Source: People’s Republic of China – State Council News
JIUQUAN, March 17 — China on Monday launched a CERES-1 carrier rocket, placing eight satellites into space.
The rocket blasted off at 4:07 p.m. (Beijing Time) from the Jiuquan Satellite Launch Center in northwest China and sent the Yunyao-1 55-60 satellites into the preset orbit.
The mission also launched the AIRSAT 06 and 07 satellites.
Teams of undergraduates proved their mettle and creativity as they left their mark on the annual HackUConn event, held this year over the course of a weekend that ended earlier this month.
Billed as “Universities of Tomorrow,” the annual hackathon offered students a chance to apply their own solutions to issues in modern academia. The teams had 20 hours to apply their own ingenuity and talents and apply advanced technology, such as laser cutters and 3D printers, to accomplish their tasks.
The winning teams of the 2025 HackUConn “Universities of Tomorrow” challenge. Photo contributed by Aaron Rosman.
Additionally, the teams received mentorship from staff of the Werth Institute for Entrepreneurship and Innovation, several departments on campus, as well as UConn’s Technology Commercialization Services (TCS). The latter is the technology transfer and entrepreneurship wing of the Office of the Vice President for Research.
The competition took place in the Werth Residence Tower in UConn’s Hilltop residence hall complex. About 75 students took part in the event, which included guest speakers and invaluable opportunities for the teams to interact with industry professionals.
Aaron Rosman ’16 (CAHNR) ’21 MBA , the Werth Institute’s operation manager and fiscal officer, worked with the Institute’s students to plan and implement the competition. Their approach was simple: pose challenges based on the issues and realities impacting UConn undergraduates. From there, teams build on the talents and skills of the individual members, including first-time participants as well as experienced hackers.
“Our biggest goal is that this an event for students by students,” says Rosman. “The student planning team can learn everything from how to get funding from sponsors to logistically planning an event. We try to provide students with as many skills as possible. They choose the theme every year, and no two years are alike.”
“Universities of Tomorrow” focused on three categories that the teams could explore:
Curriculum and career – how students can apply what they learn to the workforce, such as skills gained from the Academic Achievement Center and the Center for Career Readiness and Life Skills
Quality of life and stress relief – working with the Student Recreation Center and Student Health and Wellness to establish healthy work-life balance
Systems and services – How to maximize and improve student experience in offices such as the Registrar, Financial Aid, and the Bursar.
The 20 hours the teams were allotted were filled with more than just work amongst their partners. They received orientation, were offered mentorship, and listened to a keynote address from Abhijit Banerjee, UConn’s Associate Vice President for Research, Innovation and Entrepreneurship.
“The students taking part in events like HackUConn are the inventors and entrepreneurs of the future,” Banerjee says. “The skills they demonstrate – including critical thinking and ability to adapt to challenges – are exactly what they will require in their future career endeavors. We are pleased to work with the Werth Institute to provide a forum for UConn students to apply their talents.”
TCS experts also helped serve as judges for the different projects. Rosman credited TCS as an excellent bridge between UConn and the market economy, mirroring the purpose of the Werth Institute.
HackUConn originated in 2016 as a small hackathon event designed for students focused on technology. The criteria eventually expanded to include undergraduates across a myriad of majors and programs.
“The quality of this year was absolutely amazing,” Rosman says. “Based on the feedback I received from mentors, judges, and competitors, the quality of interactions between all three parties were genuinely exciting. I had students telling me how much they learned from judges, and vice versa! It goes to show you, when you bring different parts of a university together, there is so much to be gained. The connections made here will last a lifetime.”
The following are the winners of the respective categories:
Source: The Conversation – Canada – By Michael Williams, Professor of International Politics, L’Université d’Ottawa/University of Ottawa
In the few weeks since United States President Donald Trump returned to the White House, world leaders and commentators have struggled to make sense of his approach to foreign policy, including tariffs, alliance renegotiations and threats of territorial appropriation.
No one is sure how much is bluff or negotiating tactics, nor how much is deadly serious.
For some, Trump’s foreign policy is simply incoherent, but most try to fit his approach into the familiar choice between isolationism and internationalism.
But there’s a third possibility: Trump’s second presidency marks a contemporary twist on an older form of continentalist geopolitics with important implications for Canada and the world.
‘Great Powers’
Although it has been largely missing from foreign policy debates in the post-Second World War era, continentalist geopolitics has a long and often controversial history.
In the 19th century and the first half of the 20th, it envisioned a world divided into “great spaces,” each dominated by a different “Great Power.” According to this perspective, not all regions are equally important, and continentalist geopolitics does not require a choice between internationalism and isolationism.
Instead, continentalism recommends that Great Powers like the U.S. — with its massive financial, natural and industrial resources — concentrate on controlling territory, the regions surrounding it and the crucial transportation routes on its continental fringes.
Pressure is placed on countries whose importance is determined by their geopolitical proximity, and those that are least able to resist due to their dense connections and relative dependence on the U.S.
The objective is not just to gain specific advantages; it’s to force neighbours into even tighter economic and infrastructural connections and dependence. The obvious countries in this scenario are Canada and Mexico, and it’s therefore unsurprising that both have been the targets of Trump’s significant tariff threats and other coercive measures.
Beyond geographically contiguous states, continentalist geopolitics also focuses on areas that command key strategic passages and trade routes, especially those currently controlled by weaker powers.
For the U.S., Panama, with its canal, fits the bill. Danish-administered Greenland, with its natural resources and geographic importance in a rapidly thawing Arctic region, is another. It’s unsurprising that these countries, along with Canada, were a Trump focus in the first weeks of his second administration.
Today, continentalist geopolitics recognizes the multi-polarity and “multi-alignment” in world politics.
It’s not isolationist, but it recognizes that waning American power in an inter-connected world gives more distant states the ability to resist U.S. pressure by making deals with a wide range of other countries. In this setting, an interventionist global role is neither possible nor desirable, and the U.S. should refrain from global commitments.
“It’s not normal for the world to simply have a unipolar power… that was an anomaly. It was a product of the end of the Cold War, but eventually you were going to reach back to a point where you had a multi-polar world, multi-great powers in different parts of the planet. We face that now with China and to some extent Russia.”
No commitment to global stability
The continentalist perspective does not require a complete separation from the world economic or security order. Trade, financial and technology flows can be encouraged, but their basis would be a re-industrialized and more self-sufficient core, well-insulated from economic and security threats.
Extended interests, such as European stability, could be minimized by increasing the cost burden to allies and minimizing fixed commitments. A powerful global capacity with a “light” geographic footprint is the preferred posture.
Calls for increased defence spending by NATO allies and for European responsibility in enforcing a post-war settlement in Ukraine logically follow.
The continentalist playbook is content to leave the management of distant regions to other powers, each pre-eminent in their part of the world. That means participation in international organizations is minimized.
Foreign aid should reflect American interests, with involvement depending on the costs and benefits, not any automatic commitment to global stability. Feeding the world’s most extensive development agency, USAID, “into the wood-chipper” — to quote Elon Musk — is a page taken straight from this kind of geopolitician’s handbook.
Unsavoury history
The possibility that a continentalist geopolitics underpins recent U.S. foreign policy initiatives has received too little attention in Canada.
It’s not yet clear that the actions of America’s new administration represent the rise, much less the triumph, of Trumpian geopolitics. Nor is there any guarantee that such a vision would or will succeed.
But there is enough evidence to suggest we should take the possibility seriously. Since 1945, America’s foreign policy options have resided somewhere between internationalism and isolationism. But a geopolitical vision of world politics as a diverse canvas of large territory dominated by different Great Powers have a long, if often unsavoury, history in foreign policy.
A southern neighbour pursuing a such a geopolitical approach would mark a radical transformation in world order and pose huge challenges for Canada. Canadians should at least be prepared for the possibility.
Michael Williams receives funding from the Social Science Research Council of Canada
DLNR News Release – GROUNDED SAILBOAT REMOVED FROM HONOLUA BAY March 15, 2025
Posted on Mar 15, 2025 in Latest Department News, Newsroom
STATE OF HAWAIʻI
KA MOKU ʻĀINA OHAWAIʻI
DEPARTMENT OF LAND AND NATURALRESOURCES
KA ‘OIHANA KUMUWAIWAI‘ĀINA
JOSH GREEN, M.D. GOVERNOR
DAWNCHANG CHAIRPERSON
GROUNDED SAILBOAT REMOVED FROM HONOLUA BAY
FOR IMMEDIATE RELEASE
March 15, 2025
HONOLUA BAY, Maui – The 65-foot catamaran Hula Girl that had become an unwelcome fixture at Maui’s Honolua-Mokulē‘ia Marine Life Conservation District for almost two months, has been removed.
Its long-awaited exit Friday afternoon brought a collective sigh of relief to the vessel’s owner, Kapalua Kai Sailing, Inc., the salvage crew, and the West Maui community.
A storm, in addition to a compromised motor, led to the sailing vessel’s undoing in January. Inhibited in its ability to operate and recover, the catamaran was dragged onto Honolua Bay’s rocky shoreline, where it’s been languishing since. The DLNR Division of Boating and Ocean Recreation (DOBOR) and Division of Aquatic Resources (DAR) worked closely with the vessel’s owner to develop and execute the salvage plan.
Several factors contributed to delays in the boat’s removal including high winds, inclement weather and uncooperative tides. Hiring a company to tackle the salvage also proved challenging. After weeks of refusals and uncertainty, Cates Marine Service, LLC signed on for the job. Owner Randy Cates is a seasoned veteran with decades in the boat salvage business. He’s also no stranger to groundings in the bay.
The Cates team handled the removal of the luxury yacht Nakoa from Honolua in 2023. Two years later, almost to the day, again with help from Foss Marine, it managed to tug Hula Girl free from the rocks.
Rigging lines and other preparations on Hula Girl were finalized on Thursday and early Friday. Just after noon on Friday, and on the incoming tide, the Foss Marine tug arrived. Notice was given to surfers and snorkelers in the water to avoid the area. Once the lines were connected between the tug and Hula Girl, the catamaran didn’t put up too much of a fight. The sailing vessel was successfully freed within an hour.
An initial damage assessment by a DAR dive team suggested no coral, fish, or invertebrates in the bay were harmed. Another assessment is planned now that the Hula Girl has been moved. Natural resources in nearshore ecosystems often bear the brunt of boat groundings. In this case, it appears at least initially that no fuel or oil was spilled, and no reef was scarred.
Hula Girl’snext stop is a designated mooring offshore at Māla small boat ramp, where it will undergo an evaluation for temporary repairs before being towed to O‘ahu.
# # #
RESOURCES
(All images/video Courtesy: DLNR)
HD video – Hula Girl media clips (March 13, 2025):
Source: United States Navy (Logistics Group Western Pacific)
Issued by: on
SINGAPORE (Mar. 13, 2025) Rear Adm. Todd F. Cimicata, left, Commander, Logistics Group Western Pacific/Task Force 73 (COMLOG WESTPAC/CTF 73), recognized Nyuk Phoon Lee for her contributions to the command as comptroller during an awards ceremony on Sembawang Naval Installation, Mar. 13, 2025. COMLOG WESTPAC supports deployed surface units and aircraft carriers, along with regional Allies and partners, to facilitate patrols in the South China Sea, participation in naval exercises and responses to natural disasters. (U.S. Navy photo by Mass Communication Specialist 2nd Class Jordan Jennings/Released)
The patent protects Wearable Devices’ innovative neural measurement of weight, torque, and force applied with multiple real-world use-cases for Brain-Computer Interfaces, Industry 4.0, and Extended Reality
YOKNEAM ILLIT, ISRAEL, March 17, 2025 (GLOBE NEWSWIRE) — Wearable Devices Ltd. (the “Company” or “Wearable Devices”) (Nasdaq: WLDS, WLDSW), a technology growth company specializing in artificial intelligence (“AI”)-powered touchless sensing wearables, announced that it has received a notice of allowance for its patent application entitled “Gesture and Voice-Controlled Interface Device” by the United States Patent and Trademark Office.
