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Category: India

  • MIL-OSI Economics: RBI imposes monetary penalty on Family Home Finance Private Limited, Mumbai, Maharashtra

    Source: Reserve Bank of India

    The Reserve Bank of India (RBI) has, by an order dated October 17, 2024, imposed a monetary penalty of ₹50,000/- (Rupees Fifty Thousand only) on Family Home Finance Private Limited, Mumbai, Maharashtra (the company) for non-compliance with certain directions issued by RBI on ‘Know Your Customer (KYC)’. This penalty has been imposed in exercise of powers vested in RBI conferred under section 52A of the National Housing Bank Act, 1987.

    The statutory inspection of the company was conducted by the National Housing Bank with reference to its financial position as on March 31, 2022 and March 31, 2023. Based on supervisory findings of non-compliance with RBI directions and related correspondence in that regard, a notice was issued to the company advising it to show cause as to why penalty should not be imposed on it for its failure to comply with the said directions.

    After considering the company’s reply to the notice, oral submissions made during the personal hearing and examination of additional submissions made by it, RBI found, inter alia, that the following charges against the company were sustained, warranting imposition of monetary penalty:

    The company had not:

    1. conducted risk categorisation of its customers;

    2. conducted review of risk categorisation of its customers; and

    3. conducted periodic updation of KYC of its customers.

    This action is based on deficiencies in regulatory compliance and is not intended to pronounce upon the validity of any transaction or agreement entered into by the company with its customers. Further, imposition of this monetary penalty is without prejudice to any other action that may be initiated by RBI against the company.

    (Puneet Pancholy)  
    Chief General Manager

    Press Release: 2024-2025/1348

    MIL OSI Economics –

  • MIL-OSI Global: Tim Walz’s candidacy for vice president underscores the political power of teachers

    Source: The Conversation – USA – By Christopher Chambers-Ju, Assistant Professor of Political Science, University of Texas at Arlington

    As a former high school teacher, Tim Walz represents a rarity among politicos. PeopleImages/E+ via Getty Images

    On July 25, 2024, Vice President Kamala Harris spoke to the American Federation of Teachers – the first labor union she addressed after announcing her candidacy for president.

    Even though she was speaking to a roomful of teachers, Harris didn’t focus on teacher-specific issues. Rather, she spoke about general policies that working people want, such as sick leave and paid family leave. She also spoke about the labor movement more broadly. “When unions are strong, America is strong,” she said.

    At the Democratic National Convention in August, Harris’ running mate Tim Walz proudly claimed his identity as a teacher. On Instagram, he described himself as being a “dues-paying, card-carrying member of my teachers union for years.”

    Public school teachers are not often talked about as a major force in national politics. They are not wealthy donors. They rarely hold public office. Many congresspeople claim to have been “educators,” but that includes law school professors, school fundraisers and school district superintendents.

    Teachers and their unions, however, can be influential in politics – in the U.S. and globally. Walz’s candidacy prompts a reexamining of their role. Whose interests do they represent? Can teachers really speak on behalf of broader communities?

    Our view, based on political science research we and others have carried out, is that teachers are one of the most – if not the most – well-organized groups advocating in favor of the economic interests of working people in politics today.

    The rise of teachers as political candidates around the world

    Tim Walz taught social studies for 20 years at Mankato West High School in Minnesota. When he served in Congress, he was one of only a handful of teachers from public K-12 schools. The overwhelming majority of congresspeople are lawyers and business professionals who are mostly from higher-income backgrounds, and a disproportionate number studied at elite institutions.

    Walz’s candidacy as a high school teacher turned high-profile politician has few obvious precedents in the United States. But Walz is far from unique globally.

    In many developing democracies, from Colombia to Indonesia and India, teachers are a large group of public sector workers who are organized through powerful labor unions. Around the world, teacher candidates have risen through the ranks politically. In Colombia, for example, the teachers union has 270,000 members, making it the largest union in that country. A number of leaders from that union have moved from the union presidency to the Senate of the republic.

    The 2024 book “Mobilizing Teachers” documents the emergence of teachers as a political force in Latin America beginning three decades ago.

    Former president of Peru Pedro Castillo may be best remembered for being ousted from office in 2022 after attempting to dissolve Congress. But his origins are notable. He was a humble elementary school teacher and union leader who improbably rose to the presidency in 2021. Similarly in Mexico, national teachers union leader Alfonso Cepeda Salas became a senator for the ruling party in 2024.

    Teachers unions aren’t always a force for good governance. In Mexico, they are widely criticized for using corrupt practices to influence politics, such as showing favoritism in promoting teachers aligned with certain parties. In the 1980s, however, teachers mobilized in the streets of Brazil, Chile and Mexico against military dictatorships and authoritarian rule, and Brazilian teachers unions advocated for broader causes such as the right to education and increased spending on public schools.

    In the U.S., public K-12 teachers do not usually become high-profile political candidates. However, they emerged as major political actors in other ways in the late 20th century. This was spurred by economic changes such as automation and globalization, which disrupted the work of many unions – such as manufacturing unions – but not teachers. Today, 1 in 5 union members are teachers. And teachers as a whole make up 8% of the college-educated workforce in the United States.

    Through their labor unions, teachers in the U.S. are sometimes recruited as political candidates, especially in state and local elections. However, their numbers are few. In 2018, for example, teachers were on the ballot in record numbers but still represented just 3% of candidates.

    Teachers and the public interest

    Teachers in the U.S. have faced criticism for opposing reforms such as school choice and connecting teacher evaluations to student test scores. Some scholars believe these reforms could improve education quality.

    In the U.S., there’s also concern about teachers’ strong influence on school board elections and Democratic Party primaries. Some researchers argue that teachers unions have disproportionate power because “they are actively and purposely engaged in an electoral effort to control their own superiors” – school board members. In other words, unlike private sector workers, teachers unions use their political clout to select their own bosses.

    Yet, other scholars have shown that the policies teachers pursue often align with the interests of students. Teachers unions have long argued that better teacher working conditions mean better learning conditions for students, and that’s what they often advocate for.

    In some states and cities, there are severe teacher shortages, which some analysts cite to argue that low pay for teachers has made it an unattractive career. These shortages not only affect the quality of education but also reflect the economic concerns of middle-class Americans. Teacher salaries have stagnated, even though a large body of economics research has shown a cause-and-effect relationship between increasing educational spending and better student achievement, especially when funding increases go to teacher salaries.

    Over the past 16 years in the U.S., teacher strikes have raised teacher salaries and the salaries of other education workers, such as janitors, bus drivers and administrative staff. Teachers have also highlighted the kinds of school-quality concerns that many parents care about, such as free school meals and hiring more counselors, nurses and psychologists at schools.

    The role of teachers in preserving democracy

    Public school teachers are uniquely positioned to uphold democratic institutions – a primary concern for many scholars heading into this election. Teachers are deeply embedded in local communities and habitually organize to coordinate political efforts with other local nonprofits and grassroots groups. We believe they’re one of the few middle-class groups still able to push back against the growing power of large corporations, megadonors and media conglomerates.

    Melissa Arnold Lyon receives funding from a postdoctoral fellowship with the National Academy of Education (NAEd) and the Spencer Foundation.

    Christopher Chambers-Ju does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. Tim Walz’s candidacy for vice president underscores the political power of teachers – https://theconversation.com/tim-walzs-candidacy-for-vice-president-underscores-the-political-power-of-teachers-239812

    MIL OSI – Global Reports –

  • MIL-OSI Global: Tracking vampire worms with machine learning − using AI to diagnose schistosomiasis before the parasites causing it hatch in your blood

    Source: The Conversation – USA – By Trirupa Chakraborty, Ph.D. Candidate in Integrative Systems Biology, University of Pittsburgh

    Blood samples of patients infected with a parasitic worm that causes schistosomiasis contain hidden information that marks different stages of the disease. In our recently published research, our team used machine learning to uncover that hidden information and improve early detection and diagnosis of infection.

    The parasite that causes schistosomiasis completes its life cycle in two hosts – first in snails and then in mammals such as people, dogs and mice. Freshwater worm eggs enter human hosts through the skin and circulate throughout the body, damaging multiple organs, including the liver, intestine, bladder and urethra. When these larvae reach blood vessels connecting the intestines to the liver, they mature into adult worms. They then release eggs that are excreted when the infected person defecates, continuing the transmission cycle.

    Since diagnosis currently relies on detecting eggs in feces, doctors usually miss the early stages of infection. By the time eggs are detected, patients have already reached an advanced stage of the disease. Because diagnosis rates are poor, public health officials typically mass-administer the drug praziquantel to populations in affected regions. However, praziquantel cannot clear juvenile worms in early stages of infection, nor can it prevent reinfection.

    Schistosomiasis isn’t usually diagnosed until the late stages of the disease.
    DPDx/CDC

    Our study provides a clear path forward to improving early detection and diagnosis by identifying the hidden information in blood that signals active, early stage infection.

    Your body responds to a schistosomiasis infection by mounting an immune response involving several types of immune cells, as well as antibodies specifically targeting molecules secreted by or present on the worm and eggs. Our study introduces two ways to screen for certain characteristics of antibodies that signal early infection.

    The first is an assay that captures a quantitative and qualitative profile of immune response, including various classes of antibodies and characteristics that dictate how they communicate with other immune cells. This allowed us to identify specific facets of the immune response that distinguish uninfected patients from patients with early and late-stage disease.

    Second, we developed a new machine learning approach that analyzes antibodies to identify latent characteristics of the immune response linked to disease stage and severity. We trained the model on immune profile data from infected and uninfected patients and tested the model on data that wasn’t used for training and data from a different geographical location. We identified not only biomarkers for the disease but also the potential mechanism that underlies infection.

    Why it matters

    Schistosomiasis is a neglected tropical disease that affects over 200 million people worldwide, causing 280,000 deaths annually. Early diagnosis can improve treatment effectiveness and prevent severe disease.

    In addition, unlike many machine learning methods that are black boxes, our approach is also interpretable. This means it can provide insights into why and how the disease develops beyond simply identifying markers of disease, guiding future strategies for early diagnosis and treatment.

    Clusters of Schistosoma haematobium eggs surrounded by immune cells in bladder tissue.
    CDC/Dr. Edwin P. Ewing Jr.

    What still isn’t known

    The schistosomiasis infection signatures we identified remain stable across two geographical regions across two continents. Future research could explore how well these biomarkers apply to additional populations.

    Further, our work identifies a potential mechanism behind disease progression. We found that a particular immune response against a specific protein on the surface of the worm signals an intermediate stage of infection. Understanding how the immune system responds to this understudied antigen could improve diagnosis and treatment.

    What’s next

    Besides improving our understanding of how the immune system responds to different stages of infection, our findings identify key antigens that could pave the way for designing cost-effective and efficient approaches to diagnosis and treatments. Our next steps will include actually deploying these strategies in the field for early detection and management of disease.

    The Research Brief is a short take about interesting academic work.

    Trirupa Chakraborty is affiliated with Light Up non-profit organisation, based in India. The organisation does not have any connection with or benefits from this article.

    Aniruddh Sarkar has received grant funding from the NIAID, BARDA, Task Force for Global Health (TFGH), Atlanta Center for Point-of-Care Technologies (ACME POCT), Center for Childhood Infections & Vaccines (CCIV) and the Bernie Marcus Early Career Professorship at Georgia Tech

    Jishnu Das has research grant funding from the NIH (NIAID, NHGRI, NIAMS, NEI, NCI, NHLBI, NIMH), DoD and the Rainin Foundation. He consults for Seromyx on a case-by-case basis and receives corresponding financial compensation including stock options. Seromyx has no direct connection to (including benefitting from financially or otherwise) this article.

    – ref. Tracking vampire worms with machine learning − using AI to diagnose schistosomiasis before the parasites causing it hatch in your blood – https://theconversation.com/tracking-vampire-worms-with-machine-learning-using-ai-to-diagnose-schistosomiasis-before-the-parasites-causing-it-hatch-in-your-blood-239466

    MIL OSI – Global Reports –

  • MIL-OSI Global: The 2026 Commonwealth Games will create an economic model that allows smaller nations to step up and host

    Source: The Conversation – UK – By Gayle McPherson, Chair in Events and Cultural Policy, and Director of the Research Centre for Culture, Sport and Events, University of the West of Scotland

    The tension was palpable as we waited to see if Glasgow would rescue the Commonwealth Games for 2026. After the Australian state of Victoria pulled out, the eyes of the Commonwealth turned to Scotland.

    Glasgow delivered a hugely successful event in 2014, raising questions about whether a future games there could match that success. I was part of the bid team as the cultural advisor for Glasgow 2014 and went on to conduct research on the impact of the games on sustainable community participation for people with a disability. So I understand the positive impact the games had for Scotland.

    My work over the past couple of decades has examined the social impact of mega sports events and their role as agents for change, specifically disability rights, social inclusion, and peace and diplomacy. In other words, considering whether major sport events truly serve as a force for good as it’s often argued they do. If this is indeed the case, why shouldn’t smaller Commonwealth nations benefit from hosting the games?

    Experts often criticise the economic and social impact of major sporting events, but others argue for the social value these events can bring to communities long after they have left town.

    My research team conducted a survey on perceptions of the impact of the Glasgow 2014 games that revealed overwhelming support for their lasting impact on the city and Scotland.

    The results showed that 75% of respondents believed the games increased civic and national pride, boosted Glasgow and Scotland’s chances of securing future events, enhanced their international reputation, and, as often attested, strengthened the nation’s soft power. Scotland ranks second (behind Quebec) out of ten similar territories for overall soft power, and third for sport.

    Amid a rise in the Bric countries (Brazil, Russia, India and China) using sport in soft power terms, other nations have sought to be part of this too. The Commonwealth Games is increasingly being used as a vehicle for positive change and regional soft power.



    Read more:
    Glasgow’s 2026 Commonwealth Games needs to showcase an affordable and socially beneficial way of hosting sporting events

    There has been a rise in emerging states running mega sports events, often wealthy illiberal nations such as China and Qatar. However, what about the smaller nations in the Commonwealth? Only two – Malaysia and Jamaica – have ever hosted the Commonwealth Games, and the only other nation outside of Australia, Canada, UK and New Zealand to do so is India.

    Glasgow is offering a new model that will create a legacy not only for Scotland, but for many other smaller nations in the Commonwealth. The games are known as the “Friendly Games” – it’s a community that is known for three core values: humanity, equality and destiny.

    The family of nations

    The African nations form a significant part of the Commonwealth sports movement, so shouldn’t we expect the model that Glasgow is developing to be transferable, ensuring that sport can serve a common good? An environmentally sustainable approach would use facilities and networks already in place to help developing nations, which already suffer disproportionately in terms of climate and environmental risks.

    Under this model, venues and infrastructure are already in place. The event is athlete-focused, with competitors staying in hotels as opposed to a purpose-built athlete village, and transport needs minimised through walking or the use of team buses. The 2026 Glasgow event could serve as a blueprint for a sustainable approach to games delivery, inspiring nations such as Ghana, which already has the necessary venues and infrastructure to take on future Commonwealth Games.

    With just ten sports across four venues, Glasgow 2026 has thought differently about delivery and digital broadcast. This is the only fully integrated games, hosting para competition at the same time as able-bodied events. This too will help smaller nations’ para-athletes, who often do not get a chance to compete internationally.

    The Commonwealth is made up of 56 independent countries and the Commonwealth Games Federation consists of 72 member nations and territories. Gabon and Togo joined the Commonwealth in 2022, neither of which had previous ties to the British empire or other Commonwealth states, demonstrating that some countries still want to be part of a wider family.

    Given 19 African countries have Commonwealth Games Associations, we could well see one of these take the baton in future. The Ghanaian sports minister made it clear that after hosting a successful African Games in 2024, he believed the next step would be the Commonwealth Games.

    The recent African Games in Ghana’s capital Accra held athletics in a stadium that seats 11,000 spectators, while the World Athletics Championships in 2022 used the University of Oregon’s temporary stadium that seated 13,000. Commonwealth Games Scotland realised that, for 2026, Glasgow could host athletics at an existing stadium in the city with an upgrade to facilities that would provide seating for 11,000.

    Ghana and Scotland are learning from each other to lay a path for smaller nations to host future games. The Birmingham Commonwealth Games in 2022 contributed £1.2 billion to the UK economy and £79.5 million in social value. This is possible for small nations too.

    Glasgow 2026 can create a different legacy for the Commonwealth Games; one that is built on inclusion, diversity and sustainability and which incorporates the culture, values and pride of the Commonwealth. The time is right to offer a new approach to event delivery that offers other smaller nations the chance to benefit from sport as a force for good.

    Professor Gayle McPherson receives funding from the Social Sciences and Humanities Research Council and Sport Canada and has previously received funding from the Peter Harrison Foundation and Observatory for Sport in Scotland.

    – ref. The 2026 Commonwealth Games will create an economic model that allows smaller nations to step up and host – https://theconversation.com/the-2026-commonwealth-games-will-create-an-economic-model-that-allows-smaller-nations-to-step-up-and-host-241059

    MIL OSI – Global Reports –

  • MIL-OSI Economics: Samsung Health App Update Makes Accessing Health Records, Managing Medications and Food Tracking Easier

    Source: Samsung

    Samsung is committed to empowering users’ health routines with a seamlessly connected ecosystem of personalized wellness experiences. Samsung Health makes this possible by bringing together fragmented health data into a consolidated platform, enabling users to easily monitor their wellbeing.
    To further this mission, Samsung Health now offers expanded health management capabilities1, enabling users to easily access their health records, effectively manage medications, and track their daily food intake with convenience – all through the latest Samsung Health app update available starting today. To bring these advancements to life, Samsung has partnered with industry leading companies specializing in health data integration, medications tracking, and food barcode scanning, optimizing the experience in select markets.
    Manage Health Record from a Single, Secure Place

    With a new Health Records feature2, users can easily access medical records from clinics, hospitals, and major health networks — all in the Samsung Health app. Samsung has partnered with b.well Connected Health, a platform that consolidates the largest electronic medical record (EMR) systems in the United States. including athenahealth, Cerner Health, Epic Systems and Veradigm®. The Health Records feature guides users toward preventative care by offering meaningful insights and alerts that suggest next steps, such as recommending medical tests or actions. By offering a holistic view of their health history ─ including vaccination and prescription records, past hospital visits, and even specific test results ─ users can more effectively communicate with their healthcare providers by having their important medical details at their fingertips.
    Advanced Medications Tracking Expands to More Users

    Launched in the U.S. last year, the Medications tracking feature3 has allowed users to easily keep a record of medications, and access relevant tips and information including general descriptions, potential side effects, and warnings about drug interactions or food-related reactions. The feature is one of the most frequently used among Samsung Health app users in the U.S., with around two-thirds returning to manage their medications at least three times per week. Through the latest update, the Medications tracking feature allows more users to easily manage their medications with expanded functionalities and availability. With the visual search, users can easily add medications to their personal medication list by simply scanning the pill bottle with their phone camera. They can also check adherence levels and easily monitor medication progress, including details on dosage schedules or a missed dose, through an intuitive dashboard.

    Medications tracking feature is also expanding to South Korea and India, forging strategic initiatives with leading regional partners to offer insightful information to even more users. In the U.S., through its partnership with Elsevier, a globally recognized healthcare data hub, the Samsung Health app also provides warnings for over 960 types of allergies and potential reactions to medications. In Korea, with Korea Pharmaceutical Information Center (KPIC), an authoritative institute under the Korean Pharmaceutical Association, users can receive warnings about medications to avoid during pregnancy. Plus, in India, through a collaboration with Tata 1mg, India’s leading digital consumer healthcare platform, users can not only receive reminders to refill medications, but conveniently do so online when needed.
    Effortlessly Monitor Food Intake with Barcode Scanning

    It is essential to monitor one’s daily dietary intake and establish healthy eating habits. Barcode scanning has now been added to the Food tracker in Samsung Health, making it even easier to log food details such as names, calories and nutrition facts. In partnership with fatsecret, one of the largest global providers of verified food and nutrition data, users can simply scan food barcodes to receive necessary nutritional information automatically in the app. The feature will first be available in the U.S. and select European countries, including France, Germany, Italy, the Netherlands and Poland, and expand to additional markets in the future.
    Samsung is dedicated to shaping the future of comprehensive health management and continuously optimize wearable technology to bring smarter, more personalized solutions for everyday wellness. These advancements strengthen the foundation of Samsung’s digital health platform, and with other innovations, deliver more meaningful and impactful experiences globally.

    MIL OSI Economics –

  • MIL-OSI Security: Neshoba County Man Sentenced to Over 11 Years in Prison for Shooting a Tribal Member on the Choctaw Indian Reservation

    Source: Federal Bureau of Investigation (FBI) State Crime News

    Jackson, Miss.  – A Neshoba County man was sentenced to 138 months in federal prison for assault with intent to do bodily harm and use of a firearm during a crime of violence on the Choctaw Indian Reservation.

    According to court documents, in September 2022, Jessie James Clay, Jr., 42, used a handgun to shoot a tribal member, causing serious bodily injury, at a residence in the Pearl River Community of the Mississippi Band of Choctaw Indians.   

    Clay was indicted by a federal grand jury in January 2023, and he pled guilty on July 18, 2024.

    United States Attorney Todd W. Gee of the Southern District of Mississippi and Special Agent in Charge Robert Eikhoff of the Federal Bureau of Investigation made the announcement.

    The Choctaw Police Department and the Federal Bureau of Investigation investigated the case.

    Assistant U.S. Attorneys Kevin J. Payne and Brian K. Burns prosecuted the case.

