Category: India

  • MIL-OSI Asia-Pac: Parliament Question: Mangrove Conservation In Coastal Areas

    Source: Government of India

    Posted On: 06 FEB 2025 3:37PM by PIB Delhi

    The Government has taken a number of steps to protect and enhance mangrove forests in coastal States/Union Territories through regulatory and promotional measures. The regulatory measures include Coastal Regulation Zone (CRZ) Notification (2019) under the Environment (Protection) Act, 1986; the Wild Life (Protection) Act, 1972; the Indian Forest Act, 1927; the Biological Diversity Act, 2002 and rules under these acts as amended from time to time.

    The promotional measures include “Mangrove Initiative for Shoreline Habitats & Tangible Incomes (MISHTI)” – a new programme launched by the Government of India on 5th June 2023, in collaboration with coastal States and Union Territories to restore and promote mangroves for preserving and enhancing the sustainability of the coastal ecosystem and habitats.

    The objective of MISHTI is to restore/afforestation of mangroves covering approximately 540 km2, spreading across 9 coastal States and 4 Union Territories.  Implementation of MISHTI initiative is through convergence with gap funding provided through National Compensatory Afforestation Fund Management and Planning Authority (CAMPA).

    Financial support of ₹17.96 Crore has been released from CAMPA to the States of Andhra Pradesh, Gujarat, Kerala, Odisha, West Bengal, and UT of Puducherry for restoration of degraded mangrove area in the financial year 2024-2025.

    India’s total mangrove cover stands at 4,991.68 km2, making up 0.15% of the country’s total geographical area as per India State of Forest Report 2023 ((ISFR-2023). West Bengal has the highest mangrove coverage, accounting for 42.45%, followed by Gujarat at 23.66% and the Andaman & Nicobar Islands at 12.39%. The mangrove cover in Gujarat has increased by 253.06 km² between 2001 and 2023, as per ISFR-2023. The effective implementation of regulatory and promotional measures has yielded an increase of mangrove cover in Gujarat, which includes large-scale plantation initiatives through successful Public-Private Partnership along with active community engagement and effective protection measures.

    This information was provided by UNION MINISTER OF STATE FOR ENVIRONMENT, FOREST AND CLIMATE CHANGE, SHRI KIRTI VARDHAN SINGH, in a written reply to a question in Rajya Sabha today.

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    VM

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  • MIL-OSI Asia-Pac: MEASURES TO COMBAT TELECOM-RELATED FRAUDS

    Source: Government of India (2)

    Posted On: 06 FEB 2025 3:12PM by PIB Delhi

    Department of Telecommunications (DoT) has undertaken following measures to protect citizens and prevent misuse of telecom resources for cybercrime & financial frauds:

    1. Developed a system to detect suspected mobile connections obtained on fake / forged documents and directed Telecom Service Providers (TSPs) for reverification.

     

    1. Launched a citizen centric initiative Sanchar Saathi to empower mobile subscribers, strengthen their security and increase awareness. It is available in the form of web portal (https://sancharsaathi.gov.in) and Mobile App. Sanchar Saathi, inter-alia, facilitates citizens to:

    1. report suspected fraud and unsolicited commercial communications

    2. know the mobile connections issued in their name and report the mobile connections which are either not required or not taken by them

    3. report the stolen / lost mobile handset for blocking and tracing

    4. know the genuineness of mobile handset

     

    1. Launched Digital Intelligence Platform (DIP) for sharing of information related to misuse of telecom resources with stakeholders for prevention of cyber-crime and financial frauds. At present, 540 organization including banks and financial institutions, Reserve Bank of India (RBI), State/UT Police, Security agencies, Indian Cybercrime Coordination Centre (I4C), TSPs etc. have on-boarded the platform.

     

    1. DoT and TSPs have devised a system to identify and block incoming international spoofed calls displaying Indian mobile numbers that appear to be originating from within India. Such international spoofed calls have been made by cyber-criminals in recent cases of fake digital arrests, FedEx scams, drugs/narcotics in courier, impersonation as government and police officials, disconnections of mobile numbers by DoT/TRAI officials, etc.

     

    Further, Ministry of Home Affairs has also launched the National Cyber Crime Reporting Portal (https://cybercrime.gov.in) to enable the public to report all types of cyber crimes.

    DoT has notified Telecom Cyber Security Rules and Critical Telecommunication Infrastructure Rules on 21.11.2024 and 22.11.2024 respectively under section 22 of the telecommunications Act, 2023 for security of the telecommunication infrastructure. DoT has set up a Telecom Security Operation Centre (TSOC), for detecting potential cyber- threats to Indian telecom network and providing alerts to stakeholders for necessary actions. DoT is engaging with citizens and making them aware of telecom related frauds & scams through social media and regular press releases.

    This information was given by the Minister of State for Communications, Dr. Pemmasani Chandra Sekhar in a written reply to a question in Rajya Sabha today.

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  • MIL-OSI Asia-Pac: INDIA POST PAYMENTS BANK UNDERTAKES VARIOUS MEASURES TO FACILITATE POST OFFICE SAVINGS ACCOUNT (POSA) LINKAGE WITH ITS ACCOUNTS

    Source: Government of India (2)

    Posted On: 06 FEB 2025 3:11PM by PIB Delhi

    India Post Payments Bank (IPPB) has 650 branches and over 1.63 lakh access points across the country with 01 branch and 224 access points particularly in Kushinagar district.

    IPPB is offering a range of services and products such as savings and current accounts, Virtual Debit Card, Domestic Money Transfer services, bill and utility payments, insurance services for IPPB customers, Post Office Savings Account (POSA) linkage with IPPB accounts, online payment for Post Office Savings schemes, Digital Life Certificate (DLC), Aadhaar Enabled Payment System (AePS), mobile number update in Aadhaar for any citizen and Child Enrolment services for any child of 0-5 years old.

    IPPB has undertaken various measures to facilitate the Post Office Savings Account (POSA) linkage with IPPB accounts including display of branding material at all major post offices and holding of more than 25000 financial literacy and customer awareness camps in and outside post offices to encourage customers for linking POSA – IPPB account.

    IPPB provides doorstep access to Aadhaar related services including Digital Life Certificates and Child Enrolment through the Postmen and GraminDakSevaks. It has tied up with various Departments at Central/State level to provide these services to general public, pensioners and children, as the case may be. As on 31.12.2024, the Bank has opened 7.03 crore Aadhaar seeded accounts, updated mobile numbers in Aadhaar of 7.68 crore customers, provided Child Enrolment services to 81.17 lakh customers and has issued more than 24 Lakh Digital Life Certificate to pensioners.

    This information was given by the Minister of State for Communications, Dr. Pemmasani Chandra Sekhar in a written reply to a question in Rajya Sabha today.

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  • MIL-OSI Asia-Pac: GROWING IMPORTANCE OF SATELLITE COMMUNICATION

    Source: Government of India (2)

    GROWING IMPORTANCE OF SATELLITE COMMUNICATION

    TELECOM TECHNOLOGY DEVELOPMENT FUND SCHEME TO ENABLE AFFORDABLE BROADBAND AND MOBILE SERVICES IN RURAL AND REMOTE AREAS

    Posted On: 06 FEB 2025 3:09PM by PIB Delhi

    The Government announced Satellite Communication Reforms in October, 2022 and Indian Space Policy in April, 2023. The Satellite Communication Reforms-2022 have facilitated the ease-of-doing business, streamlined a number of processes and reduced financial charges on the licensees. As a result of the recent Space Sector reforms, many satellite operators have shown interest and applied for authorization for providing the satellite capacity over India. It is envisaged that the above reforms will lead to better quality and affordable services

    The Telecommunications Act, 2023 provides for assignment of spectrum through administrative process for satellite-based services, listed in First Schedule of the Act. Further, in line with The Telecommunication Act 2023, the Department of Telecommunications (DoT) on 11.07.2024 has sought the Recommendations of the Telecom Regulatory Authority of India (TRAI) on terms and conditions of spectrum assignment including spectrum pricing in respect of licensees intending to provide satellite-based communication services while accounting for level playing field with terrestrial access services.

    The Telecom Technology Development Fund Scheme has been notified by DoT for domestic companies and institutions involved in technology design, development, and commercialization of telecommunication, including satellite communication, products and solutions to enable affordable broadband and mobile services in rural and remote areas.

    This information was given by the Minister of State for Communications, Dr. Pemmasani Chandra Sekhar in a written reply to a question in Rajya Sabha today.

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  • MIL-OSI Asia-Pac: DEPARTMENT OF POSTS TAKES STEPS TO IMPROVE OPERATIONAL EFFICIENCY AND EXPAND SERVICE OFFERINGS

    Source: Government of India (2)

    Posted On: 06 FEB 2025 3:08PM by PIB Delhi

    The Department of Posts has taken numerous steps to improve operational efficiency, incorporate technology, and expand service offerings. Below are the details:

    1. Improved Parcel Services:
      • Nodal Delivery Centers: 233 Nodal Delivery Centers have been established for faster and more efficient parcel delivery, covering over 1600 PIN codes. These centers handle approximately 30% of daily parcel deliveries.
      • Parcel Hubs: A network of 190 Parcel Hubs (Level-1 and Level-2) has been set up to facilitate faster processing and secure handling of parcels.
      • Technology Integration: Advanced tracking systems have been implemented, including real-time delivery status, API integration, system-assisted sorting, and error management systems.
      • Parcel Packaging Policy: 1408 Parcel Packaging Units are operational across the country, providing high-quality packaging materials for secure parcel transit.
      • Smart Booking and Delivery Kiosks: 30 Smart Parcel Delivery Kiosks and 30 Self Booking Kiosks have been installed in various cities to enable flexible pickup and delivery options for customers.
    2. DakGharNiryatKendras (DNKs): In coordination with Central Board of Indirect Taxes and Customs (CBIC), 1013 DNKs have been established to facilitate e-commerce exports, offering services such as self-booking, label generation, and export documentation.
      • These DNKs provide valuable support to small exporters, including artisans and self-help groups from rural areas.
    3. Core Banking and Digital Services:
      • All Post Offices are integrated with a Core Banking Solution offering a variety of services including ATMs, Internet Banking, Mobile Banking, NEFT/RTGS, Electronic Clearing Services (ECS), and e-KYC for smooth digital transactions.
      • India Post Payments Bank offers digital payment services linked to Post Office Savings Accounts.
    4. Expanded Services by the Business Development Directorate:
      • Post Office Passport Seva Kendra (POPSK): Post Offices are now offering passport services to citizens across the country.
      • AadhaarEnrollment and UpdationCenters: To provide Aadhaar services even in remote areas.
      • Verification of Prime Minister Employment Generation Program (PMEGP) Units: Post Offices assist in the verification process for government subsidy schemes like PMEGP.
      • E-Post & E-Payment: These services provide electronic message transmission and bill payment collection, respectively, further enhancing the Post’s service offerings.
    5. Retail and Specialized Services:
      • Gangajal and Holy Prasadam: Post Offices are involved in the distribution of Gangajal and delivery of Prasadam, providing a unique religious service to customers.
      • Media Post and Direct Post: For business communication, Post Offices facilitate Media Post services (advertisements through postal mediums) and Direct Post for targeted advertising.
      • India Post Passenger Reservation System (IP-PRS): Identified Post Offices have been equipped to offer railway ticket reservations, thus expanding their utility to the public.

    This information was given by the Minister of State for Communications, Dr. Pemmasani Chandra Sekhar in a written reply to a question in Rajya Sabha today.

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    Samrat/Dheeraj@:   pibcomm[at]gmail[dot]com

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  • MIL-OSI Asia-Pac: CONNECTIVITY IN RURAL AND REMOTE AREAS

    Source: Government of India (2)

    CONNECTIVITY IN RURAL AND REMOTE AREAS

    GOVERNMENT TAKES UP ‘BHARATNET’ PROJECT FOR PROVIDING BROADBAND CONNECTIVITY TO ALL GRAM PANCHAYATS

    Posted On: 06 FEB 2025 3:07PM by PIB Delhi

    To improve telecom services in commercially unviable rural and remote areas of the country, Government has taken up ‘BharatNet’ project for providing broadband connectivity to all Gram Panchayats (GPs) in the country and many other mobile projects for provisioning of mobile services with funding from Digital Bharat Nidhi (DBN) [erstwhile Universal Service Obligation Fund (USOF)]. As of date, 2,14,323 GPs are service ready in the country. Further, by commissioning of around 16,869 mobile towers, around 22,000 uncovered remote and rural villages / locations have been covered in the country.

     

    For providing mobile service in uncovered villages of North-Eastern Region and Left Wing Extremism (LWE) areas, Government has undertaken many targeted projects. In North-Eastern states, under the DBN funded schemes, 2,829 mobile towers have been commissioned covering around 3,500 uncovered villages and 286 National Highway locations. Further, in Left Wing Extremism (LWE) areas, 3,449 mobile towers have been commissioned covering 3,505 uncovered locations.

    This information was given by the Minister of State for Communications, Dr. Pemmasani Chandra Sekhar in a written reply to a question in Rajya Sabha today.

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  • MIL-OSI Asia-Pac: Delhi International Leather Expo (DILEX) 2025 to be held on 20-21st February at Yashobhoomi

    Source: Government of India (2)

    Delhi International Leather Expo (DILEX) 2025 to be held on 20-21st February at Yashobhoomi

    DILEX to enhance exports and employment aligning with ‘Make in India’ and ‘Atmanirbhar Bharat’ initiatives

    Council for Leather Exports targets $47 bn by 2030, with special focus on footwear & leather exports

    Posted On: 06 FEB 2025 2:23PM by PIB Delhi

    The Council for Leather Exports (CLE) is going to organise the Delhi International Leather Expo (DILEX) 2025, on 20-21st February at Yashobhoomi, ICC Dwarka, New Delhi. DILEX is a premier B2B event designed to provide a robust platform for manufacturers and exporters to showcase their latest collections, innovations, and capabilities to international buyers seeking viable sourcing alternatives. Aligning with the “Make in India” and Atmanirbhar Bharat initiatives, DILEX 2025 is set to enhance exports, create employment, and fortify India’s presence in global markets.

    The government has implemented several reforms to boost trade and industry. The Basic Customs Duty (BCD) on wet blue leather has been reduced from 10% to zero, effective 2nd February 2025, addressing a key industry demand, while export duty on crust leather has been eliminated. Additionally, a Special Package has been introduced to support manufacturing and exports, particularly in the footwear sector, along with a Focus Product Scheme aimed at improving productivity, quality, and competitiveness, generating a turnover of ₹4 lakh crore and exports of ₹1.1 lakh crore, and creating 22 lakh jobs.

    To support MSMEs, investment and turnover classification limits have been increased, and credit guarantee coverage for micro and small enterprises has been doubled to ₹10 crore, unlocking an additional ₹1.5 lakh crore in credit over five years. Custom financial assistance, including customized credit cards for micro-enterprises and support for SC/ST women entrepreneurs, will further promote inclusive growth. An Export Promotion Mission will also be launched with sectoral and ministerial targets, while BharatTradeNet (BTN), a unified platform for trade documentation and financing, will be established to streamline international trade.

    The Council for Leather Exports (CLE) expresses its gratitude to the Prime Minister Shri Narendra Modi, Finance Minister Smt. Nirmala Sitharaman, and the Ministry of Commerce & Industry for their unwavering support to the leather sector. CLE remains dedicated to promoting industry expansion, fostering job creation, and strengthening India’s footprint in global trade.

    Budget announcement comes at a pivotal moment for India’s leather and footwear sector, which is rapidly evolving into a global manufacturing and sourcing hub under the visionary “Make in India” and “Atamnirbhar Bharat” initiatives. CLE has also worked out a target of USD 47 billion by 2030. Out of which USD 13.7 bn is for export sector, conveyed said Shri Rajendra Kumar Jalan, Chairman, Council for Leather Exports.

    “The government’s proactive stance in addressing industry concerns—particularly the duty reductions and financial support for MSMEs—will be instrumental in elevating India’s leather sector to global prominence. CLE remains committed to driving sustainable growth and global competitiveness.” informed Shri Rajendra K. Jalan.

    “The Union Budget 2025 has delivered a much-needed boost to the leather and footwear sector by enhancing credit access, rationalizing duties, and maintaining key policy frameworks. The industry is poised for significant growth with the newly introduced special package and export-oriented incentives.” said Shri Vimal Anand, Joint Secretary.

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    Abhishek Dayal/Abhijith Narayanan/Asmitabha Manna

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  • MIL-OSI Asia-Pac: Workshop on Green Hydrogen aims at strengthening India-UK cooperation

    Source: Government of India (2)

    Workshop on Green Hydrogen aims at strengthening India-UK cooperation

    Bureau of Indian Standards (India) and British Standards Institution (United Kingdom) discusses hydrogen standardization

    Posted On: 06 FEB 2025 2:00PM by PIB Delhi

    With an objective to strengthen India-UK cooperation on hydrogen standardization through Green Hydrogen Production & Regulations, Bureau of Indian (BIS), in collaboration with BSI (British Standards Institution) and the UK Government’s Foreign, Commonwealth & Development Office (FCDO), hosted a two-day India-UK Standards Partnership Workshop on Green Hydrogen in New Delhi.

    The India-UK Standards Partnership Workshop on Green Hydrogen marks a milestone in fostering international cooperation for achieving clean energy transitions. It serves as a testament to the importance of knowledge exchange, standardization, and innovation in building a sustainable hydrogen market, said Ms. Abbey Dorian, Energy Sector Lead at BSI during the workshop.

    She said, “India and the UK have a shared ambition to become leaders in green hydrogen, supporting the goal of a net zero future.

    The event is a part of a schedule of wider activity, through the UK Government’s Standards Partnership programme which aims to increase the use of international standards in India to accelerate growth, attract investment and enhance trade. The event emphasises on safe, scalable & globally harmonized Regulations, Codes and Standards (RCS). The event was also focused at adoption of fast-track PAS (Publicly Available Specification) standards & global hydrogen certification.

    The programme also strengthens BIS’s efforts under the National Green Hydrogen Mission. It helped identify gaps in standards, explore new areas, and connect with experts. Insights from global best practices will enhance India’s certification, testing, and standardization, supporting a sustainable and competitive green hydrogen economy.

    The event witnessed insightful deliberations by policymakers, technical experts, and industry leaders from India and the United Kingdom. The workshop was inaugurated by Mr. Rajiv Sharma, Deputy Director General (Standardization-I), BIS, Ms. Laura Aylett, Head of Climate and Energy (British High Commission) and Ms. Abbey Dorian, Energy Sector Lead, BSI, underscoring the shared vision of India and UK to foster innovation and sustainability in the green hydrogen sector.

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    Abhishek Dayal/Nihi Sharma

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  • MIL-OSI Asia-Pac: Amalgamated hybrid materials enable brain-mimicking artificial synapses for computing breakthroughs

    Source: Government of India (2)

    Posted On: 06 FEB 2025 5:05PM by PIB Delhi

    Taking inspiration from nature, a group of scientists have amalgamated hybrid materials to form a robust biomimetic system that closely mimics the behavior of biological synapses. This can pave the path towards a new wave of innovation in computing with breakthroughs in robotics, machine learning, and real-time data processing.

    The human brain, known for its remarkable energy efficiency, is serving as a model for developing advanced technologies. At the forefront of these efforts are solution-processed memristor (a non-volatile electrical component that regulates the flow of current in a circuit) devices, which are designed to replicate the brain’s synaptic functions. These devices are not only efficient but also scalable and cost-effective, making them ideal for creating neuromorphic systems-computers that function like the human brain. By mimicking how neurons communicate and process information, memristors have immense potential to revolutionize artificial intelligence, enabling smarter, faster, and more energy-efficient AI systems.

    In a recent finding, a group of scientists from S. N. Bose National Centre for Basic Sciences (SNBNCBS), in collaboration with the National Institute of Technical Teachers’ Training and Research (NITTTR), developed a hybrid material incorporating nanoscale conductive clusters to facilitate the formation of metallic pathways within a memristive layer. The foundation of the technology is the development of mesoporous graphitic carbon nitride (g-C3N4, abbreviated as CN) nanosheets embedded with silver nanoparticles (Ag NPs) to enable incremental resistance modulation via electric field-induced electrochemical metallization. The amalgamation of these hybrid materials by SNBNCBS, an autonomous institute of Department of Science and Technology, forms a robust biomimetic system known as AgCN that closely mimics the behavior of biological synapses. The research was published in the journal Advanced Functional Materials,

    The AgCN system exhibits gradual and continuous changes in resistance, a property that is critical for energy-efficient and adaptive computing systems. The utilization of biomimicry principles in neuromorphic computing devices has yielded unparalleled capabilities. Contrary to conventional computing systems that employ rigid algorithms, neuromorphic systems emulate the brain’s capacity for learning and adaptation. AgCN-based memristors exhibit remarkable versatility and adaptability in this domain.

    These devices effectively replicated Morse Code by modulating their current to produce precise dot-and-line signals, underscoring their potential for real-time code detection applications. The core innovation of this technology lies in the electric field-induced strengthening or weakening of metallic pathways through the conductive clusters, which play a crucial role in modulating synaptic plasticity.  

    The devices can learn, adapt, and detect patterns with remarkable accuracy by varying voltage pulse numbers, amplitudes, and widths. A particularly noteworthy demonstration involved the devices’ capacity to emulate Pavlov’s dog experiment, thereby highlighting their aptitude for associative learning, a process analogous to biological learning. The impact of these devices extends beyond mere imitation of synaptic behavior, as they empower machines to learn and adapt with greater efficiency by processing and transmitting information in a manner analogous to biological synapses.

    This capacity is of paramount importance for next-generation AI systems, which necessitate high-speed, low-power solutions for image recognition and real-time decision-making tasks. The development of conductive-island-assisted synaptic devices represents a significant leap forward in the field of artificial intelligence, as biomimicry drives innovation.

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  • MIL-OSI Asia-Pac: LIEUTENANT GENERAL BATOO TSHERING, CHIEF OPERATIONS OFFICER OF ROYAL BHUTAN ARMY, CONCLUDES OFFICIAL VISIT TO INDIA

    Source: Government of India (2)

    Posted On: 06 FEB 2025 4:59PM by PIB Delhi

    Lieutenant General Batoo Tshering, Chief Operations Officer, Royal Bhutan Army, concluded his official visit to India, marking a key step in further strengthening the defence relations between Bhutan and India. The visit, which took place from February 1st to 6th, 2025, enhanced bilateral military cooperation and laid the groundwork for new avenues of collaboration, particularly in training and capability enhancement.

    Lieutenant General Tshering visited Gaya, New Delhi and Kolkata during his stay in India. While in Gaya, he visited the Officers Training Academy and several Buddhist landmarks. These visits reflected the deep-rooted military and cultural ties between Bhutan and India. Discussions at the Officers Training Academy centered around enhancing Bhutanese military training modules and expanding the scope of officer exchange programmes between the two armies.

    While in New Delhi, the General laid wreath at the National War Memorial, and received a Guard of Honour at the South Block. The General also called on the Honourable Raksha Mantri Shri Rajnath Singh, Chief of Defence Staff, Chief of the Army Staff and other senior leadership, including the National Security Advisor, Defence Secretary, and Foreign Secretary. These high-level engagements resulted in reaffirming India’s commitment to supporting the Royal Bhutan Army in modernisation efforts, including increased defence technology cooperation, military training, and logistical support. During his visit to the National Security Guard, Manesar, both sides explored avenues for enhanced collaboration including joint training in special operations and knowledge sharing on rapid response strategies.

    Before departing for Bhutan, Lieutenant General Tshering also visited Kolkata, where he laid a wreath at Vijay Smarak and visited the Eastern Command Headquarters of the Indian Army. He called on the General Officer Commanding-in-Chief, Eastern Command, and interacted with senior officers to discuss enhanced cooperation in training and disaster relief operations – a key area of shared interest between the two countries.

    Lieutenant General Tshering’s visit cemented several key defence initiatives, including greater participation of Bhutanese officers in Indian defence institutions, and the possibility of focusing on peacekeeping operations. The visit served as an important milestone in solidifying the long-standing defence ties between Bhutan and India, paving the way for a more robust and future-ready partnership in military engagement.

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  • MIL-OSI Asia-Pac: EPFO Achieves Historic Milestone of Settling Over 5 Crore Claims in FY 2024-25: Dr. Mansukh Mandaviya

    Source: Government of India

    EPFO Achieves Historic Milestone of Settling Over 5 Crore Claims in FY 2024-25: Dr. Mansukh Mandaviya

    Auto Claim Settlements Doubles to 1.87 Crore Claims in FY 2024-25 Compared to 89.52 Lakh Claims in FY 2023-24

    97.18% of Member Profile Corrections Have Been Self-Approved By Members

    Only 8% of Transfer Claims Now Require Member and Employer Attestation

    Posted On: 06 FEB 2025 4:46PM by PIB Delhi

    Union Minister of Labour & Employment and Youth Affairs & Sports, Dr. Mansukh Mandaviya, today announced that the Employees’ Provident Fund Organisation (EPFO) has achieved a historic milestone by crossing the 5 crore claims settlement mark for the first time in its history. In the financial year 2024-25, EPFO has processed over 5.08 crore claims amounting to Rs. 2,05,932.49 crore, surpassing the 4.45 crore claims worth Rs. 1,82,838.28 crore settled in the previous financial year 2023-24.

    Dr. Mandaviya highlighted that this remarkable achievement has been made possible due to a series of transformative reforms initiated by EPFO to enhance claim settlement processes and reduce grievances among members. “We have implemented key measures, including an increase in the ceiling and categories of auto-settled claims, simplified member profile changes, streamlined PF transfers, and improved KYC compliance ratios. These reforms have significantly improved the efficiency of EPFO,” he stated.

    A major enabler for faster claim processing has been the auto-claim settlement mechanism, ensuring that claims are settled within three days of submission. Dr. Mandaviya noted that the impact of this reform is evident, with auto claim settlements doubling to 1.87 crore claims in the current financial year, compared to 89.52 lakh auto claims processed during the entire FY 2023-24.