Certain claims of the patent protect the Company’s revolutionary gesture-controlled interface ability to be used as wearable scale measuring real-world physical properties from the wrist. The patent covers, inter alia, the ability to estimate the weight of an object, the torque that the user applies fastening rotating objects such as screws and faucets, and measuring the force applied by a user when fastening a connector of an electrical cable harness, along with other innovations in the fields of voice commands, user experience, extended reality (“XR”) embodiment and brain computer interface.
The innovation covered by the patent may be beneficial in multiple real-world applications, with three dominant use cases: enhancing embodiment for individuals with severe disabilities, increasing productivity in logistics and industrial environments, and improving immersion in virtual environments.
The patent is part of the Company’s intellectual property (“IP”) strategy to broaden the protection of its core IP globally using patent families that cover multiple future applications of wearable bio-potential sensors and allows the Company to adapt its patent portfolio in real time to future changes in global markets.
“The newly allowed patent demonstrates the power of neural interfaces in enhancing everyday tasks – whether it’s weighing groceries, measuring the torque applied when closing a faucet, or ensuring connectors are properly fastened. Now that the patent is secured, we are diligently integrating these advanced features into our products to enrich our customers’ lives,” stated Mr. Guy Wagner, co-founder, President and Chief Science Officer of Wearable Devices Ltd.
About Wearable Devices Ltd.
Wearable Devices Ltd. is a pioneering growth company revolutionizing human-computer interaction through its AI-powered neural input technology for both consumer and business markets. Leveraging proprietary sensors, software, and advanced AI algorithms, the Company’s innovative products, including the Mudra Band for iOS and Mudra Link for Android, enable seamless, touch-free interaction by transforming subtle finger and wrist movements into intuitive controls. These groundbreaking solutions enhance gaming, and the rapidly expanding augmented reality (AR), virtual reality (VR) and XR landscapes. The Company offers a dual-channel business model: direct-to-consumer sales and enterprise licensing. Its flagship Mudra Band integrates functional and stylish design with cutting-edge AI to empower consumers, while its enterprise solutions provide businesses with the tools to deliver immersive and interactive experiences. By setting the input standard for the XR market, Wearable Devices is redefining user experiences and driving innovation in one of the fastest-growing tech sectors. Wearable Devices’ ordinary shares and warrants trade on the Nasdaq under the symbols “WLDS” and “WLDSW,” respectively.
Forward-Looking Statement Disclaimer
This press release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, that are intended to be covered by the “safe harbor” created by those sections. Forward-looking statements, which are based on certain assumptions and describe our future plans, strategies and expectations, can generally be identified by the use of forward-looking terms such as “believe,” “expect,” “may,” “should,” “could,” “seek,” “intend,” “plan,” “goal,” “estimate,” “anticipate” or other comparable terms. For example, we are using forward-looking statements when we discuss our technology and its potential benefits and our IP strategy. All statements other than statements of historical facts included in this press release regarding our strategies, prospects, financial condition, operations, costs, plans and objectives are forward-looking statements. Forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are based only on our current beliefs, expectations and assumptions regarding the future of our business, future plans and strategies, projections, anticipated events and trends, the economy and other future conditions. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of our control. Our actual results and financial condition may differ materially from those indicated in the forward-looking statements. Therefore, you should not rely on any of these forward-looking statements. Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward-looking statements include, among others, the following: the trading of our ordinary shares or warrants and the development of a liquid trading market; our ability to successfully market our products and services; the acceptance of our products and services by customers; our continued ability to pay operating costs and ability to meet demand for our products and services; the amount and nature of competition from other security and telecom products and services; the effects of changes in the cybersecurity and telecom markets; our ability to successfully develop new products and services; our success establishing and maintaining collaborative, strategic alliance agreements, licensing and supplier arrangements; our ability to comply with applicable regulations; and the other risks and uncertainties described in our annual report on Form 20-F for the year ended December 31, 2023, filed on March 15, 2024 and our other filings with the SEC. We undertake no obligation to publicly update any forward-looking statement, whether written or oral, that may be made from time to time, whether as a result of new information, future developments or otherwise.
SALT LAKE CITY, Utah, March 17, 2025 (GLOBE NEWSWIRE) — Sintx Technologies, Inc. (NASDAQ: SINT) (“Sintx” or the “Company”), a leader in advanced ceramics for medical device and technical applications, today announced that Dr. Sonny Bal has retired as Chairman of the Board, and the Board of Directors has unanimously appointed Eric Olson, the Company’s Chief Executive Officer, as its new Chairman, effective immediately.
Dr. Bal, who has served as Chairman since 2015, has played a crucial role in driving Sintx’s transformation, strengthening its core business, and positioning the Company for growth in the advanced materials sectors. He will continue to support the Company as a member of the Board of Directors, ensuring continuity as Sintx executes on its strategic objectives.
“On behalf of the Board and the entire Sintx team, I want to thank Sonny for his years of leadership, vision, and commitment to innovation,” said Eric Olson, CEO and newly appointed Chairman. “His guidance has helped prepare Sintx’s transition toward high-value medical applications and strategic partnerships. As we move into the next phase of execution, I am excited to lead the Company in advancing our commercial strategy, optimizing our asset portfolio, and delivering long-term value to our shareholders.”
Dr. Bal commented, “It has been an honor to serve as Chairman of Sintx Technologies and work alongside such a talented team. I am confident that under Eric’s leadership, Sintx is well-positioned for the next stage of growth, with a clear focus on unlocking the full potential of its biomaterial technology platform.”
Since being appointed CEO in August 2024, Eric Olson has refocused the Company on high-growth opportunities in biomedical and medical device applications. With a proven track record of leadership in the medical device and industrial sectors, his appointment as Chairman reinforces Sintx’s commitment to accelerating commercialization, enhancing financial discipline, and exploring strategic initiatives, including partnerships, licensing, and M&A opportunities.
Located in Salt Lake City, Utah, SINTX Technologies is an advanced ceramics company that develops and commercializes materials, components, and technologies for medical applications. SINTX is a global leader in the research, development, and manufacturing of silicon nitride, and its products have been implanted in humans since 2008. Over the past several years, SINTX has utilized strategic acquisitions and alliances to enter into new markets. For more information on SINTX Technologies or its materials platform, visit www.sintx.com.
Forward-Looking Statements
This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 (“PSLRA”) that are subject to a number of risks and uncertainties. Forward-looking statements can be identified by words such as: “anticipate,” “believe,” “project,” “estimate,” “expect,” “strategy,” “future,” “likely,” “may,” “should,” “will” and similar references to future periods.
Readers are cautioned not to place undue reliance on the forward-looking statements, which speak only as of the date on which they are made and reflect management’s current estimates, projections, expectations and beliefs. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of our control. Our actual results and financial condition may differ materially from those indicated in the forward-looking statements. Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward-looking statements include, among others, difficulty in commercializing ceramic technologies and development of new product opportunities. A discussion of other risks and uncertainties that could cause our actual results and financial condition to differ materially from those indicated in the forward-looking statements can be found in SINTX’s Risk Factors disclosure in its Annual Report on Form 10-K, filed with the SEC on March 27, 2024, and in SINTX’s other filings with the SEC. SINTX undertakes no obligation to publicly revise or update the forward-looking statements to reflect events or circumstances that arise after the date of this report, except as required by law.
Business and Media Inquiries for SINTX: SINTX Technologies 801.839.3502 IR@sintx.com
SEATTLE, March 17, 2025 (GLOBE NEWSWIRE) — Gradial, a pioneering AI startup transforming enterprise marketing operations with AI agents, today announced it has secured $13 million in Series A funding, bringing its total capital raised to nearly $20 million. The Series A round is led by Madrona with participation from Pruven Capital, General Advance, Outsiders Fund, and DLA Piper. The investment comes as Gradial reported 30x year-on-year revenue growth in 2024 and projects 200%+ growth in Q1 2025 alone. The company plans to double its Seattle-based team of 20 employees to accelerate product development and customer acquisition.
Gradial is at the forefront of the agentic revolution, converting a fragmented and manual business services market worth hundreds of billions of dollars into software augmented by humans. While most AI startups focus on content creation, Gradial uniquely addresses the critical bottleneck in marketing operations: the content supply chain, which is the often-fragmented end-to-end process, workflows, and tools an enterprise uses to create, manage, and distribute content. The result is a solution that delivers a competitive advantage in meeting the increasing demand for personalized digital experiences while also dramatically accelerating content deployment and optimization cycles.
“Marketing teams have poured substantial resources into producing more content, but their operational processes just can’t keep up with that volume and complexity,” said Doug Tallmadge, Co-Founder and CEO of Gradial. “That’s why we built Gradial. Marketing should operate at the speed of thought, and we want to empower the marketer to spend less time thinking about the process and more time thinking about outcomes for the customer.”
Gradial’s agentic AI platform helps enterprises accelerate their content supply chains by automating CMS authoring and production, ticket routing and triage, and campaign and experiment building, as well as quality assurance, brand, and compliance checks. This automation unlocks massive efficiency gains for marketing departments that traditionally rely on manual processes.
Founded in 2023 by alumni of SpaceX, Microsoft, and Point72, Gradial has quickly built a suite of enterprise-grade AI agents that have cultivated a strong blue-chip base of industry leading customers and partners, including AWS, Adobe, dentsu | Merkle, EPAM Systems, Slalom, and Infogain, demonstrating strong market validation.
“Gradial agents are revolutionary for enterprise marketing operations. They accelerate enterprise content supply chains while increasing quality and compliance, by replicating nuanced and complex decision making,” said Daniel Knauf, Chief Technology Officer, Merkle Americas. “Marketing teams can then reclaim substantial resources and redirect them to strategic initiatives. In an era of doing more with less in digital marketing, Gradial cracks the code on the operational bottleneck that’s been holding back even the most sophisticated marketing organizations. It’s not just automation—it’s agentic orchestration that actually understands your brand.”
Unlike many agents with uncertain ROI or enterprise performance, Gradial’s platform is already delivering measurable results for several Fortune 500 customers. Designed to work alongside marketing operations teams within their current workflow, the company’s agents integrate with tools like Adobe Experience Manager, Figma, Workfront and other leading technologies. With Gradial, enterprise marketing teams can automate content authoring, web production, quality assurance and experience optimization at global scale.
“Among AI startups, Gradial stands out for the impact they’re already delivering for enterprise clients—users love the product, and businesses are seeing a compelling ROI,” said Matt McIlwain, Managing Director at Madrona. “Gradial is leveraging unstructured and structured data and business processes to deliver an intelligent workflow automation engine for marketing operations. They’ve identified a massive untapped opportunity by combining leading AI technologies and strong partnerships to bring solutions to some of the largest enterprises in the world.”
About Gradial
Gradial is a leading agentic AI startup transforming enterprise marketing operations. The company’s AI agents help businesses accelerate their content supply chains by automating the manual and mundane work between creation and customer experiences. Founded in Seattle by Doug Tallmadge, Anish Chadalavada, Deip Kumar, and Anup Chamrajnagar, Gradial works with enterprise customers to unlock the full potential of their marketing technology investments. For more information about Gradial and its agentic platform for marketing operations, visit www.gradial.com.
