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Fatal explosion at U.S. Steel's plant raises questions about its future, despite heavy investment

Fatal explosion at U.S. Steel's plant raises questions about its future, despite heavy investment

HARRISBURG, Pa. (AP) — The fatal explosion last week at U.S. Steel's Pittsburgh-area coal-processing plant has revived debate about its future just as the iconic American company was emerging from a long period of uncertainty.
The fortunes of steelmaking in the U.S. — along with profits, share prices and steel prices — have been buoyed by years of friendly administrations in Washington that slapped tariffs on foreign imports and bolstered the industry's anti-competitive trade cases against China.
Most recently, President Donald Trump's administration postponed new hazardous air pollution requirements for the nation's roughly dozen coke plants, like Clairton, and he approved U.S. Steel's nearly $15 billion acquisition by Japanese steelmaker Nippon Steel.
Nippon Steel's promised infusion of cash has brought vows that steelmaking will continue in the Mon Valley, a river valley south of Pittsburgh long synonymous with steelmaking.
'We're investing money here. And we wouldn't have done the deal with Nippon Steel if we weren't absolutely sure that we were going to have an enduring future here in the Mon Valley,' David Burritt, U.S. Steel's CEO, told a news conference the day after the explosion. 'You can count on this facility to be around for a long, long time.'
Will the explosion change anything?
The explosion killed two workers and hospitalized 10 with a blast so powerful that it took hours to find two missing workers beneath charred wreckage and rubble. The cause is under investigation.
The plant is considered the largest coking operation in North America and, along with a blast furnace and finishing mill up the Monongahela River, is one of a handful of integrated steelmaking operations left in the U.S.
The explosion now could test Nippon Steel's resolve in propping up the nearly 110-year-old Clairton plant, or at least force it to spend more than it had anticipated.
Nippon Steel didn't respond to a question as to whether the explosion will change its approach to the plant.
Rather, a spokesperson for the company said its 'commitment to the Mon Valley remains strong' and that it sent 'technical experts to work with the local teams in the Clairton Plant, and to provide our full support.'
Meanwhile, Burritt said he had talked to top Nippon Steel officials after the explosion and that 'this facility and the Mon Valley are here to stay.'
U.S. Steel officials maintain that safety is their top priority and that they spend $100 million a year on environmental compliance at Clairton alone.
However, repairing Clairton could be expensive, an investigation into the explosion could turn up more problems, and an official from the United Steelworkers union said it's a constant struggle to get U.S. Steel to invest in its plants.
Besides that, production at the facility could be affected for some time. The plant has six batteries of ovens and two — where the explosion occurred — were damaged. Two others are on a reduced production schedule because of the explosion.
There is no timeline to get the damaged batteries running again, U.S. Steel said.
Accidents are nothing new at Clairton
Accidents are nothing new at Clairton, which heats coal to high temperatures to make coke, a key component in steelmaking, and produces combustible gases as byproducts.
An explosion in February injured two workers.
Even as Nippon Steel was closing the deal in June, a breakdown at the plant dealt three days of a rotten egg odor into the air around it from elevated hydrogen sulfide emissions, the environmental group GASP reported.
The Breathe Project, a public health organization, said U.S. Steel has been forced to pay $57 million in fines and settlements since Jan. 1, 2020, for problems at the Clairton plant.
A lawsuit over a Christmas Eve fire at the Clairton plant in 2018 that saturated the area's air for weeks with sulfur dioxide produced a withering assessment of conditions there.
An engineer for the environmental groups that sued wrote that he 'found no indication that U.S. Steel has an effective, comprehensive maintenance program for the Clairton plant.'
The Clairton plant, he wrote, is 'inherently dangerous because of the combination of its deficient maintenance and its defective design.'
U.S. Steel settled, agreeing to spend millions on upgrades.
Matthew Mehalik, executive director of the Breathe Project, said U.S. Steel has shown more willingness to spend money on fines, lobbying the government and buying back shares to reward shareholders than making its plants safe.
Will Clairton be modernized?
It's not clear whether Nippon Steel will change Clairton.
Central to Trump's approval of the acquisition was Nippon Steel's promises to invest $11 billion into U.S. Steel's aging plants and to give the federal government a say in decisions involving domestic steel production, including plant closings.