    Similarly, reforms in the PF transfer claim submission process have streamlined the workflow significantly. Since the introduction of a simplified transfer claim application, only 8% of transfer claims now require member and employer attestation. Notably, 48% of claims are submitted directly by members without employer intervention, while 44% of transfer requests are generated automatically.

    Dr. Mandaviya further emphasized the impact of member profile correction reforms. “Since the introduction of the simplified procedure, approximately 97.18% of member profile corrections have been self-approved by members, with only 1% requiring employer approval, and office intervention has been reduced to just 0.4%. Further, the rejection cases have dropped to 1.11% by the employer and 0.21% by the regional office, reflecting the effectiveness of the streamlined processes and reduced procedural bottlenecks in claim settlements”, Union Minister stated.

    Reaffirming the government’s commitment to enhancing ease of access for EPFO members, Dr. Mandaviya underscored that the organization will continue to leverage technology and process simplification to ensure a seamless and efficient service experience. “These reforms have not only accelerated the claim settlement process but have also contributed to minimizing member grievances, further strengthening trust in EPFO,” he added.

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    Himanshu Pathak

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  • MIL-OSI Asia-Pac: ‘Pariksha Pe Charcha’ is back and that too in a fresh and livelier format!: Prime Minister

    Source: Government of India (2)

    Posted On: 06 FEB 2025 1:18PM by PIB Delhi

    Urging all #ExamWarriors, their parents and teachers to watch #PPC2025, consisting of 8 very interesting episodes covering different aspects of stress free exams!: PM

    Urging all Exam Warriors, their parents and teachers to watch the
    Pariksha Pe Charcha 2025, the Prime Minister Shri Narendra Modi in a post on X wrote,:

    “‘Pariksha Pe Charcha’ is back and that too in a fresh and livelier format!

    Urging all #ExamWarriors, their parents and teachers to watch #PPC2025, consisting of 8 very interesting episodes covering different aspects of stress free exams!”

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    MJPS/SR/SKS

    (Release ID: 2100194) Visitor Counter : 30

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  • MIL-OSI Asia-Pac: Union Minister Jyotiraditya Scindia inaugurates North East Investment Roadshow in Chennai

    Source: Government of India (2)

    Union Minister Jyotiraditya Scindia inaugurates North East Investment Roadshow in Chennai

    Minister Scindia invites Chennai to join the transformative journey of the ‘Ashtalakshmi’ region as it charts its path to becoming a leading engine of India’s growth.

    The roadshow hosted by Ministry of Development of North Eastern Region aims to attract investment for the development of North East India.

    Posted On: 06 FEB 2025 9:29AM by PIB Delhi

    The Ministry of Development of North Eastern Region (MDoNER) hosted the North East Trade and Investment Roadshow in Chennai today. The roadshow evoked strong interest from potential investors who are eager to explore opportunities in the North Eastern States. The event was attended by the Hon’ble Minister, Ministry of Development of North Eastern Region & Ministry of Communications, Shri Jyotiraditya M. Scindia, alongwith Pu Lalnghinglova Hmar, Hon’ble Minister of Sports & Youth Services, Government of Mizoram, senior officials from MDoNER, North Eastern Council and North Eastern States.

    Hon’ble Minister, MDoNER mentioned that Hon’ble Prime Minister emphasized North East as India’s Asthalakshmi, a key economic asset poised for rapid industrialization. He highlighted the major development initiatives in the infrastructure sector that have taken place in the North Eastern Region under the leadership of Hon’ble Prime Minister during the last 10 years, inter-alia, including expanding air, road and rail connectivity, waterways etc. Hon’ble Minister MDoNER stated that each of the eight states of the North East embodies unique strengths, resources and opportunities, making this region an invaluable asset in India’s growth story. From its rich cultural diversity to its natural beauty and strategic location, the North Eastern Region holds immense potential to emerge as one of the country’s leading economic powerhouses. Its proximity to Southeast Asia also positions the North Eastern Region as a gateway to South East Asian countries, aligning perfectly with India’s Act East Policy. He also highlighted the potential of North Eastern States in various sectors such as Tourism & hospitality, Agri and allied industries, healthcare, entertainment & sports, infrastructure & logistics, IT & ITeS, Textiles, Handloom & Handicrafts, energy etc. He assured investors that the region’s youth, high literacy rates, and abundant natural resources make it an ideal destination for investment. Hon’ble Minister expressed his admiration for Chennai, calling it a “thriving IT powerhouse and a cradle of economic growth for India”. He acknowledged the city’s rich heritage, cutting-edge technology, and robust industrial ecosystem, drawing parallels between Chennai’s potential and North East India’s emerging economic landscape. Highlighting the North East India’s strengths in agriculture, food processing, tourism, and manufacturing, he urged Chennai’s entrepreneurs to invest in these sectors. He also underlined that North East holds 38% of India’s bamboo resources which offers great opportunity to furniture industry of Chennai. Further, the large untapped hydrocarbon reserves and hydropower generation potential of the North Eastern Region waiting to be harnessed. In his concluding remarks he invited investors to the North Eastern Region and play a key role in shaping the future of the region.

    Hon’ble Minister of Sports & Youth Services, Govt. of Mizoram in his address highlighted Mizoram’s immense investment opportunities despite being a small state with a population of just 11 lakh. He stated that with 55% of its land under horticulture, Mizoram produces GI-tagged ginger and chillies, along with mandarin oranges, papaya, and dragon fruit, offering significant potential in agriculture and food processing. The State is rich in bamboo cultivation, which still remains largely untapped. He also underlined that Mizoram is also positioning itself as a sports powerhouse and is aligned with India’s 2036 Olympic vision. Mizoram has also produced top sportspersons, therefore, the sports sector has great potential for investment. He also urged investors to explore other sectors such as tourism, infrastructure, food processing etc. for investment in the State of Mizoram.

    Shri Chanchal Kumar, Secretary, MDoNER in his address highlighted the immense investment potential of the North East, calling it a hub of innovation, cultural heritage, and economic opportunity. With breathtaking landscapes and a thriving tourism sector, the region has become increasingly attractive for investors. He highlighted that over the last 10 years, connectivity of the region has been transformed whether it is road, rail, air, water, and digital. The region’s economic growth has outpaced the national average, making it an ideal destination for businesses. Further, the North Eastern States have tailored, attractive policies aligned with the Central Government to encourage investment. He informed that Government has identified eight tourism sites to be developed as model tourist destinations across each of the North Eastern States through PPP mode.  He also underlined that IT & ITeS sector is growing faster in the North Eastern Region. Further, the agriculture and allied sectors offers unique products with immense economic potential. He stated that UNNATI scheme launched by Government of India provides attractive incentives for investment in the North Eastern Region. He also mentioned that with trilateral highways and the Kaladan project, the North East is set to become a key hub for medical tourism, catering to over 60 million people from neighbouring countries. The single-window system across the North Eastern States ensures ease of doing business. He urged the investors to visit, explore, and partner in North East India’s transformation.

    Shri Shantanu, Joint Secretary, MDoNER, in his address on advantage North East and Opportunities for Investment and Trade emphasized that North Eastern Region has rich untapped potential. He informed that during the last 10 years there is a remarkable improvement in connectivity to the North Eastern Region whether it’s air, rail, road or waterways. Over the past decade, the government has successfully completed numerous pending projects, benefiting local communities and millions of people through various schemes/initiatives. He stated that North East Region’s enabling infrastructure, strategic connectivity, higher working age population and an english-speaking workforce, makes it ideal for businesses targeting Southeast Asian markets.  He also highlighted the opportunities in the region in various sectors like IT & ITES, Healthcare, Agri and allied, Education & Skill Development, Sports & Entertainment, Tourism & Hospitality, Infrastructure and logistics; Textiles, Handlooms and Handicrafts and Energy. He stated that with ample opportunities across multiple sectors, North East India welcomes investors to explore its vast potential and be part of its growth journey.

    The representative of Department for Promotion of Industry and Internal Trade (DPIIT), under the Ministry of Commerce & Industry, gave a detailed presentation on the UNNATI Scheme, providing attendees with a comprehensive understanding of its benefits and associated incentives. He underlined that the UNNATI Scheme aims to boost industrialisation and economic growth in North East India. The scheme offers incentives to attract investors and manufacturing companies, supports the ‘Act East Policy,’ and promotes domestic manufacturing and services to reduce import dependence and enhance exports.

    Senior officials representing the North Eastern States shared actionable insights about the emerging opportunities across various sectors. The Chennai roadshow drew strong participation from industry leaders, further reinforcing the investment appeal of North East India. The event also featured several B2G meetings, providing investors with a platform to discuss their investment plans in the North Eastern Region.

    The Chennai roadshow concluded on a positive note, with participants expressing keen interest in exploring collaborative ventures in the North Eastern Region. The event not only fostered meaningful dialogue but also laid the groundwork for future partnerships, driving economic growth and sustainable development in the region. The event marked another milestone in a series of successful roadshows across India and showcased the untapped potential of North East India.

    *****

    Samrat/Dheeraj

    donerpib[at]gmail[dot]com

    (Release ID: 2100164) Visitor Counter : 322

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Vice-President to visit Ranebennur, Karnataka on 7th February, 2025

    Source: Government of India (2)

    Vice-President to visit Ranebennur, Karnataka on 7th February, 2025

    VP to be Chief Guest at inaugural event of Karnataka Vaibhava Literature & Cultural Festival

    Posted On: 06 FEB 2025 10:00AM by PIB Delhi

    The Vice-President of India, Shri Jagdeep Dhankhar, will visit Ranebennur, Karnataka, on 7th February, 2025.

    During his one-day tour, Shri Dhankhar will be the Chief Guest at the inaugural event of the Karnataka Vaibhava Literature & Cultural Festival at Ranebennur.

    ***

    JK/RC/SM

     

    (Release ID: 2100165) Visitor Counter : 28

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Post event press release of Chennai roadshow held on 5th February, 2025

    Source: Government of India

    Posted On: 06 FEB 2025 9:29AM by PIB Delhi

    The Ministry of Development of North Eastern Region (MDoNER) hosted the North East Trade and Investment Roadshow in Chennai today. The roadshow evoked strong interest from potential investors who are eager to explore opportunities in the North Eastern States. The event was attended by the Hon’ble Minister, Ministry of Development of North Eastern Region & Ministry of Communications, Shri Jyotiraditya M. Scindia, alongwith Pu Lalnghinglova Hmar, Hon’ble Minister of Sports & Youth Services, Government of Mizoram, senior officials from MDoNER, North Eastern Council and North Eastern States.

    Hon’ble Minister, MDoNER mentioned that Hon’ble Prime Minister emphasized North East as India’s Asthalakshmi, a key economic asset poised for rapid industrialization. He highlighted the major development initiatives in the infrastructure sector that have taken place in the North Eastern Region under the leadership of Hon’ble Prime Minister during the last 10 years, inter-alia, including expanding air, road and rail connectivity, waterways etc. Hon’ble Minister MDoNER stated that each of the eight states of the North East embodies unique strengths, resources and opportunities, making this region an invaluable asset in India’s growth story. From its rich cultural diversity to its natural beauty and strategic location, the North Eastern Region holds immense potential to emerge as one of the country’s leading economic powerhouses. Its proximity to Southeast Asia also positions the North Eastern Region as a gateway to South East Asian countries, aligning perfectly with India’s Act East Policy. He also highlighted the potential of North Eastern States in various sectors such as Tourism & hospitality, Agri and allied industries, healthcare, entertainment & sports, infrastructure & logistics, IT & ITeS, Textiles, Handloom & Handicrafts, energy etc. He assured investors that the region’s youth, high literacy rates, and abundant natural resources make it an ideal destination for investment. Hon’ble Minister expressed his admiration for Chennai, calling it a “thriving IT powerhouse and a cradle of economic growth for India”. He acknowledged the city’s rich heritage, cutting-edge technology, and robust industrial ecosystem, drawing parallels between Chennai’s potential and North East India’s emerging economic landscape. Highlighting the North East India’s strengths in agriculture, food processing, tourism, and manufacturing, he urged Chennai’s entrepreneurs to invest in these sectors. He also underlined that North East holds 38% of India’s bamboo resources which offers great opportunity to furniture industry of Chennai. Further, the large untapped hydrocarbon reserves and hydropower generation potential of the North Eastern Region waiting to be harnessed. In his concluding remarks he invited investors to the North Eastern Region and play a key role in shaping the future of the region.

    Hon’ble Minister of Sports & Youth Services, Govt. of Mizoram in his address highlighted Mizoram’s immense investment opportunities despite being a small state with a population of just 11 lakh. He stated that with 55% of its land under horticulture, Mizoram produces GI-tagged ginger and chillies, along with mandarin oranges, papaya, and dragon fruit, offering significant potential in agriculture and food processing. The State is rich in bamboo cultivation, which still remains largely untapped. He also underlined that Mizoram is also positioning itself as a sports powerhouse and is aligned with India’s 2036 Olympic vision. Mizoram has also produced top sportspersons, therefore, the sports sector has great potential for investment. He also urged investors to explore other sectors such as tourism, infrastructure, food processing etc. for investment in the State of Mizoram.

    Shri Chanchal Kumar, Secretary, MDoNER in his address highlighted the immense investment potential of the North East, calling it a hub of innovation, cultural heritage, and economic opportunity. With breathtaking landscapes and a thriving tourism sector, the region has become increasingly attractive for investors. He highlighted that over the last 10 years, connectivity of the region has been transformed whether it is road, rail, air, water, and digital. The region’s economic growth has outpaced the national average, making it an ideal destination for businesses. Further, the North Eastern States have tailored, attractive policies aligned with the Central Government to encourage investment. He informed that Government has identified eight tourism sites to be developed as model tourist destinations across each of the North Eastern States through PPP mode.  He also underlined that IT & ITeS sector is growing faster in the North Eastern Region. Further, the agriculture and allied sectors offers unique products with immense economic potential. He stated that UNNATI scheme launched by Government of India provides attractive incentives for investment in the North Eastern Region. He also mentioned that with trilateral highways and the Kaladan project, the North East is set to become a key hub for medical tourism, catering to over 60 million people from neighbouring countries. The single-window system across the North Eastern States ensures ease of doing business. He urged the investors to visit, explore, and partner in North East India’s transformation.

    Shri Shantanu, Joint Secretary, MDoNER, in his address on advantage North East and Opportunities for Investment and Trade emphasized that North Eastern Region has rich untapped potential. He informed that during the last 10 years there is a remarkable improvement in connectivity to the North Eastern Region whether it’s air, rail, road or waterways. Over the past decade, the government has successfully completed numerous pending projects, benefiting local communities and millions of people through various schemes/initiatives. He stated that North East Region’s enabling infrastructure, strategic connectivity, higher working age population and an english-speaking workforce, makes it ideal for businesses targeting Southeast Asian markets.  He also highlighted the opportunities in the region in various sectors like IT & ITES, Healthcare, Agri and allied, Education & Skill Development, Sports & Entertainment, Tourism & Hospitality, Infrastructure and logistics; Textiles, Handlooms and Handicrafts and Energy. He stated that with ample opportunities across multiple sectors, North East India welcomes investors to explore its vast potential and be part of its growth journey.

    The representative of Department for Promotion of Industry and Internal Trade (DPIIT), under the Ministry of Commerce & Industry, gave a detailed presentation on the UNNATI Scheme, providing attendees with a comprehensive understanding of its benefits and associated incentives. He underlined that the UNNATI Scheme aims to boost industrialisation and economic growth in North East India. The scheme offers incentives to attract investors and manufacturing companies, supports the ‘Act East Policy,’ and promotes domestic manufacturing and services to reduce import dependence and enhance exports.

    Senior officials representing the North Eastern States shared actionable insights about the emerging opportunities across various sectors. The Chennai roadshow drew strong participation from industry leaders, further reinforcing the investment appeal of North East India. The event also featured several B2G meetings, providing investors with a platform to discuss their investment plans in the North Eastern Region.

    The Chennai roadshow concluded on a positive note, with participants expressing keen interest in exploring collaborative ventures in the North Eastern Region. The event not only fostered meaningful dialogue but also laid the groundwork for future partnerships, driving economic growth and sustainable development in the region. The event marked another milestone in a series of successful roadshows across India and showcased the untapped potential of North East India.

    *****

    Samrat/Dheeraj

    donerpib[at]gmail[dot]com

    (Release ID: 2100164) Visitor Counter : 51

    MIL OSI Asia Pacific News

  • MIL-OSI: Atlys announces its expansion to the UK, spelling the end of visa woes for more than 36% of the population

    Source: GlobeNewswire (MIL-OSI)

    London, Feb. 06, 2025 (GLOBE NEWSWIRE) — For millions of travellers, planning a trip abroad means facing uncertainty and anxiety as they jump through hoops trying to satisfy complex visa requirements. In order to tackle this kind of travel inequality, Atlys has today announced its expansion into the UK market. The digital visa platform’s UK expansion follows a fresh $20 million funding round from marquee global investors. 

    As part of its UK expansion, Atlys has acquired Artionis, a UK-based visa services company, bringing aboard 40 specialists across offices in London, Manchester, and Edinburgh. It plans to double headcount to 80 employees in the UK this year. The acquisition strengthens Atlys’ expertise in specialised visa routes, that will cater to 36% of the UK population made up of non-UK passport holders as well as those who prefer a DIY approach to visa applications.

    Atlys founder and CEO: Mohak Nahta.

    “Expanding to the UK represents more than just market growth – it’s about creating a more equitable travel ecosystem,” said Mohak Nahta, Founder and CEO of Atlys. “Our platform is designed to make international travel accessible to everyone, regardless of their passport strength, and the UK’s strategic position will help us extend this impact across Europe.”

    The Atlys digital visa application experience.

    Since its inception in 2021, Atlys has processed over two million visas for people, transforming a traditionally complex process through intelligent automation. The platform’s unique predictive engine provides exact visa approval timelines and backs this certainty with refund guarantees for rejected or delayed applications. Users can complete applications in under five minutes and upload documents once to become visa-ready for more than 100 countries, eliminating redundant paperwork. Within six months of its launch, Atlys rapidly became the largest visa processor in India – capturing a lion’s share of the market. Building on that momentum, Atlys launched its services in the UAE last year and has quickly established a strong foothold in the country where 90%  of the population is made up of expatriates, creating a pressing demand for a streamlined visa solution.

    Atlys offers transparency on your visa application process.

    Atlys’s impact can be seen in the stories of users like George, who booked a flight to Dubai to visit his ailing mother and only realized at the airport that his UAE visa had expired. With Atlys’s assistance, he secured a new visa in just 30 minutes – just in time to board his plane. Another case highlighting Atlys’s effectiveness is Muhammad, a businessman from Hyderabad who initially had his European visa application denied. Atlys guided him through the process, recommended the most suitable embassy, and helped craft a strong application that showcased his ties to India, ultimately leading to an approval.

    The platform’s origin story reflects its mission. The idea for Atlys was born when Mohak Nahta, while working at Pinterest, faced a stark contrast in travel preparation compared to his American colleagues. As the only Indian team member planning a five-country work trip, Nahta had to secure multiple visas, each requiring him to submit the same documents over and over again. This frustration led him to envision a platform where travellers could upload documents once and instantly become visa-ready for multiple countries. What started as a side project quickly gained traction among friends, with word-of-mouth driving rapid adoption. 

    The founder’s belief in the solution led to unconventional growth tactics. He began visiting San Francisco’s international airport wearing a T-shirt emblazoned with the words “Got Questions on Turkey e-Visa?”, helping confused travellers navigate recent rule changes – until security eventually banned him from the premises. This grassroots approach and clear market need convinced Nahta to leave Pinterest and pursue Atlys full-time.

    “Since our initial investment, Atlys has demonstrated exceptional growth, processing over two million visas while maintaining strong user satisfaction,” said Shraeyansh Thakur, Principal at Peak XV. “Their data-driven approach and focus on user experience set them apart. The UK expansion represents a significant step toward becoming the definitive platform for global travel enablement.”

    The expansion comes as the global travel sector shows considerable growth, with the World Travel & Tourism Council valuing the market at nearly $9 trillion in 2023 and projecting over 1.8 billion international arrivals by decade’s end. Beyond visas, Atlys is evolving into a comprehensive travel companion having added eSIMs, Forex, and travel insurance to their offering, with plans to expand into curated experiences.

    Looking ahead, Atlys will leverage its new funding to drive product innovation and broader expansion, empowering even more  global travellers to explore the world with confidence – regardless of their passport strength.

    Ends

    Media images can be found here

    About Atlys
    Founded in 2021 by Mohak Nahta, Atlys simplifies visa processing and global travel. Through its intuitive platform, even first-time travellers can confidently navigate visa applications. Driven by the mission to enable every person to travel freely, Atlys is paving the way for a world where borders are no longer a barrier to exploration.

    The MIL Network

  • MIL-OSI Global: The ‘degrowth’ movement envisions global climate justice, but must adapt to global south realities

    Source: The Conversation – France – By Claudius Gräbner-Radkowitsch, Junior Professor of Pluralist Economics, Europa-Universität Flensburg

    It is widely accepted that human activities are the primary drivers of global warming and environmental crises, including the rapid loss of biodiversity. However, the debate over how best to address these issues is far from settled. In political circles, “green growth” – the concept of making economic activities more sustainable – has emerged as the most popular solution.

    Is green growth enough?

    The idea behind green growth is to continue expanding economies while minimising environmental harm. However, critics argue that this approach has failed to significantly curb climate change and biodiversity loss.

    Despite international efforts since the 1970s, carbon emissions have continued to rise. As the World Inequality Report reveals, nearly half of historical emissions occurred after 1990. Incremental policy changes, technological innovations and shifts in consumer behaviour have not been enough to reverse this trend. This failure has led to the growing appeal of “degrowth” – a more radical alternative that challenges the current global economic system.

    What is ‘degrowth’?

    “Degrowth” emerged in Europe, particularly in France, in the late 2000s. Philosophers such as André Gorz and economists such as Serge Latouche were among its early proponents, with researchers such as Tim Jackson later popularising the concept in the English-speaking world. They argue that the root cause of environmental destruction lies not only in human activity but also in a global economic model that has prioritised growth and profit since the Industrial Revolution.

    Initially, degrowth was a critique of Western lifestyles and notions of progress. Environmental concerns were just one part of the movement’s broader agenda. Over time, however, environmentalism has become central to the movement’s goals.

    A stenciled message in favour of degrowth.
    Paul Sableman, CC BY



    À lire aussi :
    Idea of green growth losing traction among climate policy researchers, survey of nearly 800 academics reveals


    What about the global south?

    Today, many degrowth advocates assert that the richer countries of the global north, being largely responsible for environmental degradation, should be the ones to scale back economic activity to avert ecological catastrophe. But what about the poorer countries of the global south? Should they adopt degrowth strategies? Some argue this would impose a neocolonial agenda, with wealthier countries once again dictating the terms of global development. Others note that many poorer countries need economic growth to combat poverty. And even if degrowth were limited to the north, it could still have significant effects on the south – both positive and negative.

    A review of academic literature on degrowth and the global south reveals two main perspectives: those who see degrowth as incompatible with the south’s development needs, and those who believe it could offer synergies with sustainable development goals.

    Supporters of degrowth often point out that many of its core ideas originate in the global south. Anthropologist Jason Hickel cites figures such as Sri Lankan philosopher Ananda Coomaraswamy, Indian economist J.C. Kumarappa and Bengali poet Rabindranath Tagore as inspirations. While these thinkers may not use the term “degrowth”, they promote ideas aligned with it, such as the Latin American Sumak kawsay (or “Buen vivir”) or the South African Ubuntu. These non-Western perspectives have been instrumental in shaping the degrowth discourse in the global north.

    Degrowth as decolonisation

    Degrowth advocates argue that scaling back economic activity in the north could help dismantle the unequal global division of labour, in which raw materials are extracted from the south and processed into consumer goods in the north. This system disproportionately benefits wealthier nations while leaving poorer countries with the social and environmental costs. Federico Demaria, a researcher in political ecology, argues that northern countries must “pay for past and present colonial exploitation in the south” – a central theme in contemporary degrowth discourse.

    An aerial view of a gold mine in Brazil.
    Tarcisio Schnaider/Shutterstock

    Some researchers suggest that dependence on economic growth is problematic for both the north and south. They argue that growth alone does not guarantee poverty reduction – wealth distribution and institutional reforms are just as crucial. Degrowth could help both regions avoid unsustainable development models by focusing more on social well-being than perpetual economic expansion.

    Challenges for degrowth in the global south

    However, many scholars believe degrowth is unattractive for the global south. Critics argue that the concept is too Eurocentric and fails to resonate amid the specific challenges faced by poorer nations. Interviews with academics and activists in the south show that while they may agree with some of the ideas behind degrowth, they reject its language, which they see as rooted in Western thinking. Economist Beatriz Rodríguez Labajos and her co-authors suggest that researchers from the north and south should look at “strengthening potential synergies, through an assertive recognition of the barriers to doing so”.

    There is also concern that promoting degrowth in the south could be perceived as a new form of colonialism. Imposing Western notions of degrowth could prevent poorer countries from following the same path to prosperity that the north took, which often involved exploiting the resources of the south. The degrowth movement’s failure to fully address the colonial roots of economic development poses a challenge to its decolonization-oriented ambitions.

    The problem of global dependencies

    Finally, global dependencies further complicate the degrowth debate. Many people in the south rely on export-driven economies that serve Western markets. A reduction in economic activity in the north could harm populations in the south who depend on those exports.

    This interdependence presents a dilemma for the degrowth movement. Proponents argue that degrowth is not about abandoning economic activity but reforming the global trade, finance and governance systems to prevent negative impacts on the south. For degrowth to succeed, its advocates must formulate concrete proposals that address these global dependencies without exacerbating inequalities or harming the most vulnerable.


    This article is part of a project involving The Conversation France and AFP audio. It has received financial support from the European Journalism Centre, as part of the Solutions Journalism Accelerator programme supported by the Bill and Melinda Gates Foundation. AFP and The Conversation France have retained their editorial independence at every stage of the project.


    We offer this article as part of the Normandy World Forum for Peace, organised by the Normandy region of France on September 26-27, 2024. The Conversation France is a partner of the forum. For more information, visit the Normandy World Forum for Peace’s website.

