended their funding for another five years. It’s funded through the Brotherhood of St Laurence and really does support people become financially resilient and support them for really good saving habits. So, it’s a really good program. And I’m really pleased that today we’ve announced extra funding for that.

    JACQUI FELGATE:    Amanda Rishworth is the Minister for Social Services and the NDIS. Really appreciate your time, Minister.

    AMANDA RISHWORTH:    Thank you.

    MIL OSI News –

  • MIL-OSI New Zealand: Tunnelling begins at site of Mt Messenger Bypass

    Source: New Zealand Transport Agency

    Tunnelling has begun this week at the Te Ara o Te Ata – Mt Messenger Bypass project in North Taranaki.

    Following an early morning blessing from mana whenua and iwi partner Ngāti Tama, the first cut was made by a 110-tonne road header machine that will excavate the project’s 235-metre tunnel.

    Road headers have boom-mounted telescopic cutting heads, making them ideal for diverse geological conditions.  A shovel plate at the front of the road header collects the excavated rock and soil, which is then conveyed via a belt to dump trucks at the back of the machine.  

    The 235-metre tunnel will be an important part of the Bypass project, contributing to a much more resilient stretch of State Highway 3.

    NZ Transport Agency Waka Kotahi Project Manager Caleb Perry says having the road header onsite is really exciting for the project.

    “We’ll start to see some progress with the road header excavating up to 3 metres every day.

    “The tunnel will be cut in two stages, with the upper portion (top heading) first, followed by the bottom section (bench). At regular intervals, excavation will be paused and ‘shotcrete’ – a sprayed-on concrete – will be applied to the crown and walls to line and support the structure.

    “The design and construction of the tunnel are similar to the Northern Gateway Tunnel in Auckland and the tunnel will be large enough to accommodate loads up to and including house removals – this isn’t something that can currently be accommodated on the steep, narrow winding stretch of SH3.”

    At this stage, the excavation is expected to be completed later this year.

    “The Mt Messenger Bypass will make this stretch of SH3 much more resilient, and safer for all motorists, providing a secure connection through North Taranaki, especially for freight.

    “The finished tunnel will incorporate cultural elements acknowledging Ngāti Tama tūpuna, the traditional guardians of the northern gateway to Taranaki.”

    Backgound

    The Mt Messenger project has named this road header ‘Hinetūparimaunga’ – the atua of mountains and cliffs.

    A design on the side of the roadheader depicts Hinetūparimaunga with outstretched limbs supporting the roof, walls and floor of the underground space. A yellow background represents the light that will flood into the tunnel upon its completion.

    Images: The roadheader and initial progress

    MIL OSI New Zealand News –

  • MIL-OSI Australia: Sebastopol Community Hub starting to come to life

    Source: Australian Ministers for Regional Development

    A project that will transform Sebastopol and become a vital part of community life has reached a major construction milestone.

    The concrete slab of the Sebastopol Community Hub is about to be poured, as significant progress continues to be made towards the community-shaping project.

    It is expected the structural steel framing will be complete in autumn as the designs start to become reality.

    The community hub will provide a vital facility for Sebastopol and surrounding suburbs and has extensive financial support from all three tiers of government.

    The collaborative project is jointly funded by the City of Ballarat (up to $5 million), the Federal Government ($4.5 million) via the Investing in Our Communities program and the State Government ($4.5 million) via the Building Blocks Capacity program.

    The Sebastopol Community Hub will include:  

    • Three 22-place kindergarten rooms  
    • A main hall with a 150-person capacity
    • Three meeting rooms with varying capacities ranging from 12-50 people
    • Maternal child health consulting rooms
    • A community kitchen
    • A kindergarten play space and an undercover play area
    • On-site carparking

    City of Ballarat Mayor, Cr Tracey Hargreaves joined Federal Member for Ballarat Catherine King and Member for Wendouree Juliana Addison for an inspection of the early stages of the works on Friday.

    Significant progress has been made since the previous site tour in June 2024, with the project on track for completion in early 2026.

    Cr Hargreaves said it was an exciting stage for the project at the corner of Vickers and Beverin streets.

    “We are extremely proud to have both Federal and State support for this project and to see it starting to come to life is incredible,” she said.

    “This is going to be a transformational project for the Sebastopol area that will provide an enormous boost to community life for a wide range of people.”

    Federal Member for Ballarat Catherine King said the facility would provide a boost for a range of generations.

    “It’s so exciting to see this important project taking shape,” she said.  

    “The new Sebastopol Community Hub will be a place of learning and social connection for both kinder kids and senior citizens.

    “It will be a special, multi-generational facility and that will serve our community for generations to come.”

    Member for Wendouree Juliana Addison said the facility would benefit the entire community.

    “By investing $4.5 million into the Sebastopol Community Hub through our Building Blocks Capacity program, we are not only creating new kindergarten rooms and places – but contributing funds for a much-needed purpose built space for the whole community,” she said. 

    MIL OSI News –