Category: Asia

  • MIL-OSI United Nations: Rays of Hope Forum: Bringing Hope in Africa and Beyond

    Source: International Atomic Energy Agency (IAEA)

    The IAEA’s Rays of Hope Forum returned to Ethiopia, where the cancer care initiative was launched in 2022.

    Cancer patients around the world are being given better access to life-saving care thanks to support from the IAEA’s Rays of Hope initiative, participants at a Rays of Hope Forum heard.

    Rays of Hope aims to widen access to life-saving cancer care where there is the most need; by helping low- and middle-income countries establish or expand medical imaging, radiotherapy and nuclear medicine services. Since its launch in Ethiopia three years ago, more than 90 countries have requested support under the initiative.

    “Cancer is a top cause of death in Africa, taking 2000 lives a day,” said IAEA Director General Rafael Mariano Grossi, speaking at the Forum opening in Addis Ababa, Ethiopia on Monday. “Three years ago, here at the African Union Headquarters, we launched Rays of Hope. Today, we are bringing cancer care to countries that had none.”

    Temesgen Tiruneh, Deputy Prime Minister of Ethiopia, said: “Let this Forum be a call to collective action. Let it inspire deeper cooperation, bolder investments, and unwavering solidarity — so that no child dies from a treatable cancer, no mother waits endlessly for a diagnosis, and no nation is left behind simply because of geography or GDP.”

    The Minister of Health of Ethiopia, Mekdes Daba Feyssa and the Chief of Staff of the African Union Mohamed Al- Amine Souef also gave opening remarks at the Rays of Hope Forum.

    During the morning sessions, representatives from countries that have received support under the Rays of Hope initiative shared their experiences.

    These included Benjamin Hounkpatin, Minister of Health in Benin, Gilbert Kabanda Kurhenga, Minister of Scientific Research and Technology in the Democratic Republic of Congo, Mekdes Daba Feyssa, Minister of Public Health in Ethiopia, Selibe Mochoboroane, the Minister of Health in Lesotho, lbrahima Sy, Minister of Health and Social Action in Senegal, Lawrence Ookeditse, Deputy Minister of the Ministry of Health in Botswana and Fredrick Ouma Oluga, Principal Secretary of the Ministry of Health in Kenya.

    Countries which have donated to the Rays of Hope also spoke of the importance of the initiative. Speakers included Jens Hanefeld, Ambassador of Germany to Ethiopia and Permanent Observer to the African Union in Ethiopia, Maurizio Busanelli, Permanent Representative of Italy to the African Union and the United Nations Economic Commission for Africa in Ethiopia, Tsutomu Nakagawa, Ambassador Extraordinary and Plenipotentiary of Japan to the African Union and Julien Voituriez, First Counsellor, Embassy of France to Ethiopia and to the African Union.

    Watch the live stream here.

    MIL OSI United Nations News

  • MIL-OSI USA: NASA, SpaceX Invite Media to Watch Crew-11 Launch to Space Station

    Source: NASA

    Media accreditation is open for the launch of NASA’s 11th rotational mission of a SpaceX Falcon 9 rocket and Dragon spacecraft carrying astronauts to the International Space Station for a science expedition. NASA’s SpaceX Crew-11 mission is targeted to launch in the late July/early August timeframe from Launch Complex 39A at the agency’s Kennedy Space Center in Florida.
    The mission includes NASA astronauts Zena Cardman, serving as commander; Mike Fincke, pilot; JAXA (Japan Aerospace Exploration Agency) astronaut Kimiya Yui, mission specialist; and Roscosmos cosmonaut Oleg Platonov, mission specialist. This is the first spaceflight for Cardman and Platonov, the fourth trip for Fincke, and the second for Yui, to the orbiting laboratory.
    Media accreditation deadlines for the Crew-11 launch as part of NASA’s Commercial Crew Program are as follows:

    International media without U.S. citizenship must apply by 11:59 p.m. EDT on Sunday, July 6.
    U.S. media and U.S. citizens representing international media organizations must apply by 11:59 p.m. on Monday, July 14.

    All accreditation requests must be submitted online at:
    https://media.ksc.nasa.gov
    NASA’s media accreditation policy is online. For questions about accreditation or special logistical requests, email: ksc-media-accreditat@mail.nasa.gov. Requests for space for satellite trucks, tents, or electrical connections are due by Monday, July 14.
    For other questions, please contact NASA Kennedy’s newsroom at: 321-867-2468.
    Para obtener información sobre cobertura en español en el Centro Espacial Kennedy o si desea solicitar entrevistas en español, comuníquese con Antonia Jaramillo: 321-501-8425, o Messod Bendayan: 256-930-1371.
    For launch coverage and more information about the mission, visit:
    https://www.nasa.gov/commercialcrew
    -end-
    Joshua Finch / Claire O’SheaHeadquarters, Washington202-358-1100joshua.a.finch@nasa.gov / claire.a.o’shea@nasa.gov
    Steve Siceloff / Stephanie PlucinskyKennedy Space Center, Florida321-867-2468steven.p.siceloff@nasa.gov / stephanie.n.plucinsky@nasa.gov
    Joseph ZakrzewskiJohnson Space Center, Houston281-483-5111joseph.a.zakrzewski@nasa.gov

    MIL OSI USA News

  • MIL-OSI USA: NASA Hosts ISRO Officials at Johnson, Kennedy

    Source: NASA

    NASA astronaut Raja Chari and Dr. V. Narayanan, chairman of ISRO (Indian Space Research Organisation), interact outside the Orion spacecraft mockup at NASA’s Johnson Space Center in Houston. Narayanan and Indian officials visited NASA Johnson and NASA’s Kennedy Space Center in Florida, ahead of the Axiom Mission 4 launch to the International Space Station.
    As part of a collaboration between NASA and ISRO, Axiom Mission 4 delivers on a commitment highlighted by President Trump and Indian Prime Minister Narendra Modi to send the first ISRO astronaut to the station. The space agencies are participating in five joint science investigations and two in-orbit science, technology, engineering, and mathematics demonstrations. NASA and ISRO have a long-standing relationship built on a shared vision to advance scientific knowledge and expand space collaboration.

    MIL OSI USA News

  • MIL-OSI USA: Preliminary report into Indian boarding school history lays the groundwork for dismantling policies that have harmed Indigenous people

    Source: Washington State News

    SEATTLE — The Attorney General’s Office (AGO), under the guidance and leadership of a Truth and Healing Tribal Advisory Committee (TAC), released a preliminary report on the history of Indian boarding schools in Washington, outlining next steps the committee and the AGO will undertake as they aim to help policymakers address the harmful legacies of these institutions.

    In 2023, the state Legislature directed the AGO to convene the TAC to research the history and impacts of Indian boarding schools in Washington.

    Lawmakers also directed the TAC to hold culturally grounded listening sessions and develop recommendations to address past and present public policies that harm tribes and Indigenous people.

    The TAC, made up of tribal elders, boarding school survivors, and legal experts, has provided invaluable leadership and guidance. The TAC members prioritized establishing Indigenous-centered protocols and elder guidance grounded in tribal sovereignty. This deliberate and thoughtful approach by the TAC enabled the AGO to lay the foundation for culturally respectful project design and implementation.

    Members of the Truth and Healing Tribal Advisory Committee are:

    • Shx’my’ah Edward “Arlen” Washines (Confederated Tribes and Bands of the Yakama Nation).
    • Rebecca Black (Quinault Indian Nation).
    • Diana Bob (Lummi Nation).
    • Abriel Johnny (Tlingit and Haida).
    • Tamika LaMere (Little Shell Tribe of Chippewa Indians).

    “This is a step towards healing and accountability from the traumatic and harmful legacy of Indian boarding schools,” Attorney General Nick Brown said. “Thanks to the committee’s dedicated work, we completed an initial phase of research, relationship building, and planning. The AGO is fully committed to sustaining this partnership, securing necessary resources, and supporting the TAC’s forthcoming recommendations to actively dismantle policies and systems that disproportionately harm Indigenous people.”

    “True healing demands sustained commitment, transparent record-keeping, robust funding for tribally led healing initiatives, and institutional reforms that honor the unique relationship between tribes and the state,” the TAC said in the preliminary report. “We stand ready to support the next phase of this work in partnership with community and in consultation with tribes.”

    Central to the history of United States expansion is a shameful pattern of broken treaties and agreements with tribes as well as assimilationist policies intended to stamp out Native cultures and languages. As the preliminary report notes, Indian boarding schools “were a centerpiece of U.S. assimilationist policy from the mid-19th century through the 1970s.” Indigenous children were forcibly separated from their families and communities and sent to boarding schools, where they were generally prevented from speaking their language or continuing any practices of their cultures and tribes. 

    The TAC members and AGO staff found about two dozen boarding school facilities that operated in Washington state or territorial boundaries from 1850 through 1930. Many received some form of federal support, while others were run solely by private or religious organizations. The report also lists other facilities, such as asylums and hospitals, that were used to separate Native children from their families.

    Goals for our work ahead include:

    • Working with tribal leaders to conduct at least six listening sessions across the state, prioritizing the cultural, emotional, spiritual, and psychological well-being of survivors, family members, and community members,
    • Researching and reporting findings on the state’s support to Indian boarding schools,
    • Researching and reporting findings on current state policies and practices that originate from Indian boarding schools or other assimilationist policies and that cause disproportionate harm to American Indian and Alaska Native people, and
    • Developing recommendations regarding how the state can address the harm done by Indian boarding schools and other cultural and linguistic termination practices.

    Research into the legacy of Indian boarding schools in Washington in some ways dovetails with the work of the AGO’s Missing and Murdered Indigenous Women and People Cold Case Unit. The AGO aims to work with Indigenous families and impacted community members to identify cold cases. Some of the cold cases may involve children who did not return from boarding school.

    The preliminary report is available here.

    -30-

    Washington’s Attorney General serves the people and the state of Washington. As the state’s largest law firm, the Attorney General’s Office provides legal representation to every state agency, board, and commission in Washington. Additionally, the Office serves the people directly by enforcing consumer protection, civil rights, and environmental protection laws. The Office also prosecutes elder abuse, Medicaid fraud, and handles sexually violent predator cases in 38 of Washington’s 39 counties. Visit www.atg.wa.gov to learn more.

    Media Contact:

    Email: press@atg.wa.gov

    Phone: (360) 753-2727

    General contacts: Click here

    Media Resource Guide & Attorney General’s Office FAQ

    MIL OSI USA News

  • MIL-OSI Europe: The power of connections in developing countries

    Source: European Investment Bank

    PasarPolis’ chief executive officer, Cleosent Randing, says artificial intelligence has helped build efficient claims systems. LeapFrog

    LeapFrog has also invested in companies like PasarPolis and Goodlife Pharmacy to improve access to insurance and healthcare.

    Nur Fajar earns an income as a rideshare driver on his motorbike in Jakarta, just like his father did. He was introduced to PasarPolis through a friend and bought life insurance for himself and his father.

    When his father fell ill and passed away a few months later, Fajar was relieved to learn that he qualified for an insurance payment. Now, Fajar earns additional income as an insurance sales agent, encouraging others in his community to take out the simple policies.

    PasarPolis is the first company in Indonesia to offer a range of insurance products – vehicle, home and travel – through agreements with mobile apps. By working closely with companies such as Gojek, the e-commerce company Tokopedia and the technology firm Xiaomi, PasarPolis offers insurance products that cover a range of needs.

    Gojek is a ride-hailing app that operates across Southeast Asia, with over 2 million drivers in Indonesia alone, including Fajar. PasarPolis provides insurance to people who offer and take rides through Gojek.

    PasarPolis grew fast and now serves more than 80 million people, issuing over a billion policies. Its chief executive officer, Cleosent Randing, credits part of this success to artificial intelligence, which has helped build efficient claims systems.

    “Technology is the biggest enabler for us to really make insurance available for all, in terms of removing the friction,” Randing says, “in terms of creating products that are innovative or really making claims seamless.”

    In East Africa, Goodlife Pharmacy is making healthcare easier and more reliable for around two million people each year. With 145 stores across Kenya and Uganda, the company runs East Africa’s largest chain of pharmacies. These stores offer pharmaceuticals, diagnostics services and doctor consultations. “What makes us stand out is our customer service,” says Amaan Khalfan, Goodlife’s chief executive officer. “I think that’s the critical driver.”

    Lilian Kelly, a pharmacy technician at Goodlife, says that many people don’t understand their medication or how important it is to use it correctly. She ensures that people know how to take their medicine when they get home from a hospital or doctor’s visit.

    Kelly gives support in person and online. She fields questions and follows up with clients through WhatsApp, Facebook and Instagram. “It’s actually exciting,” she says, “being able to change someone’s life in that way.”

    MIL OSI Europe News

  • MIL-OSI NGOs: Rays of Hope Forum: Bringing Hope in Africa and Beyond

    Source: International Atomic Energy Agency (IAEA) –

    The IAEA’s Rays of Hope Forum returned to Ethiopia, where the cancer care initiative was launched in 2022.

    Cancer patients around the world are being given better access to life-saving care thanks to support from the IAEA’s Rays of Hope initiative, participants at a Rays of Hope Forum heard.

    Rays of Hope aims to widen access to life-saving cancer care where there is the most need; by helping low- and middle-income countries establish or expand medical imaging, radiotherapy and nuclear medicine services. Since its launch in Ethiopia three years ago, more than 90 countries have requested support under the initiative.

    “Cancer is a top cause of death in Africa, taking 2000 lives a day,” said IAEA Director General Rafael Mariano Grossi, speaking at the Forum opening in Addis Ababa, Ethiopia on Monday. “Three years ago, here at the African Union Headquarters, we launched Rays of Hope. Today, we are bringing cancer care to countries that had none.”

    Temesgen Tiruneh, Deputy Prime Minister of Ethiopia, said: “Let this Forum be a call to collective action. Let it inspire deeper cooperation, bolder investments, and unwavering solidarity — so that no child dies from a treatable cancer, no mother waits endlessly for a diagnosis, and no nation is left behind simply because of geography or GDP.”

    The Minister of Health of Ethiopia, Mekdes Daba Feyssa and the Chief of Staff of the African Union Mohamed Al- Amine Souef also gave opening remarks at the Rays of Hope Forum.

    During the morning sessions, representatives from countries that have received support under the Rays of Hope initiative shared their experiences.

    These included Benjamin Hounkpatin, Minister of Health in Benin, Gilbert Kabanda Kurhenga, Minister of Scientific Research and Technology in the Democratic Republic of Congo, Mekdes Daba Feyssa, Minister of Public Health in Ethiopia, Selibe Mochoboroane, the Minister of Health in Lesotho, lbrahima Sy, Minister of Health and Social Action in Senegal, Lawrence Ookeditse, Deputy Minister of the Ministry of Health in Botswana and Fredrick Ouma Oluga, Principal Secretary of the Ministry of Health in Kenya.

    Countries which have donated to the Rays of Hope also spoke of the importance of the initiative. Speakers included Jens Hanefeld, Ambassador of Germany to Ethiopia and Permanent Observer to the African Union in Ethiopia, Maurizio Busanelli, Permanent Representative of Italy to the African Union and the United Nations Economic Commission for Africa in Ethiopia, Tsutomu Nakagawa, Ambassador Extraordinary and Plenipotentiary of Japan to the African Union and Julien Voituriez, First Counsellor, Embassy of France to Ethiopia and to the African Union.

    Watch the live stream here.

    MIL OSI NGO

  • MIL-OSI NGOs: GAZA: Starvation or Gunfire – This is Not a Humanitarian Response

    Source: Amnesty International –

    NGOs call for immediate action to end the deadly Israeli distribution scheme (including the so-called Gaza Humanitarian Foundation) in Gaza, revert to the existing UN-led coordination mechanisms, and lift the Israeli government’s blockade on aid and commercial supplies. The 400 aid distribution points operating during the temporary ceasefire across Gaza have now been replaced by just four military-controlled distribution sites, forcing two million people into overcrowded, militarized zones where they face daily gunfire and mass casualties while trying to access food and are denied other life-saving supplies.

    Today, Palestinians in Gaza face an impossible choice: starve or risk being shot while trying desperately to reach food to feed their families. The weeks following the launch of the Israeli distribution scheme have been some of the deadliest and most violent since October 2023. 

    In less than four weeks, more than 500 Palestinians have been killed and almost 4,000 injured just trying to access or distribute food. Israeli forces and armed groups – some reportedly operating with backing from Israeli authorities – now routinely open fire on desperate civilians risking everything just to survive.

    The humanitarian system is being deliberately and systematically dismantled by the Government of Israel’s blockade and restrictions, a blockade now being used to justify shutting down nearly all other aid operations in favour of a deadly, military-controlled alternative that neither protects civilians nor meets basic needs. These measures are designed to sustain a cycle of desperation, danger, and death. Experienced humanitarian actors remain ready to deliver life-saving assistance at scale. Yet more than 100 days since Israeli authorities reimposed a near-total blockade on aid and commercial goods, Gaza’s humanitarian conditions are collapsing faster than at any point in the past 20 months.

    Under the Israeli government’s new scheme, starved and weakened civilians are being forced to trek for hours through dangerous terrain and active conflict zones, only to face a violent, chaotic race to reach fenced, militarized distribution sites with a single entry point. There, thousands are released into chaotic enclosures to fight for limited food supplies. These areas have become sites of repeated massacres in blatant disregard for international humanitarian law. Orphaned children and caregivers are among the dead, with children harmed in over half of the attacks on civilians at these sites. With Gaza’s healthcare system in ruins, many of those shot are left to bleed out alone, beyond the reach of ambulances and denied lifesaving medical care. 

    Amidst severe hunger and famine-like conditions, many families tell us they are now too weak to compete for food rations. Those who do manage to obtain food often return with only a few basic items – nearly impossible to prepare without clean water or fuel to cook with. Fuel is nearly depleted, bringing critical lifesaving services – including bakeries, water systems, ambulances, and hospitals – to a standstill. Families are sheltering under plastic sheets, operating makeshift kitchens amid the rubble, without fuel, clean water, sanitation, or electricity. 

    This is not a humanitarian response.

    Concentrating more than two million people into further confined areas for a chance to feed their families is not a plan to save lives. For 20 months, more than two million people have been subjected to relentless bombardment, the weaponization of food, water and other aid, repeated forced displacement, and systematic dehumanization – all under the watch of the international community. The Sphere Association, which sets minimum standards for quality humanitarian aid, has warned that the Gaza Humanitarian Foundation’s approach does not adhere to core humanitarian standards and principles.
    This normalization of suffering must not be allowed to stand. States must reject the false choice between deadly, military-controlled food distributions and total denial of aid. States must uphold their obligations under international humanitarian and human rights law, including prohibitions on forced displacement, indiscriminate attacks, and obstruction of humanitarian aid. States must ensure accountability for grave violations of international law. 

    We, the undersigned organizations, once again call on all third states to:

    • Take concrete measures to end the suffocating siege and uphold the right of civilians in Gaza to safely access aid and receive protection. 
    • Urge donors not to fund militarized aid schemes that violate international law, do not adhere to humanitarian principles, deepen harm, and risk complicity in atrocities. 
    • Support the restoration of a unified, UN-led coordination mechanism—grounded in international humanitarian law and inclusive of UNRWA, Palestinian civil society, and the wider humanitarian community—to meet people’s needs.

    We reiterate our urgent calls for an immediate and sustained ceasefire, the release of all hostages and arbitrarily detained prisoners, full humanitarian access at scale, and an end to the pervasive impunity that enables these atrocities and denies Palestinians their basic dignity. 

    Editor’s Note
    • On 15 June, the Red Cross field hospital in Al Mawasi received at least 170 patients injured while trying to reach a food distribution site. The following day, 16 June, more than 200 patients arrived at the same facility – the highest number recorded in a single mass casualty incident in Gaza. Of that number, 28 Palestinians were declared dead. A WHO official underscored the deadly pattern: “The recent food distribution initiatives by non-UN actors every time result in mass casualty incidents.”
    • These deaths add to the broader toll: since October 2023, over 56,000 Palestinians have been killed in Gaza, including at least 17,000 children.

    List of signatory organizations:

    ABCD Bethlehem, ACT Alliance, Act Church of Sweden, Action Against Hunger (ACF), Action Corps, ActionAid, Age International, Agricultural Development Association – PARC, Al Ard for Agricultural Development, Al-Najd Developmental Forum, American Friends Service Committee, Amnesty International, Amos Trust, Anera, Anti-Slavery International, Arab Educational Institute – Pax Christi Bethlehem, Asamblea de Cooperación por la Paz, Asociación de Solidaridad Internacional UNADIKUM, Association for Civil Rights Israel (ACRI), Association Switzerland Palestine, B’Tselem – The Israeli Information Center for Human Rights in the Occupied Territories, BADIL Resource Center for Palestinian Residency and Refugee Rights, Beesan Charitable Association, Bimkom – Planning and Human Rights, Bisan Center for Research and Development, Botswana Watch Organisation, Breaking the Silence, Broederlijk Delen, CADUS e.V., Caritas Germany, Caritas International Belgium, Caritas Internationalis, Caritas Jerusalem, Caritas Middle East and North Africa, Center of Jewish Nonviolence, CESIDA – Spanish Coordinator of HIV and AIDS., Children Not Numbers, Choose Love, Christian Aid, Churches for Middle East Peace (CMEP), CIDSE – International Family of Catholic Social Justice Organisations, CNCD-11.11.11, codepink, Combatants for Peace, Comité de Solidaridad con la Causa Árabe, Congregations of St Joseph, COOPERATIVE AGRICULUTAL ASSOCIATION, Cordaid, Council for Arab-British Understanding (Caabu), Coventry Friends of Palestine, Cultures of Resistance, DanChurchAid, Danish Refugee Council, DAWN, Diakonia, Ekō, Embrace the Middle East, Emmaüs International, Entraide et Fraternité, Episcopal Peace Fellowship Palestine Justice Network, EuroMed Rights, FÓRUM DE POLÍTICA FEMINISTA, Friends Committee on National Legislation, Friends of Sabeel North America (FOSNA), Fund for Global Human Rights, Fundación Mundubat, Gaza Culture and Development Group (GCDG), Gaza Society for Sustainable Agriculture and Friendly Environment (SAFE), German Platform of Development and Humanitarian Aid NGOs (VENRO), Gisha – Legal Center for Freedom of Movement, Glia, Global Centre for the Responsibility to Protect (GCR2P), Greenpeace, HaMoked: Center for the Defence of the Individual, Hands for Charity, HEKS/EPER(Swiss Church Aid), HelpAge International, Human Security Collective, Humanité Solidarité Médecine (HuSoMe ONG), Humanity & Inclusion – Handicap International, Humanity Above All, INARA, Independent Catholic News, Indiana Center for Middle East Peace, International Federation for Human Rights (FIDH), International NGO Safety Organisation (INSO), INTERSOS, Islamic Relief Worldwide, Jewish Network for Palestine, Jüdische Stimme für Demokratie und Gerechtigkeit in Israel/Palästina, JVJP, Just Foreign Policy, Just Treatment, Kairos Ireland, Kenya Human Rights Commission, Kvinna till Kvinna Foundation, Martin Etxea Elkartea, Maryknoll Office for Global Concerns, Médecins du Monde International Network, Médecins Sans Frontières, MedGlobal, Medical Aid for Palestinians, Medico International, medico international schweiz, Medicos sin fronteras (MSF – Spain), Mennonite Central Committee, Middle East Children’s Alliance, Mothers Manifesto, MPower Change Action Fund, Muslim Aid, Mwatana for Human Rights, Nonviolent Peaceforce, Norwegian Church Aid, Norwegian People’s Aid, Norwegian Refugee Council, Oxfam International, Palestine Children’s Relief Fund (PCRF), Palestine Justice Network of the Presbyterian Church (U.S.A.), Palestinian American Medical Association (PAMA), Parents Against Child Detentions, Partners for Palestine, Partners for Progressive Israel, PAX, Pax Christi Australia, Pax Christi England and Wales, Pax Christi International, Pax Christi Italy, pax christi Munich, Pax Christi Scotland, Pax Christi USA, Peace Direct, Peace Watch Switzerland, Penny Appeal Canada, Physicians for Human Rights Israel, Plan International, Plataforma de Solidaridad con Palestina de Sevilla, Plateforme des ONG françaises pour la Palestine, Polish-Palestinian Justice Initiative KAKTUS, Première Urgence Internationale, Presbyterian Church (USA), Quixote Center, Religious of the Sacred Heart of Mary – NGO, ReThinking Foreign Policy, Right to Movement, Rumbo a Gaza-Freedom Flotilla, Saferworld, Saskatoon Chapter of Canadians for Justice and Peace in the Middle East, Save the Children, Scottish Catholic International Aid Fund, Sisters of Mercy of the Americas – Justice Team, Solsoc, Stichting Heimat International Foundation, STOPAIDS, Støtteforeningen Det Danske Hus i Palæstina, Terre des Hommes International Federation, Terre des hommes Lausanne, Terres des Hommes Italia, The Eastern Mediterranean Public Health Network (EMPHNET), The Israeli Committee Against House Demolitions (ICAHD UK), The Palestine Justice Network of the Presbyterian Church USA Bay Area, The Rights Forum, Union of Agricultural Work Committees-UAWC, United Against Inhumanity (UAI), Universities Allied for Essential Medicines UK, US-Lutheran Palestine Israel Justice Network, Vento di Terra, War Child Alliance, War on Want, Welthungerhilfe, and Yesh Din.

    MIL OSI NGO

  • US Senate passes Trump’s sweeping tax-cut, spending bill, sends to House

    Source: Government of India

    Source: Government of India (4)

    The Republican-controlled U.S. Senate passed President Donald Trump’s tax-and-spending bill on Tuesday by the narrowest of margins, approving a massive package that would enshrine many of his domestic priorities into law while adding $3.3 trillion to the national debt.

    The bill now heads back to the House of Representatives for final approval, where pockets of Republican resistance to Senate changes could make passage difficult. Trump wants to sign it into law by the July 4 Independence Day holiday on Friday, and House Speaker Mike Johnson said in a statement that he aimed to meet that deadline.

    The measure would extend Trump’s 2017 tax cuts, give new tax breaks for income from tips and overtime pay and boost spending on the military and immigration enforcement. It also would cut spending on the Medicaid health program and food aid for low-income Americans.

    The legislation has exposed Republican divides over the nation’s fast-growing $36.2 trillion debtand would raise the federal government’s self-imposed debt ceiling by $5 billion. Congress must raise the cap some time in the coming months or risk a devastating default.