    Claudius Gräbner-Radkowitsch is a member of the Bündnis90/Die Grünen (The Greens) party. He has received research grants, notably from the Austrian FWF and the German DFG.

    Birte Strunk ne travaille pas, ne conseille pas, ne possède pas de parts, ne reçoit pas de fonds d’une organisation qui pourrait tirer profit de cet article, et n’a déclaré aucune autre affiliation que son organisme de recherche.

    ref. The ‘degrowth’ movement envisions global climate justice, but must adapt to global south realities – https://theconversation.com/the-degrowth-movement-envisions-global-climate-justice-but-must-adapt-to-global-south-realities-238276

    MIL OSI – Global Reports

  • MIL-OSI Economics: RBI cancels the licence granted to The Cuddalore and Villupuram District Central Co-operative Bank’s Employees Cooperative Bank Ltd., Cuddalore, Tamil Nadu and allows it to function as non-banking institution

    Source: Reserve Bank of India

    Reserve Bank of India (RBI) is satisfied to notify The Cuddalore and Villupuram District Central Co-operative Bank’s Employees Cooperative Bank Ltd., Cuddalore – 607001, Tamil Nadu as a non-banking institution under Section 36A(2) read with Section 56 of the Banking Regulation Act, 1949. Consequently, RBI has cancelled the licence dated March 21, 2000, granted to The Cuddalore and Villupuram District Central Co-operative Bank’s Employees Cooperative Bank Ltd., Cuddalore – 607001, Tamil Nadu to carry on banking business in India under Section 22 read with Section 56 of the Banking Regulation Act,1949, with effect from the close of business on February 6, 2025. This makes it obligatory on the part of The Cuddalore and Villupuram District Central Co-operative Bank’s Employees Cooperative Bank Ltd., Cuddalore – 607001, Tamil Nadu to stop conducting the business of ‘banking’ within the meaning of section 5(b) read with Section 56 of the Act ibid, including acceptance of deposits from non-members with immediate effect. Further, The Cuddalore and Villupuram District Central Co-operative Bank’s Employees Cooperative Bank Ltd., Cuddalore – 607001, Tamil Nadu shall ensure to repay unpaid and unclaimed deposits of non-members held by it, whenever demanded, even after being notified as a non-banking institution.

    (Puneet Pancholy)  
    Chief General Manager

    Press Release: 2024-2025/2087

    MIL OSI Economics

  • MIL-OSI Economics: Underwriting Auction for sale of Government Securities for ₹22,000 crore on February 07, 2025

    Source: Reserve Bank of India

    Government of India has announced the sale (re-issue) of Government Securities, as detailed below, through auctions to be held on February 07, 2025 (Friday).

    As per the extant scheme of underwriting commitment notified on November 14, 2007, the amounts of Minimum Underwriting Commitment (MUC) and the minimum bidding commitment under Additional Competitive Underwriting (ACU) auction, applicable to each Primary Dealer (PD), are as under:

    (₹ crore)
    Security Notified Amount MUC amount per PD Minimum bidding commitment per PD under ACU auction
    6.92% GS 2039 12,000 286 286
    7.09% GS 2054 10,000 239 239

    The underwriting auction will be conducted through multiple price-based method on February 07, 2025 (Friday). PDs may submit their bids for ACU auction electronically through Core Banking Solution (E-Kuber) System between 10:30 A.M. and 11:00 A.M. on the day of underwriting auction.

    The underwriting commission will be credited to the current account of the respective PDs with RBI on the day of issue of securities.

    Ajit Prasad          
    Deputy General Manager
    (Communications)    

    Press Release: 2024-2025/2085

    MIL OSI Economics

  • MIL-OSI Economics: Result of the Daily Variable Rate Repo (VRR) auction held on February 06, 2025

    Source: Reserve Bank of India

    Tenor 1-day
    Notified Amount (in ₹ crore) 25,000
    Total amount of bids received (in ₹ crore) 21,674
    Amount allotted (in ₹ crore) 21,674
    Cut off Rate (%) 6.51
    Weighted Average Rate (%) 6.52
    Partial Allotment Percentage of bids received at cut off rate (%) NA

    Ajit Prasad          
    Deputy General Manager
    (Communications)    

    Press Release: 2024-2025/2084

    MIL OSI Economics

  • MIL-OSI Economics: Money Market Operations as on February 05, 2025

    Source: Reserve Bank of India


    (Amount in ₹ crore, Rate in Per cent)

      Volume
    (One Leg)
    Weighted
    Average Rate
    Range
    A. Overnight Segment (I+II+III+IV) 5,53,069.97 6.28 3.35-6.75
         I. Call Money 11,104.02 6.46 5.15-6.60
         II. Triparty Repo 3,71,578.05 6.25 6.10-6.40
         III. Market Repo 1,68,446.60 6.34 3.35-6.75
         IV. Repo in Corporate Bond 1,941.30 6.59 6.54-6.70
    B. Term Segment      
         I. Notice Money** 23.00 6.35 6.20-6.40
         II. Term Money@@ 153.30 6.45-7.25
         III. Triparty Repo 2,605.50 6.38 6.35-6.40
         IV. Market Repo 709.42 6.63 6.60-6.65
         V. Repo in Corporate Bond 0.00
      Auction Date Tenor (Days) Maturity Date Amount Current Rate /
    Cut off Rate
    C. Liquidity Adjustment Facility (LAF), Marginal Standing Facility (MSF) & Standing Deposit Facility (SDF)
    I. Today’s Operations
    1. Fixed Rate          
    2. Variable Rate&          
      (I) Main Operation          
         (a) Repo          
         (b) Reverse Repo          
      (II) Fine Tuning Operations          
         (a) Repo Wed, 05/02/2025 1 Thu, 06/02/2025 21,180.00 6.51
         (b) Reverse Repo          
    3. MSF# Wed, 05/02/2025 1 Thu, 06/02/2025 408.00 6.75
    4. SDFΔ# Wed, 05/02/2025 1 Thu, 06/02/2025 1,47,577.00 6.25
    5. Net liquidity injected from today’s operations [injection (+)/absorption (-)]*       -1,25,989.00  
    II. Outstanding Operations
    1. Fixed Rate          
    2. Variable Rate&          
      (I) Main Operation          
         (a) Repo Fri, 24/01/2025 14 Fri, 07/02/2025 1,62,096.00 6.51
         (b) Reverse Repo          
      (II) Fine Tuning Operations          
         (a) Repo          
         (b) Reverse Repo          
    3. MSF#          
    4. SDFΔ#          
    D. Standing Liquidity Facility (SLF) Availed from RBI$       8,898.65  
    E. Net liquidity injected from outstanding operations [injection (+)/absorption (-)]*     1,70,994.65  
    F. Net liquidity injected (outstanding including today’s operations) [injection (+)/absorption (-)]*     45,005.65  
    G. Cash Reserves Position of Scheduled Commercial Banks
         (i) Cash balances with RBI as on February 05, 2025 8,73,788.42  
         (ii) Average daily cash reserve requirement for the fortnight ending February 07, 2025 9,12,544.00  
    H. Government of India Surplus Cash Balance Reckoned for Auction as on¥ February 05, 2025 21,180.00  
    I. Net durable liquidity [surplus (+)/deficit (-)] as on January 10, 2025 -40,102.00  
    @ Based on Reserve Bank of India (RBI) / Clearing Corporation of India Limited (CCIL).
    – Not Applicable / No Transaction.
    ** Relates to uncollateralized transactions of 2 to 14 days tenor.
    @@ Relates to uncollateralized transactions of 15 days to one year tenor.
    $ Includes refinance facilities extended by RBI.
    & As per the Press Release No. 2019-2020/1900 dated February 06, 2020.
    Δ As per the Press Release No. 2022-2023/41 dated April 08, 2022.
    * Net liquidity is calculated as Repo+MSF+SLF-Reverse Repo-SDF.
    ¥ As per the Press Release No. 2014-2015/1971 dated March 19, 2015.
    # As per the Press Release No. 2023-2024/1548 dated December 27, 2023.
    Ajit Prasad          
    Deputy General Manager
    (Communications)    
    Press Release: 2024-2025/2083

    MIL OSI Economics

  • MIL-OSI United Nations: Reusable rockets, air taxis and ‘autonomous autos’ are the future: WIPO

    Source: United Nations 4

    Economic Development

    Air taxis, “autonomous autos” and reusable rockets are just some of the future transport solutions that inventors all over the world are striving to make a reality, while patents for combustion engines are “flatlining”, the UN intellectual property agency (WIPO) said on Thursday.

    Latest information gleaned from patent filings featuring in WIPO’s Technology Trends report on the Future of Transportation, offers a tempting glimpse of a not-so distant and enticing future where there’s less traffic pollution, fewer snarl-ups and air travel to the other side of the world – made possible in just a few hours.

    Analysis of patents shows that inventors are working hard to ensure that how we get around tomorrow is cleaner and better than today,” maintained WIPO, which said that patent filings for future transportation solutions have grown by 700 per cent over the last two decades, from 15,000 inventions in 2003 to 120,000 in 2023.

    Autonomous ships and smart ports are revolutionizing transportation at sea; electric vehicles, high-speed trains and smart traffic management systems are driving change on land,” WIPO insisted.

    “Vertical take-off and landing aircraft are offering new ways to travel by air, while reusable rockets and satellite technology are pushing what is possible beyond the earth’s atmosphere.”

    Driving this trend is the recognition that transportation accounts for more than one-third of CO2 emissions globally, which has encouraged the development of sustainable technologies that reduce the environmental impact of transportation.

    These include the adoption of electrified propulsion, the shift to renewable energy sources and the promotion of public and shared transport options.

    Digitalization is also revolutionizing the transportation sector, WIPO insists, pointing to the rise of autonomous driving, “which is projected to generate from $300 billion to $400 billion in revenue by 2035”.

    Patently true

    According to the Geneva-based UN agency, intellectual property supports this kind of groundbreaking innovation – such as wireless charging for electric vehicles – by encouraging investment in research and development.

    Competition is fierce as firms jostle for access to rare earth minerals, while AI is also taking centre stage, WIPO says.

    “The report also shows flatlining growth in patenting activity for legacy products like the internal combustion engine and other fossil fuel-based systems” such as catalytic converters, the UN agency noted.

    Its data indicated that more than 1.1 million inventions have reshaped transportation since 2000, introducing the prospect of sustainable alternatives to fossil fuel-based systems such as renewable energy cells, air taxis and self-piloting cargo ships.

    In the driver’s seat of this travel transformation are China, Japan, the US, South Korea and Germany, which represent the world’s top inventors. Land transportation patents dominate global filings, at 3.5 times more than for air, sea and space combined. The US, meanwhile, has filed the most international patents.

    The largest area of growth in patenting is related to sustainable propulsion – such as batteries for electric vehicles or hydrogen fuel cells – which represent efforts to ensure that people and goods are moved around in a “cleaner, more climate-friendly fashion”.

    Experts with an eye on imaginative transport solutions for the future say that AI is also poised to play a key role. They point to the rise of autonomous driving, although infrastructure has not adapted swiftly enough for such vehicles to take over, the WIPO report notes.

    Drone dilemma

    The scarcity of minerals, meanwhile, will determine whether the world can massively adopt electric cars – vehicles that report co-author Christopher Harrison says may not be miracle solutions for private owners.

    “Having these rare and limited raw earth minerals in an electric vehicle for personal use that’s been utilized only a few per cent of the day is not an effective use of those tools,” he told journalists.

    In the air sector, drones will continue their sky-high ascension.

    I would not like to look up at a sky full of drones delivering pizzas or a pair of gloves to my house and causing visual and noise pollution,” said Robert Garbett, the founder of Drone Major Group, cited in the WIPO report.

    “If a delivery is to a remote location that is really hard to get to, people will be more likely to accept it as a beneficial solution,” he added, citing emergency medicine as an example.

    According to WIPO, transport patent growth in China has been strong given its recent dominance of the electric vehicle market. But other countries have also contributed with strong patent filings activity including Sweden, Italy, India and Canada.

    MIL OSI United Nations News

  • MIL-OSI USA: Senator Murray Highlights Trump’s Illegal Spending Freeze on Billions via Day One Executive Orders, Putting Economies and Jobs at Risk

    US Senate News:

    Source: United States Senator for Washington State Patty Murray
    ***VIDEO HERE*** 
    Trump Administration is still blocking hundreds of billions of dollars passed by Congress
    ICYMI: Murray Hold Press Call With WA State Orgs About Jobs at Risk Due to Funding Freeze
    Washington, D.C. — Today, U.S. Senator Patty Murray (D-WA), Vice Chair of the Senate Appropriations Committee, is helping lead Senate Democrats in holding the Senate floor for a full 30 hours ahead of a final confirmation vote on Russell Vought to serve as Director of the Office of Management and Budget. Senator Murray delivered an hour-long floor speech and her remarks below touch specifically on how the Trump Administration is still blocking hundreds of billions of dollars of approved funding under Trump’s executive orders, and what sort of pain this illegal funding freeze could mean for Washington state and the country:
    On infrastructure:
    “All of these projects, and many more have been thrown into complete uncertainty because of President Trump’s Executive Orders. It is just completely unclear when, or if these projects are going to get the funds they are counting on and owed—from the bills Congress passed.
    “And that is not just causing chaos, it is not just causing delays, it is causing harm and alarm—because it could mean construction grinds to a halt, and workers lose jobs. It could mean the work will go un-started—or perhaps in some cases—unfinished.
    “Plus, it will mean increasing costs for cities, counties, states, and Tribes for those projects that somehow make it through this. And while there are many more infrastructure projects in my state I still haven’t even touched on, not to mention the other projects across the country. There are so many other projects, organizations, and people who are being harmed right now by President Trump’s reckless funding freeze. “
    On foreign assistance:
    “When people are starving, you cannot just feed them money—you need to have already made the investments to grow food. When democracies are in crisis, you can’t just cut them a check—you need to have helped them build strong institutions. When a deadly disease outbreak strikes—you are going to learn very quickly that an ounce of prevention is worth a pound of cure.”
    “Freezing foreign assistance is not putting America first—it is guaranteeing America comes in last. Because every funding gap we leave is an opportunity for our adversaries to step in, fill the gap, and play the hero while casting us as the villain.”
    […]
    “And let’s be clear—it is not just U.S. leadership on the line here. There are U.S. jobs at stake here. That reality is hitting home hard this week. Back in Washington state, there are some world class organizations that I know may have to lay people off this week—hundreds of people—all because of President Trump’s funding freeze.
    “International aid organizations may make a difference around the world—but they support American jobs too. People who have a paycheck and family. People who work incredibly hard—and who are incredibly proud of the work they do to make the world a better place and reaffirm U.S. global leadership…
    “But they are being sent packing—not because they’ve done anything wrong, not because this work isn’t important. But because President Trump and Elon Musk are listening to whacko conspiracists and ultra-isolationists—while ignoring the experts, ignoring the obvious realities, and again ignoring the law. We should all stand against this”
    The full text of Senator Murray’s remarks on the funding still being frozen by President Trump can be found below, and video can be found HERE.
    “And let me make one thing perfectly clear—even before this latest whirl of chaos, President Trump was already illegally blocking billions of dollars. And even after the OMB guidance was reversed, he is still holding back all of those funds through his illegal executive orders.
    “You don’t have to take it from me. You can take it directly from the White House Press Secretary, quote: ‘This is not a rescission of the federal funding freeze… The President’s [Executive Orders] on federal funding remain in full force and effect, and will be rigorously implemented’
    “So, now that was the chaos of last week, I want to talk about the chaos that remains—what we are still seeing this week, and what it means for folks back home, and across the country. Because there is still significant confusion, and the remaining freezes are still causing significant pain.
    “For example, I’ve heard from cities in my state, and from the Washington State Department of Transportation. Now, it is still hard to get a clear picture, given the chaotic roll out, roll back, and more. But they are telling me they are concerned about infrastructure projects all over my state that are already getting delayed now—and could get derailed entirely because President Trump is still illegally blocking funding we passed with his executive orders.
    “If this illegal freeze continues, people will lose jobs and communities will lose out on projects that have been in the works for years.
    “Trump is blocking money to repair electric chargers, to install heavy duty chargers for trucks, to make critical repairs to bridges in order to protect the safety of millions of drivers, and to install new chargers along major roads in my state like I-90, US-97, US-2, US-195, and US-395. Stopping these projects is just pointlessly hurting commuters and businesses, it is costing construction workers, it is killing jobs.
    “Trump is holding up road projects that make streets safer for pedestrians, bicyclists, and drivers, like a safer streets project in Richland, Washington, and critical safety barriers in Spokane—not to mention the Liberty Park Land Bridge in Spokane, which would reconnect communities, and provide more green space for families to enjoy.
    “Or funds for the city of Lakewood’s plans to revitalize its downtown and bring in more retail space, and restaurants, and health care services, and financial services, make upgrades to roads, and provide a new festival area, park areas, and more.
    “Trump’s freeze is also a concern for the Samish Indian Nation as it works to improve safety and access to their land at the Campbell Lake Road intersection—which has seen growing traffic in recent years—and for a project led by the Tulalip Tribe to improve the interchanges along I-5 exits. The congestion on these ramps can get so bad it backs up to the main highway!
    “We want to get these projects done, we want to get them done—and the last thing we need is uncertainty about these stalled funds.
    “There’s also a project underway to upgrade the technology at our border with Canada—replacing and improving the outdated wait time system to improve accuracy and help our inspection and transportation agencies. This will help travelers headed to Canada avoid long wait times at the border and help fans from around the world, by the way, who are travelling between Seattle and Vancouver for next year’s World Cup move quickly—but not if Trump’s executive orders stop all of this funding!
    “Same for the efforts to update our state-wide planning with a new electronic system that would make the process for planning, and specifications, and estimates more efficient.
    “And, of course, in Washington state—we can never forget about fish, which are crucial to our culture, and our economy, in many ways. Trump’s ongoing funding freeze is putting projects to improve fish habitats on ice—replacing the culvert at Thornton Creek, replacing the failing culvert at Wapato Creek, which is right underneath the Pierce County Terminal at the Port of Tacoma, or removing the fish barrier culverts at Johnson Creek which will open up nearly 3,000 meters of upstream habitat.
    “Not to mention other wildlife preservation work, like an undercrossing structure and wildlife barriers east of Winthrop. And work on our waterways. Funding from the Bipartisan Infrastructure Law is still not restored today for some projects on the Lower Columbia River, projects like stormwater infrastructure that will help keep toxins out of water and restore wetlands and protect the ecosystems.
    “Our ports, our ports—so critical for not only Washington state’s economy, but for the whole country—are caught up in this too. There are port projects now on hold across my state, including for electrical infrastructure and shore power for vessels. These impacts are being felt from Anacortes to Port Angeles to Vancouver. Frozen funding is hurting working families in Washington and across the country, and it is making our economy less competitive.
    “And, we cannot forget our ferries—which are so crucial to many commuters in my state. Washington state ferries are looking to improve their data with a better system for collecting, analyzing, and reporting wait times at all of our terminals. This would give them useful information to improve efficiency and make life better for the people they serve. Losing that funding means more people will miss ferries and long waits in line for Washington state commuters crossing the water to work, to school, to medical appointments.
    “We also have absolutely essential electric transmission and distribution projects that are on hold now and in jeopardy. These are projects that are necessary, helping reduce our wildfire risks, ensure grid reliability, improve resilience to natural disasters, and lower costs for ratepayers across my state of Washington.
    “And these are funded under the Bipartisan Infrastructure Law—that is a law that Republicans and Democrats worked together to pass–it’s a program that Republicans thought was important enough to provide $10.5 billion. After what we have seen in recent months and years, I don’t know how you can say with a straight face that modernizing our grid isn’t absolutely vital to the future of our country. You don’t have to listen to me—Secretary Burgum and Secretary Wright said as much in their confirmation hearings.
    “But this project—all of these projects, and many more have been thrown into complete uncertainty because of President Trump’s Executive Orders. It is completely unclear when, or if these projects are going to get the funds they were counting on and they were owed—from bills Congress passed and were signed into law.
    “And that is not just causing chaos, it is not just causing delays, it is causing harm and alarm—because it could mean construction grinds to a halt, and workers lose jobs. It means the work will go un-started—or perhaps in some cases—unfinished.
    “Plus, it will mean increasing costs for cities, counties, states, and Tribes for those projects that somehow make it through all of this. And while there are many more infrastructure projects in my state I still haven’t even touched on, not to mention the other projects across the country. There are so many other projects, and organizations, and people who are being harmed right now by President Trump’s reckless funding freeze.
    “I know there are medical researchers, still worried their work will be considered ‘woke’ when in reality, it is actually pretty darn important we understand the roots of health disparities—things like why the maternal death rate is so much higher for Black or Native American women.
    “Yet, researchers are being told that their research is at risk of being defunded if they are examining issues of ‘equity,’ or ‘barriers to care,’ or even if they are specifically studying ‘females.’
    “And, there are hospitals in my state, and across the country, worried that some of these programs—which are appropriately focused on someone’s gender or race—are in jeopardy.
    “For example, we know pulse oximeters are less accurate for people with darker skin tones—making sure these clinical measurements are accurate will save lives, and can have life and death consequences for patients. And we know women have much higher rates of autoimmune disorders than men—we need to take a look at why that is.
    “We also need to invest in training the next generation of scientists, including from diverse backgrounds. Studies show that diversity in the scientific workforce leads to greater innovation and productivity. But there is a serious concern that lifesaving work is going to get caught up in President Trump’s sweeping illegal executive orders.
    “Another impact of Trump’s actions? The National Park Service has rescinded all of its employment offers for summer seasonal staff. Now that doesn’t just mean people will be facing longer wait lines and dirtier bathrooms—though they will. It could mean park closures throughout this entire summer, and it will mean delayed responses to emergencies—making people less safe.
    “And outside our national parks, Trump is also freezing regional clean up efforts. Things like stopping illegal dumping and improving air quality in our communities.
    “And M. President, let’s talk about foreign assistance, because, for decades now—there has been widespread, bipartisan understanding that promoting stability abroad, promoting democracy, improving health, strengthening trade, and building partnerships is crucial to US leadership.
    “But Trump’s executive orders put all of that at risk by illegally freezing funds. I have heard from organizations that operate all over the world about how they were unable to deliver the life-saving aid that millions of people rely on due to these stop-work orders. That meant millions of doses of lifesaving drugs sat un-used on shelves. Time-sensitive prevention methods against diseases like malaria were not carried out, putting millions at risk. Training for more than 64,000 health care workers were put on hold. Hundreds of millions of metric tons of U.S.-grown commodities sitting—and at the risk of spoiling—in transport, instead of reaching their final destinations across the world to feed people in need.
    “And despite a so-called ‘waiver’ from the U.S. State Department to resume work, much of this life-saving aid is still today on hold. Without a start-work order, those organizations fear they are taking on significant risk in continuing operations. Put simply: this was already unacceptable.
    “And now, over the weekend—President Trump and Elon Musk have decided against all reason, against all evidence, and against the law, mind you, to completely dismantle USAID. And that is on top of the illegal funding freeze that has already been pushing U.S. businesses, nonprofits, and international aid groups to make tough choices, for truly pointless reasons.
    “It should be obvious that these cuts will hurt people across the world. These cuts will mean people starve. These cuts will mean people don’t get clean water. These cuts will mean more disease outbreaks with higher death counts. These cuts will mean less help for victims of violence, and higher death rates for pregnant women.
    “And anyone with an ounce of humanity can see this freeze will get devastating, fast. And—it is important to note—it will get devastating in ways you cannot just make up for with more money later once the damage is done. That is just not how it works.
    “When people are starving, you cannot just feed them money—you need to have already made the investments to grow food.
    “When democracies are in crisis, you can’t just cut them a check—you need to have helped them build strong institutions.
    “When a deadly disease outbreak strikes—you are going to learn very quickly that an ounce of prevention is worth a pound of cure.
    “These are not lessons we need to learn the hard way—by letting people die. We know it all, painfully well, right now. And so, to freeze this funding, is asking for disaster—and not just for other countries across the world, but for us, for the U.S. and for our families here at home.
    “Freezing foreign assistance is not putting America first—it is guaranteeing America comes in last.
    “Because every funding gap we leave is an opportunity for our adversaries to step in, fill that gap, and play the hero while casting us as the villain. How are we supposed to lead the world if we are unwilling to invest in it?
    “I will tell you right now—China is not holding back. They are investing constantly—because they know they aren’t just building infrastructure across the world, they are building stronger partnerships. And we just counted ourselves out of that competition.
    “You want to end U.S. global dominance? You want to tell the world the U.S. is done being a leader? You want to tell other countries—we cannot be trusted to keep our word?
    “Because that is exactly what we are doing if we let Trump get away with illegally cutting off global aid—with the stroke of a pen—and letting the richest man in the world cut off help for some of the poorest people in the world.
    “And let’s be clear—it is not just U.S. leadership on the line here. There are U.S. jobs at stake here. That reality is hitting home hard this week. Back in Washington state, there are some world class organizations that I know may have to lay people off this week—hundreds of people—all because of President Trump’s funding freeze.
    “It is a scene that is not isolated to Washington state—I know it is playing out across the country as well, with thousands of layoffs across 38 states and counting. And I know, so long as President Trump’s lawless war on foreign aid continues—so will these layoffs. We will see hundreds, if not thousands more every week.
    “International aid organizations may make a difference around the world—but they support American jobs, too. People who have a paycheck and family. People who work incredibly hard—and who are incredibly proud of the work they do to make the world a better place and reaffirm U.S. global leadership.
    “But they are being sent packing—not because they have done anything wrong, not because this work is not important. But because President Trump and Elon Musk are listening to whacko conspiracists and ultra isolationists—while ignoring the experts, ignoring the obvious realities, and again ignoring the law. We should all stand against this.”

