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  • MIL-OSI: Mastercard collaborates with Eastern Bank PLC and IDEX Biometrics to launch its global first biometric metal credit card in Bangladesh

    Source: GlobeNewswire (MIL-OSI)

    The new card combines cutting-edge biometric authentication with the sophistication of a metal design, offering both enhanced security and premium user experience for cardholders.

    Dhaka, Bangladesh, 7th July 2025: Mastercard has collaborated with Eastern Bank PLC to introduce its first biometric metal credit card, marking a significant leap forward in Bangladesh’s payment technology landscape. As part of the ultra-premium World Elite Mastercard portfolio, this innovative card combines cutting-edge biometric authentication with the sophistication of a metal design, offering both enhanced security and premium user experience. Co-powered by IDEX Biometrics, Kona I, and Infineon Technologies, the launch reflects a shared commitment to driving secure, seamless, and future-ready payment experiences in the country.

    The new card will empower Mastercard cardholders to authenticate in-store purchases effortlessly using just their fingerprint—eliminating the need for PINs or signatures. Leveraging advanced biometric technology, it’ll ensure that only the authorized user can complete the transaction, safeguarding sensitive financial data and setting a new benchmark for secure, premium payment experiences.

    With cardholder data securely stored directly on the card, transactions will be authenticated through the user’s fingerprint—adding a powerful layer of protection against fraud. One of the most user-friendly features of the new card will be its seamless enrollment process—cardholders can conveniently register their fingerprint from the comfort of home using a kit provided by the bank.

    Enhancing its security credentials further, the card will be equipped with Mastercard Identity Theft Protection, a robust feature that continuously scans the web for signs of identity fraud, offering cardholders proactive and comprehensive protection.

    Ali Reza Iftekhar, Managing Director & CEO, Eastern Bank PLC, said, “Eastern Bank PLC is pioneering the payment landscape in Bangladesh, confirming its leadership and innovation positioning. This IDEX Biometrics solution will provide a first-class payment experience and a new payment standard, powering secure contactless transactions in the country.”

    Syed Mohammad Kamal, Country Manager, Bangladesh, Mastercard, said, “Mastercard is delighted to collaborate with Eastern Bank PLC to launch its first biometric metal card in Bangladesh. This groundbreaking innovation reaffirms Mastercard’s leadership in redefining the future of payments—where cutting-edge security meets seamless convenience. By embedding fingerprint authentication into a sleek metal card, Mastercard has set a new benchmark for premium cardholders who demand both sophistication and safety. Beyond its advanced technology, the World Elite Mastercard credit card will unlock a host of exclusive privileges, delivering an elevated experience that reflects the evolving expectations of today’s discerning consumers.”

    Anders Storbraten, CEO, IDEX Biometrics, said, “We are excited that the IDEX Biometrics technology is part of this major milestone for the industry. This is a big win for customers, who can benefit from secure, seamless and highly innovative payment solutions. The biometric metal card from EBL brings it all together.”

    Tolgahan Yildiz, Head of Trusted Mobile Connectivity and Transactions Product Line, Infineon Technologies, said, “With our ongoing commitment to the smart card market and investment in innovation, we’re proud to enable the launch of this biometric metal card solution.”

    This exclusive World Elite Mastercard credit card will also unlock a host of premium privileges through Mastercard’s Priceless Specials platform, such as:

    • A complimentary one-night stay at luxury hotels
    • A free gourmet meal at top restaurants across Asia Pacific
    • Exclusive rooftop dining at CÉ LA VI, Marina Bay Sands, Singapore, plus a SG$100 voucher
    • Access to over 46 premium golf clubs, including TPC® courses operated by the PGA TOUR

    The new card will also enable additional perks for cardholders, including:

    • Global data roaming with Flexiroam
    • Discounted car rentals from Hertz
    • USD 1,000 off Uniworld river cruises
    • Fast-track elite memberships with hotel loyalty programs like GHA DISCOVERY, HoteLux, Wyndham Rewards, and I Prefer

    Further, cardholders will gain access to exclusive and specially curated experiences through Mastercard’s globally renowned Priceless platform. They will also be able to enjoy complimentary access to over 1,300 airport lounges worldwide through Mastercard’s LoungeKey program, along with access to select domestic lounges—ensuring comfort and convenience wherever they travel.

    To elevate the experience even further, a 24/7 concierge service will be available to cardholders, ensuring seamless assistance and effortless access to the finest experiences around the globe—from last-minute reservations to curated travel recommendations.

    Enclosed: Photos of the card, the launch advertisement and the representatives of the companies collaborating to create and launch the card.

    About IDEX Biometrics

    IDEX Biometrics ASA (OSE: IDEX) is a global technology leader in fingerprint biometrics, offering authentication solutions across payments, access control, and digital identity. Our solutions bring convenience, security, peace of mind and seamless user experiences to the world. Built on patented and proprietary sensor technologies, integrated circuit designs, and software, our biometric solutions target card-based applications for payments and digital authentication. As an industry-enabler we partner with leading card manufacturers and technology companies to bring our solutions to market.

    For more information, please visit www.idexbiometrics.com or contact ir@idexbiometrics.com

    About Mastercard

    Mastercard powers economies and empowers people in 200+ countries and territories worldwide. Together with our customers, we’re building a resilient economy where everyone can prosper. We support a wide range of digital payments choices, making transactions secure, simple, smart and accessible. Our technology and innovation, partnerships and networks combine to deliver a unique set of products and services that help people, businesses and governments realize their greatest potential.

    For more information, please visit www.mastercard.com

    About Eastern Bank PLC

    A game changer in Bangladesh’s fast growing financial sector, the success of EASTERN BANK PLC comes from its continuous effort to innovate products and services, its commitment to offer service excellence and passion for performance. With a sound asset quality, strong liquidity, adequate capital coverage and good corporate governance, EASTERN BANK PLC is a symbol of stability in Bangladesh Financial Market. EASTERN BANK PLC has been known for its consistent and sustainable growth over the past 30 years and is being acclaimed for its customer-focus approach. EASTERN BANK PLC is committed to remain a strong partner in accelerating Bangladesh’s journey to a trillion-dollar economy by 2040.

    For more information, please visit www.Eastern Bank PLC.com.bd

    About Infineon

    Infineon Technologies AG is a global semiconductor leader in power systems and IoT. Infineon drives decarbonization and digitalization with its products and solutions. The Company had around 58,060 employees worldwide (end of September 2024) and generated revenue of about €15 billion in the 2024 fiscal year (ending 30 September). Infineon is listed on the Frankfurt Stock Exchange (ticker symbol: IFX) and in the USA on the OTCQX International over-the-counter market (ticker symbol: IFNNY).

    For more information, please visit www.infineon.com

    Trademark Statement
    IDEX, IDEX Biometrics and the IDEX logo are trademarks owned by IDEX Biometrics ASA. All other brands or product names are the property of their respective holders.

    About this notice
    This notice was issued by Erling Svela, Vice president of finance, on 7 July 2025 at 08:00 CET on behalf of IDEX Biometrics ASA.

    Attachments

    The MIL Network –

  • MIL-Evening Report: Sleep divorce: could sleeping separately from your partner lead to a better night’s rest?

    Source: The Conversation (Au and NZ) – By Alix Mellor, Research Fellow, Psychology, Monash University

    Cemile Bingol/Getty Images

    Hundreds of years ago, it was common for married couples among the European upper classes to have separate bedrooms. Sleeping separately was a symbol of luxury and status historically reserved for royalty and the very wealthy.

    Nowadays, it’s common for married couples and other couples in relationships to sleep in the same bed. But sometimes – for reasons from conflicting schedules to snoring to sleep talking – couples might choose to sleep separately in pursuit of a better night’s sleep.

    This is known as “sleep divorce”. Though I prefer the term “sleep separation”, as this doesn’t have to be a permanent arrangement – but more on that later.

    So why might couples choose to sleep separately? And what does the evidence say about the effects on sleep quality if you sleep alone versus with a partner?

    Why do couples opt for a sleep separation?

    Couples may choose to sleep apart if one partner’s sleep is disturbing the other’s, or both are disrupting one another. This can happen for a variety of reasons.

    These include waking up frequently in the night, mismatched body clocks (for example, one person coming to bed later than the other), conflicting schedules (for example, shift workers), snoring, twitching legs or sleep talking.

    Parents with babies and young children may choose to sleep separately to avoid both partners’ sleep being disturbed.

    Those with conflicting preferences for sleeping environments, such as one partner liking a cool room with a fan and the other preferring warmth, may also decide to sleep apart.

    What are the benefits of sleeping alone?

    Many couples say they prefer to sleep – and sleep better – next to their partner.

    But when scientists measure sleep objectively, such as via an electroencephalogram (EEG) to assess brain waves, the data actually shows poorer sleep quality when co-sleeping. So sleeping alone may, in fact, mean better quality and longer sleep.

    Research also shows when one member of the couple has a sleep disorder, such as insomnia or sleep apnoea (where breathing is frequently interrupted during sleep), these people often inadvertently wake up their partner when they wake in the night. So sleeping alone could be a good idea if your bed partner has a sleep disorder.

    What’s more, studies have found sleep disturbances are linked to reduced relationship satisfaction. So sleeping apart could actually mean happier couples.

    Finally, anyone who has struggled with their sleep will know anxiety around sleep is common. Many clients I have seen who experience insomnia report sleeping alone can alleviate some of their anxiety because at least they know they won’t disturb, or be disturbed by, their partner.

    Disturbed sleep has been linked to lower relationship satisfaction.
    Gorodenkoff/Shutterstock

    Are there any downsides to separate sleeping arrangements?

    Some people dislike sleeping alone, reporting comfort, and feelings of safety and protection when sleeping alongside their partner – and loneliness when they don’t.

    Sleeping separately also requires two rooms, or at least two beds. Many couples may not have these options available to them in their home.

    Sleeping separately is often stigmatised, with some people seeing it as the death of a couple’s sex life. But while sleeping in separate beds may provide fewer opportunities for sex, this doesn’t necessarily mean the end of intimacy.

    Sleeping apart could mean some couples actually have more sex. We know better sleep is linked to more positive feelings about relationships, so it’s possible the desire to be intimate could increase after a good night’s sleep in separate beds. Sleeping apart may even mean some couples have more energy to be intimate.

    Nonetheless, if you choose to sleep separately from your partner, it’s important to have an open discussion and prioritise opportunities for connection and intimacy. One client I worked with referred to “visiting rights” where her partner came into her bed for a short period before sleep or in the morning.

    Who should potentially consider a sleep separation?

    You may wish to think about a “sleep separation” if you are disturbing each other’s sleep, have young children, or have different preferences in terms of temperature, light and noise, which are causing issues.

    Ultimately, if sleeping in the same bed is leading to poor sleep then sleeping apart, if it’s possible, could help.

    If you can’t sleep separately there may be other ways to reduce disturbance from a partner such as using an eye mask, white noise or earplugs.

    If you decide to try a sleep separation, remember this can be a flexible arrangement or “re-set” and doesn’t have to be permanent, or every night. Some couples find sleeping separately during the working week but sharing a bed on the weekend works well for them.

    Lastly, it’s important to talk to your GP about any persistent sleep problems, such as snoring, insomnia, or unusual behaviour during sleep (for example, shouting or walking around), as there may be an underlying sleep disorder which needs treating.

    Alix Mellor works for the Monash University Healthy Sleep Clinic at the Turner Clinics as a provisional psychologist.

    – ref. Sleep divorce: could sleeping separately from your partner lead to a better night’s rest? – https://theconversation.com/sleep-divorce-could-sleeping-separately-from-your-partner-lead-to-a-better-nights-rest-258085

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI China: Full Text: Remarks by Chinese Premier Li Qiang at the session on peace and security and global governance reform of the XVII BRICS Summit

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

    Full Text: Remarks by Chinese Premier Li Qiang at the session on peace and security and global governance reform of the XVII BRICS Summit

    RIO DE JANEIRO, July 6 — Chinese Premier Li Qiang delivered a speech on Sunday at the plenary session of “Peace and Security and Reform of Global Governance” of the 17th BRICS Summit.

    The following is the full text of the speech:

    Remarks by H.E. Li Qiang

    Premier of the State Council of the People’s Republic of China

    At the Session on Peace and Security and Global Governance Reform Of the XVII BRICS Summit

    Rio de Janeiro, July 6, 2025

    Your Excellency President Luiz Inacio Lula da Silva,

    Colleagues,

    First of all, congratulations on the successful opening of this summit. I thank President Lula and the government of Brazil for the work they have done in hosting this summit, and I welcome Indonesia as a full BRICS member.

    Today, transformations unseen in a century are accelerating in the world. Geopolitical conflicts and economic and trade frictions keep emerging, flames of war continue to rage in some regions, international rules and order face serious challenges, and the authority and efficacy of multilateral mechanisms are weakening. All parties have come to see the growing necessity and urgency to reform the global governance system. And all are participating in and promoting the reform of global governance through various means, either on their own initiative or otherwise. China believes that in this process, one must firmly safeguard the shared interests of the international community and always stand on the right side of history. This is the only way to avoid taking a wrong turn or backpedaling, and to march forward in big strides toward peace, security, prosperity and sustainable development.

    In 2015, President Xi Jinping put forward the global governance vision of extensive consultation and joint contribution for shared benefit, offering China’s solution to the global governance challenge. Ten years on, this important vision has gained growing global influence. Given the interwoven changes and turbulence in the current international landscape, this global governance vision of extensive consultation and joint contribution for shared benefit holds even greater value and relevance, here and now. In the face of heightened differences and disagreements, we need the spirit of equality and respect to enable more extensive consultation. The conflicts and disputes happening across the globe have their roots in the lack of trust and communication. Power politics and bullying are never the right way to solve problems. The security and development of all countries should be respected. There should be less arrogance and prejudice, and more sincerity and understanding. We need to look for the best answer that serves the interests of all through friendly consultation conducted on the basis of equality. In the face of deeply intertwined and shared interests, we need united and collaborative actions to enhance our joint contribution. Humanity lives in the same global village, and countries have increasingly become one community with a shared future. Whether it is tackling global challenges or promoting long-term development, no country can do it alone. Only by standing together in solidarity and working in close collaboration can we build a better home for us all. In the face of development opportunities where cooperation brings win-win results, we need wholehearted embrace of other’s success as our own to expand shared benefits. Development should not be a zero-sum game where one profits at the expense of the other, but a win-win story where all can benefit through mutual assistance. Countries’ development ought to be opportunities, not threats, to each other. When everyone is willing to share opportunities with others, there will be more opportunities and benefits to share.

    Over the years, Global South countries have grown stronger and become champions of and contributors to the reform and improvement of the global governance system. Standing at the forefront of the Global South, we BRICS countries should uphold independence, act with a sense of responsibility, take bigger steps to build consensus and synergy, and strive to be the pioneering force in advancing global governance reform.

    First, we should uphold justice and safeguard world peace and tranquility. Achieving fairness and justice is a persistent pursuit of BRICS countries and an important theme of BRICS cooperation. When international rules are being undermined and bullying practices are on the rise, we need to stand up for what is right and speak up for justice. We need to act as a positive and stable force for good in the world, promote dispute settlement by peaceful means, and seek solutions that address the root causes based on the true merits of issues.

    Second, we should focus on development and bolster the driving forces of economic growth. China’s journey of reform and opening up shows that in solving all problems, development is the foundation and key. It is true to big developing countries like China. It is also true to other countries of the Global South and beyond. With notable advantages in market, resources, industries and other factors, BRICS countries should play an active part in spearheading development cooperation, unlock the growth potential in emerging areas, and continue to explore new space for mutually beneficial cooperation. This year, China will establish the China-BRICS New Quality Productive Forces Research Center and the BRICS New Industry Golden Egret Excellence Scholarships, which will help BRICS countries train talents in areas such as industry and telecommunication, and pursue innovation-driven development.

    Third, we should uphold inclusiveness and promote exchange and mutual learning among civilizations. Dialogue between civilizations can build bridges for peace and friendship and inspire wisdom for common development. With rich histories and cultures, BRICS countries should be advocates of harmonious coexistence of civilizations. We need to call for respect for cultural diversity in the world, and work to ensure that different civilizations inspire each other and prosper together.

    China is ready to work with fellow BRICS members to make global governance more just, equitable, efficient and well-ordered, and build a better world together.

    Thank you.

    MIL OSI China News –

  • MIL-Evening Report: In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods?

    Source: The Conversation (Au and NZ) – By Erica Kuligowski, Vice-Chancellor’s Senior Research Fellow, School of Engineering, RMIT University

    Harrowing stories are emerging in the wake of catastrophic and sudden flooding over the fourth of July weekend in Texas – where many people were camping, and children were at riverside summer camp.

    More than 80 people are confirmed dead (28 of whom were children) and 12 people are still missing. Parents have described finding children’s bodies while picking through flood debris searching for their own missing kids.

    In Texas, the floodwaters rose very rapidly and in the middle of the night. Authorities had issued flood warnings but many people were still caught off-guard.

    Sudden floods can also happen in Australia, as seen recently in New South Wales around Taree and Lismore, in the wake of ex-Cyclone Alfred.

    As climate change makes severe weather events more frequent, it’s worth asking: how ready is Australia for its next sudden flood? And what could help to encourage people to leave while there’s still time?

    It’s hard to appreciate how suddenly floods happen

    Decades of research shows disasters can emerge and change very quickly. Hazards at night are especially difficult, because much can change while people are sleeping.

    Even when flood warnings are issued, authorities can struggle to convince people the problem will affect them.

    People often base their risk assessments on what’s happened in the past. So, if they live in an area that has experienced minor flooding before, they may think the current flood will be similarly minor.

    Research also shows people often wait for extra evidence to confirm the initial warnings from officials. They might look to see if people around them are preparing to leave, or look for cues from the environment such as a sudden burst of loud rain.

    Unfortunately, waiting can mean you miss the opportunity to leave. A road may close, or services may be overwhelmed and evacuation may no longer be an option. Escape options can narrow incredibly quickly, especially when people are asleep.

    What about early warning systems?

    The Albanese government announced in 2023 it would spend A$236 million over a decade to establish a national flood warning network. This will involve buying and upgrading flood gauges across Australia and trying to repair what the government has called “patchwork flood gauge network”.

    That’s important, and it’s also positive to see other research on ways we can use existing technology infrastructure such as mobile phone towers to get early warnings on rising floodwaters.

    But technology is only one part of the bigger picture. As growing body of research shows, many people do not evacuate even when warned about floods or fire.

    Communicating risk in a disaster

    Authorities must find ways to communicate disaster risk in a way that people will respond to.

