JianTai Plastic Machinery Pioneers Sustainable Plastic Recycling

Yuyao, Zhejiang, March 17, 2025 – JianTai Plastic Machinery Co., a leading force in plastic recycling technology, is setting new industry benchmarks with its comprehensive selection of innovative machines. Established in 2005 and headquartered in Yuyao, Zhejiang Province, China, JianTai has cemented its position as a global frontrunner by delivering state-of-the-art solutions that convert plastic waste into valuable resources, thereby promoting a circular economy. A Wide Array of Recycling Options JianTai provides a varied range of plastic recycling machines, each tailored to fulfill specific industry demands and compliant with CE and ISO 9001 standards for quality and safety. The company’s offerings include: : Highly effective systems designed to process plastic waste such as polyethylene (PE), polypropylene (PP), and polystyrene (PS) into reusable pellets. These systems feature advanced capabilities for cutting, washing, extrusion, and granulation. HDPE Plastic Recycling Machine: Specialized machinery for recycling high-density polyethylene (HDPE), commonly found in bottles and pipes. It incorporates twin-screw extrusion and water-cooling systems to ensure consistent pellet quality. TPU Plastic Recycling Machine: Specifically designed for thermoplastic polyurethane (TPU), a versatile material used in the footwear and automotive sectors. It features servo-driven components for enhanced energy efficiency and precision. PLA Recycling Machine: A recent innovation for recycling polylactic acid (PLA), a biodegradable plastic used in packaging, tableware, and 3D printing, supporting trends in sustainable production. Plastic Extruder Machine: Durable extruders for melting and shaping plastics, perfectly suited for producing recycled pellets or direct-use products, and equipped with high-precision servo motors. Plastic Granulator: Machines designed to transform plastic scraps into uniform granules, thereby increasing material reusability across various industries. With over 105 recycling facilities utilizing JianTai's equipment worldwide, the company contributes to recycling over 500,000 tons of plastic each year, significantly decreasing waste and conserving valuable resources. Innovation as a Cornerstone JianTai's machines are built with cutting-edge technology, including servo-driven systems and energy-optimized designs, to maximize efficiency and minimize environmental impact. The newly introduced PLA Recycling Machine highlights this dedication, catering to the increasing need for biodegradable plastic solutions in environmentally conscious markets. Likewise, the HDPE and TPU recycling machines address the requirements of industries with high production volumes, ensuring that waste is converted into premium, reusable materials. Spearheading Environmental Progress Plastic pollution is a critical global challenge, and JianTai is leading the charge in finding solutions. Its energy-efficient machines not only reduce operational costs but also lower carbon footprints, aligning with global climate objectives. By recycling a wide array of plastics—from robust HDPE to flexible TPU and biodegradable PLA—JianTai empowers businesses to lessen their dependence on landfills and embrace sustainable practices. Global Influence and Future Goals JianTai provides its global customers with comprehensive support services, including equipment setup, operator training, and remote technical assistance. Looking ahead, the company intends to broaden its global footprint and invest in research and development to further refine its product line. JianTai is dedicated to strengthening its partnerships, enabling more industries to adopt recycling practices and contribute to a cleaner environment. A Sustainable Vision "Since 2005, JianTai has been dedicated to transforming plastic waste into a valuable resource for the future," stated a company spokesperson. "Our comprehensive range of recycling machines—from extruders to granulators—provides practical, environmentally friendly solutions that benefit both our clients and the planet." As the demand for sustainable practices continues to rise, JianTai Plastic Machinery Co. is prepared with a complete set of tools to combat plastic waste and create a greener future. For more details, visit or contact JianTai Plastic Machinery Co. for inquiries.Media ContactJianTai Source :JianTai ```

Elevated Coaching & Consulting Global Expands Services to Canada “`

Sydney, New South Wales Mar 16, 2025  - Elevated Coaching & Consulting Global (ECC) is pleased to announce its expansion into the Canadian market. This move aims to further the company's goal of helping individuals, teams, and organizations achieve their full potential and succeed. Building upon their established success in the USA and Australia, ECC will provide its innovative coaching and consulting services throughout Canada, partnering with workforce development and vocational training providers, business leaders, and non-profit organizations. ECC utilizes an approach that incorporates positive psychology, neuroscience, and a person-centered, strengths-based methodology for leadership development and workforce empowerment. With a significant emphasis on psychological safety, well-being, and human rights, ECC provides workforce development professionals, educators, and corporate leaders with the resources to cultivate inclusive environments and promote meaningful change. Key services ECC will deliver across Canada include:  ... Leadership development and executive coaching... Workforce development and vocational training consulting... Psychological safety and workplace well-being programs... Diversity, Equity, and Inclusion (DEI) training and strategy... Mindset coaching for individuals and teams to enhance resilience and performance The Canadian expansion is a major achievement for ECC, reinforcing its dedication to transforming workplace cultures and empowering individuals seeking employment and career advancement. Founder Kylie van Luyn shared her excitement for this new venture: "The expansion of Elevated Coaching & Consulting Global into Canada, a project over a year in the making, presents an incredible opportunity to collaborate with our Canadian colleagues to build workplaces that prioritize psychological safety, well-being, and inclusion. Our mission is to improve mindsets, empower individuals, and support workforce development practitioners and leaders in developing cultures of growth and resilience. We are eager to make a positive impact across Canada and help people and organizations prosper." For more information on ECC's range of services visit Media ContactElevated Coaching & Consulting Global Source :Elevated Coaching & Consulting Global ```

Future of airport operations to take centre stage at inter airport Southeast Asia conference

SINGAPORE, Mar 14, 2025 - (ACN Newswire via SeaPRwire.com) - Themed “Airport Operations for Tomorrow”, inter airport Southeast Asia 2025 (IASEA) curated a lineup of conference sessions and the latest innovations to drive conversations on what a sustainable tomorrow looks like for Asia’s airport operations and ground handling industry.From 25-27 March 2025, the 8th edition of IASEA is expected to gather over 4,000 attendees, 150 notable global brands and some 50 industry experts as speakers at the iconic Marina Bay Sands, Singapore.IASEA 2025 Conference – Mastermind keynotes on shaping the future of airportsSetting the stage for this conference on day 1 (25 March) is the fireside chat titled Reshaping Global Airport Operationsby Patrick Ky, CEO, International Centre for Aviation Innovation (ICAI), an industry leader with nearly three decades worth of aviation experience. Moderated by Glory Wee, Senior Director, Aviation Development Group, Civil Aviation Authority Singapore (CAAS), the session will discuss solutions that improve operational efficiencies and lay the foundation for resilient and future-proof airports.“Globally, Asia Pacific takes the lead as the region with 60% of the total number of airport projects, and the region’s carriers handled 31 million international passengers, which was a 19.8% increase in November 2024 compared to November 2023. Recognising the need to address ground and airspace capacity constraints and manpower shortages, while keeping up with increasing passenger footfall in the region, the International Centre for Aviation Innovation was established in Singapore,” said Patrick Ky, CEO, International Centre for Aviation Innovation (ICAI). “ICAI focuses on research and development projects for next-generation air navigation services, automated and smart airports, and unmanned aviation systems and sustainable aviation. At the upcoming IASEA 2025, I’m excited to share insights into new innovations that will be tested in Singapore before being deployed globally.”This will be followed by keynote sessions led by two of the top 5 airports according to Skytrax’s World Top Airport List 2024. The first keynote, Airports of The Next Decade & Beyond with Shinichiro Motomiya, General Manager, Narita International Airport Corporation, will provide insights into the master plan of Narita International Airport – a case study of the airport of the future, and Airport in Brief: Incheon Airport with Soonil Hwang, Deputy Director of Fast Travel Team, Incheon International Airport Corporation, will cover a deep dive into the airport’s Digital Transformation Project.Shinichiro Motomiya, General Manager, Narita International Airport Corporation, shared, “To ensure that airports can keep up with this surging demand in air traffic today, it’s become paramount for the industry to accelerate conversations on what will make airports sustainable, improve operational resilience and passenger experience. Takethe ‘New Narita Airport’ expansion project as a case in point, which we will share about during the keynote session. The airport development project for the 2030s is looking at consolidating terminals and building a new cargo area to allow for the expected increase of passenger capacity from 57 to 75 million and cargo capacity from 2.4 to 3.5 million tons atNarita International Airport.”Soonil Hwang, Deputy Director of the Fast Travel Team, Incheon International Airport Corporation commented, “We should not shun away from the use of Artificial Intelligence technologies, especially in the aviation industry. At Incheon International Airport, we believe that technology will strike a fine balance between passenger experience and operational efficiency. Hence, we’ve analysed customer demands and drawn a Persona Journey Map to design solutions around it. As we complete Phase 4 of the transformation of Incheon International Airport, it is my pleasure to share at the upcoming IASEA how we’ve identified values such as ‘Convenient Journey’ or ‘Time’ and utilised them to elevate the customer experience.”The morning of the opening day will also see Nguyen Dang Minh, Head of Airport Operations Department, Airports Corporation of Vietnam (ACV) spearhead the next keynote, Vietnam Airport Development Masterplan 2030. Vietnam stands as a leader in the aviation landscape, aiming to expand its airport network to 30 airports by 2030 and a long-term vision extending to 2050 that includes upgrades to increase annual passenger capacity by over 80%. As new airports are being built and existing ones upgraded, Minh will cover the solutions needed to address challenges in ground management, security, and resource allocation that will enable airport operations to evolve alongside Vietnam’s expanding aviation network.Day 2 of the conference will open with the keynote Global Action Plan for the Prevention of Runway Incursion. With safety as a top priority for the aviation industry, and runway incursions as one of the top five high-risk categories of aviation risks, the session will be led by Mitch Fox, Director, Asia Pacific Centre for Aviation Safety, Flight Safety Foundation, who will cover recommendations from the Global Action Plan for the Prevention of Runway Incursions (GAPRI) that go beyond simple regulatory compliance. Aside from safety, efficiency and sustainability are the next priorities to drive airports of tomorrow. Brad Moore, CEO, APAC, Swissport International AG, will lead the next keynote Redefining Ground Support Excellence in Asia Pacific to examine how transformative technology, greener practices, and strategic innovation are unlocking new opportunities for ground handling – a critical backbone of the aviation system.Aside from these mastermind keynotes, other industry experts and thought leaders from the airport industry will join the conference, sharing their groundbreaking strategies for transforming terminal and ramp operations to address the challenges of today's demanding and rapidly changing aviation landscape.Some of the conference highlights include1:Using Data Analytics to Optimise Airport OperationsRethinking Passenger Flow: Unravelling the Knot of Terminal CongestionTransforming Baggage Handling: Best Practices for Modern AirportsFuture-Proofing Airport Security: Balancing Safety, Technology & Passenger ExperienceBoosting Operational Resilience: Preparing for the UnexpectedThe full list of speakers can be found here.State-of-the-art solutions at inter airport Southeast Asia exhibitionAs the reference point for the future of airports, IASEA 2025 will stand as a platform to unveil the latest aviation technologies aimed at streamlining workflows, improving sustainability and elevating operational capabilities.Automation will continue to play a pivotal role in ever-growing passenger expectations. SITA’s 2024 Baggage IT Insights reveal that 80% of airports and 66% of airlines have put touchless self-service baggage handling in place, and more investments will continue in 2025. Aligned with this transformation, industry expert Smith Detection will introduce to the Asia market the SDX 10060 XDi, a ground-breaking X-ray scanner, offering highly accurate material discrimination and substance identification based on an object’s molecular structure. Separately, biometrics and digital identity leader NEC will showcase its facial recognition technology, ranked the world’s most accurate in a benchmark test conducted by the U.S. National Institute of Standards and Technology in 2024. ADB Safegate Singapore, who recently clinched awards for Environmental Initiatives, Innovation, Safety, and Business Expansion at the Airport Technology Excellence Awards 2024, will present their award-winning airport management software.Other notable brands to expect on the exhibition floor:Aviaco GSE, CIAS, Colibri Energy, Cobus Industries, Datalogic, ewo, FAAC, Fastcharge, FibreFENCE by Fibre Net Spa, FLEX Industries, GRP Iluminacion, Honeywell, ITW GSE, Japan Radio Co., LEONARDO, Mallaghan, Mototok, NEC, OCEM Airfield, Oshkosh AeroTech, Poltrona Frau, Roypow Technology GmbH, SICK AG, ShinMaywa, Thales, TCR, TLD Asia, Toyota Industries Corporation, TREPEL and Weihai Guangtai. All registered professionals for inter airport Southeast Asia 2025 will be granted free access to exhibition and conference floors. For the latest information on inter airport Southeast Asia, please visit the event website, LinkedIn, or Facebookpages.About inter airport Southeast Asiainter airport Southeast Asia influences and accelerates the transformation of the airport industry in Asia by crafting a unique, 3-day airport trade show for the region.Every odd year, buyers and decision makers from the airports, airlines, ground handlers and the entire Airport community in Asia attend inter airport Southeast Asia to source and experience from the most diverse selection of innovations, technology and equipment for airport terminals and ramp operations.Whatever your strategy or needs - this is the place to be for business, friendship and new trends.25-27 March 2025Marina Bay Sands, Singaporewww.interairport-southeastasia.comAbout RX  RX is a global leader in events and exhibitions, leveraging industry expertise, data, and technology to build businesses for individuals, communities, and organisations. With a presence in 25 countries across 42 industry sectors, RX hosts approximately 350 events annually. RX is committed to creating an inclusive work environment for all our people.  RX empowers businesses to thrive by leveraging data-driven insights and digital solutions. RX is part of RELX, a global provider of information-based analytics and decision tools for professional and business customers. For more information, visit www.rxglobal.com. About RELXRELX is a global provider of information-based analytics and decision tools for professional and business customers. RELX serves customers in more than 180 countries and has offices in about 40 countries. It employs more than 36,000 people over 40% of whom are in North America. The shares of RELX PLC, the parent company, are traded on the London, Amsterdam and New York stock exchanges using the following ticker symbols: London: REL; Amsterdam: REN; New York: RELX.*Note: Current market capitalisation can be found at http://www.relx.com/investorsMedia contacts (on behalf of RX)Carolyn Kok (carolyn.kok@fifthring.com)Chloe Lim (chloe.lim@fifthring.com) Copyright 2025 ACN Newswire via SeaPRwire.com.