But much of the $2.2 billion that Nippon Steel has earmarked for the Mon Valley plants is expected to go toward upgrading the finishing mill, or building a new one.
For years before the acquisition, U.S. Steel had signaled that the Mon Valley was on the chopping block.
That left workers there uncertain whether they'd have jobs in a couple years and whispering that U.S. Steel couldn't fill openings because nobody believed the jobs would exist much longer.
Relics of steelmaking's past
In many ways, U.S. Steel's Mon Valley plants are relics of steelmaking's past.
In the early 1970s, U.S. steel production led the world and was at an all-time high, thanks to 62 coke plants that fed 141 blast furnaces. Nobody in the U.S. has built a blast furnace since then, as foreign competition devastated the American steel industry and coal fell out of favor.
Now, China is dominant in steel and heavily invested in coal-based steelmaking. In the U.S., there are barely a dozen coke plants and blast furnaces left, as the country's steelmaking has shifted to cheaper electric arc furnaces that use electricity, not coal.
Blast furnaces won't entirely go away, analysts say, since they produce metals that are preferred by automakers, appliance makers and oil and gas exploration firms.
Still, Christopher Briem, an economist at the University of Pittsburgh's Center for Social and Urban Research, questioned whether the Clairton plant really will survive much longer, given its age and condition. It could be particularly vulnerable if the economy slides into recession or the fundamentals of the American steel market shift, he said.
'I'm not quite sure it's all set in stone as people believe,' Briem said. 'If the market does not bode well for U.S. Steel, for American steel, is Nippon Steel really going to keep these things?'
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Waldencast Announces Strong Progress on Business Priorities for H1 2025 and Initiatives to Drive Transformation
Waldencast Announces Strong Progress on Business Priorities for H1 2025 and Initiatives to Drive Transformation

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Waldencast Announces Strong Progress on Business Priorities for H1 2025 and Initiatives to Drive Transformation

Obagi Medical delivers H1 2025 double-digit growth in its Core Strategic Channels. Novaestiq Acquisition Doubles the Brand's Addressable Market in the U.S. Milk Makeup Delivers Strong Retail Sales Performance in U.S. Retail in H1 2025 and Expands Its Digital Footprint in Q2 Company Launches an Exploration of Strategic Alternatives to Enhance Shareholder Value Company Postpones H1 2025 Earnings Release and Conference Call; Provides Update to FY 2025 Guidance LONDON, Aug. 18, 2025 (GLOBE NEWSWIRE) -- Waldencast plc (NASDAQ: WALD) ('Waldencast' or the 'Company'), a global multi-brand beauty and wellness platform, today provided a business update for H1 2025 results. 'Our brands saw accelerating revenue growth in the second quarter and we delivered significant progress against our strategic priorities while making important investments to support our future, thus capping off a highly productive first half for the Company,' said Michel Brousset, Co-Founder and CEO of Waldencast plc. 'In Q2, we resumed revenue growth, as we cycled the anniversary of last year's exceptionally strong launches that weighed on Q1 comparisons. Milk Makeup sell-out performance in the U.S. accelerated to the high-20s, through the roll-out at Ulta Beauty and the launch in Amazon Premium Beauty, while continuing to deliver blockbuster innovations like Hydro Grip Gel Skin Tint and Balmade Electrolyte Lip Balm. This strong performance domestically was dampened by challenges in international markets where consumption was soft and we saw continued destocking by key retailers. Obagi Medical's revenue growth in core strategic channels accelerated to mid-teens with continued performance in the U.S. strategic distribution channels, and even faster growth in international markets. A key highlight of our strategy is that Obagi Medical has achieved the leading position in unaided brand awareness within its competitive set.1 While these achievements demonstrate the strength of our brands and the power of our growth strategy, we continue to navigate a dynamic global environment that limited our overall growth. Challenges included ongoing, though improving, out-of-stocks across both brands, as well as our deliberate decision to exit select Obagi Medical distribution points that did not align with our brand ethos.' Mr. Brousset stated further: 'We are excited to start the third quarter with improved in-stock levels on both brands. On Milk Makeup, our best-selling Hydro Grip Gel Skin Tint is now back in stock and we continue to make notable progress through the expansion at Ulta Beauty and Amazon Premium Beauty. Tempering our excitement, at the beginning of the quarter, international markets remain challenging