    Research shows getting the message out through as many channels as possible is crucial. People need to hear about the warnings on TV and on radio and online through various platforms and via local groups as well as national authorities.

    The evidence also suggests people are more likely to trust messages coming from others in their community.

    So, emergency agencies should work through community “champions” to help spread the word about an impending flood threat. It could be the principal of a school, a trusted source in a non-English speaking community, local emergency services volunteers or the manager of a local neighbourhood centre.

    Emergency and government agencies need to identify trusted sources in communities, and build connections with them, before the crisis arrives to ensure information is disseminated smoothly in an emergency.

    Tailoring information is key

    Many people hear warnings and believe a flood is coming, but may think the worst impacts won’t happen in their area. This is a very common misconception.

    That’s why information should be tailored so people understand the risk at their particular location.

    Helping people understand the consequences of not evacuating is also vital. This might mean messaging such as “if you don’t leave now, the floods will be over your roof and we may not be able to come and rescue you or your children or pet”.

    Residents may not understand how fast floodwaters can move, that conditions may be very choppy and windy, or that large and dangerous debris will be coming at them and their children in a flood. This should also be communicated clearly.

    Education prior to the crisis event can help people understand what flood waters can do at their location. This community awareness should be conducted in flood-prone areas at regular intervals.

    Localised, tailored information can help people understand what will happen to them and their families if they don’t leave early enough – hopefully preventing devastating death tolls of the kind Texas is now grappling with.

    Erica Kuligowski has received funding from the Australian Research Council and from Natural Hazards Research Australia.

    – ref. In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods? – https://theconversation.com/in-texas-parents-search-flood-debris-for-missing-kids-are-australians-ready-for-our-own-sudden-floods-260581

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods?

    Source: The Conversation (Au and NZ) – By Erica Kuligowski, Vice-Chancellor’s Senior Research Fellow, School of Engineering, RMIT University

    Harrowing stories are emerging in the wake of catastrophic and sudden flooding over the fourth of July weekend in Texas – where many people were camping, and children were at riverside summer camp.

    More than 80 people are confirmed dead (28 of whom were children) and 12 people are still missing. Parents have described finding children’s bodies while picking through flood debris searching for their own missing kids.

    In Texas, the floodwaters rose very rapidly and in the middle of the night. Authorities had issued flood warnings but many people were still caught off-guard.

    Sudden floods can also happen in Australia, as seen recently in New South Wales around Taree and Lismore, in the wake of ex-Cyclone Alfred.

    As climate change makes severe weather events more frequent, it’s worth asking: how ready is Australia for its next sudden flood? And what could help to encourage people to leave while there’s still time?

    It’s hard to appreciate how suddenly floods happen

    Decades of research shows disasters can emerge and change very quickly. Hazards at night are especially difficult, because much can change while people are sleeping.

    Even when flood warnings are issued, authorities can struggle to convince people the problem will affect them.

    People often base their risk assessments on what’s happened in the past. So, if they live in an area that has experienced minor flooding before, they may think the current flood will be similarly minor.

    Research also shows people often wait for extra evidence to confirm the initial warnings from officials. They might look to see if people around them are preparing to leave, or look for cues from the environment such as a sudden burst of loud rain.

    Unfortunately, waiting can mean you miss the opportunity to leave. A road may close, or services may be overwhelmed and evacuation may no longer be an option. Escape options can narrow incredibly quickly, especially when people are asleep.

    What about early warning systems?

    The Albanese government announced in 2023 it would spend A$236 million over a decade to establish a national flood warning network. This will involve buying and upgrading flood gauges across Australia and trying to repair what the government has called “patchwork flood gauge network”.

    That’s important, and it’s also positive to see other research on ways we can use existing technology infrastructure such as mobile phone towers to get early warnings on rising floodwaters.

    But technology is only one part of the bigger picture. As growing body of research shows, many people do not evacuate even when warned about floods or fire.

    Communicating risk in a disaster

    Authorities must find ways to communicate disaster risk in a way that people will respond to.

    Research shows getting the message out through as many channels as possible is crucial. People need to hear about the warnings on TV and on radio and online through various platforms and via local groups as well as national authorities.

    The evidence also suggests people are more likely to trust messages coming from others in their community.

    So, emergency agencies should work through community “champions” to help spread the word about an impending flood threat. It could be the principal of a school, a trusted source in a non-English speaking community, local emergency services volunteers or the manager of a local neighbourhood centre.

    Emergency and government agencies need to identify trusted sources in communities, and build connections with them, before the crisis arrives to ensure information is disseminated smoothly in an emergency.

    Tailoring information is key

    Many people hear warnings and believe a flood is coming, but may think the worst impacts won’t happen in their area. This is a very common misconception.

    That’s why information should be tailored so people understand the risk at their particular location.

    Helping people understand the consequences of not evacuating is also vital. This might mean messaging such as “if you don’t leave now, the floods will be over your roof and we may not be able to come and rescue you or your children or pet”.

    Residents may not understand how fast floodwaters can move, that conditions may be very choppy and windy, or that large and dangerous debris will be coming at them and their children in a flood. This should also be communicated clearly.

    Education prior to the crisis event can help people understand what flood waters can do at their location. This community awareness should be conducted in flood-prone areas at regular intervals.

    Localised, tailored information can help people understand what will happen to them and their families if they don’t leave early enough – hopefully preventing devastating death tolls of the kind Texas is now grappling with.

    Erica Kuligowski has received funding from the Australian Research Council and from Natural Hazards Research Australia.

    – ref. In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods? – https://theconversation.com/in-texas-parents-search-flood-debris-for-missing-kids-are-australians-ready-for-our-own-sudden-floods-260581

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods?

    Source: The Conversation (Au and NZ) – By Erica Kuligowski, Vice-Chancellor’s Senior Research Fellow, School of Engineering, RMIT University

    Harrowing stories are emerging in the wake of catastrophic and sudden flooding over the fourth of July weekend in Texas – where many people were camping, and children were at riverside summer camp.

    More than 80 people are confirmed dead (28 of whom were children) and 12 people are still missing. Parents have described finding children’s bodies while picking through flood debris searching for their own missing kids.

    In Texas, the floodwaters rose very rapidly and in the middle of the night. Authorities had issued flood warnings but many people were still caught off-guard.

    Sudden floods can also happen in Australia, as seen recently in New South Wales around Taree and Lismore, in the wake of ex-Cyclone Alfred.

    As climate change makes severe weather events more frequent, it’s worth asking: how ready is Australia for its next sudden flood? And what could help to encourage people to leave while there’s still time?

    It’s hard to appreciate how suddenly floods happen

    Decades of research shows disasters can emerge and change very quickly. Hazards at night are especially difficult, because much can change while people are sleeping.

    Even when flood warnings are issued, authorities can struggle to convince people the problem will affect them.

    People often base their risk assessments on what’s happened in the past. So, if they live in an area that has experienced minor flooding before, they may think the current flood will be similarly minor.

    Research also shows people often wait for extra evidence to confirm the initial warnings from officials. They might look to see if people around them are preparing to leave, or look for cues from the environment such as a sudden burst of loud rain.

    Unfortunately, waiting can mean you miss the opportunity to leave. A road may close, or services may be overwhelmed and evacuation may no longer be an option. Escape options can narrow incredibly quickly, especially when people are asleep.

    What about early warning systems?

    The Albanese government announced in 2023 it would spend A$236 million over a decade to establish a national flood warning network. This will involve buying and upgrading flood gauges across Australia and trying to repair what the government has called “patchwork flood gauge network”.

    That’s important, and it’s also positive to see other research on ways we can use existing technology infrastructure such as mobile phone towers to get early warnings on rising floodwaters.

    But technology is only one part of the bigger picture. As growing body of research shows, many people do not evacuate even when warned about floods or fire.

    Communicating risk in a disaster

    Authorities must find ways to communicate disaster risk in a way that people will respond to.

    Research shows getting the message out through as many channels as possible is crucial. People need to hear about the warnings on TV and on radio and online through various platforms and via local groups as well as national authorities.

    The evidence also suggests people are more likely to trust messages coming from others in their community.

    So, emergency agencies should work through community “champions” to help spread the word about an impending flood threat. It could be the principal of a school, a trusted source in a non-English speaking community, local emergency services volunteers or the manager of a local neighbourhood centre.

    Emergency and government agencies need to identify trusted sources in communities, and build connections with them, before the crisis arrives to ensure information is disseminated smoothly in an emergency.

    Tailoring information is key

    Many people hear warnings and believe a flood is coming, but may think the worst impacts won’t happen in their area. This is a very common misconception.

    That’s why information should be tailored so people understand the risk at their particular location.

    Helping people understand the consequences of not evacuating is also vital. This might mean messaging such as “if you don’t leave now, the floods will be over your roof and we may not be able to come and rescue you or your children or pet”.

    Residents may not understand how fast floodwaters can move, that conditions may be very choppy and windy, or that large and dangerous debris will be coming at them and their children in a flood. This should also be communicated clearly.

    Education prior to the crisis event can help people understand what flood waters can do at their location. This community awareness should be conducted in flood-prone areas at regular intervals.

    Localised, tailored information can help people understand what will happen to them and their families if they don’t leave early enough – hopefully preventing devastating death tolls of the kind Texas is now grappling with.

    Erica Kuligowski has received funding from the Australian Research Council and from Natural Hazards Research Australia.

    – ref. In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods? – https://theconversation.com/in-texas-parents-search-flood-debris-for-missing-kids-are-australians-ready-for-our-own-sudden-floods-260581

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods?

    Source: The Conversation (Au and NZ) – By Erica Kuligowski, Vice-Chancellor’s Senior Research Fellow, School of Engineering, RMIT University

    Harrowing stories are emerging in the wake of catastrophic and sudden flooding over the fourth of July weekend in Texas – where many people were camping, and children were at riverside summer camp.

    More than 80 people are confirmed dead (28 of whom were children) and 12 people are still missing. Parents have described finding children’s bodies while picking through flood debris searching for their own missing kids.

    In Texas, the floodwaters rose very rapidly and in the middle of the night. Authorities had issued flood warnings but many people were still caught off-guard.

    Sudden floods can also happen in Australia, as seen recently in New South Wales around Taree and Lismore, in the wake of ex-Cyclone Alfred.

    As climate change makes severe weather events more frequent, it’s worth asking: how ready is Australia for its next sudden flood? And what could help to encourage people to leave while there’s still time?

    It’s hard to appreciate how suddenly floods happen

    Decades of research shows disasters can emerge and change very quickly. Hazards at night are especially difficult, because much can change while people are sleeping.

    Even when flood warnings are issued, authorities can struggle to convince people the problem will affect them.

    People often base their risk assessments on what’s happened in the past. So, if they live in an area that has experienced minor flooding before, they may think the current flood will be similarly minor.

    Research also shows people often wait for extra evidence to confirm the initial warnings from officials. They might look to see if people around them are preparing to leave, or look for cues from the environment such as a sudden burst of loud rain.

    Unfortunately, waiting can mean you miss the opportunity to leave. A road may close, or services may be overwhelmed and evacuation may no longer be an option. Escape options can narrow incredibly quickly, especially when people are asleep.

    What about early warning systems?

    The Albanese government announced in 2023 it would spend A$236 million over a decade to establish a national flood warning network. This will involve buying and upgrading flood gauges across Australia and trying to repair what the government has called “patchwork flood gauge network”.

    That’s important, and it’s also positive to see other research on ways we can use existing technology infrastructure such as mobile phone towers to get early warnings on rising floodwaters.

    But technology is only one part of the bigger picture. As growing body of research shows, many people do not evacuate even when warned about floods or fire.

    Communicating risk in a disaster

    Authorities must find ways to communicate disaster risk in a way that people will respond to.

    Research shows getting the message out through as many channels as possible is crucial. People need to hear about the warnings on TV and on radio and online through various platforms and via local groups as well as national authorities.

    The evidence also suggests people are more likely to trust messages coming from others in their community.

    So, emergency agencies should work through community “champions” to help spread the word about an impending flood threat. It could be the principal of a school, a trusted source in a non-English speaking community, local emergency services volunteers or the manager of a local neighbourhood centre.

    Emergency and government agencies need to identify trusted sources in communities, and build connections with them, before the crisis arrives to ensure information is disseminated smoothly in an emergency.

    Tailoring information is key

    Many people hear warnings and believe a flood is coming, but may think the worst impacts won’t happen in their area. This is a very common misconception.

    That’s why information should be tailored so people understand the risk at their particular location.

    Helping people understand the consequences of not evacuating is also vital. This might mean messaging such as “if you don’t leave now, the floods will be over your roof and we may not be able to come and rescue you or your children or pet”.

    Residents may not understand how fast floodwaters can move, that conditions may be very choppy and windy, or that large and dangerous debris will be coming at them and their children in a flood. This should also be communicated clearly.

    Education prior to the crisis event can help people understand what flood waters can do at their location. This community awareness should be conducted in flood-prone areas at regular intervals.

    Localised, tailored information can help people understand what will happen to them and their families if they don’t leave early enough – hopefully preventing devastating death tolls of the kind Texas is now grappling with.

    Erica Kuligowski has received funding from the Australian Research Council and from Natural Hazards Research Australia.

    – ref. In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods? – https://theconversation.com/in-texas-parents-search-flood-debris-for-missing-kids-are-australians-ready-for-our-own-sudden-floods-260581

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Erin Patterson has been found guilty in the mushroom murder trial. Legal experts explain why

    Source: The Conversation (Au and NZ) – By Rick Sarre, Emeritus Professor in Law and Criminal Justice, University of South Australia

    After seven weeks of evidence, six days of summing up, and six and a half days of jury deliberation in the Victorian Supreme Court sitting in Morwell, Victoria, the verdict is finally in. Erin Patterson murdered her estranged husband’s parents, Don and Gail Patterson, along with Gail’s sister, Heather Wilkinson.

    She was also found guilty of attempting to murder Heather’s husband Ian: the only guest to survive the beef wellington lunch served in July 2023 at her home in Leongatha.

    In delivering the guilty verdict, the jury was satisfied Erin Patterson had complete control over the ingredients that went into the meal portions served to her guests – portions that included death cap mushrooms.

    There would not be too many observers surprised with the outcome, given the strength of the prosecution case presented by Nanette Rogers.

    There were no procedural surprises in this case. The prosecution presented its case, followed by the defence and ultimately, a jury verdict.

    But this much-publicised case raises a number of legal issues that contributed to the length of the trial and its outcome. Let’s unpack them.

    Motive doesn’t matter

    The first is the question of motive. Defence counsel Colin Mandy made much of his assertion that there was no apparent reason for the accused to kill her guests.

    It is, however, a mistake to think there needs to be a motive in order to convict. In cases of murder and attempted murder, all that’s required is for a jury to find a “culpable state of mind”.

    In the case of the three deceased, the jury needed to be satisfied, beyond any reasonable doubt, that there was an intention to kill, or to do serious bodily harm.

    In other words, it did not matter why Patterson killed her victims, only that she intended to do so, or to inflict serious harm with death resulting. In the case of the surviving guest, the jury was satisfied that there had been an intention to kill.

    Establishing a motive is a useful tool that prosecution counsel may deploy to add fuel to the fire in the courtroom, but it was not necessary for Rogers to locate a motive in order for the jury to reach guilty verdicts.

    Circumstantial, but substantial

    Another oft-repeated fallacy is that guilty verdicts require more than “mere” circumstantial evidence.

    In fact, most evidence in criminal cases is circumstantial, because direct evidence (such as an eyewitness or a visual or voice recording) is usually unavailable.

    The circumstantial evidence in this case, according to the prosecution, included the attempted hiding of a tainted dehydrator, the doubt cast over whether an Asian grocer was the source of the poisonous mushrooms, and the fact that Erin Patterson’s meal portion was free of the deadly ingredient.

    Placed together, this circumstantial evidence was strong enough for the 12 men and women to return guilty verdicts.

    Indeed, taking into consideration the strength of this evidence, it is perhaps surprising that Patterson did not plead guilty to murder, given the discount on sentence she may have received. She chose to take her chances with a jury. Ultimately, she failed.

    Days of summing up

    Another interesting aspect of the case is that the summing up by the two lead barristers, and then the judge, took more than six days. A generation ago, these addresses would have typically taken considerably less time than that.

    The change, which has occurred slowly over the last two decades, has been necessitated by appeal judgements following guilty verdicts in long trials. In some of these, defence counsel successfully argued the defence case was not sufficiently covered in the judge’s summing up.

    That being the case, the prosecution summary now needs to preempt every aspect of the defence case, knowing the defence counsel summary that follows will attend to every last point that the prosecution has raised.

    Then the judge needs to give chapter and verse (in this case, over four days) in relation to everything again, paying particular attention to the defence case.

    The process is now laborious and time-consuming. One might pity the jurors hearing everything over and over again.

    Indeed, we believe there is little evidence this very expensive change has raised the quality of verdicts.

    But one cannot doubt the way that the criminal process now goes to extraordinary lengths to ensure that an accused receives a fair trial. We will never know why the jury took over six days to reach its verdict (in Australia they are duty bound not to reveal anything of their deliberations), but it does indicate the seriousness with which they treat their role in this process.

    The trust that is placed in the hands of jurors, even with the high profile media frenzy that this case elicited, remains firm.

    On the other hand, with such drawn-out procedures, it’s perhaps not surprising that court backlogs continue to grow, and ever-increasing numbers of people (currently 42% of the Australian prison population) are sitting in prison on remand, awaiting trial.

    What now?

    The maximum sentence for murder in Victoria is life imprisonment. This does not necessarily mean life in prison, for the minimum non-parole period is 30 years, unless a court considers it not in the interests of justice to set such a term.

    Erin Patterson will likely receive a life sentence, with a non-parole period that is in keeping with the number of victims.

    The head sentence and non-parole period will be set by Justice Christopher Beale after sentencing submissions in the days and weeks to come.

    The so-called “mushroom case” still has another chapter to run.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. Erin Patterson has been found guilty in the mushroom murder trial. Legal experts explain why – https://theconversation.com/erin-patterson-has-been-found-guilty-in-the-mushroom-murder-trial-legal-experts-explain-why-230294

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Erin Patterson has been found guilty in the mushroom murder trial. Legal experts explain why

    Source: The Conversation (Au and NZ) – By Rick Sarre, Emeritus Professor in Law and Criminal Justice, University of South Australia

    After seven weeks of evidence, six days of summing up, and six and a half days of jury deliberation in the Victorian Supreme Court sitting in Morwell, Victoria, the verdict is finally in. Erin Patterson murdered her estranged husband’s parents, Don and Gail Patterson, along with Gail’s sister, Heather Wilkinson.