    MIL Security OSI –

  • MIL-OSI USA: 35 Years Ago: STS-34 Sends Galileo on its Way to Jupiter

    Source: NASA

    On Oct. 18, 1989, space shuttle Atlantis took off on its fifth flight, STS-34, from NASA’s Kennedy Space Center (KSC) in Florida. Its five-person crew of Commander Donald E. Williams, Pilot Michael J. McCulley, and Mission Specialists Shannon W. Lucid, Franklin R. Chang-Díaz, and Ellen S. Baker flew a five-day mission that deployed the Galileo spacecraft, managed by NASA’s Jet Propulsion Laboratory in Southern California, to study Jupiter. The astronauts deployed Galileo and its upper stage on their first day in space, sending the spacecraft on its six-year journey to the giant outer planet. Following its arrival at Jupiter in December 1995, Galileo deployed its atmospheric probe while the main spacecraft entered orbit around the planet, studying it in great detail for eight years.
    Left: The STS-34 crew of Mission Specialists Shannon W. Lucid, sitting left, Franklin R. Chang-Díaz, and Ellen S. Baker; Commander Donald E. Williams, standing left, and Pilot Michael J. McCulley. Middle: The STS-34 crew patch. Right: The Galileo spacecraft in Atlantis’ payload bay in preparation for STS-34.
    In November 1988, NASA announced Williams, McCulley, Lucid, Chang-Díaz, and Baker as the STS-34 crew for the flight planned for October 1989. Williams and Lucid, both from the Class of 1978, had each flown once before, on STS-51D in April 1985 and STS-51G in June 1985, respectively. Chang-Díaz, selected in 1980, had flown once before on STS-61C in January 1986, while for McCulley and Baker, both selected in 1984, STS-34 represented their first spaceflight. During their five-day mission, the astronauts planned to deploy Galileo and its Inertial Upper Stage (IUS) on the first flight day. Following the Galileo deployment, the astronauts planned to conduct experiments in the middeck and the payload bay.
    Left: Voyager 2 image of Jupiter. Middle: Galileo as it appeared in 1983. Right: Illustration of Galileo’s trajectory from Earth to Jupiter.
    Following the successful Pioneer and Voyager flyby missions, NASA’s next step to study Jupiter in depth involved an ambitious orbiter and atmospheric entry probe. NASA first proposed the Jupiter Orbiter Probe mission in 1975, and Congress approved it in 1977 for a planned 1982 launch on the space shuttle. In 1978, NASA renamed the spacecraft Galileo after the 17th century Italian astronomer who turned his new telescope toward Jupiter and discovered its four largest moons. Delays in the shuttle program and changes in the upper stage to send Galileo from low Earth orbit on to Jupiter resulted in the slip of its launch to May 1986, when on Atlantis’ STS-61G mission, a Centaur upper stage would send the spacecraft toward Jupiter.
    The January 1986 Challenger accident not only halted shuttle flights for 31 months but also canceled the Centaur as an upper stage for the orbiter. Remanifested onto the less powerful IUS, Galileo would require gravity assist maneuvers at Venus and twice at Earth to reach its destination, extending the transit time to six years. Galileo’s launch window extended from Oct. 12 to Nov. 21, 1989, dictated by planetary alignments required for the gravity assists. During the transit, Galileo had the opportunity to pass by two main belt asteroids, providing the first closeup study of this class of objects. Upon arrival at Jupiter, Galileo would release its probe to return data as it descended through Jupiter’s atmosphere while the main spacecraft would enter an elliptical orbit around the planet, from which it would conduct in depth studies for a minimum of 22 months.
    Left: The Galileo atmospheric probe during preflight processing. Middle: The Galileo orbiter during preflight processing. Right: Space shuttle Atlantis arrives at Launch Pad 39B.
    The Galileo atmospheric probe arrived at KSC on April 17 and the main spacecraft on May 16, following which workers joined the two together for preflight testing. Meanwhile, Atlantis returned to KSC on May 15, following the STS-30 mission that deployed the Magellan spacecraft to Venus. The next day workers towed it into the Orbiter Processing Facility to prepare it for STS-34. In KSC’s Vehicle Assembly Building (VAB), workers began stacking the Solid Rocket Boosters (SRB) on June 15, completing the activity on July 22, and then adding the External Tank (ET) on July 30. Atlantis rolled over to the VAB on Aug. 22 for mating with the ET and SRBs. Galileo, now mated to its IUS, transferred to Launch Pad 39B on Aug. 25, awaiting Atlantis’ arrival four days later.
    The next day, workers placed Galileo into Atlantis’ payload bay and began preparations for the Oct. 12 launch. The Terminal Countdown Demonstration Test took place on Sept. 14-15, with the astronauts participating in the final few hours as on launch day. A faulty computer aboard the IUS threatened to delay the mission, but workers replaced it without impacting the planned launch date. The five-member astronaut crew arrived at KSC Oct. 9 for final preparations for the flight and teams began the countdown for launch. A main engine controller problem halted the countdown at T minus 19 hours. The work required to replace it pushed the launch date back to Oct. 17. On that day, the weather at the pad supported a launch, but clouds and rain at the Shuttle Landing Facility several miles away, and later rain at a Transatlantic (TAL) abort site, violated launch constraints, so managers called a 24-hour scrub. The next day, the weather cooperated at all sites, and other than a brief hold to reconfigure Atlantis’ computers from one TAL site to another, the countdown proceeded smoothly.
    Left: STS-34 astronauts pose following their Sept. 6 preflight press conference. Middle: Liftoff of Atlantis on the STS-34 mission. Right: Controllers in the Firing Room watch Atlantis take to the skies.
    Atlantis lifted off Launch Pad 39B at 12:53 p.m. EDT on Oct. 18. As soon as the shuttle cleared the launch tower, control shifted to the Mission Control Center at NASA’s Johnson Space Center in Houston, where Ascent Flight Director Ronald D. Dittemore and his team of controllers, including astronaut Frank L. Culbertson serving as the capsule communicator, or capcom, monitored all aspects of the launch. Following main engine cutoff, Atlantis and its crew had achieved orbit. Forty minutes later, a firing of the two Orbital Maneuvering System (OMS) engines circularized the orbit at 185 miles. The astronauts removed their bulky Launch and Entry Suits (LES) and prepared Atlantis for orbital operations, including opening the payload bay doors.
    Left: Galileo and its Inertial Upper Stage (IUS) in Atlantis’ payload bay, just before deployment. Middle: Galileo and its IUS moments after deployment. Right: Galileo departs from the shuttle.
    Preparations for Galileo’s deployment began shortly thereafter. In Mission Control, Flight Director J. Milton Heflin and his team, including capcom Michael A. Baker, took over to assist the crew with deployment operations. The astronauts activated Galileo and the IUS, and ground teams began checking out their systems, with the first TV from the mission showing the spacecraft and its upper stage in the payload bay. Lucid raised Galileo’s tilt table first to 29 degrees, McCulley oriented Atlantis to the deployment attitude, then Lucid raised the tilt table to the deploy position of 58 degrees. With all systems operating normally, Mission Control gave the go for deploy.
    Six hours and 20 minutes into the mission, Lucid deployed the Jupiter-bound spacecraft and its upper stage, weighing a combined 38,483 pounds. “Galileo is on its way to another world,” Williams called down. The combination glided over the shuttle’s crew compartment. Williams and McCulley fired the two OMS engines to move Atlantis a safe distance away from the IUS burn that took place one hour after deployment, sending Galileo on its circuitous journey through the inner solar system before finally heading to Jupiter. The primary task of the mission accomplished, the astronauts prepared for their first night’s sleep in space.
    STS-34 crew Earth observation photographs. Left: The Dallas-Ft. Worth Metroplex. Middle left: Jamaica. Middle right: Greece. Right: The greater Tokyo area with Mt. Fuji at upper left.
    For the next three days, the STS-34 astronauts focused their attention on the middeck and payload bay experiments, as well as taking photographs of the Earth. Located in the payload bay, the Shuttle Solar Backscatter Ultraviolet experiment, managed by NASA’s Goddard Space Flight Center in Greenbelt, Maryland, measured ozone in the Earth’s atmosphere and compared the results with data obtained by weather satellites at the same locations. The comparisons served to calibrate the weather satellite instruments. Baker conducted the Growth Hormone Concentrations and Distributions in Plants experiment, that investigated the effect of the hormone Auxin in corn shoot tissue. Three days into the mission, she placed plant canisters into a freezer to arrest plant growth and for postflight analysis. Chang-Díaz and Lucid had prime responsibility for the Polymer Morphology experiment, developed by the 3M Company. They used a laptop to control experiment parameters as the hardware melted different samples to see the effects of weightlessness. Baker conducted several medical investigations, including studying blood vessels in the retina, changes in leg volume due to fluid shifts, and carotid blood flow.
    Left: The Shuttle Solar Backscatter Ultraviolet experiment in Atlantis’ payload bay. Middle: Ellen S. Baker, right, performs a carotid blood flow experiment on Franklin R. Chang-Díaz. Right: Chang-Díaz describes the Polymer Mixing experiment.
    Left: The STS-34 crew poses on Atlantis’ fight deck. Middle: Atlantis touches down at Edwards Air Force Base in California. Right: The STS-34 astronauts pose in front of Atlantis.
    On Oct. 23, the astronauts awakened for their final day in space. Because of high winds expected at the primary landing site at Edwards Air Force Base (AFB), managers moved the landing up by two revolutions. In preparation for reentry, the astronauts donned their orange LESs and closed the payload bay doors. Williams and McCulley oriented Atlantis into the deorbit attitude, with the OMS engines facing in the direction of travel. Over the Indian Ocean, they fired the two engines for 2 minutes 48 seconds to bring the spacecraft out of orbit. They reoriented the orbiter to fly with its heat shield exposed to the direction of flight as it encountered Earth’s atmosphere at 419,000 feet. The buildup of ionized gases caused by the heat of reentry prevented communications for about 15 minutes but provided the astronauts a great light show. The entry profile differed slightly from the planned one because Atlantis needed to make up 500 miles of cross range since it returned two orbits early. After completing the Heading Alignment Circle turn, Williams aligned Atlantis with the runway, and McCulley lowered the landing gear. Atlantis touched down and rolled to a stop, ending a 4-day 23-hour 39-minute flight, having completed 79 orbits of the Earth. Following postlanding inspections, workers placed Atlantis atop a Shuttle Carrier Aircraft, a modified Boeing-747, and the combination left Edwards on Oct. 28. Following refueling stops at Biggs Army Airfield in Texas and Columbus AFB in Mississippi, Atlantis and the SCA arrived back at KSC on Oct. 29. Workers began to prepare it for its next flight, STS-36 in February 1990.
    Left: An illustration of Galileo in orbit around Jupiter. Right: Galileo’s major mission events, including encounters with Jupiter’s moons during its eight-year orbital study.
    One hour after deployment from Atlantis, the IUS ignited to send Galileo on its six-year journey to Jupiter, with the spacecraft flying free of the rocket stage 47 minutes later. The spacecraft’s circuitous path took it first to Venus on Feb. 10, 1990, back to Earth on Dec. 8, 1990, and again on Dec. 8, 1992, each time picking up velocity from the gravity assist to send it on to the giant planet. Along the way, Galileo also passed by and imaged the main belt asteroids Gaspra and Ida and observed the crash of Comet Shoemaker-Levy 9 onto Jupiter. On Dec. 7, 1995, the probe plummeted through Jupiter’s dense atmosphere, returning data along the way, until it succumbed to extreme pressures and temperatures. Meanwhile, Galileo entered orbit around Jupiter and far exceeded its 22-month primary mission, finally plunging into the giant planet on Sept. 21, 2003, 14 years after leaving Earth. During its 35 orbits around Jupiter, it studied not only the planet but made close observations of many of its moons, especially its four largest ones, Ganymede, Callisto, Europa, and Io.
    Left: Galileo image of could formations on Jupiter. Right: Closeup image of terrain on Europa.
    Of particular interest to many scientists, Galileo made 11 close encounters with icy Europa, coming as close as 125 miles, revealing incredible details about its surface. Based on Galileo data, scientists now believe a vast ocean lies beneath Europa’s icy crust, and heating from inside the moon may produce conditions favorable for supporting life. NASA’s Europa Clipper, launched on Oct. 14, 2024, hopes to expand on Galileo’s observations when it reaches Jupiter in April 2030.
    Enjoy the crew narrated video of the STS-34 mission. Read Williams‘ recollections of the STS-34 mission in his oral history with the JSC History Office.

    MIL OSI USA News –

  • MIL-OSI USA: Pierce County business owner must pay $360K for scamming local gas station owners

    Source: Washington State News

    Kevin Wilkerson and his companies illegally charged tens of thousands of dollars for shoddy work that increased the risk of underground fuel leaks

    TACOMA — On Friday, a Pierce County judge ordered a local business owner to pay more than $360,000 in penalties and restitution for unlawfully charging gas station owners for unfinished, unnecessary, or shoddy work on underground fuel storage tanks. The order is the result of a consumer protection lawsuit filed by Attorney General Bob Ferguson’s Wing Luke Civil Rights Division.

    The judgment includes full restitution, plus interest, for nine gas station owners — all but one of whom identify as Korean or South Asian — who were scammed by Kevin Wilkerson and his companies, Northwest Environmental Services and Core Environmental Group. Wilkerson collected payment from the small businesses for work he did not perform or performed so poorly the businesses had to pay thousands more to other companies for the same services. In many cases, Wilkerson stopped responding to the owners of the gas stations when they attempted to contact him and refused to refund what they paid.

    “My office stands up for Washington small businesses that follow the rules and contribute to our economy,” Ferguson said. “Wilkerson and his companies not only took advantage of Washingtonians trying to follow the rules, he put their livelihoods at risk. We are committed to protecting hardworking small businesses from bad actors who prey on them.”

    An Olympia gas station owner, who immigrated to the U.S. 40 years ago, told the Attorney General’s Office: “(Wilkerson) took my money and then didn’t respond to me and made excuses. I trusted him. He was supposed to be an expert in the field. He was supposed to know what he’s doing. If he had said something needed to be done, I listened and asked him to do it because I relied on his word. Instead, (Wilkerson) and NES did work they were not qualified to do and cost me thousands of dollars in the process.”

    Wilkerson’s unlawful conduct affected small businesses in Pierce, King, Snohomish, Thurston, Grays Harbor and Lewis counties.

    Wilkerson’s unlawful conduct violated the state Consumer Protection Act. On Friday, Pierce County Superior Court Judge Clarence Henderson, Jr., found that Wilkerson violated the law and ordered Wilkerson to pay a total of $360,741, which includes $195,000 in enhanced civil penalties for harming individuals in Washington based on their national origin. Wilkerson must pay nine gas station owners a total of $165,741, amounting to full restitution plus interest.

    Moreover, Wilkerson and his companies must cease all unlawful conduct or face further penalties from the court.

    Wilkerson’s companies advertise maintenance services for underground storage tanks, which are used by gas stations across Washington to store fuel. There are approximately 8,700 underground storage tanks located at more than 3,400 sites statewide. Gas stations, which are primarily independently owned and operated, are responsible for periodic testing, maintenance and servicing for underground storage tanks. Service providers for this maintenance work must be certified, follow state regulations, and report the services they perform to the state Department of Ecology, which enforces regulations for underground storage tanks. Despite advertising a “skilled and certified in-house team” that “performs to the highest of standards,” Wilkerson and his companies have been taking advantage of small business owners since at least 2015, including:

    • Accepting payment for services that were not completed or only partially completed;
    • Completing services that violated regulations and exposed customers to liability for environmental damages;
    • Misrepresenting certifications to customers;
    • Persuading gas station owners to purchase and install unnecessary equipment and make unnecessary, expensive repairs; and
    • Telling gas station owners they had submitted required documentation to Ecology when they had not.

    In one instance, an Indian gas station owner in Toledo paid Wilkerson a $50,000 deposit to install new underground fuel storage tanks at his gas station. Six months later, the business owner learned that Wilkerson had not applied for the permits and, as a result, the work could not begin on time. The gas station owner had already purchased two new underground tanks, each capable of holding 25,000 gallons of fuel. With nowhere to install them, the owner had to pay an additional $7,000 to store them above ground behind the gas station. The gas station owner has hired a different contractor to complete the work, which will not be done until summer 2025. As a result, the business will lose a significant portion of monthly sales until then. The court ordered Wilkerson to repay the business owner $94,119 for this and other shoddy work, an amount that includes 12 percent interest. 

    In another instance, a Korean gas station owner in Olympia paid Wilkerson nearly $9,000 for upgrades to the gas station’s cathodic protection system, which protects underground storage tanks from corrosion to prevent underground fuel leaks. Wilkerson performed the work without proper certification and never returned to do required testing to ensure the system was working properly. When the gas station owner paid another service provider to come out to do the required testing, the system failed. The owner discovered Wilkerson had used incorrect parts and had to pay to have all the work redone. Wilkerson stopped responding to the gas station owner and never refunded the money he was paid for the shoddy work. The court ordered Wilkerson to repay the business owner $13,163, which includes 12 percent interest.

    While the restitution provided by the court on Friday is limited to the nine impacted business owners who submitted declarations to the court, the Attorney General’s Office believes more businesses may have been harmed by Wilkerson’s conduct. Business owners who wish to report harm from Wilkerson or his companies should contact the Attorney General’s Office at civilrights@atg.wa.gov or toll-free by calling 1-833-660-4877 and selecting option 1. 

    Assistant Attorneys General Emily C. Nelson and Alyssa P. Au, Investigator Rebecca Pawul, and Paralegal Logan Young handled the case for Washington.

    Ecology asks Attorney General to investigate Wilkerson’s repeat violations

    The Attorney General’s Office filed the lawsuit against Wilkerson in March after the state Department of Ecology requested the office’s intervention. For years, Wilkerson repeatedly violated state regulations and disregarded penalties from Ecology.   

    Ecology received repeated complaints over many years from gas station owners and operators regarding Wilkerson. He faced multiple complaints for shoddy work that increased the risk of environmental damages, such as underground fuel leaks.

    Despite the penalties, Wilkerson remains undeterred. Ecology continues to receive new complaints about similar conduct by Wilkerson.

    To report a complaint to Ecology’s underground storage tank program, email tanks@ecy.wa.gov or call the UST Hotline at 800-826-7716.

    Anyone who believes they are the victim of unfair or deceptive business practices should file a complaint with the Attorney General’s Office: https://www.atg.wa.gov/file-complaint

    Read the Korean translation of this press release here. 

    Read the Punjabi translation of this press release here.

    -30-

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

    Media Contact:

    Brionna Aho, Communications Director, (360) 753-2727; Brionna.aho@atg.wa.gov

    General contacts: Click here

    MIL OSI USA News –

  • MIL-OSI Global: Why Stephen Harper and Justin Trudeau have taken the same tepid approach to global affairs

    Source: The Conversation – Canada – By Adam Chapnick, Professor of Defence Studies, Royal Military College of Canada

    Nine years ago, not long before Stephen Harper’s Conservative government was replaced by Justin Trudeau’s Liberals, retired diplomat Paul Heinbecker penned a brutal takedown of Canadian foreign policy.

    To Heinbecker, Harper’s appointment of five foreign ministers (and two more acting foreign ministers) over nine years indicated his government didn’t take the file seriously. That lack of seriousness helped explain why American presidents only visited three times between 2006 and 2015, leaving Canada “on the margins of global relevance.”

    Heinbecker concluded disparagingly:

    “The Harper government has turned foreign policy outside in. It has treated foreign affairs often as a means to cultivate diaspora communities and constituencies at home…. Foreign posture has replaced foreign policy.”

    Harper, Trudeau similarities

    Nine years later and another former diplomat, David Mulroney, has admonished the Justin Trudeau government’s approach to foreign policy with equal harshness.

    “Canadians show up to lecture, not listen,” he wrote in a National Post op-ed.

    One of Trudeau’s own ministers of global affairs, Marc Garneau, apparently concurs:

    “Unfortunately, Canada’s standing in the world has slipped, in part because our pronouncements are not always matched by a capacity to act or by actions that clearly demonstrate that we mean what we say …. We are losing credibility.”

    Garneau was the fourth of Trudeau’s five foreign ministers. Since 2015, American presidents have visited Canada just twice. And just like the Harper Conservatives failed in their bid to secure a seat for Canada on the United Nations Security Council in 2010, so too did the Trudeau Liberals in 2020.



    Read more:
    UN Security Council: Actually, the world doesn’t need more Canada

    The similarities don’t end there.

    Neither Harper nor Trudeau commissioned a foreign policy review. Neither fully funded the military. Both positioned women and children at the centre of relatively meagre international assistance programs. And, like Harper’s, much of Trudeau’s focus in foreign affairs seems aimed at courting domestic groups.

    ‘Unavoidably reactive’

    Our new history of Canadian foreign policy, Canada First, Not Canada Alone, explains why these similarities are unsurprising.

    Canadian governments have limited flexibility in their conduct of external affairs. As one group of foreign policy experts once said:

    “Especially for the smaller powers, the conduct of foreign policy is to some extent unavoidably reactive. For those that are securely placed and richly endowed, like Canada, the messes they confront are usually not of their own making, and the pressures they face are largely beyond their control.”

    What’s more, the country’s miraculous avoidance of a significant international attack over the last 150 years leaves most Canadians feeling safer than they probably should. In this context, it’s difficult for decision-makers to make foreign policy a strategic priority.

    Laments about the decline of Canada’s contribution to world affairs began in the 1970s, and have continued ever since. These concerns have typically been reasonable, even when Ottawa’s intentions were sincere.



    Read more:
    Canada needs a focused and flexible foreign policy after years of inconsistency

    Harper genuinely wanted to elevate the place of the Armed Forces in Canadian society, only to discover that success in Afghanistan was impossible and supporting our military was incredibly expensive.

    Trudeau’s pledge to restore Canada’s peacekeeping tradition when he became prime minister was real; he only abandoned it upon realizing that peacekeeping in the contemporary operating environment risked a significant loss of Canadian lives.

    To date, such reversals have had limited consequences. Long protected by three oceans and a friendly giant to the south, successive governments in Ottawa have been able to ignore problems that bedevil less geographically fortunate countries.

