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NSSA’s Moorman Center for Space Studies Releases New Occasional Paper: Military Requirements for Golden Dome Homeland Defense (Part 2)

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WASHINGTON, April 24, 2025 /PRNewswire/ — Military requirements will drive initial implementation of President Trump’s “Golden Dome for America.” In this new Occasional Paper, NSSA’s Moorman Center for Space Studies Chair, Chris Williams, posits a set of national assets that should be defended via the Golden Dome air and missile defense system and describes how even limited defenses will contribute to U.S. national security.

In August 1951, a group of American scientific experts, tasked with developing a strategy to defend the nation against the threat posed by Soviet bombers, produced a report for U.S. military leaders. Entitled “Problems of Air Defense: Final Report of PROJECT CHARLES”, the report had a significant impact on U.S. air defense technology development, operational strategies, organizational alignment, and funding through the 1950s. Among other noteworthy findings and recommendations, the report stated:

It is easy to assert that the United States can engage in warfare without protecting its vital military and industrial installations. It is much more difficult to state how much protection will be obtained at a given level of expenditure. We do not believe that the results of future air warfare are quantitatively predictable. The problem, as we see it, is to develop the best system of air defense that the country can provide with the funds available. Within such limits, great improvements are feasible by correcting known weaknesses and exploiting technological advances…. With the technical improvements that have been outlined, the warning, control, and weapon systems can be expected to inflict heavy damage on an enemy bombing force attacking the United States.1

The PROJECT CHARLES report should be required reading by Department of Defense (DoD) officials tasked with designing and fielding the Golden Dome homeland air and missile defense system that President Donald J. Trump directed by Executive Order. 2

In a recent op-ed, Dr. Peppi DeBiaso and I described increasing threats to the homeland and offered recommendations for how to adapt the military requirements process within the Department of Defense to ensure the rapid fielding of key elements of Golden Dome. Specifically, we recommended that:

DoD leaders should reject the traditional requirements process, which involves establishing detailed performance specifications for a system that will be fielded years in the future and instead embrace a more agile and flexible approach…. Secretary of Defense Pete Hegseth and Chairman of the Joint Chiefs of Staff General Dan Caine should direct adoption of an incremental approach to requirements that lays out achievable objectives for each of the four homeland defense “epochs” proposed by the Missile Defense Agency…. A “build a little, test a lot, and refine and upgrade as deployments expand” strategy would allow technology developments and test results to inform decisions as to which combinations of capabilities should be fielded and at what pace and scale. [This] incremental approach is entirely consistent with the President’s direction to DoD to establish and leverage “capabilities- based requirements” for Golden Dome. It also presents an opportunity to fully embrace agile acquisition authorities that are often talked about but sparingly implemented.3

The remainder of this paper will focus on the equally important topic of which targets should be defended as part of Golden Dome.

There are several target categories that merit protection from the Golden Dome air and missile defense system. These include:

The American People. The Government’s first priority is and must remain defense of the American people. For the foreseeable future, defenses cannot and will not take the place of strategic offensive forces in deterring large-scale attacks on the United States from Russia or China. That being said, even modest air and missile defenses can provide a measure of protection against and help deter limited attacks on the homeland.
 U.S. Nuclear Forces. U.S. homeland air and missile defenses will bolster the survivability of U.S. nuclear forces and complicate adversary attack strategies, thereby strengthening deterrence.
 Leadership. Assuring the survival of the President, Secretary of Defense, and other senior U.S. Government leaders should be a prime objective of Golden Dome. Enhancing defenses against adversary attacks aimed at “decapitating” the U.S. political and military leadership will bolster deterrence, increase the likelihood of a timely and effective U.S. response, and enhance the credibility of America’s retaliatory threats.
 NC3. Strengthening the survivability of U.S. nuclear command control & communications (NC3), including ground-, sea-, air- and space-based systems, facilities and networks that contribute to NC3, must be a requirement for U.S. air and missile defenses. Assuring the President’s ability to maintain effective command and control over and communicate with U.S. nuclear forces will serve as a powerful disincentive to adversary attacks on the homeland.
 Military Bases, Ports and Airfields. Defense of military and civilian airfields and ports are urgently needed given the key role they play in housing, mobilizing and transporting troops, storing equipment, and shipping vital supplies to overseas locations as well as the distribution of supplies and other materiel in domestic emergency scenarios.
 Critical Infrastructures and Industrial Production Capacity. An increasingly effective air and missile defense of U.S. critical infrastructures and industrial production capacity is likewise an imperative. The U.S. Government has formally designated sixteen critical infrastructure sectors including transportation, information technology, defense industrial base, emergency services, and more.4 Bolstering the defense of these infrastructures and industrial production capacity will enhance national resilience.
 Military Forces Deployed Abroad. U.S. military forces deployed abroad are prime targets of adversary air and missile attacks, as we have witnessed in the Mideast. The Golden Dome system must be capable of further enhancing the defense of U.S. forward-deployed forces and assets as well as U.S. friends and allies, whether in Europe, the Mideast, Asia or other locations.
 Civilian Targets. Terrorists, extremist groups, and other bad actors will likely seek to use manned and unmanned aerial systems (UAS) to kill Americans and target high profile events and facilities, thereby sowing fear among the U.S. citizenry and impacting the economy.