CITIC Resources Announces 2024 Annual Results, Revenue surges 148.3% to approximately HK$9.5 billion

HONG KONG, Mar 17, 2025 - (ACN Newswire via SeaPRwire.com) - CITIC Resources Holdings Limited (hereinafter referred to as the CITIC Resources or the Company, or the Group when its subsidiaries are included; Stock Code: 1205.HK) has announced its annual results for the year ended 31 December 2024 (hereinafter referred to as the “Year”).Stable operating results with positive outlook.  Breakthrough in revenue and profit growth.In 2024, there remained uncertainties and complexity in global economic growth. Despite such challenges, the Group has taken proactive measures to manage risks and promote its steady development, and thereby accomplished remarkable results as shown by the success in achieving increases in, meeting the targets of, and making breakthrough for, both revenue and profits. During the Year, the Group recorded revenue of approximately HK$9.5 billion (2023: approximately HK$3.8 billion), representing a substantial year-on-year increase of approximately 148.3%, with adjusted EBITDA at approximately HK$2.1 billion (2023: approximately HK$2.1 billion) and profit attributable to ordinary shareholders of the Company of approximately HK$572.6 million (2023: HK$551.8 million), representing a year-on-year increase of approximately 3.8%.As at 31 December 2024, the Group’s gearing ratio and interest-bearing debt ratio decreased to approximately 35.2% and 15.5%, respectively, and the return on net assets was approximately 7.2%, indicative of a strong and healthy overall asset status. The Group proposes to distribute a final dividend of HK2.6 cents per ordinary share for 2024 (2023: HK2.5 cents).Oil and gas business operated smoothly.   Trading business merged as a new growth engine.During the Year, the Group’s oil and gas business achieved an operating output of approximately 17.6 million barrels and an equity production of approximately 9.5 million barrels, representing a year-on-year increase of approximately 3.2% and 3.0% respectively. The oil and gas business achieved an annual revenue of approximately HK$1.4 billion (2023: approximately HK$1.5 billion), and contributed approximately HK$338.0 million to the net profit attributable to the ordinary shareholders of the Company (2023: approximately HK$685.1 million). With revenue reaching approximately HK$5.9 billion (2023: -), oil and gas trading business has emerged as a key driver of the Group’s new development.Focusing on technological innovation, the Group has significantly enhanced the efficiency of exploration and development management across its existing oilfields and further explored their potential. Moreover, with meticulous reservoir management, the Group has optimized reserve development, thereby achieving notable increases in both reserves and production output. Meanwhile, the trade and marketing department, applying strategies suitable for the respective local markets, coordinated with various oil field projects to raise the sales price of proprietary oil, expand the export channels of proprietary oil of Yuedong oilfields and prompt existing customers to increase crude oil prices. In anticipation of the adverse impact of the completion of the North American high-sulfur oil pipeline, the trade and marketing department managed to secure the future income through concluding a 3-year crude oil sales bidding of Seram oilfields. The Group will continue to actively explore new crude oil sales channels and strategies of KBM oilfields, in order to enhance the market value of proprietary oil in a diversified manner.Non-oil-and-gas business achieved a turnaround for profits.  Promoted quality and efficiency enhancement of joint venture projects.During the Year, the Group’s non-oil-and-gas business achieved an annual operating income of approximately HK$2.2 billion (2023: HK$2.4 billion) and contributed approximately HK$198.2 million to the net profit attributable to the ordinary shareholders of the Company (2023: net loss of approximately HK$261.2 million) and achieving a turnaround. This improvement was driven by several key initiatives, including the successful completion of the equity transfer of AWC to Alcoa Corporation, which yielded a net profit attributable to the Company’s ordinary shareholders of approximately HK$114.4 million. The Group also made steady progress in facilitating the capacity recovery of Portland Aluminium Smelter. Through strategic measures such as entering into a new hedging agreement with independent electricity suppliers, the Group capitalized on the favorable market conditions resulting from the rebound in aluminium prices. These efforts not only enhanced operational efficiency but also further reduced costs, positioning the business for sustained growth. In addition, the Group fully exercised its shareholder rights, and actively coordinated resources to assist CMJV’s coal business in resolving capacity bottleneck issues.Mr. Hao Weibao, Executive Director, Chairman and Chief Executive Officer of CITIC Resources, said, “In 2025, the external environment remains highly uncertain, presenting both challenges and opportunities. The Group will continue with the business strategy of ‘consolidating core existing business and expanding the dual drive in investment and trading’ to increase reserves and output, boost the scale of production and sales, continue to introduce new processes and technologies, thereby empowering the development of the Group through technological innovation. In addition, the Group will steadily broaden the oil and gas trading business, be prepared to obtain first-hand resources from crude oil producers in the future and be ready to engage in the ‘take-position’ physical cargo oil trading business. The Group will also focus on developing ‘small-yet-exemplary’ resources projects, and make efforts on operation upgrades in different aspects, such as pushing forward with green electricity transformation, expanding further into the industrial chain, and exploring cutting-edge raw aluminum manufacturing. Our aim is to continue to develop the Group, be recognized as a professionalized listed company in the resource and energy sector, and to create long-term value and satisfactory returns for shareholders and stakeholders.”For details of CITIC Resources’ 2024 annual results, please refer to the Group’s annual results announcement on the Hong Kong Stock Exchange and the Group’s website.About CITIC Resources Holdings Limited (Stock Code: 1205.HK)CITIC Resources Holdings Limited has been listed on the Hong Kong Stock Exchange since 1997. Principal activities of CITIC Resources include the exploration, development and production of oil and coal, investments in bauxite mining, alumina refinery, aluminium smelting and oil and gas trading. CITIC Limited is the largest shareholder with about 59.5% interest in CITIC Resources. Copyright 2025 ACN Newswire via SeaPRwire.com.

Mitsubishi Electric Building Solutions Launches New Control Renewal Menu for Elevators Manufactured by Other Companies Overseas

TOKYO, Mar 17, 2025 - (JCN Newswire via SeaPRwire.com) - Mitsubishi Electric Building Solutions Corporation (MEBS, Head Office: Chiyoda-Ku, Tokyo; President: Iwao Oda) today announced the launch scheduled for 19 March of a new overseas control renewal menu for elevators made by other companies installed in existing buildings. By developing a new control panel with an auto-tuning function, MEBS will respond to the diverse needs of its overseas customers for the renewal of control systems for elevators, while spurring the expansion of its maintenance and renewal business.*The image is for illustrative purposes only.Main Features of Renewal Menu1) Achieving control that maximizes ride comfort even with other companies' traction machines through auto-tuning- It is possible to upgrade to the latest control system by utilizing an MEBS control panel together with a traction machine made by another company.- The newly developed control panel equipped with an auto-tuning function estimates the characteristics of the other company’s traction machine and automatically derives the control parameters for the combination of the other company’s traction machine and the MEBS control panel. This eliminates the need to develop a dedicated control panel for the traction machine and improves ride comfort.2) Improving safety and contributing to sustainability by promoting the renewal of existing elevators- The renewal menu promotes the renewal of existing elevators to improve safety and convenience, and contributes to sustainability by reducing power consumption and waste emissions through the reuse of some of the equipment.- The menu also reduces downtime by eliminating the need to replace all of the equipment.3) Achieving improved convenience in response to diversifying building solution needs- By adopting the renewal menu, it is possible to introduce integrated building solutions utilizing MEBS’s unique technologies such as our global remote-maintenance service M’s BRIDGE, DOAS (Destination Oriented Allocation System, elevator coordination with mobile robots, Elevator Call System with Smartphone, and BMS (Building Management System).Sales DetailsMajor Renewal EquipmentAvailable Specification RangeSales Area[MEBS Product]- Control Panel with Auto-tuning Function- Car Operation Panel, Hall Button [Supplier Product]- Traction Machine- Car Door etc.UsePassenger (Rope Type)North/Central/South America, Europe, Middle East, ASEAN, and othersExistence of TractionMachine Room Existing BackgroundIn the overseas elevator market, there are many elevator parts manufacturers and specialized elevator maintenance companies that respond to diverse customer needs. With such a wide variety of choices available, MEBS receives numerous requests from customers with existing elevators made by other companies to provide them with higher-quality services by renewing their control systems using our control panels.Normally, when combining a control panel with a traction machine from a different manufacturer, it is necessary to develop an individual control panel that matches the characteristics of the traction machine. However, by adopting MEBS’s newly developed control panel equipped with an autotuning function, there is no need to develop a dedicated control panel for each traction machine, and the latest control technology can be introduced while utilizing other companies’ traction machines. As a result, performance can be improved while reducing costs and ensuring stable long-term operation.Until now, our control renewal menu has been limited to “ELEMOTION” for existing MEBS elevators, but with this new autotuning function-equipped control panel, we can now offer control renewal for existing elevators made by other companies, which will allow us to meet an even wider variety of customer needs.OutlookMEBS, which is in charge of the building systems business, a key growth area for Mitsubishi Electric, is planning to expand and accelerate the global elevator maintenance and renewal business as a priority strategy. Through this menu, we are aiming to renew 1,000 elevators annually by 2030, mainly in North America and Europe.About Mitsubishi Electric Building Solutions CorporationMitsubishi Electric Building Solutions Corporation is a consolidated subsidiary of Mitsubishi Electric Corporation established in April 2022 that conducts a comprehensive range of operations in the building systems business, from development and manufacturing to maintenance and renewal. As a building solutions provider, we support the economic and social infrastructure through one-stop integrated solutions that combine a wide range of building-related products and services, including elevators, escalators, air conditioning and refrigeration equipment, and building systems, as well as with our extensive experience in building operation and management, and advanced digital technology. From buildings to building complexes and even entire cities, we contribute to enriching human life in buildings and urban spaces by solving a wide variety of issues that are closely linked to people and society, with the ultimate aim of realizing smart cities. For more information, please visit www.mebs.com/Customer InquiriesCorporate Planning Department, Global Business GroupMitsubishi Electric Building Solutions Corporationbod.inquiry@rk.MitsubishiElectric.co.jpMedia InquiriesCorporate Communication DivisionMitsubishi Electric Building Solutions Corporationa_mebs_press@meltec.co.jpPress Release: https://www.acnnewswire.com/docs/files/20250317.pdf  Copyright 2025 JCN Newswire via SeaPRwire.com.