Media Contacts: Caleb Bushner: cbushner@madrona.com Sam Butler: sam@35thAvenuePartners.com
CHICAGO, March 17, 2025 (GLOBE NEWSWIRE) — While channels like email and messaging are more prevalent, the phone remains one of the most business-critical tools available, according to a 2025 study from Forrester Consulting, commissioned by TransUnion (NYSE: TRU). The study found 86% of decision-makers across a wide range of industries agree the phone is the most important outbound channel for meeting customer service goals and increasing revenues.
Decision-makers indicated their companies made 26% fewer calls while increasing use of other digital channels; however, the phone remains their top channel for urgent customer service issues and discussing personal matters.
“Business leaders understand the critical role communications solutions play in helping companies promote their brand while protecting consumers,” said James Garvert, senior vice president of TruContact™ Communications Solutions at TransUnion. “Adoption of customer contact, branded calling and call authentication solutions has proven to help businesses enhance the customer experience, increase revenues, and reduce fraud risk.”
Importance of communications and contact solutions Three in four decision-makers say accurate caller information displayed on outbound calls is important for improving customer engagement and increasing answer rates. This rich content can be displayed through branded calling. Among the most valuable features of branded calling, respondents identified the following as “important” or “critical” to improving customer engagement and contact rates.
Most Important Features to Drive Customer Engagement
Accurate Caller ID on Outbound Calls
Protection Against Call Spoofing
Indication on Mobile Display that Call Is Authenticated
Displaying Logo on Outbound Calls
75%
67%
62%
58%
Damaging effects of fraud and call-spoofing Decision-makers noted the need for protection against call spoofing, with 80% reporting an uptick in customer service inquiries due to call spoofing and subsequent increased operational costs.
In addition, 72% have observed a decline in customer trust due to call spoofing, directly affecting retention. Despite the recognized need for robust solutions, effective measures are elusive—and that problem appears to have gotten worse. The current survey found 55% of decision-makers said their current technologies lack adequate call spoofing protection, representing an increase from 38% since 2022.
The study notes that businesses can also improve customer experience by focusing their use of the phone channel on urgent and personal matters—when it is most valued—and by understanding and respecting consumers’ individual contact preferences.
Click here to read Optimizing Outbound Communications: Strategies And Technologies For Effective Customer Engagement. The State of Outbound Communications 2025.
Survey Methodology In this study, Forrester conducted an online survey of 719 decision-makers at automotive dealer, collections, financial services, healthcare, insurance, travel and hospitality, and wealth management organizations in the US to evaluate the current state of outbound communications. Survey participants included decision-makers in customer experience/service, call center/contact center, IT, IT security, marketing/advertising, operations, and risk/compliance/fraud. Respondents were offered a small incentive as a thank-you for time spent on the survey. The study was completed in November 2024.
About TransUnion (NYSE: TRU) TransUnion is a global information and insights company with over 13,000 associates operating in more than 30 countries. We make trust possible by ensuring each person is reliably represented in the marketplace. We do this with a Tru™ picture of each person: an actionable view of consumers, stewarded with care. Through our acquisitions and technology investments we have developed innovative solutions that extend beyond our strong foundation in core credit into areas such as marketing, fraud, risk and advanced analytics. As a result, consumers and businesses can transact with confidence and achieve great things. We call this Information for Good® — and it leads to economic opportunity, great experiences and personal empowerment for millions of people around the world. http://www.transunion.com/business.
AUSTIN, Texas, March 17, 2025 (GLOBE NEWSWIRE) — BigCommerce (Nasdaq: BIGC), a leading provider of open, composable commerce solutions for B2C and B2B brands, retailers, manufacturers and distributors today announced a transformational partnership with Pipe17, a leading provider of AI-powered composable order operations. This partnership reimagines how modern merchants manage orders in an increasingly complex digital commerce ecosystem.
BigCommerce empowers brands, retailers, manufacturers and distributors of all sizes to sell online and capture orders seamlessly. Feedonomics, BigCommerce’s AI-powered product data feed management and order orchestration solution, helps brands list, manage and optimize product, inventory, pricing and order data across third-party channels, from ads, to social commerce, to marketplaces. The next frontier of commerce lies in the back office—turning captured orders into packages on consumers’ doorsteps or trucks on businesses’ loading docks.
Today’s customers expect to shop anywhere—through merchant-owned channels like their brand websites and mobile apps, marketplaces like Amazon and Walmart, social platforms like TikTok and Instagram, and increasingly AI agents. They also demand instant delivery and flawless order fulfillment, pushing brands to expand their fulfillment infrastructure with additional warehouses, third-party logistics (3PL) partnerships, generous returns policies and new technology.
As selling channels proliferate and fulfillment infrastructure grows in both size and complexity, problems rapidly shift to the back office—specifically order management. Merchants struggle to route orders and ensure order-related data is perfectly synchronized between selling channels, 3PLs, warehouse management systems (WMSs), customer service and back-office systems of record such as an ERP, and any one of dozens or hundreds of systems that touch order and order-adjacent data.
Pipe17’s order operations network transforms the way orders, inventory and data flow through the modern commerce landscape. Unlike outdated and monolithic order management systems (OMSs) that attempt to be the center of every integration, Pipe17 is built atop an AI-powered network composed of hundreds of endpoints. In partnership with BigCommerce, this dynamic, scalable, and composable approach gives merchants unmatched flexibility and control of their connectivity, product listings, order routing and order-related data flows.
With this partnership, merchants on the BigCommerce platform, as well as Feedonomics customers on any platform, can leverage Pipe17’s connectivity network to extend their coverage across critical fulfillment endpoints.
“Order Management is ripe for disruption, and Pipe17 delivers a game-changing solution with its innovative order operations platform,” said Travis Hess, CEO of BigCommerce. “BigCommerce has always made it easy for merchants to capture orders, and Feedonomics helps merchants sell everywhere their customers shop, and by partnering with Pipe17, we can now ensure those orders from both owned channels and third-party channels move smoothly through our customers’ fulfillment infrastructure and back-office setup, ensuring a seamless flow through the delivery process.”
“Commerce is all about delivering great customer experiences,” said Mo Afshar, CEO of Pipe17. “We’re proud to partner with BigCommerce to help merchants unify their commerce operations and stay ahead of the evolving digital commerce landscape. Together, with BigCommerce’s world-class API-first open commerce platform, product data management and order capture solutions and Pipe17’s order operations network that delivers the order management capabilities merchants need without the bloated OMS they despise, we’re enabling sellers to create better, more intelligent and further reaching customer experiences.”
“We saw during the height of the Covid pandemic, and beyond, the importance of accurately managing orders and fulfillment across multiple sales channels,” said James Grandefeld, Chief Operating Officer at Bona Fide Masks, “Our partnership with both of these great platforms lets us provide best in class service to our valued customers. We are excited about the partnership and what it means for us.”
To learn more about BigCommerce’s partnership with Pipe17, visit the company’s booth (#1944) at Shoptalk, March 25-27, 2025.
About BigCommerce BigCommerce (Nasdaq: BIGC) is a leading open SaaS and composable ecommerce platform that empowers brands, retailers, manufacturers and distributors of all sizes to build, innovate and grow their businesses online. BigCommerce provides its customers sophisticated professional-grade functionality, customization and performance with simplicity and ease-of-use. Tens of thousands of B2C and B2B companies across 150 countries and numerous industries rely on BigCommerce, including Coldwater Creek, Harvey Nichols, King Arthur Baking Co., MKM Building Supplies, United Aqua Group and Uplift Desk. For more information, please visit www.bigcommerce.com or follow us on X and LinkedIn.
About Feedonomics Feedonomics is the leading data management platform powering omnichannel growth for the world’s top brands and retailers. With its flexible technology and full-service support team, Feedonomics facilitates a variety of data and order management use cases across industries such as ecommerce, automotive, employment, travel, real estate, and more. Feedonomics has thousands of active customers, integrations with hundreds of ecommerce platforms and channels, and strategic partnerships with industry leaders like Amazon, Meta, Google, Microsoft and TikTok. To learn more about Feedonomics, a platform-agnostic BigCommerce subsidiary, visit www.feedonomics.com. For more information, please visit www.feedonomics.com or follow us on Twitter, LinkedIn, Instagram and Facebook.
About Pipe17 Pipe17 Inc. provides AI-Powered Order Operations solutions for modern merchants and fulfillment service providers. Based in Seattle, Pipe17 is the fastest and easiest way to make omnichannel order flows touchless and cost-efficient, from order to inventory to fulfillment across DTC, B2B, and Retail. Pipe17 is the only ecommerce order operations solution that combines rapid deployment, seamless orders-to-anywhere automation, real-time visibility, and elastic scale. Learn more at https://Pipe17.com or follow us on LinkedIn.
Media contacts: For BigCommerce and Feedonomics Brad Hem pr@bigcommerce.com
SINGAPORE, March 17, 2025 (GLOBE NEWSWIRE) — Bitdeer Technologies Group (NASDAQ: BTDR), a world-leading technology company for blockchain and high performance computing, today announced the launch of its latest self-developed Bitcoin mining machines, the SEALMINER A2 Pro series.
As the updated version of the SEALMINER A2, the A2 Pro series includes two models: the air-cooling SEALMINER A2 Pro Air and the hydro-cooling SEALMINER A2 Pro Hyd. Both deliver a record-breaking power efficiency ratio of 14.9 J/TH, offering higher efficiency ratios, advanced technologies, and enhanced stability.
Key specifications for both models:
SEALMINER A2 Pro Air: Power Efficiency Ratio of 14.9J/TH ±5%, Hashrate of 255TH/s to 270TH/s ±10%, Power Consumption of 3,790W to 4,050W ±10%.
SEALMINER A2 Pro Hyd: Power Efficiency Ratio of 14.9J/TH ±5%, Hashrate of 500TH/s to 530TH/s ±10%, Power Consumption of 7,450W to 7,900W ±10%.
The SEALMINER A2 Pro series marks a breakthrough in power supply efficiency, achieving up to 97%. The A2 Pro Hyd features enhanced high-temperature performance, operating efficiently with inlet water temperatures up to 60°C and outlet temperatures up to 70°C. Both models retain the series’ signature low-noise design, minimizing operational noise disturbances.
Bitdeer remains committed to enhancing transparency and efficiency in the mining industry through research and development investments and technological innovations, providing the industry with efficient and reliable mining solutions. Bitdeer will continue to uphold the principles of “Innovation, Efficiency, and Stability”, offering global miners higher-quality and more reliable products and services.
About Bitdeer Technologies Group Bitdeer is a world-leading technology company for blockchain and high-performance computing. Bitdeer is committed to providing comprehensive computing solutions for its customers. The Company handles complex processes involved in computing such as equipment procurement, transport logistics, datacenter design and construction, equipment management, and daily operations. The Company also offers advanced cloud capabilities to customers with high demand for artificial intelligence. Headquartered in Singapore, Bitdeer has deployed datacenters in the United States, Norway, and Bhutan.
About SEALMINER SEALMINER, a pioneering brand of Bitcoin mining machines under Bitdeer Technologies Group (NASDAQ: BTDR), specializes in offering efficient and sustainable mining solutions. SEALMINER integrates Bitdeer’s self-developed SEAL series of mining chips manufactured using advanced process nodes. By continuously improving power efficiency ratios, SEALMINER is dedicated to providing innovative, efficient, and reliable products and services to customers worldwide. To learn more, visit https://www.bitdeer.com/ or follow Bitdeer on X @ BitdeerOfficial and LinkedIn @ Bitdeer Group.