highlighting the need for in-market incremental investment to restore growth. At Obagi Medical, we are focused on fueling our momentum in strategic channels, while continuing to refine our distribution strategy by exiting non-equity building distribution points and investing in supply chain improvements to support future expansion. Most importantly, we are thrilled to reach a significant milestone with the completion of the acquisition of Novaestiq Corp. This marks our first step into the aesthetics space, as Novaestiq establishes our entry into the U.S. dermal filler market. Subject to obtaining relevant approvals from the U.S. Food and Drug Administration ('FDA'), this acquisition doubles Obagi Medical's addressable market potential in the U.S. and positions us uniquely as the first Mega-Brand in the combined medical-grade skincare and aesthetics industry, setting a strong foundation for future growth. In the context of a year of purposeful investment for the future, and against a backdrop of fluid market conditions, we are updating our full year outlook. We now expect Net Revenue growth in the low to mid-single digits, reflecting first-half performance and a more moderated industry environment. Adjusted EBITDA margins are now anticipated in the low to mid-teens. The relative resilience of profitability highlights the Company's strong operating discipline and ability to manage costs effectively, even as top-line expectations are revised.' Mr. Brousset concluded: 'We believe the actions we are taking will set us up to strengthen our foundation for delivering our long-term ambitions and accelerated future growth and profitability. In light of a growing number of opportunities presented to Waldencast and its shareholders, we have decided to undertake a review of a broad range of strategic alternatives focused on maximizing shareholder value. During this process, the Company remains fully focused on executing its business strategy and delivering on the evolving needs of the dynamic beauty market.' Strategic Review: Waldencast's Board of Directors has resolved to undertake a review of a broad range of strategic alternatives available to the Company focused on maximizing shareholder value. In connection with this strategic review, the Board has retained Lazard to serve as financial advisor to the Company. The Company does not intend to comment further on the status or timing of this process, unless or until the Board of Directors has approved a definitive course of action or if it is determined that other disclosure is appropriate. Given the broad nature of this review, there can be no assurance that this strategic review will result in the Company pursuing a transaction or any other particular outcome. H1 2025 Financial Results: The Company had previously announced its intention to publish results detailing its financial performance for the second quarter ended June 30, 2025 and the six-months ended June 30, 2025 ('H1 2025 Financials') after the U.S. stock market close on Monday, August 18th, 2025, followed by the Company's management team conference call and webcast to discuss its results on Tuesday, August 19th, 2025. In preparation for the strategic review and in light of the recent acquisition of Novaestiq, the company has developed a new long-range business plan which was approved by the Board of Directors in August. In consideration of this, management is conducting an expanded evaluation of its operating performance, strategic choices, long-term priorities, and goodwill valuation. This review, which reflects the Company's commitment to disciplined financial stewardship and value creation requires additional analysis of the H1 2025 Financials. The Company is working diligently to finalize this review and to complete and file the H1 2025 Financials with the U.S. Securities and Exchange Commission (the 'SEC') within regulatory deadlines and hold the related earnings call as soon as practicable. As a result, the Company will reschedule the publication of the H1 2025 Financials and planned earnings call. Brand Performance: 2025 is an investment year for the Company's brands, even against the backdrop of market deceleration, with a clear focus on foundational growth initiatives and business transformation. These investments will enhance the Company's platform and sharpen execution, and together with the strength of its brands, position the Company to deliver sustainable, long-term value creation for all stakeholders. At Obagi Medical, investment priorities include the integration of Novaestiq, supply chain restructuring and technology infrastructure optimization, as well as marketing and overhead investments, particularly in international markets. At Milk Makeup, the Company is investing in a new international organization structure, capital investment in fixtures as part of its Ulta Beauty partnership, while supporting the launch of the Company's Amazon Premium Beauty presence. At the Group