    Pivoting in a changing world

    But more recent global challenges — brutal wars in Ukraine and the Middle East, climate change, supply chain disruptions, election interference, American political polarization — serve as stark reminders that the world is changing in ways that necessitate a more active Canadian global posture.

    That new approach requires co-operation with allies and international organizations, not to mention a significant economic investment.

    The recipe for Canada First policies — those that keep the state and its people secure within a stable international system, economically prosperous, politically autonomous and united at home — is easier to articulate than it is to implement.

    It requires not just a functioning, productive relationship with our critical ally to the south, but also a commitment to a rules-based international order and multilateral approaches to conflict resolution.



    Read more:
    How minority governments can influence foreign policy

    Engaging in diplomacy

    Foreign policy practitioners negotiate and compromise, doing what is necessary to maintain credibility at home and overseas. They act without the benefit of hindsight, frequently under political pressure and short time frames.

    When they fail, the consequences of their actions are obvious. Their successes can be harder to measure, leading some to view the practice of diplomacy as elitist, exclusive and ineffective.

    At times that may be true, but that doesn’t detract from diplomacy’s key role in Canada’s viability as an independent, prosperous country. A willingness to engage in diplomacy in defence of Canadian interests must also be matched by investments in the capacity to act globally.

    The future of Canada depends on decision-makers with the humility to recognize that standing alone on the world stage is no way to protect and promote the national interest.

    Adam Chapnick and Asa McKercher received funding for this project from the Canadian Defence Academic Research Program.

    .

    – ref. Why Stephen Harper and Justin Trudeau have taken the same tepid approach to global affairs – https://theconversation.com/why-stephen-harper-and-justin-trudeau-have-taken-the-same-tepid-approach-to-global-affairs-241339

    MIL OSI – Global Reports –

  • MIL-OSI China: NDB positioned to drive growth of member states

    Source: China State Council Information Office

    The New Development Bank will make greater efforts to advance economic growth in emerging economies and help address pressing issues such as climate change as it welcomes more potential members, said Dilma Rousseff, the NDB’s president.

    To help emerging countries ensure stable development and avoid crises, the NDB will facilitate the building of infrastructure in areas such as logistics, education, digital services and healthcare, Rousseff had said during an interview in September after she received China’s Friendship Medal, the highest honor China offers foreigners.

    The NDB has already stepped up efforts to finance infrastructure projects in member countries. It has cumulatively approved loans of $35 billion for 105 projects, with the major ones being the Mumbai Urban Transport Project-III in India, the Serra da Palmeira Wind Power Project in Brazil, and the Jiangxi Urban and Rural Cold Chain Logistics Project in China, according to a Xinhua News Agency report.

    At the end of August, the NDB announced a $280 million loan agreement with Transnet, South Africa’s leading freight transport and logistics company, to support the modernization and improvement of the country’s freight rail sector.

    During a meeting of the bank’s board of directors in late August, a $1-billion loan was approved for financing South Africa’s water and sanitation infrastructure development. Another $150 million loan was approved to China’s Bank of Communications Financial Leasing for the acquisition of at least three liquefied natural gas carriers.

    In January, the NDB inked three loan agreements with India to boost the country’s transportation, water and sanitation infrastructure in designated areas. The combined value of the loans is about $700 million.

    As Rousseff pointed out, developing countries have limited capacity to address climate change. Further development and use of more renewable energy sources was needed, she said. As China is already a world leader in the electric vehicle segment, she hoped the nation would make more progress in energy storage and stable renewable energy supply.

    According to the NDB’s strategy between 2022 and 2026, climate change mitigation will be a focus area, as the majority 40 percent of the bank’s $30 billion financing to be provided by 2026 has been reserved for green goals.

    After issuing a 6-billion yuan ($840 million) five-year panda bond — yuan-denominated bonds issued by overseas institutions in the Chinese onshore market — at the beginning of the year, in July the NDB issued an 8-billion yuan three-year panda bond. The bonds are part of the bank’s efforts to finance infrastructure and sustainable development in member states while addressing the United Nations’ Sustainable Development Goals.

    Initiated by Brazil, Russia, India, China and South Africa in 2014 with the purpose of mobilizing resources for infrastructure and sustainable development projects in emerging markets and developing countries, the NDB formally began operations in July 2015, with its headquarters in Shanghai.

    In 2021, the NDB began expanding its membership and admitted Bangladesh, Egypt, the United Arab Emirates and Uruguay as new member countries.

    “The partnership within the NDB does not sit on the development goals of respective members but rather represents the vision of member countries and better connects them,” she said, adding that the NDB welcomes other countries.

    A model for the future

    According to Rousseff, China’s development trajectory can serve as a good reference for the Global South. The nation’s experiences show that economic, infrastructure and technological development can overcome barriers, sanctions and obstacles, she said.

    Applauding China’s achievements in the fields of socioeconomic and cultural development over the past 75 years, Rousseff said that it is now taking the lead in innovation, helping to advance globalization and reform. The country’s stress on development of new quality productive forces has shown its dedication to scientific and technological development.

    “I feel like that there is no one single moment that I can have a full picture of China, as it is always developing, taking on a new look. The ever ongoing reform and opening-up has been refreshing China’s image,” she said.

    The stronger ties between China and Brazil are another good example, showing that partnership among the Global South countries can help facilitate economic growth and improve people’s well-being, she said.

    Under the Belt and Road Initiative, China and Brazil have strengthened their cooperation in the areas of trade and technology. At the same time, Brazil has served as China’s largest food supplier over the past few years, playing an important role in China’s food security, said Rousseff.

    Meanwhile, Chinese companies’ presence in Brazil is of great importance, facilitating Brazil’s reindustrialization, she said.

    As Rousseff further explained, there are several highlights in China’s investments in Brazil. These include the China National Offshore Oil Corporation’s concession contracts with Brazil’s leading oil and gas company Petrobras for oil exploration in the Pelotas Basin in southern Brazil.

    Also, the less-developed areas in Brazil have benefited from China’s investment in power and overall energy supply, and high-voltage direct transmission lines built by China have helped address Brazil’s energy shortage, she said.

    Since 2009, China has been Brazil’s largest trading partner and a major source of investment, while Brazil has been China’s largest trading partner in Latin America. Trade volume between China and Brazil reached $181.53 billion in 2023.

    MIL OSI China News –

  • MIL-OSI Economics: ADB Approves $200 Million Loan to Enhance Livability in Uttarakhand, India

    Source: Asia Development Bank

    MANILA, PHILIPPINES (23 October 2024) — The Asian Development Bank (ADB) has approved a $200 million loan to help upgrade water supply, sanitation, urban mobility, and other urban services to enhance the quality of life and climate resilience of the people in Uttarakhand state in India.

    The Uttarakhand Livability Improvement Project will improve transportation and urban mobility, drainage, flood management, and overall public services in the city of Haldwani, which serves as the state’s economic hub. To enhance water supply service delivery in Champawat, Kichha, Kotdwar, and Vikasnagar, the project will finance the implementation of efficient and climate-resilient water supply systems.

    “Uttarakhand’s high vulnerability to climate and environmental risks such as floods and droughts adds to the pressing challenges in delivering good public services that are faced by the project towns,” said ADB Senior Urban Development Specialist Pedro Almeida. “With a projected increase in rainfall, temperatures, and flooding and landslides, upgrading infrastructure in these areas is critical not only to improve livability but also to ensure the population’s safety and health.” 

    In Haldwani, the project will develop 16 kilometers (km) of climate-resilient roads, establish an intelligent traffic management system, deploy compressed natural gas buses, and pilot electric buses. To prepare the city against disasters, the project will construct 36 km of stormwater and roadside drains to improve flood management and implement an early warning system. A green-certified administrative complex and bus terminal will be built to improve the delivery of public services. 

    In the towns of Champawat, Kichha, Kotdwar, and Vikasnagar, the project aims to increase water service coverage to 100% by constructing 1,024 km of climate-resilient pipelines with smart water meters, 26 tubewells with a daily capacity of 72,131 cubic meters, new reservoirs with 17,350 cubic meters of storage capacity, and a 3.5 million liter per day water treatment plant. Sanitation coverage in Vikasnagar will be improved by sewage treatment facilities that will benefit around 2,000 households.

    Measures to strengthen the institutional capacity of the Uttarakhand Urban Sector Development Agency and urban local bodies in project management, climate and disaster-resilient planning, and urban infrastructure management will be implemented under the project.

    The project will introduce initiatives for women, such as livelihood skills training on driving buses, bus ticketing, and the operation of electric charging stations. Given women’s role in monitoring water supply systems, the project will build the capacity of women, including those from vulnerable households, in operating and managing water supply and sanitation services. The project will pilot women-led community engagement in water bill distribution and collection in the four towns.

    The European Investment Bank is cofinancing the project with $191 million on a parallel basis, while the state government is contributing $74.9 million—bringing the total project cost to $465.9 million.

    ADB is committed to achieving a prosperous, inclusive, resilient, and sustainable Asia and the Pacific, while sustaining its efforts to eradicate extreme poverty. Established in 1966, it is owned by 69 members—49 from the region.
     

    MIL OSI Economics –

  • MIL-OSI Economics: Money Market Operations as on October 22, 2024

    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) 563,557.45 6.65 5.10-6.85
         I. Call Money 9,130.51 6.65 5.10-6.85
         II. Triparty Repo 408,209.20 6.66 6.45-6.80
         III. Market Repo 145,104.74 6.61 6.00-6.85
         IV. Repo in Corporate Bond 1,113.00 6.75 6.70-6.85
    B. Term Segment      
         I. Notice Money** 281.00 6.65 6.00-6.90
         II. Term Money@@ 501.50 – 6.45-6.95
         III. Triparty Repo 657.00 6.70 6.60-6.75
         IV. Market Repo 874.20 6.66 6.62-6.80
         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          
         (b) Reverse Repo          
    3. MSF# Tue, 22/10/2024 1 Wed, 23/10/2024 2,603.00 6.75
    4. SDFΔ# Tue, 22/10/2024 1 Wed, 23/10/2024 67,234.00 6.25
    5. Net liquidity injected from today’s operations [injection (+)/absorption (-)]*       -64,631.00  
    II. Outstanding Operations
    1. Fixed Rate          
    2. Variable Rate&          
      (I) Main Operation          
         (a) Repo          
         (b) Reverse Repo Fri, 18/10/2024 13 Thu, 31/10/2024 20,073.00 6.49
      (II) Fine Tuning Operations          
         (a) Repo          
         (b) Reverse Repo          
    3. MSF#          
    4. SDFΔ#          
    5. On Tap Targeted Long Term Repo Operations€ Mon, 15/11/2021 1095 Thu, 14/11/2024 250.00 4.00
    Mon, 27/12/2021 1095 Thu, 26/12/2024 2,275.00 4.00
    6. Special Long-Term Repo Operations (SLTRO) for Small Finance Banks (SFBs)£ Mon, 15/11/2021 1095 Thu, 14/11/2024 105.00 4.00
    Mon, 22/11/2021 1095 Thu, 21/11/2024 100.00 4.00
    Mon, 29/11/2021 1095 Thu, 28/11/2024 305.00 4.00
    Mon, 13/12/2021 1095 Thu, 12/12/2024 150.00 4.00
    Mon, 20/12/2021 1095 Thu, 19/12/2024 100.00 4.00
    Mon, 27/12/2021 1095 Thu, 26/12/2024 255.00 4.00
    D. Standing Liquidity Facility (SLF) Availed from RBI$       7,388.93  
    E. Net liquidity injected from outstanding operations [injection (+)/absorption (-)]*     -9,144.07  
    F. Net liquidity injected (outstanding including today’s operations) [injection (+)/absorption (-)]*     -73,775.07  
    G. Cash Reserves Position of Scheduled Commercial Banks
         (i) Cash balances with RBI as on October 22, 2024 1,002,750.84  
         (ii) Average daily cash reserve requirement for the fortnight ending November 01, 2024 1,016,726.00  
    H. Government of India Surplus Cash Balance Reckoned for Auction as on¥ October 22, 2024 0.00  
    I. Net durable liquidity [surplus (+)/deficit (-)] as on October 04, 2024 488,495.00  
    @ 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. 2020-2021/520 dated October 21, 2020, Press Release No. 2020-2021/763 dated December 11, 2020, Press Release No. 2020-2021/1057 dated February 05, 2021 and Press Release No. 2021-2022/695 dated August 13, 2021.
    ¥ As per the Press Release No. 2014-2015/1971 dated March 19, 2015.
    £ As per the Press Release No. 2021-2022/181 dated May 07, 2021 and Press Release No. 2021-2022/1023 dated October 11, 2021.
    # As per the Press Release No. 2023-2024/1548 dated December 27, 2023.
    Ajit Prasad          
    Deputy General Manager
    (Communications)    
    Press Release: 2024-2025/1356

    MIL OSI Economics –

  • MIL-OSI China: Ancient, modern elements in harmony for new generation

    Source: China State Council Information Office 3

    In a sleek recording studio, young Chinese musicians are gathered around their instruments. Clad in traditional hanfu — flowing robes with wide sleeves and intricate headpieces — they are preparing to create music, but there’s a twist.

    These musicians are not playing electric guitars or synthesizers, despite their rock-star aura and sunglasses. Instead, their hands grasp ancient Chinese instruments, including the erhu (a two-stringed fiddle), guzheng (a Chinese zither), suona (a piercing double-reed woodwind) and the zhongruan (a lute).

    The studio pulses with energy as they prepare to reimagine a popular song from the 1990s and transform it into a piece that bridges ancient and modern worlds.

    Their rendition, aptly titled Disco Dancing Version of Your Shining Knight, revives Hong Kong singer-actor Hacken Lee’s 1991 Cantonese hit, which resurfaced in popular culture after being featured in the 2018 Chinese comedy Hello Mr Billionaire.

    The original version of Your Shining Knight revisited the glitter-ball days of disco. But this new take combines disco beats with the sound of something far older — ancient Chinese melodies.

    The musicians pluck their strings and beat their drums, and perform in sync with AI-generated characters based on historical Chinese relics, such as a figurine of a dancer, and a musician from the Eastern Han Dynasty (25-220).

    The resulting music video released to celebrate the Mid-Autumn Festival on Sept 17, captured the imagination of the public, amassing over 15 million views across social media platforms.

    The use of ancient Chinese instruments to perform a pop song struck a chord, not only for its catchy beat but for how it masterfully intertwined the old and the modern.

    Crazy Folk music

    These musicians are part of a larger movement sweeping China that celebrates the rising popularity of guofeng music — a Chinese style that uses elements from traditional culture.

    As part of a video series called Crazy Folk, participating artists have released over 300 music videos since October 2020, featuring more than 200 Chinese musicians who give fresh life to pop songs through the distinctive sound of traditional Chinese instruments.

    Among popular covers are songs like Jay Chou’s Dao Xiang (Fragrant Rice), Liu Shuang’s Mohe Ballroom, and Japanese singer Yuu Takahashi’s The Wind Rises, making the old music instruments more relatable to younger audiences.

    These videos have traveled beyond Chinese music fans to reach international audiences via YouTube and other media platforms. With performances filmed against the stunning backdrops of cities such as Changsha, Hunan province, Luoyang, Henan province and Xiamen, Fujian province, the Crazy Folk series not only showcases China’s rich musical traditions, but also highlights the breathtaking beauty of the country’s landscapes and historic sites.

    “These videos still give me goose bumps!” a viewer from Nepal, Banaz Gurung, commented on YouTube, reflecting the emotional impact of this innovative project.

    Behind Crazy Folk is a talented group of young musicians in their late 20s and early 30s, all classically trained at prestigious music conservatories.

    Li Haoyan, one of the project’s core team members, said the appeal of traditional Chinese music lies not only in its distinctive sound, but also in the aesthetic beauty of the instruments themselves.

    “Traditional Chinese music is incredibly expressive,” said Li. “The instruments evoke powerful emotions, and visually, they are captivating to modern audiences.”

    Young people in China are increasingly drawn to their cultural heritage, seeking to reconnect with traditional values in a world being rapidly shaped by globalization, she added.

    Connecting with heritage

    The team’s mission is not just to preserve these ancient sounds but to breathe new life into them through technology. By using artificial intelligence and storytelling, they are creating new ways to present traditional music and incorporating history, museum artifacts, and cultural relics into their performances.

    For Xue Yiying, a 26-year-old erhu player from Chengdu, Sichuan province, performing traditional music in a modern context feels both nostalgic and fresh. “I grew up playing the erhu, learning the instrument from my grandmother, who was passionate about traditional Chinese music,” Xue recalled.

    The erhu, often described as China’s answer to the violin, is known for its hauntingly beautiful tone and is capable of expressing a wide range of emotions.

    “I used to play it in the typical, softer style,” Xue said, “but Crazy Folk opened my eyes to a whole new way of performing. We’re taking songs that people already love and giving them a new twist.”

    Xue explained how playing a well-known pop song on an ancient instrument like the guqin or pipa injects new life into the piece. “It’s like rediscovering something familiar in a completely new way,” she said.

    “These instruments are timeless. Our goal isn’t just to preserve tradition but to show how these instruments, some over 1,000 years old, can still move and inspire audiences today — especially younger generations who may never have paid attention to them before.”

    This growing interest among China’s youth is part of a broader cultural movement. Many young Chinese are consciously reconnecting with their heritage, seeing traditional music as a way to explore their identity in an era of rapid change.

    Central to this resurgence is the guofeng (national style) movement, which celebrates Chinese aesthetics in fashion, music, and art. The rise of guofeng music, in particular, is a testament to the blending of ancient melodies with modern production techniques, combining classical poetry, traditional instruments, and contemporary themes. This fusion has fostered a greater appreciation for traditional Chinese art forms, especially among younger audiences.

    Social media platforms like Douyin and Bilibili have played a pivotal role in the movement’s expansion. Viral videos of traditional Chinese instruments, modern pop covers, and collaborations between classical and contemporary artists have brought these ancient sounds to the forefront. This digital exposure has made traditional music more accessible, and more importantly, relevant to today’s youth.

    Veteran virtuoso

    One of the most popular folk musicians among young users of Bilibili is the gray-haired pipa player Fang Jinlong.

    Aged in his early 60s, Fang became a viral star after he gave a 12-minute performance at the New Year’s Eve concert on Dec 31,2019, which was livestreamed. The performance, Rhythm World, featured Fang performing with a 100-member orchestra. He played an array of traditional musical instruments from China, India, Italy, and Japan, and even performed a solo by tapping on his own face. To appeal to young fans, he incorporated elements from Chinese martial arts culture, American folk music and Japanese anime.

    Since that performance, Fang has been sharing videos showcasing the versatility of ancient Chinese musical instruments by working with players of various styles, from classical musicians to rock stars.

    “Never doubt the charm of traditional Chinese music. All you need to do is to watch and listen,” said Fang, who has great confidence in the appeal of these old instruments.

    “Though the instruments are very old, they can be fun and contemporary. What I need to do is to experiment and let the music reach the young people.”

    Other art forms based in tradition, such as classic Chinese dance and hanfu, are also rising in popularity with young people.

    “This interest is partly driven by a desire to reconnect with traditional values and aesthetics in a rapidly modernizing and globalized world. For them, traditional Chinese music, with its deep historical roots, symbolizes a rich cultural legacy that offers a sense of identity and belonging,” Fang said.

    Another rising star in the guofeng movement is Little Green Onion, a group of musicians led by songwriter Zhou Mingcong.

    With their hybrid of pop and traditional music, they have captivated audiences with songs like Bi Shang Guan, or Reflections on the Walls, which has been viewed over 100 million times since its release in 2019.Inspired by the Mogao Caves mural paintings in Dunhuang, Gansu province, Zhou’s music evokes memories of China’s distant past while remaining contemporary.

    This year, the song was adapted and re-performed on social media platforms over 300,000 times, making it a hit again. Veteran vocalist Gong Linna also did a version of the song.

    Cultural DNA

    Zhou, who studied at the National Academy of Chinese Theatre Arts, describes his work as a blend of pop and Peking Opera. His first release, Kuang Lang Sheng, explored themes of loneliness and dreams through the lens of traditional Chinese opera and delighted listeners across China.

    “Chinese music and operas have a unique charm,” said Zhou. “It’s like cultural DNA in our blood. The moment we hear traditional music, we understand it on a deep, emotional level. It connects us to something ancient yet profoundly present.”

    Zhou pointed out that guofeng’s influence is not just confined to music. The style is increasingly appearing in video games, notably Black Myth: Wukong, a hit action game based on the classic Chinese novel Journey to the West.

    The game’s soundtrack blends traditional Chinese instruments with modern orchestral music, creating a cinematic experience that resonates with fans of both ancient culture and modern gaming.

    The ability to blend old and new is what makes guofeng music so relevant today, Zhou said. In a world where cultural pride is rising alongside technological advances, traditional Chinese music has found its place once again. This renaissance is not about nostalgia, but about evolution — taking the best of the past and fusing it with the possibilities of the future, he added.

    MIL OSI China News –

  • MIL-OSI Economics: India’s sustainable eating habits offer glimmer of hope to mitigate climate change, says GlobalData

    Source: GlobalData

    India’s sustainable eating habits offer glimmer of hope to mitigate climate change, says GlobalData

    Posted in Consumer

    Sustainable eating encompasses of practices such as minimizing food waste, prioritizing plant-based diets, and consuming locally sourced foods. India is known for its extensive history of vegetarian diets. As the world grapples with the urgent need to address climate change, India’s sustainable eating habits offer a glimmer of hope to address the heightened ecological concerns, according to GlobalData, a leading data and analytics company.

    India’s traditional, climate friendly dietary habits have been spotlighted as a global blueprint for sustainable living in a recent Living Planet Report by the World Wide Fund for Nature (WWF). It identified India’s food consumption pattern as the most climate friendly among G20 nations. The report further stated that if all countries across the globe would adopt the current food consumption pattern of India, the world would need 0.84% of an Earth to support food production by 2050+.