    Senate Majority Leader John Thune celebrated Republicans’ legislative victory, saying the bill “will permanently extend tax relief for hard-working Americans…that will spur economic growth and more jobs and opportunities for American workers.”

    The Senate passed the measure in a 51-50 vote with Vice President JD Vance breaking a tie after three Republicans – Thom Tillis of North Carolina, Susan Collins of Maine and Rand Paul of Kentucky – joined all 47 Democrats in voting against the bill.

    The vote came after an all-night debate in which Republicans grappled with the bill’s price tag and its impact on the U.S. healthcare system. It was not immediately clear what last-minute changes had been made to resolve those concerns.

    Much of the late horse-trading was aimed at winning over Republican Senator Lisa Murkowski of Alaska, who had signaled she would vote against the bill without significant alterations.

    The final Senate bill included two provisions that helped secure her vote: one that sends more food-aid funding to Alaska and several other states, and another providing $50 billion to help rural hospitals cope with the sweeping cuts to Medicaid.

    ‘NOT FISCAL RESPONSIBILITY’

    The vote in the House, where Republicans hold a 220-212 majority, is likely to be close.

    “It’s a great bill. There is something for everyone,” Trump said at an event in Florida on Tuesday. “And I think it’s going to go very nicely in the House.”

    An initial version passed with only two votes to spare in May, and several House Republicans have said they do not support the Senate version, which the nonpartisan Congressional Budget Office estimates will add $800 billion more to the national debt than the House version.

    Republicans have struggled to balance hardline conservatives’ demands for deeper spending cuts to reduce the impact on the deficit with moderate lawmakers’ concerns that the Medicaid cuts could hurt their constituents, including service cutbacks in rural areas.

    The House Freedom Caucus, a group of hardline conservatives who repeatedly threatened to withhold their support for the tax bill, has criticized the Senate version’s price tag.

    “That’s not fiscal responsibility. It’s not what we agreed to,” the group said on Monday.

    A group of more moderate House Republicans, especially those who represent lower-income areas, have objected to the steeper Medicaid cuts in the Senate’s plan.

    Republicans have also struggled to appease a handful of House Republicans from high-tax states including New York, New Jersey and California who have demanded a larger tax break for state and local tax payments.

    Still, House Republicans are likely to face enormous pressure to fall in line from Trump in the days to come.

    TAX BREAKS, IMMIGRATION CRACKDOWN, TIGHTER BENEFITS

    The bill would repeal many of Democratic President Joe Biden’s green-energy incentives.

    It would also tighten eligibility for food and health safety net programs. Nonpartisan analysts have said this would effectively reduce poor Americans’ incomes and increase their costs for food and healthcare.

    The bill’s increase in the national debt effectively serves as a wealth transfer from younger to older Americans, nonpartisan analysts have said, because the impact will be slower economic growth, higher borrowing costs and decreased government funding in the decades to come.

    Senate Democratic Leader Chuck Schumer said the vote “covered this chamber in shame,” adding that the bill would be “ripping health care away from millions of Americans, taking the food out of the mouths of hungry kids.”

    Republicans rejected the cost estimate generated by the CBO’s longstanding methodology. Nonetheless, foreign bond investors see incentives to diversify out of U.S. Treasuries as deficits deepen.

    Trump has singled out Republican dissenters for criticism on his Truth Social network and excluded them from White House events, and few have been willing to defy him since he returned to office in January. Tillis, who voted against the bill, said on Sunday he would not run for re-election next year after Trump savaged him on social media.

    -REUTERS

  • MIL-OSI Europe: REPORT on implementation and delivery of the Sustainable Development Goals in view of the 2025 High-Level Political Forum – A10-0125/2025

    Source: European Parliament

    MOTION FOR A EUROPEAN PARLIAMENT RESOLUTION

    on implementation and delivery of the Sustainable Development Goals in view of the 2025 High-Level Political Forum

    (2025/2014(INI))

    The European Parliament,

     having regard to Article 3(5) of the Treaty on European Union and Articles 13 and 208(1) of the Treaty on the Functioning of the European Union,

     having regard to Decision (EU) 2022/591 of the European Parliament and of the Council of 6 April 2022 on a General Union Environment Action Programme to 2030[1],

     having regard to the joint statement by the Council and the representatives of the governments of the Member States meeting within the Council, the European Parliament and the Commission of 30 June 2017 on the New European Consensus on Development – ‘Our world, our dignity, our future’[2],

     having regard to its resolution of 8 September 2015 on the follow-up to the European Citizens’ Initiative Right2Water[3] and its resolution of 5 October 2022 on access to water as a human right – the external dimension[4],

     having regard to its resolution of 28 November 2019 on the climate and environment emergency,[5]

     having regard to its resolution of 9 June 2021 on the EU Biodiversity Strategy for 2030: Bringing nature back into our lives[6],

     having regard to its resolution of 6 July 2022 on the EU action plan for the social economy[7],

     having regard to the UN General Assembly resolution of 27 March 2023 entitled ‘Promoting the Social and Solidarity Economy for Sustainable Development’,

     having regard to the resolution of the International Labour Organization concerning decent work and the care economy, adopted at the 112th International Labour Conference on 14 June 2024,

     having regard to its resolution of 6 July 2022 on addressing food security in developing countries[8],

     having regard to its resolution of 24 November 2022 on the future European Financial Architecture for Development[9],

     having regard to its resolution of 14 March 2023 on Policy Coherence for Development[10],

     having regard to its resolution of 23 June 2023 on the implementation and delivery of the Sustainable Development Goals (SDGs)[11],

     having regard to its recommendation of 19 December 2024 to the Council concerning the EU priorities for the 69th session of the UN Commission on the Status of Women[12],

     having regard to its resolution of 11 April 2024 on including the right to abortion in the EU Fundamental Rights Charter[13],

     having regard to its resolution of 24 June 2021 on the situation of sexual and reproductive health and rights in the EU, in the frame of women’s health[14],

     having regard to the Commission staff working document of 18 November 2020 entitled ‘Delivering on the UN’s Sustainable Development Goals – A comprehensive approach’ (SWD(2020)0400),

     having regard to the Commission staff working document of 3 November 2021 entitled ‘Better Regulation Guidelines’ (SWD(2021)0305) and to the Better Regulation Toolbox of July 2023,

     having regard to the integration of the SDGs into the better regulation framework, including the Commission communication of 29 April 2021 entitled ‘Better regulation: Joining forces to make better laws’ (COM(2021)0219),

     having regard to the Council conclusions of 26 May 2015 on poverty eradication and sustainable development after 2015,

     having regard to the Council conclusions of 24 October 2019 on the Economy of Wellbeing[15] and the Council conclusions of 24 June 2024 on EU priorities at the United Nations during the 79th session of the United Nations General Assembly, September 2024 – September 2025,

     having regard to the Council conclusions of 22 June 2021 entitled ‘A comprehensive approach to accelerate the implementation of the UN 2030 Agenda for sustainable development – Building back better from the COVID-19 crisis’,

     having regard to the Council recommendation of 16 June 2022 on Learning for the Green transition and sustainable development,

     having regard to the Council conclusions of 21 June 2022 entitled ‘The transformative role of education for sustainable development and global citizenship as an instrumental tool for the achievement of the sustainable development goals (SDGs)’,

     having regard to the Council conclusion of 24 June 2024 on EU development aid targets,

     having regard to the Commission communication of 11 December 2019 entitled ‘The European Green Deal’ (COM(2019)0640),

     having regard to the Commission communication of 11 March 2020 entitled ‘A new Circular Economy Action Plan – For a cleaner and more competitive Europe’ (COM(2020)0098),

     having regard to the Commission communication of 12 May 2021 entitled ‘Pathway to a Healthy Planet for All – EU Action Plan: Towards Zero Pollution for Air, Water and Soil’ (COM(2021)0400) and its annexes,

     having regard to the report of the European Environment Agency and the Commission’s Joint Research Centre of 3 March 2025 entitled ‘Zero pollution monitoring and outlook 2025’,

     having regard to the Commission communication of 23 February 2022 on decent work worldwide for a global just transition and sustainable recovery (COM(2022)0066),

     having regard to the Commission communication of 12 March 2024 entitled ‘Managing climate risks – protecting people and prosperity’ (COM(2024)0091),

     having regard to the Commission communication of 26 February 2025 entitled ‘The Clean Industrial Deal: A joint roadmap for competitiveness and decarbonisation’ (COM(2025)0085),

     having regard to the Commission communication of 7 March 2025 entitled ‘A Roadmap for Women’s Rights’ (COM(2025)0097),

     having regard to the mission letters from Commission President Ursula von der Leyen to the 26 European Commissioners,

     having regard to the European Environment Agency report of 4 December 2019 entitled ‘The European environment – state and outlook 2020: Knowledge for transition to a sustainable Europe’,

     having regard to the EU Global Health Strategy,

     having regard to the EU Gender Action Plan III (GAP III),

     having regard to the EU Biodiversity Strategy for 2030,

     having regard to the European care strategy,

     having regard to the EU’s first voluntary review of SDG implementation, presented to the United Nations on 19 July 2023,

     having regard to Eurostat’s 2024 monitoring report on progress towards the SDGs in an EU context, published on 18 June 2024,

     having regard to the opinions of the European Economic and Social Committee of 19 September 2018 entitled ‘Indicators better suited to evaluate the SDGs – the civil society contribution’, of 30 October 2019 entitled ‘Leaving no one behind when implementing the 2030 Sustainable Development Agenda’, and of 8 December 2021 entitled ‘Renewed sustainable finance strategy’,

     having regard to UN Resolution 70/1 entitled ‘Transforming our World – the 2030 Agenda for Sustainable Development’ (2030 Agenda), adopted at the UN Sustainable Development Summit on 25 September 2015 in New York and establishing the SDGs,

     having regard to the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW) for Youth,

     having regard to the UN Convention on Biological Diversity (UNCBD) and the Kunming-Montreal Global Biodiversity Framework, agreed at the 15th meeting of the Conference of Parties to the UNCBD,

     having regard to the United Nations Convention on the Rights of Persons with Disabilities (CRPD) and the EU Strategy on the Rights of Persons with Disabilities 2021-2030,

     having regard to the Sendai Framework for Disaster Risk Reduction 2015-2030, adopted by UN member states at the Third UN World Conference on Disaster Risk Reduction on 18 March 2015,

     having regard to the UN Framework Convention on Climate Change (UNFCCC) and the Paris Agreement adopted at the 21st Conference of the Parties to the UNFCCC (COP21) in Paris on 12 December 2015,

     having regard to the United Nations Decade of Ocean Science for Sustainable Development (2021–2030),

     having regard to the Buenos Aires Commitment, which charts a path forward on a care society, adopted at the 15th Regional Conference on Women in Latin America and the Caribbean, which was organised by the Economic Commission for Latin America and the Caribbean, the Regional Office for the Americas and the Caribbean of the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) and the Government of Argentina and held in Buenos Aires from 7 to 11 November 2022,

     having regard to the 2024 joint report entitled ‘Are we getting there? A synthesis of the UN system evaluations of SDG 5’, published by UN Women, the UN Development Programme, the UN Population Fund, the UN Children’s Fund and the World Food Programme,

     having regard to the agreement under the United Nations Convention on the Law of the Sea on the conservation and sustainable use of marine biological diversity of areas beyond national jurisdiction (BBNJ) of 4 March 2023 (UN High Seas Treaty),

     having regard to the Declaration on the Elimination of Violence against Women,

     having regard to the Gender Equality Index 2024 of the European Institute for Gender Equality,

     having regard to the Beijing Platform for Action and the outcomes of its review conferences,

     having regard to UN Human Rights Council resolution 48/13, adopted on 8 October 2021, and UN General Assembly resolution 76/300, adopted on 28 July 2022, on the human right to a clean, healthy and sustainable environment and to Parliamentary Assembly of the Council of Europe resolution 2545 (2024), adopted on 18 April 2024, on mainstreaming the human right to a safe, clean, healthy and sustainable environment with the Reykjavik process,

     having regard to the United Nations Environment Assembly (UNEA) resolution ‘5/10. The environmental dimension of a sustainable, resilient and inclusive post-COVID-19 recovery’, adopted on 2 March 2022,

     having regard to the UN Global Sustainable Development Report 2019, entitled ‘The Future is Now: Science for Achieving Sustainable Development’,

     having regard to the UN Secretary-General’s report entitled ‘Our Common Agenda’, presented to the UN General Assembly, and to the mandate that UN General Assembly Resolution 76/6 of 15 November 2021 gave the UN Secretary-General to follow up on his report,

     having regard to the UN Sustainable Development Report 2021, entitled ‘The Decade of Action for the Sustainable Development Goals’, and the UN Sustainable Development Report 2022, entitled ‘From Crisis to Sustainable Development: the SDGs as Roadmap to 2030 and Beyond’,

     having regard to the UN Sustainable Development Goals Report 2024,

     having regard to the 2018 Intergovernmental Panel on Climate Change (IPCC) special report on global warming of 1.5 ºC, its special report on climate change and land, its special report on the ocean and cryosphere in a changing climate and its sixth assessment report (AR6),

     having regard to the global assessment report of the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES) of 25 November 2019 on biodiversity and ecosystem services, and its latest nexus and transformative change assessment reports,

     having regard to the United Nations Environment Programme (UNEP) report of 18 February 2021 entitled ‘Making Peace with Nature: a scientific blueprint to tackle the climate, biodiversity and pollution emergencies’,

     having regard to the UN Department of Economic and Social Affairs’ publication of January 2022 entitled ‘SDG Good Practices: A compilation of success stories and lessons learned in SDG implementation – Second Edition’,

     having regard to the Organisation for Economic Co-operation and Development (OECD) report of 10 November 2022 entitled ‘Global Outlook on Financing for Sustainable Development 2023: No Sustainability Without Equity’,

     having regard to the Human Development Report 2023/24 entitled ‘Breaking the Gridlock: Reimagining cooperation in a polarized world’,

     having regard to the report of the UN Inter-agency Task Force on Financing for Development of April 2024, entitled ‘Financing for Sustainable Development Report 2024: Financing for Development at a Crossroads’,

     having regard to the initiative by the UN Secretary-General ‘SDG Stimulus to Deliver Agenda 2030’ of February 2023,

     having regard to the Bridgetown Initiative launched on 23 September 2022,

     having regard to the One Health Initiative of the World Health Organization (WHO) and the One Health Joint Action Plan (2022-2026) of the WHO, the UN Food and Agriculture Organization (FAO), the World Organisation for Animal Health, and the UNEP,

     having regard to the WHO’s 2024 progress report on the Global Action Plan for Healthy Lives and Well-being for All,

     having regard to the Spotlight Initiative to eliminate violence against women and girls,

     having regard to the FAO’s Voluntary Guidelines for Securing Sustainable Small-Scale Fisheries in the Context of Food Security and Poverty Eradication,

     having regard to the Summit for a New Global Financial Pact which took place in Paris in June 2023,

     having regard to the 2023 SDG Summit which took place in September 2023, during the United Nations General Assembly high-level week,

     having regard to the Summit of the Future which took place on 22 and 23 September 2024 in New York, its outcome, the Pact for the Future, which pledges 56 actions to accelerate and finance sustainable development, and its two annexes, the Global Digital Compact and the Declaration on Future Generations,

     having regard to the 4th International Conference on Financing for Development that will take place in Seville, Spain, from 30 June to 3 July 2025,

     having regard to the Sustainable Development Solutions Network report of January 2025 entitled ‘Europe Sustainable Development Report 2025: SDG Priorities for the New EU Leadership’,

     having regard to the ‘SDG Acceleration Actions’ online database,

     having regard to the existing national and regional initiatives that encourage the fulfilment of the Sustainable Development Goals,

     having regard to Rule 55 of its Rules of Procedure,

     having regard to the joint deliberations of the Committee on Development and the Committee on the Environment, Climate and Food Safety under Rule 59 of the Rules of Procedure,

     having regard to the report of the Committee on Development and the Committee on the Environment, Climate and Food Safety (A10-0125/2025),

    A. whereas the 2030 Agenda and the 17 integrated SDGs, including their 169 targets and 247 indicators, represent the only globally shared and politically agreed framework for evidence-based policies to address common challenges and achieve sustainable development in its three dimensions – economic, social and environmental – in a balanced and integrated manner;

    B. whereas UN member states have committed to achieving the SDGs by 2030; whereas only 17 % of SDG targets are on track, nearly half are showing minimal or moderate progress, and progress on over a third has stalled or even regressed below 2015 baseline levels; whereas the important steps already made in crucial fields highlight the need for urgent action to reverse this alarming trend and should act as an incentive to implement the SDGs in full;

    C. whereas the implementation of the 2030 Agenda implies that economic development goes hand in hand with social justice, good governance and respect for human rights; whereas the consequences of the COVID-19 pandemic, the new geopolitical landscape, escalating conflicts, geopolitical tensions, the transgression of planetary boundaries, increasing dependencies on raw materials and critical minerals, the negative effects of climate change and biodiversity loss, and multiple crises in various areas are severely affecting progress towards the achievement of the SDGs;

    D. whereas the number of additional people in extreme poverty in the world’s poorest countries is estimated to reach 175 million by 2030, including 89 million women and girls[16]; whereas people with disabilities are more vulnerable to poverty due to reduced employment and education opportunities, lower wages and higher living costs; whereas further collective action is urgently needed to respond to poverty;

    E. whereas the SDGs, being universal and indivisible, are applicable to all actors, including civil society and social partners, and to both the public and private sectors; whereas these actors should be systematically involved in devising and implementing policies related to the SDGs; whereas the commitment of the private sector to the SDGs offers the possibility of increasing the scale of development actions and their sustainability by creating jobs, stimulating economic growth and eliminating poverty;

    F. whereas the EU has underlined its unequivocal commitment to the 2030 Agenda and its SDGs; whereas progress towards achieving SDG targets is uneven across European countries and many dimensions of sustainable development have not shown significant progress in the past decade, with increasing levels of poverty and an increasing level of inequality between and within countries being a threat to sustainable development; whereas the latest progress monitoring report of the 8th Environment Action Programme shows that for a majority of the indicators the EU is not on track to meet the targets[17]; whereas the Commission has acknowledged that more progress is needed on many SDGs at EU level, and that accelerating the SDGs’ implementation is more urgent than ever, with a particular focus on vulnerable people;

    G. whereas the Commission has not yet devised an overarching strategy for the implementation of the 2030 Agenda at EU level or a financing plan for the SDGs; whereas Commission has committed to taking a ‘whole-of-government’ approach to SDG implementation and its work programme should foster the realisation of the 2030 Agenda; whereas the EU should set a good example for ensuring the prosperity for present and future generations globally;

    H. whereas the 2025 High-Level Political Forum (HLPF) will be convened from 14 to 23 July 2025 under the auspices of the Economic and Social Council; whereas the 2025 HLPF will focus on advancing sustainable, inclusive, science- and evidence-based solutions for the 2030 Agenda and its SDGs, aiming to leave no one behind; whereas it will conduct in-depth reviews of SDG 3 (Ensure healthy lives and promote well-being for all at all ages), SDG 5 (Achieve gender equality and empower all women and girls), SDG 8 (Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all), SDG 14 (Conserve and sustainably use the oceans, seas and marine resources); and SDG 17 (Revitalize the global partnership for sustainable development);

    I. whereas health is an indispensable foundation for peoples’ well-being; whereas health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity[18]; whereas the COVID-19 pandemic alone has eliminated a decade of progress in global levels of life expectancy[19]; whereas non-communicable diseases (NCDs), including cardiovascular disease, cancer, diabetes, dementia and chronic respiratory disease, are the world’s leading causes of death; whereas road safety is also a cause for concern;

    J. whereas air pollution constitutes a major factor for non-communicable diseases and is responsible for almost 7 million deaths globally, with more than nine out of ten deaths occurring in lower- and middle-income countries; whereas at EU level, air pollution remains the largest environmental health risk, despite the progress made, causing hundreds of thousands of premature deaths every year;

    K. whereas gender equality is crucial for fair, inclusive and sustainable development; whereas, despite some steps forward, significant inequalities continue to persist; whereas reinforcing women’s rights, empowering women and girls, challenging biased social norms, eliminating harmful practices and tackling discrimination are necessary to promote SDG 5;

    L. whereas protection of labour rights is declining and income inequality is rising; whereas the global jobs gap reached 402 million in 2024, while extreme forms of working poverty affect 240 million workers globally[20]; whereas women and young people experience higher unemployment rates; whereas more than one in five young people are not in education, employment or training[21];

    M. whereas the ocean covers more than 70 % of the surface of our planet and constitutes its largest ecosystem; whereas the ocean plays a critical role as a climate regulator, enables economic activity and provides livelihoods for more than 3 billion people; whereas the ocean constitutes the world’s greatest ally against climate change as it generates 50 % of the world’s oxygen, absorbs 25 % of all carbon dioxide emissions and captures 90 % of the excess heat generated by these emissions but its absorption capacity is decreasing; whereas 40 % of the ocean is heavily affected by pollution, depletion of fisheries, loss of coastal habitats and other human activities; whereas the UN Secretary-General declared an ‘ocean emergency’ during the 2022 UN Ocean Conference; whereas an inclusive ocean governance should, among others, be human-rights-based and socially equitable, and enhance gender equality;

    N. whereas there is currently a USD 4 trillion annual investment gap to achieve the SDGs; whereas foreign direct investment flows to developing countries have decreased while gains in remittances and official development assistance (ODA) have been modest[22];

    O. whereas the lack of financing is a major barrier in achieving gender equality outcomes; whereas gender equality is fundamental to delivering on the promises of sustainability, prosperity, social justice, peace and human progress; whereas meaningful and sustained financial commitments and strengthen budgeting processes are fundamental to support the implementation of legislation, policies and gender responsive services to advance gender equality across all SDG 5 targets[23];

    P. whereas, after a decade of rapid debt accumulation, the debt levels of low-, middle- and high-income countries remain at unprecedentedly high levels, limiting their capacity to invest in achieving the SDGs and in efficiently tackling climate challenges; whereas about 60 % of low-income countries are at high risk of or are already experiencing debt distress[24]; whereas the existing fiscal space in heavily indebted developing countries is further reduced by external shocks, such as natural disasters, different aspects of debt management, higher borrowing costs and the absence of a conducive international environment for domestic resource mobilisation;

    Q. whereas illicit financial flows, tax base erosion, profit shifting and corruption have led to a global decline in revenues and represent another important obstacle to sustainable development; whereas further international tax cooperation and rules are needed to address these challenges;

    R. whereas the EU and its Member States constitute the largest donor for developing countries, providing approximately 42 % of the total ODA; whereas the EU has set the target of collectively providing ODA equivalent to 0.7 % of its gross national income (GNI); whereas the collective ODA of the EU stood at 0.57 % of GNI in 2023 with only four Member States meeting the agreed target and several others making historic cuts to their ODA; whereas in order to reach the agreed target, the EU budget for ODA should amount to an estimated minimum of EUR 200 billion over the next multiannual financial framework; whereas the Global Gateway is a strategic instrument and has the potential to advance a range of interconnected SDGs, notably through international partnerships and investments in transport, energy, digital infrastructure, health and education;

    S. whereas the EU’s political commitment to policy coherence for development was reaffirmed in the 2017 New European Consensus on Development, which identified policy coherence for development as a ‘crucial element of the EU strategy to achieve the SDGs and an important contribution to the broader objective of policy coherence for sustainable development (PCSD)’; whereas PCSD is an approach that integrates the economic, social and environmental dimensions of sustainable development at all stages of domestic and international policymaking;

    T. whereas the new US administration has taken a number of deeply worrisome and damaging decisions in the field of international development and humanitarian aid, most significantly the suspension of 83 % of funding for programmes of the US Agency for International Development (USAID); whereas it is estimated that USD 54 billion in foreign aid contracts are affected; whereas the suspension of USAID funding and global aid cuts by several Member States will have long-term implications for the world’s development agenda and the achievement of the SDGs;

    State of play

    1. Reaffirms its strong and unwavering commitment to ensuring the full and prompt implementation and delivery of all the SDGs, their targets and the 2030 Agenda as a whole, especially in the light of the deteriorating geopolitical, social, economic and environmental landscape; reaffirms its strong commitment to the Pact for the Future, which is a crucial step towards revitalising the UN and achieving the SDGs;

    2. Regrets that the global community is severely off track with regard to realising the 2030 Agenda and achieving SDG targets; recognises the interconnectedness and interdependence of the 17 SDGs and acknowledges that the achievement of the 2030 Agenda and beyond will require broad and accelerated action across all SDGs; underlines that the scarring effects of the COVID-19 pandemic, escalating conflicts, geopolitical tensions, social, health and humanitarian emergencies and the accelerating negative effects of climate change constitute significant obstacles for the achievement of the SDG targets and that more efforts by all actors are needed to match real needs;

    3. Recognises that the delay in achieving the SDGs is aggravated by the significant progress gap among different groups of countries, particularly in the poorest and most vulnerable countries and regions; highlights that the current unequal progress is being exacerbated by the suspension of USAID funding and by cuts to global aid budgets by EU Member States and other OECD countries; stresses the need to maintain a strong focus on development cooperation in order to place the world on course to achieve the SDGs;

    4. Underlines that relevant policies for achieving the SDGs in low- and middle-income countries are to a large extent reduced by high debt levels and high debt service burdens; points also to the limitations of the global financial architecture and insufficient international support; stresses that these countries urgently require more financial resources and fiscal space to facilitate far greater investment in the SDGs; emphasises the need for global cooperation to reform the global financial architecture, especially in view of the 4th International Conference on Financing for Development held in Seville from 30 June to 3 July 2025;

    5. Stresses the urgent need for international cooperation and decisive transformative action to place our societies and economies firmly on course to achieve the SDGs and address the triple planetary crisis of climate change, biodiversity loss and pollution; highlights that the SDGs should be achieved in a just way and with respect for planetary boundaries; emphasises that social sustainability, including reducing global inequalities, ensuring access to essential services and promoting social inclusion, should be mainstreamed across all SDG implementation efforts;

    6. Welcomes, as a first step, the latest version of the Bridgetown Initiative in terms of climate action, which calls for the mobilisation of an additional USD 500 billion per year for climate change mitigation and adaptation in developing countries; recalls, however, that it still falls short of what is required; urges the EU and its Member States, accordingly, to work towards providing an additional USD 1.3 trillion per year for climate change mitigation and adaptation as well as loss and damage, through public concessional and non-debt creating instruments, in line with the Baku to Belem Roadmap agreed at COP 29;

