Category: India

  • MIL-OSI Asia-Pac: Department of Pharmaceuticals undertakes extensive cleaning and weeding activities under Special Campaign 4.0

    Source: Government of India (2)

    Department of Pharmaceuticals undertakes extensive cleaning and weeding activities under Special Campaign 4.0

    By the end of the second week of the Campaign, 5,565 sites have been cleaned; 766 files have been reviewed & 551 weeded out following due process

    Third week of the campaign to focus on processing the disposal of identified scrap and completing the cleanup of more than 2,700 outdoor sites (Janaushadhi Kendras) across the country

    Posted On: 16 OCT 2024 3:06PM by PIB Delhi

    Department of Pharmaceuticals, along with its attached office (NPPA), autonomous bodies [National Institutes of Pharmaceutical Education & Research (NIPERs)], PSUs [Hindustan Antibiotics Limited (HAL), Karnataka Antibiotics & Pharmaceuticals Limited(KAPL), Bengal Chemicals & Pharmaceuticals Limited (BCPL)], and Pharmaceuticals & Medical Devices Bureau of India (PMBI), has undertaken extensive cleaning and weeding activities both inside and outside its premises under Special Campaign 4.0.

    By the end of the second week of Special Campaign 4.0; out of the total target of 11,046 outdoor sites, 5,565 sites have been cleaned. So far out of 4,805 physical files identified for review; 766 files have been reviewed and 551 weeded out following due process. Similarly, out of 4,671 e-files, 2,342 have been reviewed. 04 out of 05 references from Members of Parliament have been resolved; and 137 out of 173 public grievances have been addressed. Of the 33 public grievance appeals, 15 have been closed.

    Two NIPERs —Hajipur and SAS Nagar—have submitted their best practices: (1) Space Management and Office Beautification and (2) Digital Workplace Cleaning. The latter includes system upgrades, data backup and archiving, post-restoration processes, and digital cleanup activities.

    In the third week of the campaign, the focus will shift to processing the disposal of identified scrap and completing the cleanup of more than 2,700 outdoor sites (Janaushadhi Kendras) across the country, led by PMBI.

     

     

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  • MIL-OSI Asia-Pac: Cabinet approves construction of Varanasi-Pt.Deen Dayal Upadhyaya multitracking including a new Rail-cum-Road Bridge across Ganga River : To provide connectivity, facilitate ease of travelling, minimize logistics cost, reduce oil imports and lower CO2 emissions

    Source: Government of India (2)

    Cabinet approves construction of Varanasi-Pt.Deen Dayal Upadhyaya multitracking  including a new Rail-cum-Road Bridge across Ganga River : To provide connectivity, facilitate ease of travelling, minimize logistics cost, reduce oil imports and lower CO2 emissions

    The proposed project will improve logistical efficiency by connecting the unconnected areas, and enhancing transportation networks, resulting in streamlined supply chains and accelerated economic growth

    The total estimated cost of the project is Rs 2,642 crore (approx.) and will be completed in Four years

    The project will also generate direct employment for about 10 lakh human-days during construction

    Posted On: 16 OCT 2024 3:18PM by PIB Delhi

    The Union Cabinet, chaired by the Prime Minister Shri Narendra Modi, today has approved One project of Ministry of Railways with total estimated cost of Rs. 2,642 crore (approx.). The proposed multi-tracking project will ease operations and reduce congestion, providing the much-required infrastructural development on the busiest sections across Indian Railways. The project traverses through Varanasi and Chandauli districts in Uttar Pradesh.

    Varanasi Railway Station, a crucial hub in Indian Railways, connects key zones and serves as a gateway for pilgrims, tourists and the local population.  The Varanasi-Pt. Deen Dayal Upadhyaya (DDU) Junction route, vital for both passenger and freight traffic, faces heavy congestion due to its role in transporting goods like coal, cement, and foodgrains, as well as serving growing tourism and industrial demands.  To address this issue, infrastructure upgrades are needed, including a new rail-cum-road bridge over the Ganga River and the addition of 3rd and 4th railway lines.  These enhancements aim to improve capacity, efficiency and support the region’s socio-economic growth.  Apart from relief in congestion in the stretch, 27.83 MTPA freight is anticipated on the proposed stretch.

    The project is in line with the Prime Minister Shri Narendra Modi’s Vision of a New India which will make people of the region “Atmanirbhar” by way of comprehensive development in the area which will enhance their employment/ self-employment opportunities.

    The project is result of PM-Gati Shakti National Master Plan for multi-modal connectivity which has been possible through integrated planning and will provide seamless connectivity for movement of people, goods and services.

    The  project covering 2 Districts in Uttar Pradesh will increase the existing network of Indian Railways by about 30 Kms.

    The Railways being environment friendly and energy efficient mode of transportation, will help both in achieving climate goals and minimizing logistics cost of the country and lower CO2 emissions (149 Crore Kg) which is equivalent to plantation of 6 Crore trees.

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  • MIL-OSI Asia-Pac: Cabinet approves additional instalment of three percent of Dearness Allowance to Central Government employees and Dearness Relief to Pensioners

    Source: Government of India (2)

    Posted On: 16 OCT 2024 3:20PM by PIB Delhi

    The Union Cabinet, chaired by the Prime Minister Shri Narendra Modi, has approved an additional instalment of Dearness Allowance (DA) to Central Government employees and Dearness Relief (DR) to pensioners w.e.f. 01.07.2024 representing an increase of three percent (3%) over the existing rate of 50% of the Basic Pay/Pension, to compensate against price rise.

    This increase is in accordance with the accepted formula, which is based on the recommendations of the 7th Central Pay Commission.  The combined impact on the exchequer on account of both DA and DR would be Rs.9,448.35 crore per annum.

    This will benefit about 49.18 lakh central government employees and 64.89 lakh pensioners.

     

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  • MIL-OSI Asia-Pac: Mid Campaign Review of Special Campaign for Disposal of Pending Matters 4.0 of Department of Pension and Pensioners’ Welfare

    Source: Government of India (2)

    Mid Campaign Review of Special Campaign for Disposal of Pending Matters 4.0 of Department of Pension and Pensioners’ Welfare

    Special focus on “Ease of Rules” for enhanced Ease of Living for Pensioners

    Posted On: 16 OCT 2024 3:20PM by PIB Delhi

    As part of the Special Campaign for Disposal of Pending Matters 4.0 (SCDPM 4.0), the Department of Pension and Pensioners’ Welfare have taken various steps to minimize pendency, institutionalize Swachhta, strengthen internal monitoring mechanisms and improve records management.

    Mid Campaign progress as of 16th October 2024, is as shown below:

    • PG receipts and disposal: 44.50% of Public Grievances have been disposed of (3676 out of 8260 receipts).
    • Reference from MPs: 100% of references received from MPs have been disposed of.
    • Total files weeded out: 100% of Physical files have been weeded out which were identified for weeding.
    • Under “Ease of Rule” category, Department of Pension and Pensioners’ Welfare issued 16 OMs for Ease of Living of pensioners.
    • Cleanliness campaign was conducted at 66 sites during the period.

    The Department is committed to ensure Ease of Living through “Ease of Rule” and ensuring Swachhta in its premises on a continuous basis.

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  • MIL-OSI Asia-Pac: Make quality a centrestage of industry, a default setting in product manufacturing: Shri Piyush Goyal

    Source: Government of India

    Make quality a centrestage of industry, a default setting in product manufacturing: Shri Piyush Goyal

    Shri Goyal urges industry captains to unite in adopting good quality standards

    Government supporting innovation and quality together for Viksit Bharat: Shri Goyal

    174 QCOs covering 732 products introduced in last decade to boost quality in manufacturing: Shri Goyal

    Posted On: 16 OCT 2024 3:29PM by PIB Delhi

    Union Minister of Commerce & Industry, Shri Piyush Goyal during his valedictory speech at the Indian Foundation for Quality Management (IFQM) Symposium today in New Delhi urged the industry captains and stakeholders in attendance to make quality the centrestage of the industry. He further urged the participants to make quality a default setting in product manufacturing and not an option for the customers.

    Shri Goyal praised IFQM for taking the industry-led initiative on quality and said that changing mindset is the largest impediment to India’s adoption of quality. Shri Goyal noted that Prime Minister Shri Narendra Modi has always put quality at the core of the Government’s efforts in building the nation. He added that the PM’s vision of ‘Zero Defect and Zero Effect’ has been at the forefront of his governance for the past two terms to make India a developed nation. He stressed that the sustainable manufacturing practices moving towards a green economy will be the defining catalyst towards the journey of becoming a Viksit Bharat. On the Rs 1 lakh crore Anusandhan National Research Foundation (ANRF), he said that through this fund the Government will be supporting innovation for the industry to make it a prerequisite alongside quality for a Viksit Bharat. 

    Shri Goyal mentioned that till 2014 there were only 14 Quality Control Orders (QCOs) covering 106 products, while in the last decade the Government has expanded to 174 QCOs covering 732 products. Emphasising on the effect quality can have on toy manufacturing, the Minister stated that introducing quality control has led to an increase in exports. He also said that for India to be recognised as a brand at the world stage, quality has to be given foremost importance. If it is coming from India it has to have an imprint of quality, that should be our aspirational goal, Shri Goyal said.

    The Union Minister invited industry leaders to partner with the Government and take quality to the MSME sector through the QCO ecosystem. He further urged the industry captains to share their best practices and persuade companies with technical manpower for aiding the Government’s technical standards committees to align quality with global standards. He also called for a government, industry and academia partnership with the quality control regulators working to solve difficulties manufacturers have in adopting good quality standards.

    Shri Goyal also asked the participants to develop a sense of duty towards Viksit Bharat and said that the country’s export competitiveness will not come from subsidies rather an Atmanirbhar Bharat will come from a self-reliant India. Quality is not our job, it is our duty, he said.

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    AD/VN/AM

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  • MIL-OSI Economics: 611th Meeting of Central Board of the Reserve Bank of India

    Source: Reserve Bank of India

    The 611th meeting of the Central Board of Directors of Reserve Bank of India was held today in Bhubaneswar under the Chairmanship of Shri Shaktikanta Das, Governor. The Board passed a condolence resolution in memory of Shri Ratan N. Tata, a former Director of the Central Board. The Central Board Members also took the Integrity pledge in observance of the ensuing Vigilance Awareness week 2024.

    The Board reviewed the current economic and financial situation, including challenges posed by evolving geopolitical conflicts. The Board also discussed the functioning of various Sub-Committees of the Central Board, the Ombudsman Scheme and activities of select Central Office Departments.

    Deputy Governors Dr. Michael Debabrata Patra, Shri M. Rajeshwar Rao, Shri T. Rabi Sankar, Shri Swaminathan J. and other Directors of the Central Board – Shri Satish K. Marathe, Smt. Revathy Iyer, Prof. Sachin Chaturvedi and Dr. Ravindra H. Dholakia – attended the meeting. Shri Ajay Seth, Secretary, Department of Economic Affairs and Shri Nagaraju Maddirala, Secretary, Department of Financial Services, also attended the meeting.

    (Puneet Pancholy)  
    Chief General Manager

    Press Release: 2024-2025/1308

    MIL OSI Economics

  • MIL-OSI Asia-Pac: Union Minister Shri Nitin Gadkari lauds the efforts of brave soldiers towards service and commitment, on the “40th Raising Day of National Security Guard”

    Source: Government of India

    Posted On: 16 OCT 2024 11:37AM by PIB Delhi

    Union Minister of Road Transport & Highways, Shri Nitin Gadkari has lauded the efforts of brave soldiers towards their service and commitment, on the 40th Raising Day of National Security Guard, today.

    In a post on ‘X’, Shri Gadkari wrote:

    “On the 40th Raising Day of National Security Guard, we salute the valor, dedication, and unwavering spirit of our brave soldiers. Their relentless efforts ensure the safety and security of our nation. We honor their service and commitment in defending India from all threats. Jai Hind!”

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  • MIL-OSI Asia-Pac: Cabinet approves Minimum Support Prices (MSP) for Rabi Crops for Marketing Season 2025-26

    Source: Government of India (2)

    Posted On: 16 OCT 2024 3:12PM by PIB Delhi

    The Cabinet Committee on Economic Affairs (CCEA) chaired by the  Prime Minister Shri Narendra Modi, has approved the increase in the Minimum Support Prices (MSP) for all mandated Rabi Crops for Marketing Season 2025-26.

    Government has increased the MSP of Rabi Crops for Marketing Season 2025-26, to ensure remunerative prices to the growers for their produce. The absolute highest increase in MSP has been announced for Rapeseed & Mustard at Rs.300 per quintal followed by Lentil (Masur) at Rs.275 per quintal. For gram, wheat, safflower and barley, there is an increase of Rs.210 per quintal, Rs.150 per quintal, Rs.140 per quintal and Rs.130 per quintal respectively.

