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  • MIL-OSI Global: Australia’s social media ban shows how extreme the technology debate has become – there’s a better way

    Source: The Conversation – UK – By James Conroy, Professor of Religious and Philosophical Education and Vice Principal, Internationalisation, University of Glasgow

    Miyao/Shutterstock

    The recent decision by the Australian government to introduce a ban on social media for under-16s has been received with both praise and condemnation.

    Those who approve of the proposal tend to consider that children are being exploited by egregious levels of exposure to this technology. Opponents of the ban argue that it is not proportionate to the potential harms of denying young people appropriate access to what have become integral features of everyday existence.

    This somewhat adversarial situation falls prey to the twin perils of fatalism and
    disasterism. It characterises the wider conversation about how we engage with the digital world. Here, fatalism signifies a weary resignation and disasterism suggests that we are all going to hell in a handcart. More specifically, these impulses impinge directly on school policy making and practice.

    In our Economic and Social Research Council funded research project, Teaching for Digital Citizenship, my colleagues and I have sought to uncover more nuanced accounts of how young people engage with technology by collaborating with them.

    The students in our study pointed us away from an adversarial framing of the issue and towards the need to foster more traditional forms of democratic thought. These practices draw on a robust tradition of what’s known as education for citizenship. That is, teaching students how to be active, thoughtful and informed citizens in a democratic society.

    Such a robust notion of education for citizenship has been championed by a range of thinkers. Most notably, the British political theorist Bernard Crick in the 1990s and the educational thinker Lawrence Stenhouse in the 1970s. They both offered ideas about educational practices that rely not on the technology, nor on corporations, but on older “analogue” traditions of critical thought and engagement in subjects.

    The students in our project expressed anxiety and sometimes guilt that they had spent too much time on their apps. By their own estimation, they were using apps for about eight hours a day. They told us that they were working on self discipline, but struggled to maintain these habits.

    Proactively, the students’ response to their own growing awareness of the grip that their apps had over their time was to try to engage in more analogue study activities, such as reading books. But they were concerned to discover that their capacity for reading was limited. Some observed that they found it challenging to read more than five pages.

    This is not to suggest that there are only downsides to being immersed in digital life. Many students suggested that there were also huge benefits. For example, they reported that gaming helped them acquire new skills and perspective.

    These examples illustrate the ambiguities of social media apps and their effect on those of school age.

    Ambiguous effects

    In many countries, schools are required to provide remedies for a whole range of social ills – and often in a manner that is of questionable relevance to the purpose of education.

    In his Ruskin Speech in 1976, former British prime minister James Callaghan asked whether education should be more aligned with the needs of industry, especially in providing the skills for employment. Since then, education in the UK, as elsewhere, has slowly moved away from how we should live, and towards how we are to make our living.

    Today, educators accept that young people, along with the rest of us, will spend their lives entangled in a complex digital world. The task of education should therefore primarily be to act as a productive space in which students can critically reflect upon, and form judgments about that world.

    Australian prime minister Anthony Albanese said the country’s ban would reduce the
    Juergen Nowak / Shutterstock

    Our research project engaged representatives from a variety of different sectors, including big tech companies, policymakers, teachers and ethicists. We also carried out an extensive survey, which highlighted that online safety and harm prevention should be prioritised within schools.

    Our insights underscore the importance of recognising and reinforcing education as a way of reflecting on the way we live – and an opportunity for providing critical distance from the dilemmas of our everyday lives. The ban on social media in Australia, or indeed on any technology, therefore misses a key consideration about the purpose of education.

    As has been seen under governments that have restricted the internet, banning technology rather than securing students’ safety may only serve to heighten the allure of that technology. Indeed, in our discussions with the students, they frequently reported their ability to deploy virtual private networks to circumvent their schools’ firewalls.

    In November, Australian communications minister, Michelle Rowland, claimed that “there is wide acknowledgment that something must be done in the immediate term to help prevent young teens and children from being exposed to streams of content, unfiltered and infinite”.

    I believe that this misunderstands both the problem and the solution. The actual problem is not that the content is “unfiltered and infinite”. It’s that it is highly curated to serve the profit-making objectives of tech corporations, and not the interests of children.

    The solution, then, is not to banish the problem but to address it. Education in the digital age needs to be re-imagined as a vibrant way to reflect and critique the ways we live our lives.

    James Conroy 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. Australia’s social media ban shows how extreme the technology debate has become – there’s a better way – https://theconversation.com/australias-social-media-ban-shows-how-extreme-the-technology-debate-has-become-theres-a-better-way-245123

    MIL OSI – Global Reports –

  • MIL-OSI Global: Québec’s religious symbols law: Appealing to the Supreme Court for real rights under the Charter

    Source: The Conversation – Canada – By Natasha Bakht, Full professor, Faculty of Law, L’Université d’Ottawa/University of Ottawa

    The Supreme Court of Canada has announced that it will hear a challenge to Québec’s secularism law, known as Bill 21.

    The law, passed in 2019 “to affirm the laicity of the State,” restricts certain public sector employees in Québec from wearing religious symbols “while exercising their functions.”

    Those challenging Bill 21 have used a variety of legal tools to oppose a law they argue imposes discriminatory treatment, mainly on Muslim women.

    Muslim women who wear hijabs, and other visibly religious minorities, have been living with the ongoing effects of the law for more than five years. This includes the inability to be employed as a public-school teacher, government lawyer or judge, despite their expertise and training. For those who were already working in the public service while wearing a religious symbol, the law prohibits them from receiving any promotions or transfers.

    There are also restrictions when receiving public services, specifically that a person must uncover their face. This may deter niqab- and burqa-wearing women from accessing public services that they need and deserve.

    When a discriminatory law is enacted, it has implications beyond the legislated text. In Québec, it has promoted the rejection of those who live visibly religious lives through violence on the streets and an insistence that they do not belong to Canadian society.

    The exclusionary power of this law has created a culture of discrimination such that Muslim women are prohibited from wearing the clothing of their choice in employment sectors even beyond the parameters of Bill 21.

    Overriding rights: the notwithstanding clause

    The case is also significant because of the Québec government’s use of Section 33 of the Canadian Charter of Rights and Freedoms — known as the notwithstanding clause — and Section 52 of the Québec Charter of Human Rights and Freedoms to shield the law from legal challenges.

    Bill 21 was enacted with broad popular support in Québec. However, Canadian history is replete with examples of discriminatory laws, from the Indian Act to the Chinese Exclusion Act to the legal orders authorizing Japanese internment camps. Without strict guardrails around how Section 33 can be used, Canadian governments could gain great leeway to create legislation that infringes upon Charter rights.

    Typically, a discriminatory law like Bill 21 would never withstand a constitutional challenge since the Canadian and Québec Charters protect religious freedom and the right to equality. However, because the Québec government invoked both override provisions pre-emptively — before a court could decide on the law’s constitutionality — challenging the law has become more difficult.

    The Charter’s Section 33 is called the “notwithstanding clause” because it permits federal Parliament or provincial/territorial legislatures to make laws notwithstanding (in other words, despite) certain rights and freedoms guaranteed in the Charter. Essentially, it gives governments the power to override certain constitutional provisions. A Section 33 declaration is valid for five years, after which it ceases to have effect, unless it is renewed, as it was in the case of Bill 21.



    Read more:
    The history of the notwithstanding clause

    Despite the predominant view among legal experts that Bill 21 is discriminatory, and a finding by the Québec Superior Court that it has a cruel and dehumanizing impact on Muslim women, the law continues to stand because courts have interpreted Section 33 to have no substantive limits.

    Unwritten constitutional principles

    With this case, the Supreme Court of Canada has a critical opportunity to set reasonable parameters around the use of Section 33 that will have important implications for human rights cases in the future.

    The notwithstanding clause permits governments to override some of our most cherished Charter rights: religious freedom, equality, rights to life, liberty and security of the person, the right against unreasonable search and seizure, the right against arbitrary arrest and detention, and the right to legal counsel among other rights. Therefore, there must be constitutional constraints on its use.

    Section 33 should not be viewed as a bottomless pit where rights and freedoms go to die.

    The Canadian Constitution contains an irreducible minimum core of human rights embodied in unwritten constitutional principles that have been recognized multiple times by the Supreme Court of Canada.

    The Supreme Court has defined unwritten constitutional principles as norms that “inform and sustain the constitutional text.” The unwritten constitutional principle most relevant to addressing Bill 21 is “respect for or protection of minorities.” The protection of minorities was a key consideration motivating the enactment of the Charter of Rights and Freedoms and it is a fundamental norm of justice so basic that it must inform the scope of Section 33’s use.

    A CBC News report on the Supreme Court of Canada agreeing to hear arguments in a case about Québec’s Bill 21.

    ‘Blank cheque?’

    The unwritten constitutional principle of “respect for minorities” provides a constitutional guardrail against abuse of Section 33, which has been interpreted by judges as a constitutional blank cheque, allowing governments to reduce rights to discretionary entitlements.

    Since the notwithstanding clause lives within the Canadian Constitution itself, it must conform to the defining features of the constitutional structure. The use of Section 33 must be consistent with the fundamental “principles that define our society.” For rights to be real and meaningful — to be legal pillars that people can rely on — they must have enduring constitutional protection.

    To achieve this, the Supreme Court of Canada needs to draw appropriate boundaries around the use of Section 33. If the notwithstanding clause continues to be viewed as an open licence for governments to pick and choose which rights they respect, one might reasonably question whether Charter rights exist at all.

    Natasha Bakht has received funding from the Social Sciences and Humanities Research Council of Canada. She has also advised the National Council of Canadian Muslims and the Women’s Legal Education and Action Fund on their research/litigation regarding Bill 21.

    Lynda Collins 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. Québec’s religious symbols law: Appealing to the Supreme Court for real rights under the Charter – https://theconversation.com/quebecs-religious-symbols-law-appealing-to-the-supreme-court-for-real-rights-under-the-charter-248490

    MIL OSI – Global Reports –

  • MIL-OSI USA: Study Confirms Positive Impact of Early Release Initiative

    Source: United States Courts

    “I realized I could effect change as well as be the change,” said Brough, who now works as a driver transporting medical supplies and other goods across the Midwest. “It was fulfilling to know that my testimony played a pivotal role in the commission’s decision to make a rule change retroactive and allow more people like me to be released early and get a second chance at life.”

    The Judiciary is making increased use of early release from supervision as a way to allow low-risk former supervisees to get their lives on track earlier than they otherwise could.

    With early release, people who satisfy the terms of their probation and prove that they pose no danger to the community are freed from supervision before the date originally established by the court. Judges make the decisions on a case-by-case basis and must be satisfied that “such action is warranted by the supervisee’s conduct and is in the interest of justice,” according to a new report by the Administrative Office of the U.S. Courts (AO).

    The study found that the rate of approved early releases increased to 28 percent of all case closures in 2023, up from 22 percent in 2014. People who were considered low-risk based on scientific methods employed by probation offices were three times more likely to receive early termination than people in the high-risk category.

    Early release from supervision can also remedy the excessive terms of supervision given to non-violent drug offenders in recent decades. The study showed that people convicted of drug offenses were about two times more likely to receive early termination – 34 percent – than those convicted of weapons or public order violations.

    “Some people on supervision are at a high risk of recidivism and do need help, but that’s not everyone in our system,” said Thomas H. Cohen, an AO researcher who conducted the study. “The majority of them skew low risk. They should be monitored for some time, but if they demonstrate they are unlikely to commit a new crime, why not consider them for early release?”

    Robert Gumm was one of those low-risk people on supervision after serving nearly seven years in prison. His eyes welled with tears when his U.S. probation officer called him with the news that he had been approved for early release from supervision. For the first time in over a decade, Gumm was a free man and he was determined to right wrongs and rebuild trust within his community.

    “Nick, my probation officer, took a chance on me, and I’ve not let him down and I won’t let him down. But I also won’t let myself or my family down,” said Gumm, who now owns and operates a concrete business in Somerset, Kentucky. “The fact that he trusted in me meant everything to me.” 

    Gumm had been convicted of the illegal sale of the prescription drug oxycodone and served his time in a federal prison in Kentucky. Today, he is striving to be a positive force in his community. Gumm started a bass fishing team for junior and high school students and organized a fishing tournament for adults, which raised over $50,000 for Kentucky flood victims.

    MIL OSI USA News –

  • MIL-OSI USA: IAM Union Statement on Tragedy at Reagan Washington National Airport

    Source: US GOIAM Union

    WASHINGTON, Jan. 30, 2025 – The 600,000-memeber IAM Union, the largest airline and defense labor union in North America, which represents maintenance and stores members at PSA Airlines, released the following statements:

    “As a union with deep ties in the aviation, aerospace and defense industries, as well as a significant presence in Wichita, we are heartbroken by the crash at Reagan Washington National Airport,” said IAM International President Brian Bryant. “We are thinking of those impacted by this tragedy and we are extremely grateful for the first responders who have been heroically working in dangerous conditions. The full resources of the IAM are available to everyone involved, and we will continue to monitor the situation closely as it unfolds.”

    “The IAM’s Flight Safety Team is in route to DCA to assist in any way with the investigation into this tragedy,” said IAM Air Transport Territory General Vice President Richie Johnsen. “The IAM’s Employee Assistance Program and Critical Incident Response Team are also fully engaged and ready to assist our membership, as well as our union family at ALPA and AFA-CWA. We continue to send our thoughts and prayers to those affected.” 

    The International Association of Machinists and Aerospace Workers (IAM) is one of North America’s largest and most diverse industrial trade unions, representing approximately 600,000 active and retired members in the aerospace, defense, airlines, railroad, transit, healthcare, automotive, and other industries. 

    goIAM.org | @MachinistsUnion

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    MIL OSI USA News –

  • MIL-OSI Global: Air pollution may protect against skin cancer, finds new study – but the health risks are far more serious

    Source: The Conversation – UK – By Justin Stebbing, Professor of Biomedical Sciences, Anglia Ruskin University

    Air pollution might protect against the most dangerous type of skin cancer, melanoma, a new study finds. However, it’s crucial to approach these results with caution and consider the broader context of air pollution’s effects on human health.

    At first glance, the study’s conclusion is surprising. It showed that higher levels of particulate matter (PM), so-called PM10 and PM2.5 with the numbers 10 and 2.5 referring to the size of the actual air pollutant, may have a protective effect against melanoma.

    The researchers found that increased exposure to these air pollutants was associated with a decreased risk of developing melanoma. It’s important, though, to understand the limitations of this study and why we shouldn’t rush to embrace air pollution as a potential shield against skin cancer.

    One of the main issues with this study is its observational design which can only show associations, not prove causation. This means that while there might be a link between higher particulate matter levels and lower melanoma risk, we can’t say for certain that air pollution is directly causing this effect.

    It was also undertaken in one area of Italy, and there weren’t many participants compared to other studies of this type. While it’s possible that higher PM levels might block out exposure to ultraviolet (UV) radiation, the primary environmental risk factor for melanoma, this doesn’t mean that air pollution is good for our health overall.

    It’s crucial to emphasise that air pollution is extremely harmful to human health in numerous ways. Particulate matter, especially the fine particles (PM2.5), can penetrate deep into our lungs and even enter our bloodstream. This exposure has been linked to a wide range of serious health problems, including respiratory diseases.

    Air pollution can cause or exacerbate conditions like asthma, chronic obstructive pulmonary disease (COPD) and lung cancer. Exposure to particulate matter increases the risk of heart attacks, strokes and other cardiovascular problems. Additionally, a lot of recent research has shown links between air pollution and cognitive decline, dementia, and other neurological disorders.

    The list is very long here and air pollution has even been associated with low birth weight, preterm birth and other adverse pregnancy outcomes. In fact, long-term exposure to air pollution is estimated to cause millions of premature deaths worldwide each year, even at lower amounts of PM.

    While this study focused on melanoma, air pollution has been linked to increased risk of other types of skin problems, including premature ageing, hyperpigmentation (a skin condition that causes patches of skin to darken) and exacerbation of dermatological conditions like atopic dermatitis and psoriasis.

    It’s also worth noting that the potential reduction in UV exposure due to air pollution doesn’t make it a safe or desirable alternative to proper sun protection. There are much healthier ways to protect ourselves from harmful UV radiation, such as using sunscreen, wearing protective clothing and seeking shade during peak sunlight hours. Prevention is, after all, better than treatment or a cure.

    Risks far outweigh the benefits

    Although this study provides an interesting perspective on the complex relationship between environmental factors and melanoma risk, it should not be interpreted as evidence that air pollution is beneficial for our health. To the researchers’ credit, they do mention some of the limitations and issues with their own work in the paper.

    The potential slight reduction in melanoma risk, if confirmed by further research in larger studies and in other locations, would be far outweighed by the numerous and severe health risks associated with exposure to air.

    It’s important that we all continue to advocate for cleaner air and support policies that reduce air pollution. The overall benefits of clean air for our health, the environment and quality of life are immense and well established. At the same time, we should maintain good sun protection habits to reduce our risk of skin cancer, including melanoma.

    Future research may help us better understand the complex interactions between environmental factors and cancer risk, but for now, the message is clear: clean air is crucial for our health, and there are no shortcuts when it comes to protecting ourselves from both air pollution and UV radiation.

    Justin Stebbing 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. Air pollution may protect against skin cancer, finds new study – but the health risks are far more serious – https://theconversation.com/air-pollution-may-protect-against-skin-cancer-finds-new-study-but-the-health-risks-are-far-more-serious-248587

    MIL OSI – Global Reports –

  • MIL-OSI Global: Art, music and science combine at a new whale exhibition at Winchester Cathedral

    Source: The Conversation – UK – By Ryan Reisinger, Associate Professor in Marine Biology and Ecology, University of Southampton

    University of Southampton, CC BY-NC-ND

    The nave of Winchester Cathedral in Hampshire is, until February 26 2025, home to three monumental ambassadors from the sea, sculpted by artist Tessa Campbell Fraser.

    In Campbell Fraser’s immersive art installation, three sculpted sperm whales (the largest of the toothed whales), hang from the cathedral ceiling. Toothed whales have teeth instead of the keratinous baleen that blue whales and others use to feed on tiny animals, such as krill. Sperm whales, which feed mainly on squid, are the largest predators alive today.

    Their ecology is strange, but impressive. They are socially sophisticated, massive-brained, far-wandering, deep-diving and loud. Sperm whale clicks are the loudest biologically produced sound ever recorded.

    Whales use these strange vocalisations to echolocate as they hunt for prey and to communicate to each other. In this installation, Campbell Fraser has creatively employed sperm whale clicks to vibrate paint on the banners that hang alongside the whales in the cathedral, serving as a visual representation of sperm whale “codas”. These repetitive patterns of clicks, lasting a few seconds, have intrigued researchers since they were first recorded off North Carolina, US, in the 1950s.

    We now know that groups of sperm whales are organised into “vocal clans” based on unique coda repertoires. These whale call signatures have probably been learned culturally, but scientists are yet to understand what they mean.

    While carrying out her research, Fraser Campbell referenced a multidisciplinary research collaboration that’s seeking to translate whale calls using artificial intelligence. Already, that project has discovered that sperm whale codas are far more complex than previously thought.