level, the Company is advancing its data and IT capabilities to unlock new growth opportunities while also strengthening compliance and control frameworks. Obagi Medical: Strong growth in core strategic channels moderated by decision to exit a number of non-strategic distribution points in order to set the foundation for profitable growth in the future. Revenue in the digital channels increased momentum, boosting revenue growth; while the physician-dispensed channel revenue accelerated in the quarter, as previous supply chain constraints began to improve in Q2. Obagi Medical delivered a strong first half, with revenue from U.S. core strategic channels achieving a combined high single-digit growth, coupled with international acceleration in Q2 in the mid-40s, following launches in the Middle East and the Nordics. The Company intentionally reduced exposure to non-equity-building distribution points. While this deliberate shift weighed on revenue and profitability in the short term, it sharpens focus on sustainable, long-term growth. In parallel, the supply chain restructuring began to yield results in Q2 and is expected to deliver further improvements in the second half and beyond. As the fastest-growing top-ten professional skincare brand in the U.S. in 20242, Obagi Medical is building on this momentum with unaided brand awareness now leading its medical-grade competitive set1, driven by the Company's direct-to-consumer engine and reinforced by its dermatological brand DNA. This strength underpinned the successful launch of the Retinol + PHA Refining Night Cream, a consumer-centric innovation that is already emerging as a top performer across both digital and physician-dispensed channels. The acquisition of Novaestiq, a growth-oriented aesthetic and medical dermatological innovations company, along with the U.S. rights to the Obagi Saypha®3 line of hyaluronic acid (HA) injectable gels, effectively doubles Obagi Medical's U.S. addressable market and represents the first step toward realizing the Company's vision of becoming the first dermatological Mega-Brand – uniquely serving all the demanding needs of physicians, patients, and consumers globally, and the first beauty brand to expand into aesthetics. Obagi Saypha®, currently undergoing FDA approval, is positioned to establish a physician-dispensed moat and unlock a synergistic go-to-market model that leverages the Company's existing scale, ultimately delivering a comprehensive clinic-to-home solution. Backed by advanced proprietary technology, robust clinical data, a reputation for quality and safety, global adoption, and a streamlined portfolio, Obagi Saypha® is poised to accelerate the expansion of the Company's aesthetics offering and reinforce Obagi Medical's leadership in the category. Milk Makeup: Q2 U.S. retail sales grew strongly to high-20s despite a challenging retail environment. Improved Hydro Grip Gel Skin Tint stock levels drove a strong quarter-end finish. International markets experienced a challenging performance and need for incremental investment which the Brand is starting to deploy in the second half of the year. The brand expanded its digital footprint following a successful launch with Amazon Premium Beauty. Milk Makeup delivered sequential revenue improvement versus Q1. U.S. Retail sales performance accelerated strongly to high-20s in Q2, with H1 finishing in the high teens, while international retail sales were impacted by retailer inventory reductions and a more U.S.-focused allocation of investment. In Q2, Milk Makeup expanded its digital presence with the launch of Amazon Premium Beauty. Growth was further fueled by the return of the sold-out blockbuster Hydro Grip Gel Skin Tint, already recognized with six awards, and by expanded distribution through Ulta Beauty at Target. The brand also extended its high-impact partnership with Nike, most recently with the Nike After Dark Tour, where it engaged 15,000 runners, and through the launch of the Nike Vomero Plus in Hyper Pink paired with a limited-edition Milk Makeup Balmade lip balm, sold exclusively at Dick's Sporting Goods. Milk Makeup's momentum was reinforced by 22 year-to-date product awards, underscoring the brand's innovation, cultural resonance, and ability to connect with consumers across multiple channels. Update to Fiscal 2025 Outlook: In the context of a year of purposeful investment for the future, and against a backdrop of fluid market conditions, the Company is updating its full year outlook. The Company now expects Net Revenue growth in the low to mid-single digits, reflecting first-half performance and a more moderated industry environment. Adjusted EBITDA margins are now anticipated in the low to mid-teens. The relative resilience of profitability highlights the Company's strong operating discipline and ability to manage costs effectively, even as top-line expectations are revised. 1 Google's AdMob, sample: 6,280 women surveyed via AdMob from 7/1–7/3. 