    Minimum Support Prices for all Rabi crops for Marketing Season 2025-26

    (Rs. per quintal)

    S. No.

    Crops

    MSP RMS 2025-26

    Cost*of Production RMS 2025-26

    Margin over cost

    (in percent)

    MSP RMS 2024-25

    Increase in MSP

    (Absolute)

    1

    Wheat

    2425

    1182

    105

    2275

    150

    2

    Barley

    1980

    1239

    60

    1850

    130

    3

    Gram

    5650

    3527

    60

    5440

    210

    4

    Lentil (Masur)

    6700

    3537

    89

    6425

    275

    5

    Rapeseed & Mustard

    5950

    3011

    98

    5650

    300

    6

    Safflower

    5940

    3960

    50

    5800

    140

     

    *Refers to cost which includes all paid out costs such as those incurred on account of hired human labour, bullock labour/machine labour, rent paid for leased in land, expenses incurred on use of material inputs like seeds, fertilizers, manures, irrigation charges, depreciation on implements and farm buildings, interest on working capital, diesel/electricity for operation of pump sets etc., miscellaneous expenses and imputed value of family labour.

            

    The increase in MSP for mandated Rabi Crops for Marketing Season 2025-26 is in line with the Union Budget 2018-19 announcement of fixing the MSP at a level of at least 1.5 times of the All-India weighted average Cost of Production. The expected margin over All-India weighted average cost of production is 105 percent for wheat, followed by 98 percent for rapeseed & mustard; 89 per cent for lentil; 60 per cent for gram; 60 percent for barley; and 50 percent for safflower. This increased MSP of rabi crops will ensure remunerative prices to the farmers and incentivise crop diversification.

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  • MIL-OSI Asia-Pac: Mines Ministry Achieves Significant Milestones in Special Campaign 4.0

    Source: Government of India (2)

    Posted On: 16 OCT 2024 3:58PM by PIB Delhi

    The Ministry of Mines, under ongoing Special Campaign 4.0 launched on 1st October 2024, has made significant progress in first 15 days of the campaign with its theme “Sustainability”.  The campaign has achieved following key milestones over the past two weeks:

    1. Inauguration of Rooftop Solar Power Plant at GSITI, Hyderabad: Union Minister of Coal and Mines, Shri G. Kishan Reddy inaugurated a Rooftop Solar Power Plant at the Geological Survey of India Training Institute (GSITI), Hyderabad on 12.10.2024. This initiative is aligned with Ministry’s efforts to promote renewable energy and reduce dependency on non-renewable sources, reinforcing its dedication to sustainable development and energy independence.

    Further, Minister Shri G Kishan Reddy took tour of various sections and Departmental Canteen under this campaign.

    2. Visit by Secretary, Department of Administrative Reforms & Public Grievances, Shri V. Srinivas:
    Secretary (DARPG) Shri V. Srinivas visited the Ministry of Mines at Shastri Bhawan, on 10.10.2024. During the visit Ministry’s initiatives in optimizing office space, enhancing workplace efficiency, Record management and contributing to public welfare through the District Mineral Foundation (DMF) were showcased. The efforts underscore the Ministry’s goal of achieving efficient governance and community-focused growth.

    3. JNARDDC’s Waste-to-Art Sculpture:
    JNARDDC, an autonomous body of the Ministry of Mines, unveiled a stunning Waste-to-Art sculpture crafted from 1.6 tons of aluminum scrap. This innovative artwork, now installed at Ranilaxmibai Udyan Public Park along NH-6, symbolizes the Ministry’s focus on creativity, sustainability, and recycling. It serves as a visual representation of transforming waste into beauty, aligning with the broader objectives of Special Campaign 4.0.

    4. Deputation of Ministry officials to different Geoheritage and Geotourism sites :- Senior officers of the Ministry are being deputed to different Geoheritage and Geotourism sites to promote the spirit of Cleanliness among the Tourist and local people.

    In terms of pendency the Ministry has achieved 100% of its targets in IMC references and disposed off approx 80% of the public grievances in first 15 days of the campaign.Ministry of Mines is steadfast in its pursuit of sustainability and is committed to achieving 100% of its targets. The achievements of Special Campaign 4.0 so far reflect the Ministry’s dedication of creating a positive impact through renewable energy initiatives, waste to art, and community-centered activities.

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  • MIL-OSI Asia-Pac: Ministry of Ports, Shipping & Waterways Launches Special Campaign 4.0 for Swachhta and Pendency Reduction

    Source: Government of India (2)

    Ministry of Ports, Shipping & Waterways Launches Special Campaign 4.0 for Swachhta and Pendency Reduction

    Over 45,000 Physical Files Reviewed and Rs. 42.83 Lakhs Generated from Scrap Disposal So Far

    Campaign to Continue Until 31st October 2024

    Posted On: 16 OCT 2024 4:17PM by PIB Delhi

    In line with the Government of India’s commitment to institutionalizing Swachhta (cleanliness) and reducing pendency, the Ministry of Ports, Shipping & Waterways, along with its organizations, has launched Special Campaign 4.0, running from 2nd October to 31st October 2024. During the preparatory phase from 16th to 30th September 2024, a comprehensive review of pending records and references was undertaken. Since 2nd October, the Ministry has been working intensively to meet targets related to the disposal of pending references and the review of physical and electronic records.

    So far, more than 45,000 physical files and 1,500 e-files have been reviewed, over 4,000 files closed and weeded out, and approximately 7,000 square feet of office space freed up. The campaign has also generated Rs. 42.83 lakhs from scrap disposal. These efforts are part of the Ministry’s ongoing commitment to improving efficiency and ensuring a cleaner and more organized work environment.

    The previous edition, Special Campaign 3.0, resulted in the review of over 2,12,000 files, with 28,000 files weeded out and 1,18,000 e-files closed. Additionally, revenue of Rs. 21.25 crores was generated through scrap disposal, and around 72,000 square feet of office space was cleared.

    The Ministry continues to regularly review the progress of Special Campaign 4.0 to ensure successful implementation by the campaign’s end date.

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  • MIL-OSI Asia-Pac: Record Number of delegates attend the ITU WTSA-24

    Source: Government of India (2)

    Record Number of delegates attend the ITU WTSA-24

    R.R. Mittar from India unanimously electedas Chair Designate for WTSA-24

    Union MinisterJyotiraditya M. Scindia launches multiple cutting-edge Make in India telecom products

    Posted On: 16 OCT 2024 6:49AM by PIB Delhi

    The Hon’ble Prime Minister Shri Narendra Modi inaugurated the World Telecommunication Standardization Assembly (WTSA-24)yesterday, alongside the India Mobile Congress (IMC), Asia’s largest technology expo. Detailed press releases are available at:

    https://pib.gov.in/PressReleasePage.aspx?PRID=2064957

    https://pib.gov.in/PressReleasePage.aspx?PRID=2064942

    https://pib.gov.in/PressReleasePage.aspx?PRID=2064936

    This year’s WTSA-24 witnesses3300 delegates, including 36 ministers, from over 160 countries, the highest ever for any WTSA assembly. The forum will focus on next-generation technologies, including 6G, satellite communications, quantum technology, and Artificial Intelligence (AI), all essential for a rapidly evolving digital landscape.

    The inaugural session of WTSA was followed by opening plenary meetings where various committees were formed for carrying out different functions during the assembly. The delegates of WTSA-24unanimously elected Shri R.R Mittar from India as the Chair for WTSA-24. He is an eminent telecom expert and former Advisor at Department of Telecommunications, Government of India. He was spearheading the standardisation work at Telecom Engineering Centre (TEC).

    At the side-lines of WTSA and India Mobile Congress(IMC) 2024, many events have been scheduled. Yesterday a roundtable conference of Chief Ministers, State Government IT Ministers and IT Secretaries was heldat IMC 2024 by Sh. Jyotiraditya M. Scindia, Minister of Communications and Development of the Northeastern Region along withSh Pema Khandu, Chief Minister, Arunachal Pradesh, Sh Conrad Kongkal Sangma, Chief Minister Meghalaya, Dr. Pemmasani Chandra Sekhar, Minister of State for Communication and Rural Development,Dr. Neeraj Mittal, Secretary, Department of Telecommunications, Ministers from Karnataka, Gujarat, Telangana, Assam, Sikkim, Odisa, Tamil Nadu, Nagaland, Rajasthan, Mizoram, Bihar, Goa, Punjab and Andaman & Nicobar.

     

    Minister Scindia apprised the respective state ministers and dignitaries about the advancement that countryis making in the area of telecommunications along with new initiatives that the Ministry is undertaking to take the telecom sector to a new high. He urged states for 100% scalable execution andassured them that the central government stands with the states not only shoulder to shoulder but also before them to help them achieve their goals.

    Minister of State Dr. Pemmasani Chandra Sekhar exhorted states to create environment for Digital Innovation to provide best of the services to every citizen of the country.

    The States were also sensitized about the issues of Cyber Security of State IT infrastructure and IoT security, requirement of the States support for implementation of Bharatnet and 4G saturation project including Right of Way, space/land allotment, power and utilization of the network. 

    The ways to promote State startups and the role of States and UTs in the rollout of 4G/5G use cases, promotion of State Startup for next level of investment by DoT, business opportunities, were also discussed. 

    Later in the day Minister Sh Jyotiraditya M. Scindia visited various stalls at India Mobile Congress(IMC) 2024and inaugurated multiple cutting-edge Make in India telecom products. He launched indigenously developed highly complex 6G wireless link in Sub THz with 10 GBPS data over the air at Bharat Pavillion of SAMEER (Society for Applied Microwave Electronics Engineering and Research). Other Make in India products launched included AI-DC Optical Solution by STL,which will connect GPUs in AI-led data centres and 2 Gbps Point to Multipoint UBR Radio by HFCL which offers affordable last mile connectivity. Additionally, global launch of an affordable Snapdragon 5G chipset by Qualcomm was done by the Minister.

    ITU- Expo at WTSA24 and India Mobile Congress are showcasing innovative solutions, services and state-of-the-art use cases for industry, government, academics, startups and other key stakeholders in the technology and telecom ecosystem. These are open for public to experience.

     

     

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  • MIL-OSI Economics: Global travel and tourism deal activity down by 11% YoY during Q1-Q3 2024, finds GlobalData

    Source: GlobalData

    Global travel and tourism deal activity down by 11% YoY during Q1-Q3 2024, finds GlobalData

    Posted in Business Fundamentals

    A total of 519 deals (comprising mergers and acquisitions (M&A), private equity, and venture financing deals) were announced in the travel and tourism sector globally during January to September (Q1-Q3) 2024, which was a year-on-year (YoY) decline of 11% over 583 deals announced during the same period in the previous year, according to GlobalData, a leading data and analytics company.

    An analysis of GlobalData’s Deals Database also revealed that the volume of M&A deals decreased by 6.8% during Q1-Q3 2024 compared to the same period in 2023, while the number of venture financing deals was down by 25.2% YoY. Meanwhile, private equity deals volume remained unchanged.

    Aurojyoti Bose, Lead Analyst at GlobalData, comments: “The decline in global travel and tourism deal activity was mostly driven by a significant fall  in deals volume in some regions and countries, while deal activity remained relatively better for some other regions and countries. In fact, some regions and countries even showcased double-digit growth in deal volume, which seems to be an indication of improving deal-making sentiments.”

    North America, Asia-Pacific, and South and Central American regions experienced decline in deal volume by 36%, 7.7%, and 20% during Q1-Q3 2024 compared to Q1-Q3 2023. In contrast, Europe registered 10.3% YoY improvement in deal activity. Meanwhile, deal volume for the Middle East and African region mostly remained at the same level.

    Similarly, the trend across different countries also remained a mixed bag. The US, China, and France witnessed YoY decline in deal volume by 36.3%, 38.5%, and 42.9%, respectively, during Q1-Q3 2024, whereas India and Japan experienced respective deal volume improve by 24.3% and 38.1% YoY. Meanwhile, deal volume for the UK, South Korea, and Australia mostly remained at the same level.

    Note: Historic data may change in case some deals get added to previous months because of a delay in disclosure of information in the public domain

    MIL OSI Economics

  • MIL-OSI Global: Autocratic nations are reaching across borders to silence critics – and so far nothing seems to stop them

    Source: The Conversation – UK – By Francesca Lessa, Associate Professor in International Relations of the Americas, UCL

    Iranian journalist Pouria Zeraati survived an assassination attempt outside his home in Wimbledon, south London, in late March 2024. Eighteen months earlier, the London-based independent television channel Iran International, for which Zeraati worked, had temporarily relocated to Washington DC over threats that they believe come from the Islamic Revolutionary Guards Corps.

    Both incidents are examples of how it seems that a government can target an individual or organisation based outside their borders, with terrifying results.

    According to the latest research from the V-Dem Institute at the University of Gothenberg, 71% of the world’s population lived in autocracies in 2023 – ten years ago it was 48%. But what’s also new is that autocracies – as well as some other nations – are increasingly reaching across their borders to target people living abroad, enforcing the idea that they can reach their critics wherever they live.

    This kind of state action, taken outside national borders, is known as transnational repression, and is becoming more widespread. The Chinese government is seen as the biggest perpetrator, sometimes using violence to close down criticism or protests against its regime, held in other countries.