SEG Announced 2024 Annual Results Total Value of New Contracts Exceeded RMB 100 Billion With Record Dividend Payouts

EQS Newswire / 16/03/2025 / 20:10 UTC+8 Press Release (For immediate release)     SEG Announced 2024 Annual Results   Total Value of New Contracts Exceeded RMB 100 Billion With Record Dividend Payouts   (16 March 2025, Hong Kong) SINOPEC Engineering (Group) Co., Ltd. (“SEG” or the “Company”, together with its subsidiaries collectively known as the “Group”) (stock code: 2386) today announced its annual results for the twelve months ended 31 December 2024 (the “Reporting Period”).   Over the past year, in the face of rapidly evolving industrial transformation, the complex and severe external situation and the fiercely competitive market environment, the Board and the management of the Company actively promoted market development, spared no effort in optimizing production and operation and accelerated the forging of new quality productive forces. We presented new vitality because of the high-quality development, delivering a satisfactory report to our shareholders: the Company achieved an annual operating revenue of RMB64.198 billion, a year-on-year increase of 13.9%; a net profit of RMB2.474 billion, a year-on-year increase of 5.5%; and a newly signed contract value of RMB100.613 billion, a year-on-year increase of 25.4%, the Company accomplished various production and operation tasks and QHSE targets. With an overall consideration of the profitability of the Company and the needs for sustainable development in the future, the Board proposed a final dividend of RMB0.208 per share, taking into account of the interim dividend already distributed, the total dividend for the full year was RMB0.358 per share with a dividend payout ratio of 65%, reaching a new high in the total annual dividend amount since the Company’s listing.   The Group kept enhancing our value creation capability through engineering services, technological innovation, capital operations to seize the positions as a “Leader in the Engineering Industry” and a “Top Performer in the Capital Market”. Firstly, we aligned our efforts for high quality development and value creation of the Company. We paid great attention to the capital market’s expectations for the Company’s development and the concern for value enhancement. Through more transparent information disclosure and more proactive capital market communication, the high-quality development achievements have become more prominent. The Company attaches great importance to shareholder returns. The Company has maintained a dividend yield of 65% for four years in a row, achieved continuous growth in the amount of dividends paid out. The Company has actively safeguarded its value by conducting share repurchases for two consecutive years. The Company is committed to building itself into an enterprise with leading ESG performance. The MSCI ESG rating has been upgraded to BB level, making it the highest and the only company in the Chinese engineering industry to receive this rating. The recognition from the capital market continues increasing, and the goal of returning to “Southbound Trading” was successfully achieved. Secondly, we built its overall market competitiveness through comprehensive service capabilities. The Company made another historical breakthrough in market development. The total number of new orders maintained double-digit growth for three consecutive years and reached RMB100.613 billion, which signified our business successfully entering into the RMB100 billion club. New orders signed overseas made new highs in new markets, new varieties and new fields, and recorded USD5.349 billion, representing a significant year-on-year increase of 79.6%. The portfolio of our orders was further optimized. New orders signed in design consulting category exceeded RMB4.8 billion, representing a year-on-year increase of 16.1%. New orders signed in EPC category accounted for more than 70% of the total, laying a solid foundation for the Company to enhance its source competitiveness. Thirdly, we strengthened lean management to improve operational efficiency in all fronts. We strictly performed contracts and put greater emphasis on multi-objective comprehensive management and control of project quality, safety, progress and efficiency. The revenue scale from EPC and front-end business grew steadily and their weighting on out turnover continued to increase and stabilized overall project profitability amid the fierce market competition. Because of high standards, high quality and high efficiency of the construction and provision of a number of industry benchmark projects, we earned acclamation from the industry, including 9 provincial and ministerial quality awards, 9 provincial and ministerial design awards, and 9 first prizes of National Excellent Welding Projects. Fourthly, we continued promoting technological innovation to create high-quality technological supply. The amount of contracts related to technology development, technology licensing and technology transformation throughout the year reached RMB1.1 billion, representing a year-on-year growth of over 30%. Our ability to create profits in scientific research significantly improved. Relying on the gradual improvement of the technology matrix and synergetic efforts, we achieved major breakthroughs in exporting patented technologies such as polyolefins and aromatics, and entered the innovation and competition arena of core technologies in the global energy and chemical industry chain.   The Group takes the internationalization of corporate operations as the core development goal, promotes the internal capability building towards the high-end, and creates an integrated and co-produce industrial ecosystem with our industry chain partners. Firstly, we make every effort in constructing an overseas operation model of “international rules + Chinese efficiency”. After more than 70 years of development and accumulation, the Company has nurtured a high-performance team with rich experience, complete professional skills and sufficient personnel, and has engineering service capabilities covering the whole industrial chain and life cycle of the energy and chemical industry. In the nearly three decades of internationalization efforts, the Company has learned from others with an open mind, while constantly adapting to “international rules”, it has promoted the alignment of domestic and international standards, promoted the deep integration of “international rules” and “Chinese efficiency”, and served global owners with high-quality engineering capabilities. Secondly, we will actively leverage on the two capabilities of “technology + engineering front-end” and “low-cost operation of projects”. By relying on the advantages of integrated collaborative innovation in technology research and development, engineering transformation and engineering design, the Company will continue to build high-level front-end engineering capabilities and accelerated its expansion into the global high-end business track. We will optimize the whole process of design, procurement and construction, vigorously promote the application of advanced tooling, deepen the overseas localized operating capability system, promote the construction of low-cost centers at home and abroad and build up our competitive and low-cost execution capabilities. Thirdly, we will establish long-term cooperative partnership with strategic customers for win-win cooperation. By adopting the approaches of “going out” and “bringing in”, communication will be enhanced and mutual trust will be deepened with strategic customers such as large national oil companies. While promoting the Group’s advantages in industrial chain, technology chain and engineering services comprehensively, we will acquire first-mover advantages with more advanced and more diversified preliminary and front-end services. Fourthly, we will work with partners in the industrial chain to build an integrated and shared business environment. We will continue to expand the “firends cirlce”, promote the comprehensive strategic partnership with international engineering companies, core suppliers and strategic sub-contractors, and strengthened in-depth cooperation in the areas of, among others, preliminary development of projects, optimizing the global supply chain and project implementation, so as to establish a global industrial chain system with international competitiveness.   The Group is driven by innovation to build the future competitiveness, actively promotes the deployment and application of artificial intelligence, and plays a leading role in the novel industrialization of the engineering and construction industry. Firstly, a new paradigm of deep integration of industry-university-research driven by enterprise needs will be promoted. By fully utilizing the advantages of integration and innovation of projects and engineering transformation, an “innovation chain” will be deployed around the “industry chain” to establish a planning and sourcing base of original technology. Through further coordinating with upstream research institutions and downstream users actively, technological innovation will continue to increase and open-up for cooperation. By jointly establishing the “Biomass Utilization Joint Research Center (High-value Utilization of Lignin)” with Guangdong University of Technology, the technological development of biomass utilization series and the industrial applications of research results are accelerated. The “Low-carbon Joint Research Center” is jointly established with Sun Yat-sen University, and deep cooperation is also carried out with research institutes such as Tsinghua University, Chinese Research Academy of Environmental Sciences, Shanghai Institute of Organic Chemistry, CAS, SINOPEC Beijing Research Institute of Chemical Industry and SINOPEC Research Institute of Petroleum Processing in multiple innovation fields. Secondly, we will focus on development needs of the industry and accurately allocated our R&D investments. We will increase investment in high-end carbon materials, conversion of low-cost oil, conversion of high-value oil to specialties, green and low-carbon, and new energy fields, promote the transformation and application of achievements, and promote the high-end and green development of the industry; we will accelerate the R&D layout in the fields of high-end materials such as low-altitude economy, robots and lightweight automobiles. Thirdly, we will actively promote the thematic study on “Leading the Novel Industrialization of the Engineering Construction Industry”. Phased achievements have been made in the areas of standardized and refined design, integrated collaboration, factory-like intelligent manufacturing, information-based management, digital delivery, intelligent operation and maintenance, and robot substitution. We will organize practical competition in design optimization and studies on constructability, and establish specifications and systems for integration and collaboration of design and construction, with initial results achieved. The idea of “replacing manpower with machines” will be strongly promoted, R&D and applications of advanced tooling represented by welding robots and intelligent welding equipment will be carried out and strive to reduce costs and increase efficiency in realizing economies of scale. Fourthly, we will respond quickly to “Artificial Intelligence +” action and inject the gene of intelligence into the development of the industry. We will explore the in-depth application of “AI for Science, AI for Design, AI for Engineering, AI for Operation” and strive to promote the transformation of production methods. In the field of engineering research and development, we promote the all-round empowerment of artificial intelligence to technological transformation, optimization and upgrading, to build a new paradigm for scientific research and fully unleash the multiplier effect of digitalization and intelligence. In the field of engineering design, the Group carried out thematic research on intelligent design (AI), to promote the innovative application of artificial intelligence and big data technology in the field of engineering design, build a knowledge graph to improve design efficiency, and explore the transformation from traditional design to generative design. In the field of engineering construction, we tried to apply artificial intelligence to optimize the engineering construction scheme of the whole life cycle, shorten the iteration cycle of the scheme, optimize the construction scheduling arrangement, and improve the overall construction efficiency.   Mr. JIANG Dejun Chairman of SEG, said: “Looking forward to the future, both the "time" and "trend" of the external environment are undergoing profound changes. Global changes, industrial restructuring, and the scientific and technological revolution are surging, and are intertwined to create more complex and severe challenges. However, the opportunity of breaking the deadlock is precisely in challenging moments. Wherever the challenges lie, new opportunities are being bred. The transformation of China's energy and chemical industries is accelerating significantly, and the Company's service advantages in the whole industry chain and full life cycle are bound to brighten up. Although the global energy and chemical industry is highly competitive, long-term capital expenditure will provide the Company with incremental resources for its international operation. Artificial intelligence is catalyzing profound changes in all social and economic fields and links. The in-depth fusion of engineering research and development, engineering design, engineering construction and artificial intelligence will bring disruptive value opportunities. Standing at the intersection of the conclusion of the 14th Five-Year Plan and the beginning of the 15th Five-Year Plan, we will continue to adhere to the basic idea of high quality development in the aspects of "strengthening strategic leadership and coordination and integration, consolidating the advantages of traditional main businesses, driving technological innovations continuously, leading new-type industrialization of the engineering industry, promoting the internationalization of engineering enterprise's operation, and realizing the diversification of value creation of the listed company, to unswervingly move towards a world-class level. In the next step, we will go all out to coordinate the relationship between development and safety, adhere to the six bottom lines of "quality, safety, environmental protection, compliance, stability and integrity", embed risk management into every aspect of the Company's production and operation, and improve the risk prevention and control capabilities throughout the entire process through lean management. The Company will strive to make international operations as a new growth pole for the Company's high-quality development, further promote the dual-wheel driving efforts of "international rules + Chinese efficiency", further strengthen the two capabilities of "technology + engineering front-end" and "low-cost operation of projects", effectively prevent and control significant risks, and strive to achieve "bid-winner, excellent performance and efficacy" in overseas projects. The Company will accelerate the construction of a novel industrialization benchmark leading the way of industrial innovation. The engineering construction industry will be empowered through "integrated collaboration, technological innovation, digital and intelligent transformation, industrial intelligence, and green and low-carbon". Compared with other construction engineering companies, the Company has a unique talent advantage-reasonable structure and streamlined staff. We will actively embrace the AI revolution, seize historical opportunities, establish new processes for human-machine collaboration, cultivate "AI+" compatible talents, strive to achieve a breakthrough and double the per capita output value and marginal benefits, and promote the Company's production and operation to achieve leapfrog growth in quantity and efficiency. The initial heart is like a rock, and the journey is like a rainbow. We will further leverage on the Company's advantages in the integration of the whole industrial chain, market advantages, brand advantages, technology advantages and talent advantages to promote higher-quality development of the Company, unswervingly move towards a world-class level, and achieve the common improvement in shareholder value, customer value, social value and employee value!”     Business Review and Highlights   Maintaining a good momentum of QHSE performance   During the Reporting Period, the Group had 1,596 on-going domestic and overseas projects with over 100,000 on-site employees on average per day. As at the end of the Reporting Period, the cumulative safety labor hours were 380 million, and no safety, quality or environmental protection incidents were reported throughout the year.   During the Reporting Period, the Group continuously improved its project QHSE control standards and the management system operated effectively. The Group comprehensively promoted the construction of the “three basics” work safety standardization team, carried out training and certification on three types of management personnel including group leaders, team leaders and subcontractors, and completed the training covering all the strategic subcontractors. The Group promoted the application of the “Safety Pocket Book”, established a comprehensive training and business competition mechanism for design, technology, quality and safety personnel, and the training performance of grassroots safety personnel and professional quality inspectors increased by 22% and 36%, respectively. The Group implemented the informatization management of “major hazardous projects”, carried out inspection on design quality and physical quality, strengthened process assessment, and promoted the transformation of accident handling to prevention in advance. Focusing on the four major goals of carbon reduction, pollution reduction, efficiency improvement and green development, the second stage of green enterprise action was carried out, and the key laboratory for soil and groundwater pollution prevention and green remediation was established to comprehensively promote the treatment of VOCs and dust. The Group formulated green and ecological design guidelines, to strengthen the source management of energy and environment for construction projects and promote the intrinsic energy conservation and environmental protection of construction projects.   During the Reporting Period, ExxonMobil Huizhou Ethylene Project, a project designed and constructed by the Group, was awarded the “President’s Award for Safety of Global Project” by the owner for the second time.   Quantitative and qualitative increase in market development   During the Reporting Period, the value of new contracts signed by the Group was RMB100.613 billion, breaking the threshold of RMB100 billion for the first time and hitting a new record high, representing a year-on-year increase of 25.4%. Among which, the value of newly signed domestic contracts was approximately RMB62.102 billion, representing a year-on-year increase of 5.6%; the value of newly signed overseas contracts was approximately USD5.349 billion, representing a year-on-year increase of 79.6%.   In the domestic market, the Group fully leveraged on its advantages in the entire industry chain to further grow in strategic emerging fields such as new technologies, new materials and new energy while consolidating its advantages in traditional businesses. During the Reporting Period, we signed the technology licensing contracts covering million-ton ethylene, million-ton aromatics, polypropylene and third-generation DMTO (DMTO-III); signed a batch of engineering design contracts for high-end new materials projects including CHN Energy Coal Chemicals, CNOOC Shell Huizhou Phase III Ethylene, CNOOC Shell Huizhou Polycarbonate and Yatong Chemical and Zhejiang Petrochemical; and signed a large batch of EPC contracts for areas such as refining and chemical integration, refining renovation and upgrading, new coal chemicals and new materials.   During the Reporting Period, the representative newly signed domestic contracts included the EPC contract for certain units of North Huajin United Petrochemical Fine Chemical and Raw Material Engineering Project (the “Aramco Huajin Project”) with a total contract value of approximately RMB6.364 billion; the EPC contract for certain units of SINOPEC SABIC Petrochemical Fujian Gulei Ethylene and Downstream Deep Processing Consortium Project (the “SABIC Mangguo Ethylene Project”) with a total contract value of approximately RMB6.164 billion; the EPC contracts for certain units of Lianhong Gerun (Shandong) Integrated Project of New Energy Materials and Biodegradable Materials (the “Lianhong New Materials Project”) with a total contract value of approximately RMB3.536 billion; the EPC contracts for certain units of China Coal Yulin Coal Deep Processing Base Project (the “China Coal Yulin Coal Chemical Project”) with a total contract value of approximately RMB3.117 billion; the EPC contracts for Sinopec Ningbo Zhenhai Refining and Chemical Polyolefin Elastomer (POE) unit (the “Zhenhai Refining and Chemical POE Project”) with a contract value of approximately RMB1.160 billion; the EPC contracts for Sinopec INEOS Tianjin Nangang Ethylene and Downstream High-end New Materials Industry Cluster Polyolefin Elastomer (POE) unit (the “Tianjin Nangang POE Project”) with a contract value of approximately RMB882 million. During the Reporting Period, the value of new contracts signed by the Group in the strategic emerging business fields increased significantly by 63% on a year-on-year basis. Among them, 37 contracts were awarded in the clean energy/new energy fields, with the value of new contract of approximately RMB100 million; 209 contracts were awarded in the emerging fields such as new materials and new technologies, with the value of new contract of approximately RMB12.4 billion.   