    She was also found guilty of attempting to murder Heather’s husband Ian: the only guest to survive the beef wellington lunch served in July 2023 at her home in Leongatha.

    In delivering the guilty verdict, the jury was satisfied Erin Patterson had complete control over the ingredients that went into the meal portions served to her guests – portions that included death cap mushrooms.

    There would not be too many observers surprised with the outcome, given the strength of the prosecution case presented by Nanette Rogers.

    There were no procedural surprises in this case. The prosecution presented its case, followed by the defence and ultimately, a jury verdict.

    But this much-publicised case raises a number of legal issues that contributed to the length of the trial and its outcome. Let’s unpack them.

    Motive doesn’t matter

    The first is the question of motive. Defence counsel Colin Mandy made much of his assertion that there was no apparent reason for the accused to kill her guests.

    It is, however, a mistake to think there needs to be a motive in order to convict. In cases of murder and attempted murder, all that’s required is for a jury to find a “culpable state of mind”.

    In the case of the three deceased, the jury needed to be satisfied, beyond any reasonable doubt, that there was an intention to kill, or to do serious bodily harm.

    In other words, it did not matter why Patterson killed her victims, only that she intended to do so, or to inflict serious harm with death resulting. In the case of the surviving guest, the jury was satisfied that there had been an intention to kill.

    Establishing a motive is a useful tool that prosecution counsel may deploy to add fuel to the fire in the courtroom, but it was not necessary for Rogers to locate a motive in order for the jury to reach guilty verdicts.

    Circumstantial, but substantial

    Another oft-repeated fallacy is that guilty verdicts require more than “mere” circumstantial evidence.

    In fact, most evidence in criminal cases is circumstantial, because direct evidence (such as an eyewitness or a visual or voice recording) is usually unavailable.

    The circumstantial evidence in this case, according to the prosecution, included the attempted hiding of a tainted dehydrator, the doubt cast over whether an Asian grocer was the source of the poisonous mushrooms, and the fact that Erin Patterson’s meal portion was free of the deadly ingredient.

    Placed together, this circumstantial evidence was strong enough for the 12 men and women to return guilty verdicts.

    Indeed, taking into consideration the strength of this evidence, it is perhaps surprising that Patterson did not plead guilty to murder, given the discount on sentence she may have received. She chose to take her chances with a jury. Ultimately, she failed.

    Days of summing up

    Another interesting aspect of the case is that the summing up by the two lead barristers, and then the judge, took more than six days. A generation ago, these addresses would have typically taken considerably less time than that.

    The change, which has occurred slowly over the last two decades, has been necessitated by appeal judgements following guilty verdicts in long trials. In some of these, defence counsel successfully argued the defence case was not sufficiently covered in the judge’s summing up.

    That being the case, the prosecution summary now needs to preempt every aspect of the defence case, knowing the defence counsel summary that follows will attend to every last point that the prosecution has raised.

    Then the judge needs to give chapter and verse (in this case, over four days) in relation to everything again, paying particular attention to the defence case.

    The process is now laborious and time-consuming. One might pity the jurors hearing everything over and over again.

    Indeed, we believe there is little evidence this very expensive change has raised the quality of verdicts.

    But one cannot doubt the way that the criminal process now goes to extraordinary lengths to ensure that an accused receives a fair trial. We will never know why the jury took over six days to reach its verdict (in Australia they are duty bound not to reveal anything of their deliberations), but it does indicate the seriousness with which they treat their role in this process.

    The trust that is placed in the hands of jurors, even with the high profile media frenzy that this case elicited, remains firm.

    On the other hand, with such drawn-out procedures, it’s perhaps not surprising that court backlogs continue to grow, and ever-increasing numbers of people (currently 42% of the Australian prison population) are sitting in prison on remand, awaiting trial.

    What now?

    The maximum sentence for murder in Victoria is life imprisonment. This does not necessarily mean life in prison, for the minimum non-parole period is 30 years, unless a court considers it not in the interests of justice to set such a term.

    Erin Patterson will likely receive a life sentence, with a non-parole period that is in keeping with the number of victims.

    The head sentence and non-parole period will be set by Justice Christopher Beale after sentencing submissions in the days and weeks to come.

    The so-called “mushroom case” still has another chapter to run.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. Erin Patterson has been found guilty in the mushroom murder trial. Legal experts explain why – https://theconversation.com/erin-patterson-has-been-found-guilty-in-the-mushroom-murder-trial-legal-experts-explain-why-230294

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: A test of political courage: Yoorrook’s final reports demand action, not amnesia

    Source: The Conversation (Au and NZ) – By Jeremie M Bracka, Law Lecturer and Transitional Justice Academic, RMIT University

    Australia’s colonial era may be formally over but its legacies of inequality, land dispossession and systemic racism continue to shape daily life for First Peoples.

    Last week, the Victorian Yoorrook Justice Commission delivered its two final reports to the Victorian governor, concluding the most ambitious effort yet to reckon with these injustices.

    The reports, Yoorrook for Transformation and Yoorrook Truth Be Told, contain 100 detailed recommendations across five volumes. They deliver a devastating account of dispossession, family separation, cultural erasure and structural racism, past and present.

    Their scope is historic. But the question remains: will they change anything?

    A bold innovation in truth-telling

    Yoorrook is not just another inquiry.

    Established in 2021, it is Australia’s first formal truth commission and the only one globally to be established alongside a Treaty process in a settler-colonial democracy.

    It was designed by the First Peoples’ Assembly of Victoria and has been led and shaped by Aboriginal communities.

    Its mandate is wide: to investigate both historical and ongoing injustices across all areas of life from land, law, health and education to housing, finance and child protection.

    Over the past four years, Yoorrook has compelled testimony from ministers and senior bureaucrats, visited prisons and out-of-home care facilities, and travelled across the state to conduct on-country truth-telling with Elders.

    In the words of one witness, Aunty Stephanie Charles:

    Our Land, Our Language, Our
    Lore and Our Lives have been denied
    for far too long. In order to move
    forward these must be recognised
    an respected. This is Yoo-rrook.

    Why truth commissions matter

    Truth commissions emerged most famously in South Africa, where they were used to document atrocities during apartheid.

    In recent years, however, they’ve also appeared in stable democracies grappling with colonial legacies: Canada’s commission on residential schools, Belgium’s commission on its African empire, and multiple United States commissions examining slavery, segregation and systemic racism.

    In postcolonial states such as Australia, truth-telling is particularly powerful and necessary, because harm has not only been inflicted but denied.

    As anthropologist W.E.H. Stanner put it in 1968, Australia has long maintained a “great Australian silence” – a wilful forgetting of how the nation was built on the dispossession of others.

    Yoorrook challenges this silence. It has created an official record of Victoria’s colonial and ongoing harms, and opened a rare space for Indigenous people to define harm on their own terms, including what justice and healing should look like.

    Structural injustice laid bare

    The commission’s final reports lay out both stories and statistics. These include:

    • in the past, Victoria explicitly authorised child removals on racial grounds and controlled every aspect of Aboriginal life under protectionist laws
    • today, the state still removes Aboriginal children at more than 20 times the rate of non-Indigenous children
    • Aboriginal people remain vastly over-represented in police custody, prison populations and cases of public housing exclusion.

    Yoorrook is connecting these dots, showing how the injustices of colonisation did not end but evolved into contemporary legal and institutional forms.

    Importantly, the commission has not shied away from naming these harms. It has condemned Victoria’s systemic racism – including alleged genocide – and called for radical change not just recognition.

    Among its recommendations are calls to return land and water to Traditional Owners, to embed First Peoples’ control over education and child protection, and to establish reparations and shared governance structures across public institutions.

    Will this lead to real change?

    Yoorrook’s reports could be transformative if acted on – but this is far from guaranteed.

    The Canadian experience is instructive. While its Truth and Reconciliation Commission garnered attention, many Canadians today are unfamiliar with its findings and progress on its recommendations has been slow.

    In Australia, there’s a similar risk that Yoorrook may preach to the choir while political leaders move on. Despite a public apology in 2008, most recommendations of the 1991 Royal Commission into Aboriginal Deaths in Custody remain unfulfilled.

    Since then, more than 500 additional Indigenous people have died in custody.

    We must resist the cycle of “truth without justice.”

    In recent hearings, Yoorrook commissioners pressed ministers to move beyond rhetoric. While several public apologies were made, including from Victoria’s attorney-general and the police minister, the commission rightly warned apologies without action are hollow.

    Where to from here?

    The failure of the Voice referendum in 2023 showed just how contested questions of history, race and recognition remain in Australia.

    But it also underscored the need for renewed engagement with the truth, not just in parliaments but in homes, schools, workplaces and media.

    Yoorrook’s challenge is not only to shape policy but to shift public consciousness. In this sense, it must speak to all Victorians.

    Without broader buy-in, even the best-designed truth commission risks being forgotten.

    A test of political courage

    Yoorrook has done its part. It has listened to more than 1,500 voices. It has built the record. It has made the case for transformation.

    Now, the Victorian government and indeed all of us must decide what to do with that truth. Will we confront it? Will we act on it? Or will we retreat once more into silence?

    Yoorrook has narrowed the range of permissible lies in this country. But narrowing lies is not the same as achieving justice. That next step is ours to take.

    Jeremie M Bracka was awarded the Malcolm Moore Industry Research Grant to support the implementation of the Final Reports of the Yoorrook Justice Commission.

    – ref. A test of political courage: Yoorrook’s final reports demand action, not amnesia – https://theconversation.com/a-test-of-political-courage-yoorrooks-final-reports-demand-action-not-amnesia-260580

    MIL OSI Analysis – EveningReport.nz –

  • Nearly 70,000 devotees perform Amarnath Yatra in first four days; 8,605 more join today

    Source: Government of India

    Source: Government of India (4)

    Nearly 70,000 pilgrims have undertaken the annual Amarnath Yatra in the first four days since it began on July 3, officials confirmed on Monday. Of these, 21,512 devotees had Darshan at the holy cave shrine on Sunday alone, marking a strong turnout for one of Hinduism’s most sacred pilgrimages.

    Early Monday morning, another batch of 8,605 pilgrims departed from the Bhagwati Nagar Yatri Niwas in Jammu in two escorted convoys bound for the base camps in Kashmir Valley. According to officials, the first convoy comprising 3,486 pilgrims is en route to the Baltal base camp in north Kashmir, while the second convoy, carrying 5,119 Yatris, is heading toward the Nunwan base camp in Pahalgam.

    The Shri Amarnathji Shrine Board (SASB), which manages the pilgrimage, said thousands of pilgrims are also arriving directly at the Baltal and Nunwan base camps to register on the spot and join the Yatra. Officials confirmed that two pilgrims have died of natural causes since the Yatra began.

    This year’s pilgrimage is taking place under tight security arrangements, especially in the wake of the April 22 terror attack in Pahalgam, where 26 civilians were killed by Pakistan-backed terrorists. In response, authorities have deployed an additional 180 companies of Central Armed Police Forces (CAPFs) to reinforce the presence of the Army, CRPF, BSF, SSB, and local police.

    The entire Yatra route, including all transit camps and pilgrim accommodations, has been placed under multi-tiered security cover. The pilgrimage starts at Jammu’s Bhagwati Nagar and proceeds toward the two base camps, eventually leading up to the holy cave shrine located at 3,888 meters in the Himalayas.

    Amid the tense security environment, local residents in Kashmir have come out in full support of the Yatra, continuing a long-standing tradition of hospitality. As the first batch of pilgrims entered the Valley through Qazigund, they were warmly greeted by Kashmiris holding garlands and placards—a symbolic response to the recent acts of terror. On Sunday, locals offered cold drinks and drinking water to pilgrims returning from the Baltal camp. Many Yatris expressed heartfelt gratitude for the love and support shown by the local population.

    The 2025 Amarnath Yatra will continue for 38 days, concluding on August 9, coinciding with Shravan Purnima and Raksha Bandhan. Pilgrims undertake the journey via two traditional routes: the 46-kilometre trek from Pahalgam, passing through Chandanwari, Sheshnag, and Panchtarni, and the shorter 14-kilometre Baltal route, which allows for a same-day return after Darshan.

    This year, helicopter services have been suspended due to security reasons, making the Yatra a wholly ground-based journey.

    At the heart of the Yatra lies the sacred Amarnath cave shrine, which houses a naturally forming ice stalagmite, believed by devotees to represent Lord Shiva. The structure is said to wax and wane with the lunar cycle and symbolizes divine presence.

    (With agencies inputs)

  • Nearly 70,000 devotees perform Amarnath Yatra in first four days; 8,605 more join today

    Source: Government of India

    Source: Government of India (4)

    Nearly 70,000 pilgrims have undertaken the annual Amarnath Yatra in the first four days since it began on July 3, officials confirmed on Monday. Of these, 21,512 devotees had Darshan at the holy cave shrine on Sunday alone, marking a strong turnout for one of Hinduism’s most sacred pilgrimages.

    Early Monday morning, another batch of 8,605 pilgrims departed from the Bhagwati Nagar Yatri Niwas in Jammu in two escorted convoys bound for the base camps in Kashmir Valley. According to officials, the first convoy comprising 3,486 pilgrims is en route to the Baltal base camp in north Kashmir, while the second convoy, carrying 5,119 Yatris, is heading toward the Nunwan base camp in Pahalgam.

    The Shri Amarnathji Shrine Board (SASB), which manages the pilgrimage, said thousands of pilgrims are also arriving directly at the Baltal and Nunwan base camps to register on the spot and join the Yatra. Officials confirmed that two pilgrims have died of natural causes since the Yatra began.

    This year’s pilgrimage is taking place under tight security arrangements, especially in the wake of the April 22 terror attack in Pahalgam, where 26 civilians were killed by Pakistan-backed terrorists. In response, authorities have deployed an additional 180 companies of Central Armed Police Forces (CAPFs) to reinforce the presence of the Army, CRPF, BSF, SSB, and local police.

    The entire Yatra route, including all transit camps and pilgrim accommodations, has been placed under multi-tiered security cover. The pilgrimage starts at Jammu’s Bhagwati Nagar and proceeds toward the two base camps, eventually leading up to the holy cave shrine located at 3,888 meters in the Himalayas.

    Amid the tense security environment, local residents in Kashmir have come out in full support of the Yatra, continuing a long-standing tradition of hospitality. As the first batch of pilgrims entered the Valley through Qazigund, they were warmly greeted by Kashmiris holding garlands and placards—a symbolic response to the recent acts of terror. On Sunday, locals offered cold drinks and drinking water to pilgrims returning from the Baltal camp. Many Yatris expressed heartfelt gratitude for the love and support shown by the local population.

    The 2025 Amarnath Yatra will continue for 38 days, concluding on August 9, coinciding with Shravan Purnima and Raksha Bandhan. Pilgrims undertake the journey via two traditional routes: the 46-kilometre trek from Pahalgam, passing through Chandanwari, Sheshnag, and Panchtarni, and the shorter 14-kilometre Baltal route, which allows for a same-day return after Darshan.

    This year, helicopter services have been suspended due to security reasons, making the Yatra a wholly ground-based journey.

    At the heart of the Yatra lies the sacred Amarnath cave shrine, which houses a naturally forming ice stalagmite, believed by devotees to represent Lord Shiva. The structure is said to wax and wane with the lunar cycle and symbolizes divine presence.

    (With agencies inputs)

  • MIL-OSI: Roof Financing from 50KLoans: Access New Roof Financing and Roof Financing Near Me, Good or Bad Credit Welcome

    Source: GlobeNewswire (MIL-OSI)

    DALLAS, July 07, 2025 (GLOBE NEWSWIRE) — 50KLoans, a trusted leader in online personal loan matching, has announced the nationwide launch of a comprehensive roof financing solution for homeowners seeking roof replacement financing regardless of credit history. The new service aims to bridge the gap for families and individuals who need a new roof but may be challenged by upfront costs or less-than-perfect credit.

    As the demand for affordable and flexible roof financing options grows, 50KLoans connects borrowers to a vast network of roofing companies that offer financing and lenders specializing in roofing loans. Homeowners can now access new roof financing from $500 up to $50,000, with repayment terms extending up to 10 years and APRs ranging from 5.99% to 35.99%.

    Check your new Roof Financing Options >>

    Making Roof Financing Accessible to All Credit Types

    50KLoans new roofing financing platform is designed for anyone facing urgent repair or replacement needs, including:

    • Homeowners with good, fair, or bad credit
    • Families dealing with storm damage or aging roofs
    • First-time buyers seeking roof financing options as part of a home improvement plan
    • Property investors looking to upgrade multiple properties with roofing companies that finance

    Key Features & Benefits

    • All Credit Scores Welcome: Access roof finance solutions even with bad credit—no minimum score required.
    • Fast, Simple Process: One quick online form matches applicants with reputable lenders and roofing companies that offer financing.
    • Flexible Loan Amounts: Borrow between $500 and $50,000 for roof replacement financing and repairs.
    • Extended Repayment Terms: Pay back over up to 10 years, easing the burden of large upfront costs.
    • No Hidden Fees: Transparent terms from a network of trusted partners.

    How It Works: Step-by-Step Application for Roofing Financing

    1. Submit a Request: Visit 50kLoans.com and select the roof financing amount you need.
    2. Get Matched Instantly: The system matches you with top lenders and roofing companies that finance based on your profile.
    3. Review Offers: Compare rates, repayment terms, and conditions for each roofing loan offer.
    4. Choose & Connect: Select your preferred offer and connect directly with the lender or roofing company that offers financing.
    5. Receive Funds or Schedule Work: Funds are typically transferred electronically within one business day, or the roofing project can be scheduled directly through participating partners.

    Types of Roof Financing Near Me Options Available from 50kLoans

    • Unsecured Personal Loans for roof replacement or repairs
    • Specialty Roofing Loans through partnered roofing companies that finance directly
    • Flexible Installment Loans for large-scale or urgent projects

    Frequently Asked Questions

    Q: Can I get roof financing with bad credit?
    A: Yes, all credit scores are considered. Approval depends on the lender’s criteria.

    Q: Are roofing companies that offer financing available in my area?
    A: 50KLoans partners with a wide network of providers—most areas are covered.

    Q: How soon can I get new roof financing?
    A: Most offers are made instantly online, and funds are available as quickly as the next business day.

    Q: What are typical repayment terms?
    A: Repayment terms range up to 10 years, with competitive APRs from 5.99% to 35.99%.

    Media Contact
    Mukesh Bhardwaj
    Email: mukesh@paydayventures.com

    Disclaimer: 50KLoans is not a lender and does not make credit decisions. Approval, rates, and terms for roof financing are determined by third-party lenders or roofing companies based on applicant eligibility.