    The three whale sculptures (which are between three and five metres long) are made, in part, from “ghost gear” – this is abandoned, lost, and discarded fishing gear, collected at sea by British charity Ghost Fishing UK. Floating ghost gear, which includes fishing nets, can kill or entangle marine life such as whales.

    At the opening of the exhibition, Campbell Fraser recounted reports of stranded sperm whales whose stomachs were filled with plastic debris. One sperm whale that was found dead in Pas-de-Calais, France, had 25kg of debris, including nets and rope, in its stomach.

    Despite this lethal backstory, Fraser Campbell’s method of construction gives the whales an ephemerality and lightness. This seems at odds with their mass in real life, for sperm whales can weigh 45 tonnes, but it is apt considering they are nearly weightless in water. This has allowed baleen whales to evolve such massive bodies. Blue whales are the largest animals to have ever lived, despite feeding almost exclusively on tiny krill.

    These three sperm whales are on exhibition until 26 February 2025.
    The University of Southampton., CC BY-NC-ND

    Using netting in these sculptures represents, on one level, the increasing effects of humans on the ocean and whales. On another level, it hints at the long entanglement between human history and whales. Our spiritual, cultural and intellectual links with whales are represented through rich intersections of art and science.

    One famous literary example is the 1851 novel Moby Dick by Herman Melville, which artfully weaved descriptions of whale biology with the human story of pre-industrial whaling. This theme is also explored by our colleague Philip Hoare in his book Leviathan (2009).

    Unfortunately, people have negative effects on the oceans. The consequences of pollution, overfishing and climate change are widespread and increasing. Even in the furthest corners of the sea, whales may encounter humans or be affected by our influence, through climate change, noise and plastic pollution.

    Our research has shown how whale foraging areas in the remote western Antarctic peninsula overlap with an increasing fishery for Antarctic krill which now requires urgent and careful management to ensure its sustainability for people and whales.

    Through an unprecedented compilation of over 1,000 tracks from eight whale species globally, we have produced a world-first map of “whale superhighways” – the blue corridors whales use as they migrate across oceans. This map also highlights how these extensive migrations expose whales to a mosaic of threats at various scales. As a result, protecting whales requires coordinated effort at local and global scales.

    The art of acoustics

    Of course, scale is a key consideration in the design of cathedrals. Winchester is a particularly fine example – at 170m, it is the longest medieval cathedral in the world.

    On February 6, four composer-performers from the University of Southampton’s department of music will perform a specially commissioned, site-specific piece called Echolocations. The music will approach this intersection of art and scientific research from another angle, in part by responding to the expansive acoustics of the cathedral.

    Vocalist Liz Gre and pianist Ben Oliver, with live electronics performed by Pablo Galaz and Drew Crawford, will work with this acoustic to evoke the vast aquatic distances across which whales communicate. And inspired by the ghost netting in Fraser Campbell’s sculptures, the music will address the threat that ongoing human activities are having on marine ecosystems via noise pollution.

    We are polluting the oceans with plastic and sonic garbage. It sometimes seems we will be incapable of action until whale song ends up a digitally rendered collective memory.

    But this performance inspires the same qualities of imagination that enable us to conceive of building the gothic medieval wonder of the cathedral’s nave, conquer oceans to build global trade networks, mine the ocean floor and use machine learning to understand whale song. This level of imagination will be vital in creating a new set of sustainable relations with the rest of the planet.

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

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

    Ryan Reisinger receives funding from WWF and the UK Government through Darwin Plus.

    Drew Crawford 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. Art, music and science combine at a new whale exhibition at Winchester Cathedral – https://theconversation.com/art-music-and-science-combine-at-a-new-whale-exhibition-at-winchester-cathedral-248024

    MIL OSI – Global Reports –

  • MIL-OSI Global: Rachael Reeves’ route to economic growth is a slow one – and there are no guarantees voters will be patient enough

    Source: The Conversation – UK – By Steve Schifferes, Honorary Research Fellow, City Political Economy Research Centre, City St George’s, University of London

    Go My Media/Shutterstock

    After six months of talking down the economy and warning of tough times ahead, the UK chancellor Rachel Reeves has changed her tune. She is now much more optimistic about Britain’s economic prospects and has announced a raft of measures including major pension reforms designed to unlock cash to boost growth and productivity.

    But Labour’s political problem is that none of her plans will have an immediate impact on the UK’s anaemic growth rate – the economy has virtually flatlined for the last six months. From day one Reeves has put growth at the centre of her plans, and a lack of it will mean tough choices in the spring, when she must spell out government spending plans for the next three years.

    The government is focusing on a wide range of “supply side” reforms, including unleashing pension funds to invest in Britain, as well as relaxing the planning system and building infrastructure – many of which have an uncanny resemblance to measures once proposed by former prime minister Liz Truss.

    At the heart of these plans is a big increase in investment in infrastructure to boost productivity – things like roads, public transport and technology – where Britain lags behind its major rivals.

    But there’s a big catch. The independent spending watchdog, the Office for Budget Responsibility (OBR), estimates that it will take years – or even decades – for infrastructure projects to transform the British economy, with only a 0.1% boost in growth in the near term for every additional 1% on public investment.

    Without other measures that have a more immediate impact, the political risk to Labour is that its pledge to make everyone better off may feel hollow to voters.

    The challenges are particularly acute for big transport projects, as the debacle of HS2 illustrates. Even with changes to the planning system, work on expanding Heathrow airport is unlikely to start before 2030. And major projects like the Lower Thames crossing between Kent and Essex and the Sizewell C nuclear reactor in Suffolk have been in the planning stage for nearly 20 years.

    Electricity supply is another crucial area, with the need for more renewable energy and an expansion of the grid. This will now need to be financed largely by private capital as the government has scaled back its “green new deal”.

    So how exactly will all these big plans be financed? The government is hoping to unleash additional investment from the UK pension fund industry, by changing the rules to allow defined benefit (sometimes called final salary) schemes with surpluses to invest more widely.

    Although there is currently £160 billion available in these schemes, this could change if interest rates fall. It is also not clear how attractive such UK infrastructure investment would even be. Many projects, such as in privatised industries like water and electricity, will at least partly be funded by increased charges to consumers.

    The government’s own spending plans to increase public investment are relatively modest. These plans bring government capital spending (which allows for borrowing under the fiscal rules) just slightly above the historic average.

    Planning reform could also prove problematic. Although the government is changing some of the rules, especially in relation to housebuilding, planning decisions will be still made by local authorities. In many cases these will face strong local opposition, potentially delaying decisions.

    This points to the larger political problem for the government. The changes will not eliminate the tension between the government’s growth and environmental objectives, with the latter potentially a crucial issue in many of the marginal seats won by Labour in the last election.

    Heathrow expansion will put the government’s climate targets in serious jeopardy.
    Dinendra Haria/Shutterstock

    Prime Minister Keir Starmer has described the need to pull out the “weeds” of regulation as vital to growth plans. He has already sacked the head of the key regulatory agency, the Competition and Markets Authority. But allowing more consolidation of British industry could create monopolies, which tend to raise prices, increase profits and neglect investment.

    There are even greater concerns over possible deregulation of the financial sector, which could abolish many of the safeguards established after the global financial crisis in 2008.

    What’s missing?

    The government is much less clear on what it is going to do about the supply of skilled labour than the availability of capital. Shortages of skilled workers could limit progress on these big infrastructure projects if workers are also needed to build housing.

    Government plans for boosting skills training, and the funding for further and higher education, are still works in progress. Meanwhile, limits on immigration will reduce the number of skilled construction workers. And the details of the government’s plan to boost the labour force by getting more people on disability benefit back to work have yet to be spelled out.

    As Labour sets out its long-term growth plan, dark clouds are looming. In particular, in global terms the British economy is one of the most dependent on international trade and investment. But most of its trade is with its two largest trading partners – the EU and the USA.

    Growing protectionism in the US, coupled with a lack of access to EU markets caused by Brexit, could have a significant effect on Britain’s growth. The UK economy is projected by the IMF to grow by just 1.6% this year, which is still weak by historic standards.

    It may be of little consolation to the public if this is higher than in France and Germany. Reeves may well find that’s simply not enough to satisfy the expectations of voters.

    Steve Schifferes 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. Rachael Reeves’ route to economic growth is a slow one – and there are no guarantees voters will be patient enough – https://theconversation.com/rachael-reeves-route-to-economic-growth-is-a-slow-one-and-there-are-no-guarantees-voters-will-be-patient-enough-248690

    MIL OSI – Global Reports –

  • MIL-OSI Global: Growing ‘anti-gender’ movements are trying to restrict equality and sex education in schools around the world

    Source: The Conversation – UK – By Rachel Marcus, Senior Research Fellow, Gender Equality & Social Inclusion, ODI Global

    hxdbzxy/Shutterstock

    The start of a new Trump presidency in the US may well signal the introduction of policies that limit the knowledge children can access in schools.

    Already, districts in states across the US are able to ban books from schools and libraries, often on topics such as race and LGBTQ+ identities. And during the presidential campaign, Trump said that he would withhold federal funding from schools that “recognise transgender identities”.

    But these kinds of limits on education are not only present in the US. Across the world, there are concerted efforts to control who can access education and what children can learn in schools.

    “Anti-gender” movements reject the social changes that come from an increase in rights for women and LGBTQI+ people. They promote a social order based on patriarchal gender norms, heterosexual marriage and a binary understanding of gender. They target schools because education has unique potential to influence social norms and attitudes for the long term.

    These movements are funded largely by conservative foundations and individuals, largely in the US and Europe. They work together to disrupt children’s educational opportunities and undermine gender equality in the global south, particularly Africa and Latin America.

    My report, co-written with colleagues from the thinktank ODI Global, has found that this is an accelerating and well-funded trend. But it can be countered, including through the use of legislation that upholds human rights. Understanding the nature of these movements and how to counter them is vital to protect all children’s rights to a quality education.

    Global reach

    In the last decade, these movements have become greatly influential. They are global in reach and include politicians, foundations, think-tanks, media ecosystems, religious institutions and grassroots civil society.

    One such group, for instance, is the multi-lingual online platform CitizenGO. It mobilises people to sign petitions and engage in letter-writing campaigns to influence policy both at national and global levels.

    In 2017 CitizenGo sponsored an orange “anti-trans” bus that travelled through Europe and the Americas. Though the organisation boasts that it is funded by small donations, investigative research indicates it likely received seed funding from religious and far-right sources in Russia and western Europe.

    Between 2008 to 2017, the aggregate revenue of US-based organisations linked to the anti-gender movement amounted to US$6.2 billion (£5 billion) according to research from the Global Philanthropy Project, a group of funders aiming to advance LGBTI+ rights. Over this same period, 11 US-based organisations funnelled at least US$1 billion to like-minded organisations abroad.

    In schools, these movements focus on amplifying and manufacturing outrage around comprehensive sexuality education.

    Stifling sex education

    Comprehensive sex education has been developed to provide young people with age-appropriate and accurate information about sex, relationships, and bodily changes. It has been proven to help reduce teenage pregnancy and encourage safer, more equal sexual relationships. But it has become a lightning rod for the movement to generate fear, backlash and ignite parental protests in places as diverse as South Africa, Peru and Ghana.

    Anti-comprehensive sexuality education campaigns frame this educational content as inappropriate. They advocate for sex education based solely on “biological facts” or the promotion of abstinence.

    They present the discussion of topics such as consent and bodily autonomy, or information on contraception and safe sex practices, as likely to encourage sexual experimentation and teenage pregnancy. This is despite as decades of evidence showing that the opposite is true.

    In Peru, for example, the Con Mis Hijos No Te Metas (Don’t Mess with My Kids) movement started as a parental movement protesting against inclusion of gender equality material in the basic education curriculum. The movement’s campaigns have spread to oppose comprehensive sexuality education in countries including Argentina, Brazil, Chile, Colombia and Mexico.

    Students head to school in Rio de Janeiro, Brazil.
    A. M. Teixeira/Shutterstock

    With long-term flexible funding, the anti-gender movement can respond to emerging policies and situations. It can wage long-term campaigns to shift norms and policies.

    In regions such as Africa and Latin America, one of the most successful tactics has been to deploy anti-colonial language. This includes painting comprehensive sexuality education or acceptance of homosexuality as being imposed by “the west”.

    However, funding from conservative US and European foundations designed to entrench certain gender norms and forms of sexual morality in Latin America and Africa can equally be considered as a form of neo-colonialism. Between 2007 and 2020, over US$54 million was spent on the African continent by US-based Christian groups, supporting campaigns against LGBTQ+ rights and comprehensive sexuality education.

    Another key tactic is the dissemination of misinformation, exploiting parental anxieties and fears. These include exaggerated claims that often bear little relation to the actual content of curricula and learning materials.

    However, our research has found that in countries where legal frameworks and systems uphold human rights, legal action can protect access to a full and effective education.

    For example, strategic litigation has overturned state laws in Mexico and Brazil that restricted sexuality education. Legal approaches have also ended policies that banned adolescent mothers from returning to school in Sierra Leone.

    Countering misinformation about what is taught in schools is vital. This can involve sharing accurate information about topics such as sexuality education with parents, and usually works best as part of a face-to-face dialogue.

    CitizenGO have not responded to a request for comment.

    This research was funded by a grant to ODI Global from Global Affairs Canada.

    – ref. Growing ‘anti-gender’ movements are trying to restrict equality and sex education in schools around the world – https://theconversation.com/growing-anti-gender-movements-are-trying-to-restrict-equality-and-sex-education-in-schools-around-the-world-248071

    MIL OSI – Global Reports –

  • MIL-OSI Global: How nonprofits abroad can fill gaps when the US government cuts off foreign aid

    Source: The Conversation – USA – By Susan Appe, Associate Professor of Public Administration and Policy, University at Albany, State University of New York

    The U.S. Agency for International Development distributes a lot of foreign aid through local partners in other countries. J. David Ake/Getty Images

    The U.S. government gives other nations US$68 billion of foreign assistance annually – more than any other country. Over half of this sum is managed by the U.S. Agency for International Development, including funds for programs aimed at fighting hunger and disease outbreaks, providing humanitarian relief in war zones, and supporting other lifesaving programs such as the President’s Emergency Plan for AIDS Relief.

    President Donald Trump suspended most U.S. foreign aid on Jan. 20, 2025, the day he took office for the second time. The next day, Secretary of State Marco Rubio issued a stop-work order that for 90 days halted foreign aid funding disbursements by agencies like USAID.

    A week later, dozens of senior USAID officials were put on leave after the Trump administration reportedly accused them of trying to “circumvent” the aid freeze. The Office of Management and Budget is now pausing and evaluating all foreign aid to see whether it adheres to the Trump administration’s policies and priorities.

    I’m a scholar of foreign aid who researches what happens to the U.S. government’s local partners in the countries receiving this assistance when funding flows are interrupted. Most of these partners are local nonprofits that build schools, vaccinate children, respond to emergencies and provide other key goods and services. These organizations often rely on foreign funding.

    A ‘reckless’ move

    Aid to Egypt and Israel was spared, along with some emergency food aid. The U.S. later waived the stop-work order for the distribution of lifesaving medicines.

    Nearly all of the other aid programs remained on hold as of Jan. 29, 2025.

    Many development professionals criticized the freeze, highlighting the disruption it will cause in many countries. A senior USAID official issued an anonymous statement calling it “reckless.”

    InterAction, the largest coalition of international nongovernmental organizations in the U.S., called the halt contrary to U.S. global leadership and values.

    Of the $35 billion to $40 billion in aid that USAID distributes annually, $22 billion is delivered through grants and contracts with international organizations to implement programs. These can be further subcontracted to local partners in recipient countries.

    When this aid is frozen, scaled back or cut off altogether, these local partners scramble to fill in the gaps.

    The State Department manages the rest of the $68 billion in annual U.S. foreign aid, along with other agencies, such as the Peace Corps.

    The start of Marco Rubio’s tenure as U.S. secretary of state was marked by chaos and confusion regarding foreign aid flows.
    Kevin Dietsch/Getty Images

    How local nonprofits respond and adapt

    While sudden disruptions to foreign aid are always destabilizing, research shows that aid flows have fluctuated since 1960, growing more volatile over the years. My research partners and I have found that these disruptions harm local service providers, although many of them manage to carry on their work.

    Over the years, I have conducted hundreds of interviews with international nongovernmental organizations and these nonprofits’ local partners across Latin America, Africa and Asia about their services and funding sources. I study the strategies those development and humanitarian assistance groups follow when aid gets halted. These four are the most common.

    1. Shift to national or local government funding

    In many cases, national and local governments end up supporting groups that previously relied on foreign aid, filling the void.

    An educational program spearheaded by a local Ecuadorian nonprofit, Desarrollo y Autogestión, called Accelerated Basic Cycle is one example. This program targets young people who have been out of school for more than three years. It allows them to finish elementary school – known as the “basic cycle” in Ecuador – in one year to then enter high school. First supported in part by funding from foreign governments, it transitioned to being fully funded by Ecuador’s government and then became an official government program run by the country’s ministry of education.

    2. Earn income

    Local nonprofits can also earn income by charging fees for their services or selling goods, which allows them to fulfill their missions while generating some much-needed cash.

    For example, SEND Ghana is a development organization that has promoted good governance and equality in Ghana since its founding in 1998. In 2009, SEND Ghana created a for-profit subsidiary called SENDFiNGO that administers microfinance programs and credit unions. That subsidiary now helps fund SEND Ghana’s work.

    Bangladesh Rural Advancement Committee and the Grameen Bank, which is also in Bangladesh, use this approach too.

    3. Tap local philanthropy

    Networks such as Worldwide Initiatives for Grantmaker Support and Global Fund for Community Foundations have emerged to promote local philanthropy around the world. They press governments to adopt policies that encourage local philanthropy. This kind of giving has become easier to do thanks to the emergence of crowdfunding platforms.

    Still, complex tax systems and the lack of incentives for giving in many countries that receive foreign aid are persistent challenges. Some governments have stepped in. India’s corporate social responsibility law, enacted in 2014, boosted charitable incentives. For example, it requires 2% of corporate profits to go to social initiatives in India.

    4. Obtain support from diaspora communities

    Diasporas are people who live outside of their countries of origin, or where their families came from, but maintain strong ties to places they consider to be their homeland.

    Local nonprofits around the globe are leveraging diaspora communities’ desire to contribute to economic development in their countries of origin. In Colombia, for example, Fundación Carla Cristina, a nongovernmental organization, runs nursery schools and provides meals to low-income children.

    It gets some of its funding from diaspora-led nonprofits in the U.S., such as the New England Association for Colombian Children, which is based outside of Boston, and Give To Colombia in Miami.

    A push for the locals to do more

    Trump’s stop-work order coincided with a resurgence of a localization push that’s currently influencing foreign aid from many countries.

    With localization, nations providing foreign aid seek to increase the role of local authorities and organizations in development and humanitarian assistance. USAID has been a leading proponent of localization.

    I believe that the abruptness of the stop-work order is likely to disrupt many development projects. These projects include support to Ukrainian aid groups that provide emergency humanitarian assistance and projects serving meals to children who don’t get enough to eat.