    7. Reiterates that international cooperation is a fundamental condition for the world to make progress on the SDGs by 2030 and beyond and that such cooperation should prioritise strengthening the resilience, stability and autonomy of partner countries, especially in Africa, by promoting opportunities for economic and human development and refocusing on key priorities such as nutrition, healthcare and education; highlights that, despite the difficulties posed by the current geopolitical situation, special attention should be given to regions and communities that are furthest off-track, to ensure that no one is left behind; warns that the consequences of inaction or further delay would primarily be borne by the most vulnerable but would also detrimentally affect the world as a whole;

    8. Underlines the importance of uninterrupted access to high-quality climate and environmental data and the fulfilment of international reporting obligations for science- and evidence-based policymaking; notes with concern that recent geopolitical developments highlight vulnerabilities in the global climate infrastructure; highlights, moreover, the need for stronger collaboration between EU and global institutions, the IPCC and the UN to ensure that both EU and global policies remain grounded in the latest climate science;

    9. Recognises the importance of country-led sustainable development strategies for the implementation of the SDGs; acknowledges that sustainable development approaches should be tailored to specific local contexts; highlights, in this regard, the significant role of local and regional authorities in defining, implementing and monitoring local actions and strategies that contribute to the global achievement of the SDGs; stresses, moreover, that the effective implementation of the SDGs requires the involvement of a wide range of stakeholders, stronger social and institutional partnerships, public and private investment, cooperation and shared responsibility between public actors, greater involvement of the people, adequate education and broader interaction between the public and private sectors, science and civil society;

    10. Highlights that EU leadership in the global implementation of the SDGs remains crucial, especially in the light of multiple geopolitical challenges and ongoing crises; emphasises that the EU and its Member States should assume a stronger leadership role in coordinating global efforts to reverse stagnation or regression, and to facilitate and accelerate the achievement of the SDGs, while remaining a reliable partner for effective and sustainable aid; stresses the important role of the European Green Deal in implementing and achieving the SDGs;

    11. Highlights the need to mobilise adequate financial resources towards SDG-relevant transformations and to promote policy coherence and inclusiveness at all levels of governance, prioritising the inclusion of the SDGs in policymaking and Commission impact assessments;

    12. Calls on the EU institutions to live up to their long-standing commitments to apply gender mainstreaming and an intersectional perspective to all EU policies and funding; regrets that countries still lack 44 % of data needed to track SGD 5 and that over 80 % of countries are missing data on at least one SDG 5 target[25]; therefore, stresses the need to strengthen national statistical offices, and improve their global coordination and cooperation to ensure informed policymaking and close the remaining gender data gaps;

    13. Highlights the significant role of the UN and the annual HLPF for the monitoring and review of the implementation of the 2030 Agenda and the SDGs; believes that the 2025 HLPF should be used as an opportunity to provide high-level political guidance and new impetus to intensified efforts and accelerated action to achieve the SDGs by 2030;

    SDGs under in-depth review at the 2025 HLPF

    SDG 3. Ensure healthy lives and promote well-being for all at all ages

    14. Regrets the marginal or moderate progress in most SDG 3 targets and the slowing pace since 2015 in multiple key areas; notes with concern that less than 10 % of SDG 3 targets are on track and less than one third are likely to be met by 2030; is highly concerned that the EU has also experienced setbacks in about half of the indicators analysed by Eurostat for its June 2024 report

    15. Is alarmed that progress towards universal health coverage has slowed, leaving almost half of the world’s population without access to essential health services; is highly concerned that the lack of health coverage exposes 2 billion people to financial hardship from healthcare costs[26];

    16. Underlines that healthcare systems are experiencing increased strains due to the ageing global population, low-quality healthcare infrastructure and the global shortage of healthcare workers and recalls that progressing towards universal health coverage requires addressing these challenges; underlines the significant disparities around the globe regarding the adequate number of healthcare workers, with low-income countries experiencing the lowest density and distribution; notes that an additional 1.8 million healthcare workers are needed in 54 countries, mostly high-income ones, just to maintain their current age-standardised density[27]; highlights the vulnerability of healthcare workers confronted with increased workloads, burnout and mental health issues; recommends targeted support, training, and protective measures to safeguard frontline professionals and strengthen emergency health response capacity;

    17. Stresses that multiple and interlocking crises, the negative impact of climate change and biodiversity loss on health, economic instability, poverty, persistent inequalities, especially among vulnerable populations and regions, and increasingly constrained resources, despite the increasing demands on health services, threaten to worsen the health crisis, undermine global health security and further derail progress towards SDG 3 targets;

    18. Regrets the devastating effect of the COVID-19 pandemic on global health and on progress towards SDG 3 targets; stresses that the COVID-19 pandemic has revealed extensive long-lasting weaknesses in healthcare systems and has highlighted the importance of increasing crisis preparedness, crisis response capacity and healthcare systems resilience; stresses that health threats know no borders and that a local health emergency can quickly escalate into a global pandemic, necessitating a coordinated global response and strengthened international cooperation through robust multilateral health institutions, in particular the WHO;

    19. Deeply regrets the US decision to withdraw from the WHO and the dismantling of health programmes under USAID; underlines that this decision will have a severe effect on people’s lives and access to health services globally, exposing and exacerbating weaknesses in global health systems, increasing healthcare disparities and straining resources with long-term consequences for global health security and resilience; stresses that this withdrawal will significantly hinder progress towards achieving SDG 3 by reducing capacities for monitoring health threats, as well as international coordination, resources and leadership in addressing health crises and promoting equitable access to health for all; calls on the US to reconsider its decision to withdraw from the WHO;

    20. Recognises that efforts to combat communicable diseases such as HIV-AIDS, tuberculosis, malaria and neglected tropical diseases have led to significant progress in the past decades; is concerned, however, about the increased numbers of cases of malaria and tuberculosis and about the fact that, despite the achievements, inequalities continue to persist and threats continue to emerge, leaving many populations vulnerable and weakening global efforts; deeply regrets that the disruption of HIV-AIDS programmes could undo 20 years of progress, which could lead to over 10 million additional HIV-AIDS cases and 3 million deaths[28]; calls for more effective implementation of policies and programmes to further reduce transmission rates and improve access to treatment and prevention, particularly in less developed countries;

    21. Notes that neglected tropical diseases continue to affect billions of people, with many countries lacking adequate access to treatment, which highlights the urgent need to strengthen the prevention, preparation and response capacities of the EU and its partners, particularly in the Global South, to ensure that the benefits of global efforts reach everyone; calls for incentives to promote research and development on medicines targeting tropical diseases; calls for the EU to take proactive measures to encourage innovation and accelerate drug availability;

    22. Notes with concern that, despite the improvement in skilled birth attendance and the decrease in global neonatal mortality and under-five mortality rates, the global maternal mortality rate remains almost unchanged since 2015; points to the significant divergences between low-income and high-income countries and the grim situation in high and very high alert fragile countries; calls for decisive action across Member States and as part of the EU’s external policies to make substantial progress towards the 2030 goal to reduce maternal mortality, ensure universal access to sexual and reproductive healthcare services, including access to quality maternal healthcare services, skilled birth attendance, emergency obstetric care, comprehensive antenatal and postnatal services, family planning and legal abortions;

    23. Highlights that improvements in reducing adolescent birth rates and in access to modern contraceptive methods do not benefit all women and girls equally; points to the persisting social, economic and regional inequalities hindering the broadening of positive trends; calls for the EU to ensure, as a priority, access to safe and effective contraception methods and to legal abortion services across Member States and to contribute to the same through its external policies; reiterates its call for the right to safe and legal abortion to be included in the EU Charter of Fundamental Rights;

    24. Recalls that the full realisation of sexual and reproductive health and rights (SRHR) and upholding women’s and girls’ bodily autonomy is critical to achieving gender equality; highlights that SRHR are an integral part of the universal health coverage and are critical to achieving SDG 3, particularly target 3.7; calls on the Commission to ensure that SRHR are included in EU initiatives and programmes on universal health coverage;

    25. Regrets that progress towards the nine global voluntary targets agreed to in the NCD Global Monitoring Framework is slow and uneven; stresses that without increased uptake of these effective interventions, half of all countries will miss the 2030 SDG target to reduce NCD-related premature mortality by one third; calls, therefore, for strengthened, coordinated, and multi-sectoral actions to prevent and control NCDs to reduce suffering and prevent premature mortality; calls, moreover, for the implementation of the WHO’s ‘best buys’ policies to be prioritised, to address the primary risk factors of NCDs, including tobacco use, unhealthy diets, harmful use of alcohol, drug use and physical inactivity; calls, in addition, for the full implementation of the WHO Framework Convention on Tobacco Control in all signatory countries;

    26. Calls on the Commission to fully align EU air quality standards with the WHO guidelines in line with the Ambient Air Quality Directive[29]; recalls that sustainable cities and communities, and in particular tackling air pollution levels in urban areas, are key to promoting health and well-being, since over half of the world’s population currently resides in cities;

    27. Calls for enhanced, coordinated and holistic action, multiannual and tailor-made planning and substantial investment to achieve universal health coverage; stresses the need to strengthen health systems and the healthcare workforce, ensure equitable access to quality healthcare services and safe, effective and affordable medicines and vaccines, promote disease prevention and treatment, develop innovative solutions, and build inclusive and resilient health systems; calls also for action to tackle aggravating environmental factors, reduce the number of illnesses and deaths from hazardous chemicals and pollution, reduce the risks from emerging and re-emerging zoonotic epidemics and pandemics, and combat antimicrobial resistance; underlines the need to support social and solidarity healthcare organisations and address social determinants of health and disparities in access to quality care and services, including sexual and reproductive health services, especially for vulnerable populations such as women and girls with disabilities, with particular attention to directly affected regions and rural and remote communities;

    28. Stresses the need for horizontal programming in health policy and for investment in preparedness against health threats and in resilient public health systems; calls for increased investment in research and development on vaccines and medicines for the communicable and non- communicable diseases that primarily affect developing countries with a view to providing access to affordable essential medicines and vaccines; regrets that in 2022, 20.5 million children missed out on life-saving vaccines[30]; notes that access to vaccines must be equitable for an effective global response; calls for the use of initiatives such as the Global Gateway to facilitate investment for the local production of medicines and medical technologies and to prevent future health emergencies by strengthening capacities around the world;

    29. Reaffirms its commitment to the One Health approach; considers that applying the One Health approach is key to achieving progress on SDG 3; underlines, moreover, the need for the Commission and the Member States to fully implement the EU global health strategy, monitoring its implementation and regularly reporting to Parliament on the achievement of its objectives;

    30. Recalls that access to affordable and quality medicines depends also on technology and knowledge transfer; underlines, therefore, the flexibilities in the WTO Agreement on Trade-Related Aspects of Intellectual Property Rights (TRIPS), confirmed by the Doha Declaration, as legitimate policy measures that governments can use to protect and promote public health by putting limits and safeguards on the enforcement of intellectual property rights; urges the EU to ensure that trade agreements with developing countries are fully supportive of this objective;

    31. Underlines that environmental risks account for a quarter of the disease burden worldwide[31]; recalls that, in line with the One Health approach, human and animal health depend on planetary health and that a healthy environment is a universal human right and a fundamental pillar of sustainable development and human well-being; welcomes the wide support at the UN General Assembly for the recognition of the right to a clean, healthy and sustainable environment as a universal human right[32] and calls for its effective protection at EU level; stresses the need to ban the most hazardous chemicals, including banning endocrine disruptors, and to phase out the PFAS forever chemicals, allowing their use only where essential for critical sectors, such as medical devices, pharmaceuticals and products necessary for the twin transition to a climate neutral and digital economy; stresses the need to also ban exports of chemical pesticides that are banned in the EU to third countries;

    32. Highlights the rising health risks due to the climate crisis, including increased incidences of heat-related illnesses, respiratory and cardiovascular diseases, and the spread of vector- and water-borne diseases; calls for dedicated efforts to protect vulnerable populations, including older persons, children, people with pre-existing conditions, persons with disabilities, and low-income communities, which face disproportionate climate-related health risks; urges for the implementation of localised heat action plans and the provision of accessible shelters and targeted outreach during extreme weather events;

    33. Stresses, moreover, that extreme weather events are disrupting healthcare infrastructure, energy supply, and supply chains, thereby compromising access to critical medical care and treatment; underscores the need to invest in climate-resilient healthcare systems, including disaster-proof infrastructure, renewable energy sources in medical facilities, and robust water and sanitation systems; calls for the integration of early warning systems, mobile health units, and decentralised community-based healthcare models to ensure continuity of care in climate emergencies; calls on the Commission and the Member States to integrate climate resilience into all public health policies and national health strategies; encourages the use of SDG-aligned indicators to monitor the health impacts of climate change and to guide EU and national-level adaptation strategies;

    SDG 5. Achieve gender equality and empower all women and girls

    34. Expresses grave concern about the slow progress towards gender equality, with a majority of the indicators being off track, risking further backsliding on gender equality and women’s rights, including actions that shrink the civic space for women rights defenders; considers that development aid cuts are already having a negative impact on women’s empowerment and gender equality; reaffirms gender equality as both a distinct goal and a catalyst for the advancement of the other SDG goals; calls for strong EU leadership internationally in the promotion of gender equality and women’s rights through policy and financial assistance;

    35. Calls for accelerated, targeted action to end all forms of violence and harassment against women and girls, including sexual and gender-based violence and technology-facilitated gender-based violence, and to end harmful practices such as child, early and forced marriage, so-called ‘honour’ based violence, sterilisation and female genital mutilation; recalls that over 230 million girls and women have undergone female genital mutilation[33] and deplores the fact that new estimates show an increase of 30 million cases compared to 2016[34]; remains gravely concerned about the high worldwide rates of maternal mortality, in particular in low and middle-income countries; stresses that rape remains one of the most widespread human rights violations and calls for the establishment of a common definition of rape on the basis of lack of consent; stresses that the objectives of SDG 5 must also play an important role in the EU’s relations with other countries;

    36. Stresses that women are disproportionately affected by climate change, particularly in least developed countries and rural areas; underlines that this disproportionate impact poses unique threats to their livelihoods, health and safety, including increased food and water insecurity, heightened exposure to gender-based violence in the context of climate-related displacement and migration, and greater economic instability owing to a reliance on climate-sensitive sectors; stresses that four out of five of those displaced due to the climate crisis are women and girls[35]; calls for climate action plans to include support for women and for women’s participation in climate decision-making at all levels; calls for strengthened healthcare systems to address climate-related diseases affecting women and for the promotion of education on climate adaptation; calls on the Commission and the Member States to integrate climate resilience into all public health policies and national health strategies; encourages the use of SDG-aligned indicators to monitor the health impacts of climate change and to guide EU and national-level adaptation strategies and looks forward to the new gender action plan under the UNFCCC; calls on the Commission and the Member States to provide leadership for the adoption of a new ambitious and effective gender action plan at COP30;

    37. Regrets that women’s sexual and reproductive rights remain limited globally, and stresses the importance of addressing the barriers that hinder women’s ability to make decisions about contraception, healthcare access and sexual consent, recognising that socio-economic factors, education and geographical location significantly influence women’s ability to exercise these rights; recalls the EU’s commitment to the promotion, protection and fulfilment of the right of every individual to have full control over and decide freely and responsibly on matters related to their sexuality and sexual and reproductive rights, free from discrimination, coercion and violence; warns that targets set by SDG 5 will not be achieved if universal access to sexual and reproductive health and reproductive rights is not guaranteed in the EU and globally and calls on the EU to prioritise this question in policy and funding, and enshrine the right to legal and safe abortion in the EU Charter of Fundamental Rights; reiterates that all women must have access to sexual and reproductive healthcare services, including for family planning, information and education, and calls for the integration of reproductive health into national strategies and programmes; calls for increased investment in these areas to ensure access to comprehensive and non-discriminatory services;

    38. Calls for the continuation of funding for programmes focusing on promoting women’s rights, empowerment and autonomy and fighting against all forms of gender-based violence; calls on the Commission to ensure that 85 % of all new external actions incorporate gender as a significant or principal objective and that 20 % of ODA in each country is allocated to programmes with gender equality as one of their principal objectives; calls, furthermore, on the Commission to ensure the systematic implementation of rigorous gender analyses, gender disaggregated data collection, gender-responsive budgeting and gender impact assessments;

    39. Regrets that assistance from OECD Development Assistance Committee donors for gender equality dropped in 2022, marking the first decline after a decade of growth[36]; notes that only 4 % of allocable ODA focused on gender equality as its principal objective[37]; stresses the need to mobilise new resources to resume progress towards gender equality; regrets that since the launch of the GAP III only 3.8 % of all gender-responsive/targeted actions have gender equality as a principal objective, falling behind the 5 % target outlined in the NDICI Regulation[38]; calls on the Member States and the Commission to substantially increase the number of the EU’s actions having the promotion of gender equality as a principal objective; calls for the EU to increase its funding of multilateral funds for gender equality, such as UN Women, and for sexual and reproductive health, such as the UN Population Fund and the Global Fund to fight AIDS Tuberculosis and Malaria;

    40. Recalls that women in general perform most unpaid domestic and care work, which imposes a disproportionate burden on lower-income households, contributing to poverty, inequality and precarious living conditions and reducing the labour market participation of women; calls for stronger promotion of the right of every woman to balance her professional and private life based on joint responsibility and working conditions that facilitate the reconciliation of private, family and working lives; calls for accelerated efforts to close the gender pay and pension gaps, including in the care economy, as well as to tackle horizontal and vertical labour market segregation; calls, moreover, for efforts to ensure women’s full, equal and meaningful participation and leadership in decision-making roles and opportunities in the public and private sectors, including in all aspects of peace and security; calls for further promotion of women’s participation in science, technology, engineering and mathematics;

    41. Recognises the urgent need to respond to negative trends hampering progress in gender equality in the EU, including gender-based violence, and to prevalent sexist political discourse; welcomes, in this regard, the Commission’s Roadmap for Women’s Rights as a compass for future EU action in the area both inside and outside the Union and in shaping the new gender equality strategy from 2026; stresses that this roadmap should foster the implementation of legislative and non-legislative measures for greater progress and accountability on SDG 5 and calls for stronger Member States involvement; urges a comprehensive approach addressing sexual and reproductive services, intersectional discrimination and the protection of vulnerable women;

    42. Deplores the increasing unjustified attacks against civil society organisations, particularly women’s rights organisations, both in the EU and worldwide; stresses the need for the establishment of a protection mechanism for human rights defenders in the EU, with particular attention paid to women, LGBTIQ+ people and SRHR human rights defenders; calls for the full implementation of gender equality policies (gender action plan, gender equality strategy), including in their SRHR components, and insists that this implementation must be backed up with adequate funding, including for women’s rights and SRHR organisations, and information about family planning, affordable contraception, free, safe and legal abortion, and maternal healthcare; stresses that women’s rights organisations continue to be systematically underfunded, receiving less than 1 % of global ODA;

    43. Recognises that, despite progress, 122 million girls worldwide remain out of school[39]; emphasises that equal access to education is fundamental for sustainable development, poverty reduction, and economic prosperity, as it empowers women and girls to participate fully in society; calls for the integration of gender-responsive strategies in education policies to address these inequalities; calls on Member States to ensure the provision of education in primary and secondary schools,  focused on fighting gender-based violence and gender stereotyping; underlines that investing in girls’ education yields great returns for generations to come, directly contributing to the realisation of their fundamental rights and protecting them against all forms of violence, and also contributing to better well-being for whole societies;

    44. Recognises the disproportionate vulnerability of women and girls in conflict and humanitarian crises, including the increased risk they face of sexual and gender-based violence, displacement, and disruption of essential services; reaffirms the vital role of women and girls in peacebuilding, conflict resolution and post-conflict reconstruction, emphasising their essential participation in peace negotiations and decision-making processes, as outlined in the women, peace and security agenda;

    45. Calls for stronger policies and actions that promote access to land, credit, entrepreneurship and education, as well as employment and health, especially for women and girls in circumstances of vulnerability, women with disabilities, pregnant women and women in rural areas;

    46. Takes note of the lessons learned listed in the 2024 join report entitled ‘Are we getting there? A synthesis of the UN system evaluations of SDG 5’, including the importance of effectively engaging men and boys in programmes and initiatives on issues that educate and assist them in the behavioural change that is needed if the targets are to be met, and the more sustained and comprehensive prioritisation of the targets in humanitarian settings;

    47. Regrets the regression of LGBTIQ+ rights and the transphobia that threatens gender equality; denounces the fact that, between 2021 and 2022, just three anti-LGBTIQ+ organisations reported USD 1 billion in income, while 8 000 global LGBTIQ+ grantees received USD 905 million between them[40]; warns of the worrying increase in anti-gender financing that aims to counteract the progressive achievements of women’s and LGBTIQ+ rights of the past decades;

    48. Calls for the EU to ban conversion centres in the Member States and to do anything possible to prevent this practice everywhere;

    SDG 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

    49. Is alarmed that SDG 8 targets face the highest rates of stagnation or regression among the SDGs under in-depth review at the 2025 HLPF;

    50. Expresses concern about the decrease over the past decade in labour rights, freedom of association and collective bargaining rights, highlighting its adverse impact on social justice and efforts to promote productive employment and decent work for everyone; regrets that one fifth of the world’s population lives in countries with high levels of inequality[41]; affirms the need to strengthen social measures to address inequalities in line with the leave no one behind principle, taking into account the social consequences of inflation, rising budget pressures, geopolitical tensions and risks posed by climate change and extreme weather events to the health and safety of workers; stresses the importance of a just transition for the decarbonisation of the economy, to ensure that the transition is as fair and inclusive as possible for all concerned;

    51. Calls for stronger policies and bold actions to promote inclusive and sustainable economic development; urges the EU and global partners to use instruments such as the Global Gateway to leverage multiple sources of funding, including private sector investments, respect social and environmental standards and promote the creation of decent jobs that will reduce income inequality and ensure that no one is left behind; recognises the role of private finance in bridging the financing gap to achieve the SDGs; highlights, however, the need for public investments in critical services such as healthcare, education and social protection;

    52. Underlines the need to address territorial and housing inequalities by supporting access to affordable, adequate and energy-efficient housing, especially in disadvantaged urban and rural areas; calls for increased investment in integrated community development, social infrastructure and basic services to promote social cohesion and economic inclusion; encourages support for local and regional authorities in implementing sustainable, inclusive and resilient development strategies that link climate, health, housing, mobility and social inclusion;

    53. Expresses concern that economic growth in many developing countries remains slow and uneven, often hindered by structural weaknesses, economic inequalities, political instability, external shocks and the growing impact of climate change; emphasises that local initiatives addressing unique community needs play a vital role in fostering equitable economic growth; underscores that regional cooperation on economic corridors enhances trade, investment, sustainable industrialisation, and economic diversification;

    54. Recommends increased public and private investment in research, sustainable business practices, the green and digital transition, quality education and skills development, including reskilling and upskilling, as well as aligning them with market demands, and supporting small and medium-sized enterprises and start-ups to support access to finance and foster investment and innovation; reiterates the need for a special focus on the promotion of women’s economic empowerment and on ensuring equitable access to business opportunities; calls for inclusive policies for persons with disabilities in the workplace;

    55. Reiterates the importance of policies that support youth employment, education and vocational training; stresses the significance of the expanding young population in the Global South for sustainable development; insists on the importance of creating stronger links between education, skills development and employment, to allow access to decent work in the rapidly changing labour market;

    56. Emphasises that initiatives aimed at stimulating economic growth should go hand in hand with social justice, gender equality, labour rights and environmental protection; calls for the EU to constructively engage with and work towards the adoption of the UN Treaty on Business and Human Rights;

    57. Regrets that more than half of the global workforce finds itself in informal employment[42], thus posing a significant barrier to social justice and inclusive growth; expresses deep concern that in the least developed countries, in sub-Saharan Africa and in Central and Southern Asia, almost nine out of ten workers are still employed informally[43];

    58. Notes that while gross domestic product remains an important indicator of economic performance, additional metrics reflecting social and environmental dimensions should be taken into account in order to achieve a more balanced and informed approach to economic policymaking;

    59. Calls for further measures to eradicate forced labour and human trafficking, and to put an end to any form of child labour, including the recruitment and use of child soldiers;

    SDG 14. Conserve and sustainably use the oceans, seas and marine resources for sustainable development

    60. Stresses the alarming trends of marine pollution, coastal eutrophication, ocean acidification, rising temperatures, overfishing, declining marine biodiversity, habitat destruction, unsustainable industrial practices, underwater noise and inland water contamination, which individually and cumulatively threaten marine ecosystems and coastal communities, especially in developing countries and vulnerable regions, and hinder the achievement of SDG 14 targets;

    61. Regrets the lack of actual progress towards meeting SDG 14 targets and, in some cases, their worsening outlook, notably owing to the lack of effective measures alongside increasing economic pressures; is alarmed that none of the SDG 14 targets for 2020 were met; considers that the marginal or moderate progress and the high levels of stagnation and regression mean that global action is far from the speed and scale required to meet SDG14 targets on time; recalls that equity in both benefits and cost-sharing is essential for the implementation of SDG 14;

    62. Notes that SDG 14 remains among the least financed SDGs and that the current funding gap is estimated at about USD 150 billion per year; underlines that the 2025 UN Ocean Conference should provide new impetus in eliminating the existing funding gap and creating a stable and enabling environment for the mobilisation of increased funding for the achievement of the SDG 14 targets; calls on the EU and its Member States to step up their financial contribution to protecting and restoring marine ecosystems; calls on the Commission to allocate dedicated funds to the European Ocean Pact for the protection of the ocean and the just transition to a sustainable blue economy benefitting coastal communities, economic growth and society as a whole;

    63. Highlights the need to protect the ocean as a unified entity and use it sustainably; calls for a holistic approach that integrates environmental protection and restoration, prosperity, social equity, sustainability and competitiveness, and for a comprehensive framework serving as a single reference point for all ocean-related policies; expects the upcoming European Ocean Pact to set an international example by providing such a holistic approach to all ocean-related policies and coherence across all policy areas linked to the ocean;

    64. Believes that binding global measures and an ecosystem-based approach are urgently needed to address shortcomings, accelerate action and ensure the long-term health of the ocean, also and especially under changing climate conditions; stresses that such measures should ensure the protection of human rights and our marine ecosystems; considers it particularly necessary to support the just transition to sustainable fisheries, combat illegal, unreported and unregulated fishing, address the increasing numbers of invasive alien species, strengthen transparency in the seafood sector, protect small-scale fishers’ rights, enhance marine conservation and restoration efforts and adopt a global treaty on plastic pollution; recalls that the EU Nature Restoration Law is one of the tools for the EU to meet its international commitments in restoring marine and coastal ecosystems;