    Countries reaching across borders

    More than 20% of the world’s governments are believed to have taken this kind of action outside their borders in the past ten years. These included assassinations, abductions, assaults, detentions and unlawful deportations, according to the NGO Freedom House. These are aimed at forcibly silencing exiled political activists, journalists, former regime insiders and members of ethnic or religious minorities.
    In 2023, 125 such incidents were committed by 25 countries.

    While the majority of countries committing such practices tend to be autocracies, a number of democracies have also taken action across borders, including Israel, Hungary, India and Turkey, according to the report. In 2023, six countries engaged in these practices for the first time, including the Democratic Republic of Congo, El Salvador and Yemen.




    Read more:
    Why the growing number of foreign agent laws around the world is bad for democracy


    Freedom House recorded 1,034 physical attacks between 2014 and 2023, committed by 44 governments in 100 target countries. China, Turkey, Tajikistan, Russia and Egypt are the most prolific perpetrators, with China accounting for a quarter of all incidents.

    This type of terror tactic can take many forms. Freedom House has noted that governments increasingly cooperated to help target exiled dissidents. In 74% of the incidents of transnational repression that took place in 2021, both the origin and the host countries were rated “not free” by Freedom House.

    Awareness of this type of cross-border action is growing. Both human rights groups and academics are now systematically tracking attacks. And several governments, including the US and Australia, have committed to taking action to combat these practices. A bill was introduced in the US Senate in 2023 to specifically tackle transnational repression by foreign governments in the US and abroad.

    I studied the increasing levels of cooperation in transnational repression by different nations in a recent article published in International Studies Quarterly. We look at why states, which are normally reluctant to collaborate, do so when it comes to silencing dissidents abroad.




    Read more:
    Continuing crackdown on churches and NGOs moves Nicaragua further from democracy to authoritarianism


    Historical lessons?

    There are historical parallels between what happened during Operation Condor in South America and what’s happening today. Operation Condor was a system that Argentina, Bolivia, Chile, Paraguay and Uruguay started using in late 1975 with the backing of the US. It was aimed at persecuting exiles. Operation Condor was the most sophisticated, institutionalised and coordinated scheme ever established to persecute citizens who had been forced to flee their homeland.

    Journalist Pouria Zeraati was attacked.

    Three factors were found to explain why this form of repression was able to be used at the time and why countries agreed to cooperate.

    First, politically active exiled dissidents constituted a threat to the reputation and survival of South America’s ruling juntas. They successfully named and shamed the region’s military regimes, discrediting their international public images given the human rights violations perpetrated and resulting in the US cutting funding to Uruguay in 1976 and Argentina in 1977.

    Second, these autocracies, which came to power between 1964 and 1976, drew inspiration from the US National Security Doctrine and the French School of Counterinsurgency. In both, security was considered more important than human rights.

    The history of Operation Condor.

    Finally, two countries catalysed efforts to cooperate in this kind of action. Chile pushed for the formal creation of Operation Condor in 1975. Argentina then expanded it to include Brazil, Peru and Ecuador between 1976 and 1978. This significantly widened Operation Condor’s scope for action to most of South America.

    Why Operation Condor is relevant?

    Operation Condor was the only regional organisation to be created to hunt down political opponents across borders. Lessons from this historical experience are relevant today.

    Cooperation in transnational repression in the last few years also occurs in regional clusters, as shown by research by academics and human rights groups. These groups of nations include, for instance, Belarus, Russia and Tajikistan, as well as Thailand, Cambodia, Laos and Vietnam.

    In recent years these south-east Asian countries have closely collaborated to persecute, arbitrarily arrest and forcibly repatriate exiled activists and refugees, according to the media, the UN and international human rights NGOs.

    Second, one or more countries, predominantly Russia and Turkey, have worked together on efforts to repress critics over a significant period.

    Third, some regional organisations, of authoritarian nature, often enable cooperation in transnational repression, or at least create unsafe environments for migrating dissidents.

    The Shanghai Cooperation Organisation (SCO) and the Gulf Cooperation Council are examples, since they “have expanded their collective efforts against exiles”, according to some sources. SCO member states, especially Russia, China and Uzbekistan, have repeatedly used the organisation to pursue political opponents abroad and persecute them as criminals. This shows the organisation’s role as a platform for the diffusion and consolidation of authoritarian principles.

    Countries engaging in this kind of political repression today often wish to silence dissent wherever it occurs.

    These countries are acting in complete disregard of established principles of international law and international relations, such as sovereignty and the protection of refugees, and seem to be expanding their operations. It remains to be seen if there’s anything that the rest of the international community can do to reverse this terrifying trend, but at least it has started trying.

    Francesca Lessa’s projects “Operation Condor” and “Plancondor.org” received funding from the University of Oxford John Fell Fund, The British Academy/Leverhulme Trust, the University of Oxford ESRC Impact Acceleration Account, the European Commission under Horizon 2020, the Open Society Foundations, and UCL Public Policy through Research England’s QR-PSF funding. Lessa is also the Honorary President of the Observatorio Luz Ibarburu, a network of human rights NGOs in Uruguay.

    ref. Autocratic nations are reaching across borders to silence critics – and so far nothing seems to stop them – https://theconversation.com/autocratic-nations-are-reaching-across-borders-to-silence-critics-and-so-far-nothing-seems-to-stop-them-233037

    MIL OSI – Global Reports

  • MIL-OSI Global: In despair about Earth’s future? Look for green shoots

    Source: The Conversation – UK – By Heather Alberro, Lecturer in Sustainability, University of Manchester

    A white stork nesting in the city. Dr.MYM/Shutterstock

    As species go extinct and a habitable climate teeters, it’s understandable to feel despair.

    Some of the world’s top climate scientists have expressed their mounting hopelessness at the prospect of reaching 3°C by 2100. This hellish scenario, well in excess of the 1.5°C countries agreed to aim for when they signed the 2015 Paris agreement, would indeed spell disaster for much of life on Earth.

    As a lecturer in sustainability, I often hear my anxious students bemoan the impossibility of building a way out of ecological collapse. However, the greatest danger is fatalism, and assuming, as Margaret Thatcher claimed, that “there is no alternative”.

    There is a vast ocean of possibility for transforming the planet. Increasingly, cities are in the vanguard of forging more sustainable worlds.

    Car-free futures

    Since the early 1900s, the car has afforded a sense of freedom for some while infringing on the freedoms of others.

    Cars, particularly SUVs, are a major source of air pollution and CO₂ emissions globally. Motorways and car parking spaces have transformed Earth’s terrain and monopolised public space. For those of us in industrialised societies, it is difficult to imagine life without cars.

    Global sales of electric vehicles are projected to continue rising. Yet even these supposed solutions to an unsustainable transport sector require a lot of space and materials to make and maintain.

    With cities set to host nearly 70% of all people by 2050, space and livability are key concerns. As such, cities across Europe and beyond are beginning to reclaim their streets.

    Between 2019 and 2022, the number of low-emissions zones, areas that regulate the most polluting vehicles in order to improve air quality and help to protect public health, expanded by 40% in European cities. Research suggests that policies to restrict car use such as congestion charges and raised parking fees can further discourage their use. However, providing viable and accessible alternatives is also crucial: as such, many cities are also widening walkways, building bike lanes and making public transport cheaper and easier to access.

    An estimated 80,000 cars used to pass daily through the centre of Pontevedra, a city in north-west Spain. Mayor Miguel Anxo Fernandez Lores instituted a ban on cars in 1999 and removed on-street parking spaces. The city has since drastically reduced air pollution and hasn’t had a vehicular death in over a decade.

    Civic life in Pontevedra has benefited from the absence of cars.
    Trabantos/Shutterstock

    Living cities

    Cement and concrete are widely used to make major infrastructure such as roads, bridges, buildings and dams. The cement industry accounts for up to 9% of global emissions. Moreover, the open-pit quarrying of limestone, a key ingredient in cement, involves removing topsoil and vegetation which rips up ecosystems and biodiversity and increases flooding risks.

    A burgeoning “depaving” movement originated in Portland, Oregon in 2008 and has removed concrete and asphalt from cities including Chicago, London and several cities across Canada, replacing it with plants and soil.

    Depaving is an example of the wider urban rewilding movement which aims to restore natural habitats and expand green spaces in cities for social and ecological wellbeing.

    Multispecies coexistence

    A new report by the World Wildlife Fund for Nature (WWF) has documented an average 73% decline in the abundance of monitored wildlife populations globally since 1970. Despite such unfathomable losses, many cities are being transformed into oases of multispecies life.

    Prized for their fur, beavers were hunted to extinction in the UK by the 16th century. Their water damming activities create homes for other species such as birds and invertebrates and help prevent flooding. Eurasian beavers have been thriving in Sweden, Norway and Germany since their reintroduction in the 1920s and 1960s, respectively.

    In 2022, beavers were designated a protected species in England. In October 2023, London saw its first baby beaver in over 400 years.

    Melbourne has launched a project to create a 18,000 square-metre garden in the city by 2028, with at least 20 local plant species for each square metre. An 8-kilometre long pollinator corridor is also being created to allow wildlife to travel between 200 interconnected gardens and further help local pollinators flourish.

    Living alongside larger predators brings unique challenges. However, as with any functional relationship, respect is key for coexistence. Los Angeles and Mumbai are two major cities that are learning to live alongside mountain lions and leopards. Local officials have launched public education initiatives urging people to, for instance, maintain a safe distance from the animals and not walk alone outside at night. In cases where wildlife conflicts occur, such as between wolves and farmers who have lost livestock, non-lethal methods such as wolf-proof fences and guard dogs have been found to be more effective solutions than culls.

    India’s leopard population appears to be rising.
    Nedla/Shutterstock

    Environmental justice now

    Cities, particularly in wealthy countries, are only a small part of the story.

    At just over 500 years old, the modern capitalist system, imposed globally through European colonialism, is a relatively recent development. Despite its influence, the visionary author Ursula K. Le Guin reminded us that “any human power can be resisted and changed by human beings”.

    Indigenous peoples numbering 476 million across 90 countries represent thousands of distinct cultures that persist as living proof of the enduring possibilities of radically different ways of living.

    An online database tracks 4,189 environmental justice movements worldwide. From multi-tribe Indigenous Amazonian alliances keeping illegal miners at bay, to countless local communities and activist groups resisting the construction of new fossil fuel infrastructure. Over the last few years, these place-based struggles have either stopped, stalled or forced the suspension of at least one-quarter of planned extractive projects.

    These examples demonstrate hope in action, and suggest that the radical changes required to avert climate and ecological breakdown are often a simple question of will and collective resolve.

    Reality, like the future, is never fixed. Whether the world is 2, 3 or 4-degrees warmer by 2100 depends on actions taken today. The terrain ahead will be full of challenges. But, glimmers of a better world are already here.



    Don’t have time to read about climate change as much as you’d like?

    Get our award-winning weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 35,000+ readers who’ve subscribed so far.


    Heather Alberro does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. In despair about Earth’s future? Look for green shoots – https://theconversation.com/in-despair-about-earths-future-look-for-green-shoots-232114

    MIL OSI – Global Reports

  • MIL-OSI USA: S. 3022, IHS Workforce Parity Act of 2024

    Source: US Congressional Budget Office

    S. 3022 would modify two workforce development programs aimed at recruiting health professionals for the Indian Health Service (IHS). The IHS Scholarship Program provides grants to current students who are members of federally recognized tribes and working toward degrees in the health professions. The awards cover tuition and education-related expenses in exchange for a two-year, full-time commitment to work for IHS after certification as a health professional. The Loan Repayment Program pays current health professionals up to $25,000 annually to cover student loan repayments and up to $6,000 a year to cover the associated income tax liability in exchange for a two-year, full-time commitment to work for IHS. 

    S. 3022 would modify both programs by allowing recipients to work part-time for twice the number of years as full-time recipients in exchange for the assistance. The aim is to improve recruitment of health professionals at IHS, which has reported chronic medical staff shortages for many years. 

    MIL OSI USA News

  • MIL-OSI Economics: For the first time in F1 history, a video game will be fully integrated with an F1 team

    Source: Microsoft

    Headline: For the first time in F1 history, a video game will be fully integrated with an F1 team

    Bringing Indiana Jones and the Great Circle theming to some of the fastest cars on the planet marks the next chapter in Xbox and Alpine’s official partnership, showcasing the rich storytelling both brands are known for. The car liveries and race suits worn by drivers Pierre Gasly and Esteban Ocon feature intricate details inspired by the game, including a map of the location’s players will explore, along with other branded elements from the games beautiful Collector’s Edition. The striking new car designs are revealed today, with their in-person debut set for Thursday, October 17. F1 and gaming fans alike can catch both cars in action at the United States F1 Grand Prix in Austin, Texas, from October 18 to 20. 

    “Working with the Xbox team to bring alive the incredible Indiana Jones and the Great Circle livery for the United States Grand Prix has been fantastic,” says Oliver Oakes, BWT Alpine Formula One Team, Team Principal. “The new look will be right at home in the Austin setting this weekend. In the past year, our partnership with Xbox has reached new heights and this is our biggest activation yet. There’s even more to come and I’m looking forward to getting my hands on a copy of the game when it comes out.” 