    MIL OSI USA News

  • MIL-OSI USA: Gillibrand, Schumer, Tenney Reintroduce Bipartisan Bill To Establish The Fort Ontario Holocaust Refugee Shelter National Historical Park

    US Senate News:

    Source: United States Senator for New York Kirsten Gillibrand

    During WWII, Fort Ontario Was The Only Shelter In The United States for Jewish Refugees Fleeing The Holocaust;

    Legislation Would Keep Their Stories Alive For Generations To Come 

    U.S. Senate Minority Leader Chuck Schumer and U.S. Senator Kirsten Gillibrand are reintroducing the bipartisan Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act. The Fort Ontario military complex dates back to the early 1840s, and during World War II, it was the only emergency refugee camp in the country for those fleeing the Holocaust. From August 1944 until February 1946, Fort Ontario housed 982 mostly Jewish refugees from Europe, most of whom went on to become American citizens. Designating the Fort Ontario Holocaust Refugee Shelter as a National Historic Park would give this important historical site permanent protection and help ensure that it is preserved for generations to come. Representative Claudia Tenney (R-NY) leads companion legislation in the House. 

    The Holocaust Refugee Shelter at Fort Ontario was a place of safety and hope during a dark moment in history, and it deserves recognition in the National Park System,” said Senator Gillibrand. “I am proud to once again be introducing this legislation to achieve this goal and am determined to work across the aisle to get it done.” 

    “It’s only fitting to preserve the rich history of the Safe Haven Holocaust Refuge Shelter Museum and Fort Ontario by officially designating Safe Haven as a National Historical Park. Together, Safe Haven and Fort Ontario tell the powerful history of Central New York and Oswego County dating back to the earliest days of our nation, standing proudly as a beacon of hope for hundreds of Jewish and European refugees forced to flee their homes to escape the horrors of the Holocaust and World War II,” said Senator Schumer. “I’ve been advocating for this designation in Congress for years and was proud to lead this legislation to passage in the Senate last year. Today, we’re taking a step closer to giving Americans from across the country the opportunity to learn about Safe Haven and the role it played in shaping Central New York. I urge my colleagues in the Senate to once again support this bill, and implore the House of Representatives to join us, so we can preserve the rich history of the Safe Haven Holocaust Refugee Shelter Museum, Fort Ontario and Oswego County for years to come.”

    “We must ensure that the historic importance of Fort Ontario is properly honored and preserved for future generations. Once an important site in the battles of the French and Indian War and the War of 1812, as well as a refugee camp for Holocaust survivors, it is crucial that we secure the recognition this significant historic site truly deserves. The Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act aims to safeguard this monument’s profound legacy for years to come and solidify its status as a National Monument,” said Congresswoman Tenney.

    Senator Gillibrand has been advocating for Fort Ontario for many years. In 2018, she passed a bill to require the National Park Service to conduct a special resource study (SRS) – the first step in the process to designate a site as a unit of the National Park System – of the Fort Ontario site. In 2024, the SRS was finalized and concluded that the two-acre portion of Fort Ontario representing the fort’s use as a World-War II European refugee shelter meets all necessary criteria. Last year, the bill passed the Senate but failed to become law.

    The full text of the legislation is available here.

    “We are honored to have the federal government recognize this important chapter, not only of our heritage, but in the pages of American history,” said Oswego County Legislature Chairman James Weatherup, District 9. “This shelter was the only one of its kind in the U.S. The nearly 1,000 refugees who came to Oswego became part of the fabric of our community, and we are privileged to help share their stories.”

    “I want to thank Senator Schumer, Senator Gillibrand and Representative Tenney for their unwavering efforts to reintroduce the “Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act”. I strongly believe that the prominence and history that our fort holds are remarkably significant to the story of our country and deserves a national designation. Fort Ontario took in 982 refugees; men, women, and children, who were allowed into the United States during the Holocaust. These refugees were housed in Oswego, NY from August of 1944 until February of 1946. With Fort Ontario being the only refugee shelter for Holocaust victims in all of the United States during World War II, I think that speaks to the gravity and deservedness of this designation,” said Mayor Robert Corradino, City of Oswego. “Thank you again to our representatives working to achieve this legislation. I have great hope to see it be awarded and keep the story of these men, women, and children alive for years to come, with a reach far greater than the Oswego community.”

    “The NYS Office of Parks, Recreation and Historic Preservation and Fort Ontario State Historic Site look forward to this potential partnership. The story of the 982 refugees who called Fort Ontario home from 1944-46 is indeed a national story and one we would be happy to assist the NPS, Safe Haven Museum and the City of Oswego to bring to greater national attention.”  said Matthew Macvittie, Historic Site Manager Fort Ontario NYS Historic Site.

    “I am thrilled that this long, bi-partisan effort to bring proper recognition to the truly unique and historically significant Fort Ontario Holocaust Refugee Shelter is coming to fruition.  I want to thank Senators Schumer and Gillibrand, and Congresswoman Tenney for sponsoring this truly worthwhile bill and for working with me throughout the years to make this happen,” said Former Congressman John Katko.

    “The Jewish Federation of Central New York, strongly urges that Fort Ontario be established as a unit of the National Park System. As the only refugee camp in the United States during the Holocaust, the Fort represents a moment of national commitment to justice and freedom.  It would be a worthy addition to the United States’ National Park System. Thank you, Senator Gillibrand, for continuing to push this legislation forward,” said Barbara Davis, Interim President/CEO, Jewish Federation of CNY

    “We are all excited about the re-introduction of the bill to honor the memory of the 982 refugees from the Holocaust who were housed at Fort Ontario during WWII. I want to thank former Congressman John Katko, Senators Kirsten Gillibrand and Chuck Schumer, and Congresswoman Claudia Tenney for their dedication to preserve this unique period in American history,” said Judy Coe Rapaport, Acting President, Safe Haven Holocaust Refugee Shelter Museum.

    “We are very excited to hear the news that Senator Schumer, Senator Gillibrand, and Congresswoman Tenney will be reintroducing to Congress the Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act,” said Daniel Laird, President of Friends of Fort Ontario. “Fort Ontario is singularly unique in that it served as the only refugee camp or shelter for mostly Jewish Holocaust refugees in the United States during WWII. It is where the Holocaust came to America; where every day Americans first met the victims of Nazi persecution and heard their personal stories of survival first-hand. It is where the press finally found a Holocaust story they deemed worthy of feature coverage, and it resulted in the Holocaust moving from the back to the front pages of American newspapers after over eleven years of Hitler’s reign of terror. Furthermore, Fort Ontario is where the first group of refugees entered the United States outside the immigration quota system and were granted asylum. It is, therefore, the birthplace of American Refugee Policy. For these reasons and a list of many more too long to go into, Fort Ontario is well worthy of becoming a National Historical Park.”

    “After touring Ohrdurf Concentration Camp in Germany, Lt. General Dwight D. Eisenhower warned that someday some may deny that the Holocaust ever happened. In order for them to bear witness to Nazi atrocities, Eisenhower ordered troops in theatre including my father to tour Nazi concentration camps. With the last of the greatest generation and Holocaust survivors and Shelter Refugees passing on, and with Anti-Semitism and Holocaust denials on the rise, Eisenhower’s dire prediction has come true. As a National Historical Park, dedicated to interpreting the unique history and significance of the WWII Fort Ontario Emergency Refugee Shelter, Fort Ontario will forever prove to Americans and others that the Holocaust actually happened. I am deeply grateful to Senators Schumer and Gillibrand, and Congresswoman Tenney for making this great effort to establish the Fort Ontario Holocaust Refugee Shelter National Historical Park,” said Paul Lear, Historian, Member of the Board of the Safe Haven Holocaust Refugee Shelter Museum.

    “I am deeply grateful to the Senator Gillibrand, Senator Schumer and Representative Tenny for their unwavering advocacy in ensuring that the stories of refugees are never forgotten. These stories serve as a powerful reminder of how a single, symbolic gesture by the United States not only saved countless lives but also demonstrated the resilience and strength of the human spirit, inspiring us all to work towards a better, more compassionate world,” said Treasurer- Safe Haven Holocaust Refugee Shelter Museum and Friends of Fort Ontario.

    “One of my proudest accomplishments during my tenure as President of the Safe Haven Holocaust Refugee Shelter Museum, was developing a 2022 Grand Reopening that introduced the public to our 32 new exhibits!  Each exhibit celebrates the 987 survivors who were able to flee from the genocide and inhumane madness that was the Holocaust and be sheltered by the United States at Fort Ontario from 1944-1946.  This small group of Holocaust survivors’ harrowing stories of suffering, loss and resilience are the narratives of the Museum’s exhibits.  And with the support of the bipartisan Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act, we will be able to ensure our beloved refugees and their descendants that the Museum’s precious historical artifacts and narratives will be nationally preserved, protected and administered on the same grounds where the echoes of hope and healing can still be heard!” said Audrey S. Hurley, Emeriti President, Safe Haven Holocaust Refugee Shelter Museum.

    “The Fort Ontario Refugee Shelter holds an indelible place in our nation’s history and is part of the fabric of this region. I appreciate the work of our federal representatives to help ensure this sacred place earns its rightful designation as a National Historic Park,” said Assembly Minority Leader Will Barclay.

    MIL OSI USA News

  • MIL-OSI Australia: Interest rate cuts, lower inflation, trade shifts – will Australia’s economy find its stride in 2025?

    Source: University of South Australia

    06 February 2025

    UniSA’s Credit Union SA Chair of Economics Dr Susan Stone.

    Australian households and businesses should benefit from lower interest rates and improved market conditions, in what a University of South Australia economist predicts will be a year of recovery for the country.

    UniSA’s Credit Union SA Chair of Economics Dr Susan Stone says global economic growth is expected to improve in 2025, with G20 economies averaging growth rates of 3.35%. India and Indonesia are stand out markets and will benefit Australia as they are both major export markets.

    Dr Stone says inflation is also expected to further recede, with central banks having reached their monetary policy targets in nearly half of the world’s advanced economies (US, UK, Canada, Japan etc) and close to 60% for emerging market economies (India, Brazil, South Africa etc).

    “Inflation is coming down in Australia and rate cuts are expected in the first half of the year, with many economists predicting one at the February meeting. However, there are still lingering concerns about Commonwealth payments affecting the CPI (consumer price index) numbers, with rents still growing strongly, services inflation running over 4%, a continued tight housing market and low unemployment,” she says,

    “All of this implies that spare capacity is limited in the economy and that any increase in demand accompanied by lowering interest rates could rekindle inflation.”

    Dr Stone, a former OECD and United Nations economist, says the labour market picture is more nuanced, with growth in full-time employment post-COVID-19 slightly ahead of part-time work, but this varies significantly by sector. The strongest employment increases have been in electricity, gas and water (EGW) and construction nationally.

    “EGW has more than doubled its employment growth since COVID (compared to the 10-year average) but it has come mainly through part-time work – 11% growth versus 3% growth in full-time jobs,” Dr Stone says. “The construction and health sectors were the next highest at 1.6% and 1.5% growth respectively. Both experienced stronger growth in full time workers than part-time.

    “Professional, scientific and technical services employment has actually grown at a slower rate in Australia since COVID with the average annual rate of 0.8% versus the average rate of 0.9% since 2014. However, manufacturing, while small, shows much stronger employment gains since COVID then in the 10-year period overall. In this sector, part-time employment has actually fallen while full-time has increased.

    “We see the construction sector really bouncing back from pre-COVID averages, with full-time job growth (at 1.7%) more than twice the rate as prior to COVID (0.7%) while part-time job growth remained the same (1%). Thus, tight conditions in the construction industry job market are likely to continue into 2025.”

    As inflation comes down and real wages rise, some recovery in household finances can be expected which should increase household spending. A key to growth in Australia’s economy for 2025 and beyond is business investment, Dr Stone says.

    “We saw volume measures of retail spending finish the year up, especially for household goods, which means people aren’t just spending more because of price increases. As the price index (CPI) continues to fall faster than the wage index (WPI), along with the expected cut in interest rates, household budgets should recover in 2025,” she says.

    Following Donald Trump’s official inauguration as the United States’ 47th president, like many countries, Australia is adapting to his return and promise of new tariffs on Canada, Mexico and China.

    Dr Stone says Australians may be affected by the additional trade barriers as even though the US accounts for only 5% of Australian exports, it still ranks as Australia’s fifth-largest export market.

    “We export a relatively small number of commodities to the US but it’s still an important customer for our advanced manufacturing sector. The US imports many of our high technology products such as hi-tech engines, aircraft and space parts and machine tools,” she says.

    “The US is also our second largest services export market, making up more than 10% of our total services trade. Service inputs are things like software, engineering or transport services that help produce international goods such as toys, laptops and refrigerators.”

    Dr Stone says overall, 2025 should be a year of recovery with Australian households and business benefitting from lower interest rates and improved market conditions.

    “Overseas markets are likely to remain rocky, but a weak dollar will help exports. Structural challenges in the housing market, innovation and business investment will need to be addressed to ensure sustained growth,” she adds.

    …………………………………………………………………………………………………………………………

     Contact for interview:  Dr Susan Stone, University of South Australia Credit Union SA Chair of Economics E: Susan.Stone@unisa.edu.au

    Media contact: Melissa Keogh, Communications Officer, UniSA M: +61 403 659 154 E: Melissa.Keogh@unisa.edu.au

    MIL OSI News

  • MIL-OSI: Weatherford Announces Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    • Fourth quarter revenue of $1,341 million decreased 5% sequentially and 2% year-over-year; full year revenue of $5,513 million increased 7% from prior year, driven by international revenue growth of 10%
    • Fourth quarter operating income of $198 million decreased 19% sequentially and 8% year-over-year; full year operating income of $938 million increased 14% from prior year
    • Fourth quarter net income of $112 million, an 8.4% margin, decreased 29% sequentially and 20% year-over-year; full year net income of $506 million, a 9.2% margin, increased by 21% from prior year
    • Fourth quarter adjusted EBITDA* of $326 million, a 24.3% margin, decreased 8%, or 88 basis points, sequentially and increased 2%, or 74 basis points, year-over-year; full year adjusted EBITDA* of $1,382 million, a 25.1% margin, increased 17%, or 197 basis points, from prior year
    • Fourth quarter cash provided by operating activities of $249 million and adjusted free cash flow* of $162 million; full year cash provided by operating activities of $792 million and adjusted free cash flow* of $524 million
    • Shareholder return of $67 million for the quarter, which included dividend payments of $18 million and share repurchases of $49 million
    • Board approved quarterly cash dividend of $0.25 per share, payable on March 19, 2025, to shareholders of record as of February 21, 2025

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    HOUSTON, Feb. 05, 2025 (GLOBE NEWSWIRE) — Weatherford International plc (NASDAQ: WFRD) (“Weatherford” or the “Company”) announced today its results for the fourth quarter of 2024 and full year 2024.

    Revenues for the fourth quarter of 2024 were $1,341 million, a decrease of 5% sequentially and 2% year-over-year. Operating income was $198 million in the fourth quarter of 2024, compared to $243 million in the third quarter of 2024 and $216 million in the fourth quarter of 2023. Net income in the fourth quarter of 2024 was $112 million, with an 8.4% margin, a decrease of 29%, or 279 basis points, sequentially, and a decrease of 20%, or 193 basis points, year-over-year. Adjusted EBITDA* was $326 million, a 24.3% margin, a decrease of 8%, or 88 basis points, sequentially, and an increase of 2%, or 74 basis points, year-over-year. Basic income per share in the fourth quarter of 2024 was $1.54 compared to $2.14 in the third quarter of 2024 and $1.94 in the fourth quarter of 2023. Diluted income per share in the fourth quarter of 2024 was $1.50 compared to $2.06 in the third quarter of 2024 and $1.90 in the fourth quarter of 2023.

    Fourth quarter 2024 cash flows provided by operating activities were $249 million, compared to $262 million in the third quarter of 2024, and $375 million in the fourth quarter of 2023. Adjusted free cash flow* was $162 million, a decrease of $22 million sequentially, and $153 million year-over-year. Capital expenditures were $100 million in the fourth quarter of 2024, compared to $78 million in the third quarter of 2024, and $67 million in the fourth quarter of 2023.

    Revenue for the full year 2024 was $5,513 million, compared to revenues of $5,135 million in 2023. Operating income for the full year was $938 million, compared to $820 million in 2023. The Company’s full year 2024 net income was $506 million, compared to $417 million in 2023. Full year cash flows provided by operations were $792 million, compared to $832 million in 2023. Adjusted free cash flow* for the full year was $524 million compared to $651 million in 2023. Capital expenditures for the full year 2024 were $299 million, compared to $209 million in 2023.

    Girish Saligram, President and Chief Executive Officer, commented, “The fourth quarter witnessed a significant drop in activity levels in Latin America and a more cautious tone in a few key geographies. Despite a challenging environment in the fourth quarter, the overall full year 2024 was another one of setting new operational highs, and I would like to express my gratitude to the One Weatherford team for that. We ended the year with the best safety record we have ever had, strong margin expansion and solid cash generation.

    While the activity outlook continues to evolve, margins and cash flow performance continue to be the cornerstone of our financial and strategic objectives. We are well-positioned to deliver another year of strong cash flow generation in 2025. While there is some temporary activity reduction, we continue to believe in the industry’s mid to long-term resilience and remain committed to our goal of achieving EBITDA margins in the high 20’s over the next few years.”

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    Operational & Commercial Highlights

    • ADNOC awarded Weatherford a three-year contract for the provision of rigless services as part of the reactivation of ADNOC’s onshore strings.
    • Kuwait Oil Company (KOC) awarded Weatherford a Managed Pressure Drilling (MPD) services contract focused on improving operational efficiency, enhancing safety, accelerating well-delivery timelines, and reducing costs by deploying Weatherford’s innovative VictusTM Intelligent MPD system.
    • KOC awarded Weatherford a one-year contract to provide and operate two onshore Real Time Decision Centers.
    • A National Oil Company (NOC) in Qatar awarded Weatherford a five-year contract to provide fishing and drilling tools, with a five-year extension option.
    • An NOC in Asia awarded Weatherford a three-year contract for the provision of Wireline conveyance and tooling services and a three-year contract for Tubular Running Services (TRS) in onshore India.
    • OMV Petrom awarded Weatherford a two-year contract for openhole and cased-hole logging services in Romania.
    • A major operator in Asia awarded Weatherford a three-year contract for providing ModusTM MPD services for two zones in North and South Sumatra, and awarded a five-year contract to provide openhole and cased-hole Wireline in onshore Indonesia.
    • Khalda awarded Weatherford a three-year contract to deploy up to 300 wells in Egypt using CygNet® SCADA and ForeSite® platform.
    • Azule Energy awarded Weatherford a three-year contract to provide TRS for the NGC Project in offshore Angola. This is in addition to the recently awarded TRS contract in block 15/06 in the deepwater block.
    • PTTEP awarded Weatherford a 24-month contract to provide openhole Wireline Services in onshore Thailand.
    • A major operator in Asia awarded Weatherford with a four-year contract to provide Rotating Control Devices to enable MPD in offshore Indonesia.
    • Shell Petroleum Development Company awarded Weatherford a three-year contract to provide Well Completions and other related specialized services in onshore Nigeria.

    Technology Highlights
    On January 14, 2025, at the annual IKTVA forum held at Dahan Dharan Expo, Weatherford signed an agreement with SPARK, a fully integrated industrial ecosystem aimed at making Saudi Arabia a global energy hub. This strategic partnership, aligned with Saudi Arabia’s Vision 2030, enhances Weatherford’s local presence, boosts production capabilities, and supports the region’s energy goals. By advancing local content, fostering talent, and driving innovation, Weatherford demonstrates its commitment to economic growth and to supporting Saudi Arabia’s leadership in energy innovation.

    • Drilling & Evaluation (“DRE”)
      • In the North Sea, Weatherford successfully deployed the world’s first Dual Advanced Kickover Tool for Equinor. The unique solution enables gas lift valve replacements in just a single run, which significantly increases efficiency and reduces cost of conventional systems.
      • In Saudi Arabia, Weatherford deployed its compact wireline logging tools with shuttle technology to achieve a record total depth for Aramco. This extended reach well features the longest horizontal section, measuring 23,000 feet.
    • Well Construction and Completions (“WCC”)
      • In deepwater Brazil, Weatherford successfully installed the first OptiRoss® RFID Multi-Cycle Sliding Sleeve Valve for a major operator. The system enhances acid stimulation efficiency, improving production and boosting the reservoir’s oil recovery factor.
      • In the Middle East, Weatherford successfully deployed its market-leading Optimax Tubing Retrievable Safety Valve for an NOC. This deployment enabled gas lift valve replacements in a single run, significantly increasing efficiency and reducing costs compared to conventional systems.
    • Production and Intervention (“PRI”)
      • In the Middle East, Weatherford’s Alpha1Go remote re-entry system was deployed for an NOC, optimizing rig site operations by significantly reducing whipstock preparation time and minimizing red-zone exposure. This deployment improved both efficiency and safety, demonstrating the system’s effectiveness in facilitating well re-entry operations and real-time team collaboration in various rig environments.
      • In US land operations, Weatherford successfully deployed its first Reclaim Dual Barrier Plug and Abandon (P&A) system for a major operator. This innovative dual barrier P&A system safely and reliably abandons wells without the need to pull tubing. By eliminating the requirement for conventional drilling rigs, it significantly reduces costs and minimizes the carbon footprint.

    Shareholder Return

    During the fourth quarter of 2024, Weatherford repurchased shares for approximately $49 million and paid dividends of $18 million, resulting in total shareholder return of $67 million. Since the inception of the shareholder return program introduced earlier in 2024, the Company repurchased shares for approximately $99 million and paid dividends of $36 million, resulting in total shareholder return of $135 million.

    On January 29, 2025, our Board declared a cash dividend of $0.25 per share of the Company’s ordinary shares, payable on March 19, 2025, to shareholders of record as of February 21, 2025.

    Results by Reportable Segment

    Drilling and Evaluation (“DRE”)

        Three Months Ended   Variance     Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024
      Sep 30,
    2024
      Dec 31,
    2023
      Seq.     YoY   Dec 31,
    2024
      Dec 31,
    2023
      YoY
    Revenue   $ 398     $ 435     $ 382     (9 )%   4 %   $ 1,682     $ 1,536     10 %
    Segment Adjusted EBITDA   $ 96     $ 111     $ 97     (14 )%   (1 )%   $ 467     $ 422     11 %
    Segment Adj EBITDA Margin     24.1 %     25.5 %     25.4 %   (140) bps   (127) bps     27.8 %     27.5 %   29 bps

    Fourth quarter 2024 DRE revenue of $398 million decreased by $37 million, or 9% sequentially, primarily from lower activity in Latin America, partly offset by higher international Wireline activity. Year-over-year DRE revenues increased by $16 million, or 4%, primarily from higher activity in North America and higher international Wireline activity, partly offset by lower activity in Latin America.

    Fourth quarter 2024 DRE segment adjusted EBITDA of $96 million decreased by $15 million, or 14% sequentially, primarily driven by lower activity in Latin America, partly offset by higher international Wireline activity. Year-over-year DRE segment adjusted EBITDA decreased by $1 million, or 1%, primarily due to lower activity in Latin America, partly offset by improved performance in Middle East/North Africa/Asia.

    Full year 2024 DRE revenues of $1,682 million increased by $146 million, or 10% compared to 2023, as higher Wireline and Drilling-related services activity were partly offset by lower Drilling Services in Latin America.

    Full year 2024 DRE segment adjusted EBITDA of $467 million increased by $45 million, or 11% compared to 2023, as higher MPD and Wireline activity were partly offset by lower activity in Latin America.

    Well Construction and Completions (“WCC”)

        Three Months Ended   Variance     Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024
      Sep 30,
    2024
      Dec 31,
    2023
      Seq.     YoY   Dec 31,
    2024
      Dec 31,
    2023
      YoY
    Revenue   $ 505     $ 509     $ 480     (1 )%   5 %   $ 1,976     $ 1,800     10 %
    Segment Adjusted EBITDA   $ 148     $ 151     $ 131     (2 )%   13 %   $ 564     $ 455     24 %
    Segment Adj EBITDA Margin     29.3 %     29.7 %     27.3 %   (36) bps   202 bps     28.5 %     25.3 %   326 bps

    Fourth quarter 2024 WCC revenue of $505 million decreased by $4 million, or 1% sequentially, primarily due to lower activity in Europe/Sub-Sahara Africa/Russia, partly offset by higher Completions and TRS activity in Middle East/North Africa/Asia. Year-over-year WCC revenues increased by $25 million, or 5%, primarily due to higher activity in Middle East/North Africa/Asia and higher Liner Hangers and Well Services activity in Latin America, partly offset by lower activity in North America.

    Fourth quarter 2024 WCC segment adjusted EBITDA of $148 million decreased by $3 million, or 2% sequentially, primarily due to lower activity in Europe/Sub-Sahara Africa/Russia, partly offset by higher Completions and TRS activity in Middle East/North Africa/Asia. Year-over-year WCC segment adjusted EBITDA increased by $17 million, or 13%, primarily due to higher activity in Middle East/North Africa/Asia, partly offset by lower activity in Europe/Sub-Sahara Africa/Russia.

    Full year 2024 WCC revenues of $1,976 million increased by $176 million, or 10% compared to 2023, primarily from higher activity in Middle East/North Africa/Asia and Latin America, partly offset by lower activity in North America.

    Full year 2024 WCC segment adjusted EBITDA of $564 million increased by $109 million, or 24% compared to 2023, primarily due to improved fall through in major product lines across all geographies.

    Production and Intervention (“PRI”)

        Three Months Ended   Variance       Twelve Months Ended   Variance  
    ($ in Millions)   Dec 31,
    2024
      Sep 30,
    2024
      Dec 31,
    2023
      Seq.     YoY     Dec 31,
    2024
      Dec 31,
    2023
      YoY  
    Revenue   $ 364     $ 371     $ 386     (2 )%   (6 )%   $ 1,452     $ 1,472     (1 )%
    Segment Adjusted EBITDA   $ 78     $ 83     $ 88     (6 )%   (11 )%   $ 319     $ 323     (1 )%
    Segment Adj EBITDA Margin     21.4 %     22.4 %     22.8 %   (94) bps   (137) bps     22.0 %     21.9 %   3 bps

    Fourth quarter 2024 PRI revenue of $364 million decreased by $7 million, or 2% sequentially, primarily due to lower activity in Latin America and lower Intervention Services and Drilling Tools (ISDT) activity in Europe/Sub-Sahara Africa/Russia and North America. Year-over-year PRI revenue decreased by $22 million, or 6%, as lower activity in Middle East/North Africa/Asia and Latin America was partly offset by higher Artificial Lift activity in North America.