    65. Calls for enhanced global action to tackle ocean acidification and ocean heat levels in order to safeguard the role of the ocean as the most important carbon sink on the planet and to protect marine life and food web;

    66. Welcomes the adoption of UN High Seas Treaty (Biodiversity Beyond National Jurisdiction Agreement, or BBNJ); regrets, however, that, to date, only one of the 27 EU Member States has ratified that treaty; urges all Member States to swiftly complete their individual ratification processes; calls on the parties to continue work on the UN Ocean and Climate Change Dialogue and ensure swift implementation of the agreement, including by mobilising funds from the EU Global Ocean Programme; welcomes the Commission proposal to integrate the UN High Seas Treaty into EU law;

    67. Recalls the commitment under target 3 of the Kunming-Montreal Global Biodiversity Framework  for the effective conservation of at least 30% of terrestrial and inland water areas and of marine and coastal areas by 2030 through the establishment of protected areas and other effective area-based conservation measures; considers that increased efforts are required for the further expansion of marine and coastal protected areas to achieve the 30 % target and facilitate the conservation and sustainable management of marine species, habitats, ecosystems and resources; regrets that the EU is off track to meet its objectives to protect 30 % of its marine areas by 2030;68.  Is alarmed by the increasing levels of marine pollution that are set to double or triple by 2040; highlights that a large part of the pollution pressure placed on the ocean results from land-based activities; calls for stronger measures and accelerated implementation as a matter of urgency to put an end to marine pollution both at EU and international level; underlines that plastics make up the largest, most harmful and most persistent share of marine litter; regrets the lack of a conclusion on the first ever global legally-binding instrument on plastic pollution; urges for the adoption of an ambitious binding global treaty on plastic pollution at the resumption of the intergovernmental negotiations in 2025; supports the EU position that the final agreement should contain a target of reducing the production of primary plastic polymers;

    69. Stresses the importance of advancing the EU’s zero pollution action plan that includes significant targets for the improvement of water quality, the reduction of waste generation, and the reduction of nutrient losses; notes that only 37 % of Europe’s surface waters are in a healthy ecological state and that nutrient pollution is costing more than EUR 75 billion per year[44]; notes, moreover, that, according to the 2025 zero pollution monitoring and outlook report, only two of the zero pollution targets are on track; stresses that the implementation and enforcement of environmental legislation is crucial to achieve the 2030 zero pollution targets and that additional action is needed; reiterates its call on the Commission to propose ambitious EU targets for 2030 to significantly reduce the EU material and consumption footprints and bring them within planetary boundaries by 2050 as required under the 8th Environment Action Programme; highlights, moreover, the need to leverage modern technologies, including artificial intelligence, to monitor pollution;

    70. Stresses the importance of applying the precautionary principle in deep-sea mining; reiterates, in this regard, its support for an international moratorium on commercial deep-sea mining exploitation until such time as the effects of deep-sea mining on the marine environment, biodiversity and human activities at sea have been studied and researched sufficiently[45];

    71. Highlights that the ongoing decline in sustainable fish populations underscores the importance of a regulatory framework following an ecosystem-based approach along with efficient and transparent monitoring systems to promote sustainable fishing practices and combat illegal, unreported and unregulated fishing; welcomes the WTO Agreement on Fisheries Subsidies as a major step forward towards ending harmful subsidies that contribute to overfishing; calls on WTO members that have not yet done so to deposit their instruments of acceptance to allow for the agreement to become operational; urges, moreover, WTO members to phase out environmentally harmful subsidies in maritime economic activities, including harmful fisheries subsidies;

    72. Recognises that sustainable fishing practices involving community participation are instrumental in reducing overfishing and ensuring the long-term sustainability of marine resources;​ recalls that many small-scale fishing communities continue to face marginalisation and unfair competition; notes that it is essential to promote the resilience of coastal and island communities and the potential of the blue economy in line with the EU environmental legislation and objectives, ensuring access to drinking water, sustainable transport, rules-based fisheries, sustainable tourism, entrepreneurship and fair access to services; calls on the Commission to promote international sustainable fishing standards to ensure, among other things, a global level-playing field;

    73. Calls for the EU to reaffirm and step up its support for ocean science; encourages the promotion of scientific research and the dissemination of accurate data, alongside the development and sharing of best practice; emphasises the need to integrate ocean management policy with indigenous and traditional knowledge, science and community engagement; calls for the development and implementation of area-based management tools in conjunction with other appropriate conservation measures;

    SDG 17. Strengthen the means of implementation and revitalise the Global Partnership for Sustainable Development

    74. Calls for the EU to continue advocating and working for multilateralism and provide global leadership in advancing the implementation of the SDGs and the 2030 Agenda, and reinforcing international treaties and agreements, such as the Paris Agreement, the Convention on Biological Diversity, and regional conservation initiatives;

    75. Emphasises that, in the current difficult and uncertain geopolitical landscape, a vocal re-commitment to the SDGs will send a clear signal to partners around the world and support the EU’s global action; is concerned about the USD 4 trillion investment gap on achieving the SDGs[46]; stresses that the EU’s commitment to the SDGs should be supported by ambitious financial commitments in the next multiannual financial framework 2028-2034; calls for the EU to pursue a reinforced approach to development cooperation and to mobilise and continue to engage constructively with other international players in stepping up their sustainable development efforts and supporting peace, gender equality and human development;

    76. Reaffirms that ODA remains a crucial source of public financing and an essential tool for reducing poverty, addressing inequalities, and supporting the most vulnerable communities, particularly in fragile, conflict-affected and least developed countries (LDCs);

    77. Regrets the reduction in ODA by several EU Member States; calls on all Member States and global partners to uphold their commitment to ODA as a key pillar of their development policy and ensure that sufficient financing is dedicated to fulfilling the commitment to spend 0.7 % of gross national income on ODA and 0.2 % as ODA to LDCs; stresses, moreover, that only 12 % of ODA currently targets children despite their significant representation within the population of ODA-receiving countries; calls for the removal of obstacles, including administrative burden, to enable aid to reach the most vulnerable communities;

    78. Calls for the EU to enhance its role in advocating stronger financial commitments for development and humanitarian aid at international level, including the SDGs and the Paris Agreement, and particularly supporting climate adaptation and resilience in the most vulnerable regions, including Small Island Developing States (SIDS) and LDCs; calls, moreover, on the EU to ensure that climate finance targets are met and prioritised in multilateral negotiations and global partnerships; emphasises that advancing EU economic interests should also encompass creating stable partnerships guided by mutual interests and that all EU external policies should be embedded in the larger framework of the 2030 Agenda, while EU development policy and the use of EU ODA should remain focused on poverty alleviation as defined by the OECD Development Assistance Committee;

    79. Stresses the urgent need to address the underrepresentation of countries from the Global South in global governance and to foster a more inclusive international financial architecture; considers South-South and triangular cooperation crucial for the implementation of the 2030 Agenda;

    80. Insists on the paramount importance of the UN at the core of the multilateral system for creating a peaceful, fair, equal, inclusive, and rules-based global system that works for all, leaving no one behind; expresses, in this context, its support for swift and effective reforms of the UN Security Council; highlights the pressing need to review and reform the global governance of international development cooperation, particularly following cuts to global aid by several countries; stresses that reforms to the international financial system should be driven by a renewed commitment to multilateralism;

    81. Emphasises the crucial role of multi-stakeholder partnerships and the meaningful involvement of local governments, civil society and youth and women’s representatives for attaining the SDG targets as well as of the full and effective participation of indigenous peoples and local communities in global partnerships, in line with the UN Declaration on the rights of indigenous people; emphasises the need for youth-led initiatives, particularly in the Global South and in climate-affected regions;

    82. Recognises the vital and multifaceted roles that civil society organisations play in advancing the SDGs through locally-led, context-specific strategies that empower local actors and ensure broad-based, inclusive participation at all levels of society; calls, in this context, for deeper involvement of vulnerable communities in designing and monitoring SDG-related policies and for strengthened cooperation, resource mobilisation, and multi-stakeholder participation to advance the SDGs; calls for civil society participation and civic space in order to ensure that public funds are prevented from financing repressive regimes; stresses that access to structural funding is necessary for the effective participation of civil society in policy-making;

    83. Calls for better monitoring of SDG implementation at regional and local levels, including through support for voluntary local reviews; stresses the importance of improving the availability of reliable data and collecting and using data disaggregated by income, age, gender, disability and geography; emphasises the need to modernise statistics and strengthen data capacity-building in the countries of the Global South;

    84. Calls for the EU and its Member States to support global debt relief and debt restructuring for developing countries, particularly those in the Global South, taking into account the UN Trade and Development principles on promoting responsible sovereign lending and borrowing; calls, moreover, for comprehensive reforms of global financial institutions, including multilateral development banks, to enhance their effectiveness, equity and responsibility in supporting the implementation of the SDGs; emphasises that existing instruments and development banks, such as the European Bank for Reconstruction and Development, should be more in focus;

    85. Stresses the need to align the Neighbourhood, Development and International Cooperation Instrument – Global Europe, including Global Gateway programmes, with the SDGs, the Paris Agreement and human development indicators; calls for greater involvement of Parliament and for it to take a more active role in the scrutiny of Global Gateway programmes, guaranteeing their effectiveness and proper implementation;

    86. Insists that the Global Gateway initiative requires a more strategic and coordinated approach, incorporating strict criteria with the SDGs and the Paris Agreement goals and fundamental EU values, including human rights, good governance, democracy, transparency and environmental sustainability; recognises the potential of the Global Gateway to be able to contribute to sustainable development; stresses that it must be transparent in its planning process and have clear mechanisms for monitoring and evaluating its impact;

    87. Highlights the need for clearer communication, coordination and alignment of Global Gateway projects with existing EU development policies; stresses, in this context, that the EIB should intensify its collaboration with other international financial institutions and national development banks to maximise the impact of its interventions, while ensuring its activities fully align with the objectives of the Paris Agreement and the SDGs;

    88. Reiterates its strong call on the Commission and the Member States to strengthen cooperation with partners on fighting organised crime, corruption, illicit financial flows, harmful tax competition, tax avoidance and tax evasion; calls for the scaling-up of cooperation with developing countries on tax matters, including in terms of capacities, digitalisation, and the strengthening of their tax systems; welcomes the setting up of an intergovernmental process to adopt a UN convention on tax as a new global framework for international tax cooperation; highlights the pivotal role of progressive taxation in securing revenue to finance sustainable development; supports the decision of the G20 finance ministers to ensure that ultra-high net worth individuals are effectively taxed;

    Outlook

    89. Reiterates that the SDGs are the only globally agreed and comprehensive set of goals on the major challenges faced by both developed and developing countries and are the best tool for tackling the root causes of these challenges; stresses that the achievement of the 2030 Agenda is contingent on global collaboration and enhanced and accelerated action by all actors; calls on the EU to double down action and take the lead on advancing progress in these five years before the 2030 deadline in order to accelerate action to reverse the negative trends and foster a more just, peaceful and sustainable future for all;

    90. Emphasises that policy coherence for development is a binding obligation under Article 208 of the TFEU aiming at integrating the economic, social, and environmental dimensions of sustainable development at all stages of the policymaking cycle, in order to foster synergies across policy areas, identifying and reconciling potential trade-offs, as well as addressing the international spillover effects of EU policies;

    91. Highlights the opportunity provided by the SDGs to foster a sustainable, well-being and people-centred economy; emphasises the need for a comprehensive approach that ensures long-term sustainability and prosperity beyond 2030 in line with the diverse needs and circumstances of different countries;

    92. Welcomes the Pact for the Future which pledges 56 actions to accelerate and finance sustainable development, ensure that technology benefits people and the planet, invest in young people, support human rights and gender equality, and transform global governance; calls for the commitments made during the Summit of the Future and reflected in the Pact for the Future to be translated into concrete actions and measurable targets; urges the UN to begin preparing a comprehensive post-2030 Agenda strategy based on global commitment to sustainable development;

    93. Calls for implementation plans with concrete timelines for achieving the SDGs by 2030 and setting ambitious targets beyond; calls, in this regard, on the Commission to lead by example and develop a comprehensive strategy accompanied by a structured SDG implementation plan with clear and concrete targets; calls, moreover, for the next EU multiannual financial framework to be fully consistent with the SDGs;94.  Welcomes the EU’s first voluntary review of SDG implementation in 2023; considers that its conclusions can serve as a solid basis for a comprehensive EU SDG strategy, which should include an updated monitoring system that takes into account the EU’s internal and external impact on the SDG process; insists that such reviews become regular exercises and that their conclusions be taken into account in Commission proposals;

    95. Believes that successes in SDG progress should be made visible and lay the groundwork for formulating best practice for the achievement of the SDGs; stresses, in this context, the importance of inclusive digitalisation, including with regard to AI, building on the Global Digital Compact; welcomes the 2025 Human Development Report that focuses on this matter;

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    ° °

    96. Instructs its President to forward this resolution to the Council and the Commission, the Secretary General of the United Nations and the President of the United Nations General Assembly.

    MIL OSI Europe News

  • MIL-OSI USA: ICYMI: Senator Coons explores how Democrats can better appeal to voters of faith on The Holy Post Podcast

    US Senate News:

    Source: United States Senator for Delaware Christopher Coons
    WASHINGTON – In case you missed it, U.S. Senator Chris Coons (D-Del.) joined The Holy Post Podcast for an interview with Skye Jethani to talk about U.S. foreign policy matters in the Middle East, what led him to attend divinity school, and how Democratic leaders can work to speak more openly about their faith and bring more religious voters into the party. 
    You can listen here. 
    Key excerpts:
    Early Faith and Path to Divinity School
    Jethani: What’s the journey from divinity school to the U.S. Senate? Why does divinity school end up in public political service?
    Senator Coons: I was very active in youth group and Sunday school and that just sort of formed the foundation of faith in action. My mother volunteered with a group of women at our church to welcome refugees, a refugee family from South Vietnam – who were literally rescued, you know, from the ocean – having fled persecution after the fall of Vietnam, and worked at a homeless ministry, Emmanuel Dining Room, that still serves every day in downtown Wilmington. And my father for a time volunteered in prison ministry.
    ….
    The great thing – and this is a long-winded answer, so interrupt me if it’s getting past your level of interest – but the great thing about a divinity school as opposed to a seminary was, I had classmates from a very wide range of traditions. A great friend who had gone to Oral Roberts as an undergraduate, another friend who was Catholic, another friend who is Muslim, but coming to the United States to train to be a professor of religious studies, friends who were going into pulpit ministry as Congregationalists and Episcopalians and Presbyterians, and friends who really weren’t sure why they were there but their parents were ministers or you know, they came from a long line of ministers and so they were [pastors’ kids] who were there, sort of trying to work out their future. It was a wonderful experience. I left with less certainty than I went in. So, if I were to summarize my lessons: humility. Humility in the face of the awesomeness and depth of Scripture. Humility about the certainty of my interpretation and understanding, and thus a demand or a call to constantly re-evaluate and learn, so an increased certainty about the call and the grace and the mercy and the salvation offered to us by Jesus Christ and a less absolute certainty about, “this scripture means this and we can ignore these and we have to follow these,” which as you get into politics becomes a more pressing question.
    Democratic Messaging
    Jethani: How do you think the Democratic Party can do better at drawing religious voters back into its fold or what missteps do you look at and think, we need to do better in this area?
    Senator Coons: First, I think we have to show biblical literacy. I think we have to make connections between why are you fighting for health care for the poor and the disabled and the elderly? Why are you working for food programs for children? Like where does this come from? If you can’t articulate some connection between a Torah definition of righteousness that focuses on how you welcome the hungry, the foreigner, the stranger, the orphan, the widow, the imprisoned – if you can’t draw a line between, sort of, here’s my priorities and what I’m doing and, it’s rooted in the Luke 4 passage where Jesus stands up in his home synagogue and says this is my ministry and my mission – if you can’t draw some of those connections, don’t be surprised when religious or theologically serious people sort of doubt the sincerity of your engagement.
    Second, and I’m just going to be really blunt about this, the kind of liberal consensus in the Democratic Party of the last couple of years … mistakenly viewed Black and Brown Americans, folks who are from the Hispanic community, from the African-American community, as inalterably and fundamentally progressive because they had experienced racism and racially based oppression for centuries – missing that enduring that oppression largely was possible because of a focus on faith. And so, every Black church I’ve been to in my home state of Delaware, you’ve got a really powerful, focused, engaged, on-fire community that is getting through things that are hard to get through by leaning on the arms. And so, not bringing a message rooted in values and in particular, in faith, in connecting with communities that have experienced oppression and have transited it by faith is a huge mistake. Nothing offends and annoys Hispanic and Black communities more than treating them as victims, rather than as heroes who have transcended oppression through the depth of their faith.
    Faith in Leadership and the Future of the Democrats
    Jethani: Can you point to evidence that you think the party is getting that message that it’s trying to adjust, that it will be different in 2026 and 2028?
    Senator Coons: There are certainly several of us trying very hard in this direction. Look, Joe Biden was our last Democratic president, and if there is one defining characteristic millions of Americans knew about Joe Biden that helped them trust him in 2020 in the middle of a pandemic, at a time of chaos and uncertainty, it’s that Joe Biden endured huge deep grief twice in his life: the loss of his wife and daughter just before Christmas in a tragic car accident, the loss of his beloved son Beau to glioblastoma, a terrible brain cancer. And they knew that in moments of loss and of celebration, he was on his knees praying at mass. Joe Biden does not talk about his faith much publicly…it is personal, it is something that has allowed him to endure. And I think lots of people looked at that and said, “You know what, he gets me, because that’s how I get through the hard things in life.” They may not agree with his exact positions on important moral issues, but they knew that he was a kind and compassionate man, they knew he’d been raised by a family that got through some struggles as a blue-collar, middle-class family in Claymont relying on their faith.
    Senator Coons: … If you think about three out of four of the last Democrats who became president: Jimmy Carter, Bill Clinton, Barack Obama, in addition to Joe Biden who I just talked about. All of them were not really of Washington, all of them were not well known before they were catapulted to electoral success, and all of them talked comfortably about their faith. Jimmy Carter continued to teach Sunday school at his hometown Baptist church throughout almost a hundred years and was – I think the election of Jimmy Carter was made possible by Richard Nixon. And I think Donald Trump, a demonstrably cruel, aggressive, and vulgar president will make possible the election of someone who champions compassion, decency, and a welcoming and gracious heart as long as that Democratic leader also makes clear that he sees and cares about opportunity and security for the people of our country. 

    MIL OSI USA News

  • Putin, Macron discuss Iran, Ukraine in first phone call in nearly three years

    Source: Government of India

    Source: Government of India (4)

    Russian President Vladimir Putin had a “substantial” phone call with French President Emmanuel Macron on the Middle East crisis including Iran and the Ukraine conflict, the Kremlin said on Tuesday, their first such exchange since September 2022.

    In Paris, Macron’s office said the call lasted two hours and that the French leader had called for a ceasefire in Ukraine and the start of negotiations on ending the conflict.

    According to the Kremlin press service, Putin said it was necessary to respect Iran’s right to the peaceful development of nuclear energy as well as its continued compliance with its obligations under the nuclear non-proliferation treaty.

    Putin also reiterated to Macron his view that the war in Ukraine was “a direct consequence of the West’s policy”, which he said had “ignored Russia’s security interests” over the past few years.

    Any possible peace agreement between Russia and Ukraine should have a “comprehensive and long-term character” and be based on “new territorial realities”, the Kremlin quoted Putin as saying.

    Putin has previously said Ukraine must accept Russia’s annexation of swathes of its territory as part of any peace deal.

    Macron’s office said the French president had also stressed the need for Iran to comply with its obligations under the Treaty on the Non-Proliferation of Nuclear Weapons and to cooperate fully with the International Atomic Energy Agency.

    Macron and Putin agreed to coordinate their efforts and to speak again soon, the Elysee statement said.

    (Reuters)

  • Putin, Macron discuss Iran, Ukraine in first phone call in nearly three years

    Source: Government of India

    Source: Government of India (4)

    Russian President Vladimir Putin had a “substantial” phone call with French President Emmanuel Macron on the Middle East crisis including Iran and the Ukraine conflict, the Kremlin said on Tuesday, their first such exchange since September 2022.

    In Paris, Macron’s office said the call lasted two hours and that the French leader had called for a ceasefire in Ukraine and the start of negotiations on ending the conflict.

    According to the Kremlin press service, Putin said it was necessary to respect Iran’s right to the peaceful development of nuclear energy as well as its continued compliance with its obligations under the nuclear non-proliferation treaty.

    Putin also reiterated to Macron his view that the war in Ukraine was “a direct consequence of the West’s policy”, which he said had “ignored Russia’s security interests” over the past few years.

    Any possible peace agreement between Russia and Ukraine should have a “comprehensive and long-term character” and be based on “new territorial realities”, the Kremlin quoted Putin as saying.

    Putin has previously said Ukraine must accept Russia’s annexation of swathes of its territory as part of any peace deal.

    Macron’s office said the French president had also stressed the need for Iran to comply with its obligations under the Treaty on the Non-Proliferation of Nuclear Weapons and to cooperate fully with the International Atomic Energy Agency.

    Macron and Putin agreed to coordinate their efforts and to speak again soon, the Elysee statement said.

    (Reuters)

  • MIL-OSI Asia-Pac: Fatal traffic accident in Yuen Long

    Source: Hong Kong Government special administrative region

    Fatal traffic accident in Yuen Long

         Police are investigating a fatal traffic accident happened in Yuen Long yesterday (July 1) afternoon, in which a man died.

    At 6.28pm, a private car was travelling along Long Ping Road towards Tin Shui Wai. When approaching Wing Ning Tsuen, the private car reportedly rammed into a 71-year-old man who was riding a bicycle. The private car failed to stop after the incident and left the scene.

    Sustaining serious head injuries, the 71-year-old man was rushed to Pok Oi Hospital in unconscious state and was certified dead at 7.06pm.

    Investigation by the Special Investigation Team of Traffic, New Territories North is under way.

    Anyone who witnessed the accident or has any information to offer is urged to contact the investigating officers on 3661 3800.

    Ends/Wednesday, July 2, 2025
    Issued at HKT 0:19

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: SHETO celebrates 28th anniversary of establishment of HKSAR in Shanghai

    Source: Hong Kong Government special administrative region

    SHETO celebrates 28th anniversary of establishment of HKSAR in Shanghai.

    To celebrate the 28th anniversary of the establishment of the Hong Kong Special Administrative Region (HKSAR), the Hong Kong Economic and Trade Office in Shanghai (SHETO) hosted a dinner reception in Shanghai today (July 1), attended by approximately 180 representatives from Shanghai’s government departments, institutions, chambers of commerce, enterprises, and Hong Kong community groups.

    Delivering a speech at the dinner reception, the Director of the SHETO, Mrs Laura Aron, highlighted that the HKSAR Government has focused on economic development, achieving remarkable results. She encouraged citizens and enterprises in Shanghai and the East China region to continue leveraging Hong Kong’s role as a “super-connector” and “super value-adder” to explore business opportunities, invest, and pursue employment or entrepreneurship in Hong Kong. She also expressed hope for continued robust co-operation between Shanghai and Hong Kong in areas such as trade, innovation, culture, and youth development, fostering mutual benefits.

    Mrs Aron mentioned that next year will mark the 20th anniversary of the establishment of the SHETO. She expressed gratitude to the Communist Party of China Shanghai Municipal Committee and the Shanghai Municipal Government for their support for the work of the HKSAR Government and the SHETO. The SHETO will continue to facilitate Shanghai-Hong Kong co-operation and support mutual success to make greater contributions to the country’s high-quality development.

    The Deputy Commissioner of Police (Management), Mr Chan Joon-sun, who is visiting Shanghai, attended the dinner. Speaking at the dinner reception, he shared that each anniversary occasion is an opportunity to review the development and achievements of “one country, two systems”. With the introduction of the dual legislation on national security, Hong Kong has embarked on a new journey, advancing from chaos to order, and from stability to prosperity. It demonstrates the institutional advantages and strong vitality of “one Country, two systems”. The country has been providing Hong Kong with opportunities to leverage its unique advantage of having strong support from the motherland and close connection with the world, promoting two-way exchanges between the mainland and the international community.

    Hong Kong member of the Shanghai Municipal Committee of the Chinese People’s Political Consultative Conference in Shanghai and Co-Founder and Chief Executive Officer of New Frontier Group, Mr Carl Wu, also shared remarks at the dinner on Shanghai’s support for Hong Kong-invested enterprises and the exchanges between Shanghai and Hong Kong.

    The SHETO also invited emerging Hong Kong young artists to perform at the dinner reception, showcasing Hong Kong’s diverse cultural charm through a suona performance blending Chinese and Western elements. Several Hong Kong students in Shanghai were also invited to showcase their talents.

    The theme of the dinner reception was “Multifaceted Hong Kong, Infinite Possibilities”, featuring interactive exhibition areas and photo check-in points themed around nine tourism development projects recently announced by the Working Group on Developing Tourist Hotspots, alongside the giant pandas gifted by the Central Government as design ideas, offering guests an immersive, multifaceted, and engaging experience of Hong Kong.

    The SHETO, in collaboration with Invest Hong Kong, also organised a seminar entitled “Hong Kong: Enabler of Mainland Catering and Food Enterprises to Go Global” today. Insights on the competitive advantages and development opportunities of Hong Kong as a preferred place for business were shared with over 100 representatives from catering, food and other industrial sectors in the East China region. They were encouraged to set up business in and develop overseas markets through Hong Kong.

    Ends/Tuesday, July 1, 2025
    Issued at HKT 22:00

    MIL OSI Asia Pacific News

  • MIL-OSI Security: Team of North Korean Remote IT Workers Indicted in Theft Scheme

    Source: US FBI

    FBI Atlanta Warns Public to Increase Hiring Scrutiny

    FBI Atlanta is warning the public about the threat of hiring Remote IT workers who use false identifications to conceal their true North Korean identities.

    Today, the Northern District of Georgia unsealed a five-count wire fraud and money laundering indictment charging four North Koreans, Kim Kwang Jin (김관진), Kang Tae Bok (강태복), Jong Pong Ju (정봉주) and Chang Nam Il (창남일), with a scheme to steal from two companies virtual currency, valued at over $900,000 at the time of the thefts, and to launder proceeds of those thefts. The defendants concealed their North Korean identities from their employers by providing the employers with false identification documents that contained stolen and fake identity information.