    We began teasing this collaboration with an epic real-life road trip. It all started in Los Angeles at a twilight-lit shipyard, where an Indiana Jones and the Great Circle-themed semi-truck set off, carrying a mysterious crate. Along its journey, the truck made stops at iconic U.S. landmarks like Las Vegas, Hoover Dam, Bonneville Salt Flats, and White Sands National Park, before arriving, shrouded in secrecy, at the Circuit of the Americas during a breathtaking sunset. There, the crate was finally opened to reveal its special cargo. To relive this incredible journey, visit the social channels of BWT Alpine F1 team, Bethesda, MachineGames, and Circuit of The Americas (COTA). 

    Indiana Jones and the Great Circle is developed by MachineGames and Bethesda Softworks, in collaboration with Lucasfilm Games, and launches on December 9 on Xbox Series consoles, Xbox Game Pass and PC – with early access starting on December 6. The game is a first-person, single-player adventure set between the events of ‘Indiana Jones and the Raiders of the Lost Ark’ and ‘Indiana Jones and The Last Crusade’. In the year 1937, sinister forces are scouring the globe for the secret to an ancient power connected to the mysterious Great Circle, and only one person can beat them to it – Indiana Jones. Blending cinematic set-pieces, puzzle-solving, and hand-to-hand combat, players will embark on an authentic Indiana Jones experience that spans the world during the height of the legendary archaeologist’s career. 

    Pre-orders for Indiana Jones and the Great Circle are now open for Xbox Series X|S consoles and PC, with wish listing also available on PlayStation. Those who purchase the Premium Edition, Premium Upgrade or Collector’s Edition of the game will receive 3 days of early access, beginning December 6. More information on pre-orders can be found here. Stay tuned for more details at https://indianajones.bethesda.net/

    MIL OSI Economics

  • MIL-OSI Security: U.S., UAE Forces Begin Exercise Iron Defender in Arabian Gulf

    Source: United States Naval Central Command

    MANAMA, Bahrain —

    U.S. Navy, Marine Corps and Coast Guard forces joined the United Arab Emirates naval defense force for exercise Iron Defender 24, Oct. 14-24. This maritime exercise will take place in the UAE and its territorial and coastal waters.

    The combined bilateral exercise is designed to broaden levels of cooperation, support long term regional security, and enhance interoperability. Scenarios included: visit, board, search and seizure, unmanned system integration, harbor defense, diving, medical training, and training at sea.

    This is one of many exercises in which the U.S. military participates with partner nations in the Middle East intended to enhance partnerships and interoperability.

    The U.S. 5th Fleet area of operations encompasses nearly 2.5 million square miles of water area and includes the Arabian Gulf, Gulf of Oman, Red Sea, parts of the Indian Ocean and three critical choke points at the Strait of Hormuz, Suez Canal and Bab al-Mandeb.

    MIL Security OSI

  • MIL-OSI Global: Why The Rock beats politicians for trust and leadership – and what would-be rulers can learn

    Source: The Conversation – UK – By Carl Senior, Reader in Behavioural Sciences, Aston University

    Celebrities can have huge influence and reach enormous audiences. That’s why Kamala Harris was happy to recently gain the endorsement of musician Taylor Swift.

    Due to their media attention and massive fan bases, some Hollywood stars and musicians can appear more powerful than traditional politicians. And these perceptions of influence may also translate into actual impact.

    Indeed, some celebrities have taken up causes, using their fame to overtly push for change (for instance, Bob Geldof and Princess Diana). Others endorse politicians, or successfully run for office themselves (for instance, Arnold Schwarzenegger and Ronald Reagan).

    While it may seem like celebrities who pivot to politics are able to trade on their pre-existing notoriety, few celebrities are well known beyond their fan bases and many people would expect them to lack the gravitas of world leaders.

    However, results of our recent exploratory study conducted in the UK shows that at least one celebrity, Dwayne “The Rock” Johnson, stands out. He achieved public recognition, leadership and trust ratings as high as the most well-known politicians.

    Indeed, our study found that The Rock’s recognition was on par with the Nobel prize-winning, two-term US president Barack Obama. He was also considered more trustworthy than many politicians.

    In the study, we invited 251 participants to evaluate the faces of 40 seasoned politicians and celebrities to assess their leadership potential and perceived personality traits.

    Only six of the faces had close to universal recognition. Former US presidents Barack Obama and Donald Trump, former UK prime minister Boris Johnson and Dwayne “The Rock” Johnson scored 90% or above. By contrast, US president Joe Biden and Russian president Vladimir Putin were each recognised by 80%.

    Interestingly, The Rock was also judged to be more considerate, competent, credible, intelligent and trustworthy than most politicians.

    When asked to indicate how strongly participants felt about each figure’s leadership potential, the results were surprising. Biden scored 64%, higher than Putin’s 56%, which was in turn higher than Trump and Boris Johnson who both received 42%.

    But a much larger percentage, 72%, rated The Rock as a strong leader, only bettered by Obama’s score of 87%. In our statistical models, two key personality traits, competency and credibility, predicted The Rock’s perceived potential as a national leader.

    The Rock’s fame, stemming from his wrestling career persona, television presence, and Hollywood stardom, seem to demonstrate the impact of a well-maintained media image. His expertise in wrestling’s “kayfabe” style of performance (a dramatic wrestling style that is presented as genuine) has greatly boosted his public persona as an authentic “nice guy”.

    This early experience, and a strong screen presence, is likely to have contributed to leadership scores similar to Obama. Here it seems that The Rock’s heavily cultivated media personality has translated into perceptions of effective leadership.

    This idea connects with the theory of mediated authenticity , which suggests that positive perceptions arise when audiences view media figures in a favourable light. The Rock’s wrestling persona has allowed him to build a connection to his fans and he seems to have developed this further with his Hollywood roles.

    What can Trump and Harris learn?

    Politicians must also connect with the public. Boris Johnson, for example, did well in the 2019 UK election because he knew how to connect and leveraged this ability to his advantage.

    However, leaders also need to be seen as knowledgeable and trustworthy to make an enduring positive difference.

    The Rock was asked about political ambitions.

    Some theorists of power argue that social influence derives from being well-liked, not just being famous. Of course, The Rock is famous for his nice guy image, along with his movie catalogue and perpetually perfect physique. His perceived leadership potential could come from being both popular and seen as a good role model.

    The Rock’s potential has been spotted by political parties. He describes himself as an independent and back in 2023 he revealed that he had been approached by multiple political parties about possibly running for office.

    Can you be a ‘nice’ populist?

    The last few years has seen the rise of numerous political leaders around the world, who have been labelled with the term “populist”. Leading figures on this list include Trump, India’s prime minister Narendra Modi, former Brazilian president Jair Bolsonaro and Boris Johnson. However, these leaders tend not to be highly trusted.

    The erosion of trust in politicians and political systems is a significant issue that can lead to decreased engagement with the democratic process, regardless of political level. This ultimately results in a civic structure that fails to represent the people it is meant to serve.

    With the US presidential election just weeks away, and still virtually tied, political strategists for both of the major parties must confront a key question: how much trust does each candidate have from the public?

    Like it or not, The Rock’s wrestling persona relied on building a genuine connection with fans through his kayfabe-style performance, and his friendly image. The careful cultivation of this has given him enduring popularity and, as an unintended consequence of that performance, leadership appeal on the national stage.

    When you are perceived as being a genuinely nice leader, our early research suggests, trust will follow. Something that more politicians clearly need to understand.

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

    ref. Why The Rock beats politicians for trust and leadership – and what would-be rulers can learn – https://theconversation.com/why-the-rock-beats-politicians-for-trust-and-leadership-and-what-would-be-rulers-can-learn-236987

    MIL OSI – Global Reports

  • MIL-OSI Economics: Narrowing the Digital Divide: Households with broadband, laptops and desktops rising

    Source: Microsoft

    Headline: Narrowing the Digital Divide: Households with broadband, laptops and desktops rising

    Today, we’re launching a refresh of the Microsoft Digital Equity Data Dashboard with current data from the FCC, the United States Census Bureau, Code.org, Broadband Now, and Microsoft to help federal, state, and local policymakers gain a better understanding of the factors contributing to the digital divide in communities across the United States. Originally launched in 2022 as part of our Airband Initiative, the dashboard provides critical data to help understand broadband gaps at the local level, allowing these decision makers to anchor their policies and programs in data and maximize investments in areas of highest need.  

    Today’s update allows tracking of historical broadband data to analyze trends and progress being made as a result of government and private sector investments. This includes the new data from the dashboard, which shows that all states, including Puerto Rico and the District of Columbia, saw an increase in the number of households with broadband connections as well as an increase in the number of households with laptops or desktops. The greatest changes were in households earning less than $20,000. These households saw an average increase of over 10.8 percentage points in internet connectivity compared to previous metrics, meaning there are nearly 325,000 more households connected in this group. 

    We’ve long held the belief in the value of data, and this dashboard refresh is the latest step in our ongoing journey to help close the digital divide around the world. 

    Bridging the Rural Broadband Gap in the United States 

    In 2017, we launched the Microsoft Airband Initiative with a clear mission: to bridge the significant rural broadband gap in the United States. That year, government data showed that at least 23.4 million people across the United States did not have access to reliable high-speed internet, and this lack of access created significant barriers to education, healthcare, and economic opportunities. At the same time, it’s been shown that increasing access and usage of broadband in rural areas leads to higher property values, increased job and population growth, increased entrepreneurship, and lower unemployment rates. This stark reality illustrated by this data highlighted the urgent need for action to bridge the digital divide.  

    We set out to help solve the problem by bringing private sector investment and innovative technologies together with advocacy for regulatory support and financial frameworks to increase connectivity. Over the years, we have tried different approaches to bridging the digital divide, and we’ve learned a lot. We initially focused on TV White Spaces, believing this unique technology would extend reliable and affordable broadband to rural areas. As time went on, we determined that to make a tangible impact in rural communities, we couldn’t rely on specific technology, so we shifted to a technology neutral approach. Today, our partners are leveraging fiber, fixed wireless, satellite, and other disruptive technologies to drive broad networks deeper into rural areas. As a result, our partners have extended coverage to over 7.4 million people in rural communities across 41 states and territories in the United States.   

    But technology alone was not a solution. High costs, the absence of new and alternative technologies, and market and regulatory conditions all hampered efforts. The economic impact was substantial, not only hindering individual progress but also stifling the overall development of rural areas. So, we also used our corporate voice and joined forces with others to directly advocate for Congress to deploy targeted funding to combat the digital divide.  

    Targeted Funding to Combat the Digital Divide 

    In the U.S., none of the progress we’ve seen would be possible, without the vision of the U.S. Congress to proactively and significantly invest in broadband infrastructure programs. Our experiences since 2017 have made it clear that these government investments are necessary to drive deep impact. Bipartisan investments in digital infrastructure and inclusion through the Coronavirus Aid, Relief, and Economic Security (CARES) Act, the American Rescue Plan Act (ARPA), and the Infrastructure Investment and Jobs Act (IIJA) were a huge step forward in our journey to close the digital divide in the United States.  

    As a result of these government investments and public private partnerships, our internet service provider partners in the U.S. have received more than $725 million in government infrastructure funding awards to accelerate network expansion and drive broadband adoption across the country, with approximately 80% going to rural communities.  

    An example includes Microsoft partner, Nextlink Internet, which is leveraging government investment and partnership to bring meaningful connectivity to rural communities in the Midwest, Southwest, and Southeast regions of the United States. Federal infrastructure funding enabled Nextlink to extend their seven-state footprint to 11 states in total: Indiana, Illinois, Iowa, Kansas, Louisiana, Minnesota, Nebraska, Oklahoma, Texas, Wisconsin, and Wyoming.   

    Looking Forward Globally with a Clear Vision 

    Outside of the United States, our global partnerships have brought coverage to nearly 100 million previously unserved and underserved people. Internationally, we’re also seeing success from similar models of participating in government infrastructure programs, with the U.S. government leading the way. This includes significant investments and leadership from the United States Agency for International Development (USAID) via the Digital Invest program and the Women in the Digital Economy Fund (Wi-DEF), as well as the United States Trade and Development Agency’s (USTDA) Digital Transformation with Africa initiative.  

    These partnerships have also enabled digital infrastructure and off-grid energy in unserved and underserved communities around the world. In Nigeria, for instance, providers like Tizeti are leveraging government investments to bring connectivity to schools, health clinics, and community anchor institutions. And communities are experiencing improved outcomes in education and healthcare as a result. If connectivity alone has enabled these outcomes, imagine what additional innovation AI could unlock. 

    But there are still 2.6 billion people who remain offline. Limited internet can exacerbate economic inequalities and inhibit access to social services, civic activities, and online learning resources. In places where we’re using AI to map global populations in real-time, we can provide early warnings that allow communities to better plan disaster recovery during times of crisis. Communities that remain offline do not get these early warnings and cannot act on them. As AI becomes more prevalent, communities that remain offline will not be able to fully access the benefits of this new technology. 