    Shravani Mali, Consumer Analyst at GlobalData, comments: “In recent years, India observed an intensified vegan movement, especially in metropolitan cities. The country’s current food consumption practices, emphasizing plant-based diets and climate-resilient crops such as millets, require fewer resources and generate lower emissions compared to meat-heavy diets. This transition is also connected to a wider focus on sustainability. Underlining this trend, 79% of Indian respondents in GlobalData’s recent consumer survey stated that the sustainable/environmentally friendly feature is essential/nice to have when deciding to make a food and drinks purchase*.”

    Mali adds: “Traditional Indian diets primarily consist of lentils, grains, and vegetables. For instance, “Thali” is a meal that includes a combination of various food groups and shows a strong connection to the country’s land and history. These traditional diets, which place an emphasis on seasonal and local produce, are becoming more popular as environmental issues gain more attention. Consequently, with increasing awareness, consumers will look forward to curtailing environmental burdens by adopting traditional dietary practices that prioritize plant-based foods.”

    Deepak Nautiyal, Consumer and Retail Commercial Director, APAC and Middle East at GlobalData, notes: “The Indian government has introduced several initiatives to promote environmentally sustainable practices in the country. For instance, the government launched schemes such as National Millet Campaign and the International Year of Millets (2023) to enhance the production and consumption of millets since it is an environmentally sustainable source of food and nutrition. In addition to this, the National Mission for Sustainable Agriculture (NMSA) aims to improve climate-resilient farming.

    “Furthermore, the socioeconomic advantages of sustainable food production are exemplified by the Andhra Pradesh Community-Managed Natural Farming (APCNF) program in southern India. Hence, these initiatives have positively contributed to India’s food practices as a model of sustainability.”

    Mali concludes: “By adopting climate-friendly diet, individuals can make a tangible impact on the environment. Adopting Indian sustainable eating habits worldwide offers a clear path to address critical environmental and health challenges. With the food system being one of major contributors to global greenhouse gas emissions, shifting towards plant-based diets, as exemplified by Indian cuisine, could reduce emissions significantly, creating a more sustainable future for generations to come.”

    *GlobalData 2024 Q3 Consumer Survey – India, with 500 respondents, published October 2024

    MIL OSI Economics –

  • MIL-OSI: Capgemini announces leadership appointments

    Source: GlobeNewswire (MIL-OSI)

    Media relations:
    Sam Connatty
    Tel.: +44 (0)370 904 3601
    Email: sam.connatty@capgemini.com

    Capgemini announces leadership appointments

    • Anirban Bose becomes CEO of the Americas Strategic Business Unit
    • Kartik Ramakrishnan becomes CEO of the Financial Services Strategic Business Unit
    • Jerome Simeon will take on the role of Chief Revenue Officer
    • Franck Greverie will become Chief Technology Officer

    Paris, October 23, 2024 – Capgemini today announced some key leadership appointments. Anirban Bose succeeds Jim Bailey as CEO of the Americas Strategic Business Unit, effective November 1. Consecutively, Kartik Ramakrishnan is appointed CEO of the Financial Services Strategic Business Unit. Jerome Simeon will become Chief Revenue Officer and Franck Greverie Chief Technology Officer, both from January 1, 2025. Following an outstanding 34-year long career at Capgemini, Olivier Sevillia, Chief Operating Officer, has decided to pursue new endeavors as an individual, and will leave the Group at the end of 2024. With his deep global experience and passion for digital transformation, Olivier will focus on promoting the techno-business ecosystem of European companies to help improve their competitiveness. The whole Capgemini team is looking forward to supporting Olivier in his next chapter.

    “These appointments strengthen the Group’s growth ambition and reinforce Capgemini’s role as the go to business and technology partner for our clients. Anirban Bose has been at the helm of our Financial Services division for the last six years and instrumental in building and shaping this business across the globe. Anirban is well positioned to accelerate our trajectory in the Americas, building on our progress in the region over the past 4 years under the leadership of Jim Bailey. I would like to thank Jim for his many contributions to Capgemini. Kartik Ramakrishnan, who has been running the Banking sector for the past six years, is Anirban’s natural successor, to ensure the global business will continue to go from strength to strength,” comments Aiman Ezzat, CEO of the Capgemini Group. “To bolster our laser focus on growth, Jerome Simeon will take on a new position of Chief Revenue Officer for the Group in the new year. His role will encompass our activities across sales, key clients and industries to bring even greater value to our clients as we accompany them on their business-critical transformations. Franck Greverie will add Chief Technology Officer to his scope of responsibility, also from January 1. His deep tech expertise and forward-thinking approach will accelerate our efforts to build innovative value creating solutions for our clients. I wish Anirban, Kartik, Jerome and Franck every success in their new roles.”

    Aiman Ezzat continues, “After an outstanding 34-year long career at Capgemini and an impressive track record in leading and operating strategic businesses across the Group, Olivier Sevillia will step down as Group COO at the end of 2024. We are all looking forward to supporting Olivier in his new endeavors as an individual, focused on applying his extensive experience in digital transformation to promote a rich techno-business ecosystem to help improve the competitiveness of European businesses. The board of directors joins me in thanking him and paying tribute to his commitment and service.”

    Biography: Anirban Bose

    Anirban was Head of Capgemini’s Financial Services Strategic Business Unit and a member of the Group Executive Board from 2018. He was also responsible for overseeing the Asia Pacific Strategic Business Unit.

    Prior to this, Anirban was the Head of Capgemini’s Banking and Capital Markets Business Unit.

    Between 2007 and 2015 Anirban led Capgemini’s Banking Business Unit. From 2004 to 2007, Anirban served as executive vice president at Kanbay before its 2007 acquisition by Capgemini.

    Anirban resides in New York. He graduated from the Indian Institute of Technology of Varasani with a Bachelor of Technology. He holds an MBA in Finance from the University of Chicago.

    Biography: Kartik Ramakrishnan

    Kartik was the Deputy CEO of Capgemini’s Financial Services Strategic Business Unit and also led Capgemini’s Banking and Capitals Markets business. Kartik has been a member of the Group Executive Committee since 2023.

    Prior to this, Kartik was responsible for managing sales teams across banking and capital markets.

    Kartik has spent over 25 years consulting in the banking and payments industry. Over his career, he has been involved in launching new products and developing innovative, cost-effective solutions for financial services firms across the globe in countries such as Australia, Canada, Germany, India, Singapore, United Kingdom and United States of America.

    Kartik has a bachelor’s degree from the Indian Institute of Technology and a master’s degree from the Booth School of Business at University of Chicago.

    Biography: Jerome Simeon

    Jerome became the Head of Global Industries in 2023. He has been a Member of the Group Executive Board since 2021.

    Prior to this, he was the CEO of the Southern Europe Strategic Business Unit. From 2018 to 2020, Jerome was Managing Director of Capgemini in France, when he also joined the Group Executive Committee.

    From 2014, he was CEO, Application Services France after serving as Commercial Director (from 2012 to 2014).

    Prior to this, from 2007 to 2010, he held commercial positions in Capgemini’s Telecom & Media business after managing the development and sales for the Property & Services Europe sector of BT Global Services for two years.

    Jerome joined Capgemini in 1998, after eight years with the group Générale des Eaux/Vivendi. Jerome graduated from Toulouse Business School.

    Biography: Franck Greverie

    Franck Greverie has been the Chief Portfolio Officer at Capgemini since 2018.

    Franck has been on the Group Executive Board since 2020, when he took on additional responsibilities overseeing Cloud Infrastructure Services (cloud & cybersecurity), Business Services and Insights & Data (Data & AI) Global Business Lines.

    Prior to this, from 2016, Franck led the Cloud & Cybersecurity activities of Capgemini. He joined Capgemini in 2015 as Head of the Cybersecurity Global Service Line.

    Between 2012 and 2015, Franck was an Executive VP at Bull, where he was in charge of the Security Division, and also led the Middle East, Africa and Asia activities.

    Prior to that, Franck was the Managing Director of the Information Systems Security and Cybersecurity activities for Thales Group (France, UK, Germany, Norway, USA, Asia) since 2018. His career with Thales began in 2004, as Head of Strategy, Business Development and Marketing for the Security activity.

    Franck is a graduate of ESME, engineering school, and of the Executive MBA of ESSEC Business School.

    Note to Editors
    High-resolution photography of Anirban Bose, Kartik Ramakrishnan, Jerome Simeon and Franck Greverie is available on request.

    About Capgemini
    Capgemini is a global business and technology transformation partner, helping organisations to accelerate their dual transition to a digital and sustainable world while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fuelled by its market-leading capabilities in AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2023 global revenues of €22.5 billion.
    Get the future you want | http://www.capgemini.com

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    The MIL Network –

  • MIL-OSI Economics: Asian Development Blog: How Strengthened Regulations and Healthcare Can Prevent Lead Poisoning

    Source: Asia Development Bank

    Lead exposure remains a significant public health threat in Asia and the Pacific, especially in low- and middle-income countries. The global effort to address lead poisoning must focus on stricter regulations, enhanced healthcare capacity, and coordinated international action to protect vulnerable populations.

    The harmful effects of lead poisoning have been well-established since ancient times, with the First Century Roman writer Vitruvius warning of the health hazards of the widely-used metal. Today, we know that “there is almost no function in the human body which is not affected by lead toxicity.” 

    Lead exposure increases deaths from cardiovascular diseases among adults, particularly in low and middle-income countries. The long-term storage of lead in bones can lead to a wide range of health effects, including high blood pressure and renal failure.

    For pregnant women and their babies, lead exposure is particularly devastating—it can cross the placental barrier, causing complications of pregnancy, miscarriages, stillbirths, and low birth weight. 

    In children, lead exposure has long-term and irreversible impacts on mental function reducing educational performance and employment opportunities. Together, these health consequences for individuals compromise the economic growth and social stability of entire countries.

    While high income countries have significantly reduced lead exposure through rigorous testing, targeted research, and robust policy interventions, low- and middle-income countries, including several in Asia and the Pacific, continue to grapple with dangerously high levels of lead exposure. 

    An estimated 95% of the world’s IQ loss and 90% of cardiovascular deaths from exposure to lead is in low and middle-income countries, according to a 2023 study. The economic costs of lead exposure are staggering, with losses in total GDP of 10.5% in East Asia and the Pacific, 9.1% in South Asia, and 8.9% in Sub-Saharan Africa. 

    With effective interventions, high-income countries have reduced this economic impact of lead exposure to losses of 5.0% of total GDP but have not yet eliminated all sources of lead exposure.

    The scale of the challenge is immense. Lead exposure causes three times as many deaths as exposure to unsafe water and sanitation and just as many deaths as air pollution. South Asia has some of the highest blood lead levels in the world with India alone home to 275 million children affected by lead poisoning —this amounts to half of all India’s children and one-third of the children affected by lead globally. 

    Bangladesh struggles with chronic lead exposure, largely due to contaminated spices, while Afghanistan faces a “silent epidemic” linked to lead-leaching cookware. 

    In the Philippines, 2021-2022 data from the Expanded National Nutrition Survey shows that over a million Filipino children ages 6-9 years have elevated blood lead levels. In Indonesia, more than 8 million children are estimated to have high blood lead levels with millions more at risk from lead paint covering homes and public facilities.  

    Across Asia and the Pacific, the informal recycling of used lead-acid batteries continues to poison communities, contaminating air, soil, and water.

    The different sources of lead exposure complicate the challenge to remove the problem, however, the scope of the health and socioeconomic damage from lead demands decisive and comprehensive action. But we are not starting from zero. 

    The evidence base is robust, and the solutions are within reach. What remains is the political will and coordinated action across sectors to implement them effectively. The recent launch of the Partnership for a Lead-Free Future at the United Nations General Assembly marks a watershed moment in the global fight against lead poisoning.

    Exposure to lead is one of the most preventable public health threats, and yet it remains a pervasive environmental poison.

    Health systems are at the forefront of the response toward a lead-free future. 

    Developing countries must strengthen health regulatory frameworks and enforce existing standards for lead content in products such as food, cosmetics, paints, and water. Inconsistent enforcement has been a major barrier in reducing exposure, and this must be addressed with urgency. 

    Stronger regulatory oversight and harsher penalties for non-compliance will be key, particularly in industries known for high lead usage. International development partners, through technical advice and policy-based lending, can play a pivotal role in incentivizing reforms and ensuring their effective implementation.

    Building healthcare capacity is crucial. Healthcare professionals have low knowledge of the symptoms of lead poisoning, such as irritability and lethargy in mild doses and tremors and other neuropathies in higher doses. 

    Training is needed so that health workers identify lead poisoning and provide timely referrals for treatment. Developing the necessary healthcare infrastructure—from rural clinics to urban hospitals—is fundamental to ensuring that testing, treatment, and prevention measures can be implemented from communities, primary care facilities to hospitals. 

    Health actions should support the establishment of systematic, large-scale testing and data collection systems. Reliable data plays an essential role in understanding the full scope of lead exposure and to inform targeted interventions. Alongside quantitative measurements, the use of qualitative and ethnographic data is invaluable tool to understand how and why lead-contaminated products are used – and who is exposed to them.

    Public awareness is critical. Surveys reveal that knowledge about the dangers of lead exposure is shockingly low. Large-scale educational and health promotion campaigns must be launched to raise awareness of the sources and effects of lead poisoning, particularly in communities most at risk.

    While the health sector has a role in addressing lead poisoning, whatever the source, the scale and complexity of the problem demands coordinated action well beyond a single sector. 

    Governments, civil society, multilateral institutions, development agencies and the private sector must all come together to share resources, knowledge, and best practices. Only through collaboration can we hope to reduce and ultimately eliminate lead from our environment. The launch of the Partnership for a Lead-Free Future is a vital step in bringing stakeholders together. 

    Exposure to lead is one of the most preventable public health threats, and yet it remains a pervasive environmental poison. The science is clear; the solutions are known. A lead-free future is not just a possibility—it is a necessity. 

    By acting now, we can safeguard the health and potential of millions of children, secure the economic and social well-being of developing countries, and ensure a healthier, brighter Asia and Pacific for generations to come.
     

    MIL OSI Economics –

  • MIL-Evening Report: NZ’s third-largest city sanctions Israel over illegal Palestine settlements

    Asia Pacific Report

    Christchurch, New Zealand’s third-largest city, today became the first local government in the country to sanction Israel by voting to halt business with organisations involved in illegal settlements in the occupied Palestinian territories.

    It passed a resolution to amend its procurement policy to exclude companies building and maintaining illegal Israeli settlements on Palestinian land.

    It was a largely symbolic gesture in that Christchurch (pop. 408,000) currently has no business dealings with any of the companies listed by the United Nations as being active in the illegal settlements.

    However, the vote also rules out any future business dealings by the city council with such companies.

    The sanctions vote came after passionate pleas to the council by John Minto, president of the Palestine Solidarity Network Aotearoa (PSNA), and University of Canterbury postcolonial studies lecturer Dr Josephine Varghese.

    “We’re delighted the council has taken a stand against Israel’s ongoing theft of Palestinian land,” said Minto in a statement welcoming the vote.

    He had urged the council to take a stand against companies identified by the UN Human Rights Council as complicit in the construction and maintenance of the illegal settlements.

    ‘Failure of Western governments’
    “It has been the failure of Western governments to hold Israel to account which means Israel has a 76-year history of oppression and brutal abuse of Palestinians.

    “Today Israel is running riot across the Middle East because it has never been held to account for 76 years of flagrant breaches of international law,” Minto said.

    “The motion passed by Christchurch City today helps to end Israeli impunity for war crimes.” (Building settlements on occupied land belonging to others is a war crime under international law)

    “The motion is a small but significant step in sanctioning Israel. Many more steps must follow”.

    The council’s vote to support the UN policy was met with cheers from a packed public gallery. Before the vote, gallery members displayed a “Stop the genocide” banner.

    Minto described the decision as a significant step towards aligning with international law and supporting Palestinian rights.

    “In relation to the council adopting a policy lined up with the United Nations Security Council Resolution 2334, this resolution was co-sponsored by the New Zealand government back in 2016,” Minto said, referencing the UN resolution that Israeli settlements in the occupied Palestinian territories “had no legal validity and constituted a flagrant violation under international law”.

    ‘Red herrings and obfuscations’
    In his statement, Minto said: “We are particularly pleased the council rejected the red herrings and obfuscations of New Zealand Jewish Council spokesperson Ben Kepes who urged councillors to reject the motion”

    “Mr Kepes presentation was a repetition of the tired, old arguments used by white South Africans to avoid accountability for their apartheid policies last century – policies which are mirrored in Israel today.”

    Postcolonial studies lecturer Dr Josephine Varghese . . . boycotts “a long standing peaceful means of protest adopted by freedom fighters across the world.” Image: UOC

    Dr Varghese said more than 42,000 Palestininians — at least 15,000 of them children — had been killed in Israel’s war on Gaza.

    “Boycotting products and services which support and benefit from colonisation and apartheid is the long standing peaceful means of protest adopted by freedom fighters across the world, not only by black South Africans against apartheid, but also in the Indian independent struggle By the lights of Gandhi,” she said.

    “This is a rare opportunity for us to follow in the footsteps of these greats and make a historic move, not only for Christchurch City, but also for Aotearoa New Zealand.

    “On March 15, 2019 [the date of NZ’s mosque massacre killing 51 people], we made headlines for all the wrong reasons, and today could be an opportunity where we make headlines global globally for the right reasons,” Dr Varghese said.

    “Sanctions on Israel” supporters at the Christchurch City Council for the vote today. Image: PSNA

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI: Despite overwhelming hype, Jabra research finds only 26% of office workers use AI in daily work

    Source: GlobeNewswire (MIL-OSI)

    • Workplaces believe in the power of AI, with 84% of leaders saying AI can enhance work, but 82% are unprepared for integration of the tech into the workplace
    • 90% of knowledge workers wouldn’t trust AI for tasks that require human judgement or creativity
    • Workers are equally not using AI in their personal lives, with only 26% reporting regular use

    LOWELL, Mass., Oct. 23, 2024 (GLOBE NEWSWIRE) — Jabra, a global leader in enterprise audio and video solutions, released a new report, Great ExpectAItions – Work in the Age of AI, which reveals that while many business decision-makers (84%) express high levels of trust in AI, very few office workers (26%) are using it in their daily roles due to a variety of perceived challenges. This disconnect suggests that even though leadership is optimistic about AI’s potential, they may yet lack the necessary vision or skills to effectively implement it across the workforce.

    The study, conducted among 1,800 AI decision makers surveyed across 6 countries and 4,200 employees from 14 countries, highlights that despite strong enthusiasm for AI, there is a clear disconnect between trust in the technology and its actual use in the workplace. While 85% of decision-makers express high interest in AI, the vast majority (82%) acknowledge they need to better understand how AI can improve workplace efficiency.

    Additionally, although 54% of employees believe AI can improve their work and 54% feel confident in their ability to collaborate successfully with AI, there’s still a significant gap in actual adoption in regular use at work. Jabra’s data found this appears due to several perceived challenges and demographic considerations:

    • 90% of employees wouldn’t trust AI for tasks that require creativity and innovation. This reluctance isn’t just about trust, it’s also about the satisfaction that comes from being personally involved in these more meaningful tasks.
    • There’s a clear generational divide in AI adoption, with 47% of Millennials and 37% of Gen Z indicating they feel positive about AI versus only 15% of Boomers. Adoption wise, 28% of Millennials and Gen Z use AI day to day at work, versus just 15% of Boomers.
    • AI decision-makers are relatively young – 58% are between the ages of 18 and 39 – and 71% are not from the IT department.

    Paul Sephton, Head of Brand Communications at Jabra, said: “We see many organizations eager to jump on the AI wave, but some are still dancing in the dark when it comes to effective implementation and meaningful use. As tools rapidly shift toward voice-driven input rather than text alone, it’s crucial for organizations to recognize how this evolution will change our interactions with AI and enhance productivity.”

    “To avoid what we call ‘AI-washing’ – simply jumping on the AI bandwagon – organizations must carefully evaluate the productivity gains that AI can offer and actively involve their employees in this journey. At Jabra, we believe in harnessing the power of AI not just to enhance productivity, but to foster a more connected and capable workforce, driving innovation and collaboration at every level.”

    Read more and download full report here:

    https://www.jabra.com/thought-leadership/ai-at-work

    Note to Editors
    The Great ExpectAItions – Work in the Age of AI Report leveraged two quantitative surveys conducted in August 2024. The first surveyed 1800 AI decision-makers from six countries (300 per country) – USA, UK, France, Germany, Japan and India. The second surveyed 4200 knowledge workers from 14 countries (300 per country) – USA, UK, France, Germany, Poland, UAE, Italy, the Netherlands, Spain, Japan, India, Singapore, Australia and Hong Kong.

    PR contact
    Hayley Minardi
    Manager, PR & Communications, Jabra
    hminardi@jabra.com

    About Jabra

    Jabra is a world leading brand in audio, video and collaboration solutions – engineered to empower consumers and businesses. Proudly part of GN Group, we are committed to bringing people closer to one another and to what is important to them. Jabra engineering excellence leads the way, building on over 150 years of pioneering work within GN. This allows us to create integrated tools for contact centers, offices, and collaboration to help professionals work more productively from anywhere; and true wireless headphones and earbuds that let consumers better enjoy calls, music, and media. http://www.jabra.com

    Founded in 1869, GN Group employs more than 7,000 people and is listed on Nasdaq Copenhagen (GN.CO). GN’s solutions are sold in 100 countries across the world. Visit our homepage GN.com or connect with us on LinkedIn, Facebook, and X.