In the overseas market, the Group strengthened the alliance with international peers and enhanced high-level mutual visits and promotional exchanges with strategic clients, thereby continuously expanding and optimizing our overseas market development. During the Reporting Period, we signed the PMC contract for Saudi Aramco’s Ras Tanura Island Steam Treatment Facility Project, achieving a historic breakthrough in overseas PMC business; and won the bid of a series of technology transfer contracts, achieving significant progress in exporting polyolefin and aromatic technologies. We were awarded contracts for the basic design of sulfuric acid project for Kazakhstan Copper, and the feasibility studies for phosphogypsum project in Morocco and coal-to-methanol/aviation kerosene project in South Africa, making further breakthroughs in new markets and fields.   During the Reporting Period, the representative newly signed overseas contracts included the EPC contracts of the ethane cracking project of the Kazakhstan Silleno petrochemical complex project (the “Kazakhstan Silleno Project”) with a contract value of approximately US$1.250 billion; the EPC contracts for gas compression (GCP) of Saudi Aramco’s Jafurah gas expansion project phase III (the “Saudi Jafurah Project Phase III”) with a contract value of approximately US$900 million; the construction contracts of Saudi Arabia Mining Corporation’s northern sulfur and phosphorus chemical project phase III (the “Saudi Northern Sulfur and Phosphorus Chemical Project”) with a contract value of approximately US$363 million; the construction contracts of the mechanical, electrical and instrumentation installation works of the ADNOC MERAM ethane recovery project in the United Arab Emirates (the “UAE Ethane Recovery Project”) with a contract value of approximately US$215 million.   Continuous improvement in project execution capability   During the Reporting Period, the Group promoted the construction of on-hand projects while maintaining high quality, organized the review of implementation plans for key projects, strengthened the entire process management of projects, soundly conducted assessment on project milestones, strengthened the management of contract changes and process settlement, and effectively prevented operational risks. The Group continued to carry out special work on design optimization, carried out special work on design optimization with the pilot projects such as Aramco Huajin, Zhenhai, Saudi Amiral, etc. and completed a total of 148 design optimization projects; further promoted the experience in integration of design and construction to improve design and construction efficiency. The Group strengthened the cultivation of strategic subcontractors, resulting in effective improvement of the execution ability of subcontracting resources and project quality. The Group actively prepared for the establishment of low-cost operation centers and resource allocation centers for overseas regional projects, continuously improved its ability to localize human resources management for overseas projects, organized projects for enhancement of overseas purchase management and initiated the establishment of the platform for management of overseas purchase resources to further reduce cost and increase efficiency.   During the Reporting Period, the Group’s major projects under implementation were as follows:   Zhenhai Refining and Chemical, and High-end Synthetic New Materials Project (EPC) was completed and delivered, and officially entered the stage of inputting production materials and conducting trial operation, marking the completion of the largest petrochemical industrial base in China.   PetroChina Jihua Transformation and Upgrading Project (EPC) was in the final stage of construction with an overall progress of over 90%, which was close to delivery.   Longkou LNG Project (EPC) was in the final stage of construction with an overall progress of over 90%.   Aramco Huajin Project (EPC) was in the stage of equipment steel structure installation with an overall progress of over 30%.   SABIC Mangguo Ethylene Project (EPC) was in the stage of equipment steel structure installation and pipeline prefabrication with an overall progress of over 40%.   ExxonMobil Huizhou Ethylene Project (BEPC) was completed and delivered, and the Group was granted the “President’s Award for Safety of Global Project of ExxonMobil” twice.   Saudi Aramco’s Crude Oil Pumping Station Upgrading and Improvement Project (EPC) was substantially completed and was in the final stage with an overall progress of over 90%.   Algerian LNG/MTBE (EPC) Project is currently in the peak stage of construction with an overall progress of over 50%.   Kazakhstan Silleno Project (EPC) was in the stage of design and procurement with an overall progress of over 10%.   Saudi Riyas NGL Project (EPC) is entering the construction stage with an overall progress of over 20%.   Saudi AMIRAL Project (EPC) is currently in the stage of civil construction with an overall progress of over 30%.   Saudi Jafurah Project Phase III (EPC) was contracted in June 2024 and is currently undergoing design and procurement work with an overall progress of over 10%.   ExxonMobil Singapore CRISP Integrated Project (C) was substantially completed and was in the final stage with an overall progress of over 90%.   Note: “EPC” refers to engineering, procurement and construction contracting, “BEPC” refers to basic design + EPC and “C” refers to construction contracting.   Steady progress in leading technology   During the Reporting Period, the Group signed various new technology development contracts with a total contract value of RMB600 million, representing a year-on-year increase of over 50%; and new technology licensing and technology conversion contracts with a total amount of RMB500 million, representing a year-on-year increase of over 20%.   During the Reporting Period, the Group filed 762 new patent applications, of which 76.6% were invention patents; and 384 newly licensed patents, of which 52.3% were invention patents. As at the end of the Reporting Period, the Company had 4,589 valid patents, of which 50.6% were invention patents. The number of patents continued to grow and the quality of patents was consistently optimized.   During the Reporting Period, the Group received a total of 70 science and technology progress awards in scientific and technical innovation and engineering construction fields at the provincial and ministerial or above level, including the second prize of the National Scientific and Technological Progress Award for the “design, manufacturing and maintenance technology of long-life large-scale ethylene cracking reactors”, the first prize of the SINOPEC Science and Technology Progress Award for the “research and application of key technologies for long-term safety production in high acid gas fields”, the second prize of the SINOPEC Technology Invention Award for the “development and application of technology for production of chemicals through catalytic cracking of crude oil (CCPP)”; two national excellent design bronze awards; and two national excellent engineering awards.   During the Reporting Period, the Group focused its efforts on tackling key core technologies, undertaking a total of 31 national-level projects, 33 key research projects of the group companies and 16 major projects of the group companies.   Leading new industrialization   The Group focused on developing new quality productive forces and building core competitiveness on innovation and practicality. The Group proactively adapted to and actively led the new round of technological revolution and industrial transformation in the engineering construction industry, promoted the coordination of design, building, construction, operation and maintenance, and accelerated the application of advanced technologies with low resource consumption and environmental pollution. During the reporting period, the Group actively promoted the research on 12 specialized projects for “leading the new industrialization of the engineering construction industry”, and made phased achievements in areas including standardized lean design, integrated collaboration, industrialized intelligent manufacturing, informatization management, digital delivery, intelligent operation and maintenance, and robot substitution.   During the Reporting Period, the Group optimized and integrated its corporate management system and management process to build a unified and complete information application framework 2.0. Under this framework, activities over the full life cycle of engineering projects were systematically integrated to maximize value in the full life cycle of engineering construction. The Group further improved the informatization deployment of “data + platform + application”, and coordinated the data crossing and business process standardization work in aspects such as operation management, project management and smart construction site.   During the Reporting Period, the Group took the lead in conducting research on the theme of AI design to explore transformation from traditional design to generative design. The Group continued to strengthen the application of research results of “Machine OEM”, and continued to promote the research and development and application of construction technologies such as automatic welding robots and intelligent welding demonstration production lines as well as high-efficiency tooling, so as to effectively reduce costs and improve efficiency. Leveraging on the roles of big data and technical experts, the Group led the implementation of digital pipeline network construction in 31 refinery and chemical enterprises, accelerating the development of smart maintenance and operation projects. With the Group’s coordination, industrial Internet + equipment, localized 3D factory design software, and smart projects in the field of design and construction were also seen advancing. During the Reporting Period, the adaptation verification of the industrial simulation software designed by the Group passed the national acceptance inspection.   Activate talent’s initiative   Employee has always been the major force in the Group’s development. During the Reporting Period, the Group handled talent-related matters with broader vision and more resources under its in-depth development strategy featured as “building a strong enterprise through talent”. Specifically, the Group focused on identifying suitable personnel for management positions, which highlighted the Group’s commitment to meritocracy. As a result, the competence of the Group’s management team enhanced continuously. The Group also initiated trial programs to introduce skilled workforce in the society through optimizing and refining “talent introducing, cultivating and motivating” measures to pool together talents and build a strong team. Meanwhile, the Group continued to supplement expert management systems, improve position management measures and strengthen trainings for technicians and onsite managerial group leaders at all levels. Underpinned by deepened reform, the Group implemented group-wide term-based appointment and covenant-based management systems for managerial roles at all levels, so as to motivate the enterprise’s kinetic energy for high-quality development.   Business Prospects   In 2025, adverse effects brought by changes in external environment may continue, but with the introduction of a series of favorable policies by the Chinese government, social confidence is significantly boosted and factors for positive economic development are accumulating, therefore creating a favorable environment for the production and operations of the Group.   In 2025, the Group will adhere to the overall keynote of “seeking progress while maintaining stability and promoting stability through progress” according to the work arrangement of the Board to continuously promote “effective improvement in quality and reasonable growth in quantity” and strive to achieve the annual production and operation goals with high quality. In light of the industry development trends and actual production and operations, the Group has set the targets for 2025 with respect to new contract amount of RMB63 billion in domestic market and USD5 billion in overseas market. In line with the annual targets, the Group will focus on the following tasks:   Firstly, the Group will exert greater efforts in market development and effectively improve the quantity and quality of contracts. In domestic market, the Group will consolidate its leading position in traditional fields, strengthen the overall development of and strategic cooperation with strategic customers to expand customer base; and seize the new opportunities brought by energy transformation and upgrading and the development of the strategic emerging industries, as well as the new business opportunities brought by the growth of demand for new and high-end materials to move towards becoming a comprehensive service provider in multiple fields. In oversea market, the Group will increase its customers and partners with a more open attitude, consolidate and deepen its relationships with key customer and partners, continue to expand its footprint in overseas market and increase its revenue from international business; leverage on the opportunity of regional capacity expansion to expand and strengthen its fundamental footprint in the Middle East and Central Asia markets, continue to deeply cultivate the Africa, the Southeast Asia and the Americas markets and strengthen market cultivation and diversified expansion; and persist in leading high-end front-end business and participate more extensively in high-end technology and front-end engineering projects.   Secondly, the Group will exert greater efforts in project management to promote the improvement of profitability and quality. The Group will strengthen risk management throughout the entire project process, continuously improve contract performance capabilities, enhance cost control and improve the progress, revenue, cost planning as well as contract changes and process settlement management. The Group will increase its investment in domestic and overseas manpower and resources, focus on the overall planning and management of projects, and promote the establishment of overseas low-cost operation centers, so as to complete the construction of projects with high efficiency and high quality, thereby enhancing the value of shareholders, customers, the society and employees as a whole. The Group will also give full play to the advantage of the integration of the entire industry chain, focus on the optimization of the entire process of design, procurement and construction, and accelerate the promotion and application of research results of, among others, design optimization and constructability, thereby enhancing the profitability of the entire chain. The Group will enhance its risk identification and management at the source, strengthen the establishment of QHSE management system, enhance the whole-process supervision and improve the quality and ability of all employees, thereby consolidating the foundation of green, environmental protection and safety development of the Company.   Thirdly, the Group will exert greater efforts in technological innovation and create new driving forces and advantages for development. The Group will be committed to the competitiveness analysis of the entire industry chain, optimize its deployment with reference to the needs for transformation and upgrading of the industry, strengthen opening-up cooperation, deepen the collaboration between the industry and academia and research, and promote the strengthening, replenishment and extension of the industrial chain of the Company. The Group will focus on high-end and green development and accelerate the integrated innovation and engineering transformation for new energy and new material projects, thereby injecting new impetus into the quality improvement and efficiency enhancement of traditional industries and the efficient development of emerging industries. The Group will also deepen the transformation and application of research results of “machine OEM”, vigorously implement the strategy of “replacing labor with machines”, and continuously promote the efficiency enhancement for construction management. The Group will actively utilize digital technologies and green technologies to transform and upgrade traditional industries while deploying its resources in future industries, accelerate the achievement of technological breakthroughs and scenario application along the entire chain, and optimize and upgrade the Company’s business by AI technology empowerment.   Summary of Financial Data and Indicators Prepared in Accordance with International Financial Reporting Standards (“IFRS”)   Unit: RMB’000 Items As at 31 December 2024 As at 31 December 2023 Changes from the end of 2023 (%) Total assets 81,513,339 81,089,732 0.5 Total equity attributable to equity holders of the Company 31,512,063 30,858,361 2.1 Net assets per share attributable to equity holders of the Company (RMB) 7.17 6.98 2.1   Unit: RMB’000 Items For the twelve months ended 31 December Changes over the same period of 2023 (%) 2024 2023 Revenue 64,198,210 56,353,293 13.9 Gross profit 5,336,500 5,640,699 (5.4) Operating profit 1,715,213 1,742,527 (1.6) Profit before taxation 2,851,913 2,774,987 2.8 Net profit attributable to equity holders of the Company 2,465,727 2,336,743 5.5 Basic earnings per share (RMB) 0.56 0.53 5.7 Net cash flow (used in)/generated from operating activities (2,210,914) 2,536,857 - Net cash flow (used in)/generated from operating activities per share (RMB) (0.50) 0.57 -   Items For the twelve months ended 31 December 2024 2023 Gross profit margin (%) 8.3 10.0 Net profit margin (%) 3.9 4.2 Return on assets (%) 3.0 2.9 Return on equity (%) 7.8 7.6 Return on invested capital (%) 7.9 7.7   Items As at 31 December 2024 As at 31 December 2023 Asset-liability ratio (%) 61.3 61.9     ~ End ~   This press release is issued by PRChina Limited on behalf of SINOPEC Engineering (Group) Co., Ltd. About SINOPEC Engineering (Group) Co., Ltd.   The Group is a leading energy and chemical engineering company in the PRC with strong international competitiveness and can provide domestic and overseas clients with overall solutions for petrol refining, petrochemicals, aromatics, coal chemicals, inorganic chemicals, pharmaceutical chemicals, clean energy, storage and transportation facilities, environmental protection and energy saving, among other industry sectors. The Group is an integrated service provider for the whole industry chain and the whole life cycle in energy and chemical industry and can provide overall industry chain services including engineering consulting, technology licensing, project management contracting, financing assistance, EPC (engineering, procurement and construction) contracting, as well as design, procurement, construction and installation, lifting and transportation of large equipment, precommissioning and start-up.   After nearly 70 years of continuous development, the Group currently has an academician of the Chinese Academy of Sciences, three academicians of the Chinese Academy of Engineering and more than10,000 professionals. The Group has rich project management and implementation experience, and owns and cooperatively owns patents and know-how in core business areas. The Group has delivered on schedule hundreds of modern factories with enormous investment, complicated process, advanced technology and high quality to clients in more than 20 countries and regions around the world, established long-term and steady cooperative relationships with large energy and chemical enterprises at home and abroad, maintained an extensive and stable client base, and enjoys remarkable industrial influence and social reputation.   In the future, adhering to the development orientation of “Integrated Service Provider with Whole Industry Chain and Whole Life Cycle in Energy and Chemical Industry”, the Group will base itself on the energy and chemical engineering construction industry, continuously broaden its business scope and extend its value chain. The Group take “Engineering Innovation” and “Value Creation” as the development engines and deepen the implementation of the six development strategies of “Value-Oriented, Innovation-Driven, Green & Clean, Talent-Based, Globalization-Targeted, Fusion & Symbiosis”. The Group comprehensively improve the level of safe, efficient, green and lowcarbon service in the business chain, and fuel a new momentum in achieving the corporate vision of “building the world’s leading technology-oriented engineering company”.   Disclaimer   This press release includes “forward-looking statements”. All statements, other than statements of historical facts that address activities, events or developments that the Group expects or anticipates will or may occur in the future (including but not limited to projections, targets, other estimates and business plans) are forward-looking statements. The Group’s actual results or developments may differ materially from those indicated by these forward-looking statements as a result of various factors and uncertainties, including but not limited to the price fluctuation, possible changes in actual demand, foreign exchange rate, market shares, competition, environmental risks, possible changes to laws, finance and regulations, conditions of the global economy and financial markets, political risks, possible delay of projects, government approval of projects, cost estimates and other factors beyond the Group’s control. In addition, the Group makes the forward-looking statements referred to herein as of today and undertakes no obligation to update these statements.   Investor and Media Enquiries:   SINOPEC Engineering (Group) Co., Ltd. - Office of the Board Liu Jingjing /Zheng Zhexia Tel: (86) 10 5673 0523 / (86) 10 5673 0525 Email: seg.ir@sinopec.com   PRChina Limited David Shiu / Joanne Liu / Rachel Chen Tel: (852) 2522 1838 / (852) 2522 1368 Fax: (852) 2521 9955 Email: seg@prchina.com.hk   File: [Press Release] SEG Announces 2024 Annual Results 16/03/2025 Dissemination of a Financial Press Release, transmitted by EQS News.The issuer is solely responsible for the content of this announcement.Media archive at www.todayir.com