    To continue momentum, we are looking to the lessons we learned in the U.S. We must scale innovative technologies, expand connectivity and energy access, and leverage strategic partnerships. Governments, financial institutions, philanthropic institutions, and the private sector must come together to address critical financing barriers, invest in development finance, and expand digital infrastructure. 

    We’ve committed to reaching 250 million people with meaningful connectivity by the end of next year. Today, we’re calling for continued support and collaboration from all sectors to ensure no one is left behind. We call on all stakeholders to join us in this mission. 

    • Governments must create enabling regulatory environments that prioritize funding for digital infrastructure and support quick and efficient allocation of funding by federal, state, and local entities. 
    • The private sector must invest in innovative technologies and business models. 
    • Philanthropic organizations must continue to advocate for digital inclusion and develop initiatives anchored in the local community. 

    The journey to close the digital divide is a long one. Building out infrastructure takes time. It’ll take time for us to see some of the direct results of this work, but there is room for optimism. We are extremely grateful for the leadership and vision of the United States government, which is laying a blueprint for other countries to follow, as well as state and local leaders working to ensure these programs are successful. We encourage all policymakers to proceed efficiently so the benefits of these investments reach local communities sooner rather than later.  

    With continued collaboration and commitment, we can use the power of data, technology, and partnership to achieve our ambitious goals. We’re dedicated to making a lasting impact, and we are excited about the future. Let’s come together to bring the power of digital connectivity and transformation to people around the world. 

    Tags: Airband initiative, broadband, broadband access, connectivity, digital access, digital divide, digital inequity, Digital Inequity Dashboard, Internet access, rural broadband

    MIL OSI Economics

  • MIL-OSI: Federal Home Loan Bank of Indianapolis announces $800,000 in pre-development grants now available for Tribal Nations Housing Development Assistance Program

    Source: GlobeNewswire (MIL-OSI)

    INDIANAPOLIS, Oct. 16, 2024 (GLOBE NEWSWIRE) — The Federal Home Loan Bank of Indianapolis (“FHLBank Indianapolis” or the “Bank”) announced today that pre-development affordable housing grants are now available to the 12 federally recognized tribal nations located in Michigan through the Tribal Nations Housing Development Assistance Program (TNHDAP).

    Announced earlier this year, the TNHDAP is a unique and innovative capacity-building housing development grant program in partnership with the Michigan State Housing Development Authority (MSHDA). The TNHDAP provides dedicated training and technical assistance coupled with grant funding opportunities to support tribal nations in creating innovative housing solutions tailored to the unique needs of each nation. The Bank’s program grant of up to $3 million marks the largest investment to a single organization in FHLBank Indianapolis history.

    FHLBank Indianapolis is making $800,000 available for project-specific pre-development grants with up to $75,000 available per project. Pre-development dollar grants may support either rental or homeownership projects, dependent upon individual tribal priorities.

    “Pre-development grants are often the hardest type of funding to find, and one of the most impactful tools to help kickstart projects,” said Anna Shires, VP, Community Investment Outreach Partner at the Bank. “We’re excited to complement all of the technical assistance underway, and help tribes get one major step closer to providing safe and affordable housing for their communities.”

    Through the program, the Bank also will be providing project-specific gap funding subsidies as well as supporting additional capacity building needs identified by tribal nations in Michigan. Through next year, each tribe also will receive dedicated technical assistance to identify their unique housing needs, support for overall housing initiatives and project-specific guidance.

    In keeping with the knowledge and capacity-building focus of the program, the National American Indian Housing Council and its partners facilitated a series of training sessions earlier this year focusing on the wide range of available affordable housing solutions. Sessions focused on multi-unit development, Low Income Housing Tax Credits (LITHC) and other funding sources, housing development for special needs populations, and homeownership development opportunities. Sessions included presentations and discussions between the tribes and FHLBank Indianapolis, MSHDA, HUD leadership, the Michigan Balance of State Continuum of Care, and local and national housing and finance industry leaders.

    “The completion of this training series represents a significant commitment of time and effort, and we commend everyone involved for their dedication to this critical work,” said Karen Gagnon, Tribal Liaison for MSHDA. “It’s truly exciting to see the program entering its next phase. This support will play a pivotal role in advancing essential housing projects for these communities, and we look forward to the far-reaching impact of these new investments and partnerships.”

    For more information about the pre-development grants, visit the Tribal Nations Housing Development Assistance Program page on MSHDA’s website.

    More information on the Tribal Nations Housing Development Assistance Program is available at fhlbi.com. For information on FHLBank Indianapolis’ other programs to support affordable housing and community development, see the Community Programs page on fhlbi.com.

    Media contact information:
    For more information, contact Katherine Marshall, Corporate Communications Specialist, at kmarshall@fhlbi.com.

    Federal Home Loan Bank of Indianapolis: Building Partnerships. Serving Communities
    FHLBank Indianapolis is a regional bank in the Federal Home Loan Bank System. FHLBanks are government-sponsored enterprises created by Congress to provide access to low-cost funding for their member financial institutions, with particular attention paid to providing solutions that support the housing and small business needs of members’ customers. FHLBanks are privately capitalized and funded, and they receive no Congressional appropriations. One of 11 independent regional cooperative banks across the U.S., FHLBank Indianapolis is owned by its Indiana and Michigan financial institution members, including commercial banks, credit unions, insurance companies, savings institutions and community development financial institutions. For more information about FHLBank Indianapolis, visit http://www.fhlbi.com and follow the Bank on LinkedIn, and Instagram and X at @FHLBankIndy.

    The MIL Network

  • MIL-OSI Banking: Azure Cobalt 100-based Virtual Machines are now generally available

    Source: Microsoft

    Headline: Azure Cobalt 100-based Virtual Machines are now generally available

    We are excited to announce the general availability of the new Azure Cobalt 100 Virtual Machines (VMs). These VMs run on Microsoft’s first fully custom Arm-based Cobalt 100 CPU and represent a significant milestone in our end-to-end approach to building cloud infrastructure.

    Today we are announcing the general availability of the new Azure Cobalt 100-based Virtual Machines (VMs). These VMs run on Microsoft’s first 64-bit Arm-based Azure Cobalt 100 CPU, which has been fully designed in-house. They represent a significant milestone in our journey in designing and building out our cloud infrastructure, with optimization and customization across every layer of the infrastructure stack—from silicon, to servers, to services. Through vertical integration across hardware and software, Azure Cobalt 100-based VMs are one of Microsoft’s latest examples of innovating to enhance and optimize our cloud infrastructure with an end-to-end systems approach, to deliver the right mix of performance, power efficiency, and scale for our customers.

    The Cobalt 100-based VMs consist of our new general purpose Dpsv6-series and Dplsv6-series and our memory-optimized Epsv6-series VM series. They offer up to 50% better price performance than our previous generation Arm-based VMs, making them an attractive option for a wide range of scale-out and cloud-native Linux-based workloads, including data analytics, web and application servers, open source databases, caches, and more. 

    The new Azure Cobalt 100-based VMs deliver leading performance across various workloads compared to previous generations of Azure Arm-based VMs: up to 1.4x CPU performance, up to 1.5x performance on Java-based workloads, and up to 2x performance on web servers, .NET applications, and in-memory cache applications compared to the previous generation Azure Arm-based VMs. These VMs also support 4x local storage IOPS (with NVMe) and up to 1.5x network bandwidth compared to the previous generation Azure Arm-based VMs.

    The new VMs are broadly available in Canada Central, Central US, East US 2, East US, Germany West Central, Japan East, Mexico Central, North Europe, Southeast Asia, Sweden Central, Switzerland North, UAE North, West Europe, and West US 2. The number of regions will continue to expand in 2024 and beyond with Australia East, Brazil South, France Central, India Central, South Central US, UK South, West US 3, and West US coming soon.

    Customer adoption and scenarios

    We have been working with several internal and external customers during the preview period. For example, IC3, the platform that powers billions of customer conversations in Microsoft Teams, is serving its growing customer base more efficiently, achieving up to 45% better performance on Cobalt 100-based VMs.

    We’re also delivering Cobalt 100-based VMs to many of our independent software vendor (ISV) partners offering platform as a service (PaaS) and software as a service (SaaS) solutions on Microsoft Azure.

    “The Cobalt 100, Microsoft Azure’s new Arm-based processor, represents a huge step forward for optimizing performance and productivity. Cadence and Microsoft’s collaboration helps our mutual customers tackle the demands of giga-scale compute that advanced-node silicon design demands. The Cobalt 100 helps our thousands of electronic design automation (EDA) and systems customers meet their ever-increasing demands for throughput to speed time-to-market.” —Mahesh Turaga, Vice President (VP) of Cloud Business Development, Cadence

     “We are really excited about the new Cobalt 100 VMs. We are making them the primary platform for our Databricks SQL Serverless offering on Azure, as they offer outstanding efficiency and allow us to deliver significant price-performance improvements to our customers. Customers using our Azure Databricks classic Jobs offering will also greatly benefit from Cobalt VMs by selecting them for their Jobs cluster nodes, achieving noticeable performance improvements while keeping operating costs down.” —Michael Kiermaier, VP of Business Strategy and Operations, Databricks

    “At Elastic, we are driving innovation and cost-efficiency by enabling customers to leverage our Search AI-powered observability, security, and search solutions on Arm-based architecture. Azure Virtual Machines with Cobalt 100 Arm CPUs enables Elastic to deliver better throughput and up to 37% improved performance compared to Azure’ previous generation Arm based VMs.”  —Uri Cohen, Vice President, Product Management, Elastic

    “At Rescale, our mission is to elevate innovation by providing the best tools in high performance computing, data, and AI to organizations of every size to deliver engineering and scientific breakthroughs that enrich humanity. We have tested the Azure Cobalt 100 VMs to power our high-performance computing platform and found it to deliver about a 40% improvement in performance compared to Azure’s previous generation Arm-based VMs. We look forward to upgrading our Azure infrastructure to these new VMs and offer comparable performance improvements to our customers so they can tackle complex challenges with greater speed and efficiency.” —Adam McKenzie, Chief Technology Officer, Rescale 

    “Siemens EDA continues to expand its partnership with Microsoft to develop innovative solutions for our mutual silicon and electronic systems customers. Our collaboration around Microsoft Azure Cobalt 100 Arm-based VMs running analog, standard-cell, memory, and digital verification workloads has demonstrated compelling performance and economic benefits. The general availability of these new VMs marks an important milestone for the industry, highlighting its fast-growing reliance on continuously advancing hardware and software platforms optimized for high throughput and efficiency.” —Craig Johnson, Vice President, Siemens EDA Strategy

    “We have extensively tested Azure’s new Cobalt 100 VMs and compared them to the previous generation Arm VMs on Azure using Snowflake workloads. We’re thrilled with the significant improvements in performance. And now, we’re excited to adopt these latest Cobalt 100 VMs and share that performance improvement with our customers!” —Gabe Bryant, Senior Manager, Snowflake

    “In the face of unprecedented compute and memory demands driven by increasingly sophisticated systems, designers are leveraging the cloud to scale their computing resources. Our close collaboration with Microsoft Azure facilitates the adoption of Arm architecture-based compute resources by providing customers with industry-leading, AI-driven EDA tools enabled on the Azure cloud to help them address the escalating workload demands.” —Sanjay Bali, senior vice president of EDA strategy and product management at Synopsys

    “Templafy relies on the stability and scalability of Microsoft Azure to run our document generation platform for enterprises worldwide, and we’re excited about the new Azure Cobalt 100 VMs. After evaluation we’ve observed significant performance improvements, including approximately 25% higher throughput and 35% lower CPU usage compared to Azure’s previous generation Arm-based VMs. We look forward to harnessing these advancements to enhance our platform’s performance and deliver even better experiences for our customers when it comes to their critical business documents.”  —Marco van Kimmenade, Director of Engineering, Templafy

    Synergy with our technology partners

    We value the collaboration with our technology partners.

    “The Cobalt 100 processor is a fantastic example of how Arm-based silicon, supported by a robust software ecosystem, is addressing the growing compute complexity of modern infrastructure,” said Mohamed Awad, Senior Vice President and General Manager of Infrastructure Business, Arm. “Following years of collaboration with Microsoft to bring Arm-based VMs to market, the general availability of Cobalt 100 marks an important milestone in our partnership, and demonstrates the power, efficiency and flexibility of Arm Compute Subsystems in driving the workloads of the future.”

    The journey to Arm: Embracing innovation and customer benefits

    Microsoft has a longstanding history of contributing to Arm architecture and integrating Arm technology. This experience has enabled us to develop important industry standards that prepared the Arm architecture for datacenter-scale computing. We have also been working closely with Arm on industry initiatives such as ServerReady and SystemReady and received industry recognition for both initiatives. Our journey into Arm-based VMs is based on a vision to deliver superior price-performance and power efficiency. The Cobalt 100-based VMs embody this vision by offering these benefits. By embracing Arm-based VMs, we have been able to offer our customers a unique combination of performance and cost effectiveness.