    Fourth quarter 2024 PRI segment adjusted EBITDA of $78 million, decreased by $5 million, or 6% sequentially, primarily from lower activity in Latin America and lower ISDT activity in Europe/Sub-Sahara Africa/Russia and North America, partly offset by higher Artificial Lift activity in Middle East/North Africa/Asia. Year-over-year PRI segment adjusted EBITDA decreased by $10 million, or 11% year-over-year, primarily due to lower activity in Latin America and Europe/Sub-Sahara Africa/Russia, partly offset by better ISDT and Artificial Lift fall through in North America.

    Full year 2024 PRI revenues of $1,452 million decreased by $20 million, or 1% compared to 2023, primarily due to lower international Pressure Pumping and Digital Solutions activity, partly offset by higher ISDT activity in Europe/Sub-Sahara Africa/Russia and Middle East/North Africa/Asia.

    Full year 2024 PRI segment adjusted EBITDA of $319 million decreased by $4 million, or 1% compared to 2023, as lower activity in international Pressure Pumping and Digital Solutions was partly offset by improved performance in Artificial Lift.

    Revenue by Geography

        Three Months Ended   Variance   Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024
      Sep 30,
    2024
      Dec 31,
    2023
      Seq.   YoY   Dec 31,
    2024
      Dec 31,
    2023
      YoY
    North America   $ 261   $ 266   $ 248   (2 )%   5 %   $ 1,046   $ 1,068   (2 )%
                                     
    International   $ 1,080   $ 1,143   $ 1,114   (6 )%   (3 )%   $ 4,467   $ 4,067   10 %
    Latin America     312     358     342   (13 )%   (9 )%     1,393     1,387   %
    Middle East/North Africa/Asia     542     542     547   %   (1 )%     2,123     1,815   17 %
    Europe/Sub-Sahara Africa/Russia     226     243     225   (7 )%   %     951     865   10 %
    Total Revenue   $ 1,341   $ 1,409   $ 1,362   (5 )%   (2 )%   $ 5,513   $ 5,135   7 %


    North America

    Fourth quarter 2024 North America revenue of $261 million decreased by $5 million, or 2% sequentially, primarily due to activity decreases in the North and South regions, partly offset by activity increase offshore in the Gulf of Mexico. Year-over-year, North America increased by $13 million, or 5%, primarily from higher Artificial Lift and Wireline activity, partly offset by a decrease in activity across the WCC segment.

    Full year 2024 North America revenue of $1,046 million decreased by $22 million, or 2%, compared to 2023, primarily due to lower activity in the WCC and PRI segments, partly offset by higher Wireline activity.

    International

    Fourth quarter 2024 international revenue of $1,080 million decreased 6% sequentially and decreased 3% year-over-year, and full year 2024 international revenue of $4,467 million increased 10%, compared to 2023.

    Fourth quarter 2024 Latin America revenue of $312 million decreased by $46 million, or 13% sequentially, primarily due to lower Drilling-related Services, partly offset by higher Liner Hangers activity. Year-over-year, Latin America revenue decreased by $30 million, primarily due to lower activity in the DRE and PRI segments, partly offset by higher activity in Liner Hangers and Well Services.

    Full year 2024 Latin America revenue of $1,393 million was largely flat, compared to 2023.

    Fourth quarter 2024 revenue of $542 million in Middle East/North Africa/Asia was flat sequentially, as higher activity from Completions and Artificial Lift were largely offset by lower MPD and Integrated Services & Projects. Year-over-year, the Middle East/North Africa/Asia revenue decreased by $5 million, or 1%, primarily due to lower activity in the PRI segment, partly offset by higher Drilling-related services and Completions activity.

    Full year 2024 revenue of $2,123 million in Middle East/North Africa/Asia increased by $308 million, or 17%, compared to 2023, mainly due to increased activity in the DRE and WCC segments, partly offset by lower activity in Digital Solutions, Artificial Lift and Pressure Pumping.

    Fourth quarter 2024 Europe/Sub-Sahara Africa/Russia revenue of $226 million decreased by $17 million, or 7%, sequentially, mainly driven by lower Completions and ISDT activity, partly offset by higher Wireline activity. Year-over-year Europe/Sub-Sahara Africa/Russia revenue was largely flat due to increased activity in the DRE segment, largely offset by lower activity in the WCC and PRI segments.

    Full year 2024 Europe/Sub-Sahara Africa/Russia revenue of $951 million increased by $86 million, or 10% compared to 2023, due to increased activity in the DRE and WCC segments, partly offset by lower Pressure Pumping and Artificial Lift activity.

    About Weatherford
    Weatherford delivers innovative energy services that integrate proven technologies with advanced digitalization to create sustainable offerings for maximized value and return on investment. Our world-class experts partner with customers to optimize their resources and realize the full potential of their assets. Operators choose us for strategic solutions that add efficiency, flexibility, and responsibility to any energy operation. The Company conducts business in approximately 75 countries and has approximately 19,000 team members representing more than 110 nationalities and 330 operating locations. Visit weatherford.com for more information and connect with us on social media.

    Conference Call Details

    Weatherford will host a conference call on Thursday, February 6, 2025, to discuss the Company’s results for the fourth quarter ended December 31, 2024. The conference call will begin at 8:30 a.m. Eastern Time (7:30 a.m. Central Time).

    Listeners are encouraged to download the accompanying presentation slides which will be available in the investor relations section of the Company’s website.

    Listeners can participate in the conference call via a live webcast at https://www.weatherford.com/investor-relations/investor-news-and-events/events/ or by dialing +1 877-328-5344 (within the U.S.) or +1 412-902-6762 (outside of the U.S.) and asking for the Weatherford conference call. Participants should log in or dial in approximately 10 minutes prior to the start of the call.

    A telephonic replay of the conference call will be available until February 20, 2025, at 5:00 p.m. Eastern Time. To access the replay, please dial +1 877-344-7529 (within the U.S.) or +1 412-317-0088 (outside of the U.S.) and reference conference number 9530137. A replay and transcript of the earnings call will also be available in the investor relations section of the Company’s website.

    Contacts
    For Investors:
    Luke Lemoine
    Senior Vice President, Corporate Development & Investor Relations
    +1 713-836-7777
    investor.relations@weatherford.com

    For Media:
    Kelley Hughes
    Senior Director, Communications & Employee Engagement
    media@weatherford.com

    Forward-Looking Statements

    This news release contains projections and forward-looking statements concerning, among other things, the Company’s quarterly and full-year revenues, adjusted EBITDA*, adjusted EBITDA margin*, adjusted free cash flow*, net leverage*, shareholder return program, forecasts or expectations regarding business outlook, prospects for its operations, capital expenditures, expectations regarding future financial results, and are also generally identified by the words “believe,” “project,” “expect,” “anticipate,” “estimate,” “outlook,” “budget,” “intend,” “strategy,” “plan,” “guidance,” “may,” “should,” “could,” “will,” “would,” “will be,” “will continue,” “will likely result,” and similar expressions, although not all forward-looking statements contain these identifying words. Such statements are based upon the current beliefs of Weatherford’s management and are subject to significant risks, assumptions, and uncertainties. Should one or more of these risks or uncertainties materialize, or underlying assumptions prove incorrect, actual results may vary materially from those indicated in our forward-looking statements. Readers are cautioned that forward-looking statements are only predictions and may differ materially from actual future events or results, based on factors including but not limited to: global political disturbances, war, terrorist attacks, changes in global trade policies and tariffs, weak local economic conditions and international currency fluctuations; general global economic repercussions related to U.S. and global inflationary pressures and potential recessionary concerns; various effects from conflicts in the Middle East and the Russia Ukraine conflict, including, but not limited to, nationalization of assets, extended business interruptions, sanctions, treaties and regulations imposed by various countries, associated operational and logistical challenges, and impacts to the overall global energy supply; cybersecurity issues; our ability to comply with, and respond to, climate change, environmental, social and governance and other sustainability initiatives and future legislative and regulatory measures both globally and in specific geographic regions; the potential for a resurgence of a pandemic in a given geographic area and related disruptions to our business, employees, customers, suppliers and other partners; the price and price volatility of, and demand for, oil and natural gas; the macroeconomic outlook for the oil and gas industry; our ability to generate cash flow from operations to fund our operations; our ability to effectively and timely adapt our technology portfolio, products and services to remain competitive, and to address and participate in changes to the market demands, including for the transition to alternate sources of energy such as geothermal, carbon capture and responsible abandonment, including our digitalization efforts; our ability to effectively execute our capital allocation framework; our ability to return capital to shareholders, including those related to the timing and amounts (including any plans or commitments in respect thereof) of any dividends and share repurchases; and the realization of additional cost savings and operational efficiencies.

    These risks and uncertainties are more fully described in Weatherford’s reports and registration statements filed with the Securities and Exchange Commission, including the risk factors described in the Company’s Annual Report on Form 10-K and Quarterly Reports on Form 10-Q. Accordingly, you should not place undue reliance on any of the Company’s forward-looking statements. Any forward-looking statement speaks only as of the date on which such statement is made, and the Company undertakes no obligation to correct or update any forward-looking statement, whether as a result of new information, future events or otherwise, except as required by applicable law, and we caution you not to rely on them unduly.

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    Weatherford International plc
    Selected Statements of Operations (Unaudited)
                         
        Three Months Ended   Year Ended
    ($ in Millions, Except Per Share Amounts)   December
    31, 2024
      September
    30, 2024
      December
    31, 2023
      December
    31, 2024
      December
    31, 2023
    Revenues:                    
    DRE Revenues   $ 398     $ 435     $ 382     $ 1,682     $ 1,536  
    WCC Revenues     505       509       480       1,976       1,800  
    PRI Revenues     364       371       386       1,452       1,472  
    All Other     74       94       114       403       327  
    Total Revenues     1,341       1,409       1,362       5,513       5,135  
                         
    Operating Income:                    
    DRE Segment Adjusted EBITDA[1]   $ 96     $ 111     $ 97     $ 467     $ 422  
    WCC Segment Adjusted EBITDA[1]     148       151       131       564       455  
    PRI Segment Adjusted EBITDA[1]     78       83       88       319       323  
    All Other[2]     11       23       13       84       38  
    Corporate[2]     (7 )     (13 )     (8 )     (52 )     (52 )
    Depreciation and Amortization     (83 )     (89 )     (83 )     (343 )     (327 )
    Share-based Compensation     (10 )     (10 )     (9 )     (45 )     (35 )
    Other Charges     (35 )     (13 )     (13 )     (56 )     (4 )
    Operating Income     198       243       216       938       820  
                         
    Other Expense:                    
    Interest Expense, Net of Interest Income of $12, $13, $12, $56 and $59     (25 )     (24 )     (31 )     (102 )     (123 )
    Loss on Blue Chip Swap Securities                       (10 )     (57 )
    Other Expense, Net     (4 )     (41 )     (36 )     (87 )   (134 )
    Income Before Income Taxes     169       178       149       739       506  
    Income Tax Provision     (45 )     (12 )     (2 )     (189 )     (57 )
    Net Income     124       166       147       550       449  
    Net Income Attributable to Noncontrolling Interests     12       9       7       44       32  
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
                         
    Basic Income Per Share   $ 1.54     $ 2.14     $ 1.94     $ 6.93     $ 5.79  
    Basic Weighted Average Shares Outstanding     72.6       73.2       72.1       73.0       71.9  
                         
    Diluted Income Per Share[3]   $ 1.50     $ 2.06     $ 1.90     $ 6.75     $ 5.66  
    Diluted Weighted Average Shares Outstanding     74.5       75.2       73.9       74.9       73.7  
                                             
    [1]   Segment adjusted EBITDA is our primary measure of segment profitability under U.S. GAAP ASC 280 “Segment Reporting” and represents segment earnings before interest, taxes, depreciation, amortization, share-based compensation and other adjustments. Research and development expenses are included in segment adjusted EBITDA.
    [2]   All Other includes results from non-core business activities (including integrated services and projects), and Corporate includes overhead support and centrally managed or shared facilities costs. All Other and Corporate do not individually meet the criteria for segment reporting.
    [3]   Included the maximum potentially dilutive shares contingently issuable for an acquisition consideration during the three months ended September 30, 2024, the value of which was adjusted out of Net Income Attributable to Weatherford in calculating diluted income per share.
    Weatherford International plc
    Selected Balance Sheet Data (Unaudited)
           
    ($ in Millions) December 31, 2024   December 31, 2023
    Assets:      
    Cash and Cash Equivalents $ 916   $ 958
    Restricted Cash   59     105
    Accounts Receivable, Net   1,261     1,216
    Inventories, Net   880     788
    Property, Plant and Equipment, Net   1,061     957
    Intangibles, Net   325     370
           
    Liabilities:      
    Accounts Payable   792     679
    Accrued Salaries and Benefits   302     387
    Current Portion of Long-term Debt   17     168
    Long-term Debt   1,617     1,715
           
    Shareholders’ Equity:      
    Total Shareholders’ Equity   1,283     922
               
    Weatherford International plc
    Selected Cash Flows Information (Unaudited)
                         
        Three Months Ended   Year Ended
    ($ in Millions)   December
    31, 2024
      September
    30, 2024
      December
    31, 2023
      December
    31, 2024
      December
    31, 2023
    Cash Flows From Operating Activities:                    
    Net Income   $ 124     $ 166     $ 147     $ 550     $ 449  
    Adjustments to Reconcile Net Income to Net Cash Provided By Operating Activities:                    
    Depreciation and Amortization     83       89       83       343       327  
    Foreign Exchange Losses (Gain)     (2 )     35       43       56       116  
    Loss on Blue Chip Swap Securities                       10       57  
    Gain on Disposition of Assets     (2 )     (1 )           (35 )     (11 )
    Deferred Income Tax Provision (Benefit)           (19 )     (19 )     8       (86 )
    Share-Based Compensation     10       10       9       45       35  
    Changes in Accounts Receivable, Inventory, Accounts Payable and Accrued Salaries and Benefits     24       30       151       (120 )     (84 )
    Other Changes, Net     12       (48 )     (39 )     (65 )     29  
    Net Cash Provided By Operating Activities     249       262       375       792       832  
                         
    Cash Flows From Investing Activities:                    
    Capital Expenditures for Property, Plant and Equipment     (100 )     (78 )     (67 )     (299 )     (209 )
    Proceeds from Disposition of Assets     13             7       31       28  
    Purchases of Blue Chip Swap Securities                       (50 )     (110 )
    Proceeds from Sales of Blue Chip Swap Securities                       40       53  
    Business Acquisitions, Net of Cash Acquired           (15 )           (51 )     (4 )
    Other Investing Activities     1       1       (71 )     36       (47 )
    Net Cash Used In Investing Activities     (86 )     (92 )     (131 )     (293 )     (289 )
                         
    Cash Flows From Financing Activities:                    
    Repayments of Long-term Debt     (23 )     (5 )     (80 )     (287 )     (386 )
    Distributions to Noncontrolling Interests     (20 )     (10 )     (31 )     (39 )     (52 )
    Tax Remittance on Equity Awards     (22 )           (2 )     (31 )     (56 )
    Share Repurchases     (49 )     (50 )           (99 )      
    Dividends Paid     (18 )     (18 )           (36 )      
    Other Financing Activities     (1 )     (6 )     (13 )     (19 )     (20 )
    Net Cash Used In Financing Activities   $ (133 )   $ (89 )   $ (126 )   $ (511 )   $ (514 )

                      

    Weatherford International plc
    Non-GAAP Financial Measures Defined (Unaudited)

    We report our financial results in accordance with U.S. generally accepted accounting principles (GAAP). However, Weatherford’s management believes that certain non-GAAP financial measures (as defined under the SEC’s Regulation G and Item 10(e) of Regulation S-K) may provide users of this financial information additional meaningful comparisons between current results and results of prior periods and comparisons with peer companies. The non-GAAP amounts shown in the following tables should not be considered as substitutes for results reported in accordance with GAAP but should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted EBITDA* – Adjusted EBITDA* is a non-GAAP measure and represents consolidated income before interest expense, net, income taxes, depreciation and amortization expense, and excludes, among other items, restructuring charges, share-based compensation expense, as well as other charges and credits. Management believes adjusted EBITDA* is useful to assess and understand normalized operating performance and trends. Adjusted EBITDA* should be considered in addition to, but not as a substitute for consolidated net income and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted EBITDA Margin* – Adjusted EBITDA margin* is a non-GAAP measure which is calculated by dividing consolidated adjusted EBITDA* by consolidated revenues. Management believes adjusted EBITDA margin* is useful to assess and understand normalized operating performance and trends. Adjusted EBITDA margin* should be considered in addition to, but not as a substitute for consolidated net income margin and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted Free Cash Flow* – Adjusted Free Cash Flow* is a non-GAAP measure and represents cash flows provided by (used in) operating activities, less capital expenditures plus proceeds from the disposition of assets. Management believes adjusted free cash flow* is useful to understand our performance at generating cash and demonstrates our discipline around the use of cash. Adjusted free cash flow* should be considered in addition to, but not as a substitute for cash flows provided by operating activities and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Net Debt* – Net Debt* is a non-GAAP measure that is calculated taking short and long-term debt less cash and cash equivalents and restricted cash. Management believes the net debt* is useful to assess the level of debt in excess of cash and cash and equivalents as we monitor our ability to repay and service our debt. Net debt* should be considered in addition to, but not as a substitute for overall debt and total cash and should be viewed in addition to the Company’s results prepared in accordance with GAAP.​

    Net Leverage* – Net Leverage* is a non-GAAP measure which is calculated by dividing by taking net debt* divided by adjusted EBITDA* for the trailing 12 months. Management believes the net leverage* is useful to understand our ability to repay and service our debt. Net leverage* should be considered in addition to, but not as a substitute for the individual components of above defined net debt* divided by consolidated net income attributable to Weatherford and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    *Non-GAAP – as defined above and reconciled to the GAAP measures in the section titled GAAP to Non-GAAP Financial Measures Reconciled

    Weatherford International plc
    GAAP to Non-GAAP Financial Measures Reconciled (Unaudited)
     
                         
        Three Months Ended   Year Ended
    ($ in Millions, Except Margin in Percentages)   December
    31, 2024
      September
    30, 2024
      December
    31, 2023
      December
    31, 2024
      December
    31, 2023
    Revenues   $ 1,341     $ 1,409     $ 1,362     $ 5,513     $ 5,135  
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
    Net Income Margin     8.4 %     11.1 %     10.3 %     9.2 %     8.1 %
    Adjusted EBITDA*   $ 326     $ 355     $ 321     $ 1,382     $ 1,186  
    Adjusted EBITDA Margin*     24.3 %     25.2 %     23.6 %     25.1 %     23.1 %
                         
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
    Net Income Attributable to Noncontrolling Interests     12       9       7       44       32  
    Income Tax Provision     45       12       2       189       57  
    Interest Expense, Net of Interest Income of $12, $13, $12, $56 and $59     25       24       31       102       123  
    Loss on Blue Chip Swap Securities                       10       57  
    Other Expense, Net     4       41       36       87       134  
    Operating Income     198       243       216       938       820  
    Depreciation and Amortization     83       89       83       343       327  
    Other Charges[1]     35       13       13       56       4  
    Share-Based Compensation     10       10       9       45       35  
    Adjusted EBITDA*   $ 326     $ 355     $ 321     $ 1,382     $ 1,186  
                         
    Net Cash Provided By Operating Activities   $ 249     $ 262     $ 375     $ 792     $ 832  
    Capital Expenditures for Property, Plant and Equipment     (100 )     (78 )     (67 )     (299 )     (209 )
    Proceeds from Disposition of Assets     13             7       31       28  
    Adjusted Free Cash Flow*   $ 162     $ 184     $ 315     $ 524     $ 651  
    [1]   Other charges in the three and twelve months ended December 31, 2024, primarily included severance and restructuring costs and fees to third-party financial institutions related to collections of certain receivables from our largest customer in Mexico.
         

    *Non-GAAP – as reconciled to the GAAP measures above and defined in the section titled Non-GAAP Financial Measures Defined

    Weatherford International plc
    GAAP to Non-GAAP Financial Measures Reconciled Continued (Unaudited)
     
                   
         
    ($ in Millions)   December
    31, 2024
      September
    30, 2024
      December
    31, 2023
     
    Current Portion of Long-term Debt   $ 17   $ 21   $ 168  
    Long-term Debt     1,617     1,627     1,715  
    Total Debt   $ 1,634   $ 1,648   $ 1,883  
                   
    Cash and Cash Equivalents   $ 916   $ 920   $ 958  
    Restricted Cash     59     58     105  
    Total Cash   $ 975   $ 978   $ 1,063  
                   
    Components of Net Debt              
    Current Portion of Long-term Debt   $ 17   $ 21   $ 168  
    Long-term Debt     1,617     1,627     1,715  
    Less: Cash and Cash Equivalents     916     920     958  
    Less: Restricted Cash     59     58     105  
    Net Debt*   $ 659   $ 670   $ 820  
                   
    Net Income for trailing 12 months   $ 506   $ 534   $ 417  
    Adjusted EBITDA* for trailing 12 months   $ 1,382   $ 1,377   $ 1,186  
                   
    Net Leverage* (Net Debt*/Adjusted EBITDA*)     0.48 x   0.49 x   0.69 x
                         

    *Non-GAAP – as reconciled to the GAAP measures above and defined in the section titled Non-GAAP Financial Measures Defined

    The MIL Network

  • MIL-OSI Security: Lawton Man Sentenced to Serve Life in Federal Prison for Murder After Woman’s Body is Found in Wildlife Refuge in Indian Country

    Source: Office of United States Attorneys

    Co-Defendant Previously Sentenced to Serve 96 Months for Accessory After the Fact to Murder

    OKLAHOMA CITY – TEVIN TERRELL SEMIEN, 30, of Lawton, has been sentenced to serve life in federal prison for second-degree murder and illegal possession of a firearm after a previous felony conviction, announced U.S. Attorney Robert J. Troester.

    According to public record, on May 17, 2023, Karon “Dinkers” Conneywerdy Smith, 68, was found dead in the Wichita Mountains Wildlife Refuge. Investigators searched Smith’s home, which was within Indian Country, and observed blood consistent with a violent struggle. Smith’s vehicle was missing as well. On May 21, 2023, Texas law enforcement observed Smith’s vehicle driving south of Dallas, Texas. Officers attempted to pull the vehicle over, but the vehicle fled at a high speed and eventually crashed into a lake. The two occupants of the vehicle, later identified as Semien and Nicole Leigh Logsdon, attempted to flee on foot but were apprehended.

    On October 17, 2023, a federal grand jury returned a four-count Indictment against Semien and co-defendant Nicole Leigh Logsdon, 25, also of Lawton. The Indictment charged Semien with one count of first-degree premeditated murder, one alternative count of second-degree murder, and one count of illegally possessing a firearm after a previous felony conviction. Logsdon was separately charged with accessory after the fact to murder.

    On April 22, 2024, Semien pleaded guilty to second-degree murder and being a felon in possession of a firearm. As part of his plea, Semien admitted to deliberately and intentionally killing Smith.

    On January 10, 2024, Logsdon pleaded guilty to accessory after the fact to murder and admitted to helping Semien in his attempt to avoid arrest and prosecution. On July 15, 2024, Logsdon was sentenced to serve 96 months in federal prison, followed by three years of supervised release.

    At the sentencing hearing on February 3, 2025, U.S. District Judge Stephen P. Friot sentenced Semien to serve life in federal prison. In announcing his sentence, Judge Friot noted the nature and circumstances of the offense, pointing out that Semien’s choices and conduct amounted to an “unfathomably cruel and depraved murder.” Judge Friot also noted Semien’s criminal history.  Public record further reflects that Semien has previous felony convictions which include burglary in Jefferson County, Texas, and conspiracy to commit second degree burglary in Comanche County District Court case number CF-2022-292.

    This case is in federal court because Smith and Logsdon are enrolled members of the Comanche Nation and the murder occurred within Indian Country.

    This case is a result of an investigation by the FBI Oklahoma City, Dallas, and New Orleans field offices; the Oklahoma State Bureau of Investigation; the U.S. Fish and Wildlife Service; the Comanche Nation Police Department; the Comanche County Sheriff’s Office; the Lawton Police Department; the U.S. Marshals Service; the Rice, Texas Police Department; and the Navarro County, Texas Sheriff’s Office. Special Assistant U.S. Attorney Kaleigh Blackwell and Trial Attorney Mark Stoneman with DOJ’s Criminal Division (former AUSA with the Western District of Oklahoma) prosecuted the case.

    The case furthers the Department of Justice’s Missing or Murdered Indigenous Persons efforts to address violence against Native American individuals. More information about this initiative is at https://www.justice.gov/tribal/mmip.

    Reference is made to public filings for more information. 

    MIL Security OSI

  • MIL-OSI: AMSC Reports Third Quarter Fiscal Year 2024 Financial Results and Provides Business Outlook

    Source: GlobeNewswire (MIL-OSI)

      Third Quarter Financial Highlights:
      • Increased Revenue by 56% Year Over Year to Above $60 Million
    • Net Income of over $2 Million
    • Generated nearly $6 Million of Operating Cash Flow

    Company to host conference call tomorrow, February 6, at 10:00 am ET 

    AYER, Mass., Feb. 05, 2025 (GLOBE NEWSWIRE) — AMSC (Nasdaq: AMSC), a leading system provider of megawatt-scale power resiliency solutions that orchestrate the rhythm and harmony of power on the grid™ and protect and expand the capability and resiliency of our Navy’s fleet, today reported financial results for its third quarter of fiscal year 2024 ended December 31, 2024.

    Revenues for the third quarter of fiscal 2024 were $61.4 million compared with $39.4 million for the same period of fiscal 2023. The year-over-year increase was driven by organic growth and the acquisition of NWL, Inc. 