    © 2024 GN Audio A/S. All rights reserved. Jabra® is a registered trademark of GN Audio A/S. All other trademarks included herein are the property of their respective owners (design and specifications are subject to change without notice).

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/70547059-e2bb-4ea5-866f-e1e9f844fb5b

    The MIL Network –

  • MIL-OSI: TransUnion Announces Third Quarter 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    • Exceeded third quarter 2024 financial guidance for revenue and earnings
    • Accelerated revenue growth to 12 percent, driven by U.S. Financial Services, Insurance, Consumer Interactive and International, while executing on technology modernization and transformation program savings
    • Voluntarily prepaid $25 million in debt, bringing total prepayments to $105 million in 2024
    • Raising 2024 financial guidance, we now expect to deliver 9 percent revenue growth for the year

    CHICAGO, Oct. 23, 2024 (GLOBE NEWSWIRE) — TransUnion (NYSE: TRU) (the “Company”) today announced financial results for the quarter ended September 30, 2024.

    Third Quarter 2024 Results

    Revenue:

    • Total revenue for the quarter was $1,085 million, an increase of 12 percent (12 percent on a constant currency basis), compared with the third quarter of 2023.

    Earnings:

    • Net income attributable to TransUnion was $68 million for the quarter, compared with a loss of $319 million for the third quarter of 2023. Diluted earnings per share was $0.35, compared with a loss per share of $1.65 in the third quarter of 2023. Net income attributable to TransUnion margin was 6.3 percent, compared with a loss of 32.9 percent in the third quarter of 2023. Our third quarter 2023 net income (loss) attributable to TransUnion, diluted loss per share and net income (loss) attributable to TransUnion margin were impacted by a $414 million non-cash goodwill impairment expense for our United Kingdom reporting unit in the period.
    • Adjusted Net Income was $205 million for the quarter, compared with $177 million for the third quarter of 2023. Adjusted Diluted Earnings per Share was $1.04, compared with $0.91 in the third quarter of 2023.
    • Adjusted EBITDA was $394 million for the quarter, compared with $356 million for the third quarter of 2023, an increase of 11 percent (11 percent on a constant currency basis). Adjusted EBITDA margin was 36.3 percent, compared with 36.8 percent in the third quarter of 2023.

    “In the third quarter, TransUnion exceeded financial guidance,” said Chris Cartwright, President and CEO. “U.S. Markets grew by double-digits against stable market conditions, driven by mortgage strength, improving non-mortgage financial services, accelerating insurance growth and large breach remediation wins. Our International segment delivered double-digit organic constant currency revenue growth across India, Latin America, Asia Pacific and Africa.”

    “We continue to progress well against our transformation program. We now expect to capture $85 million of operating expense savings in 2024, driven by strong execution against our operating model optimization to expand our Global Capability Center network. Additionally, our technology modernization is accelerating our pace of innovation with several new capabilities and products launched in the quarter, powered by OneTru.”

    “We are raising our 2024 guidance and now expect to deliver 9 percent revenue growth, reflecting third quarter outperformance, stronger mortgage volumes and broad-based strength across the portfolio.”

    Third Quarter 2024 Segment Results

    U.S. Markets:

    U.S. Markets revenue was $848 million, an increase of 12 percent compared with the third quarter of 2023.

    • Financial Services revenue was $367 million, an increase of 17 percent compared with the third quarter of 2023.
    • Emerging Verticals revenue was $307 million, an increase of 3 percent compared with the third quarter of 2023.
    • Consumer Interactive revenue was $174 million, an increase of 21 percent compared with the third quarter of 2023.

    Adjusted EBITDA was $320 million, an increase of 9 percent compared with the third quarter of 2023.

    International:

    International revenue was $242 million, an increase of 11 percent (12 percent on a constant currency basis) compared with the third quarter of 2023.

    • Canada revenue was $39 million, an increase of 7 percent (9 percent on a constant currency basis) compared with the third quarter of 2023.
    • Latin America revenue was $33 million, an increase of 7 percent (13 percent on a constant currency basis) compared with the third quarter of 2023.
    • United Kingdom revenue was $58 million, an increase of 6 percent (4 percent on a constant currency basis) compared with the third quarter of 2023.
    • Africa revenue was $17 million, an increase of 12 percent (10 percent on a constant currency basis) compared with the third quarter of 2023.
    • India revenue was $68 million, an increase of 21 percent (23 percent on a constant currency basis) compared with the third quarter of 2023.
    • Asia Pacific revenue was $26 million, an increase of 11 percent (11 percent on a constant currency basis) compared with the third quarter of 2023.

    Adjusted EBITDA was $110 million, an increase of 14 percent (15 percent on a constant currency basis) compared with the third quarter of 2023.

    Liquidity and Capital Resources

    Cash and cash equivalents was $643 million at September 30, 2024 and $476 million at December 31, 2023.

    For the nine months ended September 30, 2024, cash provided by operating activities was $579 million, compared with $444 million in 2023. The increase in cash provided by operating activities was primarily due to improved operating performance, partially offset by employee separation payments and a penalty paid for the early termination of a facility lease, both of which were in connection with our operating model optimization program. For the nine months ended September 30, 2024, cash used in investing activities was $195 million, compared with $231 million in 2023. The decrease in cash used in investing activities was due primarily to prior year investments in non-consolidated affiliates and lower capital expenditures. For the nine months ended September 30, 2024, capital expenditures were $199 million, compared with $213 million in 2023. Capital expenditures as a percent of revenue represented 6% and 7% for the nine months ended September 30, 2024 and 2023, respectively. For the nine months ended September 30, 2024, cash used in financing activities was $220 million, compared with $375 million in 2023. The decrease in cash used in financing activities was primarily due to a decrease in debt prepayments.

    Fourth Quarter and Full Year 2024 Outlook

    Our guidance is based on a number of assumptions that are subject to change, many of which are outside of the control of the Company, including general macroeconomic conditions, interest rates and inflation. There are numerous evolving factors that we may not be able to accurately predict. There can be no assurance that the Company will achieve the results expressed by this guidance.

        Three Months Ended December 31, 2024   Twelve Months Ended December 31, 2024
    (in millions, except per share data)   Low   High   Low   High
    Revenue, as reported   $ 1,014     $ 1,034     $ 4,161     $ 4,181  
    Revenue growth1:                
    As reported     6 %     8 %     9 %     9 %
    Constant currency1, 2     6 %     8 %     8 %     9 %
    Organic constant currency1, 3     6 %     8 %     8 %     9 %
                     
    Net income attributable to TransUnion   $ 65     $ 77     $ 284     $ 295  
    Net income attributable to TransUnion growth     n/m       n/m       238 %     243 %
    Net income attributable to TransUnion margin     6.4 %     7.4 %     6.8 %     7.1 %
                     
    Diluted Earnings per Share   $ 0.34     $ 0.39     $ 1.45     $ 1.51  
    Diluted Earnings per Share growth   n/m       n/m       237 %     243 %
                     
    Adjusted EBITDA, as reported5   $ 360     $ 375     $ 1,488     $ 1,503  
    Adjusted EBITDA growth, as reported4     10 %     15 %     11 %     12 %
    Adjusted EBITDA margin     35.5 %     36.2 %     35.8 %     36.0 %
                     
    Adjusted Diluted Earnings per Share5   $ 0.92     $ 0.98     $ 3.87     $ 3.93  
    Adjusted Diluted Earnings per Share growth     14 %     21 %     15 %     17 %
    1. Additional revenue growth assumptions:
      1. The impact of changing exchange rates is expected to have an insignificant impact for Q4 2024 and FY 2024.
      2. There is no impact from recent acquisitions for Q4 2024 and FY 2024.
      3. The impact of mortgage is expected to be approximately 5 points of benefit for Q4 2024 and approximately 4 points of benefit for FY 2024.
    2. Constant currency growth rates assume foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates.
    3. Organic constant currency growth rates are constant currency growth excluding inorganic growth. Inorganic growth represents growth attributable to the first twelve months of activity for recent business acquisitions. There is no impact from recent business acquisitions in Q4 2024 and FY 2024.
    4. Additional Adjusted EBITDA assumptions:
      1. The impact of changing foreign currency exchange rates is expected to have an insignificant impact for Q4 2024 and FY 2024.
    5. For a reconciliation of the above non-GAAP financial measures to the most directly comparable GAAP financial measures, refer to Schedule 7 of this Earnings Release.

    Earnings Webcast Details

    In conjunction with this release, TransUnion will host a conference call and webcast today at 8:30 a.m. Central Time to discuss the business results for the quarter and certain forward-looking information. This session and the accompanying presentation materials may be accessed at http://www.transunion.com/tru. A replay of the call will also be available at this website following the conclusion of the call.

    About TransUnion (NYSE: TRU)

    TransUnion is a global information and insights company with over 13,000 associates operating in more than 30 countries. We make trust possible by ensuring each person is reliably represented in the marketplace. We do this with a Tru™ picture of each person: an actionable view of consumers, stewarded with care. Through our acquisitions and technology investments we have developed innovative solutions that extend beyond our strong foundation in core credit into areas such as marketing, fraud, risk and advanced analytics. As a result, consumers and businesses can transact with confidence and achieve great things. We call this Information for Good® — and it leads to economic opportunity, great experiences and personal empowerment for millions of people around the world.

    http://www.transunion.com/business 

    Availability of Information on TransUnion’s Website

    Investors and others should note that TransUnion routinely announces material information to investors and the marketplace using SEC filings, press releases, public conference calls, webcasts and the TransUnion Investor Relations website. While not all of the information that the Company posts to the TransUnion Investor Relations website is of a material nature, some information could be deemed to be material. Accordingly, the Company encourages investors, the media and others interested in TransUnion to review the information that it shares on http://www.transunion.com/tru.

    Forward-Looking Statements

    This earnings release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements are based on the current beliefs and expectations of TransUnion’s management and are subject to significant risks and uncertainties. Actual results may differ materially from those described in the forward-looking statements. Any statements made in this earnings release that are not statements of historical fact, including statements about our beliefs and expectations, are forward-looking statements. Forward-looking statements include information concerning possible or assumed future results of operations, including our guidance and descriptions of our business plans and strategies. These statements often include words such as “anticipate,” “expect,” “guidance,” “suggest,” “plan,” “believe,” “intend,” “estimate,” “target,” “project,” “should,” “could,” “would,” “may,” “will,” “forecast,” “outlook,” “potential,” “continues,” “seeks,” “predicts,” or the negatives of these words and other similar expressions.

    Factors that could cause actual results to differ materially from those described in the forward-looking statements, or that could materially affect our financial results or such forward-looking statements include:

    • macroeconomic effects and changes in market conditions, including the impact of inflation, risk of recession, and industry trends and adverse developments in the debt, consumer credit and financial services markets, including the impact on the carrying value of our assets in all of the markets where we operate;
    • our ability to provide competitive services and prices;
    • our ability to retain or renew existing agreements with large or long-term customers;
    • our ability to maintain the security and integrity of our data;
    • our ability to deliver services timely without interruption;
    • our ability to maintain our access to data sources;
    • government regulation and changes in the regulatory environment;
    • litigation or regulatory proceedings;
    • our ability to effectively manage our costs;
    • our efforts to execute our transformation plan and achieve the anticipated benefits and savings;
    • our ability to remediate existing material weakness in our internal control over financial reporting and maintain effective internal control over financial reporting and disclosure controls and procedures;
    • economic and political stability in the United States and international markets where we operate;
    • our ability to effectively develop and maintain strategic alliances and joint ventures;
    • our ability to timely develop new services and the market’s willingness to adopt our new services;
    • our ability to manage and expand our operations and keep up with rapidly changing technologies;
    • our ability to acquire businesses, successfully secure financing for our acquisitions, timely consummate our acquisitions, successfully integrate the operations of our acquisitions, control the costs of integrating our acquisitions and realize the intended benefits of such acquisitions;
    • our ability to protect and enforce our intellectual property, trade secrets and other forms of unpatented intellectual property;
    • our ability to defend our intellectual property from infringement claims by third parties;
    • geopolitical conditions and other risks associated with our international operations;
    • the ability of our outside service providers and key vendors to fulfill their obligations to us;
    • further consolidation in our end-customer markets;
    • the increased availability of free or inexpensive consumer information;
    • losses against which we do not insure;
    • our ability to make timely payments of principal and interest on our indebtedness;
    • our ability to satisfy covenants in the agreements governing our indebtedness;
    • our ability to maintain our liquidity;
    • share repurchase plans; and
    • our reliance on key management personnel.

    There may be other factors, many of which are beyond our control, that may cause our actual results to differ materially from the forward-looking statements, including factors disclosed in our Annual Report on Form 10-K for the year ended December 31, 2023, and any subsequent Quarterly Report on Form 10-Q or Current Report on Form 8-K filed with the Securities and Exchange Commission. You should evaluate all forward-looking statements made in this report in the context of these risks and uncertainties.

    The forward-looking statements contained in this earnings release speak only as of the date of this earnings release. We undertake no obligation to publicly release the result of any revisions to these forward-looking statements to reflect the impact of events or circumstances that may arise after the date of this earnings release.

    For More Information

    TRANSUNION AND SUBSIDIARIES
    Consolidated Balance Sheets (Unaudited)
    (in millions, except per share data)

        September 30,
    2024    		   December 31,
    2023
    Assets        
    Current assets:        
    Cash and cash equivalents   $ 643.2     $ 476.2  
    Trade accounts receivable, net of allowance of $18.2 and $16.4     798.4       723.0  
    Other current assets     228.2       275.9  
    Total current assets     1,669.8       1,475.1  
    Property, plant and equipment, net of accumulated depreciation and amortization of $858.3 and $804.4     181.5       199.3  
    Goodwill     5,184.5       5,176.0  
    Other intangibles, net of accumulated amortization of $3,055.8 and $2,719.8     3,356.9       3,515.3  
    Other assets     661.1       739.4  
    Total assets   $ 11,053.8     $ 11,105.1  
    Liabilities and stockholders’ equity        
    Current liabilities:        
    Trade accounts payable   $ 319.4     $ 251.3  
    Short-term debt and current portion of long-term debt     66.5       89.6  
    Other current liabilities     609.8       661.8  
    Total current liabilities     995.7       1,002.7  
    Long-term debt     5,134.9       5,250.8  
    Deferred taxes     481.8       592.9  
    Other liabilities     120.2       153.2  
    Total liabilities     6,732.6       6,999.6  
    Stockholders’ equity:        
    Common stock, $0.01 par value; 1.0 billion shares authorized at September 30, 2024 and December 31, 2023, 201.4 million and 200.0 million shares issued at September 30, 2024 and December 31, 2023, respectively, and 194.9 million and 193.8 million shares outstanding as of September 30, 2024 and December 31, 2023, respectively     2.0       2.0  
    Additional paid-in capital     2,524.3       2,412.9  
    Treasury stock at cost, 6.6 million and 6.2 million shares at September 30, 2024 and December 31, 2023, respectively     (333.0 )     (302.9 )
    Retained earnings     2,312.6       2,157.1  
    Accumulated other comprehensive loss     (289.5 )     (260.9 )
    Total TransUnion stockholders’ equity     4,216.4       4,008.2  
    Noncontrolling interests     104.8       97.3  
    Total stockholders’ equity     4,321.2       4,105.5  
    Total liabilities and stockholders’ equity   $ 11,053.8     $ 11,105.1  
     

    TRANSUNION AND SUBSIDIARIES
    Consolidated Statements of Operations (Unaudited)
    (in millions, except per share data)

        Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
         2024     2023     2024     2023 
    Revenue   $ 1,085.0     $ 968.7     $ 3,147.0     $ 2,876.9  
    Operating expenses                
    Cost of services (exclusive of depreciation and amortization below)     448.7       368.8       1,261.7       1,136.8  
    Selling, general and administrative     305.7       290.8       922.1       867.7  
    Depreciation and amortization     133.6       131.3       400.5       391.1  
    Goodwill impairment     —       414.0       —       414.0  
    Restructuring     40.5       —       66.8       —  
    Total operating expenses     928.6       1,205.0       2,651.0       2,809.6  
    Operating income (loss)     156.4       (236.3 )     495.9       67.3  
    Non-operating income and (expense)                
    Interest expense     (66.6 )     (72.7 )     (203.2 )     (217.2 )
    Interest income     7.8       5.0       19.9       15.1  
    Earnings from equity method investments     4.7       3.7       14.0       11.7  
    Other (expense) and income, net     (5.4 )     8.7       (26.2 )     (16.3 )
    Total non-operating income and (expense)     (59.6 )     (55.4 )     (195.4 )     (206.8 )
    Income (loss) from continuing operations before income taxes     96.8       (291.7 )     300.5       (139.5 )
    Provision for income taxes     (24.9 )     (22.2 )     (68.9 )     (60.1 )
    Income (loss) from continuing operations     71.9       (313.9 )     231.6       (199.6 )
    Discontinued operations, net of tax     —       (0.5 )     —       (0.7 )
    Net income (loss)     71.9       (314.4 )     231.6       (200.3 )
    Less: net income attributable to the noncontrolling interests     (3.9 )     (4.3 )     (13.4 )     (11.9 )
    Net income (loss) attributable to TransUnion   $ 68.0     $ (318.8 )   $ 218.2     $ (212.2 )
                     
    Basic earnings (loss) per common share from:                
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.12     $ (1.09 )
    Discontinued operations, net of tax     —       —       —       —  
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.12     $ (1.10 )
    Diluted earnings (loss) per common share from:                
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.09 )
    Discontinued operations, net of tax     —       —       —       —  
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.10 )
    Weighted-average shares outstanding:                
    Basic     194.6       193.4       194.3       193.3  
    Diluted     197.0       193.4       196.3       193.3  
                                     

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    TRANSUNION AND SUBSIDIARIES
    Consolidated Statements of Cash Flows (Unaudited)
    (in millions)

        Nine Months Ended September 30,
         2024    2023
    Cash flows from operating activities:        
    Net income (loss)   $ 231.6     $ (200.3 )
    Less: Discontinued operations, net of tax     —       0.7  
    Income (loss) from continuing operations     231.6       (199.6 )
    Adjustments to reconcile net income (loss) to net cash provided by operating activities:        
    Depreciation and amortization     400.5       391.1  
    Goodwill impairment     —       414.0  
    Loss on repayment of loans     2.6       3.0  
    Deferred taxes     (94.1 )     (101.3 )
    Stock-based compensation     85.6       72.9  
    Loss on early termination of lease     40.5       —  
    Other     17.9       13.1  
    Changes in assets and liabilities:        
    Trade accounts receivable     (88.9 )     (104.2 )
    Other current and long-term assets     31.4       (42.4 )
    Trade accounts payable     44.2       16.9  
    Other current and long-term liabilities     (92.8 )     (19.7 )
    Cash provided by operating activities of continuing operations     578.5       443.8  
    Cash used in operating activities of discontinued operations     —       (0.2 )
    Cash provided by operating activities     578.5       443.6  
    Cash flows from investing activities:        
    Capital expenditures     (198.7 )     (213.2 )
    Proceeds from sale/maturities of other investments     —       63.9  
    Purchases of other investments     —       (43.7 )
    Investments in nonconsolidated affiliates     (5.9 )     (36.9 )
    Proceeds from the sale of investments in nonconsolidated affiliates     3.8       —  
    Payment related to disposal of discontinued operations     —       (0.5 )
    Other     5.7       (0.1 )
    Cash used in investing activities     (195.1 )     (230.5 )
    Cash flows from financing activities:        
    Proceeds from term loans     934.9       —  
    Repayments of term loans     (927.9 )     —  
    Repayments of debt     (141.0 )     (310.9 )
    Debt financing fees     (13.5 )     —  
    Proceeds from issuance of common stock and exercise of stock options     24.5       23.1  
    Dividends to shareholders     (61.7 )     (61.4 )
    Employee taxes paid on restricted stock units recorded as treasury stock     (30.1 )     (17.6 )
    Distributions to noncontrolling interests     (4.7 )     (8.5 )
    Cash used in financing activities     (219.5 )     (375.3 )
    Effect of exchange rate changes on cash and cash equivalents     3.1       (2.2 )
    Net change in cash and cash equivalents     167.0       (164.4 )
    Cash and cash equivalents, beginning of period     476.2       585.3  
    Cash and cash equivalents, end of period   $ 643.2     $ 420.9  
     

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    TRANSUNION AND SUBSIDIARIES
    Non-GAAP Financial Measures

    We present Consolidated Adjusted EBITDA, Consolidated Adjusted EBITDA Margin, Adjusted Net Income, Adjusted Diluted Earnings per Share, Adjusted Provision for Income Taxes, Adjusted Effective Tax Rate and Leverage Ratio for all periods presented. These are important financial measures for the Company but are not financial measures as defined by GAAP. These financial measures should be reviewed in conjunction with the relevant GAAP financial measures and are not presented as alternative measures of GAAP. Other companies in our industry may define or calculate these measures differently than we do, limiting their usefulness as comparative measures. Because of these limitations, these non-GAAP financial measures should not be considered in isolation or as substitutes for performance measures calculated in accordance with GAAP, including operating income, operating margin, effective tax rate, net income attributable to the Company, diluted earnings per share or cash provided by operating activities. Reconciliations of these non-GAAP financial measures to their most directly comparable GAAP financial measures are presented in the tables below.

    We present Consolidated Adjusted EBITDA, Consolidated Adjusted EBITDA Margin, Adjusted Net Income, Adjusted Diluted Earnings per Share, Adjusted Provision for Income Taxes and Adjusted Effective Tax Rate as supplemental measures of our operating performance because these measures eliminate the impact of certain items that we do not consider indicative of our cash operations and ongoing operating performance. These are measures frequently used by securities analysts, investors and other interested parties in their evaluation of the operating performance of companies similar to ours.

    Our board of directors and executive management team use Adjusted EBITDA as an incentive compensation measure for most eligible employees and Adjusted Diluted Earnings per Share as an incentive compensation measure for certain of our senior executives.