    Developer ecosystem 

    The developer ecosystem for Arm continues to thrive and has seen tremendous progress in the last couple of years. Major developer platforms and languages such as C++, .NET, and Java provide Arm-native versions. We have invested in Arm-specific optimizations for each of these platforms and languages so we’re fully leveraging the capabilities of the Arm architecture.  

    The larger ecosystem has embraced Arm with many popular infrastructure and deployment solutions now available with native Arm support. GitHub Actions, GitHub’s continuous integration and continuous delivery (CI/CD) workflow engine, is an integral part of many developers’ workflows and used to continuously build, test, and deploy apps. This is now available for Arm in two flavors—self-hosted runners that can be hosted on an Arm VM or on local Arm hardware, and GitHub-hosted runners. 

    Containers are a popular deployment target for many reasons: a streamlined development workflow, isolation and security, efficient resource utilization, portability, and reproducibility. Microsoft Azure Kubernetes Service (AKS) now supports the creation of Arm agent nodes as well as mixing x86 and Arm architecture nodes within a cluster. 

    Specifications

    You can select from a range of Azure Virtual Machines of three memory ratios for a given vCPU size, giving you the flexibility to choose the configuration that works best for your workloads in terms of CPU performance and memory needs. All these VM series are available with and without local disks so that you can deploy the option that best fits your workload.  

    • The new Dpsv6-series and Dpdsv6-series general-purpose VMs offer up to 96 vCPUs and 384 GiB of RAM (4:1 memory-to-vCPU ratio). They are ideal for scale-out workloads, cloud-native solutions like AKS, small to medium open-source databases, application servers, and web servers. Arm developers can use these VMs in CI/CD pipelines, development, and test scenarios.
    • The new Dplsv6-series and Dpldsv6-series VMs provide up to 96 vCPUs and 192 GiB of RAM (2:1 memory-to-vCPU ratio). They are perfect for media encoding, small databases, gaming servers, microservices, and workloads that don’t need high RAM per vCPU.  
    • The new Epsv6-series and Epdsv6-series memory-optimized VMs offer up to 96 vCPUs and 672 GiB of RAM (up to 8:1 memory-to-vCPU ratio). These VMs are designed for memory-intensive workloads such as large databases, in-memory caching applications, and data analytics.

    The new virtual machines support all remote disk types such as Standard SSD, Standard HDD, Premium SSD and Ultra Disk storage. To learn more about various disk types and their regional availability, please refer to Azure managed disk type. Disk storage is billed separately from virtual machines. You can deploy these new VMs using existing methods including the Azure portal, SDKs, APIs, PowerShell, and the command-line interface (CLI). 

    You can learn more about the new Azure Cobalt 100-based VMs by visiting the specification pages: Dpsv6-series, Dpdsv6-series, Dplsv6-series, Dpldsv6-series, Epsv6-series, Epdsv6-series.   

    Pricing 

    To learn more about the pricing of Azure Cobalt 100-based VMs, please visit the Azure Virtual Machines pricing and Pricing calculator pages. 

    You can also take advantage of Reserved Instances, Azure savings plan for compute, and Spot Virtual Machines to lower your costs. Reserved VM Instances can reduce costs and improve your budget forecasting through upfront one-year or three-year commitments. For a limited time, you can save up to 15% more when you purchase one-year Azure Reserved Virtual Machine (VM) Instances for select Linux VMs. This offer is available between from October 1, 2024 to March 31, 2025. See here for more details. The Azure savings plan for compute gives you the flexibility to save across multiple Azure services, including Azure VMs. Spot Virtual Machines can significantly reduce the cost of running in Azure and further optimize your cloud spend for workloads that can tolerate interruptions and have flexible execution time.

    A new era of price performance and power efficiency

    The general availability of Azure Cobalt 100-based VMs marks the beginning of a new era in Azure’s infrastructure. With our custom silicon program, we are delivering exceptional price performance and power efficiency to our customers. We are excited to see the impact of these innovations on our customers’ businesses and we look forward to bringing even better solutions to our customers in the future.

    Thank you for joining us on this exciting journey.

    For questions, please go to Azure Support and our experts will be there to help you. 

    Additional resources 

    MIL OSI Global Banks

  • MIL-OSI: Enovix to Release Third Quarter 2024 Financial Results on October 29, 2024

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., Oct. 16, 2024 (GLOBE NEWSWIRE) — Enovix Corporation (“Enovix”) (Nasdaq: ENVX), a global high-performance battery company, today announced it will release financial results for the third quarter of 2024 on Tuesday, October 29, 2024, after the close of the market.

    Enovix will hold a live video call at 2:00 PM PT / 5:00 PM ET on October 29, 2024, to discuss the company’s business updates, key milestones, and financial results. To join the call, participants must use the following link to register: https://enovix-q3-2024.open-exchange.net/registration. This link will also be available via the Investor Relations section of Enovix’s website at https://ir.enovix.com. Investors may also submit questions on the registration page that they would like addressed on the call by Enovix management.

    An archived version of the call will be available on the Enovix investor website for one year at https://ir.enovix.com.

    About Enovix

    Enovix is on a mission to deliver high-performance batteries that unlock the full potential of technology products. Everything from IoT, mobile, and computing devices, to the vehicle you drive, needs a better battery. Enovix partners with OEMs worldwide to usher in a new era of user experiences. Our innovative, materials-agnostic approach to building a higher performing battery without compromising safety keeps us flexible and on the cutting-edge of battery technology innovation.

    Enovix is headquartered in Silicon Valley with facilities in India, Korea and Malaysia. For more information visit http://www.enovix.com and follow us on LinkedIn.

    For media and investor inquiries, please contact:

    Enovix Corporation

    Robert Lahey

    Email: ir@enovix.com

    The MIL Network

  • MIL-OSI Economics: Money Market Operations as on October 16, 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) 5,40,974.48 6.30 5.00-6.50
         I. Call Money 8,755.18 6.44 5.10-6.50
         II. Triparty Repo 3,90,913.55 6.28 5.90-6.43
         III. Market Repo 1,40,357.75 6.33 5.00-6.50
         IV. Repo in Corporate Bond 948.00 6.45 6.40-6.50
    B. Term Segment      
         I. Notice Money** 1,906.22 6.43 5.85-6.50
         II. Term Money@@ 645.00 6.65-6.90
         III. Triparty Repo 210.00 6.45 6.40-6.45
         IV. Market Repo 1,637.29 6.56 6.49-6.60
         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 Wed, 16/10/2024 1 Thu, 17/10/2024 38,133.00 6.49
    3. MSF# Wed, 16/10/2024 1 Thu, 17/10/2024 5,872.00 6.75
    4. SDFΔ# Wed, 16/10/2024 1 Thu, 17/10/2024 73,858.00 6.25
    5. Net liquidity injected from today’s operations [injection (+)/absorption (-)]*       -1,06,119.00  
    II. Outstanding Operations
    1. Fixed Rate          
    2. Variable Rate&          
      (I) Main Operation          
         (a) Repo          
         (b) Reverse Repo Fri, 04/10/2024 14 Fri, 18/10/2024 44,275.00 6.49
      (II) Fine Tuning Operations          
         (a) Repo          
         (b) Reverse Repo Tue, 15/10/2024 2 Thu, 17/10/2024 26,060.00 6.49
      Mon, 14/10/2024 4 Fri, 18/10/2024 24,070.00 6.49
    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$       7,222.87  
    E. Net liquidity injected from outstanding operations [injection (+)/absorption (-)]*     -83,642.13  
    F. Net liquidity injected (outstanding including today’s operations) [injection (+)/absorption (-)]*     -1,89,761.13  
    G. Cash Reserves Position of Scheduled Commercial Banks
         (i) Cash balances with RBI as on October 16, 2024 9,76,272.62  
         (ii) Average daily cash reserve requirement for the fortnight ending October 18, 2024 10,01,756.00  
    H. Government of India Surplus Cash Balance Reckoned for Auction as on¥ October 16, 2024 0.00  
    I. Net durable liquidity [surplus (+)/deficit (-)] as on September 20, 2024 4,18,318.00  
    @ 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: 2024-2025/1312

    MIL OSI Economics

  • MIL-OSI Economics: Consumer sustainability demands drive Thailand’s food and beverage companies to shift to circular packaging, says GlobalData

    Source: GlobalData

    Consumer sustainability demands drive Thailand’s food and beverage companies to shift to circular packaging, says GlobalData

    Posted in Consumer

    Thailand’s food and beverage (F&B) industry is undergoing a significant shift towards sustainability as regulatory pressures and consumer demands for eco-friendly packaging continue to rise. With sustainability increasingly at the forefront of business strategies, industry leaders like Tetra Pak Thailand are taking significant steps to drive the adoption of circular packaging solutions. Underlining the trend, 90% of respondents in a recent survey stated that they choose sustainable feature as essential/nice to have when deciding to make a purchase*, says GlobalData, a leading data and analytics company.

    In response to growing environmental concerns, the Thai government has implemented stronger regulations targeting waste reduction and promoting circularity. The Second National Action Plan on Plastic Waste (2022-2027) and the Sustainable Packaging Act are part of the government’s broader effort to tackle plastic waste and improve recycling rates. These regulations compel F&B manufacturers to adopt Extended Producer Responsibility (EPR) frameworks, ensuring that packaging is responsibly managed from production through disposal.

    Kakarlapudi Karthik Varma, Consumer Analyst at GlobalData, comments: “With sustainability becoming a priority for consumers, brands are adapting to meet these expectations. F&B manufacturers are increasingly turning to renewable and recyclable materials as they seek to meet both regulatory requirements and consumer expectations.

    “Tetra Pak Thailand has been at the forefront of circular packaging innovations, offering solutions that not only meet regulatory requirements but also align with consumer preferences for eco-friendly packaging. Other manufacturers have also taken initiatives, such as Kao Industrial Thailand’s partnership with SCG Chemicals Co., Ltd (SCGC) and Dow Thailand Group to create recyclable, low-carbon packaging.”

    Francis Gabriel Godad, Consumer Business Development Manager, GlobalData India, adds: “Tetra Pak’s four-step approach—focused on resource conservation, energy recovery, operational efficiency, and environmentally neutral production processes—highlights the company’s commitment to advancing sustainability in the F&B industry. Their packaging materials, including FSC-certified paperboard, contribute to the shift towards a circular economy by reducing reliance on fossil fuels and minimizing environmental impact.”

    Varma concludes: “With the introduction of the Sustainable Packaging Act and the continuous pressure from consumers, Thailand’s packaging industry is at a turning point. Collaboration among businesses, government entities, and industry leaders like Tetra Pak is crucial in creating a future where packaging is no longer considered waste but a valuable resource within the circular economy.

    “The shift towards 100% recyclable and renewable packaging is on the horizon, and stakeholders in the F&B sector must proactively stay ahead of regulatory trends and consumer demands.”

    *GlobalData 2024 Q2 Consumer Survey – Thailand was conducted with 502 participants

    MIL OSI Economics

  • MIL-OSI Economics: Indigenous nuclear-powered attack submarines to enhance India’s maritime security in IOR, says GlobalData

    Source: GlobalData

    Indigenous nuclear-powered attack submarines to enhance India’s maritime security in IOR, says GlobalData

    Posted in Aerospace, Defense & Security

    In a significant move towards bolstering maritime security, India’s Cabinet Committee on Security (CCS) has recently approved the indigenous construction of two Project 75-Alpha nuclear attack submarines (SSNs). The procurement of indigenous nuclear-powered submarines capable of undertaking hunter-killer operations positions the Indian Navy as a formidable force capable of conducting anti-submarine warfare in the Indian Ocean Region (IOR), says GlobalData, a leading data and analytics company.

    GlobalData’s report, “Global Submarine Market Analysis and Forecast to 2033”, reveals that India will be spending about $31.6 billion on procuring various types of submarines over the next 10 years. Out of which, 30.5% will be directed towards the procurement of Project 75-Alpha SSNs during the same period. India is expected to procure a total of six SSNs under this program at an estimated value of $17 billion.

    Udayini Aakunoor, Aerospace & Defense Analyst at GlobalData, comments: “The acquisition of SSNs is a strategic move by India to modernize its Navy and tackle regional security challenges. To be built at the Ship Building Centre located in Vishakhapatnam with participation from the domestic private sector, they are expected to boost the country’s autonomy in complex naval shipbuilding.

    “Designed to operate at greater depths and for longer durations than conventional submarines, the SSNs will enhance the Indian Navy’s ability to perform multiple roles, ranging from offensive operations to intelligence gathering, while also enabling it to maintain a continuous and discreet presence in strategically important maritime chokepoints, such as the Strait of Malacca, the Gulf of Aden, and the Persian Gulf.”

    With their unlimited underwater endurance and offensive power, the SSNs will enable India to project power in the Indo-Pacific region while supporting self-reliant advancements in critical defense technologies. These advanced SSNs, coupled with the Indian Navy’s P-8I maritime patrol aircraft, would enhance the service’s ability to detect and track Chinese submarines operating in the IOR.