    In approximately December 2020 and May 2021, respectively, Kim Kwang Jin (using victim P.S.’s stolen identity) and Jong Pong Ju (using the alias “Bryan Cho”) were hired by a blockchain research and development company headquartered in Atlanta, Georgia, and a virtual token company based in Serbia. Both defendants concealed their North Korean identities from their employers by providing false identification documents containing a mix of stolen and fraudulent identity information. Later, on a recommendation from Jong Pong Ju, the Serbian company hired “Peter Xiao,” who in fact was Chang Nam Il.

    After gaining their employers’ trust, Kim Kwang Jin and Jong Pong Ju were assigned projects that provided them access to their employers’ virtual currency assets. In February 2022, Jong Pong Ju used that access to steal virtual currency worth approximately $175,000 at the time of the theft, sending it to a virtual currency address he controlled. In March 2022, Kim Kwang Jin stole virtual currency worth approximately $740,000 at the time of theft by modifying the source code of two of his employer’s smart contracts, then sending it to a virtual currency address he controlled.

    To launder the funds after the thefts, Kim Kwang Jin and Jong Pong Ju “mixed” the stolen funds, using the virtual currency mixer Tornado Cash, and then transferred the funds to virtual currency exchange accounts controlled by Kang Tae Bok and Chang Nam Il but held in the names of aliases. These accounts were opened using fraudulent Malaysian identification documents.

    According to the indictment, the defendants traveled to the United Arab Emirates on North Korean travel documents, along with other individuals, and worked together as a co-located team.

    Neither of the victim companies in this investigation would have hired the individuals had they known they were North Korean citizens. FBI Atlanta is warning the public about the threat of North Korean citizens who often apply for Remote IT roles as blockchain developers. These individuals often use multiple fake names, identity cards, and social media accounts to gain employment at numerous companies. Companies looking to hire Remote IT workers, especially for blockchain development, are encouraged to apply additional layers of scrutiny to their interview and hiring processes.

    Recommendations for Strengthening Remote-Hiring Processes

    • Implement identity-verification processes during interviewing, onboarding, and throughout the employment of any remote worker. Cross-check HR systems for other applicants with the same resume content and/or contact information. The FBI has observed in other instances that North Korean IT workers use artificial intelligence and face-swapping technology during video job interviews to obfuscate their true identities.
    • Educate HR staff, hiring managers, and development teams regarding the North Korean IT worker threat, specifically focusing on changes in address or payment platforms during the onboarding process.
    • Review each applicant’s communication accounts as North Korean IT workers have reused phone numbers (particularly voice-over-IP numbers) and email addresses on multiple resumes purportedly belonging to different applicants.
    • Verify third-party staffing firms conduct robust hiring practices and routinely audit those practices.
    • Use “soft” interview questions to ask applicants for specific details about their location or educational background. North Korean IT workers often claim to have attended non-US educational institutions.
    • Check applicant resumes for typos and unusual terminology.
    • Complete as much of the hiring and onboarding process as possible in person.

    Reporting: If you suspect you have been approached or victimized by a North Korean IT worker, the FBI recommends taking the following actions:

    • Report the suspicious activity to the FBI’s Internet Crime Complaint Center (IC3) at www.IC3.gov as quickly as possible.
    • Evaluate network activity from the suspected employee and their assigned device(s), and use internal intrusion-detection software to capture activity on the suspected device(s).

    Reference

    In 2022 and 2023, the United States, along with foreign partners, issued public advisories regarding how North Korean IT workers operate and provided red-flag indicators and due diligence measures for businesses to avoid hiring North Korean freelance developers. In May 2024, the FBI provided further guidance regarding North Korean IT workers and their use of witting and unwitting US-based individuals.

    MIL Security OSI

  • MIL-OSI Security: San Juan County Man Indicted for Second-Degree Murder

    Source: US FBI

    SALT LAKE CITY, Utah – A federal grand jury returned an indictment today charging a San Juan County man with second degree murder after he allegedly shot a man to death in San Juan County, Utah.

    Chevel Cottonwood, 34, of San Juan County, was charged by complaint on June 11, 2025, and ordered detained by a U.S. Magistrate Judge.  

    According to court documents, on June 10, 2025, Navajo Police Department Officers responded to a 911 call reporting gunfire near the Hovenweep area north of Aneth, Utah, within the Navajo Nation. Upon arrival at a residence, officers spoke with a woman who was allegedly at the residence at the time of the shooting and described hearing gunshots from the living room. She recalled hearing Cottonwood and the victim arguing and then heard another gunshot and saw the flash of the discharge. The woman then went to the living room and saw the victim laying on the floor bleeding from an apparent gunshot wound.

    As alleged in court documents, responding officers entered the residence and found the victim deceased with a gunshot wound and an empty shell casing next to him. Cottonwood was found hiding in nearby bushes with a loaded magazine and ammunition. A search warrant was executed, and officers seized a 9mm pistol and two 9mm shell casings. Agents also observed bullet holes through the roof of the house that appeared to have occurred at some point during the incident.

    Cottonwood is charged with second degree murder while within Indian Country and being a restricted person in possession of a firearm and ammunition. Cottonwood will have his initial appearance on the indictment on June 26, 2025, at 11:00 a.m. in courtroom 7.4 before a U.S. Magistrate Judge at the Orrin G. Hatch United States District Courthouse in downtown Salt Lake City.

    Acting United States Attorney Felice John Viti for the District of Utah made the announcement.

    The case is being investigated jointly by the Navajo Nation Department of Criminal Investigations and the FBI Salt Lake City Field Office’s Monticello Resident Agency.

    Assistant United States Attorneys Sam Pead and Tanner Zumwalt of the U.S. Attorney’s Office for the District of Utah are prosecuting the case.

    This case is part of Operation Take Back America, a nationwide initiative that marshals the full resources of the Department of Justice to repel the invasion of illegal immigration, achieve the total elimination of cartels and transnational criminal organizations (TCOs), and protect our communities from the perpetrators of violent crime. Operation Take Back America streamlines efforts and resources from the Department’s Organized Crime Drug Enforcement Task Forces (OCDETF) and Project Safe Neighborhoods (PSN).

    An indictment is merely an allegation and all defendants are presumed innocent until proven guilty beyond a reasonable doubt in a court of law.

    MIL Security OSI

  • MIL-OSI USA: Hickenlooper Votes Against Republicans’ Budget Bill That Strips Health Care from Americans, Closes Rural Hospitals, Explodes National Deficit

    US Senate News:

    Source: United States Senator John Hickenlooper – Colorado
    Republicans’ legislation will increase prices for Coloradans, strip health care from 17 million Americans, increase the deficit, and give tax cuts to the ultra-wealthy
    Republicans blocked Hickenlooper-backed amendments to protect funding for Medicaid and clean energy
    WASHINGTON – Today, U.S. Senator John Hickenlooper released the following statement after he voted against Republicans’ Senate budget bill:
    “This is pure lunacy, and downright cruel.
    “Republicans have voted to kick 17 million Americans off their health care, push hundreds of rural hospitals toward closure, wipe out millions of American clean energy careers, and add trillions to our national debt. And for what? For lavish tax cuts for the wealthiest Americans.”
    Hickenlooper voted NO on the budget resolution after Republicans voted down critical Democratic-led amendments to prevent cuts to Medicaid, SNAP, and Inflation Reduction Act clean energy funding. While Hickenlooper was successful in working with his colleagues to eliminate devastating public lands provisions and alter a few of the worst clean energy proposals, he joined a bipartisan group of senators in opposition to the final bill. The reconciliation bill now heads to the House for final passage. Hickenlooper will continue fighting against it and urge every member of the House to stop it from becoming law.
    HICKENLOOPER AMENDMENT:
    Hickenlooper spoke on the Senate floor in support of his amendment to protect the Inflation Reduction Act’s residential clean energy credit – which covers 30% of the cost of purchasing and installing residential solar, battery backup, or geothermal heat pumps. Hickenlooper’s amendment would protect the program from Republican cuts for one year, giving clean energy small businesses in Colorado and across the nation a runway (at bare minimum) to weather the storm the Republicans are causing and prepare for the loss of federal funding, in addition to  preserving more than 85,000 American jobs. Watch his full remarks about his amendment HERE.
    “They’re also taxing clean energy and cutting larger energy credits, which will create more expensive energy and more blackouts,” Hickenlooper said. “We should create jobs, cut costs, and boost energy production, not sacrifice working families so that the richest Americans pay less taxes.”
    Click to download full video
    WHAT’S IN THE BILL:
    The Republican-led Senate reconciliation bill includes a $3 trillion tax cut for the wealthiest Americans. It pays for those tax cuts by:
    Taking Health Care Away from 17 Million Americans
    The Republican budget proposal calls for extreme Medicaid cuts of more than $900 billion, which would take away people’s health benefits; make it harder for them to see their health care providers; and prevent seniors from getting nursing home care.
    The budget also fails to extend the Affordable Care Act expanded premium tax credits, which expire at the end of 2025.
    The latest CBO estimates that the combined cuts to Medicaid and the Affordable Care Act would result in 17 million Americans losing health insurance by 2034, and increase our national debt by $3.3 trillion.   
    The cuts would hit rural hospitals the hardest:
    According to initial estimates, more than 338 rural hospitals across the country are at an acute risk of closure as a result of these Medicaid cuts. Including 6 hospitals in Colorado:
    Delta County Memorial Hospital – Delta (CO-03)
    Conejos County Hospital – La Jara (CO-03)
    Grand River Hospital District – Rifle (CO-03)
    Prowers Medical Center – Lamar (CO-04)
    Southwest Memorial Hospital – Cortez (CO-03)
    Arkansas Valley Regional Medical Center – La Junta (CO-03)

    Slashing Investments in Clean Energy and Driving up Energy Bills
    The Republican budget bill guts hundreds of billions in Inflation Reduction Act (IRA) clean energy investments, including tax credits for wind and solar. The results: over a million jobs lost, hundreds of billions in lost GDP and lost wages, electricity price inflation, and killing new renewable energy needed to prevent blackouts.
    Increasing Our National Debt by Trillions
    Even after gutting over $1 trillion from Medicaid and other services, the Senate reconciliation bill will still increase our national debt by more than $3.3 TRILLION.
    The Senate version of the bill adds $900 billion moreto the national debt than the previous House version of the bill.
    Hickenlooper recently took to the Senate floor to slam the bill as “fiscal madness.”
    ADDITIONAL AMENDMENTS:
    In total, Hickenlooper introduced and joined 16+ amendments to the 2025 Senate reconciliation bill to oppose Republican provisions that would harm Coloradans. Specifically, he introduced and joined amendments to:
    Prevent Americans from Losing Health Care
    Protect Nursing Homes and Medicaid Patients: Hickenlooper-led amendment to strike any provision that cuts funding for Medicaid, which covers care for 60% of all nursing home residents.
    Safeguard Small Businesses and Medicaid: Hickenlooper-led amendment to strike any provision that cuts funding for Medicaid and the Affordable Care Act (ACA), which protects access for the 7,000,000 small businesses workers who depend on Medicaid coverage; and protects access for the 4,000,000 small businesses who depend on the ACA exchanges.
    Protect Medicaid: Led by Senator Wyden, Hickenlooper joined this amendment to strike any provision that cuts funding for Medicaid; and would ensure big corporations and the ultra-wealthy pay a fair share in taxes.
    Extend ACA Enhanced Premium Tax Credits: Led by Senator Jon Ossoff, Hickenlooper joined this amendment to permanently extend the Affordable Care Act enhanced Premium Tax Credits.
    Protect Safety Net Programs
    Safeguard SNAP-Education: Led by Senator Angela Alsobrooks, Hickenlooper joined this amendment to strike the section that eliminates the SNAP Education Program, which provides free nutrition education to SNAP recipients.
    Expand Pell Grant Eligibility: Led by Senator Tim Kaine, Hickenlooper joined this amendment to strike the workforce Pell section in the budget bill and replace it with the bipartisan JOBS Act to expand Pell Grant eligibility to include short-term workforce training programs.
    Protect Public Lands
    Block Sale of Public Lands: Hickenlooper-led amendment to block the sale of our public lands. The amendment ensures that public lands cannot be sold if they hold any of the multiple values our public lands offer, including benefits for watershed health, hunting, fishing, recreation, and critical wildlife habitat. It also excludes sale of lands with cultural or historic significance, areas sensitive for national security, areas within an Indian reservation, or lands to which Tribes hold reserved rights.
    Non-Competitive Leasing: Hickenlooper-led amendment to strike provision that would reauthorize non-competitive leasing on federal public lands.
    Maintaining National Park Service Staffing: Led by Senator Angus King, Hickenlooper joined this amendment to strike the repeal of ~$267M in Inflation Reduction Act funding for the National Park Service staffing.
    Address our Climate Crisis + Invest in Renewable Energy
    Protect the solar industry:Hickenlooper-led amendment to change the termination date of the 25D Residential Clean Energy Credit from December 31, 2025 to December 31, 2026 to save jobs and small businesses and help American households power their homes and reduce energy costs with solar, battery storage, and geothermal heat pumps. It is paid for by increasing the top tax bracket to 39.6%.
    RECA Expansion: Hickenlooper-led amendment that adds Colorado to the list of states that benefit from an expanded downwinder provision under the Radiation Exposure Compensation Act.
    Advanced Manufacturing Tax Credit: Led by Senator Michael Bennet, Hickenlooper joined this amendment to strike all changes to the 45X Advanced Manufacturing Tax Credit, but retain foreign entities of concern rules, and strike changes to 48C advanced energy tax credit.
    Maintaining Parity for Wind and Solar Facilities: Led by Senator Jacky Rosen, Hickenlooper joined this amendment to restore parity for solar and wind with other technologies under the Production Tax Credit (45Y) and Investment Tax Credit (48E), paid for with an increase to the top rate at $1 million for individual filers and $1.3M for married filing jointly.
    Eliminating the tax on wind and solar: Led by Senator Adam Schiff, Hickenlooper joined this amendment to strike the new excise tax on wind and solar, paid for with an increase to 39.6 percent for individuals making $10 million.
    Repeal of Termination of Certain Clean Energy Credits: Led by Senators Jean Shaheen and Peter Welch, Hickenlooper joined this amendment to strike provisions that would terminate the Energy Efficient Home Improvement Credit (25C), the Residential Clean Energy Credit (25D), the New Energy Efficient Home Tax Credit (45L), and the Energy Efficient Commercial Building Deduction (179D).
    Maintaining Modernized Royalty Rates: Led by Senator Jacky Rosen, Hickenlooper joined this amendment to strike the repeal of the Inflation Reduction Act royalty rate modernization for oil and gas.
    Budget resolutions guide federal spending and revenue policies for the year. This is the third budget resolution the Senate has voted on during the reconciliation process. Hickenlooper voted against the first package in February, and the second package in April. The Senate and the House must pass identical versions of the budget for the reconciliation bill to become law.

    MIL OSI USA News

  • MIL-OSI USA: House Foreign Affairs Committee Ranking Member Meeks, McCaul, Bera, Huizenga Introduce Burma GAP Act

    Source: United States House of Representatives – Congressman Gregory W Meeks (5th District of New York)

    Washington, D.C. – Representatives Gregory W. Meeks, Ranking Member of the House Foreign Affairs Committee; Michael McCaul; Ami Bera, Ranking Member of the Subcommittee on East Asia and the Pacific; and Bill Huizenga, Chairman of the Subcommittee on South and Central Asia, issued the following statement announcing the bipartisan introduction of the ‘‘Burma Genocide Accountability and Protection Act,” or the “Burma GAP Act.” 

    “In March 2022, Secretary of State Antony Blinken determined that the Burmese military’s widespread campaign of violence against Rohingya in Burma constituted genocide, crimes against humanity and ethnic cleansing. And yet, in 2025, Rohingya and Burma remain in crisis because the military’s brutality has continued. Hundreds of thousands remain internally displaced in Burma, and refugee camps in Bangladesh and the surrounding region are overstretched due to the continued influx of refugees.

    “The United States must not shirk its moral leadership in addressing this crisis, which is also destabilizing the region. Today we are introducing the BURMA Genocide Accountability and Protection Act (the Burma GAP Act) to help create a pathway to safety for Rohingya. This legislation calls for the State Department to develop a holistic strategy to address the Rohingya crisis that involves providing humanitarian assistance, supporting refugees, creating protection mechanisms for ethnic minorities, and authorizing accountability and justice programs.”  

    A previous version of this bill passed the House Foreign Affairs Committee in the 118th Congress (H.R. 8936). A PDF copy of the bill text can be found here.

    BURMA GAP Act Highlights:  

    • Calls for a holistic U.S. strategy to support Rohingya that includes protection efforts; engagement with the Rohingya community and stakeholders to facilitate safe, voluntary, and sustainable repatriation to Burma; developing a comprehensive transitional justice strategy; humanitarian assistance, including basic needs and access to livelihoods; programs to prevent and respond to gender-based violence and trafficking; and support for Rohingya civil society organizations;
    • Authorizes the designation of a Special Representative and Policy Coordinator for Burma to promote a comprehensive effort to resolve the crisis in ways that returns Burma to civilian rule and protects Rohingya and other ethnic minorities in Burma;
    • Authorizes $9 million per year for 5 years for the Department of State to support atrocity crime investigations, transitional justice and accountability mechanisms, as well as witness protection measures for Rohingya and other ethnic minorities in Burma.
    • Calls on the Administration to refuse to recognize the Burmese military and State Administrative Council as Burma’s legitimate government.
    • Calls on the Administration to ensure that Rohingya refugees in camps in Bangladesh receive a ration sufficient to meet the humanitarian minimum standards for food and nutrition;

    Several Rohingya and human rights organizations support the Burma GAP Act, including Campaign for a New Myanmar, Global Center for Responsibility to Protect, International Campaign for the Rohingya, Jewish Rohingya Justice Network, Never Again Coalition, No Business with Genocide, Peace Direct, Refugees International, The Sentry, and U.S. Campaign for Burma.

    MIL OSI USA News

  • MIL-OSI USA: AG Labrador Secures $24 Million for Idaho in Purdue Opioid Settlement

    Source: US State of Idaho

    Home Newsroom AG Labrador Secures $24 Million for Idaho in Purdue Opioid Settlement

    BOISE — Attorney General Raúl Labrador announced today that all 55 attorneys general, representing all eligible states and U.S. territories, agreed to a $7.4 billion settlement with Purdue Pharma and its owners, the Sackler family. The Sackler family has also informed the attorneys general of its plan to proceed with the settlement, which would resolve litigation against Purdue and the Sackler family for their role in creating and worsening the opioid crisis across the country. Idaho stands to receive up to $24 million over the next 15 years.
    “The companies responsible for driving the opioid crisis in our country are finally being held to account,” said Attorney General Labrador. “While these settlements cannot repair the broken lives and families, hopefully we can prevent the wreckage of future addiction with targeted investments in drug treatment and prevention efforts in Idaho.”
    Under the Sacklers’ ownership, Purdue manufactured and aggressively marketed opioid products for decades, fueling the largest drug crisis in the nation’s history. The settlement ends the Sacklers’ control of Purdue and their ability to sell opioids in the United States. Communities across the country will directly receive funds over the next 15 years to support addiction treatment, prevention, and recovery. This settlement in principle is the nation’s largest settlement to date with individuals responsible for the opioid crisis.
    Most of the settlement funds will be distributed in the first three years. The Sacklers will pay $1.5 billion and Purdue will pay roughly $900 million in the first payment, followed by $500 million after one year, an additional $500 million after two years, and $400 million after three years.
    Like prior opioid settlements, the settlement with Purdue and the Sacklers will involve resolution of legal claims by state and local governments. The local government sign-on and voting solicitation process for this settlement will be contingent on bankruptcy court approval. A hearing is scheduled on that matter in the coming days.
    Not including the Purdue and Sackler settlement, Attorney General Labrador has previously secured settlements totaling nearly $32 million in funds specifically for Idaho from companies that helped fuel the opioid epidemic, including Allergan, Kroger, Mylan, Teva Pharmaceutical, CVS Pharmacy, Walgreens, and Walmart. Since taking office in 2023, Attorney General Labrador has obtained over $161 million in consumer protection settlements against companies for deceptive marketing and harmful products.
    Attorney General Labrador is joined in securing this settlement by the attorneys general of Alabama, Alaska, American Samoa, Arizona, Arkansas, California, Colorado, Connecticut, Delaware, District of Columbia, Florida, Georgia, Guam, Hawaii, Illinois, Indiana, Iowa, Kansas, Kentucky, Louisiana, Maine, Maryland, Massachusetts, Michigan, Minnesota, Mississippi, Missouri, Montana, Nebraska, Nevada, New Hampshire, New Jersey, New Mexico, New York, North Carolina, North Dakota, Northern Mariana Islands, Ohio, Oregon, Pennsylvania, Puerto Rico, Rhode Island, South Carolina, South Dakota, Tennessee, Texas, U.S. Virgin Islands, Utah, Vermont, Virginia, Washington, West Virginia, Wisconsin, and Wyoming.

    MIL OSI USA News

  • Hardeep Singh Puri highlights India’s economic milestones and reforms at ICAI Foundation Day

    Source: Government of India

    Source: Government of India (4)

    Union Minister for Petroleum and Natural Gas, Hardeep Singh Puri, on Tuesday outlined India’s remarkable economic transformation over the past eleven years, crediting bold policy reforms, robust governance, and far-reaching social welfare measures for propelling the country from the world’s eleventh largest economy in 2014 to the fourth largest today.

    Addressing the 77th Foundation Day of the Institute of Chartered Accountants of India (ICAI) at Bharat Mandapam in New Delhi, Puri noted that India’s GDP has more than doubled, from USD 2.1 trillion in 2014 to USD 4.3 trillion in 2025. He said India has recently surpassed Japan and is on track to overtake Germany by 2030 to become the world’s third-largest economy.

    Reflecting on a decade of extensive welfare programmes, the Minister highlighted that over 27 crore citizens have been lifted out of multidimensional poverty, nearly four crore homes have been sanctioned under the Pradhan Mantri Awas Yojana, and more than 15 crore rural households now have access to piped drinking water through the Jal Jeevan Mission. Health coverage under Ayushman Bharat now benefits over 70 crore people, providing ₹5 lakh insurance per family each year.

    Puri also underscored India’s ability to attract foreign investment, citing USD 748 billion in foreign direct investment inflows between 2014 and 2025—an increase of 143% over the previous decade—and the rise in source countries from 89 to 112. Landmark economic measures such as the Insolvency and Bankruptcy Code, Production-Linked Incentive schemes, Goods and Services Tax, and Direct Benefit Transfers, along with the removal of over 25,000 compliances and 1,400 outdated laws, have further strengthened India’s business environment.

    The Minister pointed to significant improvements in tax administration, with the number of annual income tax returns filed more than doubling from 3.6 crore in FY 2013–14 to 8.5 crore in FY 2024–25. He noted that 95% of these returns are now processed within 30 days, helping ensure that every tax rupee translates into social benefits such as LPG connections for households, medicines for the underprivileged, rural electrification, pensions for senior citizens, and jobs for the youth.

    Highlighting the resilience of India’s banking sector, Puri said gross non-performing assets of scheduled commercial banks have fallen from 14.58% in FY 2017–18 to below 3% in FY 2024–25. He also noted that India’s digital economy continues to expand rapidly, with the Unified Payments Interface (UPI) handling nearly 50% of the world’s real-time digital transactions and serving over 500 million active users. India’s fintech adoption now stands at 87%, compared to a global average of 67%, driven by widespread access to digital identity and mobile connectivity.

    Among flagship initiatives, the Minister lauded the success of the Pradhan Mantri Ujjwala Yojana, which has delivered more than 16.5 crore LPG connections since 2014. This has empowered women, improved health by reducing indoor air pollution, and enhanced public welfare. The Oil & Gas sector’s robust growth was reflected in the doubling of the market capitalization of Public Sector Undertakings (PSUs) to ₹8.79 lakh crore since 2014.

    Looking ahead, Puri urged chartered accountants to embrace new technologies such as artificial intelligence and advanced analytics to automate routine tasks and focus on delivering strategic insights. “Embracing AI is no longer optional—it is essential for staying competitive and innovative in today’s evolving financial world,” he said.

    Puri called on the ICAI community to uphold the values of transparency, efficiency, and accountability as India advances towards its goal of becoming a developed nation by 2047. “On this special day, remember that your profession has the power to protect and sustain our economy. Your dedication is vital for building Viksit Bharat,” he said.

  • MIL-OSI Russia: Hong Kong has broad prospects and a promising future – Chinese Foreign Ministry

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian – People’s Republic of China in Russian –

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

    BEIJING, July 1 (Xinhua) — With the support of the motherland, the strong guarantee of the “one country, two systems” policy, the dedication of the Hong Kong Special Administrative Region (SAR) government and the concerted efforts of all walks of life, Hong Kong enjoys broad prospects and a promising future, Chinese Foreign Ministry spokesperson Mao Ning said on Tuesday.

    The diplomat made the statement at a regular briefing, noting that over the past five years since the Law of the People’s Republic of China on Safeguarding National Security in the Hong Kong Special Administrative Region was adopted and put into effect, the local legal system has been improved, the stability and cohesion of Hong Kong society has been strengthened, and the rights and freedoms enjoyed by the people of the Hong Kong Special Administrative Region in accordance with the law have been more fully protected.

    As Mao Ning pointed out, the groundless and malicious denigration of the “one country, two systems” policy by some Western politicians and anti-China organizations, as well as their slander regarding the implementation of the rule of law in Hong Kong, completely expose their malicious intent to undermine stability in the metropolis.

    The spokesperson emphasized that Hong Kong has achieved high-quality development based on its high level of security, with its gross regional product growing for nine consecutive quarters. Hong Kong has entered the top three international financial centers in the world and regained its place in the top three in the global competitiveness ranking.

    As the world’s third-largest recipient of foreign direct investment, Hong Kong has led the world in IPO funding since the start of this year, retained its top spot in air cargo volume, ranked fourth in the International Shipping Center Development Index, and is among the top 10 in talent competitiveness. As Mao Ning noted, increasing investment in the SAR has become a priority choice for many foreign chambers of commerce.

    The data shows that Hong Kong’s economy is highly resilient and viable, and that the city’s international attractiveness is only growing, she added.