Investors and others should note that Bitdeer may announce material information using its website and/or on its accounts on social media platforms, including X, formerly known as Twitter, Facebook, and LinkedIn. Therefore, Bitdeer encourages investors and others to review the information it posts on social media and other communication channels listed on its website.
Forward-Looking Statements Statements in this press release about future expectations, plans, and prospects, as well as any other statements regarding matters that are not historical facts, may constitute “forward-looking statements” within the meaning of The Private Securities Litigation Reform Act of 1995. The words “anticipate,” “look forward to,” “believe,” “continue,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “potential,” “predict,” “project,” “should,” “target,” “will,” “would” and similar expressions are intended to identify forward-looking statements, although not all forward-looking statements contain these identifying words. Actual results may differ materially from those indicated by such forward-looking statements as a result of various important factors, including factors discussed in the section entitled “Risk Factors” in Bitdeer’s annual report on Form 20-F, as well as discussions of potential risks, uncertainties, and other important factors in Bitdeer’s subsequent filings with the U.S. Securities and Exchange Commission. Any forward-looking statements contained in this press release speak only as of the date hereof. Bitdeer specifically disclaims any obligation to update any forward-looking statement, whether due to new information, future events, or otherwise. Readers should not rely upon the information on this page as current or accurate after its publication date.
Source: United Kingdom – Executive Government & Departments
World news story
British Embassy Zagreb invites bids for Impact Fund 2025 to 2026
British Embassy Zagreb invites organisations to submit proposals by 14 April 2025 for projects demonstrating impact in areas of strengthening inter-community relations in Southeast Europe.
The British Embassy in Zagreb is inviting organisations to submit project proposals for funding from our Impact Fund. As the name suggests, the purpose of the fund is to achieve impact, so we’re looking for projects that make a real difference in the highlighted priority areas. Project proposals which strengthen and nurture relationships between Croatian and UK people and organisations are particularly welcome.
Themes
This year, the call will focus on organisations, projects and activities, which link to the following thematic areas:
Regional stability and development: connecting and strengthening societies in Southeast Europe
Projects which promote harmonious and constructive relations between communities within Croatia, and between communities in Croatia and its neighbours, to enable stability, European integration and socio-economic advancement in the context of global and domestic challenges. We will prioritise projects in the following areas:
strengthening inter-community understanding, tolerance and constructive cooperation, both domestically and cross-border within Southeast Europe
defending against threats to inter-community relations in Southeast Europe, e.g. countering hate speech, historic distortion, and disinformation; supporting a healthy media landscape; and promoting factual, inclusive public discourse and narratives
empowering women and girls, enhancing female civic participation and equality, contributing to prosperity and security in the region
Special emphasis should be placed on activities which generate change, with wider and lasting social impact.
Innovation for growth: building and nurturing UK-Croatia research & innovation, science, technology, and business partnerships.
Projects which nurture long-term research & innovation, science, technology, and business partnerships, with a special emphasis on fostering economic growth and UK-Croatia cooperation. We will prioritise projects in the following areas:
establishing new partnerships between researchers, businesses and institutions in the UK and Croatia. In particular, large-scale UK-Croatia collaboration between researchers and organisations within Horizon Europe and other programmes (note: while we cannot directly fund research covered by these other programmes, but we can support establishing the research connections)
projects focused on policy and regulation, exchanging knowledge and best practice and other activities which promote and support research (this excludes direct funding) relating to AI, quantum technologies, high-performance computing, nuclear fusion, semiconductors, Health tech and engineering biology. Including values-based governance and regulation of new and emerging technologies, especially AI
building expertise on the commercialisation of innovation, connecting Croatian companies to venture capitals and tech ecosystems, and enabling the UK and Croatian business partnerships
addressing barriers to market access between the UK and Croatia (e.g. policy, implementation of regulations)
Energy and climate: promoting green growth and energy transition
Projects which promote green and sustainable growth, support the transition to clean energy sources such as offshore wind, hydrogen and nuclear, and deeper UK-Croatia cooperation. Also, projects that tackle the climate crisis and mitigate its impacts, as well as tackling and reversing bio-diversity loss will be considered for funding. We will prioritise projects in the following areas:
establishing UK-Croatia commercial and scientific partnerships in the development of net zero technologies, with focus on hydrogen and nuclear fission and fusion (e.g. joint initiatives, building partnerships within Horizon Europe, exchange programmes between the UK and Croatian institutions)
establishing UK-Croatia commercial and scientific partnerships in energy efficiency and storage, emission reduction, and accelerating to achieving net zero
establishing UK-Croatia commercial and scientific partnerships in tackling the climate crisis, mitigating its impacts by strengthening social, economic and ecological resilience, unlocking climate and nature finance
Activity bid guidance
The British Embassy will support projects with activities taking place between 20 June 2025 and 15 February 2026, with no expectation of continued funding beyond the stated period.
Maximum project budget limit: 11,500 Euros.
Project bids will be assessed against the following criteria:
alignment with thematic priorities and likelihood of achieving a real-world impact
outcomes that are achievable within the funding period and offer value for money
activity design that includes clear evaluation procedures and measures of impact
activity design that includes risk and financial accountability procedures
that the organisation’s safeguarding policies ensure protection of beneficiaries, especially vulnerable individuals and children
all proposals must be received by 12:00 pm on 14 April 2025. Late proposals will not be considered
successful bidders will be notified by the end of May
Transparency and further questions
The British Embassy in Zagreb will organise an online question and answer session about the bidding process on Wednesday 26 March 2025 at 2pm (CET). You can join the live session using this link.
Additional information and documentation
All project implementers will be expected to sign a standard contract or grant agreement with the Embassy provided by the UK Foreign, Commonwealth & Development Office (FCDO).
The terms of the contract or agreement are not negotiable.
All projects are expected to have achieved 85% spend by end of December 2025. Proposed budgets must reflect this requirement.
NEW YORK, March 17, 2025 (GLOBE NEWSWIRE) — Evome Medical Technologies Inc. (the “Company”) (TSXV: EVMT) announces the appointment of Michael Dalsin as Chairman of the Board of Directors. Kenneth Kashkin, MD will take the role of Vice-Chairman. Bill Garbarini will retain his role as COO while stepping off the Board of Directors. Chris Heath was also appointed as a new Director increasing the size of the Board of Directors from five to six.
Mr. Dalsin is best known in Canada as the former Chairman of Convalo Health International, Corp. (“Convalo”) and Patient Home Monitoring Corp. (“PHM”), which were both listed on the TSX Venture Exchange. After spinning off its VieMed business unit (now listed on Nasdaq), PHM uplisted to TSX and listed on Nasdaq under its new name Quipt Home Medical Corp. Mr. Heath was CEO of Convalo and was most recently the CEO of MedBright AI Investments Inc., a CSE listed issuer.
“I asked Michael Dalsin to step in as Chairman to help assess the opportunities in the fertility market,” said Dr. Kashkin. “This management team has deep contacts and knowledge in this market. Before joining Evome, our CEO, Mike Seckler, was global head of Marketing at Ferring Pharmaceuticals and Mr. Garbarini was COO at Conceivable Life Sciences, TMRW Life Sciences and Reproductive Medicine Associates of NJ. In each of their roles these two executives broke new ground and grew their businesses. The fertility market is quickly growing due to rising infertility rates caused by factors such as lifestyle changes and delayed childbearing. In addition, increasing awareness and acceptance of fertility treatments, along with advancements in reproductive technologies, are driving market growth.”
“I am grateful to Michael Dalsin, one of our biggest shareholders, for stepping into this leadership position,” said Mr. Seckler. “Bill and I are optimistic about finding additional opportunities in the fertility market. Michael’s experience in deal making will be invaluable in this effort.”
The Company and Mr. Dalsin plan to release a corporate update to the market before April 1, 2025.
Michael Dalsin Chairman Tel: 1 (800) 760-6826 Email: info@salonaglobal.com
Additional Information
Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.
Certain statements contained in this press release constitute “forward-looking information” within the meaning of the Private Securities Litigation Reform Act of 1995 and applicable Canadian securities laws. These statements can be identified by the use of forward-looking terminology such as “expects”, “believes”, “estimates”, “may”, “would”, “could”, “should”, “potential”, “will”, “seek”, “intend”, “plan”, and “anticipate”, and similar expressions as they relate to the Company.All statements other than statements of historical fact may be forward-looking information. Such statements reflect the Company’s current views and intentions with respect to future events, and current information available to the Company, and are subject to certain risks, uncertainties and assumptions. The Company cautions that the forward-looking statements contained herein are qualified by important factors that could cause actual results to differ materially from those reflected by such statements. Such factors include but are not limited to the general business and economic conditions in the regions in which the Company operates; the ability of the Company to execute on key priorities, including the successful completion of acquisitions, business retention, and strategic plans and to attract, develop and retain key executives; difficulty integrating newly acquired businesses; ongoing or new disruptions in the supply chain, the extent and scope of such supply chain disruptions, and the timing or extent of the resolution or improvement of such disruptions; the ability to implement business strategies and pursue business opportunities; disruptions in or attacks (including cyber-attacks) on the Company’s information technology, internet, network access or other voice or data communications systems or services; the evolution of various types of fraud or other criminal behavior to which the Company is exposed; the failure of third parties to comply with their obligations to the Company or its affiliates; the impact of new and changes to, or application of, current laws and regulations; granting of permits and licenses in a highly regulated business; the overall difficult litigation environment, including in the United States; increased competition; changes in foreign currency rates; increased funding costs and market volatility due to market illiquidity and competition for funding; the availability of funds and resources to pursue operations; critical accounting estimates and changes to accounting standards, policies, and methods used by the Company; the occurrence of natural and unnatural catastrophic events and claims resulting from such events; as well as those risk factors discussed or referred to in the Company’s disclosure documents filed with United States Securities and Exchange Commission and available at www.sec.gov, and with the securities regulatory authorities in certain provinces of Canada and available at www.sedarplus.com. Should any factor affect the Company in an unexpected manner, or should assumptions underlying the forward-looking information prove incorrect, the actual results or events may differ materially from the results or events predicted. Any such forward-looking information is expressly qualified in its entirety by this cautionary statement. Moreover, the Company does not assume responsibility for the accuracy or completeness of such forward-looking information. The forward-looking information included in this press release is made as of the date of this press release and the Company undertakes no obligation to publicly update or revise any forward-looking information, other than as required by applicable law.
Source: Hong Kong Government special administrative region
SITI attends press conference of World Internet Conference Asia-Pacific Summit in Beijing In addition to the highly acclaimed annual Wuzhen Summit, the WIC has designated Hong Kong for the first time to host the Asia-Pacific Summit. Organised by the Hong Kong Special Administrative Region (HKSAR) Government and co-organised by the Innovation, Technology and Industry Bureau (ITIB), the Summit will be held April 14 and 15 at the Hong Kong Convention and Exhibition Centre under the theme of “Integration of AI and Digital Technologies Shaping the Future – Jointly Building a Community with a Shared Future in Cyberspace”.
The Summit is expected to attract around 1,000 participants from the Mainland and overseas, including representatives from governments and enterprises, international organisations, leading corporations, experts and scholars. Through exploring the latest trends in various technology areas and in-depth exchanges of views and experiences, the Summit aims to enable all parties to seize the development opportunities brought about by digital and intelligent transformation, promoting high-quality development in innovation and technology (I&T), strengthening digital collaboration, and creating new momentum and new advantages for the development of the Asia-Pacific region.