    AMSC’s net income for the third quarter of fiscal 2024 was $2.5 million, or $0.07 per share, compared to a net loss of $1.6 million, or $0.06 per share, for the same period of fiscal 2023. The Company’s non-GAAP net income for the third quarter of fiscal 2024 was $6.0 million, or $0.16 per share, compared with a non-GAAP net income of $0.9 million, or $0.03 per share, in the same period of fiscal 2023. Please refer to the financial table below for a reconciliation of GAAP to non-GAAP results.

    Cash, cash equivalents, and restricted cash on December 31, 2024, totaled $80.0 million, compared with $74.8 million at September 30, 2024.

    “AMSC delivered the best quarterly results in years. Fiscal third quarter revenue surpassed $60 million, that’s revenue growth of 56% when compared to the same period last year, and net income exceeded $2 million, making it our second consecutive quarter of reporting net income,” said Daniel P. McGahn, Chairman, President and CEO, AMSC. “Bookings and backlog during the quarter continued to be robust. We believe our company’s diverse bookings and strengthened balance sheet allow us to seize opportunities in new markets and extend our customer reach. We are proud of these results and remain focused on driving execution and strong performance as we move into the fourth fiscal quarter of the year.”

    Business Outlook
    For the fourth quarter ending March 31, 2025, AMSC expects that its revenues will be in the range of $59.0 million to $63.0 million. The Company’s net loss for the fourth quarter of fiscal 2024 is expected not to exceed $1.0 million, or $0.03 per share. The Company’s non-GAAP net income (as defined below) is expected to exceed $2.5 million, or $0.07 per share.

    Conference Call Reminder
    In conjunction with this announcement, AMSC management will participate in a conference call with investors beginning at 10:00 a.m. Eastern Time on Thursday, February 6, 2025, to discuss the Company’s financial results and business outlook. Those who wish to listen to the live or archived conference call webcast should visit the “Investors” section of the Company’s website at https://ir.amsc.com. The live call can be accessed by dialing 1-844-481-2802 or 1-412-317-0675 and asking to join the AMSC call. A replay of the call may be accessed 2 hours following the call by dialing 1-877-344-7529 and using conference passcode 9514460.

    About AMSC (Nasdaq: AMSC)
    AMSC generates the ideas, technologies and solutions that meet the world’s demand for smarter, cleaner … better energy™. Through its Gridtec™ Solutions, AMSC provides the engineering planning services and advanced grid systems that optimize network reliability, efficiency and performance.  Through its Marinetec™ Solutions, AMSC provides ship protection systems and is developing propulsion and power management solutions designed to help fleets increase system efficiencies, enhance power quality and boost operational safety.  Through its Windtec® Solutions, AMSC provides wind turbine electronic controls and systems, designs and engineering services that reduce the cost of wind energy. The Company’s solutions are enhancing the performance and reliability of power networks, increasing the operational safety of navy fleets, and powering gigawatts of renewable energy globally. Founded in 1987, AMSC is headquartered near Boston, Massachusetts with operations in Asia, Australia, Europe and North America. For more information, please visit www.amsc.com.

    AMSC, American Superconductor, D-VAR, D-VAR VVO, Gridtec, Marinetec, Windtec, Neeltran, NEPSI, Smarter, Cleaner … Better Energy, and Orchestrate the Rhythm and Harmony of Power on the Grid are trademarks or registered trademarks of American Superconductor Corporation. All other brand names, product names, trademarks or service marks belong to their respective holders.

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). Any statements in this release regarding execution of our goals and strategies; backlog; expectations regarding the fourth quarter of fiscal 2024; our expected GAAP and non-GAAP financial results for the quarter ending March 31, 2025; and other statements containing the words “believes,” “anticipates,” “plans,” “expects,” “will” and similar expressions, constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such forward-looking statements represent management’s current expectations and are inherently uncertain. There are a number of important factors that could materially impact the value of our common stock or cause actual results to differ materially from those indicated by such forward-looking statements. These important factors include, but are not limited to: We have a history of operating losses, which may continue in the future. Our operating results may fluctuate significantly from quarter to quarter and may fall below expectations in any particular fiscal quarter; We have a history of negative operating cash flows, and we may require additional financing in the future, which may not be available to us; Our technology and products could infringe intellectual property rights of others, which may require costly litigation and, if we are not successful, could cause us to pay substantial damages and disrupt our business; Changes in exchange rates could adversely affect our results of operations; We may be required to issue performance bonds or provide letters of credit, which restricts our ability to access any cash used as collateral for the bonds or letters of credit; If we fail to maintain proper and effective internal control over financial reporting, our ability to produce accurate and timely financial statements could be impaired and may lead investors and other users to lose confidence in our financial data; We may not realize all of the sales expected from our backlog of orders and contracts; Our contracts with the U.S. government are subject to audit, modification or termination by the U.S. government and include certain other provisions in favor of the government. The continued funding of such contracts remains subject to annual congressional appropriation, which, if not approved, could reduce our revenue and lower or eliminate our profit; Changes in U.S. government defense spending could negatively impact our financial position, results of operations, liquidity and overall business; Pandemics, epidemics or other public health crises may adversely impact our business, financial condition and results of operations; We rely upon third-party suppliers for the components and subassemblies of many of our Grid and Wind products, making us vulnerable to supply shortages and price fluctuations, which could harm our business; Uncertainty surrounding our prospects and financial condition may have an adverse effect on our customer and supplier relationship; Our success is dependent upon attracting and retaining qualified personnel and our inability to do so could significantly damage our business and prospects; A significant portion of our Wind segment revenues are derived from a single customer. If this customer’s business is negatively affected, it could adversely impact our business; Our success in addressing the wind energy market is dependent on the manufacturers that license our designs; Our business and operations would be adversely impacted in the event of a failure or security breach of our or any critical third parties’ information technology infrastructure and networks; We may acquire additional complementary businesses or technologies, which may require us to incur substantial costs for which we may never realize the anticipated benefits; Failure to comply with evolving data privacy and data protection laws and regulations or to otherwise protect personal data, may adversely impact our business and financial results; Many of our revenue opportunities are dependent upon subcontractors and other business collaborators; If we fail to implement our business strategy successfully, our financial performance could be harmed; Problems with product quality or product performance may cause us to incur warranty expenses and may damage our market reputation and prevent us from achieving increased sales and market share; Many of our customers outside of the United States may be either directly or indirectly related to governmental entities, and we could be adversely affected by violations of the United States Foreign Corrupt Practices Act and similar worldwide anti-bribery laws outside the United States; We have had limited success marketing and selling our superconductor products and system-level solutions, and our failure to more broadly market and sell our products and solutions could lower our revenue and cash flow; We or third parties on whom we depend may be adversely affected by natural disasters, including events resulting from climate change, and our business continuity and disaster recovery plans may not adequately protect us or our value chain from such events; Adverse changes in domestic and global economic conditions could adversely affect our operating results; Our international operations are subject to risks that we do not face in the United States, which could have an adverse effect on our operating results; Our products face competition, which could limit our ability to acquire or retain customers; We have operations in, and depend on sales in, emerging markets, including India, and global conditions could negatively affect our operating results or limit our ability to expand our operations outside of these markets. Changes in India’s political, social, regulatory and economic environment may affect our financial performance; Our success depends upon the commercial adoption of the REG system, which is currently limited, and a widespread commercial market for our products may not develop; Industry consolidation could result in more powerful competitors and fewer customers; Increasing focus and scrutiny on environmental sustainability and social initiatives could increase our costs, and inaction could harm our reputation and adversely impact our financial results; Growth of the wind energy market depends largely on the availability and size of government subsidies, economic incentives and legislative programs designed to support the growth of wind energy: Lower prices for other energy sources may reduce the demand for wind energy development, which could have a material adverse effect on our ability to grow our Wind business; We may be unable to adequately prevent disclosure of trade secrets and other proprietary information; Our patents may not provide meaningful or long-term protection for our technology, which could result in us losing some or all of our market position; There are a number of technological challenges that must be successfully addressed before our superconductor products can gain widespread commercial acceptance, and our inability to address such technological challenges could adversely affect our ability to acquire customers for our products; Third parties have or may acquire patents that cover the materials, processes and technologies we use or may use in the future to manufacture our Amperium products, and our success depends on our ability to license such patents or other proprietary rights; Our common stock has experienced, and may continue to experience, market price and volume fluctuations, which may prevent our stockholders from selling our common stock at a profit and could lead to costly litigation against us that could divert our management’s attention; Unfavorable results of legal proceedings could have a material adverse effect on our business, operating results and financial condition; and the other important factors discussed under the caption “Risk Factors” in Part 1. Item 1A of our Form 10-K for the fiscal year ended March 31, 2024, and our other reports filed with the SEC. These important factors, among others, could cause actual results to differ materially from those indicated by forward-looking statements made herein and presented elsewhere by management from time to time. Any such forward-looking statements represent management’s estimates as of the date of this press release. While we may elect to update such forward-looking statements at some point in the future, we disclaim any obligation to do so, even if subsequent events cause our views to change. These forward-looking statements should not be relied upon as representing our views as of any date subsequent to the date of this press release.

    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
    (In thousands, except per share data)
                 
        Three Months Ended     Nine Months Ended  
        December 31,     December 31,  
        2024     2023     2024     2023  
    Revenues                                
    Grid   $ 52,306     $ 33,603     $ 131,578     $ 87,854  
    Wind     9,097       5,750       24,585       15,757  
    Total revenues     61,403       39,353       156,163       103,611  
                                     
    Cost of revenues     45,077       29,369       112,000       78,759  
                                     
    Gross margin     16,326       9,984       44,163       24,852  
                                     
    Operating expenses:                                
    Research and development     3,000       2,199       7,932       5,693  
    Selling, general and administrative     11,567       7,833       30,990       23,648  
    Amortization of acquisition-related intangibles     444       538       1,289       1,614  
    Change in fair value of contingent consideration           852       6,682       3,052  
    Restructuring                       (14 )
    Total operating expenses     15,011       11,422       46,893       33,993  
                                     
    Operating income (loss)     1,315       (1,438 )     (2,730 )     (9,141 )
                                     
    Interest income, net     802       150       2,901       518  
    Other income (expense), net     272       (298 )     (214 )     (618 )
    Income (loss) before income tax expense (benefit)     2,389       (1,586 )     (43 )     (9,241 )
                                     
    Income tax (benefit) expense     (76 )     63       (4,871 )     291  
                                     
    Net income (loss)   $ 2,465     $ (1,649 )   $ 4,828     $ (9,532 )
                                     
    Net income (loss) per common share                                
    Basic   $ 0.07     $ (0.06 )   $ 0.13     $ (0.33 )
    Diluted   $ 0.06     $ (0.06 )   $ 0.13     $ (0.33 )
                                     
    Weighted average number of common shares outstanding                                
    Basic     37,661       29,092       36,766       28,728  
    Diluted     38,463       29,092       37,457       28,728  
    UNAUDITED CONDENSED CONSOLIDATED BALANCE SHEETS
    (In thousands, except per share data)
     
                 
        December 31, 2024     March 31, 2024  
    ASSETS                
    Current assets:                
    Cash and cash equivalents   $ 75,203     $ 90,522  
    Accounts receivable, net     44,135       26,325  
    Inventory, net     74,588       41,857  
    Prepaid expenses and other current assets     10,194       7,295  
    Restricted cash     1,314       468  
    Total current assets     205,434       166,467  
                     
    Property, plant and equipment, net     38,390       10,861  
    Intangibles, net     6,622       6,369  
    Right-of-use assets     4,050       2,557  
    Goodwill     48,950       43,471  
    Restricted cash     3,523       1,290  
    Deferred tax assets     1,155       1,119  
    Equity-method investments     1,397        
    Other assets     757       637  
    Total assets   $ 310,278     $ 232,771  
                     
    LIABILITIES AND STOCKHOLDERS’ EQUITY                
                     
    Current liabilities:                
    Accounts payable and accrued expenses   $ 29,425     $ 24,235  
    Lease liability, current portion     675       716  
    Debt, current portion           25  
    Contingent consideration           3,100  
    Deferred revenue, current portion     74,325       50,732  
    Total current liabilities     104,425       78,808  
                     
    Deferred revenue, long term portion     9,003       7,097  
    Lease liability, long term portion     2,725       1,968  
    Deferred tax liabilities     1,423       300  
    Other liabilities     26       27  
    Total liabilities     117,602       88,200  
                     
    Stockholders’ equity:                
    Common stock, $0.01 par value, 75,000,000 shares authorized; 39,863,084 and 37,343,812 shares issued and 39,459,733 and 36,946,181 shares outstanding at December 31, 2024 and March 31, 2024, respectively     399       373  
    Additional paid-in capital     1,256,210       1,212,913  
    Treasury stock, at cost, 403,351 and 397,631 at December 31, 2024 and March 31, 2024, respectively     (3,765 )     (3,639 )
    Accumulated other comprehensive income     1,662       1,582  
    Accumulated deficit     (1,061,830 )     (1,066,658 )
    Total stockholders’ equity     192,676       144,571  
    Total liabilities and stockholders’ equity   $ 310,278     $ 232,771  
    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS
    (In thousands)
     
       
        Nine Months Ended December 31,  
        2024     2023  
    Cash flows from operating activities:                
                     
    Net income (loss)   $ 4,828     $ (9,532 )
    Adjustments to reconcile net income (loss) to net cash provided by (used in) operations:                
    Depreciation and amortization     3,984       3,360  
    Stock-based compensation expense     4,933       3,608  
    Provision for excess and obsolete inventory     1,186       1,536  
    Amortization of operating lease right-of-use assets     753       457  
    Deferred income taxes     (5,171 )     3  
    Earnings from equity method investments     (152 )      
    Change in fair value of contingent consideration     6,682       3,052  
    Other non-cash items     (177 )     494  
    Changes in operating asset and liability accounts:                
    Accounts receivable     (1,650 )     5,945  
    Inventory     (10,836 )     (8,737 )
    Prepaid expenses and other assets     (1,658 )     6,682  
    Operating leases     (1,531 )     (450 )
    Accounts payable and accrued expenses     118       (15,409 )
    Deferred revenue     20,686       8,894  
    Net cash provided by (used in) operating activities     21,995       (97 )
                     
    Cash flows from investing activities:                
    Purchases of property, plant and equipment     (1,376 )     (635 )
    Cash paid to settle contingent consideration liabilities     (3,278 )      
    Cash paid for acquisition, net of cash acquired     (29,577 )      
    Change in other assets     167       (8 )
    Net cash used in investing activities     (34,064 )     (643 )
                     
    Cash flows from financing activities:                
    Repurchase of treasury stock     (126 )      
    Repayment of debt     (25 )     (49 )
    Cash paid related to registration of common stock shares     (148 )      
    Proceeds from exercise of employee stock options and ESPP     157       136  
    Net cash (used in) provided by financing activities     (142 )     87  
                     
    Effect of exchange rate changes on cash     (29 )     3  
                     
    Net decrease in cash, cash equivalents and restricted cash     (12,240 )     (650 )
    Cash, cash equivalents and restricted cash at beginning of period     92,280       25,675  
    Cash, cash equivalents and restricted cash at end of period   $ 80,040     $ 25,025  
    RECONCILIATION OF GAAP NET INCOME (LOSS) TO NON-GAAP NET INCOME (LOSS)
    (In thousands, except per share data)
     
                 
        Three Months Ended December 31,     Nine Months Ended December 31,  
        2024     2023     2024     2023  
    Net income (loss)   $ 2,465     $ (1,649 )   $ 4,828     $ (9,532 )
    Stock-based compensation     2,861       1,140       4,933       3,608  
    Acquisition costs     15             1,095        
    Amortization of acquisition-related intangibles     706       538       1,727       1,620  
    Change in fair value of contingent consideration           852       6,682       3,052  
    Non-GAAP net income (loss)   $ 6,047     $ 881     $ 19,265     $ (1,252 )
                                     
    Non-GAAP net income (loss) per share – basic   $ 0.16     $ 0.03     $ 0.52     $ (0.04 )
    Non-GAAP net income (loss) per share – diluted   $ 0.16     $ 0.03     $ 0.51     $ (0.04 )
    Weighted average shares outstanding – basic     37,661       29,092       36,766       28,728  
    Weighted average shares outstanding – diluted     38,463       29,428       37,457       28,728  
    Reconciliation of Forecast GAAP Net Loss to Non-GAAP Net Income
    (In millions, except per share data)
           
        Three Months Ending  
        March 31, 2025  
    Net loss   $ (1.0 )
    Stock-based compensation     2.8  
    Amortization of acquisition-related intangibles     0.7  
    Non-GAAP net income   $ 2.5  
    Non-GAAP net income per share   $ 0.07  
    Shares outstanding     37.9  
             

    Note: Non-GAAP net income (loss) is defined by the Company as net income (loss) before stock-based compensation; amortization of acquisition-related intangibles; acquisition costs; change in fair value of contingent consideration, other non-cash or unusual charges, and the tax effect of adjustments calculated at the relevant rate for our non-GAAP metric. The Company believes non-GAAP net income (loss) and non-GAAP net income (loss) per share assist management and investors in comparing the Company’s performance across reporting periods on a consistent basis by excluding these non-cash, non-recurring or other charges that it does not believe are indicative of its core operating performance. Actual GAAP and non-GAAP net loss for the fiscal quarter ending March 31, 2025, including the above adjustments, may differ materially from those forecasted in the table above. Generally, a non-GAAP financial measure is a numerical measure of a company’s performance, financial position or cash flow that either excludes or includes amounts that are not normally excluded or included in the most directly comparable measure calculated and presented in accordance with GAAP. The non-GAAP measure included in this release, however, should be considered in addition to, and not as a substitute for or superior to, operating income or other measures of financial performance prepared in accordance with GAAP. A reconciliation of GAAP to non-GAAP net income (loss) is set forth in the table above.

    AMSC Contacts
    Investor Relations Contact:
    LHA Investor Relations
    Carolyn Capaccio
    (212) 838-3777
    amscIR@lhai.com

    Public Relations Contact:
    RooneyPartners
    Joe Luongo
    (914) 906-5903

    AMSC Director, Communications:
    Nicol Golez
    978-399-8344
    Nicol.Golez@amsc.com

    The MIL Network

  • MIL-OSI Economics: How real-world businesses are transforming with AI – with 50 new stories

    Source: Microsoft

    Headline: How real-world businesses are transforming with AI – with 50 new stories

    Updated February 5, 2025: The post contains 50 new customer stories, which appear at the beginning of each section of customer lists. The post will be updated regularly with new stories.

    One of the highlights of my career has always been connecting with customers and partners across industries to learn how they are using technology to drive their businesses forward. In the past 30 years, we’ve seen four major platform shifts, from client server to internet and the web to mobile and cloud to now — the next major platform shift to AI.  

    As today’s platform shift to AI continues to gain momentum, Microsoft is working to understand just how organizations can drive lasting business value. We recently commissioned a study with IDC, The Business Opportunity of AI, to uncover new insights around business value and help guide organizations on their journey of AI transformation. The study found that for every $1 organizations invest in generative AI, they’re realizing an average of $3.70 in return — and uncovered insights about the future potential of AI to reshape business processes and drive change across industries.

    Check out the top 5 AI trends to watch from IDC and Microsoft

    Today, more than 85% of the Fortune 500 are using Microsoft AI solutions to shape their future. In working with organizations large and small, across every industry and geography, we’ve seen that most transformation initiatives are designed to achieve one of four business outcomes:  

    1. Enriching employee experiences: Using AI to streamline or automate repetitive, mundane tasks can allow your employees to dive into more complex, creative and ultimately more valuable work.
    2. Reinventing customer engagement: AI can create more personalized, tailored customer experiences, delighting your target audiences while lightening the load for employees.
    3. Reshaping business processes: Virtually any business process can be reimagined with AI, from marketing to supply chain operations to finance, and AI is even allowing organizations to go beyond process optimization and discover exciting new growth opportunities.
    4. Bending the curve on innovation: AI is revolutionizing innovation by speeding up creative processes and product development, reducing the time to market and allowing companies to differentiate in an often crowded field.

    In this blog, we’ve collected more than 300 of our favorite real-life examples of how organizations are embracing Microsoft’s proven AI capabilities to drive impact and shape today’s platform shift to AI. Today, we’ve added new stories of customers using our AI capabilities at the beginning of each section. We’ll regularly update this story with more. We hope you find an example or two that can inspire your own transformation journey.

    Enriching employee experiences

    Generative AI is truly transforming employee productivity and wellbeing. Our customers tell us that by automating repetitive, mundane tasks, employees are freed up to dive into more complex and creative work. This shift not only makes the work environment more stimulating but also boosts job satisfaction. It sparks innovation, provides actionable insights for better decision-making and supports personalized training and development opportunities, all contributing to a better work-life balance. Customers around the world have reported significant improvements in employee productivity with these AI solutions:

    New Stories:

    1. Acentra Health created MedScribe using Azure OpenAI Service. The solution has saved 11,000 nursing hours and nearly $800,000. It also helped each nurse process 20 to 30 letters daily, while achieving a 99% approval rate for MedScribe-generated letters.
    2. Brisbane Catholic Education provides Microsoft 365 Copilot to 12,500 educators, and uses Microsoft Copilot Studio to create a generative AI tool to help educators integrate Catholic traditions and values into the classroom.
    3. Crediclub saves 96% per month in auditing expenses and analyzes 150 meetings per hour with Azure AI, freeing up time for 800 sales advisors and 150 branch managers to interact directly with customers.
    4. eClinicalWorks developed a tool using Azure AI services and Azure AI Document Intelligence to help healthcare workers scan, sort and match thousands of faxes each year to match the faxed data with current patient files.
    5. Education Authority of Northern Ireland (EANI) introduced Microsoft 365 Copilot to reduce admin work, allowing teachers to focus on students. The Microsoft partnership ensures secure and ethical AI use, while teacher training focuses on prompt writing and effective tool adoption.
    6. Ma’aden uses Microsoft 365 Copilot to enhance productivity, saving up to 2,200 hours monthly. Tasks like drafting emails, creating documents and data analysis have become more efficient, helping Ma’aden achieve its growth goals.
    7. Marketing org mci group uses Microsoft 365 Copilot to enhance the use of AI and other technological advances to boost employee efficiency.
    8. Michelin deployed Microsoft 365 Copilot and a generative AI in-house chatbot based on Azure OpenAI Service called “Aurora” designed to help employees optimize work and team performance, boosting productivity tenfold.
    9. Raiffeisen Bank International built its own ChatGPT using Azure OpenAI Service to automate repetitive tasks like documenting intelligence and more rapidly summarize legal, regulation and banking documents.
    10. Sanabil Investments deployed Microsoft 365 Copilot to help employees reduce the time spent on manual everyday tasks that diverted focus from more strategic and valuable work. Within two months, approximately 70% of employees regularly used Copilot.
    11. Sensei rolled out Microsoft 365 to reduce the number of internal apps and better connect systems for easier collaboration, and is using Microsoft 365 Copilot to increase efficiency.
    12. Sikshana Foundation is working with Microsoft Research India to introduce an AI copilot for teachers that shortens preparation time for lessons from an hour or more to just minutes.
    13. The University of Hong Kong adopted Microsoft 365 Copilot to enhance productivity by automating administrative tasks and providing intelligent assistance, allowing faculty to focus more on teaching.