Key attributes of a Golden Dome capability should include redundancy for effective defense of high-value targets, defense-in-depth that assures several opportunities to engage and defeat individual threats, and multiple layers including ground-, air-, sea- and space-based defenses – each of which contribute uniquely to complicating adversary attack planning, bolstering deterrence, and defending against attacks, should deterrence fail.

It would be a grave mistake to set too high a bar for the requirements associated with initial Golden Dome deployments. Indeed, a Golden Dome air and missile defense system-of-systems that provides even modest protection across the aforementioned target categories would be a major contributor to U.S. national security. In addition, initial limited deployments together with robust testing can help inform future requirements as well as provide valuable data to guide architectural trade studies (eg, determining the proper mix of ground-, air-, sea- and space-based interceptors and sensors).

Finally, it is worth underscoring that the Golden Dome system need not be perfect in order to contribute promptly and meaningfully to U.S. national security. Opponents will offer stale arguments that only “leakproof” defenses are of value and because 100 percent effectiveness cannot be assured, it is not worth pursuing homeland air and missile defense. This argument was never convincing. No other military system is held to that impossible standard. Furthermore, remaining defenseless invites attacks on the homeland and broader aggression by America’s increasingly well-armed adversaries.

Today’s civilian and military leaders who have been assigned the weighty responsibility of designing, developing, fielding and operating the Golden Dome system can take heart in knowing that prior generations wrestled with the thorny problem of how best to defend the homeland – and did not back down from the challenge. As the authors of the PROJECT CHARLES report wisely noted, “A strong air defense is costly in terms of men as well as in dollars, but it is a necessary element of military strength.”

Indeed. Now, nearly seventy-five years later, it’s time to get on with “correcting known weaknesses and exploiting technological advances” for effective air and missile defense of the homeland.

Chris Williams serves as Chair of the Moorman Center for Space Studies, the independent think tank of the National Security Space Association.

The views expressed herein are solely those of the author and do not reflect the views of the Association or its member companies.

NSSA is the only U.S. trade association dedicated solely to promoting the health and vitality of the U.S. national security space enterprise (Title 10 and Title 50) and its supporting industry partners. For more information, including how to join the Association, please visit us at www.nssaspace.org.

1  “Problems of Air Defense: Final Report of PROJECT CHARLES”, Massachusetts Institute of Technology, August 1, 1951 http://www.bitsavers.org/pdf/mit/lincolnLaboratory/project_charles/A800165_Final_Report_of_Project_Charles_Vol_1_Aug1951.pdf
2  “The Iron Dome for America”, President Donald J. Trump, The White House, January 27, 2025 https://www.whitehouse.gov/presidential-actions/2025/01/the-iron-dome-for-america/
3  “Setting Military Requirements for Golden Dome”, Chris Williams and Peppi DeBiaso, Real Clear Defense, April 17, 2025 https://www.realcleardefense.com/articles/2025/04/17/setting_military_requirements_for_golden_dome_1104625.html
4  “Critical Infrastructure Sectors”, Cybersecurity & Infrastructure Security Agency, Department of Homeland Security https://www.cisa.gov/topics/critical-infrastructure-security-and-resilience/critical-infrastructure-sectors

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SOURCE National Security Space Association

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The 2nd China (Guangxi)–ASEAN College Students Invitational Competition On Digital Economy and AI Application Innovation was grandly inaugurated in Kuala Lumpur.

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—China and Malaysia Jointly Designated Data Annotation and Corpus Training Base, Setting a New Benchmark for Industry-Education Integration

KUALA LUMPUR, Malaysia, April 27, 2026 /PRNewswire/ — On April 23, 2026, with the support of the Malaysian government agency and leveraging the favorable opportunity presented by the Secretariat of the China-ASEAN Business and Investment Summit to deepen regional economic, trade, and digital industry collaboration, the opening ceremony of the 2nd China (Guangxi)—ASEAN College Students Invitational Competition On Digital Economy and AI Application Innovation was successfully held in Kuala Lumpur, Malaysia.