    To be sure, sometimes there are good reasons for aid to be halted. But when that happens, sound and responsible donor exit strategies are essential to avoid the loss of important local services.

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

    – ref. How nonprofits abroad can fill gaps when the US government cuts off foreign aid – https://theconversation.com/how-nonprofits-abroad-can-fill-gaps-when-the-us-government-cuts-off-foreign-aid-248378

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Youth Justice Statistics: let’s build on this momentum

    Source: United Kingdom – Executive Government & Departments

    A blog by Keith Fraser, YJB Chair and Board Champion for Over-Represented Children.

    Keith Fraser

    Every year, we reach a pivotal moment in the youth justice calendar: the publication of our annual statistics.

    These figures are not just numbers on a page—they are essential tools that help us understand the landscape of youth justice in England and Wales. They inform our priorities,  support our advice to government ministers, and shape the support provided to children in the system.

    Looking at this year’s data, there are several positives worth celebrating, as well as persistent and emerging challenges we must continue to address.

    Fewer first time entrants and reduced knife offences

    One of the most encouraging trends is the continued fall in the number of children entering the youth justice system for the first time—a 3% drop to a record low. This is particularly welcome given the slight rise last year, which raised concerns that we might be witnessing a new upward trend.

    Early intervention remains key. All agencies hold a responsibility to prevent children from offending and the evidence says that the earlier we can support vulnerable children, the more likely they are to lead positive, constructive lives and contribute to our communities.

    The number of stop and searches has also fallen by 4%, though it remains a concern that over three-quarters result in No Further Action. This does little to build trust in policing and broader public services for children and young people, particularly among Black and other minority communities. We must ensure police and youth justice responses are both proportionate and appropriate.

    While we are pleased that many forces are adopting child-centred policing or a Child First approach to ensure better outcomes for children, victims and the wider community, there is clearly still work to be done.

    We are in conversation with our partners, such as the National Police Chiefs’ Council, to advocate for evidence-based practice, share advice   and to ensure scrutiny is in place to ensure that children from ethnic minorities are not disproportionately represented. We will also offer advice to Ministers on what our oversight tells us is needed to create the necessary improvements.

    It is reassuring to see a 6% drop in proven knife or offensive weapon offences committed by children, marking the sixth consecutive year of decline. While knife crime is often associated with children in the media, it is important to note that adults commit most of these offences.

    Addressing the root causes—such as poverty, trauma, exploitation, and fear—remains critical. The majority of children who carry knives often do so out of a legitimate sense of fear or victimisation. We must address and reduce  these societal pressures and help children develop better ways to manage risk and think through consequences.

    Another record low in the data was the average number of children in custody falling 3% against the previous year (to 430). While this is welcome, we advocate for a complete rethink of the approach to custody that is more in line with the new secure school. The secure school, which opened last year, places education and healthcare at the heart of its approach to support children and steer them away from reoffending.

    Emerging challenges

    Despite, or because of the reduced number of children in custody, we are concerned by the growing number of young adults aged 18 that remain there. These establishments are meant for children and yet the number of 18-year-olds has more than doubled from around 60 in the previous year to 150 in the latest year. This was due to pressures on capacity in the adult estate, and heightens the need for reform in the adult criminal justice system. 

    Another area that presents a significant challenge is the time it takes to process cases in the court system. On average, it now takes 225 days from offence to completion. This is four days longer than during the pandemic, when there were court closures, for cases to be resolved.

    Delays place a huge strain on children, their families, and victims alike. Prolonged uncertainty affects children psychologically and practically, leaving them unable to plan or move forward and potentially delaying them from accessing the right support at the right time.

    We are advocating for both short-term and long-term solutions. In the short term, youth courts should be given greater powers, as they are better suited to meet the needs of children than Crown Courts. Technological advancements, like the Common Platform, could also improve case progression. In the long term, we need systemic reform of courts t o streamline processes and reduce delays.

    Persistent issues

    Alarmingly, nearly three-quarters of children on custodial remand do not go on to receive custodial sentences.

    This means that hundreds of children and their families experience the negative effects of custody and then go on to receive a community sentence, or no sentence at all. Having children in custody that do not need to be there not only creates additional trauma and exposure to criminality for the children, but also leads to unnecessary risk and costs for the general public. The evidence is clear that contact with the criminal justice system, and custody, heightens the likelihood of reoffending.

    The proven reoffending rate for children has increased as has the number of children and the number of children who reoffended. This along with the reductions in first time entrants suggests that the children in the system now require a higher level of support to break free from an offending cycle. We will be looking at this very closely in the coming weeks.

    I have to say that I am greatly encouraged by the reduced over-representation of Black children across a range of areas. Compared to other ethnicities, Black children saw the biggest decrease in stop and search and first time entrants.

    While still massively over-represented compared to the general population, Black children in custody are at their lowest proportion since 2017. There is also a significant decrease (21%) in the numbers of Black children on remand, with Black children being the only ethnicity this year to see a reoffending rate decrease. We must be clear: any level of over-representation is unacceptable, but something is clearly working towards achieving change , and we remain determined to continue collaborating with our partners to address the contributors to racial disparity.

    I am particularly concerned by the fact that the proportion of children with Mixed ethnicity in custody has doubled over the past decade. We must understand why this is happening and, more importantly, work together to prevent it.

    Community-based solutions are essential. The London Accommodation Pathfinder is a promising example, providing targeted support to boys of Black or Mixed heritage who might otherwise be remanded to custody. By offering appropriate community settings, we can achieve better outcomes and reduce unnecessary detention.

    Let’s build on this momentum

    I want to express my heartfelt gratitude to everyone in the youth justice sector for their dedication and hard work. These statistics show that positive change is possible when we collaborate and adopt evidence-based approaches.

    But there is still much to do. Let’s continue to push for a youth justice system that recognises the potential in every child and supports them on their journey toward a brighter future.

    By working together, we can build on this momentum to ensure better outcomes for all children, and victims with less crime, and safer communities.

    Updates to this page

    Published 30 January 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Committee to consider proposals early engagement on possible Visitor Levy

    Source: Scotland – City of Perth

    The Council’s Economy and Infrastructure Committee will next week be asked for approval to begin early engagement on the possibility of a Perth and Kinross Visitor Levy Scheme, with a view to allowing elected members to make a decision informed by local feedback at the end of this year.

    The Visitor Levy (Scotland) Act 2024 grants local authorities the power to introduce a levy on overnight accommodation, with the funds raised reinvested locally to enhance the visitor experience.

    While a scheme like this could create significant opportunities for local investment, Councillor Eric Drysdale, Convener of Economy and Infrastructure, explained the importance of first listening to residents and leaders in the tourism industry locally.

    Councillor Drysdale said: “It’s really important to be clear that the question to committee next week is not about whether or not to introduce a Visitor Levy Scheme, it’s about getting the support to start speaking to those most affected about what would need to be taken into consideration. The feedback from this early engagement is essential to make sure that we are able to make an informed decision before committing to the approach in Perth and Kinross.”

    Tourism is a significant part of the Perth and Kinross economy, but with high visitor numbers there is also an impact on our local communities.

    Councillor Drysdale added: “While visitors bring significant benefits to our local economy, there are also associated costs. The Council introduced the Visitor Rangers service because we recognised that investment was needed to support responsible tourism, and minimise the impact of visitors on our year-round residents.

    “With growing demands for critical services to protect health and social care, support pupils with additional support needs, and tackle poverty, we have a duty to explore any opportunities for additional sources of income which can be invested to support growing our visitor economy. That would then allow core funding to be focused on the services which are needed by the most vulnerable people in our communities.”

    If approved by committee the early engagement process will last between 6 and 10 months. A full report from the feedback received, along with a draft Visitor Levy Scheme developed during the engagement, would then be presented to councillors in December 2025 to consider whether or not to proceed with introducing a scheme. If approved in December, a statutory consultation period of 12 weeks and then an 18-month implementation would follow. As a result, the earliest possible date for a scheme being introduced would be Summer 2027. 

    MIL OSI United Kingdom –

  • MIL-OSI Europe: Sweden to donate anti-tank weapons to Moldova

    Source: Government of Sweden

    Sweden to donate anti-tank weapons to Moldova – Government.se

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    Press release from Ministry of Defence

    Published

    The Government is proposing to donate m/86 (AT4) anti-tank weapons to Moldova within the framework of the additional amending budget that contains the 18th military support package to Ukraine.

    In light of Russia’s full-scale invasion of Ukraine, Moldova finds itself in a very vulnerable position, due to its geographical proximity to Ukraine and Russia’s repeated influence campaigns against the country. Moldova is in great need of assistance, including military support. It is in Sweden’s foreign and security policy interests to assist Moldova as a matter of urgency. 

    Supporting Ukraine further and increasing engagement with other countries in the EU’s Eastern partnership, such as Moldova, are important parts of Sweden’s policy to constrain Russia’s influence, freedom of action and ability to do harm.

    The Government is therefore proposing to donate anti-tank weapons worth a maximum of SEK 13 000 000 to Moldova, within the framework of the additional amending budget that contains the 18th military support package to Ukraine. 

    Press contact

    MIL OSI Europe News –

  • MIL-OSI Europe: Largest support package to Ukraine announced

    Source: Government of Sweden

    Largest support package to Ukraine announced – Government.se

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    Press release from Ministry of Defence

    Published

    The Swedish Government is presenting its largest military support package to Ukraine to date, valued at SEK 13.5 billion. This package will also strengthen Ukraine’s long-range capability. Sweden aims to donate about 1 billion SEK towards making Ukraine able to produce long-distance missiles and drones. It also includes a doubling of the previous 16 donated Combat Boat 90s (CB 90) and anti-tank weapons, as well as investments to support Ukraine’s defence industry.

    With this eighteenth support package, Sweden has provided a total of SEK 61.9 billion in military support to Ukraine since Russia’s full-scale invasion began nearly three years ago. 

    The package is divided into eight components, the largest of which consists of various procurements of new materiel – primarily from the Swedish and other European defence industries – for the purpose of donation to Ukraine. 

    The package, worth SEK 13.5 billion in total, contains the following components:

    • Procurement for donations worth approximately SEK 5.9 billion.
      – This means that the Defence Materiel Administration, tasked by the Government, procures equipment from the Swedish and foreign defence industries to the Ukrainian Armed Forces.
    • Financial donations worth approximately SEK 2.8 billion.
      – This means that Sweden is supporting Ukraine through donations to various funds for procurement of military equipment and ammunition, e.g. through capability coalitions. Another example is procurement cooperation between Sweden and Denmark. Sweden aims to donate 1 billion SEK towards Ukrainian production of long-range missiles and long-distance drones.
    • Donations of materiel from the Swedish Armed Forces, with corresponding replacement purchases, valued at approximately SEK 3.3 billion. This includes:
      – 146 trucks;
      – 16 Combat Boat 90s; (A doubling from the previous 16 donated CB 90s)
      – 23 weapon stations for marine use;
      – 1 million units of 12.7 mm ammunition;
      – 1 500 TOW anti-tank missiles;
      – 200 anti-tank weapons, including training materiel;
      – infantry equipment for individual soldiers and unit equipment; and
      – chemical, biological, radiological and nuclear (CBRN) personal protective equipment.
    • Services via the Swedish Defence Research Agency and Swedish Defence University, valued at approximately SEK 180 million.
      – The Defence Research Agency will continue its efforts to develop a corresponding agency in Ukraine.
      – The Defence University is tasked with implementing an education programme for Ukrainian pupils in Ukraine.
    • Training valued at SEK 650 million.
      – Funding to the Swedish Armed Forces’ support to a number of training initiatives throughout 2025, such as Interflex, which conducts basic training for Ukrainian soldiers.
    • Supply solutions valued at SEK 400 million.
      – This includes various types of maintenance measures for the Swedish materiel that has been donated.

    More about the eighteenth support package

    Sweden’s military support to Ukraine is always based on Ukraine’s needs and priorities. Ongoing bilateral communication and multilateral collaboration in the capability coalitions provide this knowledge. 

    The ability to support Ukraine with newly produced materiel that can be delivered quickly is a significant tool to supplement donations of materiel from the Swedish Armed Forces war organisation. At the same time as Ukrainian units receive the materiel that they need, Ukrainian, Swedish and European supply security is also strengthened. 

    Press contact

    MIL OSI Europe News –

  • MIL-OSI: Foresight Reports Full Year and Fourth Quarter 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    WINNEBAGO, Ill., Jan. 30, 2025 (GLOBE NEWSWIRE) — Foresight Financial Group, Inc. (OTCQX:FGFH) reported net income $12.66 million for the year ended December 31, 2024, a $1.89 million decrease compared to the $14.55 million reported for 2023. Diluted Earnings per Share (EPS) decreased 12% to $3.59 compared to $4.08 the prior year. The results for 2024 produced a Return on Average Equity of 8.66% and Return on Average Assets (ROAA) of 0.79%. The net income in comparison to the prior year was largely the result of an increase in operating expenses.

    Net income for the fourth quarter of 2024 equaled $2.49 million, a $4.24 million decrease from the $6.73 million reported in the fourth quarter of 2023. The decrease was primarily due to a $4.04 million increase in the provision for loans losses, reflecting a $3.37 million negative provision in the fourth quarter of 2023. Diluted earnings per share for the fourth quarter of 2024 was $0.69 compared to $1.83 for the fourth quarter of 2023.

    Net interest income for the full year 2024 decreased by $283 thousand to $48.99 million as compared to $49.27 million the year before. The net interest margin on a fully taxable equivalent basis decreased nine basis points to 3.25% compared to 3.34% in 2023. The inverted yield curve, which persisted throughout 2024, continued to drive up deposit costs, with limited opportunities to increase yields on earning assets, which are typically priced off of longer-term points of the yield curve.

    The provision for loan losses for 2024 of $1.05 million was $54 thousand less than the prior year provision of $1.10 million. Foresight’s asset quality remains strong. Non-performing assets of the Company as of December 31, 2024, was $28.41 million compared to $24.33 million the previous quarter and $16.05 million at the end of 2023.

    Noninterest income for the full year 2024 was $7.25 million, a $393 thousand decrease from $7.64 million the year before. The decrease from 2023 was primarily the result of a $438 thousand negative fair value adjustment to the Company’s Originated Mortgage Servicing Rights, which are carried at fair value.

    Operating expenses for 2024 totaled $38.96 million, a $2.27 million, or 6.2%, increase over $36.69 million in 2023. The increase in operating expenses was largely driven by an increase in salary and employee benefits related to the addition of the Rockford based banking team as announced earlier in 2024, additional staffing to support our expanded treasury management services initiative, data processing fees related to our digital platform conversion, as well as legal and consulting fees related to our charter consolidation project which is expected to be fully implemented by Q4 2025.

    Foresight’s balance sheet experienced modest growth during 2024. Total loans grew by $31.57 million, or 3%, to $1.12 billion at December 31, 2024 compared to $1.08 billion at the end of the previous year. Total deposits increased by $43.15 million, or 3.2%, to $1.40 billion at the end of 2024 compared to $1.36 billion at the end of 2023.

    Foresight CEO Peter Q. Morrison stated “2024 was a year of exciting changes for the organization including the addition of the Rockford banking team as well as the announcement of the charter consolidation initiative. We anticipate the legal consolidation to occur in the second quarter of 2025 followed by the conversions to a single data processing platform to be layered in between August and October of 2025. When fully implemented, the consolidation will provide significant savings via the reduction of duplicative operational expenses and well as efficiencies gained by operating under one functional banking platform rather than six, all of which are expected to be accretive to shareholder return.”

    The closing price for the Company’s stock was $32.92, as of close of business January 27, 2025. Book value per share of the Company’s common stock increased by $2.51 to $42.59 as of December 31, 2024 compared to $40.08 as of December 31, 2023. The book value per share of common stock, excluding Accumulated Other Comprehensive Income was $51.83 at December 31, 2024 compared to $49.38 at the end of 2023.

    About Foresight Financial

    Foresight Financial is a multi-bank holding company located in Northern Illinois, its subsidiary community banks include Northwest Bank of Rockford, State Bank in Freeport, State Bank of Davis, Foresight Bank in Pecatonica (fka German American State Bank), Lena State Bank, and the State Bank of Herscher. Foresight’s common stock is listed on the “OTCQX” market under the trading symbol FGFH.

    Forward-Looking Statements

    When used in this communication, the words “believes,” “expects,” “likely”, “would”, and similar expressions are intended to identify forward-looking statements. The Company’s actual results may differ materially from those described in the forward-looking statements. Factors which could cause such a variance to occur include, but are not limited to: heightened competition; adverse state and federal regulation; failure to obtain new or retain existing customers; ability to attract and retain key executives and personnel; changes in interest rates; unanticipated changes in industry trends; unanticipated changes in credit quality and risk factors, including general economic conditions particularly in the Company’s markets; potential deterioration in real estate values, success in gaining regulatory approvals when required; changes in the Federal Reserve Board monetary policies; unexpected outcomes of new and existing litigation in which the Company, or its subsidiaries, officers, directors or employees is named defendants; technological changes; changes in accounting principles generally accepted in the United States; changes in assumptions or conditions affecting the application of “critical accounting policies”; inability to recover previously recorded losses as anticipated, and the inability of third party vendors to perform critical services for the Company or its customers. The inclusion of forward-looking information should not be construed as a representation by the Company or any person that future events or plans contemplated by the Company will be achieved. The Company undertakes no obligation to publicly update or revise any forward-looking statements whether as a result of new information or otherwise.

    FOR INFORMATION CONTACT:                      
         
    Peter Morrison
    President & CEO
    (815) 847-7500    		   Todd James
    Chief Financial Officer
    (815) 847-7500
         

    The MIL Network –

  • MIL-OSI: Risk Strategies Acquires Comprehensive Benefits, Inc. and Gabrielson Insurance & Financial Services

    Source: GlobeNewswire (MIL-OSI)

    BOSTON, Jan. 30, 2025 (GLOBE NEWSWIRE) — Risk Strategies, a leading national specialty insurance brokerage and risk management firm, today announced the acquisition of Comprehensive Benefits, Inc. and Gabrielson Insurance & Financial Services, both located in the Greater Detroit area. The joint acquisition preserves an established working relationship between the two partner companies, providing increased capabilities for the clients of two established specialists. Terms of the deal were not disclosed.

    Founded in 1989 and based in Southfield, Michigan, Comprehensive Benefits offers a full range of employee benefits services for both fully insured and self-funded programs for organizations. Its offerings and capabilities include medical coverage, large group benefit planning, personal life insurance, and long-term care solutions.

    “This acquisition represents a unique opportunity to bring in an existing business partnership and add real specialty talent to our practice,” said John Greenbaum, National Employee Benefits Practice Leader, Risk Strategies. “These are organizations that have built success based on deep, specialized expertise. I’m excited to welcome them to the team at Risk Strategies.”

    Gabrielson Insurance & Financial Services has a complementary focus, offering services in its employee benefits work similar in scope to Comprehensive Benefits. Gabrielson Insurance client organizations are also similar in size, scope and industry to those of Comprehensive Benefits, and there are synergies among the players.