2 Among the Top 10 Professional Skin Care Brands in the U.S., according to Kline's 2024 Global Professional Skin Care Series (China, Europe and the U.S.). 3 Saypha® products are not approved medical devices, and each product has a premarket approval (PMA) application under review by the FDA. About Waldencast plc Founded by Michel Brousset and Hind Sebti, Waldencast's ambition is to build a global best-in-class beauty and wellness operating platform by developing, acquiring, accelerating, and scaling conscious, high-growth purpose-driven brands. Waldencast's vision is fundamentally underpinned by its brand-led business model that ensures proximity to its customers, business agility, and market responsiveness, while maintaining each brand's distinct DNA. The first step in realizing its vision was the business combination with Obagi Medical and Milk Makeup (the 'Business Combination'). As part of the Waldencast platform, its brands will benefit from the operational scale of a multi-brand platform; the expertise in managing global beauty brands at scale; a balanced portfolio to mitigate category fluctuations; asset light efficiency; and the market responsiveness and speed of entrepreneurial indie brands. For more information please visit: Obagi Medical is an industry-leading, advanced skin care line rooted in research and skin biology, refined with a legacy of over 35 years' experience. First known as leaders in the treatment of hyperpigmentation with the Obagi Nu-Derm® System, Obagi Medical products are designed to address the appearance of premature aging, photodamage, skin discoloration, acne, and sun damage. More information about Obagi Medical is available on the brand's website at Founded in 2016, Milk Makeup quickly became a cult-favorite among the beauty community for its values of self-expression and inclusion, captured by its signature 'Live Your Look', its innovative formulas, and clean ingredients. The brand creates vegan, cruelty-free, clean formulas and has its Milk Makeup HQ in Downtown NYC. Currently, Milk Makeup offers its products through its U.S. website and retail partners including Sephora globally, Ulta Beauty and Amazon Premium Beauty in the U.S., Space NK and Boots in the United Kingdom and many more. Cautionary Statement Regarding Forward-Looking Statements All statements in this release that are not historical, are forward-looking statements made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Such statements include, but are not limited to, statements about: Waldencast's performance relating to H1 2025 and outlook and guidance for 2025; the outcome of the strategic review initiated by the Board of Directors, our ability to deliver financial results in line with expectations; expectations regarding sales, earnings or other future financial performance and liquidity or other performance measures, including those relating to Novaestiq; our long-term strategy and future operations or operating results; expectations with respect to our industry, addressable markets and the markets in which it operates; future product introductions; developments relating to the ongoing investigation and legal proceedings; and any assumptions underlying any of the foregoing. Words such as 'anticipate,' 'believe,' 'continue,' 'could,' 'estimate,' 'expect,' 'intend,' 'may,' 'plan,' 'predict,' 'project,' 'should,' and 'will' and variations of such words and similar expressions are intended to identify such forward-looking statements. These forward-looking statements are not guarantees of future performance, conditions or results, and involve a number of known and unknown risks, uncertainties, assumptions and other important factors, many of which are outside of our control, that could cause actual results or outcomes to differ materially from those discussed in the forward-looking statements, including, among others: (i) the impact of the material weaknesses in our internal control over financial reporting, including associated investigations, our efforts to remediate such material weakness and the timing of remediation and resolution of associated investigations; (ii) our ability to recognize the anticipated benefits from any acquired business, including the Business Combination and the acquisition of Novaestiq; (iii) our ability to successfully implement our management's plans and strategies; (iv) the outcome of the strategic review initiated by the Company's Board of Directors which may not result in any transaction or if pursued, may not be completed on attractive terms; (v) the overall economic and market conditions, sales forecasts and other information about our possible or assumed future results of operations or our performance; (vi) the general impact of geopolitical events, including the impact of current wars, conflicts or other hostilities; (vii) the ongoing review of our H1 2025 Financials, (viii) the potential for delisting, legal proceedings or existing or new government investigation