Mr Ren said that the WIC has chosen to organise the Asia-Pacific Summit in Hong Kong to leverage Hong Kong’s unique advantage of global connectivity, fostering a cross-regional, cross-sector and cross-cultural dialogue platform to inject new impetus and create new opportunities for building an open, inclusive, innovative, connected and co-operative community with a shared future for the Asia-Pacific region.
Professor Sun expressed his gratitude to the WIC for choosing Hong Kong as the host city of the 2025 Summit, affirming Hong Kong’s pivotal role of bridging the country and the world as a dual platform. This creates a top-notch platform for exchanges, dialogue and co-operation in I&T, further strengthening Hong Kong’s position as an international I&T centre. The HKSAR Government endeavours to collaborate with the WIC in jointly making the Summit into the most influential regional I&T mega event. Professor Sun said he believes that the Summit will deepen regional co-operation in the I&T field, support Hong Kong’s development into an international I&T centre, as well as foster the vibrant development of the digital economy across the Asia-Pacific region.
The Department of Administrative Reforms and Public Grievances (DARPG) released the 34th Monthly Report on Centralized Public Grievance Redress and Monitoring System (CPGRAMS) of Central Ministries/ Departments performance for the month of February, 2025 A total of 1,11,392 Grievances were Redressed by Central Ministries/Departments in February, 2025
For the 32nd month in a row, the monthly disposal crossed 1 lakh cases in the Central Secretariat
Department of Food and Public Distribution, Department of Telecommunications, andDepartment of Posts topped in Group A category in the rankings released for the month of February, 2025
Ministry of Parliamentary Affairs, Department of Land Resources, and Ministry of Ayushtopped in Group B category in the rankings released for the month of February, 2025
Posted On: 17 MAR 2025 11:34AM by PIB Delhi
The Department of Administrative Reforms and Public Grievances (DARPG) released the Centralized Public Grievance Redress and Monitoring System (CPGRAMS) monthly report for February 2025, which provides a detailed analysis of types and categories of public grievances and the nature of disposal. This is the 34th report on Central Ministries/Departments published by DARPG.
The progress for February 2025 indicates 1,11,392 Grievances Redressed by Central Ministries/Departments. The Average Grievance Disposal Time in the Central Ministries/Departments from 1st January to 28th February 2025 is 15 days. These reports are part of the 10-step CPGRAMS reform process which was adopted by DARPG to improve the quality of disposal and reduce the timelines.
The report provides the data for new users registered through the CPGRAMS Portal in the month of February 2025. A total of 47,599 new users registered in the month of February 2025, with maximum registrations from Uttar Pradesh (7,312) registrations.
The said report also provides the Ministry/Department-wise analysis on the grievances registered through Common Service Centres in February 2025. CPGRAMS has been integrated with the Common Service Centre (CSC) portal and is available at more than 5 lakh CSCs, associating with 2.5 lakh Village Level Entrepreneurs (VLEs). 5,580 grievances were registered through CSCs in the month of February 2025. It also highlights the major issues/categories for which the maximum grievances were registered through CSCs.
The following are the Key Highlights of the DARPG’s monthly CPGRAMS report for February 2025 for Central Ministries/ Departments:
PG Cases:
In February 2025, 1,12,389 PG cases were received on the CPGRAMS portal, 1,11,392 PG cases were redressed and there exists a pendency of 59,946PG cases, as of 28th February 2025.
PG Appeals:
In February 2025, 12,649 appeals were received and 15,399 appeals were disposed.
The Central Secretariat has a pendency of 22,410 PG Appeals at the end of February 2025.
Grievance Redressal Assessment and Index (GRAI) – February 2025
Department of Food and Public Distribution, Department of Telecommunications, and Department of Posts are amongst the top performers in the Grievance Redressal Assessment & Index within the Group A (more than equal to 500 grievances) for February 2025.
Ministry of Parliamentary Affairs, Department of Land Resources, and Ministry of Ayush are amongst the top performers in the Grievance Redressal Assessment & Index within the Group B (less than 500 grievances) for February 2025.
The report also features 4 success stories of effective grievance resolution from Central Ministries/Departments:
Grievance of Shri Ripu Sudan Shrivastava: Pension Revision Under OROP-III
Shri Ripu Sudan Shrivastava submitted a grievance on the CPGRAMS portal regarding the revision of his basic pension from ₹24,763 to ₹25,750. Upon review, the authorities promptly updated his details on the SPARSH portal and confirmed that his pension had been revised under OROP-III. The revision was formally notified through Corr PPO 4. The complainant shall now access and verify the updated pension details via SPARSH login, ensuring transparency and ease of access
Grievance of Shri Sumit Kumar: Delay in processing of Insurance Claim
Shri Sumit Kumar’s mother, Smt. Sheel Vati, had enrolled in the Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) through her Central Bank of India (Khanpur Branch) to secure her family’s future. After she passed away on 30th September 2020, complainant applied for the insurance claim but faced delays and unfulfilled assurances despite multiple visits to the bank. Frustrated by the delay, he raised a grievance on the CPGRAMS Portal, seeking immediate intervention. In response, authorities confirmed that the claim had been settled and informed the complainant accordingly.
Grievance of Shri Aariv Harsh Mori: Delay in processing of Aadhar enrolment
Shri Aariv Harsh Mori expressed deep concern over the prolonged processing of his son’s Aadhaar enrolment, which had remained “Under Process” for over 30 days. He made multiple attempts to seek updates from Aadhaar centers in Rajkot and contacted the helpline and Gujarat Director’s office, but received no response or was kept on hold without resolution. Frustrated by the delay and lack of communication, he filed a grievance on the CPGRAMS Portal, citing significant inconvenience in completing important tasks requiring Aadhaar. Following his complaint, he was finally notified that the enrolment had been successfully completed, allowing him to download the e-Aadhaar from the UIDAI website.
Grievance of Shri Nagarajan N: Issuance of new ATM card
Shri Nagarajan N, a retired BSNL employee, submitted a grievance on the CPGRAMS portal regarding the unavailability of a new ATM card. He holds a savings account at Cuddalore Head Post Office for pension withdrawals and was using an ATM card valid until November 2024. When he inquired about a replacement, the post office staff informed him that new ATM cards were out of stock. In a written response to the grievance, the Tamil Nadu Postal Circle acknowledged supply chain issues but arranged for ATM cards on diversion to assist account holders at Cuddalore HO. As confirmed over the phone, a new ATM card was issued to complainant, resolving his grievance within 2 weeks to his full satisfaction.
DoT announces launch of the 5G Innovation Hackathon 2025 This will be an intensive six-month programme, aimed at developing innovative prototypes leveraging 5G technology
The programme will provide mentorship, funding, and access to 5G Use Case Labs
Participants will receive additional support for commercialisation, including Intellectual Property Rights (IPR) assistance
The Hackathon is open to undergraduate and postgraduate students, startups, and professionals
Posted On: 17 MAR 2025 9:04AM by PIB Delhi
The Department of Telecommunications (DoT) has announced the 5G Innovation Hackathon 2025, a six-month initiative aimed at accelerating the development of innovative 5G-powered solutions to address societal and industrial challenges. Open to students, startups, and professionals, the programme provides mentorship, funding, and access to over 100 5G Use Case Labs, enabling participants to transform visionary ideas into scalable technologies.
The hackathon invites proposals focused on key 5G applications such as AI-driven network maintenance, IoT-enabled solutions, 5G broadcasting, smart health, agriculture, industrial automation, non-terrestrial networks (NTN), D2M, V2X, and quantum communication. Participants are encouraged to leverage 5G features like network slicing, Quality of Service (QoS), and call-flow scenarios to address real-world problems. The hackathon offers an array of support mechanisms to help participants take their innovations to the next level. Participants will get assistance in IPR filing for commercialising their IP assets.
Programme Structure & Timeline
The hackathon will unfold in several stages, each carefully designed to nurture and develop ideas from proposal submission to final evaluation. The first stage, Proposal Submission, invites participants to submit their comprehensive ideas, outlining their problem statement, proposed solution, and expected impact. Each institution will have the opportunity to recommend up to five proposals for the Department of Telecommunications (DoT) screening, and regional committees will select the best entries for further evaluation.
Once proposals are shortlisted, the Regional Shortlisting stage will see selected teams (150–200 proposals) receive guidance to enhance their ideas. The top 25–50 teams will progress to the Pragati Phase, where they will be provided with a ₹1,00,000 each seed fund to develop their prototypes over a three-month period (June 15 – September 15, 2025). During this phase, participants will benefit from mentorship, access to 5G Use Case Labs, and testing infrastructure to refine their ideas. In case any of the solution can be converted to an IPR, necessary support for IPR filing will be extended.
The final stage, Evaluation and Showcase, will take place in late September 2025, where teams will present their prototypes to a Technical Expert Evaluation Committee (TEEC), comprising 5-7 experts from the government, Academia and Industry. The evaluation will be based on four key criteria: Technical Execution (40%), Scalability & Market Readiness (40%), Societal & Industrial Impact (10%), and Novelty (10%).
Winners will be announced in October 2025, with the top teams showcasing their innovations at the India Mobile Congress (IMC) 2025, one of the most prestigious tech events in the country.
Awards & Recognition
Winners will receive significant rewards, including ₹5,00,000 for the 1st place, ₹3,00,000 for the runner-up, and ₹1,50,000 for the 2nd runner-up. Also, special mentions will be given for Best Idea and Most Innovative Prototype, each receiving ₹50,000. 10 labs will also be given Certificates of Appreciation for Best 5G Use case and one Certificate for Best idea from Emerging Institute.
The programme, supported by a ₹1.5 crore budget, covers seed funding, IPR assistance, mentorship, and operational costs. It aims at developing over 50 scalable 5G prototypes, generate 25+ patents, strengthen academia-industry-government collaboration, and support startup creation. Key dates include submission of proposals from 15 March-15 April 2025, announcement of final winners on 01 October 2025, and a rigorous timeline ensuring milestones are met through bi-weekly progress reports and a centralised tracking dashboard.
The 5G Innovation Hackathon 2025 is designed to harness the transformative potential of 5G technology by fostering collaboration and innovation. By bridging lab research and market-ready solutions, the hackathon aligns with India’s vision to lead in 5G innovation.
The Prime Minister Shri Narendra Modi interacted with Lex Fridman in a podcast about various topics today. In a candid conversation, when asked about why he fasts and how he manages, the Prime Minister expressed gratitude to Lex Fridman for his gesture of fasting as a mark of respect for the PM. “In India, religious traditions are deeply intertwined with daily life”, said Shri Modi, adding that Hinduism is not merely about rituals but a philosophy guiding life, as interpreted by the Honorable Supreme Court of India. He emphasized that fasting is a tool for cultivating discipline and balancing the inner and outer self. The Prime Minister noted that fasting heightens the senses, making them more sensitive and aware. He observed that during fasting, one can perceive even subtle aromas and details more vividly. He also highlighted that fasting accelerates the thinking process, providing fresh perspectives and encouraging out-of-the-box thinking. Shri Modi clarified that fasting is not just about abstaining from food; it involves a scientific process of preparation and detoxification. He emphasized that he prepares his body for fasting by following Ayurvedic and yoga practices for several days beforehand and stressed the importance of hydration during this period. Once fasting begins, he views it as an act of devotion and self-discipline, allowing for deep introspection and focus. The Prime Minister shared that his practice of fasting originated from personal experience, starting with a movement inspired by Mahatma Gandhi during his school days. He felt a surge of energy and awareness during his first fast, which convinced him of its transformative power. He highlighted that fasting does not slow him down; instead, it often increases his productivity. He noted that during fasting, his thoughts flow more freely and creatively, making it an incredible experience for expressing himself.