    “Joining Risk Strategies is the right move for our organizations, our people, and our clients,” said Mike Embry, President, Comprehensive Benefits, Inc.

    Embry is an industry veteran with over 35 years of specialty experience helping clients develop and manage employee benefits programs. He has held several industry leadership positions in Michigan, including President of the Michigan Association of Health Underwriters (AHU) and President of Metro Detroit AHU. In 2018, Embry also served as President of the National Association of Health Underwriters Board of Trustees.

    “We saw this as a great opportunity to formally bring our organizations together under the umbrella of a specialty organization with the capabilities to open new possibilities for our clients and people,” added Phil Gabrielson, Founder, Gabrielson Insurance & Financial Services.

    “It’s great to have Mike and Phil and their teams aboard as we build out our footprint and benefits expertise in Michigan and the upper Midwest,” said Steve Giannone, Central Region Leader, Risk Strategies. “In today’s employee benefits world, clients are demanding deep expertise to help them make effective choices that deliver for employees and business goals.”

    In February of 2024, Risk Strategies grew its presence in Michigan with the purchase of the Ralph C. Wilson Agency Inc. With the addition of Comprehensive Benefits and Gabrielson, Risk Strategies creates new opportunities for clients of both acquired organizations to leverage 30 specialty practices, and broad expertise and capabilities, while preserving the personalized service on which they’ve come to rely.

    To learn more about Risk Strategies, please visit riskstrategies.com. 

    About Risk Strategies 

    Risk Strategies, part of Accession Risk Management Group, is a North American specialty brokerage firm offering comprehensive risk management services, property and casualty insurance and reinsurance placement, employee benefits, private client services, consulting services, and financial & wealth solutions. The 9th largest U.S. privately held broker, we advise businesses and personal clients, have access to all major insurance markets, and 30+ specialty industry and product line practices and experts in 200+ offices – Atlanta, Boston, Charlotte, Chicago, Dallas, Grand Cayman, Kansas City, Los Angeles, Miami, Montreal, Nashville, New York City, Philadelphia, San Francisco, Toronto, and Washington, DC. RiskStrategies.com. 

    Media Contact

    Alana Bannan

    Senior Account Executive

    360-975-1812

    Rsc@matternow.com

    The MIL Network –

  • MIL-OSI: The Board of Directors of Oma Savings Bank Plc has reorganised

    Source: GlobeNewswire (MIL-OSI)

    OMA SAVINGS BANK PLC, STOCK EXCHANGE RELEASE 30 JANUARY 2025 AT 16.30 P.M. EET, OTHER INFORMATION DISCLOSED TO THE RULES OF THE EXCHANGE

    The Board of Directors of Oma Savings Bank Plc has reorganised
        
    On 30 January 2025, the Board of Directors of Oma Savings Bank Plc (OmaSp or the Company) has reorganised in terms of the Vice Chairperson and the Committees.

    The Board of Directors has elected Carl Pettersson as Vice Chairman of the Board.

    In addition to the Audit and Remuneration Committees, the Board of Directors decided to establish a Risk Committee. In appointing the members of the Committees, the Board has taken into account the expertise and experience required for the duties. The Board of Directors has elected the following members from among its members to the Committees:

    Remuneration Committee
    Jaakko Ossa, Chairman
    Carl Pettersson
    Juhana Brotherus
    Aki Jaskari

    Risk Committee
    Irma Gillberg-Hjelt, Chairman
    Aki Jaskari
    Juha Volotinen

    Audit Committee
    Carl Pettersson, Chairman
    Kati Riikonen
    Jaana Sandström

    Oma Savings Bank Plc

    Additional information:
    Minna Sillanpää, CCO, tel. +358 50 66592, minna.sillanpaa@omasp.fi

    DISTRIBUTION
    Nasdaq Helsinki Ltd
    Major media
    www.omasp.fi

    OmaSp is a solvent and profitable Finnish bank. About 500 professionals provide nationwide services through OmaSp’s 48 branch offices and digital service channels to over 200,000 private and corporate customers. OmaSp focuses primarily on retail banking operations and provides its clients with a broad range of banking services both through its own balance sheet as well as by acting as an intermediary for its partners’ products. The intermediated products include credit, investment and loan insurance products. OmaSp is also engaged in mortgage banking operations.

    OmaSp core idea is to provide personal service and to be local and close to its customers, both in digital and traditional channels. OmaSp strives to offer premium level customer experience through personal service and easy accessibility. In addition, the development of the operations and services is customer-oriented. The personnel is committed and OmaSp seeks to support their career development with versatile tasks and continuous development. A substantial part of the personnel also own shares in OmaSp.

    The MIL Network –

  • MIL-OSI Russia: Konstantin Kolodin: projects ahead of their time

    Translartion. Region: Russians Fedetion –

    Source: Saint Petersburg State University of Architecture and Civil Engineering – Saint Petersburg State University of Architecture and Civil Engineering – Konstantin Kolodin

    On February 3, candidate of architecture, artist, sculptor, associate professor of the department of architectural environment design at SPbGASU, head of the architectural workshop Konstantin Kolodin will open his personal exhibition at our university.

    The exhibition is only a small part of his works. It is impossible to display all the results of almost half a century of creativity within the framework of one exhibition. But what is presented will allow visitors to get acquainted with the unique style of the author, the various facets of his talent, to feel his worldview and, at the same time, to look at familiar things with different eyes.

    We talk with the master about his works, about creativity, which has long since crossed the borders of Russia and found recognition in the USA, Israel, and England.

    – Konstantin Ivanovich, how did it all begin?

    – I was born in Buryatia. My creative biography began in childhood. In the fifth grade I organized a puppet theater, wrote scripts myself, made puppet characters with my friends, glued decorations, involved classmates in productions. We went on tour with performances to neighboring villages. We hired a man with a horse…

    A year later, we won the regional amateur art competition with “Koshkin Dom”. The second place went to the choir of the Kamensk Asbestos-Cement Plant! And this was a strong team under the leadership of qualified specialists, and the plant did not skimp on costumes and musical instruments. We were awarded a two-week excursion to Moscow.

    In the seventh grade, when we were already living with our parents in Biysk, I completed my first concept: I made an architectural model for the reconstruction of the city block where our school was located. It all started when a chemistry teacher who often held theme nights approached me. For them, I drew huge posters with various chemical reactions on the school stage. She asked if I could come up with an idea for the reconstruction of our block. I answered: “I can!”, and I already saw what it could be like. Soon the project was presented at an exhibition of the best school works in the city community center, attracted attention and caused surprise among visitors.

    – Did this determine your choice of profession?

    – I don’t think so. I wanted to go to VGIK and become a director-animator. In my senior year, I sent a letter there, inquiring about the admission rules. They told me that I needed at least a year of experience as an assistant director. There was only one theater in our city. I went there and with youthful maximalism asked: “Can you hire me as an assistant director?” They told me that I first needed to graduate from the institute and get a diploma…

    I have always drawn and made sculptures, so I decided to enroll in the architecture department of the Novosibirsk Civil Engineering Institute. I arrived with a backpack full of sculptures. It turned out that the application period had ended. They still asked me to show my works to a commission of specialists from all departments. When I took them out of my backpack, they asked me to leave the office. I heard a heated discussion outside the door. Then the deputy dean came out and told me something. Then he gave me a sharpened pencil, paper and allowed me to join the applicants who were preparing for exams in the drawing room…

    – Time to think about future work?

    – My studies coincided with the years of stagnation. It turned out that studying wasn’t very interesting: the emphasis was on the architecture of typical buildings. And if you imagine that you’ll have to do this all your life, it even became scary.

    Shortly before the diploma defense, a delegation from the Tomsk Civil Engineering Institute came to us to select specialists for the architectural design department from among the graduates.

    I was offered to go to work as a teacher. I had to answer that I had no desire to work in typical architecture. But if they help me open a sculpture studio at the institute, then I will go!

    I arrived at the appointed time. I was told that there was a lecture tomorrow. How so? A lecture on sculpture? It turned out that no: it was a lecture on the subject “Introduction to the Specialty”.

    Now I can’t even remember what I was telling, I just remember how I drew the Colosseum in section and perspective on the board. The students later said that they liked this lecture with explanations in the drawings…

    The sculpture department was never opened. Architectural activity began.

    At 22, I became the head of the workshop. In 1982, the first graduation took place, almost all of my graduates entered graduate school. Many teach, now even their children come to me.

    – Can this time be called a period of new creative successes?

    – Quite. Even during my architectural pre-graduation practice, I met artists and showed them my sculpture works. And I was quite surprised when I was invited to participate in an art exhibition. The exhibition committee recommended taking all my works and organizing a personal exhibition in the hall of the State Art Gallery of Novosibirsk. My hall was next to the halls that contained works by Roerich, Kuindzhi, and Repin.

    It made a strong impression on me. It was scary, but also nice that my works were honored with such high attention from the organizers and appreciation of the visitors.

    – Tell us about your first memorable projects.

    – The first project was a Komsomol assignment. I was asked to design a ski base. And, strangely enough, it was built.

    The next project also found me. It was the “Project of a village for three thousand residents for the Anzhersky chemical and pharmaceutical plant” in the Kemerovo region.

    Many of my conceptual projects were initially perceived ambiguously. For example, “Reconstruction of the central part of the city of Tomsk with the construction of an inhabited bridge along both banks of the Tom River” raised the question: are there really bridges along rivers?

    But it is a wonderful idea to harmoniously integrate new buildings into the urban development, which will allow to develop empty spaces, to create new symbols of the old city. In these bridges-buildings, according to the concept, there are offices, shops, restaurants, concert halls, museums, hotels. In the structure of the bridges we have integrated eco-friendly transport with free travel for passengers.

    – Do you propose this idea in St. Petersburg?

    – It really suits St. Petersburg. In 1990, I won a competition and was invited to the design institute “Lengrazhdanproekt” to the position of chief architect of projects in Leningrad.

    Later he became deputy head of the administration for architecture and urban development of Zelenogorsk, and headed the program “Resort zone “Karelian Isthmus”” – now this is the Resort District of St. Petersburg.

    An idea came to mind to develop St. Petersburg in the north-west direction with the creation of a ring road around the city. With a concept drawn on a regular sheet of paper, I came to the Committee on Urban Development and Architecture and heard: “This is not Moscow, no one will build a ring road!”

    Then, regarding the development of the concept, I turned to Valery Nefedov, who was the dean of the architecture faculty at the time. He suggested bringing the issue up for discussion at the department of urban development. The department unanimously voted against the concept.

    Soon I received a call from MArchI, saying that the department where I studied was being closed because it had not passed certification, and they asked me to help “pull it up” to the required level.

    I agreed to transfer to the position of associate professor. The rector of MARCHI asked me: “Will you help?” I answered that I would help. “What do you want in return?” I said: “An architectural studio for students, where I would teach according to my program.” “Why do you need that?” “I want to carry out a city reconstruction project.” “Which one?” “St. Petersburg!” “Design Paris, just don’t touch Moscow!”

    The department became the best after two years. I was promoted to professor. We were invited to the international exhibition “300 Years of St. Petersburg: Russia Open to the World” with the works we had done on St. Petersburg. We called the project “St. Petersburg 300 – St. Petersburg 400”. Our exhibits were appreciated by Patriarch Alexy, deputies who came to the exhibition, the city’s chief architect and Governor Vladimir Yakovlev, who was in charge of the city at the time. We visited Moscow and Berlin with the concept. The project traveled to various exhibitions for six months.

    Time shows that initially misunderstood ideas are later realized. For example, the Lakhta Center was built not far from the place indicated in my concept, and the ring road is almost the same as in our concept. The Western High-Speed Diameter was also present in our model.

    Our conceptual project “Street of Peace” seemed like a strange fantasy to everyone, but today a similar concept is being implemented in Saudi Arabia.

    – How do you manage to stay ahead of your time?

    – People often ask me: why do I do such projects? I don’t know. I just do it, and I like it. I explain it as a gift sent from above and accept it as a mission that must be fulfilled.

    The list of awards, exhibitions and prizes can go on and on, but every project is dear to me.

    There are still a lot of ideas, as before, but I understand that there is less and less time left.

    I would be glad to open a studio if such an opportunity were provided. I am often asked, where do you store the exhibits? The question is absolutely correct. It is not always possible to preserve something valuable. It would be good if our university museum would deal with these issues.

    Imagine: decades will pass, other generations will be here, and what we once did will be visible, studied, learned from, ideas picked up or improved. This is important for the common history.

    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 USA: Enriching Mentorship to Ensure Success in Grad School

    Source: US State of Connecticut

    Navigating grad school can feel daunting and challenging at times but having someone who can guide you and who knows how you feel is a key element to ensuring success.

    The Graduate School at UConn is committed to providing this support, and to help meet these goals, they created the Network for Enriched Mentorship, or NEM. Now in its second year of operation, the current cohort includes more than 70 faculty and staff members paired with over 85 students, says Associate Dean of the Graduate School and Department of Sociology Professor Mary Bernstein. NEM is aimed at providing support to students, but a key element is that it is also aimed at training mentors.

    “We are trying to create mechanisms, techniques, skills, and tools to have our faculty be as excellent as they can be, as far as their mentoring and advising with an eye to our minoritized populations, knowing that if we can make things better for this population, then it will make things better for everybody,” says Bernstein.

    NEM pairs mentors with experience in navigating the obstacles of graduate school with mentees in need of support. As part of The Graduate School’s commitment to graduate student success, Associate Professor in the Department of Animal Science Mary Anne Amalaradjou and Neag School of Education Assistant Professor Chen Chen joined The Graduate School team serving as the program’s first two faculty affiliates for inclusive excellence. They have been instrumental in improving mentorship across campus, which included the creation of a mentor guide, a forthcoming mentee guide, and learning from other programs to help tailor the NEM program. In the new cycle, Associate Professor in the Department of Geography, Sustainability, Community, and Urban Studies (GSCU) Peter Chen is a new NEM program director, taking over from C. Chen.

    “We look for faculty and staff from across all colleges and units to serve as mentors. We had students from different units and the other campuses who wanted to have that mentoring experience,” says Amalaradjou.

    Potential mentees and mentors submit applications, and if chosen, they are paired based on various aspects, like interests, background, or other similarities,

    “We purposefully match students with mentors outside of their program because this is not meant to be career advice, it is meant to be another way to provide students with support or help navigating obstacles that they encounter in their departments,” says Bernstein.

    The program provides guidance on how to get the conversation started between newly matched mentors and mentees to help establish the enduring relationships that are so beneficial for graduate student success.

    “Particularly for a Ph.D. student, their advisor is one of the most important and influential relationships for that student, and it’s even more significant for a student that is perhaps first-gen in graduate school, or who comes from some other type of minoritized background,” says Assistant Dean of The Graduate School Graduate Student and Postdoctoral Affairs Karen Bresciano. “We want to do our best to help faculty have the skills needed to be the best advisors and help students be the best mentees possible.”

    Bresciano says a third goal of the program is to help address what is called the “hidden curriculum,” which is the knowledge about higher education that a student with family members who have already navigated the process can impart, but if you are a first-generation student, you have to learn firsthand.

    Amalaradjou says that one of the NEM events they planned included support services from around campus, including Student Health and Wellness, the Ombuds Office, and the Center for International Students and Scholars, to ensure that mentees and mentors are aware of what is available.

    “UConn is a big place, and we wanted to create a safe space where everyone had the opportunity to ask questions in person,” says Amalaradjou.

    Evidence of NEM’s success is seen in the program’s exit survey for the first cohort, says Amalaradjou, where mentees spoke highly of the program, and mentors expressed gratitude at being able to support students. Peter Chen recalls a story he heard from one of the mentees during the most recent event in December. The mentee was struggling and his NEM mentor invited him to their family’s Thanksgiving celebration.

    “That student was going through a very difficult time, academically and financially, and he really enjoyed this experience and appreciated the program.”

    The program provides a space to create a sense of community. In December, all students were invited to the “NEM Happy Hour,” where they had the opportunity to meet other mentees, enjoy food, chat, and play trivia games. The event was well attended despite the cold evening after a snowy day.

    “They were sharing their experiences about using the resources on campus and sharing conversations. It was a good downtime for the students before the semester ended. They were asking when the next event will be. We hope to have another one towards the end of the spring semester,” says Chen.

    Beyond the physical gathering, a Slack group has been established to keep the NEM students connected across distances.

    The NEM program is also a great way to hone mentoring skills since mentor training is now mandatory for new faculty at UConn.

    “Mentorship is not taught, and it is very much like parenting,” says Bernstein. “You’re not really taught what works and what doesn’t, and what works for you may not work for somebody else. There are fundamental skills and ways you can align expectations to improve the mentoring experience, both for faculty and for graduate students.”

    To recognize this important work, at the end of the program, the grad school sends out a letter to all mentors that is also shared with their department head and the Dean as a way of recording the commitment of time outside of other responsibilities.

    “It’s important to support mentorship, which must be a university-wide commitment. It has to be acknowledged because much of faculty service isn’t rewarded or acknowledged,” says Bernstein. “There is a personal reward, but people are struggling to balance their research and their teaching and their other service obligations. We need to figure out how to improve that as a university, and we believe that this is a really important first step.”

    NEM is a valuable resource in addition to others offered by The Graduate School, including a series called Grad Chat to bring together members of the graduate community to support one another with a focus on identity-based groups, says Bresciano, who spoke about a recent Grad Chat event:

    “It was a feel-good event. I left feeling very encouraged that this is meeting the needs of our students. They want to be supported, to support one another, to learn from one another, and they want to meet each other and people outside of their departments. They like the idea of these conversations being open to the graduate population, focusing on different topics.”

    Director of Graduate Student and Postdoctoral Support, Graduate Student and Postdoctoral Affairs Kimberly Curry mentions another new resource that was created to respond to student feedback.

    “I’m a newer member of The Graduate School, and I’m learning about what we offer through The Graduate School,” Curry says. “One of those resources is the Timely Topics series for graduate students, which started last fall, and the feedback has been outstanding. We’ve talked about issues like managing or working with your advisor, how to have difficult conversations, and other topics that are pertinent to the graduate population. That’s a resource that students are plugging into and really feeling supported and heard.”

    Simply knowing that such resources are available can be helpful for students, says Bernstein:

    “Fostering these connections and relationships helps everyone be successful. It’s clear that our graduate students are looking for ways to connect with each other, with other faculty, and anybody who can be a point of connection for them at the university. Even just knowing that such a program exists can make someone feel not quite so alone. As a queer person who’s also first gen, I would have benefited tremendously from such a program. It would have been really nice to have someone along the give me some guidance.”

    NEM is always in search of new mentors. If you want to become a mentor, please visit the Network for Enriched Mentorship website to learn more.

    MIL OSI USA News –

  • MIL-OSI USA: New NetWerx Initiative Brings Alumni Mentorship into the Classroom

    Source: US State of Connecticut

    There are a lot of factors to consider when you’re trying to build a personal brand.

    What are your strengths and weaknesses?

    How will you market your brand and engage with your potential audience or customers?

    How can you best position yourself for success?