Under the theme of “Digital Intelligence Empowerment • Creating a Connected Future,” this competition closely aligns with the trends of China-ASEAN digital economy cooperation under the RCEP framework and actively responds to the Belt and Road Initiative. It recruits participating teams from universities across China and ASEAN countries, aiming to establish an international benchmark platform for industry-education integration and youth exchange in the China-ASEAN digital economy. The event is hosted by the China-Malaysia Institute of Modern Craftsmanship of Digital Economy and jointly organized by institutions such as Guangxi Vocational College of Finance and Guangxi Tus innovation Cross-border E-Commerce Co., Ltd receiving extensive support and active participation from government, enterprises, and academic sectors in both China and Malaysia.

At the opening ceremony, representatives from Chinese and Malaysian government, enterprises, and educational institutions—including LI Gaoyan, Secretary of the Party Committee of Guangxi Financial Vocational College and Prof. Dato’ Indera Ir. Dr. Lee Sze Wei, president of Tunku Abdul Rahman University of Management and Technology; and Zhuge Ronghe, Deputy General Manager of Guangxi Tus innovation Cross-border E-Commerce Co., Ltd. and Executive Director of the AI Cross-border Digital Economy Committee of the Guangxi International Chamber of Commerce—delivered speeches. All parties highly recognized the cross-border industry-education integration platform established by the event and expressed their expectation to leverage it as a bridge to deepen and solidify practical cooperation in the China-ASEAN digital economy.

In addition, a plaque presentation ceremony was held simultaneously at the opening ceremony, officially awarding the “China-Malaysia Institute of Modern Craftsmanship of Digital Economy Data Annotation and Corpus Training Base” to WEHIVE GLOBAL MARTECH SDN BHD, a leading local digital marketing technology company in Malaysia. This marks a substantive step forward by both China and Malaysia in the field of foundational artificial intelligence data services. The establishment of this base not only provides industry-level corpus resources and authentic training scenarios for cultivating digital economy talents in the region but also offers robust support for the technical implementation and commercialization of projects participating in this competition. It establishes a comprehensive, deeply integrated chain of “competition + training + industry,” fostering synergistic alignment between the education system, talent pipeline, industrial chain, and innovation ecosystem.

Compared to previous editions, this year’s competition has undergone a comprehensive upgrade, precisely focusing on the core objectives of cultivating digital economy talent and facilitating the commercialization of research outcomes, with three key highlights: First, an innovative scoring system. The competition incorporates practical AI tool proficiency into its core evaluation criteria, requiring participating teams to create project promotional posters using mainstream AI tools, addressing the common issue of “emphasizing concepts over practical application” in similar events and truly achieving learning and application through competition. Second, a multicultural team formation model. The competition encourages students from China and ASEAN countries to form cross-border teams, fostering cross-cultural exchange, technical complementarity, and conceptual synergy. Third, an enhanced technology commercialization mechanism. The competition offers winning teams dual support— “cash prizes plus full-cycle incubation at the Nanning Comprehensive Pilot Zone Overseas Talent Offshore Innovation and Entrepreneurship Base” —bridging the “last mile” from competition to market implementation, establishing a complete transformation cycle of “competition—cultivation—incubation—implementation” to significantly improve the industrial viability and market competitiveness of participating projects.

This competition draws on the innovative education model of the China-Malaysia Institute of Modern Craftsmanship of Digital Economy, with a core focus on empowering youth innovation and entrepreneurship through AI technology. It aims to identify and cultivate young digital economy talents possessing international vision, practical skills, and innovative thinking, while promoting the application of AI technologies in emerging sectors such as cross-border e-commerce and digital finance. Moving forward, the competition will continue to serve as a bridge, injecting youthful momentum into the high-quality, coordinated development of the China-ASEAN digital economy, and supporting the sustained deepening and steady advancement of industry-education integration between China and Malaysia under the Belt and Road framework.

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ALLSPRING GLOBAL INVESTMENTS LAUNCHES GLOBAL EQUITY FUND, EXPANDING ITS SYSTEMATIC CORE EQUITY SUITE

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LONDON, April 27, 2026 /PRNewswire/ — Allspring Global Investments™, a global asset management company with US$624 billion* in assets under advisement, today announced the launch of the Allspring (Lux) Worldwide Fund – Global Equity Fund, a UCITS sub-fund offering a systematic core global equity investment strategy designed to deliver consistent, repeatable alpha whilst maintaining disciplined risk management across market cycles.