    Aakunoor concludes: “India will also likely use these Project 75-Alpha SSNs to protect its in-service Arihant-class nuclear-powered ballistic missile submarine (SSBN), which serves as the sea-based leg of the country’s nuclear triad. This, in turn, will enhance India’s second-strike capability as the survivability of its fleet of Arihant-class SSBNs will increase significantly owing to the protection provided by the Project 75-Alpha SSNs.”

    MIL OSI Economics

  • MIL-OSI: Nokia Corporation Interim Report for Q3 2024

    Source: GlobeNewswire (MIL-OSI)

    Nokia Corporation
    Interim Report
    17 October 2024 at 08:00 EEST

    Nokia Corporation Interim Report for Q3 2024

    Strong gross margin improvement amidst ongoing market weakness

    • Q3 net sales declined 7% y-o-y in constant currency (-8% reported) as growth in Network Infrastructure and Nokia Technologies was offset by decline in Mobile Networks primarily in India and a divestment in Cloud and Network Services.
    • Order intake remained strong in Network Infrastructure, while the sales recovery continues to be slower than expected.
    • Comparable gross margin in Q3 increased by 490bps y-o-y to 45.7% (reported increased 500bps to 45.2%), with improvements across business groups, particularly in Mobile Networks.
    • Q3 comparable operating margin increased 160bps y-o-y to 10.5% (reported up 70bps to 5.7%), mainly due to higher gross margin, continued cost control and a benefit from the reversal of loss allowances for certain trade receivables.
    • Q3 comparable diluted EPS for the period of EUR 0.06; reported diluted EPS for the period of EUR 0.03.
    • Q3 free cash flow of EUR 0.6 billion, net cash balance EUR 5.5 billion.
    • Continued to make significant progress with cost savings program, EUR 500 million run-rate of gross savings actioned.
    • Nokia’s full year 2024 outlook is unchanged. Nokia currently expects comparable operating profit of between EUR 2.3 billion and 2.9 billion and free cash flow conversion from comparable operating profit of between 30% and 60%.

    This is a summary of the Nokia Corporation Interim Report for Q3 2024 published today. Nokia only publishes a summary of its financial reports in stock exchange releases. The summary focuses on Nokia Group’s financial information as well as on Nokia’s outlook. The detailed, segment-level discussion will be available in the complete financial report hosted at http://www.nokia.com/financials. A video interview summarizing the key points of our Q3 results will also be published on the website. Investors should not solely rely on summaries of Nokia’s financial reports and should also review the complete reports with tables.

    PEKKA LUNDMARK, PRESIDENT AND CEO, ON Q3 2024 RESULTS

    As I reflect on our performance in the third quarter, I am optimistic we are now turning the corner in many parts of our business, even if some continue to experience market weakness. Among the key highlights was a return to net sales growth in Network Infrastructure with Fixed Networks growing 9% in constant currency and IP Networks growing 6%. Order intake in Network Infrastructure continued to be robust with strong year-on-year growth and a growing order backlog. Additionally, we delivered a significant improvement in our gross margin at the group level and cash generation remained strong with EUR 621 million free cash flow in the quarter.

    There are reasons for optimism across our portfolio. We expect a significant acceleration in growth in Q4 in Network Infrastructure and see a number of structural demand trends supporting our future growth. In Mobile Networks, although market dynamics are more challenging, we have secured several important deals in the quarter, remain confident in our competitive position and are improving our gross margin. In Cloud and Network Services we are seeing excellent momentum in 5G Core along with strong progress in network automation, cloudification and enabling network APIs. Nokia Technologies continues to benefit from greater stability following the conclusion of its smart-phone renewal cycle and is making good progress expanding into the new growth areas.

    Across Nokia we are investing to create new growth opportunities outside of our traditional communications service provider market. We see a significant opportunity to expand our presence in the data center market and are investing to broaden our product portfolio in IP Networks to better address this. Our pending acquisition of Infinera will also bolster our Optical Networks exposure to this market and accelerate our growth opportunities. Additionally, we see a compelling new long-term opportunity in bringing 5G technology to the defense market and we continue to invest in private wireless networks where we are the clear market leader.

    Regarding our financial performance in Q3, our net sales declined by 7% in the quarter in constant currency. Three quarters of the decline was driven by India due to a strong year-ago quarter. Importantly we delivered a significant improvement in comparable gross margin which expanded 490 basis points from the year-ago period to reach 45.7%. This was driven by a combination of improved product mix, regional mix and actions to reduce product cost. Despite continued intense competition, we remain disciplined on price while still winning deals as we remain focused on improving the profitability of our business. We also progressed our cost reduction efforts contributing to a solid improvement of 160 basis points in our comparable operating margin on a year-on-year basis.

    Regarding full year 2024, our comparable operating profit outlook remains EUR 2.3 to 2.9 billion and we are currently tracking within the bottom-half of the range. The net sales recovery is happening slower than we expected previously, however, this is being partially offset by an improving gross margin and quick action on cost. We expect to be at the high end of our free cash flow target of 30% to 60% conversion from comparable operating profit.

    FINANCIAL RESULTS

    EUR million (except for EPS in EUR) Q3’24 Q3’23 YoY change Constant currency YoY change Q1-Q3’24 Q1-Q3’23 YoY change Constant currency YoY change
    Reported results                
    Net sales 4 326 4 709 (8)% (7)% 13 236 15 722 (16)% (15)%
    Gross margin % 45.2% 40.2% 500bps   46.1% 39.4% 670bps  
    Research and development expenses (1 116) (1 067) 5%   (3 376) (3 197) 6%  
    Selling, general and administrative expenses (692) (697) (1)%   (2 101) (2 104) 0%  
    Operating profit 246 237 4%   1 082 1 127 (4)%  
    Operating margin % 5.7% 5.0% 70bps   8.2% 7.2% 100bps  
    Profit from continuing operations 145 130 12%   965 700 38%  
    Profit/(loss) from discontinued operations 31 3 933%   (494) 11    
    Profit for the period 175 133 32%   471 711 (34)%  
    EPS for the period, diluted 0.03 0.02 50%   0.08 0.13 (38)%  
    Net cash and interest-bearing financial investments 5 460 2 960 84%   5 460 2 960 84%  
    Comparable results                
    Net sales 4 326 4 709 (8)% (7)% 13 236 15 722 (16)% (15)%
    Gross margin % 45.7% 40.8% 490bps   47.0% 39.9% 710bps  
    Research and development expenses (1 029) (1 024) 0%   (3 169) (3 119) 2%  
    Selling, general and administrative expenses (591) (594) (1)%   (1 785) (1 833) (3)%  
    Operating profit 454 418 9%   1 477 1 507 (2)%  
    Operating margin % 10.5% 8.9% 160bps   11.2% 9.6% 160bps  
    Profit for the period 358 293 22%   1 198 1 035 16%  
    EPS for the period, diluted 0.06 0.05 20%   0.21 0.18 17%  
    ROIC(1) 10.4% 11.9% (150)bps   10.4% 11.9% (150)bps  

    1 Comparable ROIC = Comparable operating profit after tax, last four quarters / invested capital, average of last five quarters’ ending balances. Refer to the Alternative performance measures section in Nokia Corporation Interim Report for Q3 2024 for details.

    Business group results Network
    Infrastructure
    Mobile
    Networks
    Cloud and Network Services Nokia
    Technologies
    Group Common and Other
    EUR million Q3’24 Q3’23 Q3’24 Q3’23 Q3’24 Q3’23 Q3’24 Q3’23 Q3’24 Q3’23
    Net sales 1 525 1 534 1 747 2 157 702 742 352 258 3 22
    YoY change (1)%   (19)%   (5)%   36%   (86)%  
    Constant currency YoY change 1%   (17)%   (4)%   35%   (86)%  
    Gross margin % 42.1% 40.5% 39.8% 34.8% 40.9% 39.1% 100.0% 100.0%    
    Operating profit/(loss) 180 165 92 99 65 36 242 181 (126) (62)
    Operating margin % 11.8% 10.8% 5.3% 4.6% 9.3% 4.9% 68.8% 70.2%    

    SHAREHOLDER DISTRIBUTION

    Dividend

    Under the authorization by the Annual General Meeting held on 3 April 2024, the Board of Directors may resolve on the distribution of an aggregate maximum of EUR 0.13 per share to be paid in respect of financial year 2023. The authorization will be used to distribute dividend and/or assets from the reserve for invested unrestricted equity in four installments during the authorization period, in connection with the quarterly results, unless the Board decides otherwise for a justified reason.

    On 17 October 2024, the Board resolved to distribute a dividend of EUR 0.03 per share. The dividend record date is 22 October 2024 and the dividend will be paid on 31 October 2024. The actual dividend payment date outside Finland will be determined by the practices of the intermediary banks transferring the dividend payments.

    Following this announced distribution, the Board’s remaining distribution authorization is a maximum of EUR 0.03 per share.

    Share buyback program

    In January 2024, Nokia’s Board of Directors initiated a share buyback program to repurchase shares to return up to EUR 600 million of cash to shareholders in tranches over a period of two years. The share buyback execution started on 20 March 2024. On 19 July 2024, Nokia’s Board of Directors decided to accelerate the timeframe for the share buyback program with the aim of completing the full EUR 600 million program by the end of this year instead of the initial two year timeframe.

    On 27 June 2024, Nokia announced its intention to acquire Infinera in a transaction that valued Infinera at US$1.7 billion equity value with up to 30% of the consideration to be paid in Nokia American depositary shares (“ADSs”), depending on the elections of Infinera shareholders. Nokia’s Board of Directors is committed to repurchase additional shares on top of the on-going EUR 600 million program to offset the dilution from the transaction to Nokia shareholders.

    Under the share buyback program, by 30 September 2024, Nokia had repurchased 84 295 899 of its own shares at an average price per share of approximately EUR 3.48.

    OUTLOOK

      Full Year 2024
    Comparable operating profit(1) EUR 2.3 billion to EUR 2.9 billion
    Free cash flow(1) 30% to 60% conversion from comparable operating profit

    1Please refer to Alternative performance measures section in Nokia Corporation Interim Report for Q3 2024 for a full explanation of how these terms are defined.

    The outlook, long-term targets and all of the underlying outlook assumptions described below are forward-looking statements subject to a number of risks and uncertainties as described or referred to in the Risk Factors section later in this release. Along with Nokia’s official outlook targets provided above, below are outlook assumptions by business group that support the group level outlook.

      Nokia business group assumptions (full year 2024)
      Net sales growth (constant currency) Operating margin
    Network Infrastructure -6% to -3% (update) 10.0% to 12.0% (update)
    Mobile Networks -22% to -19% (update) 5.0% to 7.0% (update)
    Cloud and Network Services -7% to -4% (update) 6.0% to 8.0% (update)

    Nokia provides the following approximate outlook assumptions for additional items concerning 2024:

      Full year 2024 Comment
    Nokia Technologies operating profit at least
    EUR 1.4 billion
    Nokia expects cash generation in Nokia Technologies to be EUR 700 million below operating profit in 2024 due to prepayments received in 2023. From 2025 onwards Nokia expects greater alignment between cash generation and operating profit in Nokia Technologies.
    Group Common and Other operating expenses EUR 350 million This includes central function costs which are expected to be largely stable at approximately EUR 200 million and an increase in investment in long-term research to approximately EUR 150 million.
    Comparable financial income and expenses Positive EUR 75 to EUR 125 million  
    Comparable income tax rate ~25%  
    Cash outflows related to income taxes EUR 450 million  
    Capital Expenditures EUR 450 million (update)  

    2026 TARGETS

    Nokia’s current targets for its existing perimeter of the business for 2026 are outlined below. This does not consider pending acquisitions. The Network Infrastructure operating margin assumption below considers Submarine Networks being treated as a discontinued operation. Nokia sees further opportunities to increase margins beyond 2026 and believes an operating margin of 14% remains achievable over the longer term.
    Net sales
    Grow faster than the market
    Comparable operating margin(1) ≥ 13%
    Free cash flow(1) 55% to 85% conversion from comparable operating profit

    1 Please refer to Alternative performance measures section in Nokia Corporation Interim Report for Q3 2024 for a full explanation of how these terms are defined.