    Under the credit agreement governing our Senior Secured Credit Facility, our ability to engage in activities such as incurring additional indebtedness, making investments and paying dividends is tied to our Leverage Ratio which is partially based on Adjusted EBITDA. Investors also use our Leverage Ratio to assess our ability to service our debt and make other capital allocation decisions.

    Consolidated Adjusted EBITDA

    Management has excluded the following items from net income attributable to TransUnion in order to calculate Adjusted EBITDA for the periods presented:

    • Discontinued operations, net of tax, as reported on our Consolidated Statements of Operations. We exclude discontinued operations, net of tax because we believe it does not reflect the underlying and ongoing performance of our business operations.
    • Net interest expense is the sum of interest expense and interest income as reported on our Consolidated Statements of Operations.
    • Provision for income taxes, as reported on our Consolidated Statements of Operations.
    • Depreciation and amortization, as reported on our Consolidated Statements of Operations.
    • Stock-based compensation is used as an incentive to engage and retain our employees. It is predominantly a non-cash expense. We exclude stock-based compensation because it may not correlate to the underlying performance of our business operations during the period since it is measured at the grant date fair value and it is subject to variability as a result of performance conditions and timing of grants. These expenses are reported within cost of services and selling, general and administrative on our Consolidated Statements of Operations.
    • Operating model optimization program represents employee separation costs, facility lease exit costs, and other business process optimization expenses incurred in connection with the transformation plan discussed further in “Results of Operations – Factors Affecting Our Results of Operations” in our Quarterly Report on Form 10-Q for the three and nine months ended September 30, 2024. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business. Further, these costs will vary and may not be comparable during the transformation initiative as we progress toward an optimized operating model. These costs are reported primarily in restructuring and selling, general and administrative on our Consolidated Statements of Operations.
    • Accelerated technology investment includes Project Rise and the final phase of our technology investment announced in November 2023. Project Rise was announced in February 2020 and was originally expected to be completed in 2022. Following our acquisition of Neustar in December 2021, we recognized the opportunity to take advantage of Neustar’s capabilities to enhance and complement our cloud-based technology already under development as part of Project Rise. As a result, we extended Project Rise’s timeline to 2024 and increased the total estimated cost to approximately $240 million. In November 2023, we announced our plans to further leverage Neustar’s technology to standardize and streamline our product delivery platforms and to build a single global platform for fulfillment of our product lines. The additional investment is expected to be approximately $90 million during 2024 and 2025 and represents the final phase of the technology investment in our global technology infrastructure and core customer applications. We expect that the accelerated technology investment will fundamentally transform our technology infrastructure by implementing a global cloud-based approach to streamline product development, increase the efficiency of ongoing operations and maintenance and enable a continuous improvement approach to avoid the need for another major technology overhaul in the foreseeable future. The unique effort to build a secure, reliable and performant hybrid cloud infrastructure requires us to dedicate separate resources in order to develop the new cloud-based infrastructure in parallel with our current on-premise environment by maintaining our existing technology team to ensure no disruptions to our customers. The costs associated with the accelerated technology investment are incremental and redundant costs that will not recur after the program has been completed and are not representative of our underlying operating performance. Therefore, we believe that excluding these costs from our non-GAAP measures provides a better reflection of our ongoing cost structure. These costs are primarily reported in cost of services and therefore do not include amounts that are capitalized as internally developed software.
    • Mergers and acquisitions, divestitures and business optimization expenses are non-recurring expenses associated with specific transactions (exploratory or executed) and consist of (i) transaction and integration costs, (ii) post-acquisition adjustments to contingent consideration or to assets and liabilities that occurred after the acquisition measurement period, (iii) fair value and impairment adjustments related to investments and call and put options, (iv) transition services agreement income, and (v) a loss on disposal of a business. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business operations and vary depending upon the timing of such transactions. These expenses are reported in costs of services, selling, general and administrative and other income and (expenses), net, on our Consolidated Statements of Operations.
    • Net other adjustments principally relate to: (i) deferred loan fee expense from debt prepayments and refinancing, (ii) currency remeasurement on foreign operations, (iii) other debt financing expenses consisting primarily of revolving credit facility deferred financing fee amortization and commitment fees and expenses associated with ratings agencies and interest rate hedging, (iv) legal and regulatory expenses, net, and (v) other non-operating (income) expense. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business and create variability between periods based on the nature and timing of the expense or income. These costs are reported in selling, general and administrative and in non-operating income and expense, net as applicable based on their nature on our Consolidated Statements of Operations.

    Consolidated Adjusted EBITDA Margin

    Management defines Consolidated Adjusted EBITDA Margin as Consolidated Adjusted EBITDA divided by total revenue as reported.

    Adjusted Net Income

    Management has excluded the following items from net income attributable to TransUnion in order to calculate Adjusted Net Income for the periods presented:

    • Discontinued operations, net of tax (see Consolidated Adjusted EBITDA above).
    • Amortization of certain intangible assets presents non-cash amortization expenses related to assets that arose from our 2012 change in control transaction and business combinations occurring after our 2012 change in control. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business operations and vary dependent upon the timing of the transactions that give rise to these assets. Amortization of intangible assets is included in depreciation and amortization on our Consolidated Statements of Operations.
    • Stock-based compensation (see Consolidated Adjusted EBITDA above).
    • Operating model optimization program (see Consolidated Adjusted EBITDA above).
    • Accelerated technology investment (see Consolidated Adjusted EBITDA above).
    • Mergers and acquisitions, divestiture and business optimization (see Consolidated Adjusted EBITDA above).
    • Net other is consistent with the definition in Consolidated Adjusted EBITDA above except that other debt financing expenses and certain other miscellaneous income and expense that are included in the adjustment to calculate Adjusted EBITDA are excluded in the adjustment made to calculate Adjusted Net Income.
    • Total adjustments for income taxes relates to the cumulative adjustments discussed below for Adjusted Provision for Income Taxes. This adjustment is made for the reasons indicated in Adjusted Provision for Income Taxes below. Adjustments related to the provision for income taxes are included in the line item by this name on our consolidated statement of operations.

    Adjusted Diluted Earnings Per Share

    Management defines Adjusted Diluted Earnings per Share as Adjusted Net Income divided by the weighted-average diluted shares outstanding.

    Adjusted Provision for Income Taxes

    Management has excluded the following items from our provision for income taxes for the periods presented:

    • Tax effect of above adjustments represents the income tax effect of the adjustments related to Adjusted Net Income described above. The tax rate applied to each adjustment is based on the nature of each line item. We include the tax effect of the adjustments made to Adjusted Net Income to provide a comprehensive view of our adjusted net income.
    • Excess tax expense (benefit) for stock-based compensation is the permanent difference between expenses recognized for book purposes and expenses recognized for tax purposes, in each case related to stock-based compensation expense. We exclude this amount from the Adjusted Provision for Income Taxes in order to be consistent with the exclusion of stock-based compensation from the calculation of Adjusted Net Income.
    • Other principally relates to (i) deferred tax adjustments, including rate changes, (ii) infrequent or unusual valuation allowance adjustments, (iii) return to provision, tax authority audit adjustments, and reserves related to prior periods, and (iv) other non-recurring items. We exclude these items because they create variability that impacts comparability between periods.

    Adjusted Effective Tax Rate

    Management defines Adjusted Effective Tax Rate as Adjusted Provision for Income Taxes divided by Adjusted income from continuing operations before income taxes. We calculate adjusted income from continuing operations before income taxes by excluding the pre-tax adjustments in the calculation of Adjusted Net Income discussed above and noncontrolling interest related to these pre-tax adjustments from income from continuing operations before income taxes.

    Leverage Ratio

    Management defines Leverage Ratio as net debt divided by Consolidated Adjusted EBITDA for the most recent twelve-month period including twelve months of Adjusted EBITDA from significant acquisitions. Since the Leverage Ratio is calculated on a trailing twelve month basis, prior period goodwill impairment is excluded as this expense may not directly correlate to the underlying performance of our business operations during that period and may vary significantly between periods. Net debt is defined as total debt less cash and cash equivalents as reported on the balance sheet as of the end of the period.

    This earnings release presents constant currency growth rates assuming foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates. This earnings release also presents organic constant currency growth rates, which assumes consistent foreign currency exchange rates between years and also eliminates the impact of our recent acquisitions. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates and the impacts of recent acquisitions.

    Free cash flow is defined as cash provided by operating activities less capital expenditures and is a measure we may refer to.

    Refer to Schedules 1 through 7 for a reconciliation of our non-GAAP financial measures to the most directly comparable GAAP financial measure.

    SCHEDULE 1
    TRANSUNION AND SUBSIDIARIES
    Revenue and Adjusted EBITDA growth rates as Reported, CC, and Organic CC
    (Unaudited)

        For the Three Months Ended September 30, 2024 compared with
    the Three Months Ended September 30, 2023    		   For the Nine Months Ended September 30, 2024 compared with
    the Nine Months Ended September 30, 2023
        Reported   CC Growth1   Organic CC
    Growth2    		   Reported   CC Growth1   Organic CC
    Growth2
    Revenue:                        
    Consolidated   12.0 %   12.2 %   12.2 %   9.4 %   9.4 %   9.4 %
    U.S. Markets   12.5 %   12.5 %   12.5 %   8.4 %   8.4 %   8.4 %
    Financial Services   17.1 %   17.1 %   17.1 %   13.5 %   13.5 %   13.5 %
    Emerging Verticals   3.3 %   3.3 %   3.3 %   4.0 %   4.0 %   4.0 %
    Consumer Interactive   21.4 %   21.3 %   21.3 %   6.0 %   6.0 %   6.0 %
    International   11.3 %   12.1 %   12.1 %   13.4 %   13.5 %   13.5 %
    Canada   6.8 %   8.6 %   8.6 %   11.5 %   12.7 %   12.7 %
    Latin America   7.2 %   12.7 %   12.7 %   11.8 %   10.9 %   10.9 %
    United Kingdom   6.0 %   3.7 %   3.7 %   4.9 %   2.5 %   2.5 %
    Africa   12.3 %   9.5 %   9.5 %   8.3 %   10.4 %   10.4 %
    India   21.5 %   23.1 %   23.1 %   25.4 %   27.0 %   27.0 %
    Asia Pacific   11.1 %   11.5 %   11.5 %   13.6 %   14.2 %   14.2 %
                             
    Adjusted EBITDA:                        
    Consolidated   10.5 %   10.9 %   10.9 %   10.9 %   11.0 %   11.0 %
    U.S. Markets   9.0 %   9.0 %   9.0 %   8.2 %   8.2 %   8.2 %
    International   13.9 %   15.3 %   15.3 %   17.4 %   17.9 %   17.9 %
    1.  Constant Currency (“CC”) growth rates assume foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates.
       
    2.  We have no inorganic revenue or Adjusted EBITDA for the periods presented. Organic CC growth rate is the CC growth rate less the inorganic growth rate.

    SCHEDULE 2
    TRANSUNION AND SUBSIDIARIES
    Consolidated and Segment Revenue, Adjusted EBITDA, and Adjusted EBITDA Margin (Unaudited)
    (dollars in millions)

      Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
       2024    2023    2024    2023
    Revenue:              
    U.S. Markets gross revenue              
    Financial Services $ 367.2     $ 313.7     $ 1,077.6     $ 949.6  
    Emerging Verticals   307.2       297.3       913.1       877.9  
    Consumer Interactive   173.7       143.1       455.1       429.4  
    U.S. Markets gross revenue $ 848.1     $ 754.0     $ 2,445.9     $ 2,256.9  
                   
    International gross revenue              
    Canada $ 39.4     $ 36.9     $ 115.9     $ 103.9  
    Latin America   33.5       31.2       100.9       90.2  
    United Kingdom   57.8       54.5       168.6       160.7  
    Africa   17.1       15.2       48.0       44.3  
    India   68.2       56.1       202.8       161.8  
    Asia Pacific   25.6       23.1       77.1       67.9  
    International gross revenue $ 241.6     $ 217.1     $ 713.3     $ 628.9  
                   
    Total gross revenue $ 1,089.6     $ 971.2     $ 3,159.2     $ 2,885.8  
                   
    Intersegment revenue eliminations              
    U.S. Markets $ (2.8 )   $ (1.0 )   $ (7.4 )   $ (4.6 )
    International   (1.9 )     (1.5 )     (4.8 )     (4.3 )
    Total intersegment revenue eliminations $ (4.7 )   $ (2.5 )   $ (12.3 )   $ (8.9 )
                   
    Total revenue as reported $ 1,085.0     $ 968.7     $ 3,147.0     $ 2,876.9  
                   
    Adjusted EBITDA:              
    U.S. Markets $ 319.9     $ 293.7     $ 920.9     $ 850.9  
    International   110.5       97.0       318.1       271.0  
    Corporate   (36.7 )     (34.5 )     (110.6 )     (104.3 )
    Adjusted EBITDA Margin:1              
    U.S. Markets   37.7 %     38.9 %     37.6 %     37.7 %
    International   45.7 %     44.7 %     44.6 %     43.1 %
    1.  Segment Adjusted EBITDA Margins are calculated using segment gross revenue and segment Adjusted EBITDA. Consolidated Adjusted EBITDA Margin is calculated using total revenue as reported and consolidated Adjusted EBITDA.
      Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
       2024     2023     2024    2023 
    Reconciliation of Net income (loss) attributable to TransUnion to consolidated Adjusted EBITDA:              
    Net income (loss) attributable to TransUnion $ 68.0     $ (318.8 )   $ 218.2     $ (212.2 )
    Discontinued operations, net of tax   —       0.5       —       0.7  
    Income (loss) from continuing operations attributable to TransUnion $ 68.0     $ (318.3 )   $ 218.2     $ (211.5 )
    Net interest expense   58.9       67.8       183.3       202.1  
    Provision for income taxes   24.9       22.2       68.9       60.1  
    Depreciation and amortization   133.6       131.3       400.5       391.1  
    EBITDA $ 285.4     $ (97.0 )   $ 870.8     $ 441.8  
    Adjustments to EBITDA:              
    Stock-based compensation   33.8       27.0       85.7       73.3  
    Goodwill impairment1   —       414.0       —       414.0  
    Mergers and acquisitions, divestitures and business optimization2   7.3       (6.0 )     17.1       24.5  
    Accelerated technology investment3   21.8       16.3       58.6       53.5  
    Operating model optimization program4   47.3       —       86.4       —  
    Net other5   (2.0 )     1.8       9.7       10.6  
    Total adjustments to EBITDA $ 108.3     $ 453.1     $ 257.5     $ 575.8  
    Consolidated Adjusted EBITDA $ 393.7     $ 356.1     $ 1,128.4     $ 1,017.6  
                   
    Net income (loss) attributable to TransUnion margin   6.3 %     (32.9 )%     6.9 %     (7.4 )%
    Consolidated Adjusted EBITDA margin5   36.3 %     36.8 %     35.9 %     35.4 %
                                   

    As a result of displaying amounts in millions, rounding differences may exist in the tables above and footnotes below.

     1.  During the three and nine months ended September 30, 2023, we recorded a goodwill impairment of $414.0 million related to our United Kingdom reporting unit in our International segment.
     2.  Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
           2024    2023     2024    2023 
      Transaction and integration costs   $ 3.6   $ 5.8     $ 7.0   $ 21.0  
      Fair value and impairment adjustments     —     (10.7 )     0.8     0.8  
      Post-acquisition adjustments     3.7     —       9.4     5.1  
      Transition services agreement income     —     (1.1 )     —     (2.4 )
      Total mergers and acquisitions, divestitures and business optimization   $ 7.3   $ (6.0 )   $ 17.1   $ 24.5  
     3.  Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities, which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform, including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Foundational Capabilities   $ 9.9   $ 8.0   $ 25.0   $ 27.7
      Migration Management     11.0     7.2     29.9     21.9
      Program Enablement     0.9     1.1     3.8     3.9
      Total accelerated technology investment   $ 21.8   $ 16.3   $ 58.6   $ 53.5
     4.  Operating model optimization consisted of the following adjustments:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
           2024    2023    2024    2023
      Employee separation   $ —   $ —   $ 24.7   $ —
      Facility exit     40.5     —     42.1     —
      Business process optimization     6.8     —     19.6     —
      Total operating model optimization   $ 47.3   $ —   $ 86.4   $ —
     5.  Net other consisted of the following adjustments:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
           2024     2023     2024     2023 
      Deferred loan fee expense from debt prepayments and refinancing   $ 0.1     $ 1.0     $ 9.2     $ 3.1  
      Other debt financing expenses     0.5       0.3       1.6       1.5  
      Currency remeasurement on foreign operations     (1.7 )     0.8       (0.4 )     6.5  
      Other non-operating (income) expense     (0.8 )     (0.3 )     (0.7 )     (0.5 )
      Total other adjustments   $ (2.0 )   $ 1.8     $ 9.7     $ 10.6  
     6.  Consolidated Adjusted EBITDA margin is calculated by dividing Consolidated Adjusted EBITDA by total revenue.


    SCHEDULE 3
    TRANSUNION AND SUBSIDIARIES
    Adjusted Net Income and Adjusted Diluted Earnings Per Share (Unaudited)
    (in millions, except per share data)

        Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
        2024   2023   2024   2023
    Income (loss) from continuing operations attributable to TransUnion   $ 68.0     $ (318.3 )   $ 218.2     $ (211.5 )
    Discontinued operations, net of tax     —       (0.5 )     —       (0.7 )
    Net income (loss) attributable to TransUnion   $ 68.0     $ (318.8 )   $ 218.2     $ (212.2 )
                     
    Weighted-average shares outstanding:                
    Basic     194.6       193.4       194.3       193.3  
    Diluted     197.0       193.4       196.3       193.3  
                     
    Basic earnings (loss) per common share from:                
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.12     $ (1.09 )
    Discontinued operations, net of tax     —       —       —       —  
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.12     $ (1.10 )
    Diluted earnings (loss) per common share from:                
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.09 )
    Discontinued operations, net of tax     —       —       —       —  
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.10 )
                     
    Reconciliation of Net income (loss) attributable to TransUnion to Adjusted Net Income:                
    Net income (loss) attributable to TransUnion   $ 68.0     $ (318.8 )   $ 218.2     $ (212.2 )
    Discontinued operations, net of tax     —       0.5       —       0.7  
    Income (loss) from continuing operations attributable to TransUnion   $ 68.0     $ (318.3 )   $ 218.2     $ (211.5 )
    Adjustments before income tax items:                
    Amortization of certain intangible assets1     71.5       72.1       214.9       221.2  
    Stock-based compensation     33.8       27.0       85.7       73.3  
    Goodwill impairment2     —       414.0       —       414.0  
    Mergers and acquisitions, divestitures and business optimization2     7.3       (6.0 )     17.1       24.5  
    Accelerated technology investment3     21.8       16.3       58.6       53.5  
    Operating model optimization program4     47.3       —       86.4       —  
    Net other5     (2.1 )     1.8       8.6       9.6  
    Total adjustments before income tax items   $ 179.6     $ 525.2     $ 471.3     $ 796.0  
    Total adjustments for income taxes6     (43.1 )     (29.5 )     (112.9 )     (85.2 )
    Adjusted Net Income   $ 204.5     $ 177.4     $ 576.6     $ 499.3  
                     
    Weighted-average shares outstanding:                
    Basic     194.6       193.4       194.3       193.3  
    Diluted     197.0       194.6       196.3       194.8  
                     
    Adjusted Earnings per Share:                
    Basic   $ 1.05     $ 0.92     $ 2.97     $ 2.58  
    Diluted   $ 1.04     $ 0.91     $ 2.94     $ 2.56  
        Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
        2024   2023   2024   2023
    Reconciliation of Diluted earnings (loss) per share from Net income (loss) attributable to TransUnion to Adjusted Diluted Earnings per Share:                
    Diluted earnings (loss) per common share from:                
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.10 )
    Discontinued operations, net of tax     —       —       —       —  
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.09 )
    Adjustments before income tax items:                
    Amortization of certain intangible assets1     0.36       0.37       1.09       1.14  
    Stock-based compensation     0.17       0.14       0.44       0.38  
    Goodwill impairment2     —       2.13       —       2.13  
    Mergers and acquisitions, divestitures and business optimization3     0.04       (0.03 )     0.09       0.13  
    Accelerated technology investment4     0.11       0.08       0.30       0.27  
    Operating model optimization program5     0.24       —       0.44       —  
    Net other6     (0.01 )     0.01       0.04       0.05  
    Total adjustments before income tax items   $ 0.91     $ 2.70     $ 2.40     $ 4.09  
    Total adjustments for income taxes7     (0.22 )     (0.15 )     (0.57 )     (0.44 )
    Adjusted Diluted Earnings per Share   $ 1.04     $ 0.91     $ 2.94     $ 2.56  
     

    Each component of earnings per share is calculated independently, therefore, rounding differences exist in the table above.

     1.  Consists of amortization of intangible assets from our 2012 change-in-control transaction and amortization of intangible assets established in business acquisitions after our 2012 change-in-control transaction.
     2.  During the three and nine months ended September 30, 2023, we recorded a goodwill impairment of $414.0 million related to our United Kingdom reporting unit in our International segment.
     3.  Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Transaction and integration costs   $ 3.6   $ 5.8     $ 7.0   $ 21.0  
      Fair value and impairment adjustments     —     (10.7 )     0.8     0.8  
      Post-acquisition adjustments     3.7     —       9.4     5.1  
      Transition services agreement income     —     (1.1 )     —     (2.4 )
      Total mergers and acquisitions, divestitures and business optimization   $ 7.3   $ (6.0 )   $ 17.1   $ 24.5  
     4.  Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform, including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Foundational Capabilities   $ 9.9   $ 8.0   $ 25.0   $ 27.7
      Migration Management     11.0     7.2     29.9     21.9
      Program Enablement     0.9     1.1     3.8     3.9
      Total accelerated technology investment   $ 21.8   $ 16.3   $ 58.6   $ 53.5
     5.  Operating model optimization consisted of the following adjustments:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Employee separation   $ —   $ —   $ 24.7   $ —
      Facility exit     40.5     —     42.1     —
      Business process optimization     6.8     —     19.6     —
      Total operating model optimization   $ 47.3   $ —   $ 86.4   $ —
     6.  Net other consisted of the following adjustments:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Deferred loan fee expense from debt prepayments and refinancing   $ 0.1     $ 1.0   $ 9.2     $ 3.1
      Currency remeasurement on foreign operations     (1.7 )     0.8     (0.4 )     6.5
      Other non-operating (income) and expense     (0.5 )     —     (0.2 )     —
      Total other adjustments   $ (2.1 )   $ 1.8   $ 8.6     $ 9.6
     7.  Total adjustments for income taxes represents the total of adjustments discussed to calculate the Adjusted Provision for Income Taxes.