    For students who are just starting out on their entrepreneurial journey, connecting with mentors who have built their own personal brands – experiencing the ups and downs, the highs and lows – and who are excited to share what they’ve learned along the way can make all the difference.

    But finding the right mentor isn’t always easy, and students often don’t quite know how to get started.

    How do you initiate these kinds of conversations?

    And what are the questions that you should ask?

    ‘Students Are Trying to Imagine Themselves After They Graduate’

    Learning how to network is a skill, according to Julie Gehring, director of mentorship and student development at UConn’s Werth Institute for Entrepreneurship and Innovation, and that skill is part of what she teaches students who sign up for NetWerx – a signature program at the Werth Institute that pairs students with alumni mentors to help cultivate those essential networking and entrepreneurial skills.

    “If you learn how to network first, then you can learn how to build a relationship with somebody that leads to mentorship,” says Gehring.

    Since its inception more than five years ago, NetWerx has operated with the goal of helping interested students build an entrepreneurial mindset through skills like communication, self-reliance, and adaptability. The program has worked by recruiting both current undergraduate students – typically those in their first and second years – who apply to take part and then matching them with alumni volunteers who are less than 15 years out from their own time at UConn.

    For the students who are motivated, they can really get a tremendous amount out of this, because when you get out in the work world, and you’re sending your resume out into the universe without having any connection with anybody, it’s really, really hard &#8212 Heidi Bailey

    “NetWerx welcomes any student interested in expanding their network and exploring ideas, even if they aren’t directly focused on starting a business,” Gehring explains. “We help students develop valuable entrepreneurial skills—like problem-solving, collaboration, and communication—that are essential for success in any field. Many of our alumni mentors, in fact, apply these skills within their organizations as ‘intrapreneurs.’”

    “Students are trying to imagine themselves after they graduate,” says Heidi Bailey, an instructor-in-residence with the UConn School of Business who teaches courses on marketing and personal brand management. “NetWerx provides students with an incredible opportunity to build a relationship with a UConn alumnus who can share career tips, such as how they got started in their career, what success looks like in their field of interest, and who else they can work with in their industry.”

    A Strategic Plan for Making an Impact

    Alumni mentors come from a variety of backgrounds – everything from fintech to fashion, project management to health care, marketing to engineering – and commit to meet virtually with their mentees a least two to three times. They’re given orientation and training on how to be effective mentors before they’re paired with students an matching process that’s now bolstered by the use of PeopleGrove, a platform that helps students and alumni engage with each other.

    It’s been an undeniable success. NetWerx has matched hundreds of UConn student mentees with alumni mentors who have engaged with its ecosystem, with many of those connections leading to lasting relationships and some even producing employment opportunities post-graduation.

    Last year alone, more than 450 students took part in NetWerx, connecting with about 200 alumni mentors.

    But with that success has come a need for the program itself to continue to innovate.

    “The question for us was: How can we create even more of an impact?” Gehring explains. “So, we worked on a strategic plan.”

    (Adobe Stock)

    And part of that plan led to NetWerx’s latest initiative: Bringing mentorship directly to students in the classroom by partnering with faculty, like Bailey, who embrace an entrepreneurial mindset.

    “Julie reached out to me, and told me about NetWerx, and I thought it would be a good program for this personal brand management class,” Bailey says. “Spring 2024 was the first time we taught it in Storrs. I made NetWerx part of the participation grade –the students just had to connect two times with their mentor once they got matched, and then write a reflection about what they got out of the experience.”

    Bailey utilized NetWerx for the first time that spring, and then again this past fall. About 80 students – half business majors and half from a variety of other disciplines – took part over the two semesters.

    Gehring and her team visited the classes twice each semester to help guide the students through developing questions for their mentoring sessions, teaching them how to make the most of their time before meeting their alumni mentors.

    “NetWerx’s initial strategy focused on integrating with courses and learning communities that had a connection to entrepreneurship, either through direct curriculum ties or by emphasizing entrepreneurial skill development,” say Gehring. “This included courses, like Heidi’s personal branding class, and learning communities, like EcoHouse with Thomas Hayes, as well as first-year experience (FYE) courses, such as Next Gen with Heather Parker. By aligning with these programs, NetWerx is able to tap into existing student interest in related topics and seamlessly introduce the benefits of mentorship within a familiar academic context.”

    Open Conversations About Hard Topics

    The NetWerx PeopleGrove platform then enabled the students in the class to connect with a mentor who had similar interests, and allowed Gehring and Bailey to see how those connections were going.

    The response from her students was largely positive, Bailey says.

    Some reported having open conversations about sometimes difficult topics, like salaries and promotions. Some were encouraged by their mentors to streamline their personal goals, to build new creative content that they hadn’t considered before – or to change gears completely.

    By collaborating with us, faculty can seamlessly incorporate mentorship into their courses or learning communities. &#8212 Julie Gehring

    For example, one student who’d been interested in a career in the U.S. Foreign Service learned it might actually not be the right path for them after meeting with an alumni mentor who had taken the same path.

    Gaining that real-world perspective is what mentoring in general, and what NetWerx specifically, is all about, says Gehring.

    “If you’re a finance major, you can talk to somebody that’s in a finance background,” she says. “And maybe that student says, you know what? I’ve gotten some perspective, and that’s not where I want to be. And so, when they figure out what they don’t want, they can continue to use our platform to find out what they do want. Let’s go talk to somebody that’s in psychology, let’s go talk to somebody in engineering, because we’ve got so many mentors who are willing to help and to take those calls.”

    Opportunities That Can Change Lives

    NetWerx continues to also operate as a program open to any student of any discipline, regardless of their course selections, who is interested in expanding their network or exploring an idea. The Werth Institute is holding open office hours three days a week this spring where undergraduates can drop in, learn more, and sign up.

    But the program is hoping to partner with more faculty to help reach students who might otherwise not know about or consider taking part in a program like NetWerx.

    From a faculty perspective, Bailey notes, successfully incorporating NetWerx into a course means building it in as a core component of the class that the faculty themselves are invested in.

    “NetWerx is actively seeking partnerships with faculty who embed entrepreneurial skills into their courses to connect first and second-year students with alumni mentors,” adds Gehring. “From a co-curricular standpoint, we understand the significant time commitment involved in curriculum planning and instruction, which is why NetWerx aims to simplify the integration of mentorship into the classroom. By collaborating with us, faculty can seamlessly incorporate mentorship into their courses or learning communities. This partnership eliminates the burden of managing the screening of mentors, the matching process, and ongoing support of the mentor-mentee relationship, allowing instructors to focus on teaching while providing students with valuable mentorship experiences and expanded networks.”

    And making that successful integration into the classroom, Bailey says, can be “life-changing” for the students who take full advantage of the opportunity.

    “For the students who are motivated, they can really get a tremendous amount out of this, because when you get out in the work world, and you’re sending your resume out into the universe without having any connection with anybody, it’s really, really hard,” Bailey says. “You have to have people inside who can then connect you with others.

    “For just about any class, there are enough alumni who are engaged in that discipline, who would be willing to connect either one-on-one or even come into the class and speak – I think it’s extremely valuable to get that inside perspective and to have the potential to stay in touch.”

    January is National Mentoring Month – for more information, visit mentoring.org.

    NetWerx is always recruiting – both student mentees and alumni mentors – and individuals interested in getting involved, as well as faculty interested in learning how NetWerx might fit in with their course design, are encouraged to contact Julie Gehring at julie.gehring@uconn.edu or Ian Bender at ian.bender@uconn.edu.

    For more information about all of the entrepreneurial opportunities available through the Werth Institute, visit werth.institute.uconn.edu.

    MIL OSI USA News –

  • MIL-OSI: Wix Helps Users Turn Skills into Revenue and Create New Business Initiatives with AI-Powered Business Launcher

    Source: GlobeNewswire (MIL-OSI)

    The Business Launcher simplifies the entrepreneurial journey by offering a personalized, end-to-end solution that translates users’ skills and experiences into viable business ventures

    NEW YORK – Wix.com Ltd. (NASDAQ: WIX), the leading SaaS website builder platform globally1, today announced the launch of the Business Launcher, an AI-powered tool that helps users create new business initiatives from concept to execution. The tool guides users through various steps of starting a new business, offering personalized ideas, actionable plans, and essential tools to create a website and launch a business. 

    Users begin by answering a few questions about their background, or by uploading their resume. The AI-powered tool then builds a comprehensive profile, based on work experience, skills, education, and interests. Additionally, users are asked about their goals—whether they’re aiming for a side hustle, exploring a new career path, or planning a full-time business—creating a foundation for generating tailored business ideas. Business ideas are then presented to the user, with a full breakdown of each idea including how it aligns with the users’ skills, the market size, keywords for SEO and how to earn money.

    Once a business idea is selected, users receive a comprehensive launch kit, which includes a custom business name, a personalized website, logo creation, domain name options, and marketing tools. They are then guided to create their website using Wix’s AI Website Builder. The final step in the process transitions users to their tailored site dashboard, complete with a personalized business name and relevant apps to help manage their business efficiently. The dashboard provides the necessary tools to get the business up and running, offering a seamless experience from ideation to execution.

    “We designed the Business Launcher to function like a personal business assistant, guiding users from the initial spark of an idea all the way to full business execution,” said Yaya Aaronsohn, Head of Brand Maker and Business Launcher at Wix. “By combining users’ work experience and interests with Wix’s extensive market research, the Business Launcher offers personalized ideas supported by detailed market analysis, SEO strategies, and revenue planning. It equips users with everything they need, from a custom website to marketing tools, ensuring they can confidently launch their business.”

    The Business Launcher is available in English, with free access and optional premium upgrades for features like domain names and logos. Learn more about the Business Launcher here.

    About Wix.com Ltd.

    Wix is the leading SaaS website builder platform1 to create, manage and grow a digital presence. Founded  in 2006, Wix is a comprehensive platform providing users – self-creators, agencies, enterprises, and more – with industry-leading performance, security, AI capabilities and a reliable infrastructure. Offering a wide range of commerce and business solutions, advanced SEO and marketing tools, the platform enables users to take full ownership of their brand, their data and their relationships with their customers. With a focus on continuous innovation and delivery of new features and products, users can seamlessly build a powerful and high-end digital presence for themselves or their clients. 

    For more about Wix, please visit our Press Room
    Media Relations Contact:  PR@wix.com  

    1 Based on number of active live sites as reported by competitors’ figures, independent third-party data and internal data as of H1 2024.

    Attachments

    The MIL Network –

  • MIL-OSI: SMX Awarded GSA OASIS+ Unrestricted IDIQ Contract

    Source: GlobeNewswire (MIL-OSI)

    HERNDON, Va., Jan. 30, 2025 (GLOBE NEWSWIRE) — SMX®, a leader in next-generation mission support, digital transformation, and IT solutions, announced today that it has been awarded the General Services Administration (GSA) One Acquisition Solution for Integrated Services+ (OASIS+) Unrestricted Indefinite Delivery, Indefinite Quantity (IDIQ) Contract. This Government-wide, multi-agency contract program is designed to provide innovative and flexible solutions for the most complex professional services requirements.

    On track to be designed as a Best-in-Class (BIC) contract acquisition vehicle, OASIS+ spans eight domains, with SMX securing contracts in five to include: Enterprise Solutions, Technical & Engineering, Intel Services, Management & Advisory and Logistics. Notably, SMX is among only 29 companies to earn an award in the Enterprise Solutions Domain, demonstrating their ability to deliver integrated solutions to support Government agencies’ critical missions.

    “This award underscores SMX’s expertise and commitment to continued delivery of tailored, mission-critical solutions,” said Laura Braksator, SMX Chief Growth Officer. “We are honored to be awarded a contract vehicle that empowers Government agencies with the flexibility to address their most complex professional services needs across a range of disciplines.”

    The OASIS+ contract enables Government agencies to acquire total integrated solutions that span multiple disciplines, include ancillary support, and meet both commercial and non-commercial needs. With a variety of contracting options—ranging from fixed price to cost reimbursement and time and materials—this contract offers unparalleled adaptability to meet mission-specific requirements on a global scale.

    About SMX

    SMX is a leader in next-generation cloud, C6ISR, and advanced engineering and IT solutions operating in close proximity to clients across the U.S. and around the globe. SMX delivers scalable and secure solutions combined with the mission expertise needed to accelerate outcomes for the Department of Defense, Intelligence Community, Public Sector, Fortune 1000 and other public and private sector clients. For more information on our services, please visit https://www.smxtech.com/.

    For inquiries about this press release, please contact us at communications@smxtech.com.

    The MIL Network –

  • MIL-OSI: Truxton Corporation Reports Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    NASHVILLE, Tenn., Jan. 30, 2025 (GLOBE NEWSWIRE) — Truxton Corporation, the parent company for Truxton Trust Company (“Truxton” or “the Bank”) and subsidiaries, announced its operating results for the quarter ended December 31, 2024. Fourth quarter net income attributable to common shareholders was $4.99 million, or $1.74 per diluted share, compared to $4.23 million, or $1.46 per diluted share, for the same quarter in 2023.

    For the year ended December 31, 2024, net income increased by 5% to $18.4 million from $17.5 million in 2023. For the year ended December 31, 2024, earnings per diluted share rose to $6.34 from $6.02, an increase of 5% from 2023.

    “Truxton grew earnings again in 2024, despite the headwinds of mostly one-time expenses related to our technology and physical office upgrades,” said Truxton Chairman Tom Stumb. “Net Interest Income grew 7% and Wealth revenue increased 17% year-over-year, and we believe we are positioned well for 2025. Truxton continues to succeed as we drive successful outcomes for our clients through our dedication to service and sophisticated, sage advice.”

    Key Highlights

    • Non-interest income was $5.7 million in the fourth quarter of 2024, which was $173 thousand higher than the third quarter of 2024 and $1.4 million over the fourth quarter of 2023. Excluding gains and losses on the sale of securities, Wealth revenue constituted 90% of non-interest income in the fourth quarter of 2024, compared to 95% for the third quarter of 2024 and to 94% for fourth quarter of 2023. Other non-interest income was elevated due to a large non-recurring payment from an SBIC fund in which we are invested.
    • Non-interest expense was $230 thousand lower in the fourth quarter of 2024 compared to the third, driven largely by the timing of certain expense accruals and a refund of some costs related to our bank technology upgrade recognized in the third quarter.
    • Loans increased 1% to $670 million at quarter end compared to $665 million at September 30, 2024, and were up 2% compared to $658 million at December 31, 2023.
    • Total deposits decreased by 3% from $889 million at September 30, 2024, to $866 million at December 31, 2024, and were 11% higher in comparison to $782 million at December 31, 2023. Truxton continues to fund its growth from a single banking location led by its commitment to provide what it believes is superior deposit operations service and technology.
    • Asset quality remains sound at Truxton. The Bank had $11 thousand of non-performing assets at December 31, 2024. Truxton had $4 thousand in charge-offs in the fourth quarter of 2024, $9 thousand in the trailing quarter, and $8 thousand of recoveries in the fourth quarter of 2023.
    • Net interest margin for the fourth quarter of 2024 was 2.79%, an increase of 10 basis points from the 2.69% experienced in the quarter ended September 30, 2024, and an increase of 1 basis point from the 2.78% recorded in the quarter ended December 31, 2023. Cost of funds was 3.08% in the fourth quarter of 2024, down from 3.48% in the third quarter of 2024, and 3.15% in the fourth quarter of 2023.
    • Allowance for credit losses, excluding that for unfunded commitments, was $6.4 million at quarter end December 31, 2024, compared to $6.4 million at September 30, 2024, and $6.3 million at December 31, 2023. For those three periods, such allowance amounts were each 0.96% of gross loans outstanding at each period end. For the same three periods, the Bank’s allowance for unfunded commitments was $483 thousand, $409 thousand, and $412 thousand, respectively.
    • The Bank’s capital position remains strong. Its Tier 1 leverage ratio was 10.63% at December 31, 2024, compared to 10.46% at September 30, 2024, and 10.53% at December 31, 2023. Book value per common share was $34.42, $33.30, and $30.31 at December 31, 2024, September 30, 2024, and December 31, 2023, respectively.
    • During the twelve months ended December 31, 2024, Truxton Corporation paid dividends of $2.72 per common share, inclusive of a $1.00 special cash dividend, and repurchased 62,382 shares of its common stock for $4.2 million in the aggregate, or an average price of $66.97 per share.

    About Truxton
    Truxton is a premier provider of wealth, banking, and family office services for wealthy individuals, their families, and their business interests. Serving clients across the world, Truxton’s vastly experienced team of professionals provides customized solutions to its clients’ complex financial needs. Founded in 2004 in Nashville, Tennessee, Truxton upholds its original guiding principle: do the right thing. Truxton Trust Company is a subsidiary of financial holding company, Truxton Corporation (OTCPK: TRUX). For more information, visit truxtontrust.com.

    Investor Relations   Media Relations
    Austin Branstetter   Swan Burrus
    615-250-0783   615-250-0773
    austin.branstetter@truxtontrust.com   swan.burrus@truxtontrust.com
    Truxton Corporation
    Consolidated Balance Sheets
    (000’s)
    (Unaudited)
           
      December 31,
    2024*    		 September 30,
    2024*    		 December 31,
    2023*
    ASSETS      
    Cash and due from financial institutions $ 4,225   $ 5,499   $ 4,272  
    Interest bearing deposits in other financial institutions   25,698     24,678     3,417  
    Federal funds sold   4,054     4,816     1,537  
    Cash and cash equivalents   33,977     34,993     9,226  
           
    Time deposits in other financial institutions   245     245     490  
    Securities available for sale   258,322     295,905     259,926  
           
    Gross loans, excluding Paycheck Protection Program   669,962     664,630     657,811  
    Allowance for credit losses   (6,433 )   (6,358 )   (6,304 )
    Paycheck Protection Program Loans   20     27     29  
    Net loans   663,549     658,299     651,536  
           
    Bank owned life insurance   16,722     16,602     10,808  
    Restricted equity securities   2,272     2,261     1,858  
    Premises and equipment, net   3,293     3,328     189  
    Accrued interest receivable   4,567     4,954     4,388  
    Deferred tax asset, net   5,257     4,649     6,010  
    Other assets   15,577     14,017     10,839  
           
    Total assets $ 1,003,781   $ 1,035,253   $ 955,270  
           
           
    LIABILITIES AND SHAREHOLDERS’ EQUITY      
    Deposits      
    Non-interest bearing $ 126,016   $ 116,149   $ 123,918  
    Interest bearing $ 740,406   $ 772,612   $ 658,061  
    Total deposits   866,422     888,761     781,979  
           
    Federal funds purchased   –     –     –  
    Swap counterparty cash collateral   4,230     1,890     4,060  
    Federal Home Loan Bank advances   8,250     13,250     4,500  
    Federal Reserve Bank Term Funding Program advances   –     10,000     53,800  
    Subordinated debt   14,426     14,401     14,327  
    Other liabilities   11,747     11,405     8,922  
    Total liabilities   905,075     939,707     867,588  
           
    SHAREHOLDERS’ EQUITY      
    Common stock, $0.10 par value $ 286   $ 285   $ 289  
    Additional paid-in capital   28,945     28,729     31,457  
    Retained earnings   61,316     62,548     51,679  
    Accumulated other comprehensive income (loss)   (10,252 )   (9,434 )   (13,279 )
    Net Income $ 18,411   $ 13,418   $ 17,536  
    Total shareholders’ equity   98,706     95,546     87,682  
           
    Total liabilities and shareholders’ equity $ 1,003,781   $ 1,035,253   $ 955,270  
           
           
    *The information is preliminary, unaudited and based on company data available at the time of presentation.
           