On being asked how he carried out his role as a leader on the world stage, all fasted, and sometimes nine days, Shri Modi highlighted the ancient Indian tradition of Chaturmas, observed during the monsoon season when digestion naturally slows. He remarked that during this period, many Indians follow the practice of consuming only one meal a day. For him, this tradition begins around mid-June and continues until after Diwali in November, spanning four to four and a half months. He added that during the Navratri Festival in September or October, which celebrates strength, devotion, and spiritual discipline, he completely abstains from food and consumes only hot water for nine days. He further shared that during the Chaitra Navratri in March or April, he follows a unique fasting practice by consuming only one specific fruit once a day for nine days. For instance, if he chooses papaya, he eats only papaya throughout the fasting period. He emphasized that these fasting practices are deeply ingrained in his life and have been followed consistently for 50 to 55 years.
The Prime Minister remarked that his fasting practices were initially personal and not publicly known. However, they became more widely recognized after he became Chief Minister and Prime Minister, he added noting that he does not mind sharing his experiences now, as they might be beneficial to others, aligning with his life’s dedication to the well-being of others. He also shared an instance during a bilateral meeting at the White House with former President of USA, Mr. Barack Obama when he was fasting.
On being asked about his early life, the Prime Minister reflected on his birthplace, Vadnagar, Mehsana district in North Gujarat, highlighting its rich historical significance. He noted that Vadnagar was a major center for Buddhist learning, attracting figures like the Chinese philosopher Hiuen Tsang. He mentioned that the town was also a prominent Buddhist educational hub around the 1400s, highlighting that his village had a unique environment where Buddhist, Jain, and Hindu traditions co-existed harmoniously. He emphasized that history was not confined to books, as every stone and wall in Vadnagar told a story. During his tenure as Chief Minister, he initiated large-scale excavation projects that uncovered evidence dating back 2,800 years, proving the city’s continuous existence. Shri Modi remarked that these findings have led to the establishment of an international-level museum in Vadnagar, which is now a major area of study, especially for archaeology students. He expressed gratitude for being born in such a historically significant place, seeing it as his good fortune. The Prime Minister also shared aspects of his childhood, describing his family’s life in a small house without windows, where he grew up in extreme poverty. However, he added that they never felt the burden of poverty, as they had no basis for comparison. His father was disciplined and hardworking, known for his punctuality, he said. Shri Modi highlighted his mother’s hard work and her spirit of caring for others, which instilled in him a sense of empathy and service. He recalled how his mother would treat children with traditional remedies early in the morning, gathering them at their home, and emphasized that these experiences shaped his life and values. The Prime Minister noted that his journey into politics brought his humble beginnings to light, as media coverage during his oath-taking as Chief Minister revealed his background to the public. He expressed that his life’s experiences, whether seen as fortune or misfortune, have unfolded in a way that now informs his public life.
Shri Modi encouraged young people to remain patient and self-confident, emphasizing that challenges are part of life but should not define one’s purpose, when asked for his advice to the young people. He highlighted that difficulties are tests of endurance, meant to strengthen individuals rather than defeat them, adding that every crisis presents an opportunity for growth and improvement. The Prime Minister remarked that there are no shortcuts in life, using the analogy of railway station signs that warn against crossing tracks, stating, “Shortcut will cut you short.” He emphasized the importance of patience and perseverance in achieving success. He also stressed the need to pour one’s heart into every responsibility and live life with passion, finding fulfillment in the journey. Highlighting that abundance alone does not guarantee success, as even those with resources must continue to grow and contribute to society, the Prime Minister emphasized the importance of never stopping learning, as personal growth is essential throughout life. He shared his own experience of learning from interactions at his father’s tea shop, which taught him the value of continuous learning and self-improvement. He noted that many people set big targets and feel disappointed if they fall short. He advised focusing on doing something rather than just becoming something, as this mindset allows for continued determination and progress toward goals. He emphasized that true contentment comes from what one gives, rather than what one gets, and encouraged young people to cultivate a mindset centered on contribution and service.
On being asked about his journey in the Himalayas, Shri Modi reflected on his upbringing in a small town, where community life was central. He often visited the local library, finding inspiration in books about figures like Swami Vivekananda and Chhatrapati Shivaji Maharaj. This sparked a desire to shape his life similarly, leading him to experiment with his physical limits, such as sleeping outside in cold weather to test his endurance, he added. Highlighting the influence of Swami Vivekananda’s teachings, particularly a story where Vivekananda, despite needing help for his ill mother, could not bring himself to ask Goddess Kali for anything during meditation, an experience which instilled in Vivekananda a spirit of giving, Shri Modi said that this left an impression on him, stressing that true contentment comes from giving and serving others. He recalled an incident where he chose to stay behind and care for a saint during a family wedding, demonstrating his early inclination towards spiritual pursuits. He noted that seeing soldiers in his village inspired him to serve the nation, though he didn’t have a clear path at the time. The Prime Minister mentioned his deep longing to understand life’s meaning and his journey in exploring it. He highlighted his connection with saints like Swami Atmasthanandji, who guided him on the importance of serving society. He shared that during his time in the mission, he met remarkable saints who showered him with love and blessings. Shri Modi also spoke about his experiences in the Himalayas, where solitude and encounters with ascetics helped shape him and discover his inner strength. He emphasized the role of meditation, service, and devotion in his personal growth.
Sharing his experience with Swami Atmasthanandaji in Ramakrishna Mission which led him to a decision to live a life of service at every scale, Shri Modi said that while others may view him as the Prime Minister or Chief Minister, he remains deeply committed to spiritual principles, highlighting that his inner consistency is rooted in serving others, whether through helping his mother care for children, wandering in the Himalayas, or working from his current position of responsibility. The Prime Minister remarked that to him, there is no real difference between a saint and a leader, as both roles are guided by the same core values. He emphasized that while external aspects like attire and work may change, his dedication to service remains constant. He underlined that he carries out every responsibility with the same sense of calm, focus, and dedication.
Discussing about the impact that the Rashtriya Swayamsevak Sangh (RSS) has had on his early life, Prime Minister mentioned his childhood fascination with patriotic songs, particularly those sung by a man named Makoshi, who would visit his village with a tambourine. He said that these songs deeply touched him and played a role in his eventual involvement with RSS. He highlighted that the RSS instilled in him core values such as doing everything with a purpose, whether studying or exercising, to contribute to the nation. Shri Modi remarked that the RSS provides a clear direction toward a purpose in life, emphasizing that serving people is akin to serving God. He noted that the RSS is nearing its 100th anniversary and is a massive volunteer organization with millions of members worldwide. Highlighting various initiatives inspired by the RSS, such as Seva Bharati, which runs over 1,25,000 service projects in slums and settlements without government assistance, Shri Modi also mentioned Vanvasi Kalyan Ashram, which has established over 70,000 one-teacher schools in tribal regions, and Vidya Bharati, which operates nearly 25,000 schools educating around 30 lakh students. He emphasized that the RSS prioritizes education and values, ensuring students remain grounded and learn skills to avoid becoming a burden on society. He highlighted the Indian Labor Union, which has millions of members across the country, adopting a unique approach by focusing on “workers unite the world,” contrasting with traditional labor movements. The Prime Minister expressed gratitude for the life values and purpose he gained from the RSS and the spiritual guidance he received from saints like Swami Atmasthananda.
On the topic of India, Shri Modi said that India is a cultural identity and a civilization that dates back thousands of years. Highlighting the vastness of India, with over 100 languages and thousands of dialects, emphasizing the saying that every 20 miles, the language, customs, cuisine, and clothing styles change, he said that despite this immense diversity, there is a common thread that unites the country. The Prime Minister highlighted the stories of Lord Ram, which resonate across India, and pointed out how names inspired by Lord Ram are found in every region, from Rambhai in Gujarat to Ramachandran in Tamil Nadu and Ram Bhau in Maharashtra. He remarked that this unique cultural bond unites India as one civilization. Shri Modi emphasized the ritual of remembering all the rivers of India during bathing, where people chant the names of rivers like Ganga, Yamuna, Godavari, Saraswati, Narmada, Sindhu, and Kaveri. He noted that this sentiment of unity is deeply ingrained in Indian traditions and is reflected in the resolutions made during important events and rituals, which also serve as historical records. Underlining the meticulous guidance of Indian scriptures in practices such as invoking the universe during ceremonies, starting from Jambudweep and narrowing down to the family deity, the Prime Minister remarked that these practices are still alive and observed daily across India. He observed that while Western and global models view nations as administrative systems, India’s unity lies in its cultural bonds. He noted that India has had varied administrative systems throughout history, but its unity has been preserved through cultural traditions. Shri Modi also underscored the role of pilgrimage traditions in maintaining India’s unity, mentioning Shankaracharya’s establishment of four pilgrimage sites. He remarked that even today, millions of people travel for pilgrimage, such as bringing water from Rameshwaram to Kashi and vice versa. He also pointed out the richness of India’s Hindu calendar, which reflects the country’s diverse traditions.
Discussing Mahatma Gandhi’s Legacy and India’s Struggle for Independence, the Prime Minister reiterated that he was born in Gujarat, with Gujarati as his mother tongue, just like Mahatma Gandhi. He highlighted that Gandhi, despite having opportunities abroad as an attorney, chose to devote his life to serving the people of India, guided by a deep sense of duty and family values. He emphasized that Gandhi’s principles and actions continue to influence every Indian to this day. Underlining Gandhi’s advocacy for cleanliness, noting that he practiced it himself and made it a central topic in his discussions, Shri Modi remarked on India’s long struggle for independence, during which the flame of freedom burned brightly across the nation despite centuries of colonial rule. Millions sacrificed their lives, enduring imprisonment and martyrdom, to ensure India’s freedom, he added. Shri Modi observed that while many freedom fighters made lasting impacts, it was Mahatma Gandhi who awakened the nation by leading a mass movement rooted in truth. He highlighted Gandhi’s ability to involve every individual in the freedom struggle, from sweepers to teachers, spinners, and caregivers. He remarked that Gandhi transformed ordinary citizens into soldiers for freedom, creating a movement so immense that the British could not fully comprehend it. He noted the significance of the Dandi March, where a pinch of salt sparked a revolution. The Prime Minister shared an anecdote from a Roundtable Conference, where Gandhi, dressed in his breechcloth, met King George at Buckingham Palace. He highlighted Gandhi’s witty remark, “Your king is wearing enough clothes for the both of us,” showcasing his whimsical charm. Shri Modi reflected on Gandhi’s call for unity and recognition of people’s strength, which continues to resonate. He emphasized his own commitment to including the common man in every initiative and fostering social change, rather than relying solely on the government.