Fewer Education Department Staff May Mean Fewer Resources for Families of Children With Disabilities

WASHINGTON — Navigating the system for children with disabilities can be a complex, lengthy, and costly process for parents. Advocates for children with disabilities warn that changes within the Department of Education could further complicate this process. If parents believe their child isn't receiving adequate services or accommodations at school due to a disability, they have several avenues for recourse. They can lodge complaints with the school district, file grievances with the state alleging a denial of due process, or even pursue legal action in state or federal courts. These processes frequently involve multiple sessions with hearing officers who aren't necessarily experts in disability law. Legal costs can escalate to tens of thousands of dollars for a single case. Organizations offering free legal aid and advocacy often struggle to meet the overwhelming demand for their services. Filing a complaint with the Education Department has historically been a viable option for families unable to afford legal representation. This begins with completing an online form provided by the Office for Civil Rights, detailing the alleged instances of discrimination. Agency staff then investigate the complaint, often interviewing school district personnel and reviewing district policies for potential widespread violations. Dan Stewart, managing attorney for education and employment at the National Disability Rights Network, emphasizes the significance of this option, noting the federal government's backing. He points out that the process, including the complaint portal and processing manual, is publicly accessible and typically doesn't require legal representation. However, advocates suggest that this option is becoming increasingly inaccessible. Under the Trump administration, the Education Department's staff has been reduced by approximately half, including within the Office for Civil Rights, which is responsible for investigating discrimination complaints against children with disabilities. The staff has been instructed to prioritize antisemitism cases. Over 20,000 pending cases, a significant portion of which involve children with disabilities, were largely untouched for several weeks following Trump's inauguration. Although the freeze on processing these cases was lifted earlier this month, advocates are skeptical about the department's ability to address them effectively with a reduced workforce. Stewart argues that the staff reduction effectively guts the Office for Civil Rights' investigative authority and responsibility, making it impossible for the office to manage the backlog or handle incoming complaints. A federal lawsuit filed on Friday challenges the layoffs at the Office for Civil Rights, asserting that they severely impair the office's ability to process and investigate complaints. Nikki Carter, a disability advocate and plaintiff in the lawsuit, notes that while the OCR process wasn't flawless, diminishing the office's investigative staff will only exacerbate the challenges families encounter when seeking support for their children. Carter states that this situation makes families feel hopeless and helpless, and that reducing staff and imposing restrictions on certain cases only intensifies these feelings. Education Department officials maintain that the staff reductions will not impact civil rights investigations and describe the layoffs as "strategic decisions." Carter highlights the difficulty families in Alabama face in securing legal representation. She explains that families either lack the funds for an attorney or feel that the representation they're receiving isn't in their child's best interest. Even for families who can afford the expenses, there are few attorneys with the specific knowledge to handle disability discrimination cases, and programs providing free representation often have limited capacity. Stewart suggests that a growing backlog of cases at the federal Office for Civil Rights could erode families' confidence in the department's ability to investigate their complaints promptly, potentially leading them to pursue alternative avenues, such as state complaints. However, Stewart notes that state and local agencies may lack the resources or expertise to effectively handle education disability complaints, as these cases were previously directed to the U.S. Education Department. Stewart cautions that these agencies might not have the infrastructure, knowledge, or staffing required to manage an influx of cases. In a separate federal lawsuit filed on Thursday, Democratic attorneys general argued that the staff reductions at the Education Department could encourage school districts to disregard complaints of discrimination or harassment. The lawsuit states that students with existing complaints are unlikely to see meaningful resolution due to case backlogs caused by staff shortages and that students facing discrimination, sexual harassment, or sexual assault will lose a crucial channel for reporting their cases. ```