    Truxton Corporation
    Consolidated Statements of Net Income
    (000’s)
    (Unaudited)
                       
      Three Months Ended   Year To Date
      December 31,
    2024*    		   September 30,
    2024*    		   December 31,
    2023*    		   December 31,
    2024*    		   December 31,
    2023*
    Non-interest income                  
    Wealth management services $ 5,242     $ 5,267   $ 4,435     $ 20,597     $ 17,657  
    Service charges on deposit accounts   85       92     111       360       461  
    Securities gains (losses), net   (122 )     0     (445 )     (335 )     (386 )
    Bank owned life insurance income   124       90     56       333       216  
    Other   391       98     115       1,164       524  
    Total non-interest income   5,720         5,547     4,272         22,119         18,472  
                       
    Interest income                  
    Loans, including fees $ 10,354     $ 10,654   $ 10,495     $ 41,721     $ 37,804  
    Taxable securities   3,039       3,361     2,554       11,932       9,350  
    Tax-exempt securities   217       222     210       834       876  
    Interest bearing deposits   348       488     198       1,475       695  
    Federal funds sold   75       113     41       288       101  
    Total interest income   14,033         14,838     13,498         56,250         48,826  
                       
    Interest expense                  
    Deposits   6,798       7,667     6,048       27,854       20,881  
    Short-term borrowings   90       260     685       1,294       2,154  
    Long-term borrowings   85       51     23       164       490  
    Subordinated debentures   188       188     187       752       771  
    Total interest expense   7,161         8,166     6,943         30,064         24,296  
                       
    Net interest income   6,872         6,672     6,555         26,186         24,530  
                       
    Provision for credit losses   145       105     215       217       296  
                       
    Net interest income after provision for loan losses   6,727         6,567     6,340         25,969         24,234  
                       
    Total revenue, net   12,447         12,114     10,612         48,088         42,706  
                       
    Non interest expense                  
    Salaries and employee benefits   4,635       4,044     3,563       16,652       14,810  
    Occupancy   326       315     272       1,578       1,185  
    Furniture and equipment   107       115     24       300       76  
    Data processing   282       625     389       1,763       1,703  
    Wealth management processing fees   195       221     166       838       729  
    Advertising and public relations   96       27     109       206       248  
    Professional services   247       609     285       1,337       941  
    FDIC insurance assessments   33       80     225       423       460  
    Other   291       406     322       2,024       901  
    Total non interest expense   6,212         6,442     5,355         25,121         21,053  
                       
    Income before income taxes   6,235         5,672     5,257         22,967         21,653  
                       
    Income tax expense   1,242       1,102     1,028       4,556       4,117  
                       
    Net income $ 4,993       $ 4,570     $ 4,229       $ 18,411       $ 17,536  
                       
    Earnings per share:                  
    Basic $ 1.74     $ 1.58   $ 1.46     $ 6.35     $ 6.04  
    Diluted $ 1.74     $ 1.57   $ 1.46     $ 6.34     $ 6.02  
             
    *The information is preliminary, unaudited and based on company data available at the time of presentation. Totals may not foot due to rounding.        
             
    Truxton Corporation  
    Selected Quarterly Financial data  
    At Or For The Three Months Ended  
    (000’s)  
    (Unaudited)  
             
      December 31,
    2024*    		 September 30,
    2024*    		 December 31,
    2023*    		  
             
    Per Common Share Data        
    Net income attributable to common shareholders, per share        
    Basic $1.74   $1.58   $1.46    
    Diluted $1.74   $1.57   $1.46    
    Book value per common share $34.42   $33.30   $30.31    
    Tangible book value per common share $34.42   $33.30   $30.31    
    Basic weighted average common shares 2,787,805   2,819,035   2,821,846    
    Diluted weighted average common shares 2,792,363   2,823,728   2,828,274    
    Common shares outstanding at period end 2,867,850   2,869,015   2,893,064    
             
             
    Selected Balance Sheet Data        
    Tangible common equity (TCE) ratio 9.83%   9.23%   9.18%    
    Average Loans $667,957   $652,624   $653,804    
    Average earning assets (1) $998,861   $1,006,370   $956,793    
    Average total assets $1,025,415   $1,029,802   $960,852    
    Average shareholders’ equity $97,026   $94,225   $81,759    
             
             
    Selected Asset Quality Measures        
    Nonaccrual loans $0   $0   $0    
    90+ days past due still accruing $11   $11   $0    
    Total nonperforming loans $11   $11   $0    
    Total nonperforming assets $11   $11   $0    
    Net charge offs (recoveries) $4   $9   ($8)    
    Nonperforming loans to assets 0.00%   0.00%   0.00%    
    Nonperforming assets to total assets 0.00%   0.00%   0.00%    
    Nonperforming assets to total loans and other real estate 0.00%   0.00%   0.00%    
    Allowance for credit losses to total loans 0.96%   0.96%   0.96%    
    Net charge offs to average loans 0.00%   0.00%   0.00%    
             
             
    Capital Ratios (Bank Subsidiary Only)        
    Tier 1 leverage 10.63%   10.46%   10.53%    
    Common equity tier 1 15.19%   15.17%   14.58%    
    Total risk-based capital 16.15%   16.11%   15.53%    
             
    Selected Performance Ratios        
    Efficiency ratio 48.45%   52.72%   47.07%    
    Return on average assets (ROA) 1.94%   1.77%   1.75%    
    Return on average shareholders’ equity (ROE) 20.47%   19.29%   20.52%    
    Return on average tangible common equity (ROTCE) 20.47%   19.29%   20.52%    
    Net interest margin 2.79%   2.69%   2.78%    
             
    *The information is preliminary, unaudited and based on company data available at the time of presentation.  
    (1) Average earning assets is the daily average of earning assets. Earning assets consists of loans, mortgage loans held for sale, federal funds sold, deposits with banks, and investment securities.  
             
    Truxton Corporation  
    Yield Tables  
    For The Periods Indicated  
    (000’s)  
    (Unaudited)  
                                   
    The following table sets forth the amount of our average balances, interest income or interest expense for each category of interest earning assets and interest bearing liabilities and the average interest rate for interest earning assets and interest bearing liabilities, net interest spread and net interest margin for the periods indicated below:  
     
     
      Three Months Ended   Three Months Ended   Three Months Ended  
      December 31, 2024*   September 30, 2024*   December 31, 2023*  
                                   
      Average
    Balances    		 Rates/
    Yields (%)    		   Interest
    Income/
    Expense    		   Average
    Balances    		 Rates/
    Yields (%)    		   Interest
    Income/
    Expense    		   Average
    Balances    		 Rates/
    Yields (%)    		   Interest
    Income/
    Expense    		  
                                   
    Earning Assets                              
    Loans $667,957   6.08   $10,215   $652,624   6.41   $10,520   $653,804   6.18   $10,183  
    Loan fees $0   0.09   $146   $0   0.08   $134   $0   0.19   $312  
    Loans with fees   667,957   6.17   $10,361     652,624   6.49   $10,654   $653,804   6.37   $10,495  
    Mortgage loans held for sale $0   0.00   $0   $0   0.00   $0   $0   0.00   $0  
    Federal funds sold $6,232   4.71   $75   $8,367   5.28   $113   $2,985   5.41   $41  
    Deposits with banks $28,570   4.85   $348   $35,784   5.43   $488   $14,240   5.51   $198  
    Investment securities – taxable $260,605   4.66   $3,039   $273,488   4.92   $3,361   $248,778   4.11   $2,554  
    Investment securities – tax-exempt $35,497   3.65   $217   $36,107   3.67   $222   $36,986   3.39   $210  
    Total Earning Assets $998,861   5.64   $14,040   $1,006,370   5.92   $14,838   $956,793   5.65   $13,498  
    Non interest earning assets                              
    Allowance for loan losses   (6,359)             (6,224)             (6,123)          
    Cash and due from banks $5,985           $6,529           $5,402          
    Premises and equipment $3,305           $3,370           $119          
    Accrued interest receivable $3,721           $3,746           $3,575          
    Other real estate $0           $0           $0          
    Other assets $36,453           $34,150           $30,404          
    Unrealized gain (loss) on inv. securities   (16,551)             (18,139)             (29,318)          
    Total Assets $1,025,415           $1,029,802           $960,852          
    Interest bearing liabilities                              
    Interest bearing demand $329,625   3.26   $2,703   $333,177   3.60   $3,018   $345,966   3.42   $2,984  
    Savings and money market $200,257   2.83   $1,427   $195,751   3.60   $1,773   $138,244   2.95   $1,027  
    Time deposits – retail $13,170   3.39   $112   $13,505   3.40   $115   $16,343   3.18   $131  
    Time deposits – wholesale $228,144   4.46   $2,556   $226,673   4.85   $2,761   $165,756   4.56   $1,906  
    Total interest bearing deposits $771,196   3.51   $6,798   $769,106   3.97   $7,667   $666,309   3.6   $6,048  
    Federal Home Loan Bank advances $9,554   3.48   $85   $5,728   3.50   $51   $4,500   1.98   $23  
    Subordinated debt $14,520   5.08   $188   $14,656   4.53   $188   $14,422   5.08   $187  
    Other borrowings $12,369   4.04   $90   $24,011   4.22   $259   $60,859   4.39   $685  
    Total borrowed funds $36,443   3.90   $363   $44,395   4.40   $499   $79,781   4.39   $895  
    Total interest bearing liabilities $807,639   3.52   $7,161   $813,501   3.99   $8,166   $746,090   3.69   $6,943  
    Net interest rate spread   2.12   $6,879     1.93   $6,672     1.96   $6,555  
    Non-interest bearing deposits $115,593           $118,216           $126,534          
    Other liabilities $5,157           $3,860           $6,469          
    Shareholder’s equity $97,026           $94,225           $81,759          
    Total Liabilities and Shareholder’s Equity $1,025,415           $1,029,802           $960,852          
    Cost of funds   3.08         3.48         3.15      
    Net interest margin   2.79         2.69         2.78      
                                   
               
    *The information is preliminary, unaudited and based on company data available at the time of presentation. Totals may not foot due to rounding.          
                                   
    Yield Table Assumptions – Average loan balances are inclusive of nonperforming loans. Yields computed on tax-exempt instruments are on a tax equivalent basis. Net interest spread is calculated as the yields realized on interest-bearing assets less the rates paid on interest-bearing liabilities. Net interest margin is the result of net interest income calculated on a tax-equivalent basis divided by average interest earning assets for the period. Changes in net interest income are attributed to either changes in average balances (volume change) or changes in average rates (rate change) for earning assets and sources of funds on which interest is received or paid. Volume change is calculated as change in volume times the previous rate while rate change is change in rate times the previous volume. Changes not due solely to volume or rate changes are allocated to volume change and rate change in proportion to the relationship of the absolute dollar amounts of the change in each category.
    Truxton Corporation  
    Yield Tables  
    For The Periods Indicated  
    (000’s)  
    (Unaudited)  
    The following table sets forth the amount of our average balances, interest income or interest expense for each category of interest earning assets and interest bearing liabilities and the average interest rate for interest earning assets and interest bearing liabilities, net interest spread and net interest margin for the periods indicated below:  
     
     
      Twelve Months Ended     Twelve Months Ended    
      December 31, 2024*     December 31, 2023*    
      Average
    Balances    		 Rates/
    Yields (%)    		   Interest
    Income/
    Expense    		     Average
    Balances    		 Rates/
    Yields (%)    		   Interest
    Income/
    Expense    		    
                             
    Earning Assets                        
    Loans $658,226   6.28   $41,328     $635,059   5.85   $37,150    
    Loan fees $0   0.08   $504     $0   0.10   $654    
    Loans with fees $658,226   6.36   $41,832     $635,059   5.95   $37,804    
    Mortgage loans held for sale $0   0.00   $0     $0   0.00   $0    
    Federal funds sold $5,592   5.08   $289     $1,907   5.21   $101    
    Deposits with banks $27,967   5.27   $1,475     $13,711   5.07   $695    
    Investment securities – taxable $259,313   4.6   $11,931     $247,483   3.78   $9,350    
    Investment securities – tax-exempt $34,867   3.57   $834     $38,410   3.40   $876    
    Total Earning Assets $985,965   5.76   $56,361     $936,570   5.26   $48,826    
    Non interest earning assets                        
    Allowance for loan losses   (6,299)               (6,087)            
    Cash and due from banks $6,161               5,960            
    Premises and equipment $2,662             $154            
    Accrued interest receivable $3,730             $3,271            
    Other real estate $0             $0            
    Other assets $33,513             $29,175            
    Unrealized gain (loss) on inv. securities   (19,553)               (26,891)            
    Total Assets $1,006,179             $942,152            
    Interest bearing liabilities                        
    Interest bearing demand $333,322   3.5   $11,681     $351,956   3.20   $11,247    
    Savings and Money Market $183,557   3.33   $6,121     $134,518   2.50   $3,368    
    Time deposits – Retail $14,275   3.41   $486     $17,168   2.53   $435    
    Time Deposits – Wholesale $207,457   4.61   $9,566     $143,922   4.05   $5,832    
    Total interest bearing deposits $738,611   3.77   $27,854     $647,564   3.22   $20,882    
    Federal home Loan Bank advances $5,476   2.95   $164     $12,355   3.91   $490    
    Subordinated debt $14,565   5.08   $752     $14,831   5.12   $771    
    Other borrowings $31,032   4.41   $1,294     $47,985   4.42   $2,153    
    Total borrowed funds $51,073   4.26   $2,210     $75,171   4.48   $3,414    
    Total interest bearing liabilities $789,685   3.80   $30,064     $722,735   3.36   $24,296    
    Net interest rate spread   1.95   $26,297       1.90   $24,530    
    Non-interest bearing deposits $119,150             $135,909            
    Other liabilities $4,424             $4,810            
    Shareholder’s equity $92,920             $78,619            
    Total Liabilities and Shareholder’s Equity $1,006,179             $942,073            
    Cost of funds   3.30           2.82        
    Net interest margin   2.71           2.67        
                             
    *The information is preliminary, unaudited and based on company data available at the time of presentation.          
     
    Yield Table Assumptions – Average loan balances are inclusive of nonperforming loans. Yields computed on tax-exempt instruments are on a tax equivalent basis. Net interest spread is calculated as the yields realized on interest-bearing assets less the rates paid on interest-bearing liabilities. Net interest margin is the result of net interest income calculated on a tax-equivalent basis divided by average interest earning assets for the period. Changes in net interest income are attributed to either changes in average balances (volume change) or changes in average rates (rate change) for earning assets and sources of funds on which interest is received or paid. Volume change is calculated as change in volume times the previous rate while rate change is change in rate times the previous volume. Changes not due solely to volume or rate changes are allocated to volume change and rate change in proportion to the relationship of the absolute dollar amounts of the change in each category.
     

    The MIL Network –

  • MIL-OSI: Global Drug Screening Market Is Forecasted to Reach $19.5 Billion By 2029

    Source: GlobeNewswire (MIL-OSI)

    PALM BEACH, Fla., Jan. 30, 2025 (GLOBE NEWSWIRE) — FN Media Group News Commentary – Due to the expanding consumption of illicit drugs & alcohol across the globe the Drug Screening market is poised to grow substantially in the coming years. Drug abuse and alcohol consumption are growing worldwide. According to the World Drug Report 2023, in 2021, 1 in every 17 people aged 15–64 in the world had used a drug in the past 12 months. The number of users grew from 240 million in 2011 to 296 million in 2021 or 5.8% of the global population aged 15-64. This is a 23% increase, partly due to population growth. Other drugs like Cannabis the second most used drug, with an estimated 219 million users i.e. 4.3% of the global adult population in 2021. In 2021, according to the US Department of Transportation, National Highway Traffic Safety Administration (NHTSA), 13,384 people died in alcohol-impaired driving crashes, i.e. a 14% rise from last year. A report from MarketsAndMarkets projected that: “The global drug screening market, valued at US$7.7 billion in 2023, is forecasted to grow at a robust CAGR of 16.6%, reaching US$9.1 billion in 2024 and an impressive US$19.5 billion by 2029.North America dominates the drug screening market. This market is projected to reach USD 9.3 billion by 2029, at a CAGR of 16.4% during the forecast period. The expanding consumption of illicit drugs & alcohol will advance raise the development of drug screening products & services on the road, thereby driving the overall market growth.”   Active companies in news today include:   Intelligent Bio Solutions Inc. (NASDAQ: INBS), Cardio Diagnostics Holdings, Inc. (NASDAQ: CDIO), bioAffinity Technologies, Inc. (NASDAQ: BIAF), Trinity Biotech plc (NASDAQ: TRIB), SOBR Safe, Inc. (NASDAQ: SOBR).

    The MarketsAndMarkets report said: “The growth of the drug screening market is driven by the growing drug & alcohol consumption and the enforcement of stringent laws mandating drug & alcohol testing. Rising regulatory approvals for new product & service launches would offer lucrative growth opportunities for market players in the coming years. The APAC market is projected to register the highest growth in the forecast period due to growing illicit consumption of drugs, the developing healthcare infrastructure, and the rising adoption of stringent regulatory guidelines for drug testing.”

    Intelligent Bio Solutions Inc. (NASDAQ: INBS) Adds Quantum TM to 400+ Account Portfolio Utilizing Breakthrough Fingerprint Drug Testing – Intelligent Bio Solutions Inc. (“INBS” or the “Company”), a medical technology company delivering intelligent, rapid, non-invasive testing solutions, announced that Quantum Traffic Management (“Quantum TM”), a leading UK-based traffic management provider, has adopted INBS’ Intelligent Fingerprinting Drug Testing Solution across its 10 nationwide sites to increase workplace testing efficiency and safety.

    With over 30 years of industry experience, Quantum TM operates across the utilities, highways, rail, local authority, and events sectors. Previously, Quantum TM relied on saliva and urine testing through external occupational health providers; however, the delays and inefficiencies associated with these methods prompted the company to explore a quicker and more hygienic alternative. INBS’ fingerprint sweat-based system enables Quantum TM to conduct on-the-spot drug screening in-house, facilitating rapid decision-making and improved operational efficiency.