or enforcement actions, including those relating to the restatement or the subject of the Audit Committee of our Board of Directors' review further described in our annual report filed on Form 20-F for the year ended December 31, 2024, filed with the SEC on March 20, 2025 (the 'Annual Report') or any delay in publishing our financial statements by the prescribed regulatory deadlines; (ix) our ability to manage expenses, our liquidity and our investments in working capital; (x) any failure to obtain governmental and regulatory approvals related to our business and products, products, including our ability to obtain FDA approval with respect to one or both of the Saypha products; (xi) the impact of any international trade or foreign exchange restrictions, increased tariffs, foreign currency exchange fluctuations; (xii) our ability to raise additional capital or complete desired acquisitions; (xiii) our ability to comply with financial covenants imposed by our credit agreement and the impact of debt service obligations and restricted debt covenants; (xiv) volatility of Waldencast's securities due to a variety of factors, including Waldencast's inability to implement its business plans or meet or exceed its financial projections and changes; (xv) the ability to implement business plans, forecasts, and other expectations, and identify and realize additional opportunities; (xvi) the ability of Waldencast to implement its strategic initiatives and continue to innovate Obagi Medical's and Milk Makeup's existing products and anticipate and respond to market trends and changes in consumer preferences; (xvii) any shifts in the preferences of consumers as to where and how they shop; (xviii) the impact of any unfavorable publicity on our business or products; (xix) changes in future exchange or interest rates or credit ratings; (xx) changes in, and uncertainty with respect to, laws, regulations, and policies, including as a result of the change in the U.S. administration; and (xix) social, political and economic conditions. These and other risks, assumptions and uncertainties are more fully described in the Risk Factors section of the Annual Report, and in our other documents that we file or furnish with the SEC, which you are encouraged to read. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those indicated or anticipated by such forward-looking statements. Accordingly, you are cautioned not to rely on these forward-looking statements, which speak only as of the date they are made. Waldencast expressly disclaims any current intention, and assumes no duty, to update publicly any forward-looking statement after the distribution of this release, whether as a result of new information, future events, changes in assumptions or otherwise. Contacts: InvestorsICRAllison Malkinwaldencastir@ MediaICRBrittney Fraser/Alecia Pulmanwaldencast@ in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

Vulcan Elements signs rare earths supply deal with ReElement Technologies
Vulcan Elements signs rare earths supply deal with ReElement Technologies

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Vulcan Elements signs rare earths supply deal with ReElement Technologies

(Reuters) -Vulcan Elements, a North Carolina-based rare earth magnet manufacturer, has agreed to buy a supply of the critical minerals from ReElement Technologies that will be sourced outside of China. The companies, both of which are privately held, declined to give precise financial terms but said that the price is "significantly below" the floor of $110 per kilogram that the U.S. Department of Defense guaranteed to MP Materials last month for the two most popular rare earths. The contract was signed in mid-July, Vulcan said. Rare earth oxides are used to make metal that can then be turned into magnets for use in fighter jets, radar and other military applications, as well as consumer electronics. "This pricing will enable Vulcan to be competitive in global markets," Vulcan CEO John Maslin told Reuters. "We wanted to make sure the unit economics made sense." Indiana-based ReElement, which licenses its technology from Purdue University, will supply Vulcan with "thousands of metric tons" of rare earth oxides annually for five years beginning in 2026 from outdated electronics or from mine sites, said CEO Mark Jensen. ReElement says it can supply the rare earths to Vulcan below $110 per kilogram because of its use of a processing technique known as chromatography, which is different than the industry-standard solvent extraction used by many of its peers. "We are laser focused on cost," Jensen told Reuters. "We will see where the market goes, but right now we're focused more on the market price versus that price floor." Reuters was first to report last month that the Trump administration is considering extending that price floor to other firms, news that was relayed in a close-door Washington meeting attended by Vulcan, ReElement and others.