    The MIL Network –

  • MIL-OSI: Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    Source: GlobeNewswire (MIL-OSI)

    Media relations:
    Victoire Grux
    Tel.: +33 6 04 52 16 55
    victoire.grux@capgemini.com

    Investor relations:
    Vincent Biraud
    Tel.: +33 1 47 54 50 87
    vincent.biraud@capgemini.com

    Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    • Creation of a leader in Intelligent Operations to capture enterprise investment in Agentic AI to transform their end-to-end business processes
    • Acquisition of a leading player in Digital BPS (Business Process Services) to combine capabilities and scale to address the strategic opportunity driven by Agentic AI
    • Transaction immediately accretive to Capgemini’s revenue growth and operating margin
    • Expected accretion to Capgemini’s normalized EPS of 4% before synergies in 2026, and 7% post-synergies in 2027
    • Definitive transaction agreement entered into pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per share
    • Transaction unanimously approved by the board of directors of both companies and expected to close by the end of the year

    Paris, July 7, 2025 – Capgemini (Euronext Paris: CAP), a global business and technology transformation partner, and WNS (NYSE: WNS), a leading digital-led business transformation and services company, today announced that they have entered into a definitive transaction agreement pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per WNS share, which represents a premium of 28% to the last 90-day average1 share price, of 27% to the last 30-day average1 share price and a premium of 17% to the last closing share price on July 3, 2025. The total cash consideration will amount to $3.3 billion, excluding WNS net financial debt2. The transaction will be accretive to Capgemini’s normalized EPS by 4% before synergies in 2026 and 7% post synergies in 2027. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    “Enterprises are rapidly adopting Generative AI and Agentic AI to transform their operations end-to-end. Business Process Services will be the showcase for Agentic AI. Capgemini’s acquisition of WNS will provide the Group with the scale and vertical sector expertise to capture that rapidly emerging strategic opportunity created by the paradigm shift from traditional BPS to Agentic AI-powered Intelligent Operations,” comments Aiman Ezzat, Chief Executive Officer of Capgemini. “Together we will create a leader in Intelligent Operations, uniquely positioned to support organizations in their AI-powered business process transformation, blending the critical capabilities needed from consulting, technology and platforms to deep process and industry expertise. This will address the client needs for Agentic AI-driven process transformation to deliver efficiency and agility through hyper-automation while achieving superior business outcomes.

    WNS brings to the Group its high growth, margin accretive and resilient Digital Business Process Services, which is the springboard to Intelligent Operations, while further increasing our exposure to the US market. Immediate cross-selling opportunities will be unlocked through the integration of our complementary offerings and clients. I am looking forward to welcoming the WNS global team to Capgemini.”

    “As a recognized leader in the Digital Business Process Services space, we see the next wave of transformation being driven by intelligent, domain-centric operations that unlock strategic value for our clients. Organizations that have already digitized are now seeking to reimagine their operating models by embedding AI at the core—shifting from automation to autonomy,” said Keshav R. Murugesh, Chief Executive Officer of WNS. “By combining our deep domain and process expertise with Capgemini’s global reach, cutting-edge Gen AI and Agentic AI capabilities, a robust partner ecosystem, and advanced technology platforms, we are creating a powerful proposition that accelerates enterprise reinvention. WNS’ complementary portfolio of horizontal and industry-specific solutions will significantly enhance Capgemini’s rapidly growing Business Services footprint, enabling next-generation, data-driven operations across sectors. Just as importantly, our shared values, cultural alignment, and complementary client relationships ensure a seamless integration—unlocking exciting opportunities for innovation, co-creation, and growth across all stakeholder groups.”

    “WNS and Capgemini share a bold, future-focused vision for Intelligent Operations. I’m confident that Capgemini is the ideal partner at the right time in WNS’ journey to extend our capabilities, accelerate innovation, and establish a leadership position in this rapidly evolving market,” said Timothy L. Main, Chairman of WNS Board of Directors. “This marks a pivotal chapter in WNS’ growth—enhancing the resilience and agility of our clients through advanced AI-driven solutions, creating sustained value for our investors, and opening up new avenues for our employees to thrive within a global technology powerhouse.”

    WNS, a leader in the resilient high-growth and margin accretive Digital BPS market

    WNS is a leading and trusted business transformation and services partner that uniquely blends deep industry knowledge with business process management, technology, analytics and AI expertise to create market differentiation for clients. With digital-led transformation solutions deployed to clients across 8 industries where it deploys its highly automated platforms to deliver stronger business outcomes, WNS is a leader in Digital Business Process Services (BPS). This operating model enables strategic engagements that are critical to clients’ daily operations materialized in long-term contracts with recurring revenues streams. Through an expanded ecosystem of partners and network of delivery centers, WNS serves a large portfolio of blue-chip clients, such as3 United Airlines, Aviva, M&T Bank, Centrica and McCain Foods.

    The high-quality business model of WNS, supported by non-linear pricing models and superior profitability has driven a c.+9% constant currency revenue growth on average over the last 3 fiscal years4, to reach $1,266 million of revenue5 in fiscal year 20254 with an 18.7%6 operating margin.

    Global organizations are in constant need of strategic partners to support their transformation to enhance efficiency and accelerate growth. This continues to be a key driver of the Digital BPS market and WNS targets revenue growth of +7% to +11% for FY2026.

    Immediate unlocking of value

    This transaction will position Capgemini as a leader in Digital BPS blending horizontal and vertical process expertise, with a global footprint. With combined revenues of €1.9 billion in 2024 in Digital BPS, this will strengthen Capgemini’s ability to accompany clients on their business and technology transformation journeys.

    The mix of WNS and Capgemini’s complementary offerings and clients will immediately unlock cross-selling opportunities. It will also lay down the foundations to build the capabilities to seize the Intelligent Operations strategic market opportunity.

    Intelligent Operations – Agentic AI creates a paradigm shift that opens a strategic opportunity

    The largest opportunity for global organizations to create value with Gen AI and Agentic AI lies in the fundamental redesign of their operations and business processes. It will attract a significant share of their AI investments as they seek to become AI-powered companies to lead their market. This is creating demand for a new type of business process services: Intelligent Operations.

    Intelligent Operations answers these business needs, providing a consulting-led approach to transform and operate horizontal and vertical business processes leveraging Gen AI and Agentic AI. It addresses clients’ goal of efficiency, speed and agility through process hyper-automation, while significantly improving business outcomes by combining data, AI and digital.

    AI technologies trigger a paradigm shift in delivering business process services: from labor-intensive services to being consulting-led and tech-driven. In parallel, client focus has shifted from efficiency gains toward end-to-end value creation and business outcomes, opening opportunities to add non-linear revenues (i.e. transaction-based, subscription-based or outcome-based models). This is creating a rapidly growing market opportunity.

    Combining the capabilities and scale required to lead in Intelligent Operations

    Both Capgemini and WNS are already pioneering Intelligent Operations. Capgemini with its consulting-led end-to-end transformation of processes, advanced AI tools and technology stacks, and BPS platforms, while WNS has developed a set of sector-specific AI-led solutions recently augmented by the acquisition of Kipi.ai7 to strengthen its data, analytics and AI capabilities.

    The combination of Capgemini and WNS will act as a catalyst to lead in Intelligent Operations providing the required scale and unique set of capabilities from Strategy & Transformation consulting, to horizontal and sector expertise, platform offerings to deep AI and technology capabilities.

    This combination will also leverage the significant investments made by Capgemini in AI through training, offers and its 25 strategic partnerships, including Microsoft, Google, AWS, Mistral AI and NVIDIA. The Group’s leadership is recognized by its clients, with over €900 million of Gen AI bookings in 2024, and by market analysts such as Forrester, IDC and ISG.

    This transaction will reinforce Capgemini as a business and transformation partner to those enterprises who want to become AI-powered businesses.

    Value creation

    Based on calendar year 2024 published information, the combined entities would have generated a revenue of €23.3 billion at a 13.6% operating margin6 in 2024.

    The Group expects accretion to normalized EPS, before synergies from the combination, of 4% in 2026.

    Capgemini expects revenue synergies run-rate of €100 million to €140 million by the end of 2027. Costs and operating model synergies are anticipated to reach an annual pretax run-rate of between €50 million and €70 million by the end of 2027.

    With the benefits of these synergies, the accretion on normalized earnings per share should reach 7% in 2027.

    Smooth integration

    WNS and Capgemini have a natural cultural fit and share common values that will facilitate a smooth integration of the teams, helped by the Group’s track record of successful integrations. Furthermore, the integration will be straightforward into Capgemini’s Global Business Services activities.

    Key transaction terms and timeline

    The contemplated transaction will be implemented by way of a Court-sanctioned scheme of arrangement under the laws of Jersey. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    The transaction is subject to approval by the Royal Court of Jersey and WNS’ shareholders, as well as to receipt of customary regulatory approvals and other conditions. The closing of the transaction is expected to occur by the end of the year.

    Full details of the terms and conditions of the transaction are set out in the transaction agreement, which may be obtained, free of charge, on the SEC’s website (http://www.sec.gov) when available, and WNS’ website at https://www.WNS.com.

    Financing

    Capgemini has secured a bridge financing of €4.0 billion, covering the purchase of securities ($3.3 billion), as well as the gross debt and similar obligations8 of around $0.4 billion and the €0.8 billion Capgemini bond redeemed in June 2025.

    The Group plans to refinance the bridge with available cash for around €1.0 billion and the balance by debt issuance.

    Q2 and H1 2025 performance

    The Group expects Q2 2025 year-on-year growth at constant currency to be slightly better than the -0.4% reported in Q1 2025. The Group also expects for H1 2025 the operating margin to be stable year-on-year at 12.4%.

    Due to the nature and timing of this announcement, the actual Q2 and H1 2025 performance may slightly differ from the above-mentioned expectations. H1 2025 publication will take place as planned on July 30, 2025.

    Outlook

    Capgemini’s financial targets for 2025 do not take into account this transaction and are therefore unchanged:

    • Revenue growth of -2.0% to +2.0% at constant currency;
    • Operating margin of 13.3% to 13.5%;
    • Organic free cash flow of around €1.9 billion.

    Conference call

    Aiman Ezzat, Chief Executive Officer, accompanied by Nive Bhagat, Chief Financial Officer, will comment on this announcement during two audio webcasts (in English only) to be held today:

    • at 8.00 a.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/npdpfjyy
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information
    • and at 3.00 p.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/y5nk6iup
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information

    Replays of both calls will be available, from the same links, shortly after the event and for a period of one year.

    All documents relating to this publication will be posted on the Capgemini investor website at https://investors.capgemini.com/en/.

    IMPORTANT NOTICE

    This announcement is for information purposes only and is not intended to and does not constitute or form part of, an offer, invitation or the solicitation of an offer to purchase, otherwise acquire, subscribe for, sell or otherwise dispose of any securities or the solicitation of any vote or approval in any jurisdiction in contravention of applicable law. In connection with the Transaction, WNS will provide to its shareholders and file with the U.S. Securities and Exchange Commission (the “SEC”) a circular relating to the Transaction (the “scheme document”) and may also file other documents with the SEC.

    The scheme document will contain the full terms and conditions of the Transaction, including details with respect to the WNS shareholder vote in respect of the Transaction and will be sent or otherwise disseminated to WNS’ shareholders and will contain important information about the Transaction and related matters. Any decision in respect of, or other response to, the Transaction should be made only on the basis of the information contained in the scheme document.

    SHAREHOLDERS OF WNS ARE ADVISED TO READ THE SCHEME DOCUMENT AND OTHER RELEVANT DOCUMENTS FILED WITH THE SEC WHEN THEY BECOME AVAILABLE, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE TRANSACTION.

    The scheme document and other relevant documents may be obtained, free of charge, on the SEC’s website (http://www.sec.gov), when available. WNS’ shareholders may obtain free copies of the scheme document once it is available from WNS by going to WNS’ website at https://www.wns.com.

    PARTICIPANTS IN THE SOLICITATION

    Capgemini, WNS and certain of their respective directors and officers may be deemed participants in the solicitation of proxies of WNS’ shareholders in connection with the Transaction. Additional information regarding the foregoing persons, including their direct and indirect interests, by security holdings or otherwise, will be set forth in the scheme document and other relevant documents to be filed with the SEC. WNS’ shareholders and other interested persons may obtain, without charge, more detailed information regarding the directors and officers of WNS in WNS’ periodic reports filed with the SEC available on WNS’ website at https://www.wns.com, and regarding the directors and officers of Capgemini in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/).

    FORWARD LOOKING STATEMENTS

    Certain information in this announcement, as well as oral statements made regarding the Transaction, and other information published by WNS, Capgemini or any member of the Capgemini Group contain statements which are, or may be deemed to be “forward-looking statements”, including, but not limited to, the acceleration of Capgemini and WNS’ growth and the value-additive nature of the Transaction for Capgemini shareholders. The words “anticipates”, “expects”, “believes”, “intends, “estimates”, “plans”, “projects”, “may”, “would”, “will”, “should”, “continue”, or the negative of these terms and similar expressions are intended to identify forward-looking statements. Such forward looking statements are prospective in nature and are not based on historical facts, but rather on current expectations and on numerous assumptions regarding the business strategies and the environment in which Capgemini, any member of the Capgemini Group, including WNS and its subsidiaries following the Transaction (“Post-Transaction Group”) shall operate in the future and are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied by those statements. The forward looking statements contained in this announcement relate to Capgemini, any member of the Capgemini Group or the Post-Transaction Group’s future prospects, developments and business strategies, the expected timing and scope of the Transaction and other statements other than historical facts. For a discussion of some of the risks and important factors that could affect such forward-looking statements, please refer, without limitations, to the risks identified in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/). Factors which could have a material adverse effect on the Company’s operations and future prospects include, but are not limited to, the following risks relating to the Transaction, including in respect of the satisfaction of closing conditions to the Transaction on a timely basis or at all, including the ability to obtain required regulatory approvals and the required scheme shareholder approval; unanticipated difficulties and/or expenditures relating to the Transaction and any related financing; uncertainties as to the timing of the Transaction; litigation relating to, or other challenges to, the Transaction; the impact of the Transaction on each company’s business operations (including the threatened or actual loss of employees, clients or suppliers); the inability to obtain, or delays in obtaining cost savings and synergies from the Transaction; incurrence of unexpected costs and expenses in connection with the Transaction; risks related to changes in the financial, equity and debt markets; and risks related to political, economic and market conditions. In addition, the risks to which WNS’ business is subject, including those risks described in WNS’ periodic reports filed with the SEC, could adversely affect the Transaction and, following the completion of the Transaction, the Company’s operations and future prospects. New risks and uncertainties emerge from time to time, and it is not possible for Capgemini and WNS to predict or assess the impact of every factor that may cause actual results to differ from those contained in any forward-looking statements.

    Specifically, statements of estimated cost savings and synergies relate to future actions and circumstances which, by their nature involve, risks, uncertainties and contingencies. As a result, the cost savings and synergies referred to may not be achieved, may be achieved later or sooner than estimated, or those achieved could be materially different from those estimated. Due to the scale of the Post-Transaction Group, there may be additional changes to the Post-Transaction Group’s operations. As a result, and given the fact that the changes relate to the future, the resulting cost synergies may be materially greater or less than those estimated.

    Forward-looking statements contained herein are only based upon currently available information and speak only as of the date of this announcement, and Capgemini expressly disclaims any obligation to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Capgemini’s expectations with regard thereto or change in events, conditions or circumstances on which any statement is based.

    Past performance is not a reliable indicator of future results and should not be relied upon for any reason.

    The anticipated financial impact of the acquisition of WNS and any references to future financial performance should not be viewed as management guidance. Actual results may differ from the statements set forth herein and such differences may be material.

    ABOUT CAPGEMINI

    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

    WNS is a digital-led business transformation and services company. WNS combines deep domain expertise with talent, technology, and AI to co-create innovative solutions for over 600 clients across various industries. WNS delivers an entire spectrum of solutions including industry-specific offerings, customer experience services, finance and accounting, human resources, procurement, and research and analytics to re-imagine the digital future of businesses. As of March 31, 2025, WNS had 64,505 professionals across 64 delivery centers worldwide including facilities in Canada, China, Costa Rica, India, Malaysia, the Philippines, Poland, Romania, South Africa, Sri Lanka, Turkey, the United Kingdom, and the United States.

    For more information, visit www.wns.com

    1 Volume-weighted average
    2 Net financial debt of WNS was negligible as at March 31, 2025
    3 Clients of WNS based on public domain information
    4 WNS fiscal year ends March 31. Last 3 fiscal years end March 2025.
    5 Revenue represents revenue less repair payments
    6 WNS “Adjusted operating profit” restated to expense amortization of intangible assets (software) above operating margin to conform to Capgemini’s definition of operating margin.
    7 See https://ir.wns.com/news-releases/news-release-details/wns-acquires-kipiai-expand-data-analytics-ai-capabilities
    8 Including considerations to be paid in connection with Restricted Share Units

    Attachment

    The MIL Network –

  • MIL-OSI: Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    Source: GlobeNewswire (MIL-OSI)

    Media relations:
    Victoire Grux
    Tel.: +33 6 04 52 16 55
    victoire.grux@capgemini.com

    Investor relations:
    Vincent Biraud
    Tel.: +33 1 47 54 50 87
    vincent.biraud@capgemini.com

    Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    • Creation of a leader in Intelligent Operations to capture enterprise investment in Agentic AI to transform their end-to-end business processes
    • Acquisition of a leading player in Digital BPS (Business Process Services) to combine capabilities and scale to address the strategic opportunity driven by Agentic AI
    • Transaction immediately accretive to Capgemini’s revenue growth and operating margin
    • Expected accretion to Capgemini’s normalized EPS of 4% before synergies in 2026, and 7% post-synergies in 2027
    • Definitive transaction agreement entered into pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per share
    • Transaction unanimously approved by the board of directors of both companies and expected to close by the end of the year

    Paris, July 7, 2025 – Capgemini (Euronext Paris: CAP), a global business and technology transformation partner, and WNS (NYSE: WNS), a leading digital-led business transformation and services company, today announced that they have entered into a definitive transaction agreement pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per WNS share, which represents a premium of 28% to the last 90-day average1 share price, of 27% to the last 30-day average1 share price and a premium of 17% to the last closing share price on July 3, 2025. The total cash consideration will amount to $3.3 billion, excluding WNS net financial debt2. The transaction will be accretive to Capgemini’s normalized EPS by 4% before synergies in 2026 and 7% post synergies in 2027. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    “Enterprises are rapidly adopting Generative AI and Agentic AI to transform their operations end-to-end. Business Process Services will be the showcase for Agentic AI. Capgemini’s acquisition of WNS will provide the Group with the scale and vertical sector expertise to capture that rapidly emerging strategic opportunity created by the paradigm shift from traditional BPS to Agentic AI-powered Intelligent Operations,” comments Aiman Ezzat, Chief Executive Officer of Capgemini. “Together we will create a leader in Intelligent Operations, uniquely positioned to support organizations in their AI-powered business process transformation, blending the critical capabilities needed from consulting, technology and platforms to deep process and industry expertise. This will address the client needs for Agentic AI-driven process transformation to deliver efficiency and agility through hyper-automation while achieving superior business outcomes.