    “The Intelligent Fingerprinting Drug Testing Solution provides us with greater control when it comes to drug testing. Having previously faced delays with our former saliva and urine drug testing methods, we needed to find an effective solution that we could manage in-house and increase our testing productivity,” said Scott Powell, Managing Director at Quantum TM. “Intelligent Bio Solutions’ technology enables us to do this, and we have already improved our testing efficiency with rapid, non-invasive screening.” CONTINUED…   Read this entire press release for INBS at: https://ibs.inc/news-and-media/

    In Additional News This Week, Intelligent Bio Solutions Inc. (NASDAQ: INBS) Partners with IVY Diagnostics to Expand in Europe’s $3.6 Billion Drug Screening Market and in Middle Eastern Regions – Intelligent Bio Solutions Inc. also announced the strengthening of its foothold throughout Europe and the Middle East through its partnership with IVY Diagnostics Srl (“IVY Diagnostics”). As a key distributor, IVY Diagnostics is playing an integral role in expanding the adoption of INBS’ Intelligent Fingerprinting Drug Testing Solution across Europe and the Middle East, with a particular focus on drug rehabilitation and law enforcement applications.

    According to Grand View Research, the European and Middle Eastern drug screening markets are projected to grow significantly by 2030, with Europe expected to reach $3.6 billion and the Middle East and Africa $432.7 million. This growing demand emphasizes the strategic importance of INBS’ partnership with IVY Diagnostics.

    IVY Diagnostics, a well-known consulting and distribution company within the diagnostics, life sciences and pharmaceutical sectors, has collaborated with another Italian distributor to secure a tender to provide INBS’ drug screening technology for drug rehabilitation programs across Italy. The solution offers a non-invasive, rapid, and hygienic method for drug screening, which has been well received by rehabilitation centers aiming to enhance their testing protocols. In addition to its success in rehabilitation services, INBS’ drug screening system is currently undergoing a trial with the local police force in Turin. The trial aims to explore the effectiveness of fingerprint-based drug testing in roadside screening initiatives, offering a more efficient, less invasive alternative to the traditional methods currently used.

    As the demand for drug screening solutions rises across Europe and the Middle East, INBS’ collaboration with IVY Diagnostics positions the Company to effectively capture new opportunities. IVY Diagnostics serves as INBS’ primary contact in Europe, leveraging its extensive network of distributors and expertise in identifying and vetting new partners across key regions, including Romania, Hungary, Slovakia, Austria, and Scandinavia. The collaboration extends to the Middle East, targeting markets such as the UAE, Saudi Arabia, and Qatar.   CONTINUED…   Read this entire press release for INBS at: https://ibs.inc/news-and-media/

    In other developments in the markets of note:

    Cardio Diagnostics Holdings, Inc. (NASDAQ: CDIO) recently announced that the Company’s PrecisionCHD and Epi+Gen CHD tests have received final pricing determinations from the Centers for Medicare & Medicaid Services (CMS). Following the preliminary pricing determination made by CMS in August 2024, CMS finalized the ‘gapfill’ pricing determination for both PrecisionCHD and Epi+Gen CHD. This decision will be effective for claims with dates of service on or after January 1, 2025, and will allow Medicare contractors to determine pricing for PrecisionCHD and Epi+Gen CHD based on actual cost data from Cardio Diagnostics. The Medicare contractors will report to CMS preliminary gapfill pricing for calendar year 2025 by April 1, 2025.

    “Receiving this final determination is a crucial step for our innovative solutions to help improve the risk assessment, diagnosis, management and monitoring of coronary heart disease (CHD) for Medicare patients,” said Meesha Dogan, Ph.D., CEO and Co-Founder of Cardio Diagnostics. “This milestone brings us closer to addressing the significant unmet needs in cardiovascular care for the Medicare population, enabling clinicians to better personalize treatment strategies and ultimately improve patient outcomes.”

    bioAffinity Technologies, Inc. (NASDAQ: BIAF) recently announced that the Australian Patent Office (IP Australia), has accepted bioAffinity’s patent application for the method of predicting the likelihood of lung cancer used by the CyPath® Lung diagnostic test for early-stage lung cancer.

    The Australian patent application, titled “Detection of Early-Stage Lung Cancer in Sputum Using Automated Flow Cytometry and Machine Learning,” will be an important addition to bioAffinity Technologies’ patent portfolio, which includes 17 awarded U.S. and foreign patents and 38 pending patent applications related to its diagnostic platform and cancer treatment therapeutics. Once issued, the Australian patent will expire in 2042 and will be the second awarded for the CyPath® Lung flow cytometry test as a stand-alone assay for the detection of lung cancer.

    Trinity Biotech plc (NASDAQ: TRIB) recently announced compelling results from its latest pre-pivotal clinical trial for its next-generation continuous glucose monitoring (CGM) system. The pre-pivotal clinical trial, which included 30 diabetic participants—primarily individuals with Type 1 diabetes—represents a significant milestone in Trinity’s mission to deliver affordable, high-performance CGM technology.

    Trinity Biotech’s redesigned ergonomic modular device features a reusable applicator and a rechargeable wearable transmitter that eliminates costly disposable components while delivering a seamless user experience. By using more durable, reusable components, enabled by Trinity’s proprietary self-inserting sensor technology, the Trinity CGM is designed to deliver care at a significantly lower cost than today’s two largest manufacturers. By addressing affordability—a key barrier to adoption of this life changing technology —Trinity’s innovative approach has the potential to bring CGM technology to millions of individuals who have been priced out of the market. This disruptive design not only expands access but also redefines sustainability in the CGM space, further differentiating Trinity’s solution from current market leaders.

    SOBR Safe, Inc. (NASDAQ: SOBR) recently announced the new release of SOBRsure™, a revolutionary wristband device designed to detect the presence of alcohol in individuals, supporting sobriety and empowering recovery. Available to purchase today, SOBRsure introduces an enhanced app experience and a new, sleekly-designed wristband that uses advanced transdermal technology to detect alcohol through the skin. This innovative device serves as a powerful monitoring and accountability tool for families, businesses and individuals alike.

    “We believe that SOBRsure is not just a technological breakthrough; it’s a lifeline to those navigating alcohol use disorder (AUD) and the path to sobriety,” said David Gandini, CEO of SOBRsafe. “With SOBRsure, we provide an accountability tool that not only supports individuals on their sobriety journey but also offers peace of mind to their families and employers.”

    About FN Media Group:

    At FN Media Group, via our top-rated online news portal at www.financialnewsmedia.com, we are one of the very few select firms providing top tier one syndicated news distribution, targeted ticker tag press releases and stock market news coverage for today’s emerging companies. #tickertagpressreleases #pressreleases

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    DISCLAIMER:  FN Media Group LLC (FNM), which owns and operates Financialnewsmedia.com and MarketNewsUpdates.com, is a third party publisher and news dissemination service provider, which disseminates electronic information through multiple online media channels.  FNM is NOT affiliated in any manner with any company mentioned herein.  FNM and its affiliated companies are a news dissemination solutions provider and are NOT a registered broker/dealer/analyst/adviser, holds no investment licenses and may NOT sell, offer to sell or offer to buy any security.  FNM’s market updates, news alerts and corporate profiles are NOT a solicitation or recommendation to buy, sell or hold securities.  The material in this release is intended to be strictly informational and is NEVER to be construed or interpreted as research material.  All readers are strongly urged to perform research and due diligence on their own and consult a licensed financial professional before considering any level of investing in stocks.  All material included herein is republished content and details which were previously disseminated by the companies mentioned in this release.  FNM is not liable for any investment decisions by its readers or subscribers.  Investors are cautioned that they may lose all or a portion of their investment when investing in stocks.  For current services performed FNM was compensated twenty six hundred dollars for news coverage of the current press releases issued by Intelligent Bio Solutions Inc. by a non-affiliated third party.  FNM HOLDS NO SHARES OF ANY COMPANY NAMED IN THIS RELEASE.

    This release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E the Securities Exchange Act of 1934, as amended and such forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. “Forward-looking statements” describe future expectations, plans, results, or strategies and are generally preceded by words such as “may”, “future”, “plan” or “planned”, “will” or “should”, “expected,” “anticipates”, “draft”, “eventually” or “projected”. You are cautioned that such statements are subject to a multitude of risks and uncertainties that could cause future circumstances, events, or results to differ materially from those projected in the forward-looking statements, including the risks that actual results may differ materially from those projected in the forward-looking statements as a result of various factors, and other risks identified in a company’s annual report on Form 10-K or 10-KSB and other filings made by such company with the Securities and Exchange Commission. You should consider these factors in evaluating the forward-looking statements included herein, and not place undue reliance on such statements. The forward-looking statements in this release are made as of the date hereof and FNM undertakes no obligation to update such statements.

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    SOURCE: FN Media Group

    The MIL Network –

  • MIL-OSI: Traliant introduces new cultural competence training to drive workplace collaboration and innovation

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Jan. 30, 2025 (GLOBE NEWSWIRE) — Traliant, a leader in online compliance training, today announced the launch of its new Cultural Competence training, designed to empower employees and managers to navigate and thrive in diverse workplace environments.

    In an increasingly global and interconnected business landscape, cultural competence has become more than just a soft skill — it’s a strategic advantage. Traliant’s training highlights how mastering cultural competence enhances collaboration, reduces costly miscommunications and fosters innovation by leveraging diverse perspectives. With practical strategies and real-world scenarios, the course equips employees to build stronger relationships, handle differences constructively and create an environment where diverse teams can excel.

    “Organizations today are seeking measurable ways to boost productivity, retain top talent and drive innovation,” said Mike Dahir, CEO at Traliant. “Cultural competence training goes beyond inclusion; it directly impacts the bottom line by enhancing team dynamics, reducing turnover and positioning organizations to succeed in diverse markets.”

    Toxic workplace cultures cost U.S. companies $223 billion. Traliant’s training addresses these challenges by reducing microaggressions, unconscious bias and communication barriers — helping organizations build trust, retain talent, and achieve better results.

    Traliant also released new Cultural Competence in Healthcare training for clinicians, nurses, and other healthcare professionals designed to improve patient outcomes and align with state and federal standards. This specialized course provides healthcare professionals with actionable insights into understanding patients’ cultural contexts, enabling them to deliver improved patient outcomes through more effective and personalized care.

    To learn more about Traliant’s innovative training solutions, visit: https://www.traliant.com/.

    About Traliant
    Traliant, a leader in compliance training, is on a mission to help make workplaces better, for everyone. Committed to a customer promise of “compliance you can trust, training you will love,” Traliant delivers continuously compliant online courses, backed by an unparalleled in-house legal team, with engaging, story-based training designed to create truly enjoyable learning experiences.

    Traliant supports over 14,000 organizations worldwide with a library of curated essential courses to broaden employee perspectives, achieve compliance and elevate workplace culture, including sexual harassment training, diversity training, code of conduct training, and many more.  

    Backed by PSG, a leading growth equity firm, Traliant holds a coveted position on Inc.’s 5000 fastest-growing private companies in America for four consecutive years, along with numerous awards for its products and workplace culture. For more information, visit http://www.traliant.com and follow us on LinkedIn.

    Contact
    Reagan Bennet
    traliant@v2comms.com 

    The MIL Network –

  • MIL-OSI: ITS Logistics January Supply Chain Report: Recession Risks Heighten for US Economy as Consumer Confidence Decreases for Second Consecutive Month

    Source: GlobeNewswire (MIL-OSI)

    RENO, Nev., Jan. 30, 2025 (GLOBE NEWSWIRE) — ITS Logistics released the January ITS Supply Chain Report, revealing the U.S. economy was relatively stable last month but faced several headwinds. The job market remained strong, and inflation cooled significantly, but concerns about core inflation, higher interest rates, tariffs, and potential economic slowdown loomed. The Federal Reserve’s cautious approach to monetary policy and the housing market’s ongoing challenges also continued to influence the overall economic outlook.

    “As the U.S. entered December 2024, the economic outlook carried both positive and negative trends that could influence the trajectory of the economy in 2025 and beyond,” said Stan Kolev, Chief Financial Officer of ITS Logistics. “While many indicators suggest resilience, a number of challenges pose significant risks to continued growth.”

    Key concerns that supply chain professionals should be privy to include:

    • Inflationary Pressure: If inflationary pressures persist or accelerate, it could erode consumer spending and confidence
    • Monetary Policy Uncertainty: The risk of inflation becoming entrenched could lead to more aggressive action from the Federal Reserve, with possible interest rate hikes impacting consumer borrowing and business investment
    • Global Economic Uncertainty: The global supply chain disruptions and rising geopolitical tensions could negatively impact US exports and supply chains, hurting sectors that rely on international trade
    • Consumer Confidence: If inflation and high borrowing costs weigh too heavily on households, it could lead to reduced discretionary spending, further slowing growth in key sectors like retail, travel, and housing
    • Tariffs: Per the recent incoming Trump Administration announcement, there is a potential for an increase in tariffs. Companies should prepare for the potential of a front-loading event similar to 2018, disrupting transpacific trade lanes from Asia into North America

    The Conference Board reported that this month alone, U.S. consumer confidence decreased for the second consecutive month. Its consumer confidence index declined to 104.1 from 109.5 in December. This is considered to be worse than the projections presented by economists, which were expected to result in a reading of 105.8. The index measures Americans’ assessment of current economic conditions and their outlook for the next six months. Overall, consumers’ outlook of current market conditions decreased by 9.7 points to a reading of 134.3 this month, while the views on current labor market conditions fell for the first time since September.

    “In December 2024, the U.S. labor market remained strong but showed some signs of slowing as the year came to a close,” continued Kolev. “The U.S. economy added about 200,000 to 250,000 jobs last month, continuing a solid pace of hiring. While lower than the stronger job growth observed in 2021 and 2022, it still represented a healthy expansion, especially given the higher interest rate environment. The unemployment rate remained steady at 3.5%, continuing near historic lows. This suggested a tight labor market, with many employers still struggling to find workers.”

    Although job growth slowed compared to earlier in the recovery, demand for workers remained robust, particularly in healthcare, hospitality, and blue-collar industries. However, concerns about higher interest rates and a potential economic slowdown in 2025 could bring more caution to the labor market.

    While the U.S. economy was not yet in recession in December 2024, the risks are heightened as we move into 2025. The key concerns include how inflationary pressures, high interest rates, and global uncertainties will impact growth, consumer confidence, and business investment in the year ahead.

    ITS Logistics offers a full suite of network transportation solutions across North America and distribution and fulfillment services to 95% of the U.S. population within two days. These services include drayage and intermodal in 22 coastal ports and 30 rail ramps, a full suite of asset and asset-lite transportation solutions, omnichannel distribution and fulfillment, LTL, and outbound small parcel.

    The monthly ITS Supply Chain Report serves to inform ITS employees, partners, and customers of marketplace changes and updates. The information in the report combines data provided through DAT and various industry sources with insights from the ITS team. Visit here for a comprehensive copy of the report with expected industry insights and market updates.

    About ITS Logistics
    ITS Logistics is one of North America’s fastest-growing, asset-based modern 3PLs, providing solutions for the industry’s most complicated supply chain challenges. With a people-first culture committed to excellence, the company relentlessly strives to deliver unmatched value through best-in-class service, expertise, and innovation. The ITS Logistics portfolio features North America’s #19 asset-lite freight brokerage, the #12 drayage and intermodal solution, a top 50 dedicated fleet, an innovative cloud-based technology ecosystem, and a nationwide distribution and fulfillment network.

    Media Contact
    Amber Good
    LeadCoverage
    amber@leadcoverage.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/4910ceb2-75a8-407d-b57a-1342bbc2d3f0

    The MIL Network –

  • MIL-OSI: Purpose Investments Files Preliminary Prospectus for the World’s First Ripple (XRP) ETF

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, Jan. 30, 2025 (GLOBE NEWSWIRE) — Purpose Investments Inc. (“Purpose”), the leader behind the world’s first Bitcoin ETF and Ether ETFs, is pleased to announce that it is further solidifying its preeminence in the digital asset space with the filing of a preliminary prospectus with Canadian securities regulators for the proposed launch of the Purpose Ripple ETF.

    The Purpose Ripple ETF seeks to invest substantially all of its assets in long-term holdings of Ripple (“XRP”) and to provide holders of ETF Units with the opportunity for long-term capital appreciation.

    “At Purpose, we remain steadfast in our commitment to innovation and to bridging the gap between traditional and decentralized finance,” said Som Seif, founder and CEO of Purpose Investments. “As XRP sees increasing adoption and institutional interest, we believe an ETF can offer investors a transparent and familiar way to access it within a regulated framework.”

    “This launch represents another important step in our efforts to be the leading and most trusted partner for investors in harnessing the benefits of crypto and digital assets by enabling them to understand, access, and confidently invest these assets,” added Vlad Tasevski, Chief Innovation Officer. “We remain committed to providing exposure to transformative digital assets and blockchain technologies through regulated investment vehicles.”

    About Purpose Investments Inc.

    Purpose Investments is an asset management company with more than $23 billion in assets under management. Purpose Investments has an unrelenting focus on client-centric innovation and offers a range of managed and quantitative investment products. Purpose Investments is led by well-known entrepreneur Som Seif and is a division of Purpose Unlimited, an independent technology-driven financial services company.

    For further information, please contact:
    Keera Hart
    Keera.Hart@kaiserpartners.com
    905-580-1257

    A preliminary simplified prospectus relating to the ETFs (the “Preliminary Prospectus”) has been filed with the Canadian securities commissions or similar authorities. You cannot buy shares of the ETFs until the relevant securities commissions or similar authorities issue receipts for the final prospectus of the ETFs. Important information about the ETFs is contained in the Preliminary Prospectus. Copies of the Preliminary Prospectus may be obtained from Purpose or at www.purposeinvest.com.

    Commissions, trailing commissions, management fees, and expenses may all be associated with mutual fund investments. Please read the prospectus before investing. Mutual funds are not guaranteed; their values change frequently, and past performance may not be repeated.

    The MIL Network –

  • MIL-OSI: Drones Providing Valuable Military Intelligence & Surveillance Solutions as Drone Market Skyrockets with Potential

    Source: GlobeNewswire (MIL-OSI)

    PALM BEACH, Fla., Jan. 30, 2025 (GLOBE NEWSWIRE) — FN Media Group News Commentary – The increasing terrorism around the globe is expected to boost the growth of the military drone market going forward. Terrorism refers to an act of violence that would put others in danger while showing a blatant disdain for the harm IT would do. Governments and military organizations often use military drones in counter-terrorism efforts. Drones can provide valuable intelligence, surveillance, and reconnaissance (ISR) capabilities to monitor and track terrorist activities. The need for real-time data and actionable intelligence in counter-terrorism operations drives the demand for military drones. A recent report said that the military drones market size is expected to see strong growth in the next few years. It will grow to $21.93 billion in 2029 at a compound annual growth rate (CAGR) of 6.5%. The report said that: The Global Military Drones Market Trend: Innovative Products Expand The Military Drone Market. Major companies operating in the military drone market are developing new products such as hybrid unmanned aerial systems to meet larger customer bases, more sales, and increase revenue. A hybrid unmanned aerial system (UAS) refers to a type of drone or unmanned aircraft system that combines multiple propulsion systems or energy sources to enable enhanced operational capabilities.” Active Companies in the markets today include ZenaTech, Inc. (NASDAQ: ZENA), Kratos Defense & Security Solutions, Inc. (NASDAQ: KTOS), ParaZero Technologies Ltd. (NASDAQ: PRZO), Lockheed Martin Corporation (NYSE: LMT), RTX Corporation (NYSE: RTX).