    “Today marks the 28th anniversary of Hong Kong’s return to the bosom of the motherland. We believe that with the firm support of the motherland, the reliable guarantees of the ‘one country, two systems’ policy, the dedication of the HKSAR administration and the concerted efforts of all walks of life, Hong Kong will enjoy broad prospects and a promising future,” Mao Ning concluded. –0–

    MIL OSI Russia News

  • MIL-OSI: Banco Santander Chile welcomes Andrés Trautmann Buc as the Bank’s New CEO and Country Head

    Source: GlobeNewswire (MIL-OSI)

    SANTIAGO, Chile, July 01, 2025 (GLOBE NEWSWIRE) — (NYSE: BSAC; SSE: Bsantander). Andrés Trautmann Buc was officially welcomed as the new CEO and Country Head of Banco Santander Chile (“Santander Chile” or the “Company”), an appointment previously announced last February, in the presence of Héctor Grisi, CEO of Banco Santander. Trautmann thus replaces Román Blanco, who is leaving the Chilean subsidiary after a successful tenure with the bank.

    At the meeting, which was attended via streaming by all employees across the country, Grisi thanked Román Blanco for his work over the years, highlighting the strong position of the Chilean subsidiary in terms of results and market share. “The Group is proud to have a bank like Santander Chile: number one in loans, with practically one in three SMEs in the country as a client, and an ROE of 25.9% in a highly competitive environment. We must be Best in Class in each of the markets in which we operate, and to achieve this, it is essential to combine our local presence with the strength of our global scale. That is our greatest strength; we have exceptional teams and a solid culture. Developing it to its full potential is the great challenge we face.” Thus, the executive addressed the bank’s employees, asking them to “give Andrés the same support they gave Román, because having a team that supports him is essential.”

    For his part, Trautmann stated, “I am deeply proud to represent Santander Chile in this new position, a leading bank in the local industry that has made significant contributions to the Group’s global objectives. I know I have a first-class team with whom we will continue to dedicate ourselves strongly to supporting the progress of people and companies with innovative products and services that make their daily lives easier and boost the development of their businesses.”

    In his first appearance as CEO and country head, Trautmann emphasized that “Santander is present in key markets in Europe and the Americas. One of our key goals is precisely to leverage this global capacity and, through our experience and market knowledge, contribute to the growth of Chilean companies that are the driving force of our economy. We also want our more than 4.3 million customers to have a similar service experience in the different geographical areas where the Group operates, so that they feel part of an international entity. This is what they can experience today through the Work/Café branch network deployed in more than nine countries.”

    For his part, Román Blanco stated that “over these three years, we have made great progress in a context where digital banking is advancing rapidly. In this context, we strengthened the growth of Getnet, also adding new features, and Santander Consumer Finance, in addition to the launch of digital accounts and new ways of serving our customers, such as the Work/Café Expresso model.” The executive concluded by thanking “everyone who has been part of this journey over these three years and who has made it possible to accomplish all these achievements. Chile is a country of multiple opportunities and great growth potential. I am convinced that Santander is in the best hands, because through Andrés’s leadership, his business vision, and his ability to work as a team, they will be able to face the new challenges of this industry and achieve the goals we have set for ourselves.”

    Local Perspective with International Experience
    Trautmann, who holds a degree in Business Administration from the University of Chile, has a distinguished career at Santander, having joined the Group in 2007. He began his career as Head of Institutional and Corporate Sales at Santander Chile, then, between 2010 and 2012, he was in charge of Structured Products Sales in London for Santander UK. From 2013 to 2018, he was responsible for Andean Region Sales for Goldman Sachs in New York. That year, he assumed the position of Head of Markets for Santander’s local subsidiary until 2021, when he was appointed Executive Vice President of CIB at Santander Chile, a global division that supports corporate and institutional clients with high-value-added services, products, and solutions.

    From his initial position at Markets, he has led significant achievements such as tripling the growth of the Sales and Trading business and then, from CIB, the Investment Banking area, also driving the expansion of CIB products in large companies, leveraging the global capabilities of the Santander Group. Recently, the executive has also added the Corporate and Institutional Banking and Santander Consumer Finance businesses to his responsibilities, which has given him a comprehensive view of the bank’s management.

    As of March 31, 2025, the bank had total assets of Ch$67,059,423 million (US$70,284 million), total gross loans (including those owed by banks) at amortized cost of Ch$41,098,666 million (US$43,075 million), total deposits of Ch$30,607,715 million (US$32,080 million), and bank owners’ equity of Ch$4,400,233 million (US$4,612 million). The BIS capital ratio was 16.9%, with a core capital ratio of 10.7%. As of March 31, 2025, Santander Chile employed 8,712 people and had 237 branches throughout Chile. Banco Santander Chile is one of the companies with the highest risk ratings in Latin America, with an A2 rating from Moody’s, A- from Standard & Poor’s, A+ from the Japan Credit Rating Agency, AA- from HR Ratings, and A from KBRA. All of our ratings have a stable outlook as of the date of this report.

    CONTACT INFORMATION
    Investor Relations
    Banco Santander Chile
    Bandera 140, Floor 20
    Santiago, Chile
    (562) 26483583

    Email: irelations@santander.cl
    Website: www.santander.cl

    The MIL Network

  • MIL-OSI Economics: Podcast: Microsoft EVP Rajesh Jha on leading with courage in the AI era

    Source: Microsoft

    Headline: Podcast: Microsoft EVP Rajesh Jha on leading with courage in the AI era

    MOLLY WOOD: That was Rajesh Jha, Microsoft’s Executive Vice President for Experiences and Devices. As a key figure at the helm of Microsoft’s product innovation, he leads a team of tens of thousands of people around the world who have worked to integrate AI into Windows and tools like Microsoft 365, Teams, and more. He’s also a key member of the company’s senior leadership team, which works directly for Microsoft Chairman and CEO Satya Nadella. In this episode, Jha shares his perspective on navigating the complexities of how AI is changing the way we work, and he offers actionable advice on how leaders have to adapt, compete, and bring their people along with them. And now my conversation with Rajesh. Rajesh, thank you so much for being on WorkLab today.  

    RAJESH JHA: Thank you, Molly, for hosting me. It’s a real pleasure to be here with you.  

    MOLLY WOOD: You have more than 30,000 employees, and you run a $100 billion business, which is more than most CEOs do. What are just some of the many lessons I’m sure you have learned from running such a huge organization? 

    RAJESH JHA: It’s been a real privilege to be at Microsoft through so many of the growth years. When I reflect back on my career, there are a few things that are enduring. The mission matters because through the ups and downs, if you have a sense of purpose, you have a North Star, that really does matter. And Microsoft has been really great to always be grounded in our customer successes, our success—this theme of empowerment, from Bill into Steve into Satya. So that was definitely number one. The second thing that I would say is, it seems very trite, but it has really worked for me specifically and my team, is, whenever we are looking at a hard strategic call, we start from, how would the customer react to the decision that we’re making, that has been incredibly grounding, so that’s been enduring. Of course, the team matters, the culture matters, because that’s where the work gets done. And then finally, managing a large business is about, literally, about figuring out how to make elephants dance, because you have a large-scale business, customers expect us to have a certain level of quality and continuity and predictability. At the same time, they take a bet on us to innovate. And so how do you stay nimble and innovate while also being predictable and trustworthy for customers? That is a hard thing to go do, but absolutely essential. It’s an and, it just can’t be an or.  

    MOLLY WOOD: Well, and Microsoft is an elephant that has danced, quite nimbly, for the last 50 years— 

    RAJESH JHA: Sometime clumsily, sometimes nimbly, yes. [laughter]  

    MOLLY WOOD: We’ll focus on the nimble—or not, right, based on your experience in bringing new technologies to market and helping to effectuate some pretty major technological innovations. What insights do you have for leaders who are now navigating this AI transformation?  

    RAJESH JHA: I mean, now is the time for leaders to really consider how their businesses, how their teams, how their skill set—how does that evolve in a world where we are looking at, you know, something at the peer of electricity coming into society, or the internet coming into society. And so it’s time to lean forward, and lean forward in a way that makes sense for their businesses or their business process. It is such a big change that it’s going to probably take a decade to play out, but there is no avoiding the sea change that’s underway now. So some bravery, but bravery on customers’ terms. 

    MOLLY WOOD: Yeah. I’m thinking of leaders who may be wary, who may need a dose of that courage. You’ve spoken about being asked by Steve Ballmer to bring Office to cloud, as one example of a transformation that maybe you were a little wary about. Can you walk us through that experience and how it might give a shot of courage for folks today. 

    RAJESH JHA: This was, you know, back maybe 15 years ago, Microsoft was incredibly profitable and the cloud was a question mark for many at Microsoft. A) would this technology be mature enough? B) is the business model, because the margins were going to be lower on the cloud than our old business model of being on premises. Number three, would we be able to transform fast enough? Because Microsoft had grown up being a server company, a client company, and would we be able to transcend that to be about cloud and mobile. And they were all very important questions. And there was a lot of, you know, let’s hold back. Let’s see if this trend is really real or not. And Steve showed incredible courage by going all in. What Steve did was he gave license to people to go and learn, even if we were not perfect on day one. And so the big lesson for me in how Steve started that journey was, leaders, if you have hesitation, whether it’s a business model hesitation or cultural hesitation, skill hesitation, it’s very hard for the teams to rally behind something where the leader themselves are half-hearted. So that was a very big moment for us, because he was unambiguous about, hey, this is the way that software is going to be delivered in the future. This is the way we can democratize the value we bring to customers. And there were a lot of benefits, and we are just going to go all in.  

    MOLLY WOOD: So leaders have to go all in. But I would imagine it’s not a—progress is not always a straight line. 

    RAJESH JHA: No, it wasn’t. And even with us in the cloud, it wasn’t. But the main thing is, leaders have to lead. And when you’re taking a look, the hard things are process, business model change, culture change, skill change. They’re all incredibly hard, and that’s why there has to be a commitment from the top that we are going to see this through. And then we were eyes wide open as what our deficiencies were. And so we didn’t have the right skill set. We trained people, we brought in new people, we embraced the red—all the things that we were not doing well in this new transformation. We were very open, very honest. It just takes leadership to set the tone here and to set the things in motion. 

    MOLLY WOOD: Right, and to your point, persistence and belief that it is the right direction so that you stay on that road even when it gets hard.  

    RAJESH JHA: That is correct, Molly, absolutely. And then one additional point I would make with persistence and belief is, it’s one thing to say it, it’s another thing to allocate resources to that belief. We have a quote, which is, if you really want to see the strategy of an organization, you’ve got to see where they’re allocating resources.  

    MOLLY WOOD: On the one hand, it sounds like you’re saying, get comfortable with chaos—  

    RAJESH JHA: Controlled chaos, Molly. Controlled chaos.   

    MOLLY WOOD: Then of course there’s the question of how not to break things. You know, security becomes a big concern with incorporating AI, doing it in a way that doesn’t introduce more problems. What is your advice for having proper guardrails in place as you transform in the AI age?  

    RAJESH JHA: So, I’m gonna answer that in two parts. Part one is, what do I mean by controlled chaos? So Satya invited Scott Guthrie, myself, Charlie [Bell] as the three big product leaders at Microsoft to go over to Bill’s house to see GPT-4, and Satya’s exact comment to me at that time was, I’ve gotta get you guys to be believers. And he had already seen it. And so he and Kevin Scott, they were already on board about the capabilities. So anyway, we go over to Bill’s house, it was in the kitchen area, where the OpenAI folks had put in a demo and they had a grader who grades AP biology there. The thing that really got me was it was not just the multiple choice questions that the model was doing a great job of, it was doing a great job on the written answers. There was some of the AP biology stuff, I’ve studied some biology, but they were far above my ability to understand. And so I look at all of that, I’m completely blown away. But then, for me, the big moment was when Bill asked the question, what would you say to the parent of a sick child, and the empathy or the humanity, almost, that it was able to convey in the answer was like, I would’ve felt proud to have written such a thoughtful note. And I was like, god, this is really, I mean, we are leaving behind the low-altitude handshake between computing and humanity. We are taking a look at something that can be almost at the pure level. And so now, fast-forward, it’s not that long, two years, and we are at the point where we are talking about agents and digital labor and people working together. 

    MOLLY WOOD: But that was it, that worked. You became believers. 

    RAJESH JHA: For me, that was it. I lead a large organization, and I see lots of cool stuff all the time, and part of my job is to make sure the trains keep running on time, but make sure I’m open-minded about big things. And when big things show up, I try to scope it and manage it. I have never in my 30 years ever gone to my team and said, drop all your plans. And for me, that was it. None of the existing plans matter anymore. I huddled all my senior leaders, and I said, Folks, I want you all to run a hundred miles an hour. It’s going to be very uncomfortable, because we’re going to unleash some amount of chaos, but let’s make sure we harden our processes that this chaos does not make its way to customers. So what I mean by controlled chaos is, if you’re unleashing a lot of activity all at once, you need to have the mitigating controls and the guardrails to make sure the chaos is controlled and managed. And so we huddled together to make sure our processes were hardened. So that’s one of the things with controlled chaos. But one of the guardrails that is not negotiable is security, as you correctly pointed out. So in our implementation of AI, we started very much from the mindset of, how does the AI inherit all the existing security and governance controls that an organization already has? It’s one thing to come and tell them, hey, rethink all your business process, rethink your scaling, rethink how work is done, and rethink your security and governance. It’s just not doable. And so we architected this from the ground up, that, for example, when you use Microsoft Copilot, it is using your permissions, so it only has access to what you have access to. It can never do any more than what you might do as a human. And then we also made sure that it was the mindset of a copilot, not an autopilot, and so the humans were always in control. So this way, whatever governance, data classification, permissions, you know, conditional access, retention policies—whatever a customer had, and how they managed human-to-human conversations, all of that accreted to human-to-AI conversation. That was a very hard guardrail we knew we just could not compromise.  

    MOLLY WOOD: But I want to go back to the example that you just gave, this moment of having this experience and realizing how— 

    RAJESH JHA: Profound. 

    MOLLY WOOD: Profound—exactly—and sophisticated these models were, because those are the kind of moments that give you the faith to go all in. 

    Rajesh Jha: Just to go back to that moment, Molly, I mean, to think as an engineer, as somebody who’s been in the tech industry a long time, who’s been through so many of the transformations, the big takeaway for me was, you know, for the first time computing, so far, human and machine interaction has been very much—machines are very low level. You know, we interact with pixels, we click on things, we read stuff. When I come in to work, I don’t come in to work thinking, oh, I should do 16 minutes of email and then read four documents and then, you know, open that spreadsheet, take a look at that budget. I come in thinking, I’ve got to work on budget today. So I think at a high level of intent, but then my intent to decompose is, either on my device, on a bunch of icons I’m swiping through, flipping from application to application, or going really low level—reading emails and then clicking a link. And so high-level intent gets reduced to low-level clerical work, almost. So when I saw this demo, I was like, Wow, the interaction is going to change. It is not going to be intent and then reduced to low-level stuff. AI is going to have the capability to have a human-to-human-like conversation. So intent, high-level intent to high-level intent, and that was what was the big takeaway for me. This is the computing for the last 35 years. One thing that hadn’t changed was a fundamental interaction pattern between people and their devices, and that was going to change, because now you could express, hey, I want to write a document that has the following three ideas, take a look at the relevant stuff in my enterprise and on the web—and can you compose a report for me? That is the kind of thing that I would tell another human being if there was a new hire in my team and, you know, I was thinking about a project to give them. This is the kind of way I might express the project to them, and then they will go in and do the work, check in with me, and we go back and forth. Now that was going to be possible.  

    MOLLY WOOD: Let’s keep talking about that idea of leveling up. We now live in a world where I may get an email from your account and I may not know if it was written by you or an AI, and that may not matter.  

    RAJESH JHA: You know, in some ways, it’s not that different from what happens for some of us. Let’s say I was to send a large piece of email to my team. I would actually work with my staff and my leadership team to get the latest status on a few things, and then I would put it in my words, and I would send it out. Now, everybody has that ability, because what the copilot does, you know, if I’m responding to a customer today, I go to my engineer who’s working on the customer issues, and say, hey, what is the latest status on this? And I would take a look at some of the other past conversations. I would try and respond to the customer that way. Now the copilot is doing that for me. It’s taking a look at my past emails. It reaches out to the customer service database. It tells me the latest status on this. It creates me a draft that I then go write and I send it out. And in some ways, I get reminded of, my dad used to run a large steel plant in India, and I visited him about 20 years ago. I walked into his office and he was very proud, because they had just gotten email, and I was working at Microsoft, and he had just gotten email. His secretary walked in at that time, and she said, Mr. Jha, I’ve got your morning messages for you, and here’s a message that I’m just going to go reach out to your technical assistant or respond to this person. This one, I know what to do already. This one, what would you like me to tell the customer, this person’s asking for dinner tomorrow. You’re free. And they were done in 15 minutes, and she left. And I looked at my dad, and I said, god, you’re so old-fashioned. Somebody’s actually printing your email, reading and coming and talking to you about it, whereas, look at me, I’m carrying it on my phone. I can get to it anywhere. But now, you know, I understand he was a smart guy, and I’m a digital clerk. I do all the clerical work myself. You know, I’m sorting messages. I’m replying to staff. I don’t come in to work thinking I should be a digital clerk. I come in to work because I want to lead a team, build products and value. That is what AI is now going to do. It’s going to take the clerical part for all of us, and will automate a lot of clerical parts to let the human ingenuity and the creativity and really let us focus on the intent and the meaning of our work.  

    MOLLY WOOD: We need help, Rajesh. We need help. [laughter] Well, speaking of delivering that help to customers, it’s been about a year, year and a half, since Microsoft 365 Copilot launched. Do you have stories from the trenches? Are there fun examples you can share about how this has gone?  

    RAJESH JHA: Really well. Ever since I came to Microsoft, this is the fastest adoption we’ve seen. When a customer buys a license and gives it to an end user, because the copilot is integrated into your user flows in Office, or Teams in a meeting, or so on and so forth, we see very good uptake in usage and retention. Some things that surprised me a little bit—and in hindsight, perhaps not so surprising—is the amount of customizations that customers do want for AI. I have feedback from some customers saying, hey, your AI, I want it to engage more because, you know, we build safety into our AI so it will not engage on some topics. Some customers want it to engage more, some want it to engage less. So they want to customize that. One of the things that some customers ask for is, hey, I would like your AI to not reach out to the web. I only want it to work with the stuff that’s in my enterprise. And I say, yeah, we’ve got that configuration for you. But can I ask you why? If you allow your employees to be able to use the browser and search the web as a part of their job, why is it not okay for the copilot that’s acting on their behalf to reach out on the web and assist them? So I’m surprised with the amount of configuration that enterprises want, which is, of course, enterprises have different business rules and process, so we built many more customizations in M365 Copilot than I had anticipated coming in. 

    MOLLY WOOD: I read some research recently where one of the AI firms said that they had done some analysis and found themselves really surprised at how long the long tail of interactions with AI are.  

    RAJESH JHA: So true. This generation of AI is about information work. It changes how people write, learn, collaborate, read, and so there’s a long tail. Not all of us triage information the same way.  

    MOLLY WOOD: What are some best practices that are starting to emerge? Because certainly every enterprise is going to adopt differently, interact differently, and then have different use cases that may or may not make their experience work.  

    RAJESH JHA: That’s a great question. I would say the successful implementations that we see are the first stage, of course, is to enable people to get productivity boosts with the AI, where the AI is really assisting you. And then the next most important thing that customers end up doing that gives them a real return on investment is to rethink their high-value business process or high-cost business processes, and figure out how to reconfigure that with agents that can automate a bunch of those processes to be either more effective or more efficient. That, I think, is changing the way work happens. For example, if you’re a lawyer and you’re working with a bunch of documents, instead of having—somebody spent a lot of time going through the past relevant briefs and composing a new template. How do you change a new brief creation? How do you change an approval process? How do you change a customer support ticket handling? How do you change a marketing campaign? How do you change a developer workflow? I see customers actually taking a business process, and they are rewiring that for a world where people and AI can work together to automate that, to make it more effective, more efficient. So that is a good best practice, is not trying to solve a hundred business processes, but taking a few and going really deep and measuring the ROI and tweaking that, because then the payoff is right there. 

    MOLLY WOOD: Well, and to dig in a little further, it also sounds like what you’re saying is that companies and CIOs maybe need to commit. Like, if you don’t commit, if you don’t plug Copilot in, if you don’t enable the full Microsoft Graph, if you maybe don’t give access to the web, people are still going to find these tools and use some version of them that might not be as good as they could be if you really do go all in. 

    RAJESH JHA: Yeah, Molly, it’s exactly right. I mean, it goes back to the point we made, which is, leaders, have, you know, leaders have to lead. And the reason why they have to lead here in this transformation is, if a support organization, a marketing organization, engineering organization is wired to work the old way, they are not automatically going to rewire themselves for a world where AI can do a bunch of tasks and people’s tasks change. That’s not going to happen, bottom-up. It’s going to have to happen from the leaders leaning in and saying, okay, you know, am I sure that I have the right compliance and governance and security? Because those are non-negotiable. But once I have that, how do I lead the way where I empower and I get to a world where AI assisting, to agents and people working together? One of the concepts we’ve talked about, and it’s come out in the new Work Trend Index is, corporations, for the longest time, have had static org charts, and every once in a while you do a reorganization and you reconfigure teams for your new evolving business priorities. But those things are not very frequent, nor should they be very frequent, because there’s a huge lag to those things. The way work happens is people, it’s, teams are less static and they’re more outcome-driven. Some of this started to happen post-COVID also, where the fluidity of the team composition was not represented in the org chart. That thing is going to accelerate far more in a world where digital labor and people, agents and people, are going to work together as business processes get rewired. None of this is going to be possible without leaders committing to that. And the way you can commit to it is by taking a few processes that are incredibly important for your business’ top line or your profitability because it’s a high-cost thing, and trying to figure out how to reconfigure those things for people and agents working together in one team. 

    MOLLY WOOD: What do you wish business leaders understood about AI agents to help them make that commitment? 

    RAJESH JHA: The first thing I would just say is, like, it’s not some distant future, it’s happening now. My product management team, they ran a research today of a bunch of different organizations, and this time, you know, usually we talk to 30,000 people across different organizations, 30 different countries. This time, they also reached out to AI-native companies that have started to emerge, so-called frontier companies. And if you take a look at the frontier companies, it is very obvious that the way the distribution of human work and digital labor, how that gets constituted, there’s very interesting patterns that are starting to emerge. The first thing I would just tell leaders is—of established companies such as myself, my peers, and the rest of large organizations—it’s possible today to take full advantage of agents. The security model exists, the identity model exists, the user interface exists. The hard work here is to actually go pick the processes that give you the most bang for the buck and then be rigorous about measuring that. And this is why we invested in something called the Copilot Impact Dashboard, so customers can take their core KPIs and they can measure how the copilot is moving those KPIs. So be rigorous, but be forward-looking. It’s not, hey, let’s just take a leap of faith and let’s get agents everywhere. Be rigorous with security. Be rigorous with governance. Measure the ROI, but pick the processes that you’re going to go add agents to. 

    MOLLY WOOD: It seems like the other tension, in addition to going all in, right, in addition to commitment, is pace, the pace of introducing that change, going fast to keep up to, you know, be pushed properly by Frontier Firms, but not compromising security and guardrails. 

    RAJESH JHA: And so on the pace, it’s a super good tension that you pick up on, and we deal with the tension all the time ourselves at Microsoft. What is hard is to have pace at scale. But what’s not hard is to have pace at smaller scale. I’m not advocating for a large organization to go and say, go rewire all your business process, fast, into the frontier methodology. I’m saying, pick a few that are really important to you and go with base on those, learn from that. Meanwhile, invest in skilling. Meanwhile, invest in assistance for everybody else. And that’s what we do, too, in my team. We want to move very quickly, but we move very quickly in a scoped garden with a few processes, a few customers, and then once we are sure it is mature and it’s ready, do we then scale it out. So, moving fast doesn’t mean move fast all over, all at once, if you’re a large organization. It means you’re moving fast by having picked and assessed. And, you know, which way do you want to go fast and where do you want to go more cautiously, and then take the lessons from moving fast and more broadly. 

    MOLLY WOOD: Right. It’s so valuable to put a fine point on that, because any problem is manageable in component parts. 

    RAJESH JHA: Hundred percent. Hundred percent. And picking is the important thing. But if you pick something unimportant that you’re moving fast on, you’re not really learning a lot either. 

    MOLLY WOOD: Right. Then the other tension, the technology itself is moving really fast, so you might have incorporated something, you’re doing a great job measuring it, and now there’s a whole new tool. How do you advise business leaders to keep up?  

    RAJESH JHA: The playbook is still the same. You have to figure out how to move fast and stay predictable at the same time. And the way you do that is by managing where you move fast and by having rigorous measures of whether the ROI is working out or not. Because you’re a hundred percent right. I mean, the compression of innovation that I’m seeing in the AI wave is like nothing that we’ve seen before in the last 30 years. 

    MOLLY WOOD: So as we talk about committing, you know, it’s one thing to say, maybe give your model access to the web, but there’s this Microsoft Graph that it seems like really unlocks that power. 

    RAJESH JHA: The Microsoft Graph is really not Microsoft’s graph. It is a graph for the customer. It’s owned by the customer. And what it captures is how people inside of their organization work together—the meetings that are important, the documents that have been created, the chats and the projects that people are working on—the business processes that run in their organization, that is all a part of the Microsoft Graph. So you take the power of a reasoning model that now has access to the graph—remember again, the reasoning model has access to the same things that you would as an individual. So when I ask a reasoning model or an agent to work on my behalf on Microsoft Graph, it is working with my permissions. But now it has the ability to read far more, process far more than I would be able to. You take the unique intellectual property of the customer in the graph with all the right permissions overlaid, and then you let AI work on that, along with what’s available in the web, on the world knowledge, your enterprise knowledge—that is the real enabler. So what is great about the researcher in Microsoft 365 Copilot is that it works with your enterprise permissions and your enterprise data, everything that is in the graph. And that is what I think is a real breakthrough. Now you’ve got the makings of a digital employee, somebody who was able to come in, join an organization, and take advantage of all the intellectual property with all the permissioning honored, and take that and be a part of producing output for the company.  

    MOLLY WOOD: Right. I mean, it’s institutional knowledge, like, think about what a great employee I could be if I knew all the context and all the history that a company had gone through. 

    RAJESH JHA: Exactly. And all the relevant, you know, escalations, projects, all of that stuff. 

    MOLLY WOOD: Switching gears a little. You work very closely with Microsoft CEO Satya Nadella. Are there questions that he regularly asks you that you think all leaders should be asking their employees? 