Well-mannered White House welcome for Ukraine leaves many questions
Well-mannered White House welcome for Ukraine leaves many questions

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Well-mannered White House welcome for Ukraine leaves many questions

By Trevor Hunnicutt and Gram Slattery WASHINGTON (Reuters) -U.S. President Donald Trump gathered European leaders and Ukrainian President Volodymyr Zelenskiy for a hastily arranged White House meeting on Monday to discuss a path to ending Russia's war in Ukraine. Here are takeaways from the talks: WARM TONE, LITTLE SUBSTANCE Seven European leaders, the Ukrainian president, their motorcades, dozens of Trump administration staff and more than 100 journalists swarmed the White House campus on Monday in anticipation of the unusual meeting. Would Trump and Zelenskiy agree on a path to peace? Or would their latest Oval Office session devolve into a bitter squabble as in February? Neither scenario occurred. Zelenskiy, chided for his appearance and manner in February, adjusted both. Wearing more formal clothing and repeatedly expressing his gratitude to Trump, he was greeted by a far more complimentary U.S. president than in the past. But, despite Trump's vow to assist in Ukraine's security after a hypothetical peace deal, there was no immediate sign that any party had substantially changed position on land swaps, security guarantees or sanctions. Instead, Trump ended with promises to host a meeting with Russian President Vladimir Putin to address the many remaining issues. HEAPING PRAISE "Have you said 'thank you' once?" U.S. Vice President JD Vance asked Zelenskiy in February, accusing him of failing to show sufficient gratitude for U.S. support. On Monday, Zelenskiy made sure that was not an issue. His opening remarks in the Oval Office included eight thank-yous, mostly for Trump. "Thank you so much, Mr. President ... thank you for your attention. Thank you very much for your efforts, personal efforts to stop killings and stop this war. Thank you," Zelenskiy said. He included the U.S. first lady, who sent a letter to Putin about abducted children in Ukraine. "Using this opportunity, my thanks to your wife," the Ukrainian president said. "And thanks to all our partners and that you supported this format. And after our meeting, we're going to have leaders who are around us, the UK and France, Germany... all partners around Ukraine supporting us. Thanks (to) them. Thank you very much for your invitation." Unlike in February, Vance this time sat largely silent. COMBAT FORMAL The stakes of the meeting could not have been higher. But one of the most-asked questions among diplomats in D.C. could not have been more frivolous: Would the Ukrainian president wear a suit? The answer: kind of. Zelenskiy showed up to the White House in what one European diplomat described as "almost a suit." His black jacket had tiny lapels and jetted chest pockets. He did not wear a tie. His attire, which split the difference between the battlefield and the boardroom, could be described as combat formal. Those sartorial details matter when it comes to dealing with the U.S. president, who was upset that Zelenskiy did not wear a suit for their February meeting. Zelenskiy passed the fashion test this time, however. When one journalist in the Oval Office said Zelenskiy looked "fabulous," Trump chimed in to agree. "I said the same thing," Trump told reporters. DIVIDE OVER CEASEFIRE The assembled European leaders, Zelenskiy included, were careful to paper over policy disagreements with Trump, keeping their comments vague and showering the U.S. president with compliments. But one point of disagreement did bubble to the surface. German Chancellor Friedrich Merz told the assembled leaders and media that he wanted to see Putin agree to a ceasefire. Trump had long pushed for a ceasefire in Ukraine. But he largely jettisoned that goal after meeting with Putin last week in Alaska, a shift that was widely seen as a diplomatic defeat for Ukraine. The U.S. president now says he is fine trying to move directly to a peace deal. "To be honest, we all would like to see a ceasefire," Merz said. "I can't imagine that the next meeting would take place without a ceasefire, so let's work on that." Trump pushed back, arguing he has solved many conflicts without first reaching a ceasefire. WHOSE BOOTS ON THE GROUND? One of the great mysteries that hung over the summit was what support the U.S. would give to secure any Russia-Ukraine deal long term. Trump hasn't offered U.S. troops' "boots on the ground" to guarantee Ukraine's security from Russia, reflecting American reticence to commit to military entanglements or a head-to-head confrontation with a nuclear power. Instead, he has offered weapons sales and promised that Americans will do business in Ukraine, assurances that Ukrainians see as far less than a security guarantee. Europeans are preparing for a peacekeeping mission backed by their forces. Yet, asked explicitly whether U.S. security guarantees for Ukraine could include U.S. troops in the country, Trump did not rule it out. Instead, he teased an announcement as soon as Monday on the topic. "We'll let you know that, maybe, later today," Trump said. He said Europe was the "first line of defense" but that "we'll be involved." WHAT'S NEXT Trump said he would call Putin and set up a trilateral meeting with Ukraine at a time and place to be determined. Despite some private misgivings, the assembled leaders agreed that such a meeting was a logical next step. Still, the path forward is more complex than Trump and his allies are letting on. For one, Russia has delayed and obstructed high-level meetings with Ukraine in the past, and it was not immediately clear that Putin would actually sit down with Zelenskiy, who he frequently describes as an illegitimate leader. Additionally, it is unclear how much a principal-level meeting would actually advance the cause of peace. The gulf between the Russian and Ukrainian positions is vast. The Kremlin said on Monday the presence of NATO troops in Ukraine is a non-starter, a stance that would be hard for Ukraine to swallow. Russia is also calling for Ukraine to fork over significant chunks of territory that Kyiv controls, another proposal that Ukraine's leaders are not entertaining.

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