    WNS brings to the Group its high growth, margin accretive and resilient Digital Business Process Services, which is the springboard to Intelligent Operations, while further increasing our exposure to the US market. Immediate cross-selling opportunities will be unlocked through the integration of our complementary offerings and clients. I am looking forward to welcoming the WNS global team to Capgemini.”

    “As a recognized leader in the Digital Business Process Services space, we see the next wave of transformation being driven by intelligent, domain-centric operations that unlock strategic value for our clients. Organizations that have already digitized are now seeking to reimagine their operating models by embedding AI at the core—shifting from automation to autonomy,” said Keshav R. Murugesh, Chief Executive Officer of WNS. “By combining our deep domain and process expertise with Capgemini’s global reach, cutting-edge Gen AI and Agentic AI capabilities, a robust partner ecosystem, and advanced technology platforms, we are creating a powerful proposition that accelerates enterprise reinvention. WNS’ complementary portfolio of horizontal and industry-specific solutions will significantly enhance Capgemini’s rapidly growing Business Services footprint, enabling next-generation, data-driven operations across sectors. Just as importantly, our shared values, cultural alignment, and complementary client relationships ensure a seamless integration—unlocking exciting opportunities for innovation, co-creation, and growth across all stakeholder groups.”

    “WNS and Capgemini share a bold, future-focused vision for Intelligent Operations. I’m confident that Capgemini is the ideal partner at the right time in WNS’ journey to extend our capabilities, accelerate innovation, and establish a leadership position in this rapidly evolving market,” said Timothy L. Main, Chairman of WNS Board of Directors. “This marks a pivotal chapter in WNS’ growth—enhancing the resilience and agility of our clients through advanced AI-driven solutions, creating sustained value for our investors, and opening up new avenues for our employees to thrive within a global technology powerhouse.”

    WNS, a leader in the resilient high-growth and margin accretive Digital BPS market

    WNS is a leading and trusted business transformation and services partner that uniquely blends deep industry knowledge with business process management, technology, analytics and AI expertise to create market differentiation for clients. With digital-led transformation solutions deployed to clients across 8 industries where it deploys its highly automated platforms to deliver stronger business outcomes, WNS is a leader in Digital Business Process Services (BPS). This operating model enables strategic engagements that are critical to clients’ daily operations materialized in long-term contracts with recurring revenues streams. Through an expanded ecosystem of partners and network of delivery centers, WNS serves a large portfolio of blue-chip clients, such as3 United Airlines, Aviva, M&T Bank, Centrica and McCain Foods.

    The high-quality business model of WNS, supported by non-linear pricing models and superior profitability has driven a c.+9% constant currency revenue growth on average over the last 3 fiscal years4, to reach $1,266 million of revenue5 in fiscal year 20254 with an 18.7%6 operating margin.

    Global organizations are in constant need of strategic partners to support their transformation to enhance efficiency and accelerate growth. This continues to be a key driver of the Digital BPS market and WNS targets revenue growth of +7% to +11% for FY2026.

    Immediate unlocking of value

    This transaction will position Capgemini as a leader in Digital BPS blending horizontal and vertical process expertise, with a global footprint. With combined revenues of €1.9 billion in 2024 in Digital BPS, this will strengthen Capgemini’s ability to accompany clients on their business and technology transformation journeys.

    The mix of WNS and Capgemini’s complementary offerings and clients will immediately unlock cross-selling opportunities. It will also lay down the foundations to build the capabilities to seize the Intelligent Operations strategic market opportunity.

    Intelligent Operations – Agentic AI creates a paradigm shift that opens a strategic opportunity

    The largest opportunity for global organizations to create value with Gen AI and Agentic AI lies in the fundamental redesign of their operations and business processes. It will attract a significant share of their AI investments as they seek to become AI-powered companies to lead their market. This is creating demand for a new type of business process services: Intelligent Operations.

    Intelligent Operations answers these business needs, providing a consulting-led approach to transform and operate horizontal and vertical business processes leveraging Gen AI and Agentic AI. It addresses clients’ goal of efficiency, speed and agility through process hyper-automation, while significantly improving business outcomes by combining data, AI and digital.

    AI technologies trigger a paradigm shift in delivering business process services: from labor-intensive services to being consulting-led and tech-driven. In parallel, client focus has shifted from efficiency gains toward end-to-end value creation and business outcomes, opening opportunities to add non-linear revenues (i.e. transaction-based, subscription-based or outcome-based models). This is creating a rapidly growing market opportunity.

    Combining the capabilities and scale required to lead in Intelligent Operations

    Both Capgemini and WNS are already pioneering Intelligent Operations. Capgemini with its consulting-led end-to-end transformation of processes, advanced AI tools and technology stacks, and BPS platforms, while WNS has developed a set of sector-specific AI-led solutions recently augmented by the acquisition of Kipi.ai7 to strengthen its data, analytics and AI capabilities.

    The combination of Capgemini and WNS will act as a catalyst to lead in Intelligent Operations providing the required scale and unique set of capabilities from Strategy & Transformation consulting, to horizontal and sector expertise, platform offerings to deep AI and technology capabilities.

    This combination will also leverage the significant investments made by Capgemini in AI through training, offers and its 25 strategic partnerships, including Microsoft, Google, AWS, Mistral AI and NVIDIA. The Group’s leadership is recognized by its clients, with over €900 million of Gen AI bookings in 2024, and by market analysts such as Forrester, IDC and ISG.

    This transaction will reinforce Capgemini as a business and transformation partner to those enterprises who want to become AI-powered businesses.

    Value creation

    Based on calendar year 2024 published information, the combined entities would have generated a revenue of €23.3 billion at a 13.6% operating margin6 in 2024.

    The Group expects accretion to normalized EPS, before synergies from the combination, of 4% in 2026.

    Capgemini expects revenue synergies run-rate of €100 million to €140 million by the end of 2027. Costs and operating model synergies are anticipated to reach an annual pretax run-rate of between €50 million and €70 million by the end of 2027.

    With the benefits of these synergies, the accretion on normalized earnings per share should reach 7% in 2027.

    Smooth integration

    WNS and Capgemini have a natural cultural fit and share common values that will facilitate a smooth integration of the teams, helped by the Group’s track record of successful integrations. Furthermore, the integration will be straightforward into Capgemini’s Global Business Services activities.

    Key transaction terms and timeline

    The contemplated transaction will be implemented by way of a Court-sanctioned scheme of arrangement under the laws of Jersey. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    The transaction is subject to approval by the Royal Court of Jersey and WNS’ shareholders, as well as to receipt of customary regulatory approvals and other conditions. The closing of the transaction is expected to occur by the end of the year.

    Full details of the terms and conditions of the transaction are set out in the transaction agreement, which may be obtained, free of charge, on the SEC’s website (http://www.sec.gov) when available, and WNS’ website at https://www.WNS.com.

    Financing

    Capgemini has secured a bridge financing of €4.0 billion, covering the purchase of securities ($3.3 billion), as well as the gross debt and similar obligations8 of around $0.4 billion and the €0.8 billion Capgemini bond redeemed in June 2025.

    The Group plans to refinance the bridge with available cash for around €1.0 billion and the balance by debt issuance.

    Q2 and H1 2025 performance

    The Group expects Q2 2025 year-on-year growth at constant currency to be slightly better than the -0.4% reported in Q1 2025. The Group also expects for H1 2025 the operating margin to be stable year-on-year at 12.4%.

    Due to the nature and timing of this announcement, the actual Q2 and H1 2025 performance may slightly differ from the above-mentioned expectations. H1 2025 publication will take place as planned on July 30, 2025.

    Outlook

    Capgemini’s financial targets for 2025 do not take into account this transaction and are therefore unchanged:

    • Revenue growth of -2.0% to +2.0% at constant currency;
    • Operating margin of 13.3% to 13.5%;
    • Organic free cash flow of around €1.9 billion.

    Conference call

    Aiman Ezzat, Chief Executive Officer, accompanied by Nive Bhagat, Chief Financial Officer, will comment on this announcement during two audio webcasts (in English only) to be held today:

    • at 8.00 a.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/npdpfjyy
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information
    • and at 3.00 p.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/y5nk6iup
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information

    Replays of both calls will be available, from the same links, shortly after the event and for a period of one year.

    All documents relating to this publication will be posted on the Capgemini investor website at https://investors.capgemini.com/en/.

    IMPORTANT NOTICE

    This announcement is for information purposes only and is not intended to and does not constitute or form part of, an offer, invitation or the solicitation of an offer to purchase, otherwise acquire, subscribe for, sell or otherwise dispose of any securities or the solicitation of any vote or approval in any jurisdiction in contravention of applicable law. In connection with the Transaction, WNS will provide to its shareholders and file with the U.S. Securities and Exchange Commission (the “SEC”) a circular relating to the Transaction (the “scheme document”) and may also file other documents with the SEC.

    The scheme document will contain the full terms and conditions of the Transaction, including details with respect to the WNS shareholder vote in respect of the Transaction and will be sent or otherwise disseminated to WNS’ shareholders and will contain important information about the Transaction and related matters. Any decision in respect of, or other response to, the Transaction should be made only on the basis of the information contained in the scheme document.

    SHAREHOLDERS OF WNS ARE ADVISED TO READ THE SCHEME DOCUMENT AND OTHER RELEVANT DOCUMENTS FILED WITH THE SEC WHEN THEY BECOME AVAILABLE, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE TRANSACTION.

    The scheme document and other relevant documents may be obtained, free of charge, on the SEC’s website (http://www.sec.gov), when available. WNS’ shareholders may obtain free copies of the scheme document once it is available from WNS by going to WNS’ website at https://www.wns.com.

    PARTICIPANTS IN THE SOLICITATION

    Capgemini, WNS and certain of their respective directors and officers may be deemed participants in the solicitation of proxies of WNS’ shareholders in connection with the Transaction. Additional information regarding the foregoing persons, including their direct and indirect interests, by security holdings or otherwise, will be set forth in the scheme document and other relevant documents to be filed with the SEC. WNS’ shareholders and other interested persons may obtain, without charge, more detailed information regarding the directors and officers of WNS in WNS’ periodic reports filed with the SEC available on WNS’ website at https://www.wns.com, and regarding the directors and officers of Capgemini in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/).

    FORWARD LOOKING STATEMENTS

    Certain information in this announcement, as well as oral statements made regarding the Transaction, and other information published by WNS, Capgemini or any member of the Capgemini Group contain statements which are, or may be deemed to be “forward-looking statements”, including, but not limited to, the acceleration of Capgemini and WNS’ growth and the value-additive nature of the Transaction for Capgemini shareholders. The words “anticipates”, “expects”, “believes”, “intends, “estimates”, “plans”, “projects”, “may”, “would”, “will”, “should”, “continue”, or the negative of these terms and similar expressions are intended to identify forward-looking statements. Such forward looking statements are prospective in nature and are not based on historical facts, but rather on current expectations and on numerous assumptions regarding the business strategies and the environment in which Capgemini, any member of the Capgemini Group, including WNS and its subsidiaries following the Transaction (“Post-Transaction Group”) shall operate in the future and are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied by those statements. The forward looking statements contained in this announcement relate to Capgemini, any member of the Capgemini Group or the Post-Transaction Group’s future prospects, developments and business strategies, the expected timing and scope of the Transaction and other statements other than historical facts. For a discussion of some of the risks and important factors that could affect such forward-looking statements, please refer, without limitations, to the risks identified in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/). Factors which could have a material adverse effect on the Company’s operations and future prospects include, but are not limited to, the following risks relating to the Transaction, including in respect of the satisfaction of closing conditions to the Transaction on a timely basis or at all, including the ability to obtain required regulatory approvals and the required scheme shareholder approval; unanticipated difficulties and/or expenditures relating to the Transaction and any related financing; uncertainties as to the timing of the Transaction; litigation relating to, or other challenges to, the Transaction; the impact of the Transaction on each company’s business operations (including the threatened or actual loss of employees, clients or suppliers); the inability to obtain, or delays in obtaining cost savings and synergies from the Transaction; incurrence of unexpected costs and expenses in connection with the Transaction; risks related to changes in the financial, equity and debt markets; and risks related to political, economic and market conditions. In addition, the risks to which WNS’ business is subject, including those risks described in WNS’ periodic reports filed with the SEC, could adversely affect the Transaction and, following the completion of the Transaction, the Company’s operations and future prospects. New risks and uncertainties emerge from time to time, and it is not possible for Capgemini and WNS to predict or assess the impact of every factor that may cause actual results to differ from those contained in any forward-looking statements.

    Specifically, statements of estimated cost savings and synergies relate to future actions and circumstances which, by their nature involve, risks, uncertainties and contingencies. As a result, the cost savings and synergies referred to may not be achieved, may be achieved later or sooner than estimated, or those achieved could be materially different from those estimated. Due to the scale of the Post-Transaction Group, there may be additional changes to the Post-Transaction Group’s operations. As a result, and given the fact that the changes relate to the future, the resulting cost synergies may be materially greater or less than those estimated.

    Forward-looking statements contained herein are only based upon currently available information and speak only as of the date of this announcement, and Capgemini expressly disclaims any obligation to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Capgemini’s expectations with regard thereto or change in events, conditions or circumstances on which any statement is based.

    Past performance is not a reliable indicator of future results and should not be relied upon for any reason.

    The anticipated financial impact of the acquisition of WNS and any references to future financial performance should not be viewed as management guidance. Actual results may differ from the statements set forth herein and such differences may be material.

    ABOUT CAPGEMINI

    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

    WNS is a digital-led business transformation and services company. WNS combines deep domain expertise with talent, technology, and AI to co-create innovative solutions for over 600 clients across various industries. WNS delivers an entire spectrum of solutions including industry-specific offerings, customer experience services, finance and accounting, human resources, procurement, and research and analytics to re-imagine the digital future of businesses. As of March 31, 2025, WNS had 64,505 professionals across 64 delivery centers worldwide including facilities in Canada, China, Costa Rica, India, Malaysia, the Philippines, Poland, Romania, South Africa, Sri Lanka, Turkey, the United Kingdom, and the United States.

    For more information, visit www.wns.com

    1 Volume-weighted average
    2 Net financial debt of WNS was negligible as at March 31, 2025
    3 Clients of WNS based on public domain information
    4 WNS fiscal year ends March 31. Last 3 fiscal years end March 2025.
    5 Revenue represents revenue less repair payments
    6 WNS “Adjusted operating profit” restated to expense amortization of intangible assets (software) above operating margin to conform to Capgemini’s definition of operating margin.
    7 See https://ir.wns.com/news-releases/news-release-details/wns-acquires-kipiai-expand-data-analytics-ai-capabilities
    8 Including considerations to be paid in connection with Restricted Share Units

    Attachment

    The MIL Network –

  • MIL-OSI: Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    Source: GlobeNewswire (MIL-OSI)

    Media relations:
    Victoire Grux
    Tel.: +33 6 04 52 16 55
    victoire.grux@capgemini.com

    Investor relations:
    Vincent Biraud
    Tel.: +33 1 47 54 50 87
    vincent.biraud@capgemini.com

    Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    • Creation of a leader in Intelligent Operations to capture enterprise investment in Agentic AI to transform their end-to-end business processes
    • Acquisition of a leading player in Digital BPS (Business Process Services) to combine capabilities and scale to address the strategic opportunity driven by Agentic AI
    • Transaction immediately accretive to Capgemini’s revenue growth and operating margin
    • Expected accretion to Capgemini’s normalized EPS of 4% before synergies in 2026, and 7% post-synergies in 2027
    • Definitive transaction agreement entered into pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per share
    • Transaction unanimously approved by the board of directors of both companies and expected to close by the end of the year

    Paris, July 7, 2025 – Capgemini (Euronext Paris: CAP), a global business and technology transformation partner, and WNS (NYSE: WNS), a leading digital-led business transformation and services company, today announced that they have entered into a definitive transaction agreement pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per WNS share, which represents a premium of 28% to the last 90-day average1 share price, of 27% to the last 30-day average1 share price and a premium of 17% to the last closing share price on July 3, 2025. The total cash consideration will amount to $3.3 billion, excluding WNS net financial debt2. The transaction will be accretive to Capgemini’s normalized EPS by 4% before synergies in 2026 and 7% post synergies in 2027. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    “Enterprises are rapidly adopting Generative AI and Agentic AI to transform their operations end-to-end. Business Process Services will be the showcase for Agentic AI. Capgemini’s acquisition of WNS will provide the Group with the scale and vertical sector expertise to capture that rapidly emerging strategic opportunity created by the paradigm shift from traditional BPS to Agentic AI-powered Intelligent Operations,” comments Aiman Ezzat, Chief Executive Officer of Capgemini. “Together we will create a leader in Intelligent Operations, uniquely positioned to support organizations in their AI-powered business process transformation, blending the critical capabilities needed from consulting, technology and platforms to deep process and industry expertise. This will address the client needs for Agentic AI-driven process transformation to deliver efficiency and agility through hyper-automation while achieving superior business outcomes.

    WNS brings to the Group its high growth, margin accretive and resilient Digital Business Process Services, which is the springboard to Intelligent Operations, while further increasing our exposure to the US market. Immediate cross-selling opportunities will be unlocked through the integration of our complementary offerings and clients. I am looking forward to welcoming the WNS global team to Capgemini.”

    “As a recognized leader in the Digital Business Process Services space, we see the next wave of transformation being driven by intelligent, domain-centric operations that unlock strategic value for our clients. Organizations that have already digitized are now seeking to reimagine their operating models by embedding AI at the core—shifting from automation to autonomy,” said Keshav R. Murugesh, Chief Executive Officer of WNS. “By combining our deep domain and process expertise with Capgemini’s global reach, cutting-edge Gen AI and Agentic AI capabilities, a robust partner ecosystem, and advanced technology platforms, we are creating a powerful proposition that accelerates enterprise reinvention. WNS’ complementary portfolio of horizontal and industry-specific solutions will significantly enhance Capgemini’s rapidly growing Business Services footprint, enabling next-generation, data-driven operations across sectors. Just as importantly, our shared values, cultural alignment, and complementary client relationships ensure a seamless integration—unlocking exciting opportunities for innovation, co-creation, and growth across all stakeholder groups.”