    The Business Research Company continued: “Global Military Drones Market Trend: Rising Popularity Of Drone Swarm Technology In The Military Drone Market. Drone swarm technology is growing in popularity in the military drone market due to its cost efficiency and high firepower. Drone swarms are a large group of small drones that coordinate with each other to perform actions such as a survey of enemy territories, search and rescue, and attacks on hostile objects. Drone swarm technology involves the production of several small, cheap drones rather than one large, expensive drone, therefore offering military drone manufacturers and end-users’ efficiency in terms of cost and time. With the use of advanced swarm technologies, the military and armed forces can effectively carry out lethal drone strikes in multiple places at once.”

    ZenaTech (NASDAQ:ZENA) Announces Spider Vision Sensors Collaborates with Suntek Global to Apply for First Blue UAS Certification of IQ Nano Drone Sensor for US Defense – ZenaTech, Inc. (FSE: 49Q) (BMV: ZENA) (“ZenaTech”), a technology company specializing in AI (Artificial Intelligence) drone, Drone-as-a-Service (DaaS), enterprise SaaS and Quantum Computing solutions, announces that its subsidiaries ZenaDrone and Spider Vision Sensors are collaborating with Taiwan-based certified electronics manufacturer and partner, Suntek Global, to apply for the company’s first Blue UAS (Unmanned Aerial System) certified IQ Nano drone sensor for use by US Defense branches.

    A drone sensor is a device onboard a drone that collects data, such as cameras for imaging, LiDAR for mapping, or infrared sensors for thermal detection. Military and Defense departments use small autonomous indoor drones like the 10X10 inch IQ Nano for various applications such as inventory management, indoor building reconnaissance, search and rescue, training simulations, and explosives detection.

    “We have been working with Suntek on Blue UAS certification for our cameras and sensors since signing a partnership agreement in early December, in conjunction with our Spider Vision Sensors manufacturing subsidiary in Taiwan,” said CEO Shaun Passley, Ph.D. “Our immediate goal is to utilize Suntek’s expertise having achieved Blue UAS certification, to help us source and manufacture our own compliant components as well as help us with the Blue UAS application process for our components and the IQ Nano drone. If approved, the drone is placed on the Blue UAS Cleared List, allowing military and federal agencies to directly purchase our drones.

    “The IQ Nano drone is ideal for indoor operations in scenarios requiring precision, maneuverability, and minimal collateral damage, and can also improve efficiency and costs managing inventories of supplies in the Department of Defense (DoD) warehouse and storage facilities,” concluded Dr. Passley.

    The company also intends to file for the less stringent and faster to achieve Green UAS certification for IQ Nano sensor and the drone in the second quarter of 2025. The Green certification is considered a pathway to the Blue certification list, with the main difference being that it is a commercial certification for secure drones led by a drone industry association (AUVSI). The Blue UAS is a military-grade approval for DoD use and has strict country of origin requirements that must not include a set list of Chinese suppliers. The Blue UAS Certification Process for DoD use is managed by the Defense Innovation Unit (DIU) and includes additional security and performance evaluations. Continued… Read this full release for ZENA by visiting: https://www.financialnewsmedia.com/news-zena/

    Other recent developments in the defense/military industry include:

    Kratos Defense & Security Solutions, Inc. (NASDAQ: KTOS), a technology company in the defense, national security and global markets, recently announced that Kratos Unmanned Systems Division successfully executed a multi-week demonstration of its self-driving truck platooning system technology with FPInnovations, a Canadian research and technology organization that assesses, adapts and delivers solutions to Canada’s forest industry’s total value chain.

    The Kratos developed self-driving system “kit”, which enables vehicles to be capable of autonomous driving, was deployed for evaluation in forestry operations in northern Québec, Canada. Deployment of this technology is intended to mitigate driver shortages, improve safety protocols, boost rural economic vitality, and contribute to the development of a regulatory framework for autonomous vehicles. The automated platooning technology performed exceptionally well in the challenging forestry environment and hauled both unloaded and loaded timber trailers. The Kratos system demonstrated precision navigation in automated platooning mode along complex off-pavement roadways with degraded access to GPS, steep grades, severe visibility-limiting dust, sub-freezing temperatures, rain, and under variable day/night/twilight lighting conditions.

    ParaZero Technologies Ltd. (NASDAQ: PRZO), an aerospace company focused on safety systems for commercial unmanned aircrafts and defense Counter UAS systems, recently announced the successful launch of a pilot program utilizing its DropAir – Precision Airdrop System in a high-risk operational zone. The program, conducted in collaboration with a leading drone company, demonstrates the system’s ability to deliver critical blood transfusions rapidly and safely, significantly reducing the time needed to save lives in emergency situations.

    The pilot program involves a military-operated drone, equipped with ParaZero’s DropAir System, capable of delivering numerous blood transfusions in a matter of minutes. This breakthrough in aerial logistics showcases the system’s ability to cut down critical response times, ensuring that life-saving medical supplies are able to reach those in need with speed and precision.

    Lockheed Martin Corporation (NYSE: LMT) recently reported fourth quarter 2024 net sales of $18.6 billion, compared to $18.9 billion in the fourth quarter of 2023. Net earnings in the fourth quarter of 2024 were $527 million, or $2.22 per share, including $1.7 billion ($1.3 billion, or $5.45 per share, after-tax) of losses for classified programs, compared to $1.9 billion, or $7.58 per share, in the fourth quarter of 2023. Cash from operations was $1.0 billion in the fourth quarter of 2024, after a pension contribution of $990 million, compared to $2.4 billion in the fourth quarter of 2023. Free cash flow was $441 million in the fourth quarter of 2024, after a pension contribution of $990 million, compared to $1.7 billion in the fourth quarter of 2023. Fourth quarter 2024 results included 13 weeks, compared to 14 weeks for fourth quarter 2023, which had an unfavorable impact on sales volume across the company.

    Net sales in 2024 were $71.0 billion, compared to $67.6 billion in 2023. Net earnings in 2024 were $5.3 billion, or $22.31 per share, including $2.0 billion ($1.5 billion, or $6.16 per share, after-tax) of losses for classified programs, compared to $6.9 billion, or $27.55 per share, in 2023. Cash from operations was $7.0 billion in 2024, after a pension contribution of $990 million, compared to $7.9 billion in 2023. Free cash flow was $5.3 billion in 2024, after a pension contribution of $990 million, compared to $6.2 billion in 2023.

    “2024 was another successful and productive year for Lockheed Martin. Our 5% sales growth and record year-end backlog of $176 billion demonstrate the enduring global demand for our advanced defense technology and systems,” said Jim Taiclet, Lockheed Martin’s Chairman, President and CEO. “In the year, we invested over $3 billion in advancing our nation’s security through research and development and capital investment to support our customers’ missions, drive innovation and transform our operations with the latest digital and manufacturing technologies. Our strong and consistent performance also enabled us to again return greater than 100% of free cash flow to our shareholders in 2024.”

    Collins Aerospace, an RTX (NYSE: RTX) business, was recently awarded a follow-on contract with a potential for up to $904 million over five years to continue development of the U.S. Navy’s Cooperative Engagement Capability, a system that integrates sensors across surface, land, and air platforms to enable Integrated Fire Controls. RTX has been the sole provider of the Cooperative Engagement Capability (CEC) since 1985. The new sole source contract follows an existing five-year Design Agent contract.

    The CEC is a critical network for the U.S. Navy that connects multiple platforms and associated sensors together and provides composite tracking to combat and weapons systems. Collins will add new capabilities to the system including increased interoperability, expanded weapon and sensor coordination and integration of new data sources.

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    The MIL Network –

  • MIL-OSI Economics: From Classroom to Career: How Samsung Fuels STEM Dreams at Newberry High School

    Source: Samsung

    At Samsung, our citizenship mission is “Together for Tomorrow! Enabling People,” and we are committed to empowering future generations to harness technology for good. During the 2023–2024 school year, this mission came to life in Newberry, South Carolina, where Newberry High School earned the title of South Carolina State Winner in our Samsung Solve for Tomorrow national STEM competition, winning a $12,000 Samsung technology prize package for their school.
    Samsung Solve for Tomorrow challenges public school students in grades 6–12 to apply STEM (science, technology, engineering & math) to address local community issues, and Newberry High School’s Career Lab students, led by special education teacher Heather Alexander, more than met that challenge. Their innovative project—a pollinator garden and compost system—not only tackled sustainability but also demonstrated the power of STEM to drive community change and inspire career exploration.

    MIL OSI Economics –

  • MIL-OSI NGOs: Turning the tide of hepatitis C treatment in Machar Colony, Pakistan

    Source: Médecins Sans Frontières –

    In southern Pakistan’s Sindh province, on the edge of Karachi’s bustling fish harbour, sits Machar Colony. It is an informal settlement where life is harsh, often unkind, and plagued by overcrowding, poor sanitation, and limited access to basic services. The community’s struggles with health and well-being have long been exacerbated by these conditions, leaving residents vulnerable to a range of medical issues. 

    Médecins Sans Frontières (MSF) had been providing essential healthcare services in Machar Colony since 2012, offering emergency services, maternal health, and general health consultations. However, as the years progressed, MSF’s team noticed troubling patterns at our health clinic.  

    “Many residents started coming in with symptoms such as body aches, fatigue, decreased appetite, fever, or sometimes infection signs that hinted at a serious health issue,” says Dr Khawar Aslam, the project’s medical lead, who has been working with the team since 2014.

    “As we investigated further, we found that a significant number of these cases were related to hepatitis C, a viral infection that affects the liver and can lead to severe health complications.” 

    “Notably, during that time, Pakistan had the second-highest hepatitis C disease burden globally, and had already initiated its national hepatitis control programme in 2005,” says Dr Aslam. 

    A skilled lab technician carefully sets up a cartridge for accurate hepatitis C testing with the GeneXpert® at the MSF clinic in Machar Colony, Karachi, Pakistan, April 2024.
    Asim Hafeez

    Hepatitis C transmission in Pakistan is largely driven by inadequate sterilization of medical equipment and the improper reuse of needles and syringes. Contaminated blood transfusions also pose a significant risk. Common practices like barbering, tattooing, and piercing are contributing to the spread of the virus, as equipment is often not properly sterilized. In addition to these factors, the growing issue of intravenous drug use is also fuelling the transmission of hepatitis C in Pakistan.  

    According to the World Health Organization (WHO), as of April 2024, Pakistan has the highest number of viral hepatitis C infections in the world, with around 8.8 million cases. The country accounts for 44 per cent of all new hepatitis C infections attributed to unsafe medical injections. People are usually screened for hepatitis C only when they start showing signs of liver disease, which is often too late. If left untreated for too long, hepatitis C can progress to severe liver disease and even liver cancer. 

    “Even those who recognised their condition, either elsewhere or at our clinic, often faced obstacles to treatment, including high costs and the challenge of travelling to distant hospitals.” 

    “Residents have limited income sources, primarily relying on fishing, daily wage work, or small-scale businesses, which barely cover their daily needs,” Dr Aslam continues.

    “Additionally, upon referrals to other hospitals, identity cards were required for hepatitis C care; however, most of the community in Machar Colony was undocumented, so they were refused treatment.”

    Recognising the urgent need for action, in 2015 MSF started a comprehensive programme to provide free testing and treatment directly to residents. The hepatitis C services were integrated into the existing healthcare facility, allowing our teams to reach people who would otherwise remain unaware of their condition. In 2018, we closed our basic healthcare services and shifted our focus solely to the treatment of hepatitis C patients. 

    During a mobile clinic in Machar Colony, Karachi, MSF nurse Aman Ullah explains more about the symptoms of hepatitis C, how it affects people, and what measures can be taken to prevent it, Pakistan, November 2023.
    Gul Nayab/MSF

    “My wife was diagnosed with hepatitis C about a year ago and received successful treatment at the MSF clinic in Machar Colony,” says Javeed Ali, one of the programme’s patients.

    “When I subsequently developed symptoms such as leg and back pain, as well as weakness, I sought medical attention and was referred to the MSF clinic.” 

    “Inspired by my wife’s positive experience, I underwent testing and was diagnosed with hepatitis C,” says Ali. “I then completed a three-month treatment course, and fortunately, my follow-up test results were negative. My wife and I are both now in good health.” 

    To effectively address the crisis, MSF implemented a proactive strategy focused on community engagement. In a basic healthcare setup, free-of-charge hepatitis C services including screening, diagnosis, treatment, health education, and patient support were provided under one roof.  

    Between 2022 and 2024, MSF teams conducted widespread testing, going door-to-door and using mobile vans to offer in-home testing for residents aged 12 and older. This approach, called ‘bending the curve’, ensured that no one was overlooked and that those who tested positive were quickly referred for treatment, helping to bend the curve of hepatitis C prevalence in the community. 

    “By offering free services in one location, we made it easier for people to access care,” says Dr Aslam. 

    MSF also collaborated with the Ministry of Health to bring hepatitis C care closer to the community. In August 2022, we established a treatment facility at the Baldia town rural health centre, in Kemari district, Karachi. In this initiative, patients referred from Baldia hospitals’ outpatient departments, and those identified by community health workers, were screened for hepatitis C. The community health workers were trained to educate the community about hepatitis C risk factors and prevention.  

    Patients diagnosed with chronic hepatitis C received treatment for 12 or 24 weeks, depending on the severity of their liver disease. Additionally, all patients were offered hepatitis B vaccination to prevent future infections. This centre, handed over to the Ministry of Health in August 2023, serves as a crucial hub for hepatitis C treatment in the region. It is equipped with modern diagnostic tools and is now recognised as a key site for hepatitis care in Sindh province. 

    MSF team members during an outreach activity to find and support hepatitis C patients in a neighborhood of Machar Colony, Karachi, Pakistan, April 2024.
    Asim Hafeez

    In addition to reducing hepatitis C, MSF also played a vital role in Machar Colony during the COVID-19 pandemic. We supported vaccination efforts in Machar Colony and surrounding areas, ensuring residents received vital information about COVID-19 symptoms, prevention, and vaccination. MSF teams also distributed reusable masks and soap to help the community stay safe during the pandemic.

    As our hepatitis C programme concludes, the results are clear: thousands of lives have been transformed, and the rate of new infections has significantly declined. While hepatitis C remains a challenge in Machar Colony, the alarming spread has been curtailed, thanks to widespread awareness and early detection. 

    MSF has achieved the target of mobilising nearly 100 per cent of the community for hepatitis C awareness, and screening more than 72 per cent of residents.  Between 2015 and 2024, MSF screened over 129,922 individuals in our clinic and in the community, undertook 64,984 consultations for hepatitis C at the MSF clinic, performed 25,553 diagnostic polymerase chain reaction (PCR) tests, and provided treatment to over 9,398 patients. Among them, 6,909 completed their treatment. Of the remaining people, 2,061 were lost to follow-up without completing treatment, 176 with completed treatment were lost to follow-up, 14 people died during this period, while for the remaining 50 people, either treatment was not completed or follow-up stopped. Of the 6,909 completed treatments, 6,755 were cured of hepatitis C, which is 93.3 per cent, while the remaining 459 failed treatment. The success of MSF’s treatment initiatives will serve as a model for similar programmes in other underserved communities across Pakistan. 

    Médecins Sans Frontières (MSF) first began working in Pakistan in 1986 and currently provides a range of health services across all four provinces of the country, including maternal and child healthcare, primary healthcare, treatment for cutaneous leishmaniasis (CL), drug-resistant tuberculosis (DR-TB), and ongoing emergency responses. 

    MIL OSI NGO –

  • MIL-OSI United Kingdom: CMA wins appeal in emergency services case

    Source: United Kingdom – Executive Government & Departments

    The Court of Appeal has refused Motorola permission to appeal the CMA’s findings that it was making supernormal profits from providing communications network services to the UK emergency services.

    Today the Court of Appeal (CoA) has unanimously dismissed Motorola’s application for permission to appeal on both of its pleaded grounds, in which it claimed that the Competition and Markets Authority (CMA) had made errors in assessing competition in the relevant market and the profitability of the Airwave Network in 2021. 

    In its original findings, the CMA said that Motorola was able to make supernormal profits because it has a virtually unconstrained monopoly in the market to supply communications network services to the UK’s emergency services. The CMA imposed a charge control order capping the price Motorola could charge.

    Motorola challenged the CMA’s original findings in the Competition Appeal Tribunal (CAT). The CAT unanimously dismissed that challenge and Motorola sought permission to appeal to the CoA. In a judgment handed down today, the Court endorsed the CMA’s reasoning as set out in its original findings.  

    The CMA’s price cap ensures that the UK’s emergency services pay a fair price for Airwave’s services, reducing the price by almost £200 million per year.

    Today’s decision by the CoA brings this case to a close, as Motorola cannot appeal the decision further.

    George Lusty, Executive Director of Consumer Protection and Markets, at the CMA, said:

    The CMA’s investigations and legal decisions are carefully considered and evidence-led and we welcome today’s decision by the Court of Appeal which endorses our reasoning in this case.  

    Our investigation showed that Motorola had been charging emergency services in the UK £200 million a year more than they would if the market was working well. The Court’s judgment today means that our price cap remains in place, which limits how much Motorola can charge emergency services for using its Airwave Network.

    Today’s decision brings this matter to a close.

    For more information, visit the Mobile radio network services inquiry page. 

    Notes to Editors:

    1. In October 2021, the CMA opened an investigation into mobile radio network services amid concerns that the market might not be working well. The investigation – conducted by an independent panel – confirmed these concerns, finding that UK emergency services had no choice but to continue using Motorola’s Airwave Network, due to a lack of alternative providers. As such, Motorola was able to earn supernormal profits from the prices it charged the Home Office – which negotiates contracts on behalf of emergency services – resulting in higher costs to the emergency services which are ultimately footed by the taxpayers.
    2. To reduce these costs, the CMA imposed a charge control order, by way of a price cap, in July 2023, which brought the price down to the level that would be expected in a well-functioning and competitive market – putting an end to the estimated £200 million per year of over-charging.
    3. While protecting taxpayers, the price cap allows Motorola to continue to invest in the Airwave Network and so ensure that quality and safety are maintained.
    4. Motorola disagreed with the CMA’s findings – specifically that the price of the Airwave Network services was not limited by competition and on the level of profit they make from the Airwave Network – and so challenged them at the CAT. Following a hearing in August 2023, the CAT unanimously dismissed both of Motorola’s grounds of challenge.
    5. Thereafter, Motorola sought permission to appeal that judgment and today the CoA unanimously dismissed both grounds of Motorola’s application for permission to appeal the CAT decision, which had upheld the CMA’s findings.
    6. Supernormal profits mean profits over and above what would be expected in a well-functioning market. The CMA’s total estimate of the supernormal profits Motorola will make over the 2020 to 2029 period is £1.27bn. That estimate reflects the net present value of Motorola’s expected returns at the start of that period. This is equivalent, on an undiscounted basis, to revenues being almost £200m per year above the level that would be required for it and Airwave Solutions to earn a reasonable return.
    7. For media enquiries, contact the CMA press office on 020 3738 6460 or press@cma.gov.uk.

    Updates to this page

    Published 30 January 2025

    MIL OSI United Kingdom –