    RAJESH JHA: I think fundamentally my boss, you know, Satya, I mean, he’s pushing me on exactly the set of questions you were asking, on my own organization. The way he describes the priorities that I have and my peer groups have, three priorities—quality, security, and AI transformation, are you moving fast? Fully understanding that quality and security and then moving fast, sometimes are intentions, but that’s what he’s saying. Are you doing your job to do all of these at the same time? A lot of the thrust of his conversations, questions are, are you evolving your own team to be frontier, and what’s getting in your way? Because whatever we learn then applies to our customers. So are we applying the same methodology to make your enterprise-grade securities non-negotiable. And then at the same time, are you moving fast to take full advantage? Are you really rethinking your production functions? So I would say all of his questions and interactions distill into these three things, and are we doing a good job balancing these three things.  

    MOLLY WOOD: This company has reinvented itself many times. What are the key lessons that we and all business leaders should take from those reinventions? 

    RAJESH JHA: I would say again, mission matters. Through those 50 years, our mission is a theme around empowerment, so number one. Number two, I would say is, team culture matters, of course, because the how and where the work—there’s no substitute for that. But then I would say you gotta do the and, it’s never an or. How do you stay scaled and perform while waiting and disrupting at the same time? That comes down to strong leadership, it comes down to good processes. Then, what you touched on that I want to reiterate is, you know, just resiliency. We didn’t get everything right in the last 50 years. We made mistakes, but being resilient, learning from the mistakes, embracing the red so we can do a better job the next time. I think those are all components that I would just say we benefited from having incredible CEOs from Bill and Steve and Satya, so that has been an amazing, you know, learning experience for me and many others to work with those three amazing individuals.  

    MOLLY WOOD: If our listeners could take away one actionable AI-related insight from you, what would it be? 

    RAJESH JHA: I would say, go embrace agents. Pick out your most important processes, reimagine them how agents and digital labor can rewire that. 

    MOLLY WOOD: We love to ask our WorkLab guests how they are using AI themselves, either at work or in your personal life. Are there use cases that have been really helpful for you that you’re willing to talk about? 

    RAJESH JHA: Yeah, the one thing we didn’t talk about that I feel is just mind-blowing, is this reasoning models. You know, today, Molly, you and I going back and forth, then you ask me a hard question, I’ll give you an answer off the cuff. But if you tell me, Rajesh, go think about it and come back to me. And, you know, I have a set of tools available to me and I come back to you, I’m going to give you a much better answer. And so with the reasoning model, that’s what’s happening. We are now letting the AI actually go reason over stuff, give it more time, more compute, and more tools. And so for me, the real breakthrough was every quarter I sit down with my leadership team to take a look at our plans for the next six months. So I ran the researcher model. The researcher model is a deep reasoning model in M365 Copilot that works with the graph and the web, and I asked it, hey, I’m about to have an off-site with my leadership team to take a look at the plans for the next six months, take a look at the competitive landscape, take a look at customer feedback, take a look at all the ideas that have been accumulating in the team, and try and give me a draft of what might be a good starting point for our off-site for the next six-month planning. It was incredible. It was able to get through my email and documents that I hadn’t fully read but my team was iterating on, it looked at the last year’s plans to take a look at the competitive landscape, gave me a great five-page, actually it was eight-page, document that I can now go and tweak and make it my own, and overlay my perspective and use as a starting point. The other one is, like, often I talk to customers, and before I get on the call, I ask my agent—it’s called a KYC agent that my team built, which is, know your customer—and so before I get on to a call with a customer, I go into that agent experience in M365 Copilot and say, can you bring me up to speed on this customer? And it’s able to get to the support tickets, their adoption, their past communications with me, all of that stuff. And I often end up showing the customer the output, and we walk through it, and their question is like, how did you generate that? And in personal life, you want to make a big purchase, you want to do a seven-day trip planning, you want to buy a new car. You know, instead of clicking on 40 links, they can do a lot of research for you and show you that. So I use it for a lot of that too. 

    MOLLY WOOD: Fast-forward for us, three to five years, if possible. What do you think could be the most profound change in the way we work? 

    RAJESH JHA: You know, I think it goes back to the reconstitution of the workforce between humans and digital labor. I think the way we think about org charts, the way we think about groups coming together, the way we think about production function. I mean, it is a big deal to have intelligence be abundant and for it to be affordable. At the same time, I feel very encouraged about what people can uniquely do when you take a lot of the grind and predictability and, you know, have a colleague that is intelligent. I mean, I feel very bullish about how the economy is going to evolve. It won’t be a straight line. There will be scale backs in some of the roles that we think about investing in today, but there will be new roles we’ll be creating. So it’s very hard to predict exactly how it’s going to play out or whether that’s a three-year horizon, five-year horizon, but I do think that is a very clear trend of where we are headed. 

    MOLLY WOOD: Rajesh Jha is Microsoft’s Executive Vice President of Experiences and Devices. Thank you so much for the time today. I couldn’t appreciate it more. 

    RAJESH JHA: Thank you, Molly. I really do appreciate the time as well. 

    MOLLY WOOD: That was Rajesh Jha, Microsoft’s Executive Vice President of Experiences and Devices. Thank you all so much for joining us on this final episode of this season of WorkLab. We’ll be back next season with more insights on how to stay ahead of the curve while the way we work is transforming so quickly. If you’ve got a question or a comment, please drop us an email at worklab@microsoft.com, and check out Microsoft’s Work Trend Indexes and the WorkLab digital publication, where you’ll find all our episodes along with thoughtful stories that explore how business leaders are thriving in today’s new world of work. You can find all of it at microsoft.com/worklab. As for this podcast, please, if you don’t mind, rate us, review us, and follow us wherever you listen. It helps us out a ton. The WorkLab podcast is a place for experts to share their insights and opinions. As students of the future of work, Microsoft values inputs from a diverse set of voices. That said, the opinions and findings of our guests are their own and they may not necessarily reflect Microsoft’s own research or positions. WorkLab is produced by Microsoft with Godfrey Dadich Partners and Reasonable Volume. I’m your host, Molly Wood. Sharon Kallander and Matthew Duncan produced this podcast. Jessica Voelker is the WorkLab editor. 

    MIL OSI Economics

  • MIL-OSI Economics: Podcast: Microsoft EVP Rajesh Jha on leading with courage in the AI era

    Source: Microsoft

    Headline: Podcast: Microsoft EVP Rajesh Jha on leading with courage in the AI era

    MOLLY WOOD: That was Rajesh Jha, Microsoft’s Executive Vice President for Experiences and Devices. As a key figure at the helm of Microsoft’s product innovation, he leads a team of tens of thousands of people around the world who have worked to integrate AI into Windows and tools like Microsoft 365, Teams, and more. He’s also a key member of the company’s senior leadership team, which works directly for Microsoft Chairman and CEO Satya Nadella. In this episode, Jha shares his perspective on navigating the complexities of how AI is changing the way we work, and he offers actionable advice on how leaders have to adapt, compete, and bring their people along with them. And now my conversation with Rajesh. Rajesh, thank you so much for being on WorkLab today.  

    RAJESH JHA: Thank you, Molly, for hosting me. It’s a real pleasure to be here with you.  

    MOLLY WOOD: You have more than 30,000 employees, and you run a $100 billion business, which is more than most CEOs do. What are just some of the many lessons I’m sure you have learned from running such a huge organization? 

    RAJESH JHA: It’s been a real privilege to be at Microsoft through so many of the growth years. When I reflect back on my career, there are a few things that are enduring. The mission matters because through the ups and downs, if you have a sense of purpose, you have a North Star, that really does matter. And Microsoft has been really great to always be grounded in our customer successes, our success—this theme of empowerment, from Bill into Steve into Satya. So that was definitely number one. The second thing that I would say is, it seems very trite, but it has really worked for me specifically and my team, is, whenever we are looking at a hard strategic call, we start from, how would the customer react to the decision that we’re making, that has been incredibly grounding, so that’s been enduring. Of course, the team matters, the culture matters, because that’s where the work gets done. And then finally, managing a large business is about, literally, about figuring out how to make elephants dance, because you have a large-scale business, customers expect us to have a certain level of quality and continuity and predictability. At the same time, they take a bet on us to innovate. And so how do you stay nimble and innovate while also being predictable and trustworthy for customers? That is a hard thing to go do, but absolutely essential. It’s an and, it just can’t be an or.  

    MOLLY WOOD: Well, and Microsoft is an elephant that has danced, quite nimbly, for the last 50 years— 

    RAJESH JHA: Sometime clumsily, sometimes nimbly, yes. [laughter]  

    MOLLY WOOD: We’ll focus on the nimble—or not, right, based on your experience in bringing new technologies to market and helping to effectuate some pretty major technological innovations. What insights do you have for leaders who are now navigating this AI transformation?  

    RAJESH JHA: I mean, now is the time for leaders to really consider how their businesses, how their teams, how their skill set—how does that evolve in a world where we are looking at, you know, something at the peer of electricity coming into society, or the internet coming into society. And so it’s time to lean forward, and lean forward in a way that makes sense for their businesses or their business process. It is such a big change that it’s going to probably take a decade to play out, but there is no avoiding the sea change that’s underway now. So some bravery, but bravery on customers’ terms. 

    MOLLY WOOD: Yeah. I’m thinking of leaders who may be wary, who may need a dose of that courage. You’ve spoken about being asked by Steve Ballmer to bring Office to cloud, as one example of a transformation that maybe you were a little wary about. Can you walk us through that experience and how it might give a shot of courage for folks today. 

    RAJESH JHA: This was, you know, back maybe 15 years ago, Microsoft was incredibly profitable and the cloud was a question mark for many at Microsoft. A) would this technology be mature enough? B) is the business model, because the margins were going to be lower on the cloud than our old business model of being on premises. Number three, would we be able to transform fast enough? Because Microsoft had grown up being a server company, a client company, and would we be able to transcend that to be about cloud and mobile. And they were all very important questions. And there was a lot of, you know, let’s hold back. Let’s see if this trend is really real or not. And Steve showed incredible courage by going all in. What Steve did was he gave license to people to go and learn, even if we were not perfect on day one. And so the big lesson for me in how Steve started that journey was, leaders, if you have hesitation, whether it’s a business model hesitation or cultural hesitation, skill hesitation, it’s very hard for the teams to rally behind something where the leader themselves are half-hearted. So that was a very big moment for us, because he was unambiguous about, hey, this is the way that software is going to be delivered in the future. This is the way we can democratize the value we bring to customers. And there were a lot of benefits, and we are just going to go all in.  

    MOLLY WOOD: So leaders have to go all in. But I would imagine it’s not a—progress is not always a straight line. 

    RAJESH JHA: No, it wasn’t. And even with us in the cloud, it wasn’t. But the main thing is, leaders have to lead. And when you’re taking a look, the hard things are process, business model change, culture change, skill change. They’re all incredibly hard, and that’s why there has to be a commitment from the top that we are going to see this through. And then we were eyes wide open as what our deficiencies were. And so we didn’t have the right skill set. We trained people, we brought in new people, we embraced the red—all the things that we were not doing well in this new transformation. We were very open, very honest. It just takes leadership to set the tone here and to set the things in motion. 

    MOLLY WOOD: Right, and to your point, persistence and belief that it is the right direction so that you stay on that road even when it gets hard.  

    RAJESH JHA: That is correct, Molly, absolutely. And then one additional point I would make with persistence and belief is, it’s one thing to say it, it’s another thing to allocate resources to that belief. We have a quote, which is, if you really want to see the strategy of an organization, you’ve got to see where they’re allocating resources.  

    MOLLY WOOD: On the one hand, it sounds like you’re saying, get comfortable with chaos—  

    RAJESH JHA: Controlled chaos, Molly. Controlled chaos.   

    MOLLY WOOD: Then of course there’s the question of how not to break things. You know, security becomes a big concern with incorporating AI, doing it in a way that doesn’t introduce more problems. What is your advice for having proper guardrails in place as you transform in the AI age?  

    RAJESH JHA: So, I’m gonna answer that in two parts. Part one is, what do I mean by controlled chaos? So Satya invited Scott Guthrie, myself, Charlie [Bell] as the three big product leaders at Microsoft to go over to Bill’s house to see GPT-4, and Satya’s exact comment to me at that time was, I’ve gotta get you guys to be believers. And he had already seen it. And so he and Kevin Scott, they were already on board about the capabilities. So anyway, we go over to Bill’s house, it was in the kitchen area, where the OpenAI folks had put in a demo and they had a grader who grades AP biology there. The thing that really got me was it was not just the multiple choice questions that the model was doing a great job of, it was doing a great job on the written answers. There was some of the AP biology stuff, I’ve studied some biology, but they were far above my ability to understand. And so I look at all of that, I’m completely blown away. But then, for me, the big moment was when Bill asked the question, what would you say to the parent of a sick child, and the empathy or the humanity, almost, that it was able to convey in the answer was like, I would’ve felt proud to have written such a thoughtful note. And I was like, god, this is really, I mean, we are leaving behind the low-altitude handshake between computing and humanity. We are taking a look at something that can be almost at the pure level. And so now, fast-forward, it’s not that long, two years, and we are at the point where we are talking about agents and digital labor and people working together. 

    MOLLY WOOD: But that was it, that worked. You became believers. 

    RAJESH JHA: For me, that was it. I lead a large organization, and I see lots of cool stuff all the time, and part of my job is to make sure the trains keep running on time, but make sure I’m open-minded about big things. And when big things show up, I try to scope it and manage it. I have never in my 30 years ever gone to my team and said, drop all your plans. And for me, that was it. None of the existing plans matter anymore. I huddled all my senior leaders, and I said, Folks, I want you all to run a hundred miles an hour. It’s going to be very uncomfortable, because we’re going to unleash some amount of chaos, but let’s make sure we harden our processes that this chaos does not make its way to customers. So what I mean by controlled chaos is, if you’re unleashing a lot of activity all at once, you need to have the mitigating controls and the guardrails to make sure the chaos is controlled and managed. And so we huddled together to make sure our processes were hardened. So that’s one of the things with controlled chaos. But one of the guardrails that is not negotiable is security, as you correctly pointed out. So in our implementation of AI, we started very much from the mindset of, how does the AI inherit all the existing security and governance controls that an organization already has? It’s one thing to come and tell them, hey, rethink all your business process, rethink your scaling, rethink how work is done, and rethink your security and governance. It’s just not doable. And so we architected this from the ground up, that, for example, when you use Microsoft Copilot, it is using your permissions, so it only has access to what you have access to. It can never do any more than what you might do as a human. And then we also made sure that it was the mindset of a copilot, not an autopilot, and so the humans were always in control. So this way, whatever governance, data classification, permissions, you know, conditional access, retention policies—whatever a customer had, and how they managed human-to-human conversations, all of that accreted to human-to-AI conversation. That was a very hard guardrail we knew we just could not compromise.  

    MOLLY WOOD: But I want to go back to the example that you just gave, this moment of having this experience and realizing how— 

    RAJESH JHA: Profound. 

    MOLLY WOOD: Profound—exactly—and sophisticated these models were, because those are the kind of moments that give you the faith to go all in. 

    Rajesh Jha: Just to go back to that moment, Molly, I mean, to think as an engineer, as somebody who’s been in the tech industry a long time, who’s been through so many of the transformations, the big takeaway for me was, you know, for the first time computing, so far, human and machine interaction has been very much—machines are very low level. You know, we interact with pixels, we click on things, we read stuff. When I come in to work, I don’t come in to work thinking, oh, I should do 16 minutes of email and then read four documents and then, you know, open that spreadsheet, take a look at that budget. I come in thinking, I’ve got to work on budget today. So I think at a high level of intent, but then my intent to decompose is, either on my device, on a bunch of icons I’m swiping through, flipping from application to application, or going really low level—reading emails and then clicking a link. And so high-level intent gets reduced to low-level clerical work, almost. So when I saw this demo, I was like, Wow, the interaction is going to change. It is not going to be intent and then reduced to low-level stuff. AI is going to have the capability to have a human-to-human-like conversation. So intent, high-level intent to high-level intent, and that was what was the big takeaway for me. This is the computing for the last 35 years. One thing that hadn’t changed was a fundamental interaction pattern between people and their devices, and that was going to change, because now you could express, hey, I want to write a document that has the following three ideas, take a look at the relevant stuff in my enterprise and on the web—and can you compose a report for me? That is the kind of thing that I would tell another human being if there was a new hire in my team and, you know, I was thinking about a project to give them. This is the kind of way I might express the project to them, and then they will go in and do the work, check in with me, and we go back and forth. Now that was going to be possible.  

    MOLLY WOOD: Let’s keep talking about that idea of leveling up. We now live in a world where I may get an email from your account and I may not know if it was written by you or an AI, and that may not matter.  

    RAJESH JHA: You know, in some ways, it’s not that different from what happens for some of us. Let’s say I was to send a large piece of email to my team. I would actually work with my staff and my leadership team to get the latest status on a few things, and then I would put it in my words, and I would send it out. Now, everybody has that ability, because what the copilot does, you know, if I’m responding to a customer today, I go to my engineer who’s working on the customer issues, and say, hey, what is the latest status on this? And I would take a look at some of the other past conversations. I would try and respond to the customer that way. Now the copilot is doing that for me. It’s taking a look at my past emails. It reaches out to the customer service database. It tells me the latest status on this. It creates me a draft that I then go write and I send it out. And in some ways, I get reminded of, my dad used to run a large steel plant in India, and I visited him about 20 years ago. I walked into his office and he was very proud, because they had just gotten email, and I was working at Microsoft, and he had just gotten email. His secretary walked in at that time, and she said, Mr. Jha, I’ve got your morning messages for you, and here’s a message that I’m just going to go reach out to your technical assistant or respond to this person. This one, I know what to do already. This one, what would you like me to tell the customer, this person’s asking for dinner tomorrow. You’re free. And they were done in 15 minutes, and she left. And I looked at my dad, and I said, god, you’re so old-fashioned. Somebody’s actually printing your email, reading and coming and talking to you about it, whereas, look at me, I’m carrying it on my phone. I can get to it anywhere. But now, you know, I understand he was a smart guy, and I’m a digital clerk. I do all the clerical work myself. You know, I’m sorting messages. I’m replying to staff. I don’t come in to work thinking I should be a digital clerk. I come in to work because I want to lead a team, build products and value. That is what AI is now going to do. It’s going to take the clerical part for all of us, and will automate a lot of clerical parts to let the human ingenuity and the creativity and really let us focus on the intent and the meaning of our work.  

    MOLLY WOOD: We need help, Rajesh. We need help. [laughter] Well, speaking of delivering that help to customers, it’s been about a year, year and a half, since Microsoft 365 Copilot launched. Do you have stories from the trenches? Are there fun examples you can share about how this has gone?  

    RAJESH JHA: Really well. Ever since I came to Microsoft, this is the fastest adoption we’ve seen. When a customer buys a license and gives it to an end user, because the copilot is integrated into your user flows in Office, or Teams in a meeting, or so on and so forth, we see very good uptake in usage and retention. Some things that surprised me a little bit—and in hindsight, perhaps not so surprising—is the amount of customizations that customers do want for AI. I have feedback from some customers saying, hey, your AI, I want it to engage more because, you know, we build safety into our AI so it will not engage on some topics. Some customers want it to engage more, some want it to engage less. So they want to customize that. One of the things that some customers ask for is, hey, I would like your AI to not reach out to the web. I only want it to work with the stuff that’s in my enterprise. And I say, yeah, we’ve got that configuration for you. But can I ask you why? If you allow your employees to be able to use the browser and search the web as a part of their job, why is it not okay for the copilot that’s acting on their behalf to reach out on the web and assist them? So I’m surprised with the amount of configuration that enterprises want, which is, of course, enterprises have different business rules and process, so we built many more customizations in M365 Copilot than I had anticipated coming in. 

    MOLLY WOOD: I read some research recently where one of the AI firms said that they had done some analysis and found themselves really surprised at how long the long tail of interactions with AI are.  

    RAJESH JHA: So true. This generation of AI is about information work. It changes how people write, learn, collaborate, read, and so there’s a long tail. Not all of us triage information the same way.  

    MOLLY WOOD: What are some best practices that are starting to emerge? Because certainly every enterprise is going to adopt differently, interact differently, and then have different use cases that may or may not make their experience work.  

    RAJESH JHA: That’s a great question. I would say the successful implementations that we see are the first stage, of course, is to enable people to get productivity boosts with the AI, where the AI is really assisting you. And then the next most important thing that customers end up doing that gives them a real return on investment is to rethink their high-value business process or high-cost business processes, and figure out how to reconfigure that with agents that can automate a bunch of those processes to be either more effective or more efficient. That, I think, is changing the way work happens. For example, if you’re a lawyer and you’re working with a bunch of documents, instead of having—somebody spent a lot of time going through the past relevant briefs and composing a new template. How do you change a new brief creation? How do you change an approval process? How do you change a customer support ticket handling? How do you change a marketing campaign? How do you change a developer workflow? I see customers actually taking a business process, and they are rewiring that for a world where people and AI can work together to automate that, to make it more effective, more efficient. So that is a good best practice, is not trying to solve a hundred business processes, but taking a few and going really deep and measuring the ROI and tweaking that, because then the payoff is right there. 

    MOLLY WOOD: Well, and to dig in a little further, it also sounds like what you’re saying is that companies and CIOs maybe need to commit. Like, if you don’t commit, if you don’t plug Copilot in, if you don’t enable the full Microsoft Graph, if you maybe don’t give access to the web, people are still going to find these tools and use some version of them that might not be as good as they could be if you really do go all in. 

    RAJESH JHA: Yeah, Molly, it’s exactly right. I mean, it goes back to the point we made, which is, leaders, have, you know, leaders have to lead. And the reason why they have to lead here in this transformation is, if a support organization, a marketing organization, engineering organization is wired to work the old way, they are not automatically going to rewire themselves for a world where AI can do a bunch of tasks and people’s tasks change. That’s not going to happen, bottom-up. It’s going to have to happen from the leaders leaning in and saying, okay, you know, am I sure that I have the right compliance and governance and security? Because those are non-negotiable. But once I have that, how do I lead the way where I empower and I get to a world where AI assisting, to agents and people working together? One of the concepts we’ve talked about, and it’s come out in the new Work Trend Index is, corporations, for the longest time, have had static org charts, and every once in a while you do a reorganization and you reconfigure teams for your new evolving business priorities. But those things are not very frequent, nor should they be very frequent, because there’s a huge lag to those things. The way work happens is people, it’s, teams are less static and they’re more outcome-driven. Some of this started to happen post-COVID also, where the fluidity of the team composition was not represented in the org chart. That thing is going to accelerate far more in a world where digital labor and people, agents and people, are going to work together as business processes get rewired. None of this is going to be possible without leaders committing to that. And the way you can commit to it is by taking a few processes that are incredibly important for your business’ top line or your profitability because it’s a high-cost thing, and trying to figure out how to reconfigure those things for people and agents working together in one team. 

    MOLLY WOOD: What do you wish business leaders understood about AI agents to help them make that commitment? 

    RAJESH JHA: The first thing I would just say is, like, it’s not some distant future, it’s happening now. My product management team, they ran a research today of a bunch of different organizations, and this time, you know, usually we talk to 30,000 people across different organizations, 30 different countries. This time, they also reached out to AI-native companies that have started to emerge, so-called frontier companies. And if you take a look at the frontier companies, it is very obvious that the way the distribution of human work and digital labor, how that gets constituted, there’s very interesting patterns that are starting to emerge. The first thing I would just tell leaders is—of established companies such as myself, my peers, and the rest of large organizations—it’s possible today to take full advantage of agents. The security model exists, the identity model exists, the user interface exists. The hard work here is to actually go pick the processes that give you the most bang for the buck and then be rigorous about measuring that. And this is why we invested in something called the Copilot Impact Dashboard, so customers can take their core KPIs and they can measure how the copilot is moving those KPIs. So be rigorous, but be forward-looking. It’s not, hey, let’s just take a leap of faith and let’s get agents everywhere. Be rigorous with security. Be rigorous with governance. Measure the ROI, but pick the processes that you’re going to go add agents to. 

    MOLLY WOOD: It seems like the other tension, in addition to going all in, right, in addition to commitment, is pace, the pace of introducing that change, going fast to keep up to, you know, be pushed properly by Frontier Firms, but not compromising security and guardrails. 

    RAJESH JHA: And so on the pace, it’s a super good tension that you pick up on, and we deal with the tension all the time ourselves at Microsoft. What is hard is to have pace at scale. But what’s not hard is to have pace at smaller scale. I’m not advocating for a large organization to go and say, go rewire all your business process, fast, into the frontier methodology. I’m saying, pick a few that are really important to you and go with base on those, learn from that. Meanwhile, invest in skilling. Meanwhile, invest in assistance for everybody else. And that’s what we do, too, in my team. We want to move very quickly, but we move very quickly in a scoped garden with a few processes, a few customers, and then once we are sure it is mature and it’s ready, do we then scale it out. So, moving fast doesn’t mean move fast all over, all at once, if you’re a large organization. It means you’re moving fast by having picked and assessed. And, you know, which way do you want to go fast and where do you want to go more cautiously, and then take the lessons from moving fast and more broadly. 

    MOLLY WOOD: Right. It’s so valuable to put a fine point on that, because any problem is manageable in component parts. 

    RAJESH JHA: Hundred percent. Hundred percent. And picking is the important thing. But if you pick something unimportant that you’re moving fast on, you’re not really learning a lot either. 

    MOLLY WOOD: Right. Then the other tension, the technology itself is moving really fast, so you might have incorporated something, you’re doing a great job measuring it, and now there’s a whole new tool. How do you advise business leaders to keep up?  

    RAJESH JHA: The playbook is still the same. You have to figure out how to move fast and stay predictable at the same time. And the way you do that is by managing where you move fast and by having rigorous measures of whether the ROI is working out or not. Because you’re a hundred percent right. I mean, the compression of innovation that I’m seeing in the AI wave is like nothing that we’ve seen before in the last 30 years. 

    MOLLY WOOD: So as we talk about committing, you know, it’s one thing to say, maybe give your model access to the web, but there’s this Microsoft Graph that it seems like really unlocks that power. 