    “WNS and Capgemini share a bold, future-focused vision for Intelligent Operations. I’m confident that Capgemini is the ideal partner at the right time in WNS’ journey to extend our capabilities, accelerate innovation, and establish a leadership position in this rapidly evolving market,” said Timothy L. Main, Chairman of WNS Board of Directors. “This marks a pivotal chapter in WNS’ growth—enhancing the resilience and agility of our clients through advanced AI-driven solutions, creating sustained value for our investors, and opening up new avenues for our employees to thrive within a global technology powerhouse.”

    WNS, a leader in the resilient high-growth and margin accretive Digital BPS market

    WNS is a leading and trusted business transformation and services partner that uniquely blends deep industry knowledge with business process management, technology, analytics and AI expertise to create market differentiation for clients. With digital-led transformation solutions deployed to clients across 8 industries where it deploys its highly automated platforms to deliver stronger business outcomes, WNS is a leader in Digital Business Process Services (BPS). This operating model enables strategic engagements that are critical to clients’ daily operations materialized in long-term contracts with recurring revenues streams. Through an expanded ecosystem of partners and network of delivery centers, WNS serves a large portfolio of blue-chip clients, such as3 United Airlines, Aviva, M&T Bank, Centrica and McCain Foods.

    The high-quality business model of WNS, supported by non-linear pricing models and superior profitability has driven a c.+9% constant currency revenue growth on average over the last 3 fiscal years4, to reach $1,266 million of revenue5 in fiscal year 20254 with an 18.7%6 operating margin.

    Global organizations are in constant need of strategic partners to support their transformation to enhance efficiency and accelerate growth. This continues to be a key driver of the Digital BPS market and WNS targets revenue growth of +7% to +11% for FY2026.

    Immediate unlocking of value

    This transaction will position Capgemini as a leader in Digital BPS blending horizontal and vertical process expertise, with a global footprint. With combined revenues of €1.9 billion in 2024 in Digital BPS, this will strengthen Capgemini’s ability to accompany clients on their business and technology transformation journeys.

    The mix of WNS and Capgemini’s complementary offerings and clients will immediately unlock cross-selling opportunities. It will also lay down the foundations to build the capabilities to seize the Intelligent Operations strategic market opportunity.

    Intelligent Operations – Agentic AI creates a paradigm shift that opens a strategic opportunity

    The largest opportunity for global organizations to create value with Gen AI and Agentic AI lies in the fundamental redesign of their operations and business processes. It will attract a significant share of their AI investments as they seek to become AI-powered companies to lead their market. This is creating demand for a new type of business process services: Intelligent Operations.

    Intelligent Operations answers these business needs, providing a consulting-led approach to transform and operate horizontal and vertical business processes leveraging Gen AI and Agentic AI. It addresses clients’ goal of efficiency, speed and agility through process hyper-automation, while significantly improving business outcomes by combining data, AI and digital.

    AI technologies trigger a paradigm shift in delivering business process services: from labor-intensive services to being consulting-led and tech-driven. In parallel, client focus has shifted from efficiency gains toward end-to-end value creation and business outcomes, opening opportunities to add non-linear revenues (i.e. transaction-based, subscription-based or outcome-based models). This is creating a rapidly growing market opportunity.

    Combining the capabilities and scale required to lead in Intelligent Operations

    Both Capgemini and WNS are already pioneering Intelligent Operations. Capgemini with its consulting-led end-to-end transformation of processes, advanced AI tools and technology stacks, and BPS platforms, while WNS has developed a set of sector-specific AI-led solutions recently augmented by the acquisition of Kipi.ai7 to strengthen its data, analytics and AI capabilities.

    The combination of Capgemini and WNS will act as a catalyst to lead in Intelligent Operations providing the required scale and unique set of capabilities from Strategy & Transformation consulting, to horizontal and sector expertise, platform offerings to deep AI and technology capabilities.

    This combination will also leverage the significant investments made by Capgemini in AI through training, offers and its 25 strategic partnerships, including Microsoft, Google, AWS, Mistral AI and NVIDIA. The Group’s leadership is recognized by its clients, with over €900 million of Gen AI bookings in 2024, and by market analysts such as Forrester, IDC and ISG.

    This transaction will reinforce Capgemini as a business and transformation partner to those enterprises who want to become AI-powered businesses.

    Value creation

    Based on calendar year 2024 published information, the combined entities would have generated a revenue of €23.3 billion at a 13.6% operating margin6 in 2024.

    The Group expects accretion to normalized EPS, before synergies from the combination, of 4% in 2026.

    Capgemini expects revenue synergies run-rate of €100 million to €140 million by the end of 2027. Costs and operating model synergies are anticipated to reach an annual pretax run-rate of between €50 million and €70 million by the end of 2027.

    With the benefits of these synergies, the accretion on normalized earnings per share should reach 7% in 2027.

    Smooth integration

    WNS and Capgemini have a natural cultural fit and share common values that will facilitate a smooth integration of the teams, helped by the Group’s track record of successful integrations. Furthermore, the integration will be straightforward into Capgemini’s Global Business Services activities.

    Key transaction terms and timeline

    The contemplated transaction will be implemented by way of a Court-sanctioned scheme of arrangement under the laws of Jersey. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    The transaction is subject to approval by the Royal Court of Jersey and WNS’ shareholders, as well as to receipt of customary regulatory approvals and other conditions. The closing of the transaction is expected to occur by the end of the year.

    Full details of the terms and conditions of the transaction are set out in the transaction agreement, which may be obtained, free of charge, on the SEC’s website (http://www.sec.gov) when available, and WNS’ website at https://www.WNS.com.

    Financing

    Capgemini has secured a bridge financing of €4.0 billion, covering the purchase of securities ($3.3 billion), as well as the gross debt and similar obligations8 of around $0.4 billion and the €0.8 billion Capgemini bond redeemed in June 2025.

    The Group plans to refinance the bridge with available cash for around €1.0 billion and the balance by debt issuance.

    Q2 and H1 2025 performance

    The Group expects Q2 2025 year-on-year growth at constant currency to be slightly better than the -0.4% reported in Q1 2025. The Group also expects for H1 2025 the operating margin to be stable year-on-year at 12.4%.

    Due to the nature and timing of this announcement, the actual Q2 and H1 2025 performance may slightly differ from the above-mentioned expectations. H1 2025 publication will take place as planned on July 30, 2025.

    Outlook

    Capgemini’s financial targets for 2025 do not take into account this transaction and are therefore unchanged:

    • Revenue growth of -2.0% to +2.0% at constant currency;
    • Operating margin of 13.3% to 13.5%;
    • Organic free cash flow of around €1.9 billion.

    Conference call

    Aiman Ezzat, Chief Executive Officer, accompanied by Nive Bhagat, Chief Financial Officer, will comment on this announcement during two audio webcasts (in English only) to be held today:

    • at 8.00 a.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/npdpfjyy
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information
    • and at 3.00 p.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/y5nk6iup
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information

    Replays of both calls will be available, from the same links, shortly after the event and for a period of one year.

    All documents relating to this publication will be posted on the Capgemini investor website at https://investors.capgemini.com/en/.

    IMPORTANT NOTICE

    This announcement is for information purposes only and is not intended to and does not constitute or form part of, an offer, invitation or the solicitation of an offer to purchase, otherwise acquire, subscribe for, sell or otherwise dispose of any securities or the solicitation of any vote or approval in any jurisdiction in contravention of applicable law. In connection with the Transaction, WNS will provide to its shareholders and file with the U.S. Securities and Exchange Commission (the “SEC”) a circular relating to the Transaction (the “scheme document”) and may also file other documents with the SEC.

    The scheme document will contain the full terms and conditions of the Transaction, including details with respect to the WNS shareholder vote in respect of the Transaction and will be sent or otherwise disseminated to WNS’ shareholders and will contain important information about the Transaction and related matters. Any decision in respect of, or other response to, the Transaction should be made only on the basis of the information contained in the scheme document.

    SHAREHOLDERS OF WNS ARE ADVISED TO READ THE SCHEME DOCUMENT AND OTHER RELEVANT DOCUMENTS FILED WITH THE SEC WHEN THEY BECOME AVAILABLE, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE TRANSACTION.

    The scheme document and other relevant documents may be obtained, free of charge, on the SEC’s website (http://www.sec.gov), when available. WNS’ shareholders may obtain free copies of the scheme document once it is available from WNS by going to WNS’ website at https://www.wns.com.

    PARTICIPANTS IN THE SOLICITATION

    Capgemini, WNS and certain of their respective directors and officers may be deemed participants in the solicitation of proxies of WNS’ shareholders in connection with the Transaction. Additional information regarding the foregoing persons, including their direct and indirect interests, by security holdings or otherwise, will be set forth in the scheme document and other relevant documents to be filed with the SEC. WNS’ shareholders and other interested persons may obtain, without charge, more detailed information regarding the directors and officers of WNS in WNS’ periodic reports filed with the SEC available on WNS’ website at https://www.wns.com, and regarding the directors and officers of Capgemini in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/).

    FORWARD LOOKING STATEMENTS

    Certain information in this announcement, as well as oral statements made regarding the Transaction, and other information published by WNS, Capgemini or any member of the Capgemini Group contain statements which are, or may be deemed to be “forward-looking statements”, including, but not limited to, the acceleration of Capgemini and WNS’ growth and the value-additive nature of the Transaction for Capgemini shareholders. The words “anticipates”, “expects”, “believes”, “intends, “estimates”, “plans”, “projects”, “may”, “would”, “will”, “should”, “continue”, or the negative of these terms and similar expressions are intended to identify forward-looking statements. Such forward looking statements are prospective in nature and are not based on historical facts, but rather on current expectations and on numerous assumptions regarding the business strategies and the environment in which Capgemini, any member of the Capgemini Group, including WNS and its subsidiaries following the Transaction (“Post-Transaction Group”) shall operate in the future and are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied by those statements. The forward looking statements contained in this announcement relate to Capgemini, any member of the Capgemini Group or the Post-Transaction Group’s future prospects, developments and business strategies, the expected timing and scope of the Transaction and other statements other than historical facts. For a discussion of some of the risks and important factors that could affect such forward-looking statements, please refer, without limitations, to the risks identified in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/). Factors which could have a material adverse effect on the Company’s operations and future prospects include, but are not limited to, the following risks relating to the Transaction, including in respect of the satisfaction of closing conditions to the Transaction on a timely basis or at all, including the ability to obtain required regulatory approvals and the required scheme shareholder approval; unanticipated difficulties and/or expenditures relating to the Transaction and any related financing; uncertainties as to the timing of the Transaction; litigation relating to, or other challenges to, the Transaction; the impact of the Transaction on each company’s business operations (including the threatened or actual loss of employees, clients or suppliers); the inability to obtain, or delays in obtaining cost savings and synergies from the Transaction; incurrence of unexpected costs and expenses in connection with the Transaction; risks related to changes in the financial, equity and debt markets; and risks related to political, economic and market conditions. In addition, the risks to which WNS’ business is subject, including those risks described in WNS’ periodic reports filed with the SEC, could adversely affect the Transaction and, following the completion of the Transaction, the Company’s operations and future prospects. New risks and uncertainties emerge from time to time, and it is not possible for Capgemini and WNS to predict or assess the impact of every factor that may cause actual results to differ from those contained in any forward-looking statements.

    Specifically, statements of estimated cost savings and synergies relate to future actions and circumstances which, by their nature involve, risks, uncertainties and contingencies. As a result, the cost savings and synergies referred to may not be achieved, may be achieved later or sooner than estimated, or those achieved could be materially different from those estimated. Due to the scale of the Post-Transaction Group, there may be additional changes to the Post-Transaction Group’s operations. As a result, and given the fact that the changes relate to the future, the resulting cost synergies may be materially greater or less than those estimated.

    Forward-looking statements contained herein are only based upon currently available information and speak only as of the date of this announcement, and Capgemini expressly disclaims any obligation to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Capgemini’s expectations with regard thereto or change in events, conditions or circumstances on which any statement is based.

    Past performance is not a reliable indicator of future results and should not be relied upon for any reason.

    The anticipated financial impact of the acquisition of WNS and any references to future financial performance should not be viewed as management guidance. Actual results may differ from the statements set forth herein and such differences may be material.

    ABOUT CAPGEMINI

    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

    WNS is a digital-led business transformation and services company. WNS combines deep domain expertise with talent, technology, and AI to co-create innovative solutions for over 600 clients across various industries. WNS delivers an entire spectrum of solutions including industry-specific offerings, customer experience services, finance and accounting, human resources, procurement, and research and analytics to re-imagine the digital future of businesses. As of March 31, 2025, WNS had 64,505 professionals across 64 delivery centers worldwide including facilities in Canada, China, Costa Rica, India, Malaysia, the Philippines, Poland, Romania, South Africa, Sri Lanka, Turkey, the United Kingdom, and the United States.

    For more information, visit www.wns.com

    1 Volume-weighted average
    2 Net financial debt of WNS was negligible as at March 31, 2025
    3 Clients of WNS based on public domain information
    4 WNS fiscal year ends March 31. Last 3 fiscal years end March 2025.
    5 Revenue represents revenue less repair payments
    6 WNS “Adjusted operating profit” restated to expense amortization of intangible assets (software) above operating margin to conform to Capgemini’s definition of operating margin.
    7 See https://ir.wns.com/news-releases/news-release-details/wns-acquires-kipiai-expand-data-analytics-ai-capabilities
    8 Including considerations to be paid in connection with Restricted Share Units

    Attachment

    The MIL Network –

  • MIL-OSI New Zealand: Legislation – FamilyBoost changes will exacerbate inequity of ECE access – CTU

    Source: New Zealand Council of Trade Unions Te Kauae Kaimahi

    The New Zealand Council of Trade Unions Te Kauae Kaimahi is warning that the FamilyBoost changes announced today by Finance Minister Nicola Willis will fail to make early childhood education more affordable for the families who need it most and will instead widen inequities.

    “The Government has missed an opportunity to reflect on the failure of the FamilyBoost scheme and pivot towards improving access and affordability through expanding universal free-fees entitlements and moving towards a quality public ECE system,” said NZCTU Secretary Melissa Ansell-Bridges.

    “FamilyBoost puts an administrative burden on whānau and teachers while failing to deal with the key issues in early childhood education, which include low wages, systemic underfunding, and a private model that results in high profits for big corporates.

    “The changes announced today disproportionately benefit high-income households, who are already much more likely to be able to afford to send their kids to ECE centres. This means the benefit of the scheme will be weighted against those who need it most.

    “Access to quality early childhood education helps ensure that children have the best possible start in life, and no families should be denied that due to costs.

    “The revised scheme does nothing to support the development of new centres or to help low-income groups into ECE provision. Instead, the Government has loaded up its support for higher-income groups, once again demonstrating their priorities,” said Ansell-Bridges.

    MIL OSI New Zealand News –

  • South Korea court to hold July 9 hearing on ex-leader Yoon’s detention warrant

    Source: Government of India

    Source: Government of India (4)

    A Seoul court plans to hold a hearing on Wednesday to review a request by special prosecutors to detain former South Korean President Yoon Suk Yeol, a court official said on Monday.

    The special counsel team investigating Yoon’s martial law declaration in December has filed a request to the Seoul Central District Court to detain Yoon on allegations of abuse of power and obstruction of justice.

    Yoon has been accused of mobilising presidential guards to stop authorities from arresting him in January. He eventually was taken into custody but released from jail after 52 days on technical grounds.

    The special prosecution that kicked off its investigation after new leader Lee Jae Myung was elected in June has been looking into additional charges against Yoon, who is already on trial for insurrection related to his short-lived martial law.

    The detention warrant request was made on the grounds of the risk of him being a flight risk and concerns that he might interfere with witnesses linked to his case, local media reported, citing a special prosecutors’ request.

    Yoon’s lawyers have rejected the allegations against him.

    (Reuters)

  • Typhoon Danas lashes southern Taiwan with record winds, injuring hundreds

    Source: Government of India

    Source: Government of India (4)

    Typhoon Danas lashed southern Taiwan with record winds and strong rain early on Monday, killing two people and injuring more than 330 in a rare hit to the island’s densely populated west coast, where businesses and schools were shut.

    Taiwan is regularly struck by typhoons but they generally land along the mountainous and sparsely populated east coast facing the Pacific.

    Typhoon Danas, at one point listed by Taiwan’s weather authority at the second-strongest level, headed northerly towards the Taiwan Strait after making landfall along its southwestern coast late on Sunday.

    It has greatly weakened since and was forecast to hit eastern China later this week.

    “The typhoon track is rare… the whole of Taiwan will be affected by the wind and rain one after another,” President Lai Ching-te said in a post on Facebook, urging citizens to make preparations.

    Power to more than half a million homes was cut and over 300 domestic and international flights were cancelled, government data showed. The north-south high-speed rail line scaled back services.

    The National Fire Agency said one person was killed by a falling tree while driving and another died after their respirator malfunctioned due to a power cut.

    Record winds of around 220 kilometres per hour were recorded in the southwestern county of Yunlin, while more than 700 trees and street signs were blown over across western cities and towns, government data showed.

    There was no major report of damage in the Tainan Science Park that houses tech giants such as TSMC 2330.TW.

    (Reuters)

  • Typhoon Danas lashes southern Taiwan with record winds, injuring hundreds

    Source: Government of India

    Source: Government of India (4)

    Typhoon Danas lashed southern Taiwan with record winds and strong rain early on Monday, killing two people and injuring more than 330 in a rare hit to the island’s densely populated west coast, where businesses and schools were shut.

    Taiwan is regularly struck by typhoons but they generally land along the mountainous and sparsely populated east coast facing the Pacific.

    Typhoon Danas, at one point listed by Taiwan’s weather authority at the second-strongest level, headed northerly towards the Taiwan Strait after making landfall along its southwestern coast late on Sunday.

    It has greatly weakened since and was forecast to hit eastern China later this week.

    “The typhoon track is rare… the whole of Taiwan will be affected by the wind and rain one after another,” President Lai Ching-te said in a post on Facebook, urging citizens to make preparations.

    Power to more than half a million homes was cut and over 300 domestic and international flights were cancelled, government data showed. The north-south high-speed rail line scaled back services.

    The National Fire Agency said one person was killed by a falling tree while driving and another died after their respirator malfunctioned due to a power cut.

    Record winds of around 220 kilometres per hour were recorded in the southwestern county of Yunlin, while more than 700 trees and street signs were blown over across western cities and towns, government data showed.

    There was no major report of damage in the Tainan Science Park that houses tech giants such as TSMC 2330.TW.