    1. Accenture and Avanade launched a Copilot business transformation practice, supported by Microsoft, and co-invested in new capabilities, solutions and training to help organizations securely and responsibly reinvent their business functions with generative and agentic AI and Copilot technologies.
    2. Access Holdings Plc adopted Microsoft 365 Copilot, integrating generative AI into daily tools and, as a result, writing code now takes two hours instead of eight, chatbots launch in 10 days instead of three months and presentations are prepared in 45 minutes instead of six hours.
    3. Adobe is connecting Adobe Experience Cloud workflows and insights with Microsoft 365 Copilot to deliver generative-AI powered capabilities that enable marketers to increase collaboration, efficiency and creativity.
    4. Amadeus empowers its teams to focus their time and skills on value-added tasks with Microsoft 365 Copilot, by summarizing email threads, chat or transcripts and summing up information from diverse sources.
    5. ANZ has invested in Microsoft 365 Copilot, GitHub Copilot and Copilot in Microsoft Edge to boost productivity and innovation across its workforce.
    6. Asahi Europe & International (AEI) has adopted Microsoft 365 Copilot, saving employees potentially 15% of time previously spent on administrative tasks.
    7. AXA developed AXA Secure GPT, a platform powered by Azure OpenAI Service that empowers employees to leverage the power of generative AI while targeting the highest level of data safety and responsible use of the tool.
    8. Axon Enterprise developed a new AI tool with Azure OpenAI Service called Draft One, resulting in an 82% decrease in time spent on reports, which freed up officers to engage more with their community.
    9. Aztec Group enhanced productivity and client experience by trialing Microsoft 365 Copilot with 300 staff, uncovering “unlimited” use cases and plans for a wider rollout.
    10. Bader Sultan & Bros. Co. W.L.L. implemented Microsoft 365 Copilot to enhance employee productivity and speed up customer response times.
    11. Bancolombia is using GitHub Copilot to empower its technical team, achieving a 30% increase in code generation, boosting automated application changes to an average of 18,000 per year, with a rate of 42 productive daily deployments.
    12. Bank of Queensland Group is using Microsoft 365 Copilot, with 70% of users saving two-and-a-half to five hours per week.
    13. BaptistCare Community Services is using Microsoft 365 Copilot to save employees time as they navigate workforce shortage challenges allowing them to focus more on the people they care for.
    14. Barnsley Council was recognized as “Double Council of the Year in 2023” for its implementation of Microsoft 365 Copilot, which modernized operations and reduced administrative tasks, leading to improved job satisfaction and increased creativity.
    15. BlackRock purchased more than 24,000 Microsoft 365 Copilot licenses spanning all employees, functions and locations, helping improve the Copilot experience, including codeveloping new features and functions.
    16. British Heart Foundation is testing Microsoft 365 Copilot and in its initial test, users estimate that Microsoft 365 Copilot could save them up to 30 minutes per day.
    17. Buckinghamshire Council deployed Microsoft 365 Copilot with staff reporting productivity improvements, quality enhancements and time savings which are enabling the different teams to do more with less.
    18. Campari Group adopted Microsoft 365 Copilot to help employees integrate it into their workflow, resulting in time savings of about two hours a week from the support of routine activities such as email management, meeting preparation, content creation and skill acquisition.
    19. Canadian Tire Corporation moved its data from on-premises systems to Microsoft Azure and built digital assistants using Azure OpenAI Service, and now more than 3,000 corporate employees save 30 to 60 minutes a day using its ChatCTC digital assistant.
    20. Capita is using GitHub Copilot for productivity improvements as well as improvements in developer satisfaction, recruitment and retention.
    21. Cathay leverages Microsoft 365 Copilot to streamline meetings and manage information more effectively, reducing time-consuming tasks and fostering creativity.
    22. CDW used Microsoft 365 Copilot to improve work quality for 88% of users, enabling 77% to complete tasks faster, and increasing productivity for 85% of users.
    23. Chi Mei Medical Center is lightening workloads for doctors, nurses and pharmacists with a generative AI assistant built on Azure OpenAI Service.
    24. Clifford Chance adopted Microsoft 365 Copilot to streamline tasks, automate processes and enhance collaboration. Lawyers use it to draft and manage emails and ensure compliance, allowing them to focus on complex legal work and improve productivity.
    25. DLA Piper chose Microsoft 365 Copilot to boost productivity for operational and administrative teams, saving up to 36 hours weekly on content generation and data analysis.
    26. Eaton adopted Microsoft 365 Copilot to automate the creation of 1,000 standard operating procedures to streamline customer service operations and improve data access across teams, cutting creation time from one hour to 10 minutes.
    27. E.ON is focused on Germany’s energy transition, leveraging Microsoft 365 Copilot to manage the complex grid in real-time, increasing productivity and efficiency for its workforce.
    28. Enerijisa Uretim has adopted Microsoft 365 Copilot to streamline meeting summaries, reformat documents and compile reports, enabling employees to concentrate on more strategic and fulfilling activities instead of spending six hours in meetings.
    29. EPAM is deploying Microsoft 365 Copilot to consolidate information and generate content and documents.
    30. Farm Credit Canada implemented Microsoft 365 Copilot which resulted in time savings on routine tasks for 78% of users, with 30% saving 30 to 60 minutes per week and 35% saving over an hour per week, allowing employees to focus on more value-added tasks.
    31. Finastra used Microsoft 365 Copilot to automate tasks, enhance content creation, improve analytics and personalize customer interactions, with employees citing a 20%-50% time savings.
    32. Four Agency Worldwide increased employee productivity using Microsoft 365 Copilot to generate ideas for creative work and support administrative-heavy processes, data analysis and report generation, allowing staff to focus on outreach and less time doing paperwork.
    33. Goodwill of Orange County developed an AI-powered app using Azure AI capabilities to help more people, including those with developmental, intellectual and physical disabilities, work in unfilled e-commerce positions.
    34. Harvey uses Azure OpenAI to simplify routine tasks across hundreds of law firms and legal teams, with one corporate lawyer saying he saved 10 hours of work per week.
    35. Honeywell employees are saving 92 minutes per week — that’s 74 hours a year! Disclaimer: Statistics are from an internal Honeywell survey of 5,000 employees where 611 employees responded.
    36. Insight employees using Copilot are seeing four hours of productivity gained per week from data summarization and content creation.
    37. Joos uses Microsoft 365 Copilot to grow its brand with worldwide collaboration by streamlining meetings, optimizing presentations and improving communications.
    38. Kantar is harnessing the power of Microsoft 365 Copilot by reducing costly, time-consuming IT processes and boosting productivity for employees.
    39. KMS Lighthouse enhanced its knowledge management platform with Microsoft Teams and Dynamics 365 integration, enabling users to leverage KMS Lighthouse without having to switch applications. And with Azure OpenAI Service, companies can create relevant content more quickly within the KMS Lighthouse application.
    40. KPMG Australia is using Microsoft Azure OpenAI Service, Azure AI Search and Microsoft Copilot 365 to perform advanced text analysis of dozens of client source documents to identify full or partial compliance, or noncompliance, in a fraction of the time required for manual assessments.
    41. LGT is launching Microsoft Copilot LGT to improve efficiency, showing users save an average of an hour a week even in the pilot phase.
    42. Localiza&Co, a leader in the mobility industry in Latin America, implemented Microsoft 365 Copilot to automate processes and improve efficiency, and reduced 8.3 working hours per employee per month.
    43. Lotte Hotels & Resorts has been creating a new work culture that allows employees to work more efficiently and focus on the nature of the work by adopting Microsoft Power Platform for automation.
    44. MAIRE is leveraging Microsoft 365 Copilot to automate routine tasks, saving over 800 working hours per month, freeing up engineers and professionals for strategic activities while supporting MAIRE’s green energy transition by reducing their carbon footprint.
    45. McDonald’s China chose Microsoft Azure AI, GitHub Copilot and Azure AI Search to transform its operations, resulting in a significant increase in AI adoption, consumption and retention from 2,000 to 30,000 employee transactions monthly.
    46. McKnight Foundation adopted Microsoft 365 Copilot for all staff, saving time, increasing productivity and freeing space to focus on strategic priorities.
    47. Medigold Health uses Azure OpenAI Service to significantly reduce the time that clinicians spend writing reports during their consultation and administrative time.
    48. Morula Health is using Microsoft 365 Copilot to enhance productivity, streamline medical writing tasks and ensure data security, ultimately improving efficiency and client satisfaction.
    49. Motor Oil Group is achieving remarkable efficiency gains by integrating Microsoft 365 Copilot into its workflows, with staff spending minutes on tasks that used to take weeks.
    50. Nagel-Group uses Azure OpenAI Service to help employees quickly access information which saves time, creates efficiency and transparency and leads to higher-quality answers overall.
    51. National Australia Bank is leveraging Microsoft 365 Copilot for daily productivity and data analysis and insights and Microsoft Copilot for Security to quickly analyze millions of security event logs and allow engineers to focus on more important areas.
    52. NFL Players Association integrated Azure AI Services and Azure App Service into their video review process, reducing review time by up to 73%, significantly increasing efficiency and enhancing player safety through consistent rule enforcement.
    53. O2 Czech Republic boosts productivity and streamlines meetings with Microsoft 365 Copilot, revolutionizing how information is shared and making automation a part of daily work.
    54. Onepoint developed a secure conversational agent based on Azure OpenAI which delivers productivity gains of between 10% and 15% across all business lines.
    55. Orange Group has over 40 use cases with Azure OpenAI Service and GitHub Copilot across business functions to support employees in their day-to-day tasks, enabling them to concentrate on higher value-added activities.
    56. Oxford University Hospitals NHS Foundation Trust implemented Microsoft 365 Copilot to improve staff report productivity by saving one to two hours a week, or simple formatting tasks down to a matter of seconds, enabling more resources to deliver frontline services.
    57. PA Consulting transformed its sales operations with Microsoft 365 Copilot, so its people can invest more time on the activities that have the biggest impact for clients and maximize the strategic value they provide.
    58. Petrobras used Azure OpenAI Service to create ChatPetrobras, which is streamlining workflows, reducing manual tasks and summarizing reports for its 110,000 employees.
    59. Petrochemical Industries Company automates work processes to save time with Microsoft 365 Copilot from weeks to days, hours to seconds.
    60. PIMCO built ChatGWM with Azure AI Studio, a comprehensive platform that provides the ability to ask questions, receive responses and verify answers all in one place, so teams can spend more time engaging clients and having deeper conversations.
    61. PKSHA Technology is optimizing their time on critical work by increasing efficiency in meeting preparations, data analytics and ideation with the help of Microsoft 365 Copilot.
    62. Providence has collaborated with Nuance and Microsoft to accelerate development and adoption of generative AI-powered applications, helping improve care quality and access, and reduce physician’s administrative workloads.
    63. RTI International adopted Microsoft 365 Copilot to gain productivity wherever possible, allowing staff to focus on their areas of expertise, delivering even better science-backed solutions for clients.
    64. SACE, an Italian finance and insurance firm, is using Microsoft 365 Copilot and Viva to boost productivity and unlock employee potential while enhancing overall well-being — and productivity improvement data from the first nine months of implementation shows a 23% increase.
    65. Sandvik Coromant is using Microsoft Copilot for Sales to drive efficiency and accuracy, shaving at least one minute off each transaction, allowing sellers and account managers to focus their expertise on responding to customers’ needs with analysis, creativity and adaptability.
    66. Sasfin Bank built a solution on Microsoft Azure that centralized 20,000 documents to analyze contract clauses and provide real-time snapshots, moving guesswork into data-driven decision-making.
    67. Scottish Water implemented Microsoft 365 Copilot reducing mundane tasks to a minimum, and thus freeing up time for employees to work on the more meaningful tasks.
    68. Shriners Children’s developed an AI platform allowing clinicians to easily and securely navigate patient data in a singular location, enhancing patient care, and improving the efficiency of their healthcare services.
    69. Siemens is leveraging Azure OpenAI Service to improve efficiency, cut downtime and address labor shortages.
    70. Softchoice employees are experiencing firsthand how Microsoft 365 Copilot can transform daily workflows, realizing productivity gains of 97% reduction in time spent summarizing technical meetings and up to 70% less time spent on content creation.
    71. Syensqo utilized Microsoft’s Azure OpenAI Service to develop a custom AI chatbot in three months, which improved their internal data management, decision-making and overall efficiency.
    72. Teladoc Health uses Microsoft 365 Copilot to revolutionize its telehealth operations, automating routine tasks, boosting efficiency and increasing productivity.
    73. Telstra developed two cutting-edge generative AI tools based on Microsoft Azure OpenAI Service: 90% of employees are using the One Sentence Summary tool which resulted in 20% less follow-up customer contact and 84% of customer service agents using the Ask Telstra solution.
    74. Topsoe achieved 85% AI adoption among office employees in seven months, significantly enhancing productivity and business processes.
    75. Torfaen County Borough Council utilized Microsoft 365 Copilot to streamline back-office processes, resulting in significant time savings and enhanced productivity for both business and children’s services teams, with further rollouts planned.
    76. Trace3 leveraged Microsoft 365 Copilot to streamline and enhance processes across the business and with clients, such as reducing the time it takes HR recruiting managers to respond to applicants within a couple of days instead of several weeks.
    77. Unilever is reinventing their marketing process with Copilot, saving time on briefing tasks, automatically pulling in relevant market data, content and insights to accelerate campaign launches.
    78. Uniper SE implemented Microsoft 365 Copilot to reduce time spent on manual and repetitive tasks, and help workers focus on more pressing work, such as developing enhanced solutions to speed up the energy transition.
    79. Unum Group built a custom AI application to search 1.3 terabytes of data with 95% accuracy using Azure OpenAI Service.
    80. Virgin Atlantic adopted Microsoft 365 Copilot and GitHub Copilot and is seeing real business benefits, including productivity improvements, enabling new ways of working.
    81. Visier built a generative AI assistant that leverages Azure AI and Azure OpenAI Services to deliver workforce analytics and actionable insights for more than 50,000 customers.
    82. Virtual Dental Care developed an AI application Smart Scan that leverages Microsoft Azure to reduce paperwork for mobile dental clinics in schools by 75% and frees dentists to devote more time to patient care.
    83. Zakladni Skola As Hlavkova adopted Microsoft 365 Copilot and saw a 60% improvement in handling administrative documents, decreased lesson preparation from hours to few minutes, increased inclusivity and enhanced communication with students and parents.

    Reinventing customer engagement

    We’ve seen great examples of how generative AI can automate content creation, ensuring there’s fresh and engaging materials ready to go. It personalizes customer experiences by crunching the numbers, boosting conversion rates. It makes operations smoother, helping teams launch campaigns faster. Plus, it drives innovation, crafting experiences that delight customers while lightening the load for staff. Embracing generative AI is key for organizations wanting to reinvent customer engagements, stay ahead of the game and drive both innovation and efficiency.

    New Stories:

    1. Aditya Birla Capital built the SimpliFi chatbot on Microsoft Azure to simplify financial services information and offers through intelligent search and proactive nudging with minimum latency and high scalability.
    2. AIA is using Copilot in Dynamics 365 Customer Service to allow customer service representatives to handle more cases in less time by automating time-consuming tasks like drafting customer emails and summarizing lengthy chats and case histories.
    3. Aydem Energy and Microsoft partner Softtech used Azure OpenAI Service to create an AI assistant for WhatsApp, providing customers with real-time updates and handling meter readings, bill checks and claims.
    4. The City of Buenos Aires developed Boti with ChatGPT using Azure OpenAI Service to manage multiple service channels and personalize key services for residents and tourists. The chatbot centralizes data, enables natural language interactions and scales to handle high demands, managing 2 million queries per month without human intervention, alleviating the operational burden by 50%, improving the citizen experience and increasing efficiency.
    5. de Alliantie built a generative AI chatbot using Azure OpenAI to digest information in their online knowledge base so staff can get accurate answers in seconds. Another Azure AI-based solution transcribes and summarizes calls, then categorizes them by theme.
    6. Haceb created a virtual technical support assistant with generative AI, helping on-the-ground technicians troubleshoot, diagnose and resolve product issues faster and more efficiently.
    7. Lloyds Banking Group developed the Branch Translation App using Microsoft Power Apps and Azure AI services with a goal to improve communication with non-English speaking customers and the innovation enhanced service delivery, receiving positive feedback from employees and customers alike.
    8. Staffbase provides its clients with Staffbase Companion, which helps it enhance internal communication with quick content generation, summarization, translation and future capabilities — and remain confident in data protection.
    9. Tekion built Automative Retail Cloud, a unified, cloud-native platform that uses generative AI to analyze communications, extract insights and provide customer-specific recommendations for sales agents.
    10. Welcome Account created a banking application with a conversational agent based on Azure OpenAI Service, in order to help people manage their finances and administrative procedures. This multilingual agent already assists no less than a thousand refugees on a daily basis.
    11. UBS is using Azure AI solutions, including Azure AI Search and Azure OpenAI Service, to power “Smart Assistants” that streamline content access and provide real-time information to Client Advisors, boosting efficiency and client engagement.
    12. Virbe enables businesses to interact with customers through AI-powered avatars, and with Azure AI services like Azure OpenAI Service and Azure AI Search, Virbe enhanced its AI avatars and simplified engagement with enterprise customers — and customers are seeing up to a 10x increase in leads.

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    1. Absa has adopted Microsoft Copilot to streamline various business processes, saving several hours on administrative tasks each day.
    2. Adobe leverages Microsoft Azure to streamline the customer experience, harnessing the power of the connected cloud services and creating a synergy that drives AI transformation across industries.
    3. Acentra Health developed Medscribe, a web application that uses Azure OpenAI Service to generate draft letters in a secure, HIPPA-compliant enclave that responds to customer appeals for healthcare services within 24 hours, reducing the time spent on each appeal letter by 50%.
    4. Air India leveraged Azure OpenAI Service to develop a virtual assistant that has handled nearly 4 million customer queries with full automation, significantly enhancing customer experience and avoiding millions of dollars in customer support costs.
    5. Alaska Airlines is using Microsoft Azure, Microsoft Defender, and GitHub to ensure its passengers have a seamless journey from ticket purchase to baggage pickup and started leveraging Azure OpenAI Service to unlock more business value for its customer care and contact centers.
    6. Ally Financial is using Azure OpenAI Service to reduce manual tasks for its customer service associates, freeing up time for them to engage with customers.
    7. BMW Group optimizes the customer experience connecting 13 million active users to their vehicles with the MyBMW app on Azure, which supports 450 million daily requests and 3.2TB data processing.
    8. Boyner has tripled its e-commerce performance using Microsoft Azure, seeing a rise in customer satisfaction, engagement, conversion rate and revenue.
    9. Bradesco Bank integrated Microsoft Azure to its virtual assistant, BIA, resulting in reduced response time from days to hours, improving operational efficiency and client satisfaction.
    10. Capgemini Mexico integrated GitHub Copilot to support scalable AI implementations which has led to improved customer experiences and increased efficiency.
    11. Capitec Bank uses Azure OpenAI Service and Microsoft 365 Copilot, enabling their AI-powered chatbot to assist customer service consultants in accessing product information more efficiently, saving significant time for employees each week.
    12. Cdiscount is leveraging GitHub Copilot and Azure OpenAI Service to enhance developer efficiency, optimize product sheet categorization and improve customer satisfaction.
    13. Cemex used Azure OpenAI Service to launch Technical Xpert, an AI tool used by sales agents to provide instant access to comprehensive product and customer solution information, significantly reducing search time by 80%.
    14. Chanel elevated their client experience and improved employee efficiency by leveraging Microsoft Fabric and Azure OpenAI Service for real-time translations and quality monitoring.
    15. City of Burlington created two AI-powered solutions: MyFiles system using Microsoft Power Platform for building permits, and CoBy, a 24/7 customer support assistant using Microsoft Copilot Studio.
    16. City of Madrid created an AI virtual assistant with Microsoft Azure OpenAI Service offering tourists accurate, real-time information and personalized responses in 95-plus languages.
    17. Cognizant is making performance management more effective and meaningful with Microsoft Azure Machine Learning to help clients across industries envision, build, and run innovative digital enterprises.
    18. Coles Group has leveraged Microsoft Azure to enhance its digital presence and improve customer engagement, rolling out new applications to its stores six times faster without disrupting workloads.
    19. Commercial Bank of Dubai used Microsoft Azure to upgrade its application infrastructure, improving transaction security and speed so individual customers can now open an account and start banking in about two minutes.
    20. Cradle Fund, dedicated to nurturing startups in Malaysia, introduced an AI-driven chatbot to boost user interaction and increase public engagement. User engagement quadrupled while resolution time was reduced from two days to a few clicks. Cradle also decreased customer service costs by 35%, increased international interactions by 40% and increased daily average visits 10-fold.
    21. Doctolib, a leading eHealth company in France, leverages Microsoft technology to develop an AI-powered medical assistant, integrating both Azure OpenAI Service and Mistral Large on Azure.
    22. Docusign used Azure AI to develop its Intelligent Agreement Management (IAM) platform, which supports millions of workflows, reducing contract processing times and enhancing customer satisfaction with advanced AI-powered analytics.
    23. Dubai Electricity and Water Authority has significantly improved productivity and customer satisfaction by integrating multiple Microsoft AI solutions, reducing task completion time from days to hours and achieving a 98% customer happiness rate.
    24. Elcome uses Microsoft 365 Copilot to improve the customer experience, reducing response times from 24 hours to eight hours.
    25. elunic developed shopfloor.GPT based on Azure OpenAI leading to increased productivity for customers saving 15 minutes per request.
    26. Estée Lauder Companies is leveraging Azure OpenAI Service to create closer consumer connections and increase speed to market with local relevancy.
    27. First National Bank (FNB) is using Microsoft Copilot for Sales to help bankers create professional, thoughtful emails in 13 native South African languages, to enhance customer interactions, streamline communications and reinforce its commitment to innovation and customer service.
    28. Flora Food Group migrated to Microsoft Fabric to offer more detailed and timely insights to its customers, enhancing service delivery and customer satisfaction.
    29. Groupama deployed a virtual assistant using Azure OpenAI Service that delivers reliable, verified and verifiable information, and boasts an 80% success rate.
    30. Holland America Line developed a virtual agent using Microsoft Copilot Studio that acts as a digital concierge on their website to support new and existing customers and travel advisors, which has achieved a strong resolution rate and is currently handling thousands of conversations per week.
    31. International University of Applied Sciences (IU) adopted Azure OpenAI Service to revolutionize learning with a personalized study assistant that can interact with each student just like a human would.
    32. Investec is using Microsoft 365 Copilot for Sales to enhance the bank’s client relationships, estimating saving approximately 200 hours annually ultimately boosting sales productivity and delivering personalized, seamless customer experience.
    33. Jato Dynamics used Azure OpenAI Service to automate content generation, helping dealerships save approximately 32 hours each month.
    34. Kenya Red Cross worked with Pathways Technologies to develop a mental health chatbot in Azure AI.
    35. LALIGA is delivering a seamless fan experience and AI insights with Azure Arc, using AI in Azure for optimizing match scheduling and other key operations.
    36. Legrand used Azure OpenAI Service to reduce the time to generate product data by 60% and improve customer support interactions with fast, accurate information.
    37. Linum is using Microsoft Azure to train their text-to-video models faster and more efficiently without losing performance or wasting resources.
    38. Lumen Technologies is redefining customer success and sales processes through the strategic use of Microsoft 365 Copilot, enhancing productivity, sales and customer service in the global communications sector.
    39. Mars Science & Diagnostics used the Azure AI catalog to build generative AI apps to enhance accuracy and extract data insights quickly, helping pets with critical, undiagnosed conditions receive the care they require faster.
    40. McKinsey & Company is creating an agent to reduce client onboarding process by reducing lead time by 90% and administrative work by 30%.
    41. Meesho leveraged Microsoft’s Azure OpenAI Service and GitHub Copilot to enhance customer service and software development, resulting in a 25% increase in customer satisfaction scores and 40% more traffic on customer service queries.
    42. Milpark Education integrated Microsoft Copilot and Copilot Studio and in just four months, improved efficiency and accuracy of student support, decreasing the average resolution time by 50% and escalation time by more than 30%.
    43. National Basketball Association is using Azure OpenAI Service to speed up the time to market, helping fans connect with the league with personalized, localized insights to enhance the fan experience.
    44. NC Fusion chose a comprehensive Microsoft solution to make marketing engagement activities easier and accurately target the best audience segments.
    45. Medgate, a telehealth subsidiary of Otto Group developed a medical Copilot powered by Azure OpenAI which summarizes consultations, supports triage and provides real-time translations.
    46. Orbital Witness embraced the use of large language models (LLMs) in Azure OpenAI to build its innovative AI Agent application, Orbital Copilot, which can save legal teams 70 percent of the time it takes to conduct property diligence work.
    47. Pacific Gas & Electric built a chatbot using Microsoft Copilot Studio that saves $1.1 million annually on helpdesk support.
    48. Parloa took a “voice-first” approach and created an enterprise-grade AI Agent Management platform to automate customer interactions across phone, chat and messaging apps.
    49. Pockyt is using GitHub Copilot and anticipates a 500% increase in productivity in the medium to long term as they continue adapting AI and fine-tuning their software development life cycle.
    50. South Australia Department for Education launched an AI-powered educational chatbot to help safeguard students from harmful content while introducing responsible AI to the classrooms.
    51. Sync Labs is using Microsoft Azure to create AI-driven solutions that have led to a remarkable 30x increase in revenue and a 100x expansion of their customer base.
    52. Syndigo is using Azure to accelerate digital commerce for its customers by more than 40% and expand its customer base.
    53. Telkomsel created a virtual assistant with Azure OpenAI Service, resulting in a leap in customer self-service interactions from 19% to 45%, and call volume dropped from 8,000 calls to 1,000 calls a day.
    54. Torrens University chose to use Azure OpenAI to uplift its online learning experience, saving 20,000 hours and $2.4 million in time and resources.
    55. Trusting Social integrated Microsoft Azure services to launch AI-driven agents that are changing how banks function and transforming their customer’s banking experience.
    56. University of California, Berkeley used Azure OpenAI Service to deploy a custom AI chatbot that supports student learning and helps students with complex coursework.
    57. University of Sydney created a self-serve AI platform powered by Azure OpenAI Service, to enable faculty to build custom chatbots for enhancing student onboarding, feedback, career simulation and more.
    58. Van Lanschot Kempen is using Microsoft 365 Copilot to reduce the time needed for daily tasks, freeing up time to invest in that crucial personal connection.
    59. Virgin Money built an award-winning virtual assistant using Copilot Studio to help build customers’ confidence in their digital products and services.
    60. VOCALLS automates over 50 million interactions per year, resulting in a 78% reduction in average handling time aside from a 120% increase in answered calls.
    61. Vodafone Group is leveraging Microsoft’s AI solutions, including Azure AI Studio, OpenAI Service, Copilot and AI Search, to achieve a 70% resolution rate for customer inquiries through digital channels and reduce call times by at least one minute.
    62. Walmart is using Azure OpenAI Service to deliver a helpful and intuitive browsing experience for customers designed to serve up a curated list of the personalized items a shopper is looking for.
    63. Weights & Biases created a platform which runs on Microsoft Azure that allows developers to keep records, log successes and failures and automate manual tasks.
    64. World2Meet is providing better customer service and operations with a new virtual assistant powered by Microsoft Azure.
    65. Xavier College is modernizing its student information systems on Microsoft Dynamics 365 and Microsoft Azure to unlock powerful insights, fostering innovation and data-driven decision making.
    66. Zavarovalnica Triglav implemented Microsoft Dynamics 365 and Azure OpenAI Service to streamline its operations with automated responses and smart rerouting of customer enquiries.
    67. Zurich Insurance Group used Azure OpenAI Service to develop advanced AI applications that led to more accurate and efficient risk assessment evaluations, accelerating the underwriting process, reducing turnaround times and increasing customer satisfaction.

    Reshaping business process

    Transforming operations is another way generative AI is encouraging innovation and improving efficiency across various business functions. In marketing, it can create personalized content to truly engage different audiences. For supply chain management, it can predict market trends so companies can optimize their inventory levels. Human resources departments can speed up the hiring process, while financial services can use it for fraud detection and risk assessments. With generative AI, companies are not just refining their current processes, they’re also discovering exciting new growth opportunities.