El Salvador’s Mega-Prison: What You Should Know After Trump Sent Immigrants

SAN SALVADOR, El Salvador — El Salvador's centerpiece in its stringent anti-crime efforts, a mega-prison devoid of visitation, recreation, or educational opportunities, was recently utilized in former U.S. President Donald Trump's immigration enforcement. Hundreds of immigrants facing deportation were moved to the facility on Sunday. These immigrants, whom the U.S. claims are members of the Venezuelan Tren de Aragua gang, were transferred as part of an agreement where the Trump administration will pay President Nayib Bukele's government $6 million for a year's worth of services. Bukele has prominently featured the country's severe prisons as a key element in his crime-fighting strategy. In 2023, he inaugurated the Terrorism Confinement Center (CECOT), where the immigrants were sent. This occurred even as a federal judge temporarily blocked their deportations under an 18th-century wartime declaration aimed at Venezuelan gang members. What is the CECOT? Bukele commissioned the construction of the mega-prison at the start of his campaign against El Salvador’s gangs in March 2022. It opened a year later in Tecoluca, roughly 72 kilometers (45 miles) east of the capital. The prison complex includes eight extensive buildings and can house up to 40,000 inmates. Each cell is designed to hold 65 to 70 prisoners. Inmates at CECOT are not allowed visitors and never go outside. The prison lacks workshops or educational programs to help them reintegrate into society after serving their sentences. Occasionally, inmates who have earned the trust of prison staff are allowed to give motivational speeches. Inmates are seated in rows in the corridor outside their cells for these talks, or they participate in exercise programs under the supervision of guards. Bukele’s justice minister has stated that those incarcerated at CECOT will never be permitted to return to their communities. The prison’s dining areas, recreation rooms, gym, and board games are reserved for the guards. How many prisoners does El Salvador hold? While the government doesn't routinely update the figures, Cristosal, a human rights organization, reported that El Salvador held 110,000 individuals in its prisons as of March 2024, including both sentenced prisoners and those awaiting trial. This figure is more than double the 36,000 inmates reported by the government in April 2021, before Bukele intensified his crackdown on crime. Cristosal and other advocacy groups have accused the authorities of human rights abuses. Cristosal reported last year that at least 261 people died in El Salvador’s prisons during the crackdown on gangs. The group and others have pointed to instances of abuse, torture, and inadequate medical care. The government has released highly produced videos showing CECOT prisoners in boxer shorts being marched into common areas and forced to sit closely together. The cells do not have enough beds for all inmates. Why were immigrants sent to CECOT? The migrants were deported based on Trump's invocation of the Alien Enemies Act of 1798, a law that has been used only three times in U.S. history. This law requires the president to declare that the U.S. is at war, granting them broad authority to detain or remove foreign nationals who would otherwise be protected under immigration or criminal laws. Trump claimed the Tren de Aragua gang was invading the U.S. when he invoked this wartime power. Tren de Aragua originated in a notorious prison in Venezuela known for its lawlessness. The gang's growth coincided with an exodus of millions of Venezuelans, most of whom were seeking better living conditions after their country's economy collapsed in the last decade. The Trump administration has not identified the deported migrants, presented any evidence that they are actually members of Tren de Aragua, or that they committed any crimes in the U.S. Video footage released by the El Salvadoran government on Sunday showed men disembarking from airplanes onto an airport tarmac lined with officers in riot gear. The men, who were shackled at the hands and ankles, struggled to walk as officers forced their heads down to make them bend over. The video also depicted the men being transported to CECOT in a large convoy of buses, escorted by police and military vehicles, and at least one helicopter. The men were shown kneeling on the ground while their heads were shaved before being dressed in the prison's all-white uniform – knee-length shorts, T-shirt, socks, and rubber clogs – and placed in cells. —Garcia Cano reported from Caracas, Venezuela.

Despite Judge’s Order, Trump Administration Proceeds with Migrant Deportations

Despite a federal judge's order temporarily halting deportations under an 18th-century wartime declaration targeting Venezuelan gang members, the Trump administration transferred hundreds of immigrants to El Salvador, according to officials on Sunday. The flights were already en route when the ruling was issued. U.S. District Judge James E. Boasberg issued the order on Saturday, but lawyers informed him that two planes carrying migrants were already airborne – one to El Salvador and the other to Honduras. Although Boasberg verbally instructed that the planes be turned around, this was not done, and the directive was not included in his written order. Salvadoran President Nayib Bukele, an ally of Trump who agreed to house approximately 300 migrants for a year in his country's prisons at a cost of $6 million, posted "Oopsie...Too late" on X, a social media platform, above an article discussing Boasberg's ruling. White House communications director Steven Cheung shared that post. Secretary of State Marco Rubio, who previously negotiated a deal with Bukele to house migrants, posted on the site: "We sent over 250 alien enemy members of Tren de Aragua which El Salvador has agreed to hold in their very good jails at a fair price that will also save our taxpayer dollars.” The deportations occurred after Trump invoked the Alien Enemies Act of 1798, a law that has been used only three times in U.S. history. The law, used during World Wars I and II and the War of 1812, mandates a presidential declaration of war, granting the president broad authority to detain or remove foreign nationals who would otherwise be protected by immigration or criminal laws. It was last used to justify the internment of Japanese-American civilians during World War II. The ACLU, which filed the lawsuit leading to Boasberg's temporary restraining order on deportations, stated it was seeking clarification from the government regarding whether the removals to El Salvador violated the court's order. ACLU's lead lawyer, Lee Gelernt, said in a statement on Sunday, "This morning, we asked the government to assure the Court that its order was not violated and are waiting to hear, as well as trying to do our own investigation." A Justice Department spokesperson referred to an earlier statement from Attorney General Pam Bondi criticizing Boasberg’s ruling and did not immediately respond to inquiries about whether the administration disregarded the court's order. The Venezuelan government issued a statement on Sunday rejecting Trump's invocation of the law, describing it as reminiscent of "the darkest episodes in human history, from slavery to the horror of the Nazi concentration camps." Tren de Aragua originated in a notoriously lawless prison in the central state of Aragua and accompanied an exodus of millions of Venezuelans, most of whom sought better living conditions after their nation's economy collapsed last decade. Trump used the gang during his campaign to create misleading portrayals of communities he claimed were "taken over" by a small number of lawbreakers. The Trump administration has not identified the deported migrants, presented evidence that they are members of Tren de Aragua, or shown that they committed crimes in the U.S. It did also send two top members of the Salvadoran MS-13 gang to El Salvador who had been arrested in the United States. Video released by the El Salvadoran government on Sunday showed men disembarking planes onto an airport tarmac guarded by officers in riot gear. The men, with their hands and ankles shackled, struggled to walk as officers forced their heads down. The video also depicted the men being transported to prison in a convoy of buses, escorted by police and military vehicles and a helicopter. The men were shown kneeling on the ground while their heads were shaved before they changed into the prison uniform - knee-length shorts, T-shirt, socks and rubber clogs – and placed in cells. The migrants were taken to the CECOT facility, central to Bukele's efforts to stabilize his once violent country through strict police measures and limitations on basic rights. The Trump administration stated that the president signed the proclamation asserting Tren de Aragua was invading the United States on Friday night but did not announce it until Saturday afternoon. Immigration lawyers reported that on Friday, they noticed Venezuelans who otherwise couldn't be deported under immigration law being moved to Texas for deportation flights and began filing lawsuits to stop the transfers. Adam Isacson of the Washington Office for Latin America, a human rights group, cautioned on X, "Basically any Venezuelan citizen in the US may be removed on pretext of belonging to Tren de Aragua, with no chance at defense." The litigation that resulted in the deportation hold was filed on behalf of five Venezuelans detained in Texas who lawyers said were concerned they would be falsely accused of gang membership. They warned that once the act is invoked, Trump could declare anyone a member of Tren de Aragua and remove them from the country. Boasberg initially blocked the deportations of those five Venezuelans on Saturday morning when the suit was filed but expanded it to include all individuals in federal custody who could be targeted by the act after his afternoon hearing. He noted that the law has never been used outside of a congressionally-declared war and that plaintiffs could successfully argue that Trump exceeded his legal authority by invoking it. The deportation ban is in effect for up to 14 days, during which the migrants will remain in federal custody. Boasberg has scheduled a hearing for Friday to hear further arguments in the case. He stated that he had to act because the migrants whose deportations may violate the constitution deserved the opportunity to have their pleas heard in court. "Once they're out of the country," Boasberg said, "there's little I could do." —Associated Press writer Regina Garcia Cano in Caracas, Venezuela contributed to this report.

Don’t Miss the Partial Solar Eclipse in March: Viewing Guide

If you missed the eclipse event spanning March 13-14, another chance to witness an eclipse is coming later this month. On March 29, a partial solar eclipse will be visible to observers in parts of the Northern Hemisphere. While it may not be as dramatic as the total solar eclipse—where the moon completely obscured the sun, plunging regions of the U.S. into darkness—this partial solar eclipse will allow some observers to witness the moon covering up to 93% of the sun, as reported by NASA. Here's what you need to know about the upcoming partial solar eclipse. What is a partial solar eclipse? Like a total solar eclipse, a partial solar eclipse occurs when the moon passes between the sun and Earth. However, unlike a total eclipse, the sun, moon, and Earth are not perfectly aligned. Consequently, the moon only blocks a portion of the sun for viewers on Earth. For those within the eclipse's path, the sun will take on a crescent shape. The California Academy of Sciences notes that partial solar eclipses occur about twice a year, on average. When is the next partial solar eclipse? The first partial solar eclipse of the year will occur on March 29. Timeanddate.com reports that in the Americas, the partial eclipse will already be in progress at sunrise. In Western Europe and Northwest Africa, it will commence in the mid-to-late morning. Viewers in Eastern Europe and Northern Asia can observe the eclipse during the afternoon and early evening. Where will the next partial solar eclipse be visible?  The partial solar eclipse in March will cast a shadow across a large part of the globe, although the percentage of the sun covered will vary by location. According to Timeanddate.com, while over 800 million people are within the eclipse's path, only 44,800 will experience at least 90% of the sun being obscured by the moon. NASA says the partial solar eclipse will be visible in portions of North America, Europe, Africa, northern Asia, small areas of South America, throughout Greenland and Iceland, and parts of the Atlantic and Arctic oceans. Locations with significant coverage include Halifax, Canada, where approximately 83% of the sun will be covered around 7 a.m. In Portland, Maine, an estimated 64% coverage is expected around 6 a.m. Meanwhile, in Nuuk, Greenland, 87% of the sun is projected to be covered between 8 a.m. and 9 a.m. Is it safe to look at a partial solar eclipse? Since the sun is never completely covered during a partial solar eclipse, viewers must wear protective glasses at all times. Safe solar viewing glasses are much darker than standard sunglasses. Looking directly at an eclipse without protective eyewear can cause serious eye damage. Dr. Nicole Bajic, a surgical ophthalmologist at the Cleveland Clinic, told Health that “Solar retinopathy is a photochemical injury to your retina." Richard Fienberg, project manager at AAS’ Solar Eclipse Task Force, told Health that the American Astronomical Society’s (AAS) website is a reliable source for purchasing safe solar viewing glasses that meet the required safety standards for viewing an eclipse. He cautioned, “There are companies selling eclipse glasses under false pretenses. The two most likely false pretenses are the glasses have not actually been tested properly and shown to be safe, or the glasses are made in China but printed with information that says they’re made in America.” Feinberg advises that old eclipse glasses can be reused if they are free from holes or tears and still meet the safety standard. Viewers can also use indirect viewing methods, such as a pinhole projector, to safely observe the eclipse indirectly through shadows, but caution is advised.

Judge Halts Trump’s Swift Deportation Plan Based on 18th-Century Law

WASHINGTON — On Saturday, a federal judge prevented the Trump administration from proceeding with deportations under a broad 18th-century law. President Trump had invoked the law earlier that day to expedite the removal of Venezuelan gang members from the U.S. U.S. District Judge James E. Boasberg explained his immediate order was necessary because the government was already transporting migrants, claimed to be newly deportable under President Trump's proclamation, to El Salvador and Honduras for incarceration. El Salvador had already agreed earlier in the week to accept up to 300 migrants identified by the Trump administration as gang members. "I feel compelled to act without further delay," Boasberg stated during a Saturday evening hearing for a lawsuit filed by the ACLU and Democracy Forward. He added, "A short delay in their removal does not harm the government," while noting they remain in custody. He ordered any planes currently airborne to turn back. The ruling followed Trump's claim that the Venezuelan gang Tren de Aragua was invading the U.S. He invoked the Alien Enemies Act of 1798, which grants the president expanded authority during wartime to accelerate mass deportations through policy and executive action. The act has been used only three times previously, all during wartime. The most recent instance was during World War II, leading to the incarceration of Germans and Italians, as well as the mass internment of Japanese-American civilians. In a proclamation issued just over an hour before Boasberg’s hearing, Trump argued that Tren de Aragua was effectively at war with the United States. "Over time, Venezuelan national and local authorities have increasingly relinquished control of their territories to transnational criminal organizations, including TdA," Trump's statement read. "This has resulted in a hybrid criminal state engaged in an invasion and predatory incursion into the United States, posing a significant danger to the country." The order could allow the administration to deport any migrant identified as a gang member without standard immigration procedures, and potentially remove other legal protections for those targeted. Attorney General Pam Bondi criticized Boasberg’s halt on deportations in a Saturday night statement. "This order ignores established precedent regarding President Trump's authority and endangers the public and law enforcement," Bondi said. The Tren de Aragua gang originated in a Venezuelan prison and has accompanied the exodus of millions of Venezuelans, most of whom were seeking better living conditions after their nation’s economy collapsed in the last decade. Trump and his allies have portrayed the gang as the primary threat posed by immigrants residing in the U.S. illegally and officially designated it a "foreign terrorist organization" last month. Authorities in several countries have reported arrests of Tren de Aragua members, despite claims from Venezuela’s government that the organization has been eliminated. The government indicated that Trump actually signed the proclamation on Friday night. Immigration lawyers, noticing the federal government's sudden move to deport Venezuelans who would not normally be subject to expulsion, quickly filed lawsuits to prevent what they believed was an imminent proclamation. Boasberg initially ordered a block at 9:20 a.m. Saturday, preventing the Trump administration from deporting five Venezuelan plaintiffs in the ACLU suit who were detained and believed to be facing deportation. The Trump administration appealed this order, arguing that halting a presidential act before its announcement would undermine the executive branch. The Justice Department argued in its appeal that, if the order were allowed, "district courts would be able to enjoin virtually any urgent national-security action upon receipt of a complaint." Boasberg then scheduled the afternoon hearing to consider expanding his order to cover all individuals potentially targeted under Trump’s declaration. Deputy Assistant Attorney General Drew Ensign asserted that the president has considerable discretion to identify threats and act under the 1798 law. He pointed out that the U.S. Supreme Court allowed President Harry Truman to continue holding a German citizen in 1948, three years after World War II, under the same law. "An injunction would significantly curtail the president's prerogatives," Ensign stated. However, Lee Gelernt of the ACLU argued that Trump lacked the authority to apply the law to a criminal gang rather than a recognized state. Boasberg noted that precedent on the matter appeared complex but that the ACLU had a reasonable chance of success, justifying the order. Boasberg suspended deportations for those in custody for up to 14 days and scheduled a hearing for the case on Friday. This flurry of legal action highlights the significance of Trump’s declaration, the latest in the administration's efforts to expand presidential power. Ensign argued that, in response to the Sept. 11, 2001 attacks, Congress empowered the president to treat “transnational” organizations as threats comparable to recognized states. Gelernt cautioned that the Trump administration could easily issue a new proclamation to employ the Alien Enemies Act against another migrant gang, such as MS-13, a frequent target of Trump. —Associated Press writer Regina Garcia Cano in Caracas, Venezuela, contributed to this report. ```