    (Reuters)

  • Amit Shah marks 4 years of Ministry of Cooperation with major announcements in Anand, Gujarat

    Source: Government of India

    Source: Government of India (4)

    Underlining that cooperation has been an integral part of Indian society since the Vedic era, Union Home and Cooperation Minister Amit Shah on Sunday said Prime Minister Narendra Modi gave this tradition a formal structure by establishing the Ministry of Cooperation four years ago.

    Shah was speaking at a special event in Anand, Gujarat, marking the fourth anniversary of the ministry’s formation and commemorating the 150th birth anniversary year of Sardar Vallabhbhai Patel.

    The event, organised by the Gujarat Cooperative Milk Marketing Federation Limited (GCMMF), featured several major launches, inaugurations, and policy highlights aimed at strengthening India’s cooperative movement.

    He said that PM Modi institutionalized this tradition by establishing a dedicated Ministry of Cooperation four years ago, breathing new life into over 8.4 lakh cooperative societies linked to nearly 31 crore people.

    Shah said that the Ministry has undertaken more than 60 initiatives over the past four years, all built upon a strategic foundation of “Five Ps”: People, PACS (Primary Agricultural Credit Societies), Platform, Policy, and Prosperity. He explained that these initiatives aim to directly benefit citizens, empower PACS at the grassroots level, promote digital platforms for cooperative activity, ensure member-focused policies, and deliver shared prosperity for society as a whole.

    A major milestone announced during the event was the launch of the newly formed multi-state cooperative body, Sardar Patel Cooperative Dairy Federation Limited, along with the unveiling of its official logo. Shah highlighted that this federation will help complete a sustainable cycle in the dairy sector, involving fair milk procurement, input services, price compensation, and circular economy practices. He further explained that the model will mirror the success of Amul and will directly benefit dairy farmers across India.

    Also unveiled were the expansion of Amul’s Chocolate Plant at Mogar, worth ₹105 crore, and the Cheese Plant at Khatraj, valued at ₹260 crore. The chocolate plant’s capacity will now double from 30 to 60 tonnes per day. The modernized cheese plant will also manufacture UHT milk, mozzarella cheese, whey-based beverages, and include facilities for smart warehousing and cheese packaging.

    The Union Minister inaugurated the Ready-to-Use Culture (RUC) Plant developed by the National Dairy Development Board (NDDB) at a cost of ₹45 crore. He also inaugurated the new office of the National Cooperative Dairy Federation of India (NCDFI)—the Maniben Patel Bhawan—constructed at a cost of ₹32 crore, and laid the foundation stone of NDDB’s new headquarters building in Anand.

    Shah spoke about the newly formed Kutch District Salt Cooperative Society, describing it as a model that would empower salt-producing laborers, similar to how Amul transformed dairy farming. He added that initiatives such as establishing 2 lakh new PACS, a National Cooperative University, a National Cooperative Database, and several national-level cooperatives for grains and dairy sectors are part of the government’s effort to further strengthen the cooperative landscape.

    In the spirit of the International Year of Cooperatives, Shah stressed the need to embed three critical values in cooperative functioning—transparency, adoption of technology, and keeping cooperative members at the center of decision-making. He cautioned that a lack of transparency weakens cooperation, and institutions that resist technology or overlook member interests often fail to survive.

    The event was attended by dignitaries including Gujarat Chief Minister Bhupendrabhai Patel, Union Ministers of State for Cooperation Krishan Pal Gurjar and Murlidhar Mohol, Minister of State for Fisheries, Animal Husbandry and Dairying S.P. Singh Baghel, and Union Cooperation Secretary Dr. Ashish Kumar Bhutani.

    Paying tribute to Dr. Shyama Prasad Mookerjee on his birth anniversary, Shah recalled his contributions to India’s unity and sovereignty, particularly his role in integrating Kashmir and West Bengal into the Indian Union. He praised Dr. Mookerjee’s famous call for “one constitution, one flag, and one Prime Minister,” noting that his ultimate sacrifice laid the groundwork for national unity.

    Shah called on cooperative leaders and members across the nation to internalize the values of transparency, technology, and inclusivity to ensure the sustainability and success of India’s cooperative model.

  • MIL-Evening Report: What is rejection sensitive dysphoria in ADHD? And how can you manage it?

    Source: The Conversation (Au and NZ) – By Victoria Barclay-Timmis, Adjunct Lecturer in Psychology, University of Southern Queensland

    Vitalii Khodzinskyi/Unsplash

    Imagine your friend hasn’t replied to a message in a few hours. Most people might think, “they are probably just busy”.

    But someone with attention-deficit hyperactivity disorder (ADHD) might spiral into a flood of thoughts like, “they must hate me!” or “I’ve ruined the friendship!”

    These intense emotional reactions to real or imagined rejection are part of what’s called rejection sensitive dysphoria.

    The term isn’t a formal diagnosis, but it’s gaining traction in both research and clinical work, especially among adults seeking to understand themselves better.

    So, what is rejection sensitive dysphoria, how does it relate to ADHD, and how can we handle it with more compassion?

    It’s more than just disliking criticism

    Everyone feels hurt when they’re criticised or left out. But rejection sensitivity dysphoria isn’t just about “not liking” feedback. The word dysphoria refers to intense emotional distress.

    People with rejection sensitivity dysphoria describe overwhelming reactions to perceived rejection, even if no one actually said or did anything cruel.

    A passing comment such as “I thought you were going to do it this way” can trigger feelings of shame, embarrassment or self-doubt.

    The emotional pain often feels immediate and consuming, leading some people to withdraw, over-apologise or lash out to protect themselves.

    The ADHD brain and emotional hypersensitivity

    ADHD is often associated with attention or impulsivity, but one major (and often overlooked) component is emotional dysregulation: difficulty managing and recovering from strong emotional responses.

    This isn’t a character flaw; it’s a neurological difference. Brain imaging studies show people with ADHD tend to have differences in how their amygdala (the brain’s emotional alarm system) and prefrontal cortex (which regulates impulses and emotions) work together.

    The amygdala is the brain’s emotional alarm system. The prefrontal cortex regulates emotions.
    chaiyo12/Shutterstock

    The result? Emotional experiences hit harder and take longer to settle.

    A 2018 study highlights this imbalance in emotional control circuits in people with ADHD, explaining why intense feelings can seem to “take over” before logical thinking kicks in.

    What does the research say?

    Recent research from 2024 reports a strong link between ADHD symptoms and rejection sensitivity. It found students with higher ADHD symptom levels also reported significantly more rejection sensitivity, including a heightened fear of being negatively evaluated or criticised.

    Further evidence comes from a 2018 study which showed adolescents with ADHD symptoms were far more sensitive to peer feedback than their peers. Their brain activity revealed they were more emotionally reactive to both praise and criticism, suggesting they may perceive neutral social cues as emotionally charged.

    This reflects what I see daily in my clinic. One 13-year-old boy I work with is creative, empathetic and full of potential, yet social anxiety tied to a deep fear of rejection often holds him back. He once told me, “if I say no, they won’t like me anymore”. That fear drives him to go along with things he later regrets, simply to keep the peace and avoid losing connection.

    This constant social hypervigilance is mentally draining. Without support, it can spiral into shame, low confidence and ongoing mental health struggles.



    Read more:
    Parents are increasingly saying their child is ‘dysregulated’. What does that actually mean?

    Adults with ADHD aren’t immune either. A 2022 study explored how adults with ADHD experience criticism and found many linked it to persistent feelings of failure, low self-worth and emotional reactivity – even when the criticism was constructive or mild.

    One client I support – a high-achieving professional diagnosed in her 50s – described learning about rejection sensitive dysphoria as “finding the missing piece of the puzzle”.

    Despite consistently excelling in every role, she had long felt anxious about how she was perceived by colleagues. When she received a minor, formal complaint at work, she spiralled into intense self-doubt and shame.

    Instead of brushing it off, she thought: “I’m too much”. This belief
    had been silently reinforced for years by her emotional sensitivity to feedback.

    What helps?

    If you experience rejection sensitivity dysphoria, you’re not alone, and you’re not broken.

    Here are some tools that may help:

    • name it. Saying to yourself, “This feels like rejection sensitivity,” can give you distance from the emotional flood

    • pause before reacting. Taking slow breaths, counting backwards, or stepping outside are simple grounding strategies that help calm the body’s stress response and restore balance to your nervous system. Research shows slowing your breath and grounding your senses can help shift your body out of fight-or-flight mode, supporting clearer thinking and emotional regulation

    • challenge the story. Ask yourself, “What else could be true?” or “How would I speak to a friend feeling this way?”

    • consider therapy. Working with a psychologist who understands ADHD and rejection sensitivity dysphoria can help untangle these reactions and develop healthy, self-compassionate responses. The Australian Psychological Society has a Find a Psychologist service: you can search by location, areas of expertise (such as anxiety, ADHD, trauma) and the type of therapy you’re interested in

    • start early with kids. Helping children with ADHD learn emotional language, boundary-setting and resilience can prevent rejection sensitivity from becoming overwhelming. For parents, resources such as Raising Children Network and books like The Whole-Brain Child by Daniel Siegel and Tina Payne Bryson offer practical ways to teach these skills at home

    • communicate gently. If you work or live with someone who has ADHD, try to give feedback clearly and kindly. Avoid sarcasm or vague phrasing. A little extra clarity can go a long way.

    Rejection sensitivity dysphoria isn’t about being fragile or “weak”. It’s about how the ADHD brain processes emotional and social cues. With insight, tools and support, these experiences can become manageable.

    Victoria Barclay-Timmis is a clinical psychologist and works in private practice.

    – ref. What is rejection sensitive dysphoria in ADHD? And how can you manage it? – https://theconversation.com/what-is-rejection-sensitive-dysphoria-in-adhd-and-how-can-you-manage-it-259995

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: What is rejection sensitive dysphoria in ADHD? And how can you manage it?

    Source: The Conversation (Au and NZ) – By Victoria Barclay-Timmis, Adjunct Lecturer in Psychology, University of Southern Queensland

    Vitalii Khodzinskyi/Unsplash

    Imagine your friend hasn’t replied to a message in a few hours. Most people might think, “they are probably just busy”.

    But someone with attention-deficit hyperactivity disorder (ADHD) might spiral into a flood of thoughts like, “they must hate me!” or “I’ve ruined the friendship!”

    These intense emotional reactions to real or imagined rejection are part of what’s called rejection sensitive dysphoria.

    The term isn’t a formal diagnosis, but it’s gaining traction in both research and clinical work, especially among adults seeking to understand themselves better.

    So, what is rejection sensitive dysphoria, how does it relate to ADHD, and how can we handle it with more compassion?

    It’s more than just disliking criticism

    Everyone feels hurt when they’re criticised or left out. But rejection sensitivity dysphoria isn’t just about “not liking” feedback. The word dysphoria refers to intense emotional distress.

    People with rejection sensitivity dysphoria describe overwhelming reactions to perceived rejection, even if no one actually said or did anything cruel.

    A passing comment such as “I thought you were going to do it this way” can trigger feelings of shame, embarrassment or self-doubt.

    The emotional pain often feels immediate and consuming, leading some people to withdraw, over-apologise or lash out to protect themselves.

    The ADHD brain and emotional hypersensitivity

    ADHD is often associated with attention or impulsivity, but one major (and often overlooked) component is emotional dysregulation: difficulty managing and recovering from strong emotional responses.

    This isn’t a character flaw; it’s a neurological difference. Brain imaging studies show people with ADHD tend to have differences in how their amygdala (the brain’s emotional alarm system) and prefrontal cortex (which regulates impulses and emotions) work together.

    The amygdala is the brain’s emotional alarm system. The prefrontal cortex regulates emotions.
    chaiyo12/Shutterstock

    The result? Emotional experiences hit harder and take longer to settle.

    A 2018 study highlights this imbalance in emotional control circuits in people with ADHD, explaining why intense feelings can seem to “take over” before logical thinking kicks in.

    What does the research say?

    Recent research from 2024 reports a strong link between ADHD symptoms and rejection sensitivity. It found students with higher ADHD symptom levels also reported significantly more rejection sensitivity, including a heightened fear of being negatively evaluated or criticised.

    Further evidence comes from a 2018 study which showed adolescents with ADHD symptoms were far more sensitive to peer feedback than their peers. Their brain activity revealed they were more emotionally reactive to both praise and criticism, suggesting they may perceive neutral social cues as emotionally charged.

    This reflects what I see daily in my clinic. One 13-year-old boy I work with is creative, empathetic and full of potential, yet social anxiety tied to a deep fear of rejection often holds him back. He once told me, “if I say no, they won’t like me anymore”. That fear drives him to go along with things he later regrets, simply to keep the peace and avoid losing connection.

    This constant social hypervigilance is mentally draining. Without support, it can spiral into shame, low confidence and ongoing mental health struggles.



    Read more:
    Parents are increasingly saying their child is ‘dysregulated’. What does that actually mean?

    Adults with ADHD aren’t immune either. A 2022 study explored how adults with ADHD experience criticism and found many linked it to persistent feelings of failure, low self-worth and emotional reactivity – even when the criticism was constructive or mild.

    One client I support – a high-achieving professional diagnosed in her 50s – described learning about rejection sensitive dysphoria as “finding the missing piece of the puzzle”.

    Despite consistently excelling in every role, she had long felt anxious about how she was perceived by colleagues. When she received a minor, formal complaint at work, she spiralled into intense self-doubt and shame.

    Instead of brushing it off, she thought: “I’m too much”. This belief
    had been silently reinforced for years by her emotional sensitivity to feedback.

    What helps?

    If you experience rejection sensitivity dysphoria, you’re not alone, and you’re not broken.

    Here are some tools that may help:

    • name it. Saying to yourself, “This feels like rejection sensitivity,” can give you distance from the emotional flood

    • pause before reacting. Taking slow breaths, counting backwards, or stepping outside are simple grounding strategies that help calm the body’s stress response and restore balance to your nervous system. Research shows slowing your breath and grounding your senses can help shift your body out of fight-or-flight mode, supporting clearer thinking and emotional regulation

    • challenge the story. Ask yourself, “What else could be true?” or “How would I speak to a friend feeling this way?”

    • consider therapy. Working with a psychologist who understands ADHD and rejection sensitivity dysphoria can help untangle these reactions and develop healthy, self-compassionate responses. The Australian Psychological Society has a Find a Psychologist service: you can search by location, areas of expertise (such as anxiety, ADHD, trauma) and the type of therapy you’re interested in

    • start early with kids. Helping children with ADHD learn emotional language, boundary-setting and resilience can prevent rejection sensitivity from becoming overwhelming. For parents, resources such as Raising Children Network and books like The Whole-Brain Child by Daniel Siegel and Tina Payne Bryson offer practical ways to teach these skills at home

    • communicate gently. If you work or live with someone who has ADHD, try to give feedback clearly and kindly. Avoid sarcasm or vague phrasing. A little extra clarity can go a long way.

    Rejection sensitivity dysphoria isn’t about being fragile or “weak”. It’s about how the ADHD brain processes emotional and social cues. With insight, tools and support, these experiences can become manageable.

    Victoria Barclay-Timmis is a clinical psychologist and works in private practice.

    – ref. What is rejection sensitive dysphoria in ADHD? And how can you manage it? – https://theconversation.com/what-is-rejection-sensitive-dysphoria-in-adhd-and-how-can-you-manage-it-259995

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI New Zealand: Police call to community as woman remains missing

    Source: New Zealand Police

    Counties Manukau Police continues to appeal to the wider Māngere community for their assistance in locating Ella Davenport.

    Ella, 57, has been missing from her Hain Avenue home since Friday 20 June.

    Police have information she is still in the local community, with the last unconfirmed sighting of her being around the BP on Massey Road in late June.

    She may also frequent the 24-hour laundromat near the petrol station.

    Acting Detective Senior Sergeant Robb Kerr says: “I would like to thank those in the community who have contacted us or spoken to Police about Ella in recent weeks.

    “I’m asking for residents in Māngere and Māngere East to keep an eye out for her.

    “If you see her, please contact Police straight away.

    “We are concerned for Ella’s wellbeing; on top of this we have been experiencing quite cold and wet weather recently.”

    If you have other information which might assist Police, you can update us online now or call 105.

    Please use the reference number 250621/8662 for Ella’s case.

    Police and Ella’s family thank the community for their assistance.

    ENDS. 

    Jarred Williamson/NZ Police

    MIL OSI New Zealand News –

  • MIL-OSI Australia: ACT Drug Strategy Action Plan – mid-point progress report released

    Source: Australian National Party

    As part of ACT Government’s ‘One Government, One Voice’ program, we are transitioning this website across to our . You can access everything you need through this website while it’s happening.

    Released 07/07/2025

    The ACT is making significant progress in delivering the ACT Drug Strategy Action Plan 2022-2026 (DSAP), with 27 of the 34 actions being significantly progressed or completed.

    The DSAP outlines the ACT Government and whole of sector priorities to address and minimise harms from alcohol, tobacco, illicit drugs and non-medical use of pharmaceuticals.

    It supports Canberrans by focusing on areas such as improved service navigation, stigma reduction and supports for individuals with co-occurring issues.

    As part of the Action Plan, the ACT has become home to Australia’s first fixed-site drug checking service, CanTEST.

    The CanTEST service tested nearly 3000 samples in its first two years of operation, helping Canberrans to make safer choices, with one in 10 people choosing to discard potentially dangerous substances after testing.

    Significant drug law reforms and criminal justice initiatives have also helped to keep people out of the criminal justice system while ensuring they get the help they may need. The government has expanded the Drug and Alcohol Sentencing List from 35 to 42 concurrent participants and reduced the maximum penalties for personal possession of illicit drugs through the Drugs of Dependence (Personal Use) Amendment Act 2022.

    Minister for Health Rachel Stephen-Smith welcomed the DSAP mid-point progress report and noted stable community outcomes and declining drug-related charges, which demonstrates the changes are working for the benefit of our whole community.

    “We are also investing across the health sector to improve alcohol and other drug services and facilities in the ACT, with programs like the Pathways to Assistance and Treatment (PAT) mobile clinic, and the Take-Home Naloxone Program, making a real difference to people’s lives,” Minister Stephen-Smith said.

    “We are also working with our community partners to deliver specialised services for vulnerable groups in the ACT, including Canberra’s first Aboriginal and Torres Strait Islander alcohol and other drug residential rehabilitation facility, as well as a new facility for Ted Noffs’ youth alcohol and other drug treatment service.”

    The DSAP also aims to reduce vaping and tobacco smoking harms in the ACT. During the life of the Action Plan, the ACT Government has secured a $1.065 million Federation Funding Agreement to enhance Quitline and other smoking and vaping cessation support services.