    New Stories:

    1. Bank of Queensland is modernizing its operations with Azure, Microsoft 365 and Microsoft 365 Copilot, using AI to optimize business processes such as creating marketing content, building reports and plans and drafting HR content.
    2. Document360 created an AI-powered knowledge base and service platform for companies to create, manage and publish online documentation, including product manuals, SOPs and wikis.
    3. Eduvos is simplifying the student enrollment experience with Microsoft Azure and Dynamics 365, reducing the time from 90 days to nearly instantaneous and associated costs by 90%.
    4. Emirates Global Aluminum (EGA) uses Azure Local to support its digital manufacturing platform, including support for safety-critical applications that use AI. Through its hybrid Azure environment, EGA has achieved 10 to 13 times faster AI response time and 86% cost savings for AI image and video use cases.
    5. Hellenic Cadastre built a system that reads and categorizes property contracts, applies legal rules and provides assessments for approval using Azure OpenAI Service. Today, property transaction assessments take less than 10 minutes instead of hours, reducing costs from 15 euros to 0.11 euros per assessment. The system also enhanced property owners’ legal security and boosted the Greek economy by enabling transactions to be completed sooner.
    6. Startup legal-i is using AI to analyze unstructured data and help expensive insurance specialists make better decisions faster — speeding up healthcare and insurance processes and improving the accuracy of outcomes.
    7. Publishing company SHUEISHA Inc. is using Microsoft Security Copilot to enable faster incident response, boosting the confidence and effectiveness of cybersecurity personnel.
    8. thyssencrupp is using the Siemens Industrial Copilot, built on Azure OpenAI Service, to address a skilled labor gap while revolutionizing how it programs and operates machinery.
    9. U.S. AutoForce implemented Dynamics 365 Supply Chain Management to centralize warehouse data, connect processes and improve operational efficiency while using Microsoft Copilot for Finance to automate monthly reconciliations.

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    1. ABB Group integrated Azure OpenAI Service into their Genix Copilot platform enabling customers to achieve up to 30% savings in operations and maintenance, 20% improvement in energy and emission optimization and an 80% reduction in service calls.
    2. Accelleron used Microsoft Power Platform to support numerous business applications and simplify processes for service agents and employees, resulting in the onboard of new agents in 30 minutes, compared to two days for other solutions.
    3. Accenture developed an AI-powered financial advisor that leverages RISE with SAP on Microsoft Azure to enhance their infrastructure and integrate financial data.
    4. Atomicwork leverages Azure OpenAI to bring together three power capabilities: a conversational assistant, a modern service management system and a workflow automation platform.
    5. Blink Ops fully embraced generative AI to build the world’s first Security Automation Copilot with more than 8,000 automated workflows to help any Security/IT task through prompts.
    6. Chalhoub Group is using Microsoft Fabric to modernize its data analytics and streamline its data sources into one platform, increasing agility, enhancing analytics and accelerating processes.
    7. Cineplex is developing innovative automation solutions for finance, guest services and other departments, saving the company over 30,000 hours a year in manual processing time.
    8. ClearBank moved its services to Microsoft Azure to gain scalability and efficiency, pushing out 183% more monthly system releases, gaining both scalability and efficiency.
    9. Danske Statsbaner increases productivity up to 30% with help from Microsoft AI solutions.
    10. Dentsu implemented Microsoft Azure AI Foundry and Azure OpenAI Service to build a predictive analytics copilot that supports media insights, cutting analysis time by 80% and overall time to insight by 90%, reducing analysis costs.
    11. Dow implemented Microsoft 365 Copilot to empower teams with AI-driven insights and streamline essential workflows by automating tasks across departments, saving millions of dollars on shipping operations in the first year.
    12. Eastman implemented Microsoft Copilot for Security realizing the benefits of accelerated upskilling, step-by-step guidance for response and faster threat remediation.
    13. Fast Shop migrated to Microsoft Azure creating a self-service culture of access to data, eliminating delays, reducing costs and increasing leadership satisfaction with data while providing more agility in reporting.
    14. Florida Crystals adopted a value-added solution across Microsoft products including Microsoft 365 Copilot to reduce telecom expenses and automate industrial process controls.
    15. GHD is reinventing the RFP process in construction and engineering with Microsoft 365 Copilot.
    16. GovDash is a SaaS platform that leverages artificial intelligence to streamline the entire business development life cycle for government contracting companies using Azure OpenAI.
    17. Grupo Bimbo is deploying Microsoft’s industrial AI technologies to modernize its manufacturing processes, optimizing production and reducing downtime, driving significant cost savings, and empowering global innovation.
    18. Insight Canada implemented Microsoft 365 Copilot to streamline business operations, with 93% of users realizing productivity gains in functions including sales, finance and human resources.
    19. Intesa Sanpaolo Group enhanced its cybersecurity with AI-enabled Microsoft Sentinel and Microsoft Copilot for Security, resulting in faster threat detection, increased productivity and reduced storage costs.
    20. Kaya deployed a custom implementation of Microsoft Dynamics 365 and Power BI to modernize its supply chain, leading to enhanced visibility, improved planning and streamlined inter-department operations.
    21. Lenovo leveraged Dynamics 365 Customer Service to rapidly manage customer inquiries by streamlining repetitive tasks, boosted agent productivity by 15%, reduced handling time by 20% and reached record-high customer satisfaction.
    22. Lionbridge Technologies, LLC is using Microsoft Azure and Azure OpenAI Service to accelerate its delivery times and improve quality, reducing project turnaround times by up to 30%.
    23. LTIMindtree integrated Microsoft Copilot for Security, offering automated incident response, integrated threat intelligence and advanced threat analysis.
    24. Mania de Churrasco used Microsoft Azure, Power Platform and Microsoft 365 to achieve high efficiency, security and scalability in its operations, in addition to improving its data intelligence, which indirectly participated in a 20% increase in sales year on year.
    25. National Bank of Greece built an Azure-powered Document AI solution to transform its document processing, improving the bank’s accuracy to 90%.
    26. Nest Bank has revolutionized its operations by integrating Microsoft 365 Copilot and Azure OpenAI Service, resulting in doubled sales and increased daily transactions from 60,000 to 80,000, showcasing the transformative impact of generative AI in the financial sector.
    27. Network Rail modernized their data analytics solution with Microsoft Azure, helping engineers understand data 50% faster than before and improve efficiency, passenger experiences and safety — all while saving costs.
    28. Nsure developed an AI-powered agent that uses Copilot Studio and Power Automate to reduce manual processing time by 60% while also reducing associated costs by 50%.
    29. Oncoclínicas implemented Microsoft Azure to transform its entire data ecosystem with a web portal and mobile application that performs all image processing and storage.
    30. Operation Smile used Azure OpenAI Service, Fabric and Power Apps to eliminate manual data entry, resulting in reduced translation errors by about 90% and the time required for completing reports from four to five hours to just 15 to 20 minutes.
    31. Pacifico Seguros has adopted Microsoft Copilot for Security to optimize its security operations and anticipate and neutralize threats more efficiently and effectively.
    32. Parexel adopted Azure Databricks and Microsoft Power BI, achieving an 85% reduction in data engineering tooling costs, a 30% increase in staff efficiency and a 70% reduction in time to market for data product delivery.
    33. Paysafe used Microsoft 365 Copilot to streamline meetings, information management and document creation, addressing language barriers, eliminating time-consuming tasks and boosting creativity along the way.
    34. Planted is integrating Azure OpenAI to manage everyday tasks more efficiently and facilitate the search for information for innovative process development.
    35. Presidio realized dramatic productivity gains saving 1,200 hours per month on average for the employees using Microsoft 365 Copilot and created 70 new business opportunities.
    36. Qatar Charity used Copilot Studio to increase its call center efficiency, reducing average handle time by 30%, increased customer satisfaction by 25%, and achieved a 40% reduction in IT maintenance costs.
    37. Saphyre uses Microsoft Azure and AI to provide an intelligent cloud-based solution that automates and streamlines financial trading workflows around client and counterparty life cycle management, reducing manual efforts by 75%.
    38. StarKist Foods used Azure to effectively unite production and demand processes with finance, reducing the planning cycle from 16 hours to less than one.
    39. Swiss International Air Lines migrated and modernized with Microsoft Azure, achieving up to 30% cost savings, a remarkable boost in platform stability along with enhanced security visibility.
    40. ZEISS Group uses Microsoft Fabric to create a secure and trusted data supply chain that can be shared effortlessly across a range of business units.
    41. ZF Group builds manufacturing efficiency with over 25,000 apps and 37,000 unique active users on Power Platform.

    Bending the curve on innovation

    Generative AI is revolutionizing innovation by speeding up creative processes and product development. It’s helping companies come up with new ideas, design prototypes, and iterate quickly, cutting down the time it takes to get to market. In the automotive industry, it’s designing more efficient vehicles, while in pharmaceuticals, it’s crafting new drug molecules, slashing years off R&D times. In education, it transforms how students learn and achieve their goals. Here are more examples of how companies are embracing generative AI to shape the future of innovation.

    New Stories:

    1. Agricultural Development Trust (ADT) of Baramati is analyzing water, weather, nutrient, pH data and more with AI to increase crop yields in India.
    2. DrumBeat.AI is using Microsoft AI services to predict, identify and treat ear diseases in communities that are both rural and remote, helping to prevent hearing loss among Indigenous communities in Australia.
    3. Dynamic Health Systems created its VitruCare365® platform on the Microsoft Cloud for healthcare technologies to enable motivational care planning. Built on Microsoft Azure, FHIR (Fast Healthcare Interoperability Resources) and Dynamics 365, it provides personalized apps powered by Azure OpenAI Service to each patient and is deployed as an extension to the Microsoft 365 tools clinicians use every day.
    4. Cities can use Esri’s ArcGIS geospatial platform to create environmental digital twins that simulate heavy rainfall and apply hot spot analysis to highlight flooding. Adding Azure AI to the geospatial digital twin will reveal insights in impossible amounts of data.
    5. Digital employment agency Gojob developed Aglae, a virtual assistant based on Azure OpenAI Service, to pre-qualify candidates within 15 minutes, enabling recruiters to achieve record employment placement rates.
    6. Institut Curie and Microsoft partner Witivio developed Copilot for Researcher, an agent that can help researchers with some of the administrative tasks in their jobs so they have more time to spend on actual new ideas in the fight against cancer.
    7. NASA created Earth Copilot to transform how people interact with Earth’s data.
    8. Parity is helping women athletes use data and AI to help improve their well-being, performance and careers.
    9. Petbarn created “PetAI” using Azure OpenAI Service, Azure AI Search and Azure App Service to provide Australian pet owners highly personalized advice and product recommendations.
    10. Project Guacamaya is using daily satellite images and various AI models tailored to the Amazon ecosystem to help prevent its deforestation, allowing for quicker action to be taken in at-risk areas.
    11. Properstar developed a solution to simplify the analysis of unstructured real estate data and create a dynamic, AI-powered filtering system that provides more nuanced search results.
    12. RadarFit is using generative AI and a unique gamification strategy to encourage healthy habits in Brazil, with a comprehensive health and wellness program aimed at helping companies reduce chronic disease rates.
    13. SEDUC is using Microsoft 365 Copilot for administrative tasks — such as generating legal documents and handling administrative inquiries — and has expanded to include AI usage with students and teachers, including personalized learning to cater to individual student needs and help them recover from learning losses during the pandemic.
    14. Indonesia’s Universitas Terbuka used Microsoft Azure OpenAI services and Azure AI Foundry to build an AI tutor that delivers accurate, curriculum-aligned responses and streamlines student assessment. The tutor currently supports 500 classes and some 100,000 students.
    15. World Traveler is using AI including Microsoft Reading Progress and Microsoft Immersive Reader to help teachers reach its globally and educationally diverse students with personalized learning experiences.
    16. South Korean startup Wrtn Technologies brings ATI close to people, with a “superapp” that compiles an array of AI use cases and services, but localized for Korean users to integrate AI into their everyday lives.

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    1. Air India has incorporated Microsoft 365 Copilot into multiple departments, unlocking a new realm of operational insights that not only provides critical data on flight punctuality and operational hurdles, but also empowers proactive, collaborative decision making.
    2. Agnostic Intelligencedeployed Azure OpenAI Service to eliminate time-consuming tasks, saving users up to 80% of their time, and enabling IT managers to focus on innovation and quality assurance.
    3. Albert Heijn is using Azure OpenAI for everything from customer personalization to demand forecast and food waste projects, making it easier for its customers to change their lifestyle.
    4. Amgen is using Microsoft 365 Copilot to boost productivity and has the potential to speed up drug development and support advancements in their business processes.
    5. APEC leverages Microsoft Azure and deep neural network algorithms to develop an app that enables healthcare providers to capture retinal images, increasing the accuracy to identify Retinopathy of Prematurity (RoP) to 90%.
    6. ASOS is using Azure AI Studio to help customers discover new looks with genuine shopping insights, personalized conversations, naturalism and even humor to enliven the shopping journey.
    7. Auburn University is incorporating Microsoft Copilot to promote AI literacy, accessibility and collaboration, with the aim to expand educational and economic opportunities for its entire academic community with AI-centric tools.
    8. B3 launched an AI assistant using Azure OpenAI Service that aids 10,000 users a day to answer Brazilians’ questions about how to start investing.
    9. Basecamp Research aims to build the world’s largest database of national biodiversity and apply AI and machine learning to advance bioscience.
    10. Bayer is using Microsoft Copilot to contribute to feeding a growing global population and helping people lead healthier, disease-free lives.
    11. BMW AG implemented Azure AI to develop a mobile data recorder copilot for faster data management helping engineers reduce the lead time for insights from days to hours or sometimes minutes.
    12. Brembo leveraged Azure OpenAI to develop ALCHEMIX, a solution to generate innovative compounds for its brake pads, drastically reducing the development time of new compounds from days to mere minutes.
    13. Canary Speech can now train new vocal models in as little as two months and handle millions of transactions per month with Microsoft Azure.
    14. CapitaLand simplified internal processes increasing efficiency to more than 10,000 man-days saved per year and deployed Azure OpenAI Service to build the first AI hospitality chatbot for its lodging business.
    15. Cassidy is using Azure OpenAI Service to enhance efficiency across various industries, supporting over 10,000 companies.
    16. Coca-Cola is implementing Azure OpenAI Service to develop innovative generative AI use cases across various business functions, including testing how Microsoft 365 Copilot could help improve workplace productivity.
    17. Denso is developing “human-like” robots using Azure OpenAI Service as the brain to help robots and humans work together through dialogue.
    18. eFishery is using Azure OpenAI for farmers to get the data and insights on fish and shrimp farming, including more precise feeding and water quality monitoring.
    19. EY developed an application that automatically matches and clears incoming payments in SAP, resulting in an increase from 30% to 80% in automatically cleared payments and 95% matched payments, with estimated annual time savings of 230,000 hours globally.
    20. EY worked with Microsoft to make Azure AI Foundry more inclusive for all, serving the 20% of the global workforce identifying as neurodivergent.
    21. FIDO is using Azure OpenAI Service to develop an AI tool that uses sound to pinpoint leaky pipes, saving precious drinking water.
    22. Georgia Tech is using Azure OpenAI Service to enhance the electric vehicle (EV) charging infrastructure, achieving rapid data classification and predictive modeling, highlighting the reliability of networked chargers over non-networked ones.
    23. GigXR developed a solution to create the intelligence for specific AI patients using Microsoft Azure OpenAI Service and other Azure services.
    24. GoTo Group is significantly enhancing productivity and code quality across its engineering teams by adopting GitHub Copilot, saving over seven hours per week and achieved a 30% code acceptance rate.
    25. GovTech used Microsoft Azure OpenAI Service to create LaunchPad, sparking more than 400 ideas and 20 prototypes, laying the foundation for the government to harness the power of generative AI.
    26. H&R Block is using Azure AI Studio and Azure OpenAI Service to build a new solution that provides real-time, reliable tax filing assistance.
    27. Haut.AI provides skin care companies and retailers with customizable, AI-based skin diagnostic tools developed with the help of Microsoft AI.
    28. Helfie is building a solution that caters to healthcare providers who can arm their patients with an application to more quickly and accurately access the care they need.
    29. Hitachi will implement Azure Open AI Service, Microsoft 365 Copilot and GitHub Copilot to create innovative solutions for the energy, mobility and other industries.
    30. Icertis is providing AI-based tools that will recognize contract language and then build algorithms to automatically choose the right approach based on the content of the contract.
    31. Iconem leveraged AI-generated imagery to process and analyze a vast amount of photogrammetry data used to create the 3D digital twin of St. Peter’s Basilica, allowing visitors to explore every intricate detail from anywhere in the world.
    32. ITOCHU is using Azure OpenAI Service and Azure AI Studio to evolve its data analytics dashboard into a service that provides immediate recommendations by automatically creating evidence-based product proposals.
    33. IU International University of Applied Sciences (IU) is using the power of Azure OpenAI Service to develop Syntea, an AI avatar integrated into Microsoft Teams and Microsoft 365 Copilot, making learning more personalized, autonomous and flexible.
    34. Khan Academy has partnered with Microsoft to bring time-saving and lesson-enhancing AI tools to millions of educators.
    35. Lufthansa Group developed an animated 3D avatar called Digital Hangar to help guide passengers from initial travel inspiration to flight booking through an exchange with an Avatar in natural language.
    36. Mia Labs implemented Azure OpenAI to produce and protect its conversational AI virtual assistant Mia that provides fast support from investors, along with the sophisticated security posture and threat protection capabilities for AI workloads.
    37. Mitsubishi Heavy Industries is using Azure OpenAI Service to help accelerate digital innovation in power plants.
    38. Molslinjen has created an AI analytics toolbox that has reduced fuel emissions, improved customer satisfaction and brought in millions of additional revenue.
    39. New Sun Road implemented AI into a local controller for energy systems to balance the supply, storage and use requirements. This optimized loads to accelerate the deployment of renewable energy for local clean power for communities.
    40. Novo Nordisk recently published initial results with predictive AI models for advanced risk detection in cardiovascular diseases, including an algorithm that can predict patients’ cardiovascular risk better than the best clinical standards.
    41. Ontada implemented Azure AI and Azure OpenAI Service to target nearly 100 critical oncology data elements across 39 cancer types and now accesses an estimated 70% of previously unanalyzed or unused information, accelerating its life science product development, speeding up time to market from months to just one week.
    42. Paige.AI is using AI and Microsoft Azure to accelerate cancer diagnoses with data from millions of images.
    43. Pets at Home created an agent to help its retail fraud detection team investigate suspicious transactions.
    44. Plan Heal is using Microsoft AI to create solutions that enable patients to monitor and report health metrics so care providers can better serve them.
    45. Pacific Northwest National Laboratory (PNNL) is testing a new battery material that was found in a matter of weeks, not years, as part of a collaboration with Microsoft.
    46. Rijksmuseum is harnessing the power of Copilot to make art accessible at scale by joining forces with Microsoft to improve and expand the art experience for blind and low-vision community members.
    47. Royal National Institute of Blind People is using Azure AI services to develop an AI-based solution that quickly and accurately converts letters to braille, audio, and large print formats.
    48. Schneider Electric provides productivity-enhancing and energy efficiency solutions and is using a whole suite of AI tools to hasten its own innovation and that of its customers.
    49. SPAR ICS created an award-winning, AI-enabled demand forecasting system achieving 90% inventory prediction accuracy.
    50. SustainCERT deployed GenAI and machine learning for automated data verification, extraction from documents and to accelerate auditing processes to enable verifying the impacts and credibility of carbon credits.
    51. Suzuki Motor Corporation is adopting Azure OpenAI Service for data security, driving company-wide use with five multipurpose apps.
    52. Tecnológico de Monterrey created a generative AI-powered ecosystem built on Azure OpenAI Service with the goal to personalize education based on the students’ needs, improve the learning process, boost teachers’ creativity and save time on tedious tasks.
    53. TomTom is using Azure OpenAI Service, Azure Cosmos DB and Azure Kubernetes Service to revolutionize the driver experience.
    54. Toyota is deploying AI agents to harness the collective wisdom of engineers and innovate faster in a system named “O-Beya,” or “big room” in Japanese. The “O-Beya” system currently has nine AI agents — from a Vibration Agent to a Fuel Consumption Agent.
    55. Unilever is partnering with Microsoft to identify new digital capabilities to drive product innovation forward, from unlocking the secrets of our skin’s microbiome to reducing the carbon footprint of a multibillion-dollar business.
    56. Unity used Microsoft Azure OpenAI Service to build Muse Chat, an AI assistant that can guide creators through common questions and help troubleshoot issues to make game development easier.
    57. University of South Florida is using Microsoft 365 Copilot to alleviate the burden of repetitive, time-consuming tasks so faculty and staff can spend this time creatively solving problems, conducting critical research, establishing stronger relationships with peers and students and using their expertise to forge new, innovative paths.
    58. Utilidata built the first distributive AI and accelerated computing platform for the electric grid allowing flexible transformation and dynamic infrastructure to increase electrification and decarbonization.
    59. Visma has developed new code with GitHub Copilot, Microsoft Azure DevOps and Microsoft Visual Studio as much as 50 percent faster, contributing to increased customer retention, faster time to market and increased revenue.
    60. Wallenius Wilhelmsen is implementing Microsoft 365 Copilot and using Microsoft Viva to drive sustainable adoption, streamlining processes, empowering better decision making and cultivating a culture of innovation and inclusion.
    61. Wipro is committed to delivering value to customers faster and improving the outcomes across the business by investing $1 billion in AI and training 200,000 employees on generative AI principles with Microsoft Copilot.

    Read more:

    IDC InfoBrief: sponsored by Microsoft, 2024 Business Opportunity of AI, IDC# US52699124, November 2024

    Tags: AI, AI Azure, Azure OpenAI Service, Copilot, Copilot Studio, Microsoft 365 Copilot

    MIL OSI Economics

  • MIL-OSI USA: Cassidy, Cramer Reintroduce Fair Access to Banking Act to Protect Legal Industries from Debanking

    US Senate News:

    Source: United States Senator for Louisiana Bill Cassidy

    WASHINGTON – U.S. Senators Bill Cassidy, M.D. (R-LA), Kevin Cramer (R-ND), and 39 Republican colleagues reintroduced the Fair Access to Banking Act, which protects fair access to financial services and ensures banks operate in a safe and sound manner. The legislation requires that lending and services decisions must be based on impartial, risk-based analysis, not political or reputational favoritism. 
    “It’s wrong for banks to single out individuals or industries for political and social reasons,” said Dr. Cassidy. “This legislation guarantees fairness for essential employers in Louisiana, such as oil and gas development.”
    “When progressives failed at banning these entire industries, what they did instead is they turned to weaponizing banks as sort of a backdoor to carry out their activist goals,” said Senator Cramer. “Financial institutions are backed by taxpayers, for crying out loud! They should be obligated to provide services in an unbiased, risk-based manner. The Fair Access to Banking Act ensures that banks provide fair access to services and enacts strict penalties for categorically discriminating against legal industries and individuals.”
    In recent years, prominent American banks have engaged in a discriminatory practice, referred to as debanking. Banks and financial institutions use their economic standing to categorically exclude law-abiding, legal industries by refusing to lend or provide services to them. This includes industries such as firearms, ammunition, crypto, federal prison contractors, as well as energy producers. 
    Specifically, this legislation penalizes banks and credit unions with over $10 billion in total consolidated assets, or their subsidiaries, if they refuse to do business with any legally compliant, credit-worthy person. It also prevents payment card networks from discriminating against any qualified person because of political or reputational considerations. The bill requires qualified banks to provide written justification for why they are denying a person financial services. Further, the Fair Access to Banking Act would penalize providers who fail to comply with the law by disqualifying institutions from using discount window lending programs, terminating status as an insured depository institution or credit union, or imposing a civil penalty of up to $10,000 per violation. 
    The bill is based on President Trump’s Fair Access Rule, which was introduced during his first administration and required financial institutions to make individual risk assessments rather than broad decisions regarding entire industries or categories of customers. The Fair Access to Banking Act codifies these protections. The Biden administration paused the rule’s implementation in early 2021.
    The legislation is a response to United States banks and financial institutions increasingly using their economic standing to categorically discriminate against legal industries and conservatives. For example, Citigroup instituted a policy in 2018 to withhold project-related financing for coal plants, and in 2020, five of the country’s largest banks announced they would not provide loans or credit to support oil and gas drilling in the Arctic National Wildlife Refuge, despite explicit congressional authorization. Such exclusionary practices also extend to industries protected by the Second Amendment, with Capital One, among other banks, previously including “ammunitions, firearms, or firearm parts” in the prohibited payments section of its corporate policy manual, and payment services like Apple Pay and PayPal denying their services for transactions involving firearms or ammunition. First Lady Melania Trump and technology companies alike allege banks have debanked them or refused to do business. During his address to the World Economic Forum in January, President Trump highlighted big banks and their discriminatory practices of targeting conservatives.  
    Cassidy and Cramer were joined by U.S. Senators Jim Banks (R-IN), John Barrasso (R-WY), Marsha Blackburn (R-TN), John Boozman (R-AR), Katie Britt (R-AL), Ted Budd (R-NC), Shelley Moore Capito (R-WV), John Cornyn (R-TX), Tom Cotton (R-AR), Mike Crapo (R-ID), Ted Cruz (R-TX), John Curtis (R-UT), Steve Daines (R-MT), Joni Ernst (R-IA), Deb Fischer (R-NE), Lindsey Graham (R-SC), Bill Hagerty (R-TN), John Hoeven (R-ND), Cindy Hyde-Smith (R-MS), Ron Johnson (R-WI), Jim Justice (R-WV), John Kennedy (R-LA), James Lankford (R-OK), Cynthia Lummis (R-WY), Roger Marshall (R-KS), Dave McCormick (R-PA), Jerry Moran (R-KS), Bernie Moreno (R-OH), Markwayne Mullin (R-OK), Pete Ricketts (R-NE), Jim Risch (R-ID), Eric Schmitt (R-MO), Rick Scott (R-FL), Tim Scott (R-SC), Tim Sheehy (R-MT), Dan Sullivan (R-AK), Thom Tillis (R-NC), Tommy Tuberville (R-AL), and Roger Wicker (R-MS) in cosponsoring the legislation. U.S. Representative Andy Barr (R-KY-06) introduced similar legislation in the U.S. House of Representatives. 
    Support for the Fair Access to Banking Act has grown every Congress. At the state level, Florida and Tennessee passed Fair Access laws and similar legislation was introduced in Louisiana, Arizona, Georgia, Idaho, Indiana, Iowa, Kentucky, and South Dakota. Banks have dropped membership in discriminatory groups which were aimed at starving specific industries.
    The Fair Access to Banking Act is endorsed by the National Shooting Sports Foundation, National Rifle Association, National Cattlemen’s Beef Association, The Digital Chamber, Blockchain Association, Independent Petroleum Association of America, Online Lenders Alliance, Day 1 Alliance, GEO Group, Lignite Energy Council, National Association of Wholesaler-Distributors, and National Mining Association.

    MIL OSI USA News