Shri Modi further mentioned that Mahatma Gandhi’s legacy transcends centuries, emphasizing that his relevance endures to this day. He highlighted his own sense of responsibility, stating that his strength lies not in his name but in the backing of 140 crore Indians and thousands of years of timeless culture and heritage. “When I shake hands with a world leader, it’s not Modi, but 140 crore Indians doing so”, he added humbly. Recalling the widespread criticism he faced in 2013 when he was declared his party’s prime ministerial candidate, Shri Modi said that critics questioned his understanding of foreign policy and global geopolitics. He responded at the time, “India will neither allow itself to be looked down upon, nor will it ever look up to anyone. India will now see eye-to-eye with her counterparts.” He reaffirmed that this belief remains central to his foreign policy, emphasizing that the country always comes first. Prime Minister highlighted India’s long-standing advocacy for global peace and brotherhood, rooted in the vision of the world as one family. He remarked on India’s contributions to global initiatives, such as the concept of “One Sun, One World, One Grid” for renewable energy and “One Earth, One Health” for global healthcare, which extends to all flora and fauna. He emphasized the importance of fostering global well-being and called for collective efforts from the international community. Touching upon India’s hosting of the G20 Summit with the motto, “One Earth, One Family, One Future,” Shri Modi underscored the duty to share India’s timeless wisdom with the world. He remarked on the interconnected nature of today’s world, stating, “No country can thrive in isolation. We all depend upon one another.” He emphasized the need for synchronization and collaboration to propel global initiatives forward. He also addressed the relevance of global organizations like the United Nations, noting that their inability to evolve with the times has sparked a global debate on their effectiveness.
On the topic of the path to peace in Ukraine, Shri Modi said that he represents the land of Lord Buddha and Mahatma Gandhi, great souls whose teachings and actions were entirely dedicated to peace. He emphasized that India’s strong cultural and historical background ensures that when India speaks of peace, the world listens. He highlighted that Indians are not hardwired for conflict but instead espouse harmony, standing for peace and embracing the responsibility of peacemaking wherever possible. The Prime Minister reflected on his close relationships with both Russia and Ukraine, stating that he can engage with President Putin to emphasize that this is not the time for war and can also convey to President Zelensky that resolutions will not be achieved on the battlefield but through negotiations. He added that discussions must include both parties to be fruitful and noted that the current situation presents an opportunity for meaningful talks between Ukraine and Russia. Highlighting the suffering caused by the conflict, including its impact on the global south, which has faced crises in food, fuel, and fertilizer, the Prime Minister called for the global community to unite in the pursuit of peace. He reaffirmed his stance, stating, “I am not neutral. I have a stance, and that is peace, and peace is what I strive for.”
Discussing the topic of India and Pakistan relations, the Prime Minister touched upon the painful reality of India’s partition in 1947, highlighting the grief and bloodshed that followed. He described the harrowing sight of trains arriving from Pakistan filled with wounded people and corpses. He noted that despite expectations of harmonious coexistence, Pakistan chose a path of hostility, waging a proxy war against India. The Prime Minister questioned the ideology that thrives on bloodshed and terror, emphasizing that terrorism is a menace not just for India but for the world. He pointed out that the trail of terror often leads to Pakistan, citing the example of Osama bin Laden, who was found taking refuge there. He remarked that Pakistan has become an epicenter of turmoil and urged them to abandon state-sponsored terrorism. “What do you hope to gain by surrendering your nation to lawless forces?”, he questioned. Shri Modi shared his personal efforts to foster peace, including his visit to Lahore and the invitation extended to Pakistan for his swearing-in ceremony as Prime Minister. He highlighted this diplomatic gesture as a testament to India’s commitment to peace and harmony, as captured in the memoir of former President Shri Pranab Mukherjee. However, he noted that these efforts were met with hostility and betrayal.
Stressing on the unifying power of sports, Shri Modi said that they connect people on a deeper level and energize the world. He stated, “Sports play a major role in human evolution. They’re not just games; they bring people together across nations.” He noted that while he is not an expert in sports techniques, results often speak for themselves, as seen in a recent cricket match between India and Pakistan. The Prime Minister also highlighted India’s strong football culture, noting the impressive performance of the women’s football team and the progress of the men’s team. Reflecting on the past, he remarked that for the 1980s generation, Maradona was a true hero, while today’s generation immediately mentions Messi. Shri Modi shared a memorable visit to Shahdol, a tribal district in Madhya Pradesh, where he encountered a community deeply dedicated to football. He recounted meeting young players who proudly referred to their village as “mini Brazil,” a name earned through four generations of football tradition and nearly 80 national-level players. He noted that their annual football matches attract 20,000 to 25,000 spectators from nearby villages. He expressed optimism about the growing passion for football in India, stating that it not only fuels enthusiasm but also builds true team spirit.
On being asked about the President of the USA, H.E. Mr. Donald Trump, the Prime Minister reminisced about a memorable event, the “Howdy Modi” rally in Houston, where he and President Trump addressed a packed stadium. He remarked on President Trump’s humility, noting how he sat in the audience during Modi’s speech and later agreed to walk around the stadium with him, showcasing mutual trust and a strong bond. He highlighted President Trump’s courage and decision-making, recalling his resilience even after being shot during a campaign. Shri Modi reflected on his first visit to the White House, where President Trump broke formal protocols to personally give him a tour. He mentioned Trump’s deep respect for American history, as he shared details about past Presidents and significant moments without notes or assistance. He emphasized the strong trust and communication between them, which remained unshaken even during Trump’s absence from office. Remarking on President Trump’s graciousness in calling him a great negotiator, attributing it to Trump’s humility, the Prime Minister stated that his negotiation approach always prioritizes India’s interests, advocating positively without causing offense. He emphasized that his nation is his high command, and he honors the responsibility entrusted to him by the people of India. Highlighting his productive meetings with individuals like Elon Musk, Tulsi Gabbard, Vivek Ramaswamy, and JD Vance during his recent visit to the United States, Shri Modi spoke of the warm, family-like atmosphere and shared his long-standing acquaintance with Elon Musk. He expressed happiness over Musk’s excitement about the DOGE mission and drew parallels to his own efforts to eliminate inefficiencies and harmful practices in governance since taking office in 2014. Prime Minister shared examples of governance reforms, including the removal of 10 crore fake or duplicate names from welfare schemes, saving massive amounts of money. He introduced direct benefit transfers to ensure transparency and eliminate middlemen, saving nearly three lakh crore rupees. He also launched the GeM portal for government purchases, reducing costs and improving quality. Additionally, he eliminated 40,000 unnecessary compliances and removed 1,500 outdated laws to streamline governance. He added that these bold changes have made India a topic of global discussion, just as innovative missions like DOGE capture worldwide attention.
On being asked about the bilateral relations with India and China, the Prime Minister emphasised their shared history of learning from each other and contributing to global good, highlighting that at one point, India and China together accounted for over 50% of the world’s GDP, showcasing their massive contributions. He noted the deep cultural connections, including the profound influence of Buddhism in China, which originated in India. Shri Modi stressed the importance of maintaining and strengthening the relationship between the two nations. He acknowledged that differences are natural between neighbors but stressed the need to prevent these differences from escalating into disputes. “Dialogue is the key to building a stable and cooperative relationship that benefits both nations”, he added. Addressing the ongoing border disputes, Prime Minister acknowledged the tensions that arose in 2020 but noted that his recent meeting with President Xi has led to a return to normalcy at the border. He highlighted efforts to restore conditions to pre-2020 levels and expressed optimism that trust, enthusiasm, and energy would gradually return. He emphasized that cooperation between India and China is essential for global stability and prosperity, advocating for healthy competition rather than conflict.
On global tensions, the Prime Minister reflected on the lessons from COVID-19, which exposed the limitations of every nation and underscored the need for unity. He remarked that instead of moving toward peace, the world has become more fragmented, leading to uncertainty and worsening conflicts. He highlighted the irrelevance of international organizations like the UN due to a lack of reforms and the disregard for international laws. Shri Modi called for a shift from conflict to cooperation, advocating for a development-driven approach as the way forward. He reiterated that expansionism will not work in an interconnected and interdependent world, emphasizing the need for nations to support one another. He expressed hope for the restoration of peace, noting the deep concern shared by global forums over ongoing conflicts.
On the topic of 2002 Gujarat riots, Shri Modi provided a detailed account of the volatile atmosphere leading up to it, highlighting a series of global and national crises, including the Kandahar hijacking, the Red Fort attack, and the 9/11 terror attacks. He remarked on the tense environment and the challenges he faced as a newly appointed Chief Minister, including overseeing rehabilitation after a devastating earthquake and managing the aftermath of the tragic Godhra incident. The Prime Minister addressed misconceptions about the 2002 riots, noting that Gujarat had a long history of communal violence before his tenure. He emphasized that the judiciary thoroughly investigated the matter and found him completely innocent. He highlighted that Gujarat has remained peaceful for 22 years since 2002, attributing this to a governance approach focused on development for all and trust from all. Talking about criticism, Shri Modi stated, “Criticism is the soul of democracy”, emphasising the importance of genuine, well-informed criticism, which he believes leads to better policy making. However, he expressed concern over the prevalence of baseless allegations, which he distinguished from constructive criticism. He remarked, “Allegations benefit no one; they just cause unnecessary conflicts.” The Prime Minister shared his perspective on journalism, advocating for a balanced approach. He recounted an analogy he once shared, comparing journalism to a bee that collects nectar and spreads sweetness but can also sting powerfully when necessary. He expressed disappointment over selective interpretations of his analogy, emphasizing the need for journalism to focus on truth and constructive impact rather than sensationalism.
Discussing his extensive experience in politics, highlighting his early focus on organizational work, managing elections, and strategizing campaigns, Shri Modi stated that for 24 years, the people of Gujarat and India have placed their trust in him, and he remains committed to honoring this sacred duty with unwavering dedication. He emphasized his government’s commitment to ensuring welfare schemes reach every citizen without discrimination based on caste, creed, faith, wealth, or ideology. He remarked that fostering trust is the cornerstone of his governance model, ensuring that even those not directly benefiting from schemes feel included and assured of future opportunities. “Our governance is rooted in the people, not the polls, and is dedicated to the well-being of citizens and the nation”, said the Prime Minister, sharing his perspective of revering the nation and its people as manifestations of the Divine, likening his role to that of a devoted priest serving the people. He emphasized his lack of conflicts of interest, noting that he has no friends or relatives who stand to gain from his position, which resonates with the common man and builds trust. The Prime Minister expressed pride in belonging to the world’s largest political party, which he credited to the tireless efforts of millions of dedicated volunteers. He remarked that these volunteers, devoted to the welfare of India and its citizens, have no personal stakes in politics and are widely recognized for their selfless service. He highlighted that this trust in his party is reflected in election results, which he attributes to the blessings of the people.
Further talking about the incredible logistics of conducting elections in India, citing the 2024 general elections as an example, Shri Modi highlighted that there were 98 crore registered voters, surpassing the population of North America and the European Union combined. Out of these, 64.6 crore voters braved intense heat to cast their votes, he added. He noted that India had over one million polling booths and more than 2,500 registered political parties, showcasing the scale of its democracy. He emphasized that even the remotest villages had polling stations, with helicopters used to transport voting machines to inaccessible areas. He shared anecdotes, such as a polling booth set up in Gujarat’s Gir Forest for a single voter, underscoring India’s commitment to democracy. The Prime Minister praised the Election Commission of India for setting a global benchmark in conducting free and fair elections. He remarked that the management of Indian elections should be studied as a case study by top universities worldwide, given the immense depth of political awareness and logistical excellence involved.
Reflecting on his leadership, Shri Modi stated that he identifies himself as a “prime servant” rather than a Prime Minister, with service as the guiding principle of his work ethic. He emphasized that his focus is on productivity and bringing positive change to people’s lives, rather than seeking power. He remarked, “I entered politics not to play power games, but to serve.”