    SCHEDULE 4
    TRANSUNION AND SUBSIDIARIES
    Adjusted Provision for Income Taxes and Adjusted Effective Tax Rate (Unaudited)
    (dollars in millions)

      Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
      2024   2023   2024   2023
    Income (loss) from continuing operations before income taxes $ 96.8     $ (291.7 )   $ 300.5     $ (139.5 )
    Total adjustments before income tax items from Schedule 3   179.6       525.2       471.3       796.0  
    Adjusted income (loss) from continuing operations before income taxes $ 276.4     $ 233.5     $ 771.8     $ 656.5  
                   
    Reconciliation of Provision for income taxes to Adjusted Provision for Income Taxes:              
    Provision for income taxes   (24.9 )     (22.2 )     (68.9 )     (60.1 )
    Adjustments for income taxes:              
    Tax effect of above adjustments   (41.8 )     (27.9 )     (108.5 )     (90.1 )
    Eliminate impact of excess tax (benefit) expense for stock-based compensation   (2.3 )     0.7       (1.4 )     2.7  
    Other1   0.9       (2.2 )     (3.0 )     2.2  
    Total adjustments for income taxes $ (43.1 )   $ (29.5 )   $ (112.9 )   $ (85.2 )
    Adjusted Provision for Income Taxes $ (68.0 )   $ (51.7 )   $ (181.8 )   $ (145.3 )
                   
    Effective tax rate   25.7 %     (7.6 )%     22.9 %     (43.1 )%
    Adjusted Effective Tax Rate   24.6 %     22.2 %     23.6 %     22.1 %
                                   

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

      1.  Other adjustments for income taxes include:
          Three Months Ended
    September 30,    		   Nine Months Ended
    September 30,
          2024   2023   2024   2023 
      Deferred tax adjustments   $ 3.8     $ (0.2 )   $ (1.4 )   $ 0.6  
      Valuation allowance adjustments     (2.3 )     (1.9 )     (2.1 )     (0.8 )
      Return to provision, audit adjustments, and reserves related to prior periods     (1.2 )     1.4       1.2       2.6  
      Other adjustments     0.7       (1.6 )     (0.7 )     (0.3 )
      Total other adjustments   $ 0.9     $ (2.2 )   $ (3.0 )   $ 2.2  
     

    SCHEDULE 5
    TRANSUNION AND SUBSIDIARIES
    Leverage Ratio (Unaudited)
    (dollars in millions)

        Trailing Twelve
    Months Ended
    September 30, 2024
    Reconciliation of Net income attributable to TransUnion to Consolidated Adjusted EBITDA:    
    Net income attributable to TransUnion   $ 224.2
    Net interest expense     248.6
    Provision for income taxes     53.6
    Depreciation and amortization     533.8
    EBITDA   $ 1,060.2
    Adjustments to EBITDA:    
    Stock-based compensation   $ 113.0
    Mergers and acquisitions, divestitures and business optimization1     27.2
    Accelerated technology investment2     75.6
    Operating model optimization program3     164.0
    Net other4     14.4
    Total adjustments to EBITDA   $ 394.3
    Leverage Ratio Adjusted EBITDA   $ 1,454.5
         
    Total debt   $ 5,201.4
    Less: Cash and cash equivalents     643.2
    Net Debt   $ 4,558.2
         
    Ratio of Net Debt to Net income attributable to TransUnion     20.3
    Leverage Ratio     3.1

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    1.  Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:
          Trailing Twelve
    Months Ended
    September 30, 2024
      Transaction and integration costs   $ 16.9  
      Fair value and impairment adjustments     10.3  
      Post-acquisition adjustments     0.1  
      Transition services agreement income     (0.1 )
      Total mergers and acquisitions, divestitures and business optimization   $ 27.2  
    2.  Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:
          Trailing Twelve
    Months Ended
    September 30, 2024
      Foundational Capabilities   $         33.0        
      Migration Management             37.5        
      Program Enablement             5.1        
      Total accelerated technology investment   $         75.6        
    3.  Operating model optimization consisted of the following adjustments:
          Trailing Twelve
    Months Ended
    September 30, 2024
      Employee separation   $         96.6        
      Facility exit             45.5        
      Business process optimization             21.9        
      Total operating model optimization   $         164.0        
    4.  Net other consisted of the following adjustments:
          Trailing Twelve
    Months Ended
    September 30, 2024
      Deferred loan fee expense from debt prepayments and refinancings   $ 15.4  
      Other debt financing expenses     2.3  
      Currency remeasurement on foreign operations     (2.2 )
      Other non-operating (income) and expense     (1.2 )
      Total other adjustments   $ 14.4  
       

    SCHEDULE 6
    TRANSUNION AND SUBSIDIARIES
    Segment Depreciation and Amortization (Unaudited)
    (in millions)

      Three Months Ended September 30,   Nine Months Ended September 30,
       2024    2023    2024    2023
                   
    U.S. Markets $ 99.3   $ 99.3   $ 299.4   $ 292.3
    International   33.4     31.0     98.1     95.5
    Corporate   1.0     1.1     3.0     3.3
    Total depreciation and amortization $ 133.6   $ 131.3   $ 400.5   $ 391.1
     

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    SCHEDULE 7
    TRANSUNION AND SUBSIDIARIES
    Reconciliation of Non-GAAP Guidance (Unaudited)
    (in millions, except per share data)

      Three Months Ended December 31, 2024   Twelve Months Ended December 31, 2024
      Low   High   Low   High
    Guidance reconciliation of Net income attributable to TransUnion to Adjusted EBITDA:              
    Net income attributable to TransUnion $ 65     $ 77     $ 284     $ 295  
    Interest, taxes and depreciation and amortization   216       219       868       872  
    EBITDA $ 281     $ 296     $ 1,152     $ 1,167  
    Stock-based compensation, mergers, acquisitions divestitures and business optimization-related expenses and other adjustments1   79       79       336       336  
    Adjusted EBITDA $ 360     $ 375     $ 1,488     $ 1,503  
                   
    Net income attributable to TransUnion margin   6.4 %     7.4 %     6.8 %     7.1 %
    Consolidated Adjusted EBITDA margin2   35.5 %     36.2 %     35.8 %     36.0 %
                   
    Guidance reconciliation of Diluted earnings per share to Adjusted Diluted Earnings per Share:              
    Diluted earnings per share $ 0.34     $ 0.39     $ 1.45     $ 1.51  
    Adjustments to diluted earnings per share1   0.58       0.58       2.42       2.42  
    Adjusted Diluted Earnings per Share $ 0.92     $ 0.98     $ 3.87     $ 3.93  
     

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    1. These adjustments include the same adjustments we make to our Adjusted EBITDA and Adjusted Net Income as discussed in the Non-GAAP Financial Measures section of our Earnings Release.
    2. Consolidated Adjusted EBITDA margin is calculated by dividing Consolidated Adjusted EBITDA by total revenue.

    The MIL Network –

  • MIL-OSI Asia-Pac: Dr. Mansukh Mandaviya Chairs Stakeholders Consultation Meeting with Athletes and Coaches on Draft National Sports Governance Bill 2024

    Source: Government of India (2)

    Dr. Mansukh Mandaviya Chairs Stakeholders Consultation Meeting with Athletes and Coaches on Draft National Sports Governance Bill 2024

    More we empower our coaches, the better they will be able to produce outstanding athletes for the nation: Dr. Mandaviya

    Draft Bill to Establish Comprehensive Framework for Sportspersons Development and Welfare: Union Minister

    Posted On: 23 OCT 2024 3:55PM by PIB Delhi

    Union Minister of Youth Affairs & Sports and Labour & Employment, Dr. Mansukh Mandaviya chaired a stakeholders’ consultation meeting to discuss the Draft National Sports Governance Bill 2024 in New Delhi today. This consultation is part of a series of meetings being held with various stakeholders to gather inputs on the Draft Bill, aimed at shaping a robust governance framework for sports in India.

    In his address, Dr. Mandaviya emphasized that the Draft National Sports Governance Bill 2024 aims to establish a comprehensive framework to promote the development and welfare of sportspersons, ensure ethical governance, and provide effective dispute resolution mechanisms. “The Bill has been drafted with a holistic approach, keeping in mind the diverse needs of athletes, coaches, and other stakeholders,” he added.

    Dr. Mandaviya invited participants to share their insights and suggestions, stating, “You have been called here for your valuable inputs to make this Bill more effective so that athletes, coaches, and other stakeholders can truly benefit.” He acknowledged the significant role of coaches in nurturing sports talent, saying, “I am clear that the more we empower our coaches, the better they will be able to produce outstanding athletes for the nation.”

    Union Minister also stressed the potential of India’s youth and the importance of channelling their talent in the right direction. “There is no shortage of youth, talent, or brainpower in our country. Our aim is to provide them with the right direction in the spirit of good governance,” he remarked.

    During the meeting, athletes and coaches expressed their appreciation for the opportunity to contribute to the discussion on the Draft Bill. They shared their suggestions and emphasized that this initiative marks a positive step toward inclusive and athlete-centric governance in Indian sports.

    The event witnessed participation from a diverse group of distinguished athletes, including Arjuna Awardees, Khel Ratna Awardees, Olympians, Paralympians, and Dronacharya award winning coaches. Approximately 40 sportspersons and coaches attended the meeting in person, while around 120 joined virtually. Prominent former and current sportspersons and coaches such as Ronjon Sodhi, Mansher Singh, Neeraj Chopra, Gurbax Singh, Ashok Kumar Dhyan Chand, Bhawani Devi, Nikhat Zareen, Ankur Dhama, Maha Singh Rao, Dr. Satya Pal Singh, among others, gave their views and suggestions on the draft Bill. 

    Ministry of Youth Affairs and Sports has put in public domain the Draft National Sports Governance Bill, 2024 for inviting comments/suggestions of general public and the stakeholders, as part of pre-legislative consultation process. Stakeholders and general public have been requested to send suggestions/comments to the Ministry preferably by email at email id draft.sportsbill[at]gov[dot]inby 25.10.2024.

    Draft National Sports Governance Bill 2024 can be accessed at  https://yas.nic.in/sports/draft-national-sports-governance-bill-2024-inviting-comments-suggestions-general-public-and.

    *****

    Himanshu Pathak

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    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: IFFI 2024 celebrates Australia’s Rich Film Traditions and Vibrant Cinema Culture

    Source: Government of India

    IFFI 2024 celebrates Australia’s Rich Film Traditions and Vibrant Cinema Culture

    Australia to be the “Country of Focus” at the 55th edition of the International Film Festival of India

    Australia-India Co-Production Panel to explore collaboration opportunities at ‘Film Bazaar’

    Academy award winning Cinematographer John Seale to host Master Class at IFFI 2024

    Posted On: 23 OCT 2024 3:05PM by PIB Mumbai

    #IFFIWood, 23rd October 2024

    The Ministry of Information & Broadcasting is proud to announce that Australia has been nominated as the “Country of Focus” at the 55th edition of the International Film Festival of India (IFFI), to be held in Goa from 20th November to 28th November 2024. This special recognition aims to celebrate the dynamic contributions of Australian cinema to the global film industry, highlighting its rich storytelling traditions, vibrant film culture and innovative cinematic techniques.  India & Australia are already parties to an Audio Visual Co-production Treaty.

     

     

    Country of Focus at IFFI

    The “Country of Focus” segment is a key feature of IFFI, offering a dedicated showcase of a nation’s best contemporary films. Australia’s diverse cultural background and globally acclaimed filmmakers have had a lasting impact on cinema, making it a fitting selection for this year. This inclusion reflects the strengthening collaboration between the Indian and Australian film industries.

    Showcase of Australian Films

    IFFI will present a carefully curated selection of seven Australian films, offering a diverse blend of genres, from critically acclaimed dramas to powerful documentaries, visually stunning thrillers, and light-hearted comedies. These films will showcase the unique cultural identity of Australia, reflecting the vibrant spectrum of stories from its indigenous and contemporary communities.

    Participation in Film Bazaar

    Film Bazaar, the largest South Asian film market held alongside the International Film Festival of India (IFFI), will see a sizeable Australian participation with a strong delegation from Screen Australia, State Screen Commissions and also Ausfilm, the agency promoting Australia as a filming destination. They will showcase their offerings including Australian locations and incentives at the special Film Office exhibition area. The Film Bazaar will also see a Producers’ delegation with upto six producers receiving funding from the Australian Government to attend Film Bazaar and explore co-production opportunities. There will also be a special Australian Co-production Day at the Film Bazaar where filmmaker delegates from both the countries will be given an opportunity to network. Film Bazaar has also selected the Australian project Home Before Night as one of its official entries in the Co-Production Market.

     

    Australia-India Film Co-Production Panel

    In line with the growing collaboration between the Indian and Australian film industries, a dedicated panel discussion in the Knowledge Series will focus on co-production opportunities between the two countries. Featuring producers and industry experts, the panel will explore the creative and logistical aspects of co-productions and highlight successful ventures.

    Master Class by Cinematographer John Seale

    A major attraction will be a Cinematography Master Class led by Academy Award-winning cinematographer John Seale, known for his work on iconic films such as Mad Max: Fury Road and The English Patient. This session will delve into his artistic journey and offer invaluable technical insights to budding filmmakers and enthusiasts.

    The 55th IFFI is set to be an exhilarating celebration of world cinema, bringing together an eclectic mix of films from across the globe, stimulating panel discussions, engaging workshops, and exclusive screenings. This year’s “Country of Focus” spotlight on Australia is sure to enhance IFFI’s mission of fostering cultural exchange and promoting cinematic art that transcends borders.

    Founded in 1952, the International Film Festival of India is one of Asia’s most significant film festivals, serving as a platform for filmmakers worldwide to present their works. Held annually in Goa, IFFI attracts directors, producers, actors, and film enthusiasts to celebrate the finest in world cinema.

                                                   

     

    PIB IFFI CAST AND CREW | Dharmendra/ Rajith/ Kshitij/ Nikita/ Sriyanka/ Priti IFFI 55 – 3

    Follow us on social media:  @PIBMumbai     /PIBMumbai     /pibmumbai   pibmumbai[at]gmail[dot]com   /PIBMumbai     /pibmumbai

     

     

     

     

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  • MIL-OSI Asia-Pac: Government of India, under the leadership of Prime Minister Shri Narendra Modi, to commemorate 150th birth anniversary of Sardar Patel with a two-year-long nationwide celebration from 2024 to 2026 to honor his monumental contributions

    Source: Government of India

    Government of India, under the leadership of Prime Minister Shri Narendra Modi, to commemorate 150th birth anniversary of Sardar Patel with a two-year-long nationwide celebration from 2024 to 2026 to honor his monumental contributions

    Announcing the decision Union Home Minister Shri Amit Shah says, this celebration will serve as a testament to Sardar Patel’s remarkable achievements and the spirit of unity that he epitomized

    Sardar Patel Ji’s enduring legacy as the visionary behind the establishment of one of the world’s most robust democracies and his pivotal role in unifying India from Kashmir to Lakshadweep remains indelible

    Posted On: 23 OCT 2024 3:20PM by PIB Delhi

    Union Home Minister and Minister of Cooperation, Shri Amit Shah has announced that the Government of India, under the leadership of Prime Minister Shri Narendra Modi, will commemorate 150th birth anniversary of Sardar Patel with a two-year-long nationwide celebration from 2024 to 2026.

    Announcing this decision in a post on X platform, Union Home Minister and Minister of Cooperation said that “Sardar Patel Ji’s enduring legacy as the visionary behind the establishment of one of the world’s most robust democracies and his pivotal role in unifying India from Kashmir to Lakshadweep remains indelible. To honor his monumental contributions, the government of India, under the leadership of PM Shri Narendra Modi Ji, will commemorate his 150th birth anniversary with a two-year-long nationwide celebration from 2024 to 2026. This celebration will serve as a testament to his remarkable achievements and the spirit of unity that he epitomized.”

    *****

    RK / VV / RR / PS

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    Read this release in: Hindi

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  • MIL-OSI Asia-Pac: English Translation of Prime Minister’s Remarks at the Closed Plenary of the 16th BRICS Summit

    Source: Government of India

    Posted On: 23 OCT 2024 3:25PM by PIB Delhi

    Your Highness,
    Excellencies,

    I express my heartfelt gratitude to President Putin for the wonderful organisation of todays, meeting.

    I am very pleased that we are meeting for the first time today, as the extended BRICS Family.I warmly welcome all the new friends that have joined the BRICS family.

    I congratulate President Putin for Russia’s successful Presidency of BRICS over the last one year.

    Friends,

    Our meeting is taking place at a time, when the world is facing several pressing challenges such as wars, economic uncertainty, climate change and terrorism. The world is talking about the North South divide and the East West divide.

    Preventing inflation, ensuring food security, energy security , health security, water security, are matters of priority for all countries in the world.

    And in this era of technology, new challenges have emerged such as cyber deepfake, disinformation.

    At such a time, there are high expectations of BRICS. I believe that as a diverse and inclusive platform, BRICS can play a positive role in all areas.

    In this regard, our approach must remain people centric.We have to give the world the message that BRICS is not a divisive organisation but one that works in the interest of humanity.

    We support dialogue and diplomacy, not war. And just as we were able to overcome a challenge like COVID together, we are certainly able to create new opportunities to ensure a secure , strong and prosperous future for future generations.

    In order to counter terrorism and Terror financing, we need the single minded, firm support of all. There is no place for double standards on this serious matter. We need to take active steps to stop radicalization of youth in our countries.

    We must work together on the long pending matter in the UN of the Comprehensive Convention on International Terrorism.

    The same way, we need to work on global regulations for cyber security and for safe and secure AI.

    Friends,

    India is ready to welcome new countries into BRICS as Partner Countries.

    In this regard all decisions should be taken by consensus, and the views of BRICS founding members should be respected. The Guiding principles , standards, criteria and procedures adopted during the Johanesburg summit, should be complied with by all members and partner countries.

    Friends,

    BRICS is an organisation, which is willing to evolve with time.By giving our own example to the world we must collectively and in a united manner, raise our voice for reforms of global institutions.

    We must move forward in a time bound manner on reforms in global institutions such as the UN Security Council, Multilateral development banks, and the WTO.

    As we take our efforts forward in BRICS, we must be careful to ensure that this organisation does not acquire the image of one that is trying to replace global instutions, instead of being perceived as one that wishes to reform them.

    The hopes , aspirations and expectations of the countries of the Global south must also be kept in mind. During our Voice of Global South Summits and G20 Presidency, India put the voices of these countries on the global stage.I am pleased that these efforts are being strengthened under BRICS as well.Last year countries of Africa were integrated into BRICS.

    This year, as well, several countries of the Global south have been invited by Russia.

    Friends,

    The BRICS grouping , created by the confluence of different viewpoints and ideologies, is a source of inspiration for the world,fostering positive cooperation.

    Our diversity, respect for each other and our tradition of moving forward on the basis of consensus, are the basis for our cooperation.This quality of ours, and our BRICS spirit, are attracting other countries as well to this forum. I am confident that in the times to come we will together make this unique platform a model for dialogue, cooperation and coordination.

    In this regard, as a Founding member of BRICS, India will always continue to fulfill its responsibilities.

    Once again, a big thank you to all of you.

    DISCLAIMER – This is the approximate translation of Prime Minister’s remarks. Original remarks were delivered

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: Shri Dharmendra Pradhan addresses Australian International Education Conference

    Source: Government of India (2)

    Shri Dharmendra Pradhan addresses Australian International Education Conference

    Shri Dharmendra Pradhan holds a bilateral meeting with his Australian counterpart Hon. Jason Clare, MP in Melbourne

    Establishment of Australian university campuses in India just the beginning, much more potential to be realized – Shri Dharmendra Pradhan

    Cooperation in education is the fulcrum of India-Australia relationship – Shri Dharmendra Pradhan

    NEP 2020 has transformed India’s learning landscape into a powerhouse of possibilities – Shri Dharmendra Pradhan

    As a ‘Vishwa-Bandhu’, India is committed to being a trusted partner in human-centric development – Shri Dharmendra Pradhan

    By 2035 one in four people around the world who get a university degree will get it in India – Hon. Jason Clare, MP

    Posted On: 23 OCT 2024 3:09PM by PIB Delhi

    Union Minister for Education, Shri Dharmendra Pradhan, delivered the plenary speech at the Australian International Education Conference in Melbourne, Australia, today. Shri Pradhan also held a Bilateral Meeting with his counterpart Minister for Education, Government of Australia, Mr. Jason Clare MP. Members of the Indian delegation, heads of the universities of both countries, and other dignitaries were also present at the event.

    Shri Pradhan in his speech commended the strong and evolving partnership between India and Australia that ties the history of the two countries and will also pave the way for a brighter future together. He also reaffirmed the further strengthening of these ties under the visionary leadership of Prime Minister Shri Narendra Modi and Prime Minister of Australia Mr. Anthony Albanese.