“With the growing success of our Global Equity Enhanced Income Fund and our Climate Transition Global Equity Fund in our UCITS range, we are proud to now launch the Allspring Global Equity Fund in response to client demand for a core global equity solution. This new fund reflects our continued investment in systematic capabilities that combine rigorous quantitative research with fundamental insight”, said Andy Sowerby, head of Allspring’s International Client Group. “As clients look for dependable sources of potential outperformance in an increasingly complex global market, this strategy extends our global equity franchise with a risk-controlled core solution designed for compelling performance across market cycles”.

The Global Equity Fund broadens Allspring’s systematic global equity offering, complementing its existing Global Equity Enhanced Income and Climate Transition Global Equity Funds. These two funds were launched in July 2020 and July 2021, respectively, and both have delivered top-quartile performance within their peer groups since.

The new fund seeks long-term capital appreciation by using proprietary quantitative models integrated with fundamental validation to identify attractively valued, high-quality companies with supportive momentum characteristics. The fund aims to achieve positive excess returns relative to the MSCI All Country World Index. The portfolio is broadly diversified and constructed through a disciplined process that combines active stock selection with holistic risk management.

“Our Global Equity Fund is designed to serve as a true core allocation for global equity portfolios”, said John Campbell, CFA, senior portfolio manager of the Global Equity Fund and head of Allspring’s Systematic Core Equity team. “By targeting bottom-up alpha whilst actively managing macro and fundamental risks, the strategy aims to deliver a smoother excess return profile across different market environments”.

The strategy is managed by Allspring’s Systematic Core Equity team, which oversees approximately US$10.8 billion in assets and has decades of experience managing enhanced index, high-conviction equity solutions.

The fund is available to investors in Austria, Belgium, Denmark, Finland, France, Germany, Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden and the United Kingdom in our UCITS vehicle. It will also be available to investors in Switzerland and select Asian countries in the coming months.

ABOUT ALLSPRING
Allspring Global Investments™ is an independent asset management company with more than US$624 billion in assets under advisement*, 18 offices globally and investment teams supported by 365+ investment professionals. Allspring is committed to thoughtful investing, purposeful planning and inspiring a new era of investing that pursues both financial returns and positive outcomes. For more information, please visit www.allspringglobal.com.

*As of 31 March 2026. Figures include discretionary and non-discretionary assets.

This material is provided for informational purposes only and is intended for professional/institutional investor and qualified client use only. Not for retail public use. This content and the information within do not constitute an offer or solicitation in any jurisdiction where or to any person to whom it would be unauthorized or unlawful to do so. It should not be considered investment advice, an investment recommendation, or investment research in any jurisdiction.

INVESTMENT RISKS: All investments contain risk. Your capital may be at risk. The value, price, or income of investments or financial instruments can fall as well as rise and is not guaranteed. You may not get back the amount originally invested. Past performance is not a guarantee or reliable indicator of future results. Returns may increase or decrease as a result of currency fluctuations.

Allspring Global Investments™ (Allspring) is the trade name for the asset management firms of Allspring Global Investments Holdings, LLC, a holding company indirectly owned by certain private funds of GTCR LLC and Reverence Capital Partners, L.P. These firms include but are not limited to Allspring Global Investments Luxembourg, S.A.; Allspring Funds Management, LLC; Allspring Global Investments, LLC; Allspring Global Investments (UK) Ltd.; Allspring Global Investments (Singapore) Pte. Ltd.; Allspring Global Investments (Hong Kong) Ltd.; Allspring Global Investments (Japan) Ltd.; and Galliard Capital Management, LLC. Unless otherwise stated, Allspring is the source of all data (which is current or as of the date stated). Content is provided for informational purposes only. Views, opinions, assumptions, or estimates are not necessarily those of Allspring or its affiliates, and there is no representation regarding their adequacy, accuracy, or completeness. They should not be relied upon and may be subject to change without notice.

© 2026 Allspring Global Investments Holdings, LLC. All rights reserved. ALL-04142026-qxuja9fc

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Elbit Systems to Report First Quarter 2026 Financial Results on May 26, 2026

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The Company will host a Conference Call to discuss its financial results on May 26, 2026 at 9:00am ET

HAIFA, Israel, April 27, 2026 /PRNewswire/ — Elbit Systems Ltd. (NASDAQ: ESLT) (TASE: ESLT) (“Elbit Systems” or the “Company”) announced today that it will publish its first quarter 2026 financial results on Tuesday, May 26, 2026.