Iran Rejects Claims of Aiding Yemen’s Houthis After U.S. Strikes and Trump’s Warning

CAIRO — Following recent U.S. airstrikes against Yemen's Houthi rebels and a warning from President Donald Trump holding Tehran "fully accountable" for their actions, Iran has once again denied providing support to the group. According to the Houthi-controlled Health Ministry, the U.S. strikes resulted in at least 31 fatalities, including women and children, and left over 100 people injured. The rebels reported that one strike struck two residences in Saada province, resulting in the deaths of four children and one woman. Al-Masirah TV, which is run by the rebels, broadcast images purportedly showing the victims. The Houthis have repeatedly attacked international shipping in the Red Sea and launched missiles and drones at Israel, claiming these actions were in solidarity with Palestinians in Gaza, where Israel is engaged in conflict with Hamas, another Iranian ally. These attacks ceased with the implementation of a fragile ceasefire between Israel and Hamas in Gaza in January. However, the Houthis threatened to resume attacks after Israel recently suspended humanitarian aid to Gaza. The U.S. and other nations have long accused Iran of providing military assistance to the Houthis. The U.S. Navy has intercepted Iranian-made missile components and other weapons allegedly destined for the militant group, which controls Sanaa, Yemen's capital, and the northern part of the country. Gen. Hossein Salami, commander of Iran's Revolutionary Guard, refuted claims of Iranian involvement in the Houthi attacks. According to state-run TV, he stated that Iran "plays no role in setting the national or operational policies" of allied militant groups across the region. Iranian Foreign Minister Abbas Araghchi, via a post on X, urged the U.S. to stop the strikes, asserting that Washington cannot dictate Iran's foreign policy. On Saturday, Trump pledged to employ "overwhelming lethal force" until the Houthis cease their attacks on shipping within the crucial maritime corridor. The airstrikes occurred shortly after the Houthis announced their intention to renew attacks on Israeli vessels off the coast of Yemen in response to Israel's latest blockade of Gaza. No Houthi attacks have been reported since that announcement. During their campaign targeting both military and civilian ships between the start of the Israel-Hamas conflict in October 2023 and the January ceasefire in Gaza, the Houthis reportedly targeted over 100 merchant vessels using missiles and drones, resulting in the sinking of two ships and the deaths of four sailors. While the United States, Israel, and Britain have previously targeted Houthi-controlled areas in Yemen, Saturday's operation was conducted solely by the U.S. and marked the first strike against the Houthis under Trump's second term. —Associated Press writer Amir Vahdat in Tehran, Iran, contributed to this report. ```

Sattar Bawany’s New Book, “The Making of a C.R.I.S.I.S. Leader,” Offers a Fresh Perspective on Leadership in an Uncertain World

Navigating Disruption with Confidence: "The Making of a C.R.I.S.I.S. Leader" Arms Leaders for the FutureNew York City, New York Mar 16, 2025  - Master Crisis Leadership: Sattar Bawany's Latest Groundbreaking Book Redefines Leadership in an Uncertain World Navigating Disruption with Confidence: "The Making of a C.R.I.S.I.S. Leader" Arms Leaders for the Future The Disruptive Leadership Institute LLC is excited to announce that "The Making of a C.R.I.S.I.S. Leader: Navigating Turbulence and Driving Transformation" by Prof Sattar Bawany, a globally recognized leadership expert and executive coach, will be released on March 7, 2025, and available worldwide. As organizations face continuous global disruptions, the book offers a revolutionary framework for leaders to excel amidst uncertainty. It helps them make sound, ethical choices and foster resilience within their teams. Drawing on decades of research, real-world examples, and personal leadership experiences, Bawany introduces the C.R.I.S.I.S. Leadership Model, a powerful method for mastering crisis management and transformational leadership. Early Praise for "The Making of a C.R.I.S.I.S. Leader" Dr. Marshall Goldsmith, a #1 Executive Coach according to Thinkers50 and a New York Times bestselling author of books like The Earned Life, Triggers, and What Got You Here Won't Get You There, praises the book: "The Making of a C.R.I.S.I.S. Leader is a timely and thorough exploration of leadership during critical moments. Written with urgency, Dr. Bawany provides a memorable model, practical guidance, and relevant case studies for leaders at all levels. This is essential reading for anyone leading in today's unpredictable world." Jim Kouzes, co-author of the bestselling The Leadership Challenge and a Fellow of the Doerr Institute for New Leaders at Rice University, notes: "The Making of a C.R.I.S.I.S. Leader offers a straightforward and useful guide for leading through times of uncertainty and disruption. The suggested tools are practical, relevant, and effective, stemming from years of experience. This book is not just for reading; it's a guide for taking immediate action when faced with serious problems and crises." Key Topics Covered in the Book: Leadership lessons from previous decades on successful crisis response. Future disruptive forces that could lead to crises impacting organizational supply chains and sustainability. The "C.R.I.S.I.S." Leadership Model, outlining essential skills and competencies for effective leadership during crises. Building and maintaining organizational resilience. The role of boards in managing crises and uncertainty. Availability "The Making of a C.R.I.S.I.S. Leader" will be available as a printed book and in digital formats from major retailers like Amazon, Barnes & Noble, and other leading bookstores worldwide. For more information about the book or to request an interview with Prof Sattar Bawany, please contact the DLI Marketing team or call +65 6789 0977. About Prof Sattar Bawany is an award-winning leadership expert, executive coach, and keynote speaker with over three decades of experience. As the CEO of the Disruptive Leadership Institute, he helps organizations globally cultivate leaders ready to navigate complexity and drive change. About the Disruptive Leadership Institute LLC The Disruptive Leadership Institute is a leading global think tank focused on developing next-generation leaders who can succeed in a rapidly changing world. Through research, executive education, and leadership consulting, the Institute provides leaders with the skills to foster innovation, resilience, and transformation.Media ContactDisruptive Leadership Institute LLC+6590023848442 5th Avenue #1588 New York, NY 10018 United States Source :Disruptive Leadership Institute LLC, New York, NY ```

Xploited Media Extends Digital Reach Under Tez Ferguson’s Leadership

Cape Town, Western Cape, March 15, 2025 – Xploited Media, a global leader in the digital marketing sector, is transforming the online environment under the direction of CEO Tez Ferguson. The company is dedicated to assisting businesses of all sizes in enhancing their digital presence through innovative strategies and a focus on achieving tangible results. Xploited Media specializes in web design, SEO, social media marketing, and branding, and has earned a reputation for providing impactful digital solutions. The agency leverages AI-driven insights, data analytics, and creative storytelling to ensure businesses differentiate themselves in the increasingly competitive online arena. "Our objective is to extend the horizons of digital marketing by developing customized solutions that fuel genuine growth for our clients," said Tez Ferguson, CEO of Xploited Media. "We integrate technology and creativity to enable brands to forge meaningful connections with their target audiences." With a wide range of successful campaigns, Xploited Media has empowered businesses globally to improve engagement, increase ROI, and expand their digital footprint. As the company’s growth continues rapidly, it remains committed to innovation, excellence, and client satisfaction. For media inquiries, interview requests, or to request more information, please make contact using the details below: Media Contact: Tez FergusonCEO & FounderXploited MediaAddress: Dolphin Court, 14 Pharos Ave, Plettenberg Bay, 6600, South AfricaEmail: web@xploited.mediaPhone: +27218136607Website: About Xploited Media Xploited Media is a premier digital marketing agency with expertise in web design, SEO, social media marketing, and branding. Under the leadership of Tez Ferguson, the company delivers cutting-edge marketing solutions that enable businesses worldwide to strengthen their digital presence and achieve significant results.Media ContactXploited Media+27218136607Dolphin Court, 14 Pharos Ave, Plettenberg Bay, 6600, South Africa Source :Xploited Media ```

Alpha Principle’s Eric Koeplin Spotlighted for Innovative Approach to Integrating Charity into Business

Denver, Colorado, March 15, 2025 – Alpha Principle, a leader in ethical investing, announced that CEO Eric Koeplin has been profiled in an online article. The article discusses the innovative integration of charitable giving into the company's daily business. Koeplin, a Barron's-recognized financial advisor, is setting new industry standards by making philanthropy central to Alpha Principle's strategy. The article emphasizes that incorporating charity into business goes beyond typical corporate donations. It explains how this improves brand image, increases employee morale, and strengthens community relationships. Companies like Alpha Principle are making philanthropy a key part of their business identity, which promotes both sustainable growth and societal benefits. Under Koeplin's direction, Alpha Principle has implemented a strategic philanthropy model. This aligns charitable activities with the company's business objectives and values. This strategy benefits the communities where Alpha Principle operates and improves market understanding and customer loyalty. Koeplin stated, "Integrating charity into our operations allows us to create stronger community bonds and inspire our employees by giving them a sense of pride and purpose." The feature also highlights employee-led initiatives in Alpha Principle’s philanthropic strategy. These initiatives allow employees to lead company-supported charitable activities. Additionally, Alpha Principle's cause-related marketing campaigns have successfully connected the company's products with charitable giving, which appeals to consumers who value ethical considerations in their purchasing decisions. The article points out Alpha Principle’s use of advanced software for managing donations and data analytics for measuring the impact of charitable work. Blockchain technology has been particularly transformative, ensuring transparency in fund usage and boosting trust among consumers and partners. For more on Eric Koeplin’s initiatives and to read the full article, .Media ContactEric Koeplin Source :Eric Koeplin

Rev. Florence Monzon’s New Book “Dream B.I.G. and Prosper with Ease and Grace” Now Available

Las Vegas, Nevada Mar 15, 2025  - Spiritual leader, educator, and author, Rev. Florence Rivera Monzon, has announced her new book, "Dream B.I.G. (Belief, Inspiration, Gratitude) and Prosper with Ease and Grace: Discover Your Divine Potential," is now available through Amazon and other major booksellers. This transformative book has quickly risen to bestseller status, connecting with readers who want to unlock their potential and live abundantly. Rev. Florence leverages her decades of experience as a Unity minister and spiritual teacher, to provide a structured method that combines Unity principles with practical steps for personal change. "My purpose has always been to empower individuals to recognize and use their inherent divine potential," Rev. Florence stated. "In 'Dream B.I.G.,' I share the principles and practices that have guided thousands to overcome obstacles and create purposeful, prosperous lives." The book offers effective techniques for: Activating the 12 divine powers within each person Gaining mastery of conscious creation through belief, inspiration, and gratitude Eliminating limiting beliefs that hinder abundance Cultivating unwavering faith while preserving inner peace Generating prosperity through giving, forgiving, gratitude, and receiving Rev. Florence's distinctive "Thank you, God!" approach is central to the book, encouraging readers to remain grateful, even when facing difficulties. Through relatable personal anecdotes and hands-on exercises, she illustrates how anyone can access their divine capabilities and realize their aspirations. As the founding spiritual leader of Unity Philippines Spiritual Center, Rev. Florence has established Unity Villages in numerous communities, offering spiritual education and empowerment across the Philippines. Her "Dream B.I.G." program and other endeavors have motivated many to acknowledge their innate greatness and use their unique talents to serve others. "Dream B.I.G. and Prosper with Ease and Grace" is perfect for those looking to improve their health, finances, relationships, sense of purpose, or spiritual connection. The book delivers a clear plan for creating a prosperous life while maintaining peace and joy throughout the journey. The book is available in both digital and print formats on Amazon: For more information about her and her work, visit   About Rev. Florence Rivera Monzon Rev. Florence Monzon is a spiritual leader and educator committed to helping people of all ages dream big and find their divine purpose. As an ordained Unity minister, she teaches the Five Basic Principles and twelve spiritual gifts that unlock human potential. Through her work at Unity Philippines Spiritual Center, Rev. Florence assists individuals in aligning their beliefs with universal principles to create prosperous, fulfilling lives. Her teachings combine time-honored wisdom with contemporary spirituality, guiding others toward abundant living and spiritual development.