    RAJESH JHA: The Microsoft Graph is really not Microsoft’s graph. It is a graph for the customer. It’s owned by the customer. And what it captures is how people inside of their organization work together—the meetings that are important, the documents that have been created, the chats and the projects that people are working on—the business processes that run in their organization, that is all a part of the Microsoft Graph. So you take the power of a reasoning model that now has access to the graph—remember again, the reasoning model has access to the same things that you would as an individual. So when I ask a reasoning model or an agent to work on my behalf on Microsoft Graph, it is working with my permissions. But now it has the ability to read far more, process far more than I would be able to. You take the unique intellectual property of the customer in the graph with all the right permissions overlaid, and then you let AI work on that, along with what’s available in the web, on the world knowledge, your enterprise knowledge—that is the real enabler. So what is great about the researcher in Microsoft 365 Copilot is that it works with your enterprise permissions and your enterprise data, everything that is in the graph. And that is what I think is a real breakthrough. Now you’ve got the makings of a digital employee, somebody who was able to come in, join an organization, and take advantage of all the intellectual property with all the permissioning honored, and take that and be a part of producing output for the company.  

    MOLLY WOOD: Right. I mean, it’s institutional knowledge, like, think about what a great employee I could be if I knew all the context and all the history that a company had gone through. 

    RAJESH JHA: Exactly. And all the relevant, you know, escalations, projects, all of that stuff. 

    MOLLY WOOD: Switching gears a little. You work very closely with Microsoft CEO Satya Nadella. Are there questions that he regularly asks you that you think all leaders should be asking their employees? 

    RAJESH JHA: I think fundamentally my boss, you know, Satya, I mean, he’s pushing me on exactly the set of questions you were asking, on my own organization. The way he describes the priorities that I have and my peer groups have, three priorities—quality, security, and AI transformation, are you moving fast? Fully understanding that quality and security and then moving fast, sometimes are intentions, but that’s what he’s saying. Are you doing your job to do all of these at the same time? A lot of the thrust of his conversations, questions are, are you evolving your own team to be frontier, and what’s getting in your way? Because whatever we learn then applies to our customers. So are we applying the same methodology to make your enterprise-grade securities non-negotiable. And then at the same time, are you moving fast to take full advantage? Are you really rethinking your production functions? So I would say all of his questions and interactions distill into these three things, and are we doing a good job balancing these three things.  

    MOLLY WOOD: This company has reinvented itself many times. What are the key lessons that we and all business leaders should take from those reinventions? 

    RAJESH JHA: I would say again, mission matters. Through those 50 years, our mission is a theme around empowerment, so number one. Number two, I would say is, team culture matters, of course, because the how and where the work—there’s no substitute for that. But then I would say you gotta do the and, it’s never an or. How do you stay scaled and perform while waiting and disrupting at the same time? That comes down to strong leadership, it comes down to good processes. Then, what you touched on that I want to reiterate is, you know, just resiliency. We didn’t get everything right in the last 50 years. We made mistakes, but being resilient, learning from the mistakes, embracing the red so we can do a better job the next time. I think those are all components that I would just say we benefited from having incredible CEOs from Bill and Steve and Satya, so that has been an amazing, you know, learning experience for me and many others to work with those three amazing individuals.  

    MOLLY WOOD: If our listeners could take away one actionable AI-related insight from you, what would it be? 

    RAJESH JHA: I would say, go embrace agents. Pick out your most important processes, reimagine them how agents and digital labor can rewire that. 

    MOLLY WOOD: We love to ask our WorkLab guests how they are using AI themselves, either at work or in your personal life. Are there use cases that have been really helpful for you that you’re willing to talk about? 

    RAJESH JHA: Yeah, the one thing we didn’t talk about that I feel is just mind-blowing, is this reasoning models. You know, today, Molly, you and I going back and forth, then you ask me a hard question, I’ll give you an answer off the cuff. But if you tell me, Rajesh, go think about it and come back to me. And, you know, I have a set of tools available to me and I come back to you, I’m going to give you a much better answer. And so with the reasoning model, that’s what’s happening. We are now letting the AI actually go reason over stuff, give it more time, more compute, and more tools. And so for me, the real breakthrough was every quarter I sit down with my leadership team to take a look at our plans for the next six months. So I ran the researcher model. The researcher model is a deep reasoning model in M365 Copilot that works with the graph and the web, and I asked it, hey, I’m about to have an off-site with my leadership team to take a look at the plans for the next six months, take a look at the competitive landscape, take a look at customer feedback, take a look at all the ideas that have been accumulating in the team, and try and give me a draft of what might be a good starting point for our off-site for the next six-month planning. It was incredible. It was able to get through my email and documents that I hadn’t fully read but my team was iterating on, it looked at the last year’s plans to take a look at the competitive landscape, gave me a great five-page, actually it was eight-page, document that I can now go and tweak and make it my own, and overlay my perspective and use as a starting point. The other one is, like, often I talk to customers, and before I get on the call, I ask my agent—it’s called a KYC agent that my team built, which is, know your customer—and so before I get on to a call with a customer, I go into that agent experience in M365 Copilot and say, can you bring me up to speed on this customer? And it’s able to get to the support tickets, their adoption, their past communications with me, all of that stuff. And I often end up showing the customer the output, and we walk through it, and their question is like, how did you generate that? And in personal life, you want to make a big purchase, you want to do a seven-day trip planning, you want to buy a new car. You know, instead of clicking on 40 links, they can do a lot of research for you and show you that. So I use it for a lot of that too. 

    MOLLY WOOD: Fast-forward for us, three to five years, if possible. What do you think could be the most profound change in the way we work? 

    RAJESH JHA: You know, I think it goes back to the reconstitution of the workforce between humans and digital labor. I think the way we think about org charts, the way we think about groups coming together, the way we think about production function. I mean, it is a big deal to have intelligence be abundant and for it to be affordable. At the same time, I feel very encouraged about what people can uniquely do when you take a lot of the grind and predictability and, you know, have a colleague that is intelligent. I mean, I feel very bullish about how the economy is going to evolve. It won’t be a straight line. There will be scale backs in some of the roles that we think about investing in today, but there will be new roles we’ll be creating. So it’s very hard to predict exactly how it’s going to play out or whether that’s a three-year horizon, five-year horizon, but I do think that is a very clear trend of where we are headed. 

    MOLLY WOOD: Rajesh Jha is Microsoft’s Executive Vice President of Experiences and Devices. Thank you so much for the time today. I couldn’t appreciate it more. 

    RAJESH JHA: Thank you, Molly. I really do appreciate the time as well. 

    MOLLY WOOD: That was Rajesh Jha, Microsoft’s Executive Vice President of Experiences and Devices. Thank you all so much for joining us on this final episode of this season of WorkLab. We’ll be back next season with more insights on how to stay ahead of the curve while the way we work is transforming so quickly. If you’ve got a question or a comment, please drop us an email at worklab@microsoft.com, and check out Microsoft’s Work Trend Indexes and the WorkLab digital publication, where you’ll find all our episodes along with thoughtful stories that explore how business leaders are thriving in today’s new world of work. You can find all of it at microsoft.com/worklab. As for this podcast, please, if you don’t mind, rate us, review us, and follow us wherever you listen. It helps us out a ton. The WorkLab podcast is a place for experts to share their insights and opinions. As students of the future of work, Microsoft values inputs from a diverse set of voices. That said, the opinions and findings of our guests are their own and they may not necessarily reflect Microsoft’s own research or positions. WorkLab is produced by Microsoft with Godfrey Dadich Partners and Reasonable Volume. I’m your host, Molly Wood. Sharon Kallander and Matthew Duncan produced this podcast. Jessica Voelker is the WorkLab editor. 

    MIL OSI Economics

  • MIL-OSI: OTC Markets Group Launches OTCID™ Basic Market, In Major Structural Upgrade to U.S. OTC Equities Markets

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — OTC Markets Group Inc. (OTCQX: OTCM), operator of regulated markets for over 12,000 U.S. and international securities, today launched the OTCID™ Basic Market, a major structural upgrade that redefines the baseline for disclosure in the over-the-counter (OTC) equities space.

    With the elimination of the Pink Current Market, the new OTCID™ Basic Market introduces a more transparent framework for companies that choose to engage with U.S. investors through consistent, ongoing reporting.

    The move reflects OTC Markets Group’s broader strategy to enhance market clarity, reduce investor uncertainty, and offer compliant companies a more defined pathway to grow their presence in U.S. public markets.

    Companies trading on the OTCID™ Basic Market are now required to meet specific disclosure benchmarks, including timely quarterly and annual financials, management certifications, and updated company profile information. These foundational requirements ensure that investors, brokers, regulators, and data providers can rely on timely, accurate information from issuers of securities.

    “We’re supporting companies that choose to connect with the market and commit to timely, consistent, ongoing disclosure, as the best public companies understand that their data drives market quality” said Cromwell Coulson, President and CEO of OTC Markets Group. “When companies provide reliable information, that data flows directly into investor screens and broker-dealer machines, enhancing transparency, improving price discovery, and driving better outcomes across the market.”

    1237 securities from the US and key international markets, including Canada, Australia, the United Kingdom, Japan and Hong Kong have already taken the necessary steps to meet OTCID requirements, reinforcing their commitment to timely disclosure and direct engagement with U.S. investors.

    For many, OTCID is a strategic entry point, not a final destination. Investor-focused issuers continue to move up the market. Since January, 61 companies, including Bayer AG and OMV AG, have qualified for the OTCQX® Best Market, underscoring growing demand among issuers for higher visibility, stronger governance, and deeper, digital engagement with U.S. investors.

    Companies that fail to meet the new OTCID’s requirements have been downgraded to either the Pink Limited™ Market or the Expert Restricted Market. Pink Limited™ Market serves as a warning to investors, flagging securities with limited to no issuer involvement, including companies with limited, outdated, or inconsistent disclosures. The Expert Market continues to include securities that fail to meet even the most basic public disclosure requirements under SEC Rule 15c2-11. Quotes in Expert Market securities are not available to retail investors.

    By setting sharper distinctions between active and inactive issuers, OTC Markets Group is delivering on its mission to foster informed investment decisions and build a more efficient public market.

    For more information, visit www.otcmarkets.com/OTCID

    About OTC Markets Group Inc.
    OTC Markets Group Inc. (OTCQX: OTCM) operates regulated markets for trading 12,000 U.S. and international securities. Our data-driven disclosure standards form the foundation of our public markets: OTCQX® Best Market, OTCQB® Venture Market, OTCID™ Basic Market and Pink Limited™ Market. Our OTC Link® Alternative Trading Systems (ATSs) provide critical market infrastructure that broker-dealers rely on to facilitate trading. Our innovative model offers companies more efficient access to the U.S. financial markets.

    OTC Link ATS, OTC Link ECN, OTC Link NQB, and MOON ATS™ are each SEC regulated ATS, operated by OTC Link LLC, a FINRA and SEC registered broker-dealer, member SIPC. To learn more about how we create better informed and more efficient markets, visit www.otcmarkets.com.

    Media Contact:

    Media@otcmarkets.com

    The MIL Network

  • MIL-OSI: Banco Santander Chile: Second Quarter 2025 Analyst and Investor Webcast / Conference Call

    Source: GlobeNewswire (MIL-OSI)

    SANTIAGO, Chile, July 01, 2025 (GLOBE NEWSWIRE) — You are cordially invited to participate in Banco Santander Chile’s (NYSE: BSAC) conference call-webcast on Tuesday August 5, 2025, at 11.00 AM (ET time) where we will discuss 2Q 2025 financial results. The Bank’s Officers participating in the conference call are: Patricia Pérez, CFO, Cristian Vicuña, Chief Strategy Officer & Head of IR and Andrés Sansone, Chief Economist. A question and answer session will follow the presentation.

    The Management Commentary report will be published on July 31, 2025, before the market opens. The quiet period begins on July 17.

    To participate, the webcast presentation can be viewed at: https://mm.closir.com/slides?id=720987

    Or please dial in using any of the below numbers:
    United Kingdom +44 203 984 9844
    USA +1 718 866 4614
    Austria +43 720 022981
    Brazil +556120171549
    Canada +1 587 855 1318
    Chile +56228401484
    Czech Republic +420 910 880101
    Estonia +372 609 4102
    Finland +35 8753 26 4477
    France +33 1758 50 878
    Germany +49 30 25 555 323
    Hong Kong +852 3001 6551
    Mexico +52 55 1168 9973
    Peru +51 1 7060950
    Poland +48 22 124 49 59
    Russia +7 495 283 98 58
    Singapore +65 3138 6816
    South Africa +27872500455
    South Korea +82 70 4732 5006
    Sweden +46 10 551 30 20
    Turkey +90 850 390 7512
    Ukraine +380 89 324 0624

    Participant Passcode: 720987
    Please dial in approximately 10 minutes prior to the starting time of the conference.

    If you have any questions, please contact Cristian Vicuña at Banco Santander Chile at Cristian.vicuna@santander.cl, Rowena Lambert at Rowena.lambert@santander.cl or María Magdalena Rosende at Maria.rosende@santander.cl

    CONTACT INFORMATION

    Cristian Vicuña
    Investor Relations
    Banco Santander Chile
    Bandera 140, Floor 20
    Santiago, Chile
    Email: irelations@santander.cl
    Website: www.santander.cl

    Banco Santander Chile is one of the companies with the highest risk classifications in Latin America with an A2 rating from Moody’s, A- from Standard and Poor’s, A+ from Japan Credit Rating Agency, AA- from HR Ratings and A from KBRA. All our ratings as of the date of this report have a Stable Outlook.

    As of March 31, 2025, the bank had total assets of Ch$67,059,423 million (US$70,284 million), total gross loans (including those owed by banks) at amortized cost of Ch$41,098,666 million (US$43,075 million), total deposits of Ch$30,607,715 million (US$32,080 million), and bank owners’ equity of Ch$4,400,233 million (US$4,612 million). The BIS capital ratio was 16.9%, with a core capital ratio of 10.7%. As of March 31, 2025, Santander Chile employed 8,712 people and had 237 branches throughout Chile.

    The MIL Network

  • MIL-OSI: Old National Names Matt Keen Chief Information Officer

    Source: GlobeNewswire (MIL-OSI)

    MINNEAPOLIS and ST. PAUL, Minn., July 01, 2025 (GLOBE NEWSWIRE) — (NASDAQ: ONB) Old National Bancorp (“Old National”) has appointed Matt Keen as Chief Information Officer (CIO). In this role, Keen will join Old National’s Executive Leadership Team – the company’s senior-most group of C-suite executives.

    Keen brings more than three decades of experience in significant technology leadership roles at national companies, including leading architecture development, as well as experience with brokerage and banking services, cloud service optimization, and platform modernization.

    “As Old National continues our Midwest and Southeast expansion, our technology strategy and capabilities are also evolving to continue meeting our ever-growing clients’ needs and expectations,” said Old National Chairman & CEO Jim Ryan. “Matt’s wide-ranging technology expertise will be essential for helping us innovate and deliver client-focused solutions, while also supporting the personal relationships that have always been the heart of our success.”

    Keen’s previous technology leadership experience included consulting with American Express as part of his tenure at PriceWaterhouseCoopers, almost 15 years at Ameriprise Financial (formerly a division of American Express), and six years at Two Harbors Investments. Most recently, he served as CIO for Bremer Bank, which became a division of Old National Bank on May 1, 2025.

    As Old National’s CIO, Keen will lead a forward-thinking approach to leveraging technology as an enabler for business success. He will shape and execute the company’s technology strategy, working closely and collaboratively with all aspects of the business to identify ways to increase efficiencies and drive growth. With a particular emphasis on innovation, Keen and his team will use technology, as well as data and analytics, to effectively support and enhance the client and team member experience, to meet their ever-evolving expectations.

    “I’m looking forward to continuing to advance the strong technology foundation that has enabled Old National to achieve its growth goals,” Keen said. “Through a collaborative approach and intense focus on our clients, we’ll bring forward the best technology capabilities to serve the business and support the culture that our team members, clients, and communities expect and appreciate.”

    A resident of Chanhassen, Minn., Keen holds a degree in quantitative methods and computer science from the University of St. Thomas.

    Keen succeeds retiring Chief Information Officer Paul S. Kilroy, who joined Old National in 2020. During his tenure, Kilroy spearheaded a groundbreaking partnership with Infosys that vastly improved contact center quality and stabilized information quality metrics across the organization, leading to a 2024 “Tech Exec of the Year” honor from the Indianapolis Business Journal.

    ABOUT OLD NATIONAL
    Old National Bancorp (NASDAQ: ONB) is the holding company of Old National Bank. As the fifth largest commercial bank headquartered in the Midwest, Old National proudly serves clients primarily in the Midwest and Southeast. With approximately $70 billion of assets and $37 billion of assets under management (including Bremer Financial Corporation on a pro forma basis as of March 31, 2025), Old National ranks among the top 25 banking companies headquartered in the United States. Tracing our roots to 1834, Old National focuses on building long-term, highly valued partnerships with clients while also strengthening and supporting the communities we serve. In addition to providing extensive services in consumer and commercial banking, Old National offers comprehensive wealth management and capital markets services. For more information and financial data, please visit Investor Relations at oldnational.com. In 2025, Points of Light again named Old National one of “The Civic 50” — an honor reserved for the 50 most community-minded companies in the United States.

    Investor Relations:
    Lynell Durchholz
    (812) 464-1366
    lynell.durchholz@oldnational.com

    Media Relations:
    Rick Vach
    (904) 535-9489
    rick.vach@oldnational.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/5d64d8b1-0fab-4151-8bd2-c21133a36465

    The MIL Network

  • Jaishankar urges Quad partners to back India’s zero tolerance policy on terror

    Source: Government of India

    Source: Government of India (4)

    External Affairs Minister (EAM) S. Jaishankar on Tuesday reiterated India’s right to defend itself against terrorism and urged the Quad to understand this position, as the foreign ministers of the four-nation group gathered for their ministerial meeting.

    “India has every right to defend its people against terrorism, and we will exercise that right,” he said, with U.S. Secretary of State Marco Rubio, Australian Foreign Minister Penny Wong, and Japanese Foreign Minister Takeshi Iwaya standing beside him.

    “We expect our Quad partners to understand and appreciate that,” he emphasised.

    This marks the first Quad ministerial where the four foreign ministers are meeting together following the heinous Pahalgam massacre on April 22, carried out by Pakistan-backed terrorists, and India’s subsequent decisive response — ‘Operation Sindoor’.

    Referring to the Pahalgam attack, EAM Jaishankar said, “A word about terrorism in light of our recent experience: The world must display zero tolerance. Victims and perpetrators must never be equated.”

    Counter-terrorism remains a core focus of the Quad agenda.

    Prime Minister Narendra Modi is set to host the Quad leaders’ summit later this year, which will include U.S. President Donald Trump, Australian Prime Minister Anthony Albanese, and Japanese Prime Minister Shigeru Ishiba.

    “We have some proposals on how to make that summit productive,” Jaishankar said. “I’m sure our partners do as well. We will discuss them, and I’m confident we can agree on a constructive way forward.”

    “A lot is happening in the world, and I’m sure that our exchange of views will be very valuable for all of us,” he added.

    He underlined that the Quad is committed to a rules-based international order, stating, “It is essential that nations of the Indo-Pacific have the freedom of choice — a prerequisite for making the right decisions.”

    The task before the Quad, he said, is “deepening our convergence and expanding our common ground.”

    “In recent months, we have made significant progress in various Quad initiatives,” he said.

    “These include areas like the maritime domain, technology, education, and political coordination.”

    Regarding their current meeting, he added, “We will also be discussing how the functioning of the Quad has been enhanced by streamlining working groups into a more cohesive, nimble, and focused structure.”

    “I value our consultations on various dimensions of the Indo-Pacific,” he concluded.

    — IANS

  • MIL-OSI Africa: African Development Bank approves ZAR 2.5 billion loan to City of Johannesburg for critical urban infrastructure development


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    The Board of Directors of the African Development Bank Group (www.AfDB.org) has approved a ZAR 2.5 billion (approximately $139 million) corporate loan to the City of Johannesburg Metropolitan Municipality, marking the Bank’s first direct lending to a subnational entity in Africa.  

    The transaction will finance critical infrastructure projects in electricity, water, sanitation, and solid waste management, directly benefiting over 6 million residents in South Africa’s economic powerhouse. 

    The approval marks a transformative moment for municipal financing across Africa, operationalizing the African Development Bank’s Guidelines for Subnational Finance for the first time. The funding will exclusively support trading services infrastructure that generates revenue, ensuring sustainable debt repayment, while addressing urgent challenges in service delivery. 

    “This landmark transaction, led by the African Development Bank’s Infrastructure and Urban Development Department, in coordination with the Water and Sanitation Department,  and the Power Department, signals a new era in how the African Development Bank can empower cities,” said the Bank’s Vice President for Private Sector, Infrastructure & Industrialization, Solomon Quaynor. “By directly financing Johannesburg, we are unlocking a scalable model for subnational lending that enables multi-sectoral infrastructure delivery and positions the Bank as a trusted partner in driving sustainable, inclusive urban development across Africa.” 

    The loan will finance over 100 carefully selected projects across four vital sectors: upgrading distribution networks, installing smart meters, expanding renewable energy capacity, and connecting 3,200 new households to the grid; rehabilitating aging pipelines, upgrading treatment facilities, and reducing water losses from 46% to 37%;  and improving landfill compliance, expanding recycling facilities, and enhancing waste collection services. 

    “This historic transaction demonstrates the African Development Bank’s commitment to supporting creditworthy cities as engines of economic growth,” said the African Development Bank’s Director General for Southern Africa, Kennedy  Mbekeani. “Johannesburg is not just South Africa’s largest city – it contributes 16% to the country’s GDP and serves as a gateway for investment across the continent. By strengthening its infrastructure backbone, we’re investing in Africa’s urban future.” 

    The City of Johannesburg faces significant infrastructure challenges, with annual electricity losses of 30% for the past three years and water losses of 46.1%. The project is expected to create 2,869 jobs during construction and substantially improve service reliability for millions of residents. 

    An additional $1.5 million grant through the Bank’s Urban and Municipal Development Fund is being sought to support municipal reforms, governance and climate-resilient planning initiatives. 

    Beyond infrastructure improvements, the project will deliver significant socioeconomic benefits:  

    • 592 full-time equivalent jobs, with 14% reserved for women and 23% for youth. 
    • Reduced electricity and water interruptions will boost productivity for 65% of electricity and 5% of water consumed by industry. 
    •  Enhanced free basic services for 160,000 indigent households.  
    • ZAR 500 million in contracts earmarked for small and medium enterprises, with 40% reserved for women-owned businesses and 50% for youth entrepreneurs. 

    The African Development Bank has included comprehensive safeguards in the project to assure robust monitoring and oversight, transparency, compliance, and sound financial management throughout the loan lifecycle. 

    Distributed by APO Group on behalf of African Development Bank Group (AfDB).

    Media contact: 
    Emeka Anuforo
    Communication and External Relations Department
    media@afdb.org

    About the African Development Bank Group:
    The African Development Bank Group is Africa’s premier development finance institution. It comprises three distinct entities: the African Development Bank (AfDB), the African Development Fund (ADF) and the Nigeria Trust Fund (NTF). On the ground in 41 African countries with an external office in Japan, the Bank contributes to the economic development and the social progress of its 54 regional member states.

    For more information: www.AfDB.org

    MIL OSI Africa

  • MIL-OSI Africa: The 2025 Food and Agriculture Organization of the United Nations (FAO) Awards honour organizations from Colombia, Egypt, and the Philippines for their contributions to agrifood systems transformation


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    The Food and Agriculture Organization of the United Nations (FAO) announced the winners of the 2025 FAO Awards, recognizing organizations from Colombia, Egypt, and the Philippines, whose work has led to outstanding progress in building more efficient, inclusive, resilient and sustainable agrifood systems.

    On Monday, FAO Director-General QU Dongyu presented the Champion Award and Partnership Award during the 44th FAO Ministerial Conference held in Rome.

    “These Awards are more than an acknowledgment of achievements – they represent FAO’s core values and aspirations. The ceremony is a celebration of possibility and hope of what happens when commitment and innovation meet the urgent call to transform global agrifood systems,” he said.

    The FAO Champion Award, the Organization’s highest corporate award, which carries a prize of USD 50,000 and recognizes significant and outstanding contributions towards advancing FAO’s overall goals, was conferred to la Confederación Mesa Nacional de Pesca Artesanal de Colombia (COMENALPAC), for its tangible results across organizational, social, economic and environmental dimensions, including championing social protection measures for fishers and played a key role in drafting laws against illegal fishing, thereby improving the welfare and rights of fishing communities.

    Since 2017, COMENALPAC has represented over 800 groups of marine and freshwater fishers across Colombia. Its work has contributed to the design and implementation of key legislation, including Law 2268 of 2022, which guarantees social benefits for commercial and subsistence fishers.

    Through an FAO–COMENALPAC partnership, the organization has strengthened fisher communities in Tumaco by eliminating intermediaries, increasing incomes, and promoting inclusive market opportunities. It has also led to the restoration of 83 wetlands, contributing to aquatic biodiversity and more sustainable food systems. The organization was further praised for helping secure the legal recognition of more than 120,000 fishers and for its role in incorporating the concept of “Aquatic Agrifood Ecosystems” into Colombia’s National Development Plan.

    In addition, within the same category, a Special Mention was also awarded to Youth Uprising, a Philippine-based non-profit organization recognized for its intense engagement of young people in transforming agrifood systems.

    The FAO Partnership Award — valued at USD 10,000 and recognizing outstanding cooperation with FAO in advancing the Organization’s work by its Members — was presented to The Egyptian Food Bank (EFB), the first Egypt NGO focused on addressing food insecurity, providing support to over 24 million people through comprehensive food assistance, nutrition, and empowerment programs.

    Among the EFB’s most notable initiatives are the Community Nutrition Programme, the Ramadan Food Loss Initiative, and the Resilience Index Measurement and Analysis (RIMA). EFB’s programs have benefited over 150,000 families and more than 60,000 schoolchildren. Its work also includes capacity-building for small-scale producers and support to 1,200 farmers — particularly women — promoting sustainable agricultural practices and economic inclusion.

    The FAO Director-General bestowed the awards to representatives of the organizations who attended the ceremony in person.

    Adriana Rocío Cadena Cancino, Director of la Confederación Mesa Nacional de Pesca Artesanal de Colombia (COMENALPAC), received the Champion Award on behalf of the organization.

    Mohsen Sarhan Ali Gamal Ali, Chief Executive Officer of The Egyptian Food Bank (EFB), accepted the Partnership Award on behalf of his organization.

    “These awardees remind us that transformation is already happening and must accelerate. Let us continue working hand in hand for the transformation of global agrifood systems to be more efficient, more inclusive, more resilient and more sustainable,” Qu added in his closing remarks, with a reference to the FAO Four Betters – better production, better nutrition, a better environment and a better life, leaving no one behind.

    Distributed by APO Group on behalf of Food and Agriculture Organization (FAO).

    MIL OSI Africa