    The comparable operating margin target for Nokia group is built on the following assumptions by business group for 2026:

    Network Infrastructure 13 – 16% operating margin
    Mobile Networks 6 – 9% operating margin
    Cloud and Network Services 7 – 10% operating margin
    Nokia Technologies Operating profit more than EUR 1.1 billion
    Group common and other Approximately EUR 300 million of operating expenses

    RISK FACTORS

    Nokia and its businesses are exposed to a number of risks and uncertainties which include but are not limited to:

    • Competitive intensity, which is expected to continue at a high level as some competitors seek to take share;
    • Changes in customer network investments related to their ability to monetize the network;
    • Our ability to ensure competitiveness of our product roadmaps and costs through additional R&D investments;
    • Our ability to procure certain standard components and the costs thereof, such as semiconductors;
    • Disturbance in the global supply chain;
    • Impact of inflation, increased global macro-uncertainty, major currency fluctuations and higher interest rates;
    • Potential economic impact and disruption of global pandemics;
    • War or other geopolitical conflicts, disruptions and potential costs thereof;
    • Other macroeconomic, industry and competitive developments;
    • Timing and value of new, renewed and existing patent licensing agreements with licensees;
    • Results in brand and technology licensing; costs to protect and enforce our intellectual property rights; on-going litigation with respect to licensing and regulatory landscape for patent licensing;
    • The outcomes of on-going and potential disputes and litigation;
    • Our ability to execute, complete and realize the expected benefits from our ongoing transactions;
    • Timing of completions and acceptances of certain projects;
    • Our product and regional mix;
    • Uncertainty in forecasting income tax expenses and cash outflows, over the long-term, as they are also subject to possible changes due to business mix, the timing of patent licensing cash flow and changes in tax legislation, including potential tax reforms in various countries and OECD initiatives;
    • Our ability to utilize our Finnish deferred tax assets and their recognition on our balance sheet;
    • Our ability to meet our sustainability and other ESG targets, including our targets relating to greenhouse gas emissions;as well the risk factors specified under Forward-looking statements of this release, and our 2023 annual report on Form 20-F published on 29 February 2024 under Operating and financial review and prospects-Risk factors.

    FORWARD-LOOKING STATEMENTS

    Certain statements herein that are not historical facts are forward-looking statements. These forward-looking statements reflect Nokia’s current expectations and views of future developments and include statements regarding: A) expectations, plans, benefits or outlook related to our strategies, projects, programs, product launches, growth management, licenses, sustainability and other ESG targets, operational key performance indicators and decisions on market exits; B) expectations, plans or benefits related to future performance of our businesses (including the expected impact, timing and duration of potential global pandemics, geopolitical conflicts and the general or regional macroeconomic conditions on our businesses, our supply chain, the timing of market changes or turning points in demand and our customers’ businesses) and any future dividends and other distributions of profit; C) expectations and targets regarding financial performance and results of operations, including market share, prices, net sales, income, margins, cash flows, cost savings, the timing of receivables, operating expenses, provisions, impairments, taxes, currency exchange rates, hedging, investment funds, inflation, product cost reductions, competitiveness, revenue generation in any specific region, and licensing income and payments; D) ability to execute, expectations, plans or benefits related to our ongoing transactions and changes in organizational structure and operating model; E) impact on revenue with respect to litigation/renewal discussions; and F) any statements preceded by or including “continue”, “believe”, “envisage”, “expect”, “aim”, “will”, “target”, “may”, “would”, “see”, “plan” or similar expressions. These forward-looking statements are subject to a number of risks and uncertainties, many of which are beyond our control, which could cause our actual results to differ materially from such statements. These statements are based on management’s best assumptions and beliefs in light of the information currently available to them. These forward-looking statements are only predictions based upon our current expectations and views of future events and developments and are subject to risks and uncertainties that are difficult to predict because they relate to events and depend on circumstances that will occur in the future. Factors, including risks and uncertainties that could cause these differences, include those risks and uncertainties identified in the Risk Factors above.

    ANALYST WEBCAST

    • Nokia’s webcast will begin on 17 October 2024 at 11.30 a.m. Finnish time (EEST). The webcast will last approximately 60 minutes.
    • The webcast will be a presentation followed by a Q&A session. Presentation slides will be available for download at http://www.nokia.com/financials.
    • A link to the webcast will be available at http://www.nokia.com/financials.
    • Media representatives can listen in via the link, or alternatively call +1-412-317-5619.

    FINANCIAL CALENDAR

    • Nokia plans to publish its fourth quarter and full year 2024 results on 30 January 2025.

    About Nokia

    At Nokia, we create technology that helps the world act together.

    As a B2B technology innovation leader, we are pioneering networks that sense, think and act by leveraging our work across mobile, fixed and cloud networks. In addition, we create value with intellectual property and long-term research, led by the award-winning Nokia Bell Labs.

    Service providers, enterprises and partners worldwide trust Nokia to deliver secure, reliable and sustainable networks today – and work with us to create the digital services and applications of the future.

    Inquiries:

    Nokia
    Communications
    Phone: +358 10 448 4900
    Email:press.services@nokia.com
    Maria Vaismaa, Global Head of External Communications

    Nokia
    Investor Relations
    Phone: +358 4080 3 4080
    Email:investor.relations@nokia.com

    Attachment

    The MIL Network

  • MIL-OSI Economics: RBI to conduct Overnight Variable Rate Reverse Repo (VRRR) auction under LAF on October 17, 2024

    Source: Reserve Bank of India

    On a review of the current and evolving liquidity conditions, it has been decided to conduct a Variable Rate Reverse Repo (VRRR) auction on October 17, 2024, Thursday, as under:

    Sl. No. Notified Amount
    (₹ crore)
    Tenor
    (day)
    Window Timing Date of Reversal
    1 75,000 1 12:00 Noon to 12:30 PM October 18, 2024
    (Friday)

    2. The operational guidelines for the auction as given in the Reserve Bank’s Press Release 2019-2020/1947 dated February 13, 2020 will remain the same.

    (Puneet Pancholy)  
    Chief General Manager

    Press Release: 2024-2025/1313

    MIL OSI Economics

  • MIL-OSI: Generative AI expected to accelerate entry-level career progress across industries

    Source: GlobeNewswire (MIL-OSI)

    Press contact:
    Mollie Mellows
    Tel.: + 44 (0) 7342 709384
    E-mail: mollie.mellows@capgemini.com

    Generative AI expected to accelerate entry-level career progress across industries

    • Employees believe generative AI will facilitate a third (32%) of entry level tasks over the next 12 months.
    • 6 in 10 managers and most employees (71%) expect entry-level roles across functions to evolve from creation to reviewing generative AI outputs, over the next 3 years.
    • Over three-quarters (78%) of leaders and managers predict generative AI will augment their problem-solving and decision-making in the next three years, and over half think manager-level positions will evolve towards specialization.

    Paris, October 17, 2024 – The Capgemini Research Institute’s new report on generative AI (Gen AI) in management, ‘Gen AI at work: Shaping the future of organizations’, published today, suggests that Gen AI could have a positive impact on early-stage careers. In the longer-term, the report finds that Gen AI has the potential to create new job roles, transform organizational structures, drive human-AI fusion teams, and make managerial roles more specialist. However, adoption remains low and nascent. The report finds most employees lack the training they need to develop Gen AI skills.

    Whilst the impact of Gen AI on careers has been hotly debated, this new research finds the majority of business leaders believe that entry level roles could become more autonomous and evolve into frontline managerial roles within the next three years. With this in mind, the proportion of managers in teams across functions could expand from 44% to 53% in the next three years; only 18% of leaders and managers believe that Gen AI will reduce middle management.

    Employees think that, over the next 12 months, generative AI tools could lead to an average time saving of 18% for entry-level workers, implying there could be significant productivity improvements for junior employees. However, the cost of the Gen AI tool must also be taken into account, cites the report. Furthermore, 81% of leaders and managers expect new roles such as data curators, AI ethics specialists and algorithm trainers to emerge at the entry level.

    “Generative AI tools are becoming more adept at assisting with complex managerial tasks, which could challenge the status quo of organizational structure and ways of working,” said Roshan Gya, CEO of Capgemini Invent and member of the Group Executive Committee. “Generative AI has the potential to shift from a co-pilot to a co-thinker, capable of strategic collaboration, adding new perspectives and challenging assumptions. This shift could unlock significant value when tailored to specific business use cases but is dependent on several factors, including organizations prioritizing building the skills and readiness of employees, taking proactive steps around talent acquisition and development.”

    Potential to redefine management but still a significant gap on actual usage
    The report finds that Gen AI is transitioning the view of future leadership and managerial roles toward becoming more strategic, focusing on decision making and fostering innovation. In fact, many managers and leaders currently believe that Gen AI tools could act as co-thinkers for them. 65% of the leaders and managers surveyed see high potential in Gen AI for complex strategic tasks, and more than half of leaders believe managers will play a critical role as catalysts of Gen AI-driven change. The technology could also save leaders and managers up to seven hours each week, with nearly 8 in 10 leaders believing that Gen AI will positively impact their productivity in the next 12 months.

    Gen AI has the potential to amplify the strategic scope of leaderships roles. Currently, managers spend more than one-third of their time on administrative tasks. However, AI’s ability to automate much of this work provides opportunities to focus on strategic-planning and problem-solving tasks. In the next three years, over three-quarters (78%) of leaders and managers expect Gen AI to augment their problem-solving and decision-making, and over half believe manager-level positions will evolve towards specialization. 57% of leaders at organizations advanced in their Gen AI implementation already see their roles becoming more strategic.

    While adoption of Gen AI in management has good potential, there is a significant gap between potential and actual usage. Although 97% of leaders and managers say that they have experimented with Gen AI tools, only 15% use Gen AI tools at least once a day in their work.

    Organizational structures need to transform to enable cohesive human-AI collaboration
    For nearly half (46%) of teams, AI is used simply as a tool to enhance existing capabilities and workflows. However, human-machine partnerships are starting to be embraced. One in three teams are currently using AI as a ‘team member’, for example by enhancing human performance or using AI agents to complete predefined tasks without human intervention. According to the research, today AI is used as a supervisor in only 1% of teams i.e., it is directing, allocating, or prioritizing work for humans. Yet, in the next 12 months, 13% of teams expect to use AI in this role. In an AI-led environment, human judgment is increasingly important, and the majority of leaders, managers and employees in the research acknowledge this.

    Training and managerial guidance required to secure the future of Gen AI at work

    Despite the potential of Gen AI to boost productivity across job functions, adoption remains nascent. While almost two-thirds (64%) of workers already use Gen AI tools for their work, only 20% of employees use Gen AI tools daily.

    Employees also lack proficiency in key skills, with only 16% believing they are getting the support they need to develop Gen AI skills. Only 13% of employees say they are well-versed in machine conversational skills; only a third say they can manage Gen AI systemic risks; and less than half claim to have prompt engineering skills. The report suggests that team members should be equipped with the right AI skills, defining rules and responsibilities for cohesive human and Gen AI collaboration, ensuring accountability when Gen AI systems make mistakes, and adapting workflows and processes for the new era of Gen AI.

    Report Methodology
    Capgemini Research Institute conducted a global quantitative executive survey in May 2024 across 15 different countries and 11 key industries, surveying 1,500 respondents from 500 organizations, with annual revenue of more than $1 billion. Each unique organization is represented by three executives, one each at leadership level, middle-management level, and front-line management level (the three respondents can be from different functions or locations). The report is also based on an entry-level employee survey to take their perspective on Gen AI adoption by their managers and leaders. The survey targeted 1,000 entry-level employees from the same 500 organizations as in the executive survey. Hence, overall, each organization, irrespective of location or function, is represented by five respondents – three executive-level (leaders and managers) and two entry-level employees. In addition to these executive and entry-level employee surveys, the report also draws on 15 in-depth interviews with independent experts from various industries across the globe to validate and substantiate findings. Please note, the study findings reflect the views of the respondents and are aimed at providing directional guidance.

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

    About the Capgemini Research Institute
    The Capgemini Research Institute is Capgemini’s in-house think-tank on all things digital. The Institute publishes research on the impact of digital technologies on large traditional businesses. The team draws on the worldwide network of Capgemini experts and works closely with academic and technology partners. The Institute has dedicated research centers in India, Singapore, the United Kingdom and the United States. It was recently ranked #1 in the world for the quality of its research by independent analysts.
    Visit us at https://www.capgemini.com/researchinstitute/

    Attachment

    The MIL Network

  • MIL-OSI Economics: Underwriting Auction for sale of Government Securities for ₹33,000 crore on October 18, 2024

    Source: Reserve Bank of India

    Government of India has announced the sale (re-issue) of Government Securities, as detailed below, through auctions to be held on October 18, 2024.

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

    (₹ crore)
    Security Notified Amount Minimum Underwriting Commitment (MUC) amount per PD Minimum bidding commitment per PD under ACU auction
    7.02% GS 2031 10,000 239 239
    7.23% GS 2039 13,000 310 310
    7.09% GS 2054 10,000 239 239

    The underwriting auction will be conducted through multiple price-based method on October 18, 2024 (Friday). PDs may submit their bids for ACU auction electronically through Core Banking Solution (E-Kuber) System between 09:00 A.M. and 09:30 A.M. on the day of underwriting auction.

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

    Ajit Prasad          
    Deputy General Manager
    (Communications)    

    Press Release: 2024-2025/1315

    MIL OSI Economics

  • MIL-OSI Economics: Result of the Overnight Variable Rate Reverse Repo (VRRR) auction held on October 17, 2024

    Source: Reserve Bank of India

    Tenor 1-day
    Notified Amount (in ₹ crore) 75,000
    Total amount of offers received (in ₹ crore) 40,385
    Amount accepted (in ₹ crore) 40,385
    Cut off Rate (%) 6.49
    Weighted Average Rate (%) 6.49
    Partial Acceptance Percentage of offers received at cut off rate NA

    Ajit Prasad          
    Deputy General Manager
    (Communications)    

    Press Release: 2024-2025/1316

    MIL OSI Economics