    “Youth vaping remains a major concern in the community, which is why – through our partnership with the Commonwealth – the ACT is enhancing its Quitline service to include digital support options and establishing a new vaping cessation support service for young people,” Minister Stephen-Smith said.

    The ACT Government has also funded an independent harm reduction review, led by the Australian National University and Burnet Institute, partnering with the Canberra Alliance for Harm Minimisation and Advocacy.

    The review found that current harm reduction interventions in the ACT are cost effective, with the ACT investing in effective initiatives including opioid maintenance therapy (OMT), needle and syringe programs (NSP), naloxone, and CanTEST.

    The review also provided insight into further service development and enhancement opportunities to be considered in the future.

    The ACT Drug Strategy Action Plan 2022-2026 Mid-Point Progress Report is available at: https://act.gov.au/open/act-drug-strategy-action-plan.

    The ACT Harm Reduction Cost-Benefit Analysis is available at: https://www.act.gov.au/open/act-harm-reduction-cost-benefit-analysis-harm-reduction-review.

    – Statement ends –

    Rachel Stephen-Smith, MLA | Media Releases

    «ACT Government Media Releases | «Minister Media Releases

    MIL OSI News –

  • MIL-OSI New Zealand: Case Note 329275 [2025] NZ Priv Cmr 2 – Individual complains about use and disclosure of their photo

    Source: Privacy Commissioner

    Background

    The complainant, who was in New Zealand on a working holiday, was employed at a factory on a short-term basis. They consented to the company taking a photograph of them while they worked and said they thought that the photos were to be only used internally. However, two years later after they’d returned to their home country, the complainant learnt via friends in New Zealand that their photos were being used for marketing. The complainant’s photo had been used on the side of the factory, on billboards, and in shopping centres. The photo was also used in the agency’s annual report. 

    The complainant was upset about this as they felt that they had not been fully informed about why their photo was being taken, and that they had not consented to the use of their image for the purpose the company had used it for.  They complained to our Office about the collection, use, and disclosure of their personal information.

    The principles applying to this case

    This complaint raised issues under principles 3, 10, and 11 of the Privacy Act. 

    Principle 3 requires agencies to be open about the collection of personal information, telling people at the time of collection why it is being collected and how it will be used. 

    Principles 10 and 11 state agencies can generally only use and disclose personal information for the purpose it was collected, and there are limits to using personal information for different purposes. 

    Our approach

    In this case, the agency felt it had proper consent from the complainant to use their image in the way it had, but the complainant disagreed.  Despite this difference in opinion, both parties (each were legally represented) wanted to be able to resolve the complaint. However, they hadn’t been able to before the complainant (the person in the photo) complained to our Office. 

    We focus on resolving complaints wherever possible, and section 77 of the Privacy Act allows us to try to resolve a complaint without first investigating.  

    We spoke with both parties who agreed to participate in our conciliation process to discuss their respective positions and try to resolve the complaint. 

    Even though the parties didn’t agree on whether the complainant had consented to the use of their image in the way the company had used it, the company was genuinely upset and remorseful that the complainant did not feel they had consented. They accepted that they had caused the complainant a significant level of harm and distress.

    The complainant provided psychological reports that explained they had a pre-existing mental health condition, for which they had received treatment and recovered. The evidence the complainant provided made it clear that finding out about the marketing campaign had caused a significant regression and required ongoing psychological care. 

    The company apologised and agreed to review its procedures around consent for collection and use of employee photographs. It also agreed to stop using the complainant’s image and to take their picture down from their website and other platforms.  

    Financial compensation was also paid, to reimburse the complainant for their legal costs, for their psychological care, and to compensate for the significant injury to feelings the complainant had suffered.

    The matter was resolved, and we closed our file.

    MIL OSI New Zealand News –

  • MIL-Evening Report: NZDF not considering recruiting personnel from Pacific nations

    By Caleb Fotheringham, RNZ Pacific journalist

    The New Zealand Defence Force (NZDF) is not considering recruiting personnel from across the Pacific as talk continues of Australia doing so for its Defence Force (ADF).

    In response to a question from The Australian at the National Press Club in Canberra about Australia’s plans to potentially recruit from the Pacific Islands into the ADF, Fiji Prime Minister Sitiveni Rabuka said he “would like to see it happen”.

    “Whether Australia does it or not depends on your own policies. We will not push it.”

    RNZ Pacific asked the NZDF under the Official Information Act (OIA) for all correspondence sent and received regarding any discussion on recruiting from the Pacific, along with other related questions.

    The OIA request was declined as the information did not exist.

    “Defence Recruiting has not and is not considering deliberate recruiting action from across the Pacific,” the response from the NZDF said.

    Australia Defence Association executive director Neil James said citizenship needed to be a prerequisite to Pacific recruitment.

    Australian citizen
    “Even a New Zealander serving in the Australian military has to become an Australian citizen,” James said.

    “They can start off being an Australian resident, but they’ve got to be on the path to citizenship.

    ”They’ve got to be capable of getting permanent residency in Australia and citizenship.

    “And then you’ve got to tackle the moral problem — it’s pretty hard to ask foreigners to fight for your country when your own people won’t do it.”

    James said he thought people might be “jumping at hairs” at Rabuka’s comments.

    Unlike Samoa’s acting prime minister, who has voiced concern over a brain drain, both Papua New Guinea and Fiji have made it clear they have people to spare.

    Ross Thompson, a managing director at People In, the largest approved employer in the Pacific Australia Labour Mobility Scheme, said if the recruitment drive does go ahead, PNG nationals would return home with a wider skill set.

    ‘Brain gain, not drain’
    “This would be a brain gain, rather than be a drain on PNG.”

    He’s spoken with people in PNG who welcome the proposal.

    ”PNG, its population is over 10 million . . . We’re proposing from PNG around 1000 could be recruited every year.”

    Minister Rabuka joked Fiji could plug Australia’s personnel hole on its own.

    “If it’s open [to recruiting Fijians] . . . [we will offer] the whole lot . . . 5000,” he said, while noting that Fiji was able to easily fill its quota under the Pacific Australia Labour Mobility (PALM) scheme.

    “The villages are emptying out into the cities. What we would like to do is to reduce those who are ending up in settlements in the cities and not working, giving way to crime and becoming first victims to the sale of drugs and AIDS and HIV from frequently used or commonly used needles.”

    Thompson was also a captain in the Queen’s Gurkha Engineers of the British Army and said he was proud to have served alongside Fijians.

    Honour serving
    “I had the honour to serve with a number of Fijians while deployed overseas; they’re fantastic soldiers.

    “This is something that’s been going on since the Second World War and it’s a big part of the British Army.”

    From a recruitment perspective, he said PNG and Fiji would be a good starting point before extending to any other Pacific nations.

    ”PNG has a strong history with the Australian Defence Force. There’s a number of programmes that are currently ongoing, on shared military exercises, there’s PNG officers that are serving in the ADF now, or on secondment to the ADF.

    “So I think those two countries are definitely good to look up from a pilot perspective.”

    This article is republished under a community partnership agreement with RNZ.

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: NZDF not considering recruiting personnel from Pacific nations

    By Caleb Fotheringham, RNZ Pacific journalist

    The New Zealand Defence Force (NZDF) is not considering recruiting personnel from across the Pacific as talk continues of Australia doing so for its Defence Force (ADF).

    In response to a question from The Australian at the National Press Club in Canberra about Australia’s plans to potentially recruit from the Pacific Islands into the ADF, Fiji Prime Minister Sitiveni Rabuka said he “would like to see it happen”.

    “Whether Australia does it or not depends on your own policies. We will not push it.”

    RNZ Pacific asked the NZDF under the Official Information Act (OIA) for all correspondence sent and received regarding any discussion on recruiting from the Pacific, along with other related questions.

    The OIA request was declined as the information did not exist.

    “Defence Recruiting has not and is not considering deliberate recruiting action from across the Pacific,” the response from the NZDF said.

    Australia Defence Association executive director Neil James said citizenship needed to be a prerequisite to Pacific recruitment.

    Australian citizen
    “Even a New Zealander serving in the Australian military has to become an Australian citizen,” James said.

    “They can start off being an Australian resident, but they’ve got to be on the path to citizenship.

    ”They’ve got to be capable of getting permanent residency in Australia and citizenship.

    “And then you’ve got to tackle the moral problem — it’s pretty hard to ask foreigners to fight for your country when your own people won’t do it.”

    James said he thought people might be “jumping at hairs” at Rabuka’s comments.

    Unlike Samoa’s acting prime minister, who has voiced concern over a brain drain, both Papua New Guinea and Fiji have made it clear they have people to spare.

    Ross Thompson, a managing director at People In, the largest approved employer in the Pacific Australia Labour Mobility Scheme, said if the recruitment drive does go ahead, PNG nationals would return home with a wider skill set.

    ‘Brain gain, not drain’
    “This would be a brain gain, rather than be a drain on PNG.”

    He’s spoken with people in PNG who welcome the proposal.

    ”PNG, its population is over 10 million . . . We’re proposing from PNG around 1000 could be recruited every year.”

    Minister Rabuka joked Fiji could plug Australia’s personnel hole on its own.

    “If it’s open [to recruiting Fijians] . . . [we will offer] the whole lot . . . 5000,” he said, while noting that Fiji was able to easily fill its quota under the Pacific Australia Labour Mobility (PALM) scheme.

    “The villages are emptying out into the cities. What we would like to do is to reduce those who are ending up in settlements in the cities and not working, giving way to crime and becoming first victims to the sale of drugs and AIDS and HIV from frequently used or commonly used needles.”

    Thompson was also a captain in the Queen’s Gurkha Engineers of the British Army and said he was proud to have served alongside Fijians.

    Honour serving
    “I had the honour to serve with a number of Fijians while deployed overseas; they’re fantastic soldiers.

    “This is something that’s been going on since the Second World War and it’s a big part of the British Army.”

    From a recruitment perspective, he said PNG and Fiji would be a good starting point before extending to any other Pacific nations.

    ”PNG has a strong history with the Australian Defence Force. There’s a number of programmes that are currently ongoing, on shared military exercises, there’s PNG officers that are serving in the ADF now, or on secondment to the ADF.

    “So I think those two countries are definitely good to look up from a pilot perspective.”

    This article is republished under a community partnership agreement with RNZ.

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI New Zealand: Heritage and LEGO a perfect fit for competition winner

    Source: Heritage NZ
    The winner of a LEGO building competition that combines the iconic multi-coloured bricks with some of New Zealand’s equally iconic heritage buildings has been announced.
    Adam Richards of Christchurch has won first prize in the first-ever CBS Heritage Competition in this year’s Christchurch Brick Show with his model of the Church of the Good Shepherd.
    Adam has won a $200 Toyworld voucher supplied by Heritage New Zealand Pouhere Taonga, the sponsor of the competition.
    Runners up, Ivan and Tamsin Mackintosh, won a $50 voucher for their model of the Christchurch Public Trust office.
    Competition judges, LEGO master Centuri Chan and Rosemary Baird of Heritage New Zealand Pouhere Taonga, were looking for technical skill – and in particular what LEGO aficionados refer to as NPU (Nice Piece Usage – using pieces in unusual or creative ways), and accuracy to the historical building.
    The winning model ticked all the technical and creative boxes.
    “We selected this as the winner because of the technical skill in recreating the vari-coloured stonework and the night sky and stars. They also recreated the snowy terrain skillfully. It’s hard to make LEGO look organic,” says Centuri.
    “It was very difficult to choose winners. All the entries were of a high calibre.”
    The judges also praised the runner-up entry, the Public Trust building, saying it was “nicely built for the scale they chose”.
    Exhibitors to this year’s show were offered the opportunity to enter a special competition to recreate in LEGO a place recognised on the New Zealand Heritage List Rārangi Kōrero – the national inventory managed by Heritage New Zealand Pouhere Taonga that records the country’s rich and diverse place-based heritage.
    Seven LEGO masters took up the challenge building models that included the Church of the Good Shepherd, Lyttelton Gaol, Kotahitanga Church, Cape Egmont Lighthouse, the Fire Watchtower, the Boer War Memorial in Invercargill and the Christchurch Public Trust Office.
    A further six models were also put forward to display as non-entry exhibition models.
    According to Heritage New Zealand Pouhere Taonga Senior Outreach Advisor, Rosemary Baird, the inspiration for the competition was a model of the Lyttelton Timeball created by Christchurch LEGO master Mark Dowers, which featured in the 2023 Brick Show.
    “The Timeball model highlighted the close synergy between heritage buildings and LEGO,” she says.
    “We thought it would be cool to see what interest there might be in combining the two in a competition – and this year’s incredible entries were the result.”
    In addition to the prizes, Heritage New Zealand Pouhere Taonga compiled some information for each of the listed places that featured in the competition.
    “It was so interesting researching properties from our list that I was unfamiliar with. I was fascinated to learn about the history of the Cape Egmont Lighthouse, for example, which was reconstructed from a previous lighthouse and became implicated in the New Zealand government’s invasion of Parihaka,” she says.
    “The impressive Invercargill Boer War memorial illustrates a time when many New Zealanders identified so closely with ‘Mother Britain’. These places are not just buildings – their history really highlights how our society has changed over the years.”
    Christchurch Brick Show organiser Lisa Moon was delighted with all of the exhibits at this year’s show – and was particularly impressed with the heritage entries.
    “The entries in the CBS Heritage Competition are amazing, and have generated a lot of positive interest from visitors to the Brick Show, as well as among many building experts who have shown interest in giving it a go next year,” says Lisa.
    The Christchurch Brick Show – New Zealand’s largest LEGO fan event – involved 300 exhibitors this year and drew over 15,000 visitors.

    MIL OSI New Zealand News –

  • MIL-Evening Report: New US directive for visa applicants turns social media feeds into political documents

    Source: The Conversation (Au and NZ) – By Samuel Cornell, PhD Candidate in Public Health & Community Medicine, School of Population Health, UNSW Sydney

    Angel DiBiblio/Shutterstock

    In recent weeks, the US State Department implemented a policy requiring all university, technical training, or exchange program visa applicants to disclose their social media handles used over the past five years. The policy also requires these applicants to set their profiles to public.

    This move is an example of governments treating a person’s digital persona as their political identity. In doing so, they risk punishing lawful expression, targeting minority voices, and redefining who gets to cross borders based on how they behave online.

    Anyone seeking one of these visas will have their social media searched for “indications of hostility” towards the citizens, culture or founding principles of the United States. This enhanced vetting is supposed to ensure the US does not admit anyone who may be deemed a threat.

    However, this policy changes how a person’s online presence is evaluated in visa applications and raises many ethical concerns. These include concerns around privacy, freedom of expression, and the politicisation of digital identities.

    Digital profiling

    The Trump administration has previously taken aim at higher education with the goal of changing the ideological slant of these institutions, including making changes to international student enrolment and the role of foreign nationals in US research institutions.

    Digital rights advocates have expressed concerns this new requirement could lead to self-censorship and hinder freedom of expression.

    It is unknown exactly which specific online actions will trigger a visa refusal, as the US government hasn’t disclosed detailed criteria. However, guidance to consular officers indicates that digital behaviour suggesting “hostility” toward the US or its values may be grounds for concern.

    Internal advice suggests officers are trained to look for social media content that may reflect extremist views, criminal associations or ideological opposition to the US.

    Political ‘passport’

    In a sense, this policy turns a visa applicant’s online presence into a kind of political passport. It allows for scrutiny not just of past behaviour but also of ideological views.

    Digital identity is not just a technical construct. It carries legal, philosophical and historical weight. It can influence access to rights, recognition and legitimacy, both online and offline.

    Once this identity is interpreted by state institutions, it can become a tool for control shaped by institutional whims. Governments justify digital surveillance as a way to spot threats. But research consistently shows it leads to overreach.

    A recent report found that US social media monitoring programs have frequently flagged activists and religious minorities. It also found the programs lacked transparency and oversight.

    Digital freedom nonprofit Electronic Frontier Foundation has warned these tools risk punishing people for lawful expression or for simply being connected to certain communities.

    The US is not alone in integrating digital surveillance into border security. China has implemented social credit systems. And the United Kingdom is exploring digital ID systems for immigration control. There are even calls for Australia to use artificial intelligence to facilitate digital border checks.

    The United Nations has raised concerns about the global trend toward digital vetting at borders, especially when used without judicial oversight or transparency.

    A free speech issue

    These new checks could have a chilling effect on self-expression. This is particularly true for those with views that don’t align with governments or who are from minority backgrounds.

    We’ve seen this previously. After whistleblower Edward Snowden revealed widespread use of data gathering by US intelligence agencies, people stopped visiting politically sensitive Wikipedia articles. Not because they were told to, but because they feared being watched.

    This policy won’t just affect visa applicants. It could shift how people use social media in general. That’s because there is no clear rulebook for what counts as “acceptable”. And when no one knows where the line is, people self-censor more than is necessary.

    What can you do?

    If you think you might apply for an affected visa in the future, here are some tips.

    1. Audit your social media history now. Old posts, “likes” or follows from years ago may be reviewed and judged out of context. Review your public posts on platforms such as Instagram, Facebook and X. Delete or archive anything that might be misconstrued.

    2. Separate personal and professional online identities. Consider keeping distinct accounts for private and public engagement. Use pseudonyms for creative or informal content. Immigration authorities are far less likely to misinterpret context when your online presence is clearly tied to your educational or professional goals.

    3. Understand your online visibility and history. Even if you have privacy settings enabled, tagged content, public “likes”, comments and follows can still be seen. Algorithms expose content based on associations, not just what you post. Don’t assume your visibility is limited to your followers.

    4. Keep records of any deleted or misinterpreted posts. If you think something might be questioned or if you delete posts ahead of an application, keep a backup. Consular officials may request clarification or evidence. It’s better to be prepared than to be caught off-guard without explanation.

    Your social media is no longer a personal space. It may be used by governments to determine whether you fit in.

    Samuel Cornell receives funding from an Australian Government Research Training Program Scholarship.

    Daniel Angus receives funding from Australian Research Council through Linkage Project ‘Young Australians and the Promotion of Alcohol on Social Media’. He is a Chief Investigator with the ARC Centre of Excellence for Automated Decision Making & Society.

    T.J. Thomson receives funding from the Australian Research Council. He is an affiliate with the ARC Centre of Excellence for Automated Decision Making & Society.

    – ref. New US directive for visa applicants turns social media feeds into political documents – https://theconversation.com/new-us-directive-for-visa-applicants-turns-social-media-feeds-into-political-documents-260201

    MIL OSI Analysis – EveningReport.nz –