    Shri Pradhan also highlighted that in the 4th Industrial Revolution, education must prepare students to be creators and managers of technology. India’s National Education Policy provides a framework emphasising digital literacy, soft skills, critical thinking, and interdisciplinary studies to adapt to evolving job markets, he added.

    Shri Pradhan emphasized that cooperation in education is the fulcrum of the India-Australia relationship. He stated that the main objective is to enhance India’s education system into a competency-based framework, focusing on skills-based education as outlined in India’s National Education Policy (NEP).

    The Minister spoke about how NEP 2020 has transformed India’s learning landscape into a powerhouse of possibilities, the enduring India-Australia ties and the remarkable strides made in education cooperation powered by NEP 2020. The establishment of Australian university campuses in India is just the beginning, with much more potential to be realized, he added.

    He also added that together, the countries can advance knowledge, leverage technology for global challenges, and create endless opportunities for innovation and entrepreneurship for the students.

    The Minister also expressed that as a ‘Vishwa-Bandhu’, India is committed to being a trusted partner in human-centric development. The idea is to build and nurture global citizens, contributing to a brighter future for the next generation, he said.

    Mr. Jason Clare MP, in his speech, emphasised the importance of a good education system that can change more than just lives. It can change nations, he added. Commending India’s education systems, he said that by 2035 one in four people around the world who get a university degree will get it in India. He mentioned how Australian universities like Deakin had been in India for 30 years and now Wollongong has one campus. He expressed his gratitude to Shri Pradhan for encouraging these initiatives. He also praised the work the six Innovative Research Universities are doing by exploring options for a consortium campus in India.

    Earlier in the day, Shri Pradhan also met Mr. Jason Clare MP for a discussion regarding shared priorities of India and Australia in early childhood care, capacity building of teachers, and the potential for school twinning initiatives. Building on the strong institutional linkages between Indian and Australian higher education institutions, they agreed to further strengthen the partnership in critical and emerging technologies. They also explored the possibility of establishing branch campuses of Australian universities in India.

    During these discussions, Shri Pradhan also met the Assistant Minister of Foreign Affairs, Mr. Tim Watts MP.

    Shri Pradhan met Mrs. Jacinta Allan MP, Premier of Victoria, Australia. He highlighted that Victoria is home to the largest Indian diaspora in Australia. They had engaging conversations on ways to strengthen institutional linkages of schools and universities in Victoria with India.

    Shri Pradhan also visited South Melbourne Primary School and engaged with young learners. He explored the school’s innovative approaches to early childhood education. He emphasized how NEP 2020 in India places a strong focus on Early Childhood Care and Education (ECCE), which is essential for a child’s holistic development. He reaffirmed his commitment to adopting global best practices to make early learning universal, enjoyable, and stress-free.

    Shri Dharmendra Pradhan visited the Royal Melbourne Institute of Technology (RMIT), a hub for technology, design, and enterprise. He explored their ‘Discovery to Device’ med-tech facility, fast-tracking ideas to products. He also appreciated the university’s emphasis on industry experience, hands-on skills, and focus on transforming ideas into products. Shri Pradhan explored how RMIT can partner and work with top Indian HEIs to equip Indian students with future skills and jobs.

    Discovery to Device transforms ideas into products, through prototyping and scale-up manufacture, to create real-world impact.

    Shri Pradhan also visited Monash University, which has notably welcomed Indian students since the late 1960s. Shri Pradhan received key insights into the university’s research & innovation ecosystem and their plans to strengthen educational ties with Indian institutions through its New India Plan. He also toured the Innovation Lab & Center for Nanofabrication— commending their impressive facilities supporting talent in driving ideas into impactful innovations.

    In a significant move to enhance bilateral cooperation in the education sector, Shri Pradhan is visiting Australia from 22 to 26 October 2024. The visit is expected to foster collaboration, participation, and synergy in critical areas of mutual interest in education. Earlier this week from 20-21 October, Shri Pradhan visited Singapore and met the Prime Minister, Deputy Prime Minister, Education Minister and other dignitaries to expand bilateral cooperation in skill-based education and research.

    *****

    SS/AK

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  • MIL-OSI Asia-Pac: Ministry of Mines Organizes One-Day Workshop on Study on State Best Practices in Mining in Collaboration with FIMI

    Source: Government of India

    Posted On: 23 OCT 2024 2:51PM by PIB Delhi

    The Ministry of Mines, in collaboration with the Federation of Indian Mineral Industries (FIMI) successfully organized a one-day workshop on Study on State Best Practices in Mining, in Delhi today. It was attended by representatives of 20 States and from mining industry. This interactive workshop aimed at building an understanding on various initiatives & policy reforms undertaken by the States. The objective of the study is to assess and identify the different best practices that State governments have implemented/ adopted within their jurisdictions and showcase how other States can replicate/ adopt these practices to further improve mining sector growth. This Study will complement the on-going work of the Ministry to develop a State Mining Index, the Framework of which was issued to the States in September for data submission.

    The Secretary, Ministry of Mines, Govt. of India, Shri V. L. Kantha Rao was the Chief Guest at the inaugural session of the workshop. In his keynote address, Shri Rao emphasized the crucial role of States in fostering a strong regulatory environment by introducing innovative policies, initiatives, and administrative measures that drive impactful and sustainable progress of the sector. Emphasizing the active participation of States being important in successful completion of study, he encouraged the representatives from the States to share the information on best practices undertaken/ adopted by them.

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    ST

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    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: ICG implements preventive measures in view of Cyclone Dana’s likely landfall along West Bengal & Odisha coasts

    Source: Government of India

    ICG implements preventive measures in view of Cyclone Dana’s likely landfall along West Bengal & Odisha coasts  

    Vessels & aircraft strategically positioned; Weather warnings & safety advisories being broadcast; Disaster relief teams on standby

    Posted On: 23 OCT 2024 2:49PM by PIB Delhi

    As Cyclone Dana is forecast to make landfall on October 24-25, 2024 along the coasts of West Bengal and Odisha, Indian Coast Guard (ICG) Region (North-East) has implemented a series of preventive measures to safeguard lives and property at sea. The ICG has been closely monitoring the situation and has taken proactive steps to ensure preparedness for dealing with any emergency arising from the cyclone’s impact. 

    ICG has tasked ships, aircraft and Remote Operating Stations at West Bengal and Odisha to broadcast regular weather warnings and safety advisories to fishermen and mariners. These alerts are being transmitted continuously to all fishing vessels, urging them to return to shore immediately and seek safe shelter.

    The ICG has mobilised its vessels and aircraft, positioning them strategically to respond swiftly to any emergency situation at sea. Additionally, ICG personnel are working in coordination with local administrations and disaster management authorities to ensure a coordinated and effective response.

    Fishing communities along the coastline have been informed through various channels, including village heads, to avoid venturing into the sea until the cyclone passes. The ICG is on high alert, with its dedicated disaster relief teams and assets ready to provide assistance, rescue & relief operations.

     ***

    SR/Savvy/KB

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  • MIL-OSI Asia-Pac: Mid Term Progress of Ministry of Steel under Special Campaign 4.0 for Disposal of Pending Matters

    Source: Government of India (2)

    Posted On: 23 OCT 2024 1:54PM by PIB Delhi

    Ministry of Steel, in collaboration with its CPSEs has initiated efforts and prepared action plans for implementing Special Campaign for Disposal of Pending Matters (SCDPM) 4.0 from 02 October 2024 to 31 October 2024.

    The SCDPM aims to systematically address and dispose of pending references across various categories, including Member of Parliament (MP) references, Prime Minister’s Office (PMO) references, VIP and Cabinet references, State Government references, and CPGRAM matters and other important matters.

    The mid-term progress of SCDPM 4.0 highlights significant achievements, with 87% of references from Members of Parliament already replied to and 80% of the public grievances target reached. Additionally, 9,690 physical files have been weeded out, freeing up 21,379 sq. ft. of space due to scrap disposal and file weeding. Out of a target of 375, 159 cleanliness campaigns have been conducted so far. Regular review meetings with nodal officers of CPSEs are also being held to monitor progress effectively.

     

    One Stop Centre functionaries in MECON Delhi Office carried out cleaning of drainage, grass cutting and cleanliness drive under ongoing Special Campaign 4.0 

          

               BEFORE                                                                AFTER                        

     

    One Stop functionaries in Bhilai (SAIL) conducted drive on cleanliness in Streets, Office and Garden with focus on maintaining hygiene for prevention of Dengue and Malaria.

     

    MSTC Carried out awareness among its employees and public about importance of SCDPM 4.0

    The Ministry of Steel, under Special Campaign 4.0 for Disposal of Pending Matters, has undertaken various initiatives to promote cleanliness and environmental sustainability across its units. SAIL-Bhilai Steel Plant concluded its “Swachhata Hi Seva 2024” program with a Shramdaan activity and honored Safai Mitra workers for their dedication. Additionally, MOIL demonstrated leadership in Nagpur by conducting eco-friendly initiatives, including Shramdaan, contributing to the Swachhata Hi Seva campaign. These activities, shared through social media, underscore the Ministry’s commitment to fostering a cleaner and greener India.

     

     

     

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  • MIL-OSI Asia-Pac: Union Food and Consumer Affairs Minister Shri Pralhad Joshi launches retail of Bharat Chana Dal Phase – II in Delhi-NCR by flagging off mobile vans

    Source: Government of India

    Union Food and Consumer Affairs Minister Shri Pralhad Joshi launches retail of Bharat Chana Dal Phase – II in Delhi-NCR by flagging off mobile vans

    Chana Dal at MRP Rs.70 per kg and Chana Whole at Rs.58 per kg is made available to consumers from 3 lakh ton of Chana stock

    Government of India committed towards ensuring availability of essential food items to consumers at affordable prices: Shri Pralhad Joshi

    Posted On: 23 OCT 2024 1:38PM by PIB Delhi

    Union Minister of Consumer Affairs, Food and Public Distribution & New and Renewable Energy, Shri Pralhad Joshi, launched the retail of Bharat Chana Dal Phase – II in Delhi-NCR by flagging off mobile vans of NCCF, NAFED and Kendriya Bhandar here today, in the presence of Ministers of State, Shri B.L. Verma and Smt. Nimuben Jayantibhai Bambhaniya.

    In Phase – II of Bharat Chana Dal, 3 lakh tons of Chana stock from the price stabilisation buffer is being converted to Chana Dal and Chana Whole for retail sale to consumers at MRP of Rs.70 per kg and Rs.58 per kg, respectively. Apart from Chana, the government had also expanded the Bharat brand to Moong and Masur Dals. The Bharat Moong Dal is retailed at Rs.107 per kg, Bharat Moong Sabut at Rs.93 per kg and Bharat Masur Dal at Rs.89 per kg. The resumption of Bharat Chana Dal at this time will enhance the supplies to consumers of Delhi-NCR in this festive season.

    While interacting with media persons during the event, Shri Joshi stated that the initiative is an affirmation of the Government of India’s commitment to ensuring the availability of essential food to the consumers at affordable prices. Direct interventions through retail sale of basic food items such as rice, atta, dals and onion have also helped in maintaining stable price regime.

    The Centre has taken various policy measures to ensure availability of pulses. In order to encourage domestic production, the government has raised the MSP of pulses year after year, and also announced the policy to procure Tur, Urad and Masur without ceiling for 2024-25 season. During Kharif 2024-25 sowing season, NCCF and NAFED had conducted awareness campaigns, seed distribution and pre-registration of farmers for assured procurement, and the same activities are being continued in upcoming Rabi sowing season. To augment domestic production and facilitate seamless import, the government has allowed duty free import of Tur, Urad, Masur and Chana till 31st March, 2025 and Yellow Peas import till 31st December, 2024. Enhanced area coverage of Kharif pulses this year, together with continuous inflow of imports have led to declining trend in the prices of most pulses since July, 2024. The retail prices of Tur dal, Urad dal, Moong dal and Masur dal have either declined or remained stable during the past three months.

    In respect of vegetables, the government had procured 4.7 lakh tonnes onions from the rabi crop for price stabilisation buffer through NCCF and NAFED. The government started the disposal of onions from the buffer from 5th September, 2024 and till date, 1.15 lakh tonnes has been disposed. NCCF has disposed onions in 77 centres across 21 States and NAFED in 43 centres in 16 States. To augment the pace of disposal, bulk transportation of onions by rail rakes have been adopted for the first time. NCCF had transported 1,600 MT (42 BCN wagons i.e. approximately 53 trucks) by Kanda Express from Nashik which arrived at Delhi on 20th October, 2024. NAFED has also arranged the transportation of 800 – 840 MT of onions to Chennai by rail rake. The rail rake to Chennai has left Nashik on 22nd October, 2024.

    Indent for shipments by rail rake to Lucknow and Varanasi has been placed by NCCF. The Department of Consumer affairs has also requested Indian Railways to allow transportation of onion rakes from Nashik to multiple locations across the North-eastern region which would include (i) NJP: New Jalpaiguri (Siliguri), (ii) DBRG- Dibrugarh, (iii) NTSK- New Tinsukia, and (iv) CGS: Changsari. This will ensure wider availability of onions in different regions of India ensuring its availability at a very reasonable price to consumers.

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    Nihi Sharma

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  • MIL-OSI Asia-Pac: Union Minister, Ministry of Panchayati Raj, Shri Rajiv Ranjan Singh to Launch “Weather Forecasts at the Gram Panchayat Level” on 24th October 2024 at Vigyan Bhawan, New Delhi

    Source: Government of India (2)

    Union Minister, Ministry of Panchayati Raj, Shri Rajiv Ranjan Singh to Launch “Weather Forecasts at the Gram Panchayat Level” on 24th October 2024 at Vigyan Bhawan, New Delhi

    Villages to become Climate Resilient: Weather Forecasts will now be Available to Gram Panchayats

    Gram Panchayats to Get Access to 5-Day and Hourly Weather Forecasts

    Posted On: 23 OCT 2024 9:53AM by PIB Delhi

    The Ministry of Panchayati Raj (MoPR), in collaboration with the India Meteorological Department (IMD), Ministry of Earth Sciences (MoES), is set to launch a landmark and a transformative initiative to provide Gram Panchayats with 5 days daily weather forecasting and provision to check hourly weather forecast – Gram Panchayat-Level Weather Forecasting – on 24th October 2024 at Vigyan Bhawan, New Delhi. This initiative, aimed at empowering rural communities and enhancing disaster preparedness at the grassroots, will directly benefit farmers and villagers across the country. As part of the Government’s 100 Days Agenda, this initiative strengthens grassroots governance and promotes sustainable agricultural practices, making rural populations more climate-resilient and better equipped to tackle environmental challenges.

    This is the first time that localized weather forecasts will be available at the Gram Panchayat level, supported by IMD’s expanded sensor coverage. The forecasts will be disseminated through the Ministry’s digital platforms: e-GramSwaraj, which enables efficient governance, project tracking, and resource management; the Meri Panchayat app, which fosters community engagement by allowing citizens to interact with local representatives and report issues; and Gram Manchitra, a spatial planning tool that provides geospatial insights for development projects.

    The launch will be graced by the presence of Shri Rajiv Ranjan Singh alias Lalan Singh, Minister of Panchayati Raj, Shri (Dr.) Jitendra Singh, Minister of State (Independent Charge) for Science and Technology & Earth Sciences, and Shri Prof. S. P. Singh Baghel, Minister of State for Panchayati Raj along with Shri Vivek Bharadwaj, Secretary, Ministry of Panchayati Raj, Shri Devesh Chaturvedi, Secretary, Ministry of Agriculture & Farmers Welfare, Dr. M. Ravichandran, Secretary, Ministry of Earth Sciences, Dr. Mrutyunjay Mohapatra, DG, India Meteorological Department, Shri Alok Prem Nagar, Joint Secretary, Ministry of Panchayati Raj and other senior officials from the Ministries of Panchayati Raj, Agriculture, Rural Development, National Disaster Management Authority (NDMA), Department of Science and Technology (DST), and other key stakeholders.

    A Training Workshop on “Weather Forecasts at the Gram Panchayat Level” will be organized to mark the launch of this pioneering initiative. The workshop will be attended by more than 200 participants, including Elected Representatives of Panchayati Raj Institutions and State Panchayati Raj officials. This training session will equip Panchayat representatives and functionaries with the knowledge and skills to effectively utilize weather forecasting tools and resources at the grassroots level, empowering them to make informed decisions and enhance climate resilience in their communities.

    This endeavour, a key component of the Government’s 100 Days Agenda, is a significant stride toward boosting local-level governance and cultivating climate-resilient villages. As weather patterns become increasingly unpredictable, the introduction of weather forecasting at the Gram Panchayat level will serve as a crucial tool in safeguarding agricultural livelihoods and enhancing rural preparedness against natural disasters. Gram Panchayats will receive daily updates on temperature, rainfall, wind speed, and cloud cover, empowering them to make critical decisions in agriculture, such as planning sowing, irrigation, and harvesting activities. These tools will also strengthen disaster preparedness and infrastructure planning. Furthermore, SMS alerts will be sent to Panchayat representatives regarding extreme weather events like cyclones and heavy rainfall, ensuring immediate action to protect lives, crops, and property. This endeavour is a transformative step toward building climate-resilient communities at the grassroots level.

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  • MIL-OSI Asia-Pac: Day 2 of ITU Kaleidoscope 2024 Highlights Cutting-Edge AI Innovations for Sustainable Development

    Source: Government of India

    Day 2 of ITU Kaleidoscope 2024 Highlights Cutting-Edge AI Innovations for Sustainable Development

    “ITU Kaleidoscope 2024: Bridging Technology and Sustainability for a more secure, equitable, and sustainable digital ecosystem “: Rohit Sharma Member (Services), Digital Communications Commission, DoT

    Posted On: 23 OCT 2024 8:42AM by PIB Delhi

    The second day of ITU Kaleidoscope 2024, which concluded yesterday on the sidelines of ITU-WTSA 2024 in New Delhi, brought forward transformative discussions focused on AI and digital technologies driving sustainable development. Kicking off with a special presentation by Mari Carmen Aguayo Torres, the day emphasized inclusive technology solutions, particularly through public-private partnerships to attract women to tech fields.

    Kicking off with a special presentation by Mari Carmen Aguayo Torres, the day emphasized inclusive technology solutions, particularly through public-private partnerships to attract women to tech fields.

    Eva Ibarrola, from the University of the Basque Country, Spain, chaired the session for the presentation on Attracting Girls to Technology Through Public-Private Partnership, and Applications and Services for Sustainable Development. Mr. Rohit Sharma, Member (services), Department of Telecommunications, Government of India and Mr. Sunil Kumar, President – IETE chaired the sessions on Social, economic, environmental and policy aspects for sustainable development.

    The event presented groundbreaking insights into AI applications for healthcare, education, and sustainable development. Themes included AI’s impact on healthcare, education, and agriculture, with discussions on AI-driven diagnostics and AI’s role in rural education access. The sessions also emphasized the importance of cybersecurity in IoT applications and explored AI’s ethical implications in content creation. Overall, the event underscored the critical need for innovation and international collaboration in developing technologies that support the UN Sustainable Development Goals (SDGs). The afternoon poster session fostered vibrant research collaboration, with topics covering AI’s role in education and the use of space systems to achieve the UN Sustainable Development Goals (SDGs).

    Mr. Rohit Sharma Member (Services), Digital Communications Commission, DoT said, “ITU Kaleidoscope 2024 provided a crucial platform for exploring the intersection of technology and sustainability. From the cybersecurity implications of agricultural IoT devices to the complexities of AI-generated copyright and the future of international taxation for ICT solutions, the discussions highlighted the importance of global cooperation in ensuring that technological advancements contribute to sustainable development. The insights shared by experts across fields underscore the need for robust policies and innovative standards to create a more secure, equitable, and sustainable digital ecosystem.”

    Mr. Atul Sinha Dy. Director General National Communications Academy said that, “The diverse research presented today showcases practical solutions to pressing global challenges, emphasizing the need for cross-disciplinary collaboration. I am confident that the ideas shared will help shape the future of technology for the greater good.”

    ITU WTSA New Delhi 2024 witnessed another happening day yesterday with Mr. Sunil Kumar, President IETE, who chaired sessions on Social, economic, environmental and policy aspects for sustainable development, with presentations on “The Role of Refurbished Mobile Phones in Digital Inclusion and Sustainable Development”, “Advancing Trustworthy AI for Sustainable Development: Recommendations for Standardising AI Incident Reporting” and on “Modelling Internet Use in the Global Development Context.”

    Concluding the day, interactive discussions focused on the social, economic, and policy impacts of AI, particularly cybersecurity challenges in agriculture and copyright issues in AI-generated content. These sessions provided critical insights into real-world challenges and opportunities that arise with the integration of AI into key sectors.

    On Day 3, two important panel discussions will take the spotlight, delving into the future of global standards and innovation opportunities, followed by the presentation of paper awards.

    Kaleidoscope 2024 continues to inspire meaningful dialogue around technology, standards, and sustainability, propelling forward global efforts for a more inclusive digital future.

    About ITU Kaleidoscope

    ITU Kaleidoscope is an annual event that has been instrumental in bridging the gap between academia and industry, promoting the exchange of ideas that contribute to the global standardization of telecommunications technologies. Since its inception in 2008, Kaleidoscope has become one of the most influential platforms for discussing the future of digital communications, providing a space where researchers and innovators can present their most promising work.

    Visit the official ITU Kaleidoscope 2024 website at https://www.itu.int/en/ITU-T/academia/kaleidoscope/2024/Pages/default.aspx or simply type ITU Kaleidoscope 2024 in google and select the first displayed website for detailed information on the event program, speakers, and sessions.

    About WTSA 2024:

    WTSA 2024, organized by the International Telecommunication Union (ITU), serves as a platform for the development and implementation of global telecommunications standards, uniting regulators, industry leaders, and policymakers to shape the future of communications worldwide.

     

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