Trump Reportedly Eyes New Travel Restrictions: Which Nations Face Potential Bans?

Reports indicate the Trump Administration is contemplating a new travel ban impacting citizens from potentially 43 nations. This move could be a significant expansion of Trump's initial policy, which primarily targeted countries with majority Muslim populations. According to an internal memo, initially obtained and reviewed by the and subsequently by , the Trump Administration's draft of a "2.0" travel ban includes several new countries. The memo suggests these countries would be categorized into three tiers: red, orange, and yellow. Citizens from the 11 "red" category countries would reportedly face a complete prohibition from entering the United States. These countries are said to include Afghanistan, Bhutan, Cuba, Iran, Libya, North Korea, Somalia, Sudan, Syria, Venezuela, and Yemen. However, the Times notes this list was compiled by the State Department a few weeks prior, and changes are possible. Citizens from "orange" category countries, including Haiti, Russia, and Pakistan, would face substantial visa restrictions. The Times reports that these individuals would be required to undergo "mandatory in-person interviews" to obtain a visa. The "yellow" category comprises countries given 60 days to address concerns raised by the Administration, or risk being moved to a higher-risk category. Cambodia, Zimbabwe, and the Republic of Congo are reportedly on this list. The White House has not yet issued a public statement regarding the reported memo. TIME has contacted the White House for comment. News of a potential new travel ban from the Trump Administration surfaced shortly after President Trump was questioned on Wednesday, March 12, about which countries might be targeted in his "2.0" list. He dismissed the reporter's question, stating, "Wouldn't that be a stupid thing for me to say?" During his campaign, Trump pledged to reinstate the travel ban, a policy that garnered significant attention when first introduced during his initial term. His signing of an Executive Order titled "" on Jan. 20 reaffirmed his intentions. Here's a retrospective look at the history of Trump's travel ban and his stated plans for the future. Trump’s first term travel ban In January 2017, a week after assuming office, Trump signed what became known as the "Travel Ban," primarily impacting Muslim-majority nations. The ban prohibited the entry of Syrian refugees and temporarily suspended entry for individuals from Iraq, Iran, Libya, Somalia, Sudan, and Yemen. The action sparked and across the country. Judges in multiple states blocked the initial ban soon after its implementation in 2017, arguing that it unfairly targeted Muslim countries and discriminated against people based on nationality without justification, violating U.S. immigration law. Ultimately, the Supreme Court upheld a revised version in , allowing the ban to continue for citizens from Iran, Libya, North Korea, Somalia, Syria, Venezuela, and Yemen. They later in 2018. These countries could again be at risk if a "2.0" list is finalized. Upon entering office in 2021, former President Joe Biden , calling it "a stain on our national conscience" and "inconsistent with our long history of welcoming people of all faiths and no faith at all." “[T]hey have separated loved ones, inflicting pain that will ripple for years to come. They are just plain wrong,” Biden stated in the announcing the end to the ban. Trump promised to reinstate the travel ban during his campaign Throughout his 2024 campaign, Trump repeatedly vowed to reinstate his 2017 travel ban. In July, during a in St. Cloud, Minnesota, Trump told the audience that he would "restore the travel ban, suspend refugee admissions, stop the resettlement, and keep the terrorists the hell out of our country," promising to do so on of his presidency. In , Trump stated he would ban individuals from "terrorist infested" areas and would "seal our borders." "Remember the famous travel ban? We didn't take people from certain areas of the world," Trump said at the September 2024 event. "We're not taking them from infested countries." Trump’s Executive Order on “vetting” countries While Trump did not reinstate his travel ban on "day one" as promised, on the first day of his second term, he signed the Executive Order titled "Protecting the United States from Foreign Terrorists and other National Security and Public Safety Threats." Within the Executive Order, Trump directed the Secretary of State, the Attorney General, the Secretary of Homeland Security, and the Director of National Intelligence to submit a report "identifying countries throughout the world for which vetting and screening information is so deficient as to warrant a partial or full suspension on the admission of nationals from those countries," setting a deadline of 60 days. Assuming the timeline remains unchanged, this report is due to the President by next week, although he may have already received it. The Executive Order also mandated the report to specify the number of individuals from these countries who had entered the United States since Biden's inauguration. This was just one Executive Order in a signed by Trump aimed at significantly altering and tightening the United States' immigration and visitation policies.

Trump Orders Airstrikes Against Iran-Backed Houthis in Yemen, Issues Stern Warning

WEST PALM BEACH, Fla. — President Trump announced Saturday that he ordered airstrikes in Sanaa, Yemen, vowing to use "overwhelming lethal force" until the Iran-backed Houthi rebels stop attacking ships in a crucial maritime route. Trump stated in a social media post that "brave Warfighters" are conducting aerial attacks on "terrorists’ bases, leaders, and missile defenses" to safeguard American shipping, air, and naval assets, and to ensure navigational freedom. He added that no terrorist force would impede American commercial and naval vessels from freely navigating international waterways. He also cautioned Iran to cease supporting the Houthi rebels, promising to hold the country "fully accountable" for the actions of its proxy. This follows a letter sent by Trump to Iranian leaders two weeks prior, suggesting a path to bilateral talks regarding Iran's nuclear weapons program, which Trump has stated he will prevent from becoming operational. The Houthis reported a series of explosions in their territory on Saturday evening. Online images showed plumes of black smoke rising over the Sanaa airport complex, which includes a large military installation. The airstrikes occurred shortly after the Houthis declared their intention to resume attacks on Israeli vessels off the coast of Yemen in response to Israel’s blockade of Gaza. No Houthi attacks had been reported since that announcement. Earlier in the month, Israel suspended all aid to Gaza and warned of "additional consequences" for Hamas if the ceasefire in the war is not extended as negotiations continue regarding a second phase. The Houthis had described their warning as taking effect in the Red Sea, the Gulf of Aden, the Bab el-Mandeb Strait, and the Arabian Sea. The Houthis targeted over 100 merchant ships with missiles and drones, sinking two and killing four sailors, between the start of the Israel-Hamas war in late 2023 and January of this year, when a fragile ceasefire in Gaza began. These attacks significantly elevated the Houthis' profile as they grappled with economic challenges and launched a crackdown on dissent and aid workers amid Yemen's decade-long war, which has devastated the nation. The United States, Israel, and Britain have previously targeted Houthi-controlled areas in Yemen. The Israeli military declined to comment. The Houthi media office reported that the U.S. strikes hit "a residential neighborhood" in Sanaa’s northern district of Shouab. Residents of Sanaa reported at least four airstrikes in the Eastern Geraf neighborhood in Shouab district, causing fear among women and children. “The explosions were very strong,” said Abdallah al-Alffi. “It was like an earthquake.” According to a U.S. official, the Saturday operation against the Houthis was solely conducted by the U.S. This was the first strike against the Yemen-based Houthis under the second Trump administration, following a period of relative calm in the region. Similar large-scale missile strikes against the Houthis were carried out multiple times by the Biden administration in response to frequent Houthi attacks on commercial and military vessels in the region. The USS Harry S. Truman carrier strike group, including the carrier, three Navy destroyers, and one cruiser, is in the Red Sea and participated in the mission. The USS Georgia cruise missile submarine has also been operating in the region. Trump announced the strikes while spending the day at his Trump International Golf Club in West Palm Beach, Florida. “These relentless assaults have cost the U.S. and World Economy many BILLIONS of Dollars while, at the same time, putting innocent lives at risk,” Trump said. —Baldor reported from Washington and Magdy reported from Cairo. AP White House Correspondent Zeke Miller contributed from Washington. ```

Trump Signs Spending Bill, Averting Government Shutdown for Six Months

` tags. ```xml WASHINGTON — President Trump has signed legislation into law that funds the government until the end of September, preventing a partial government shutdown. This action concludes a contentious period in Congress that created significant divisions among Democrats. White House Deputy Press Secretary Harrison Fields announced on X that Trump signed the continuing resolution on Saturday. The legislation largely maintains government funding at levels established during the Biden administration, albeit with some adjustments. It reduces non-defense spending by approximately $13 billion compared to the previous year while increasing defense spending by around $6 billion. These changes are relatively small considering the overall spending level of nearly $1.7 trillion. The Senate approved the bill on Friday with a 54-46 vote along party lines. Ten Senate Democrats sided with Republicans, helping the bill pass despite internal opposition, particularly from House Democrats who urged its rejection. Senate Democrats spent days debating whether to risk a shutdown, frustrated that House Republicans had drafted and passed the spending bill without Democratic input. Democrats argued that the bill inadequately funds healthcare, housing, and other priorities. They also contended that it grants Trump excessive authority to redirect federal spending, even as his administration and the Department of Government Efficiency (DOGE) rapidly dismantle agencies and programs approved by Congress. Ultimately, enough Democratic senators concluded that a government shutdown would be worse than allowing the funding bill to pass. Senate Democratic Leader Chuck Schumer stated that a shutdown would have allowed the Trump administration to declare entire agencies, programs, and personnel as non-essential, potentially leading to staff furloughs without any guarantee of rehire. "A shutdown will allow DOGE to shift into overdrive," Schumer said. "Donald Trump and Elon Musk would be free to destroy vital government services at a much faster rate.” The House's earlier passage of the funding bill was a victory for both Trump and House Speaker Mike Johnson. Johnson successfully maintained Republican unity and secured the bill's passage without Democratic support, a feat rarely achieved recently. ```

Trump Orders Staff Cuts at Voice of America, Other U.S.-Funded Media

The Trump administration initiated substantial staff cuts at Voice of America and other government-funded, pro-democracy media outlets on Saturday, furthering the President's efforts to reshape government without Congressional consent. On Friday night, shortly after Congress approved the latest funding bill, Trump instructed his administration to minimize the operations of several agencies to the legally required minimum. This included the U.S. Agency for Global Media, which oversees Voice of America, Radio Free Europe/Radio Liberty, Radio Free Asia, and Radio Marti, which broadcasts Spanish-language news to Cuba. On Saturday morning, Kari Lake, the former Arizona gubernatorial and U.S. Senate candidate recently appointed as a senior advisor to the agency by Trump, suggested on X that employees check their email. This coincided with Voice of America staff receiving notices placing them on paid administrative leave. The agency also issued notices terminating grants for Radio Free Asia and other programs it manages. Voice of America broadcasts U.S. news internationally, often translated into local languages. Radio Free Asia, Europe, and Marti transmit news to countries with authoritarian governments, such as China, North Korea, and Russia. Collectively, these networks reach approximately 427 million people. Established during the Cold War, they are part of a U.S. government-funded network aimed at expanding U.S. influence and countering authoritarianism, which includes USAID, another agency targeted by Trump. These recent cuts are particularly controversial because the Agency for Global Media is an independent agency established by Congress, which passed legislation in 2020 to limit the authority of the agency's presidentially appointed executives. Trump has already taken steps to undermine programs mandated by Congress, potentially leading to a Supreme Court battle over the extent of presidential powers. Trump's order also encompasses several other, lesser-known government entities, including the Woodrow Wilson International Center for Scholars, a nonpartisan think tank, the United States Interagency Council on Homelessness, and the Community Development Financial Institutions Fund. The Trump administration has previously taken contentious actions regarding Voice of America, such as suspending a journalist for reporting criticism of Trump and terminating contracts that allowed VOA to utilize content from independent news organizations like the Associated Press. —Associated Press writer Matthew Lee in Washington contributed to this report. ```