Results Conference Call

The Company will host a conference call on May 26, 2026, at 9:00am Eastern Time. On the call, management will review and discuss the results and will be available to answer questions. To participate, please call one of the dial-in numbers below: 

US Dial-in Number: 1-866-744-5399
Canada Dial-in Number: 1-866-485-2399
Israel Dial-in Number: +972-3-918-0644
International Dial-in Number:  +972-3-918-0644

at 9:00am Eastern Time; 6:00am Pacific Time; 4:00pm Israel Time

This call will also be broadcast live on Elbit Systems’ website at http://www.elbitsystems.com. An online replay will be available from 24 hours after the call ends.

Alternatively, for two days following the call, investors will be able to dial a replay number to listen to the call. The dial-in numbers are: 1-888-782-4291 (U.S. and Canada) or +972-3-925-5900 (Israel and International).

About Elbit Systems

Elbit Systems is a leading global defense technology company, delivering advanced solutions for a secure and safer world. Elbit Systems develops, manufactures, integrates and sustains a range of next-generation solutions across multiple domains.

Driven by its agile, collaborative culture, and leveraging Israel’s technology ecosystem, Elbit Systems enables customers to address rapidly evolving battlefield challenges and overcome threats.

Elbit Systems employs over 20,000 people in dozens of countries across five continents. The Company reported $7,938.6 million in revenues for the year ended December 31, 2025 and an order backlog of $28.1 billion as of such date.

For additional information, visit: www.elbitsystems.com, follow us on X or visit our official Facebook, Youtube and LinkedIn Channels.

Company Contact:
Dr. Yaacov (Kobi) Kagan, Executive VP – CFO
Tel:  +972-77-2946663
kobi.kagan@elbitsystems.com 

Daniella Finn, VP, Investor Relations
Tel: +972-77-2948984
daniella.finn@elbitsystems.com 

Dalia Bodinger, VP, Communications & Brand
Tel: +972-77-2947602
dalia.bodinger@elbitsystems.com

This press release may contain forward–looking statements (within the meaning of Section 27A of the Securities Act of 1933, as amended, Section 21E of the Securities Exchange Act of 1934, as amended, and the Israeli Securities Law, 1968) regarding Elbit Systems Ltd. and/or its subsidiaries (collectively the Company), to the extent such statements do not relate to historical or current facts. Forward-looking statements are based on management’s current expectations, estimates, projections and assumptions about future events. Forward–looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, as amended. These statements are not guarantees of future performance and involve certain risks, uncertainties and assumptions about the Company, which are difficult to predict, including projections of the Company’s future financial results, its anticipated growth strategies and anticipated trends in its business. Therefore, actual future results, performance and trends may differ materially from these forward–looking statements due to a variety of factors, including, without limitation: scope and length of customer contracts; governmental regulations and approvals; changes in governmental budgeting priorities; general market, political and economic conditions in the countries in which the Company operates or sells, including Israel and the United States among others, including the duration and scope of the war in Israel, and the potential impact on our operations; changes in global health and macro-economic conditions; differences in anticipated and actual program performance, including the ability to perform under long-term fixed-price contracts; changes in the competitive environment; and the outcome of legal and/or regulatory proceedings. The factors listed above are not all-inclusive, and further information is contained in Elbit Systems Ltd.’s latest annual report on Form 20-F, which is on file with the U.S. Securities and Exchange Commission. All forward–looking statements speak only as of the date of this release. Although the Company believes the expectations reflected in the forward-looking statements contained herein are reasonable, it cannot guarantee future results, level of activity, performance or achievements. Moreover, neither the Company nor any other person assumes responsibility for the accuracy and completeness of any of these forward-looking statements. The Company does not undertake to update its forward-looking statements.

Elbit Systems Ltd., its logo, brand, product, service and process names appearing in this release are the trademarks or service marks of Elbit Systems Ltd. or its affiliated companies. All other brand, product, service and process names appearing are the trademarks of their respective holders. Reference to or use of a product, service or process other than those of Elbit Systems Ltd. does not imply recommendation, approval, affiliation or sponsorship of that product, service or process by Elbit Systems Ltd. Nothing contained herein shall be construed as conferring by implication, estoppel or otherwise any license or right under any patent, copyright, trademark or other intellectual property right of Elbit Systems Ltd. or any third party, except as expressly granted herein.

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SOURCE Elbit Systems Ltd.

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