Addressing the notion of loneliness, the Prime Minister shared that he never experiences it, as he believes in the philosophy of “one plus one,” representing himself and the Almighty. He remarked that serving the nation and its people is akin to serving the divine. During the pandemic, he stayed engaged by designing a governance model through videoconferencing and personally connecting with party volunteers aged 70 and above, inquiring about their well-being and reliving old memories, he added.
On being asked the secret about hard work, Shri Modi remarked that his motivation comes from observing the hard work of people around him, including farmers, soldiers, laborers, and mothers who tirelessly dedicate themselves to their families and communities. He stated, “How can I sleep? How can I relax? The motivation is right in front of my eyes.” He emphasized that the responsibilities entrusted to him by his fellow citizens push him to give his absolute best. He recalled the promises he made during his 2014 campaign: to never fall behind in hard work for the country, to never act with bad intentions, and to never do anything for personal gain. He affirmed that he has upheld these standards throughout his 24 years as head of government. Prime Minister highlighted that his inspiration comes from serving 140 crore people, understanding their aspirations, and addressing their needs. He remarked, “I am always determined to do as much as I can, work as hard as possible. Even today, my energy remains just as strong.”
Expressing his deep respect for Srinivasa Ramanujan, widely regarded as one of the greatest mathematicians of all time, Shri Modi remarked that Ramanujan’s life and work exemplify the profound connection between science and spirituality. He highlighted Ramanujan’s belief that his mathematical ideas were inspired by the goddess he worshiped, emphasizing that such ideas emerge from spiritual discipline. He stated, “Discipline is more than just hard work; it means fully devoting yourself to a task and completely immersing yourself into it so much that you become one with your work.” The Prime Minister underscored the importance of being open to diverse sources of knowledge, noting that this openness fosters the emergence of new ideas. He emphasized the distinction between information and knowledge, stating, “Some people mistakenly confuse information with knowledge. Knowledge is something deeper; it gradually evolves through processing, reflection, and understanding.” He highlighted the need to recognize this difference in order to handle both effectively.
Discussing the factors influencing his decision-making, Shri Modi highlighted his extensive travel across 85-90% of India’s districts before his current role. He emphasized that these experiences provided him with firsthand knowledge of grassroots realities. He stated, “I carry no baggage that weighs me down or forces me to act a certain way.” He shared that his guiding principle is “My country first,” and he draws inspiration from Mahatma Gandhi’s wisdom of considering the poorest person’s face when making decisions. The Prime Minister highlighted his well-connected administration, noting that his numerous and active information channels provide him with diverse perspectives. He remarked, “When someone comes to brief me, that’s not my only source of information.” He also emphasized maintaining a learner’s mindset, asking questions like a student and playing devil’s advocate to analyze issues from multiple angles. Shri Modi shared his decision-making process during the COVID-19 crisis, where he resisted pressure to follow global economic theories blindly. He stated, “I wouldn’t let the poor sleep hungry. I wouldn’t allow social tensions to arise over basic daily needs.” He emphasized that his approach, rooted in patience and discipline, helped India avoid severe inflation and emerge as one of the fastest-growing major economies in the world. The Prime Minister highlighted his risk-taking capacity, stating, “If something is right for my country, for the people, I’m always prepared to take the risk.” He emphasized taking ownership of his decisions, remarking, “If something goes wrong, I don’t shift blame to others. I stand up, take responsibility, and own the outcome.” He noted that this approach fosters deep commitment within his team and builds trust among citizens. “I can make mistakes, but I won’t act with bad intentions”, he added, emphasising that society accepts him for his honest intentions, even if outcomes do not always go as planned.
“Artificial Intelligence (AI) development is fundamentally a collaborative effort, no nation can develop AI entirely on its own”, emphasised Shri Modi when asked about the role of India in promoting AI. He stated, “No matter what the world does with AI, it will remain incomplete without India.” He highlighted India’s active work on AI-driven applications for specific use cases and its unique marketplace-based model to ensure broad accessibility. He noted that India’s vast talent pool is its greatest strength, remarking, “Artificial intelligence is fundamentally powered, shaped, and guided by human intelligence, and that real intelligence exists abundantly in India’s youth.” The Prime Minister shared an example of India’s rapid progress in 5G rollout, which surpassed global expectations. He highlighted the cost-effectiveness of India’s space missions, such as Chandrayaan, which cost less than a Hollywood blockbuster, showcasing India’s efficiency and innovation. He emphasized that these achievements generate global respect for Indian talent and reflect India’s civilizational ethos. Shri Modi also reflected on the success of Indian-origin leaders in global tech, attributing it to India’s cultural values of dedication, ethics, and collaboration. He remarked, “People raised in India, especially those from joint families and open societies, find it easier to lead complex tasks and large teams effectively.” He highlighted the problem-solving abilities and analytical thinking of Indian professionals, which make them globally competitive. Addressing concerns about AI replacing humans, the Prime Minister remarked that technology has always advanced alongside humanity, with humans adapting and staying a step ahead. He stated, “Human imagination is the fuel. AI can create many things based on that, but no technology can ever replace the boundless creativity and imagination of the human mind.” He emphasized that AI challenges humans to reflect on what it truly means to be human, highlighting the innate human ability to care for one another, which AI cannot replicate.
Touching upon the topic of Education, Exams, and Student Success, Shri Modi said that the societal mindset places undue pressure on students, with schools and families often measuring success by rankings. He emphasized that this mentality has led children to believe their entire lives depend on 10th and 12th-grade exams. He highlighted the significant changes introduced in India’s new education policy to address these issues and shared his commitment to easing students’ burdens through initiatives like Pariksha Pe Charcha. The Prime Minister emphasized that exams should not be the sole measure of a person’s potential, stating, “Many people may not score high academically, yet can hit a century in cricket because that’s where their true strength lies.” He shared anecdotes from his school days, highlighting innovative teaching methods that made learning enjoyable and effective. He noted that such techniques have been incorporated into the new education policy. Shri Modi advised students to perform every task with dedication and sincerity, emphasizing that enhanced skills and capabilities open doors to success. He encouraged young people not to feel discouraged, stating, “There’s certainly some task out there destined just for you. Focus on enhancing your skills, and opportunities will come.” He highlighted the importance of connecting one’s life to a greater purpose, which brings inspiration and meaning. Addressing stress and difficulties, the Prime Minister urged parents to stop using their children as status symbols and to understand that life is not just about exams. He advised students to prepare well, trust their abilities, and approach exams with confidence. He emphasized the importance of systematic time management and regular practice to overcome challenges during exams. He reaffirmed his belief in every individual’s unique capabilities, encouraging students to maintain trust in themselves and their abilities to succeed.
Prime Minister also shared his approach to learning, emphasizing the importance of being fully present in the moment. He remarked, “Whenever I meet someone, I am fully present in the moment. This complete focus allows me to grasp new concepts quickly.” He encouraged others to embrace this habit, stating that it sharpens the mind and improves learning ability. He highlighted the value of practice, remarking, “You cannot master driving merely by reading the life stories of great drivers. You must get behind the wheel and take the road yourself.” Shri Modi reflected on the certainty of death, emphasizing the importance of embracing life, enriching it with purpose, and letting go of the fear of death, as it is inevitable. He remarked, “Commit to enriching, refining, and elevating your life so you can live fully and with a purpose before death comes knocking.”
Prime Minister expressed his optimism about the future, stating that pessimism and negativity are not part of his mindset. He highlighted humanity’s resilience in overcoming crises and embracing change throughout history. He remarked, “In every era, it is in human nature to adapt to the ever-flowing current of change.” He emphasized the potential for extraordinary breakthroughs when people break free from outdated thinking patterns and embrace transformation.
Speaking on the topics of Spirituality, Meditation, and Universal Well-Being, Shri Modi highlighted the significance of the Gayatri Mantra, describing it as a powerful tool for spiritual enlightenment dedicated to the radiant power of the sun. He remarked that many Hindu mantras are deeply intertwined with science and nature, bringing profound and lasting benefits when chanted daily. The Prime Minister emphasised that meditation was about freeing oneself from distractions and being present in the moment. He recounted an experience from his time in the Himalayas, where a sage taught him to focus on the rhythmic sound of water droplets falling onto a bowl. He described this practice as “divine resonance,” which helped him develop concentration and evolve into meditation. Reflecting on Hindu philosophy, Shri Modi quoted mantras emphasizing the interconnectedness of life and the importance of universal well-being. He remarked, “Hindus never focus solely on individual well-being. We wish for the well-being and prosperity of all.” He highlighted that every Hindu mantra concludes with the invocation of peace, symbolizing the essence of life and the spiritual practices of sages. The Prime Minister concluded by expressing gratitude for the opportunity to share his thoughts, noting that the conversation allowed him to explore and articulate ideas he had long kept within himself.
Government e Marketplace Surpasses ₹5 Lakh Crore GMV Before FY 2024-25 Year-End GeM enhances market accessibility with key policy reforms, benefiting MSEs, startups, and women-led enterprises
Posted On: 17 MAR 2025 4:55PM by PIB Delhi
The Government e Marketplace (GeM) has achieved a significant milestone by surpassing ₹5 lakh crore in Gross Merchandise Value (GMV) on its portal, more than 18 days before the close of the financial year 2024-25. This achievement highlights GeM’s rapid expansion as a primary tool for public procurement, serving a buyer base of over 1.6 lakh government entities. Notably, the leap from ₹4 lakh crore to ₹5 lakh crore was accomplished in less than 50 days since crossing the previous benchmark on 23rd January 2025.
GeM has undertaken major policy reforms in recent months to enhance market accessibility and streamline participation for sellers. Key initiatives such as the reduction in Transaction Charges, Vendor Assessment fees, and Caution Money requirements have made the platform more accessible, particularly benefiting Micro and Small Enterprises (MSEs), startups, and women-led enterprises. As of 13th February 2025, over 22 lakh sellers and service providers are registered on GeM, contributing to a diverse and competitive procurement ecosystem.
This year also marks the sixth anniversary of SWAYATT (Startups, Women, and Youth Advantage Through eTransactions), an initiative that underscores GeM’s commitment to integrating priority seller groups into the government procurement framework. As of 13th February 2025, GeM has successfully onboarded over 29,000 startups and 1.8 lakh Udyam-verified women-led businesses, fostering greater inclusivity and economic empowerment.
In addition to policy enhancements, technological advancements have played a crucial role in boosting procurement efficiency. In FY 2024-25, GeM executed one of the largest cloud migrations by a government organization in India. This migration is expected to enhance the platform’s scalability, ensuring a secure, reliable, and seamless experience for both buyers and sellers.
Further improving user accessibility, the integration of AI-powered search capabilities through GeM AI has enabled stakeholders to make faster and more informed procurement decisions. GeM AI continuously analyzes platform data to provide real-time, accurate, and credible responses, ensuring users have access to critical procurement insights anytime, anywhere.
With a steadfast commitment to transparency and fiscal responsibility, GeM has facilitated cumulative public savings exceeding ₹1,15,000 crore. The platform has over 1.6 lakh registered government buyers, spanning central and state ministries, departments, public sector enterprises, panchayats, and cooperatives, further driving the adoption of digital procurement across all levels of governance.
As GeM continues its trajectory of growth, it remains dedicated to fostering innovation, expanding inclusivity, and delivering unparalleled value to buyers while strengthening market linkages for sellers. Through technological advancements and a transparent marketplace, GeM is reinforcing India’s public procurement ecosystem and contributing to the nation’s economic progress.
CCI Organises 10th Edition of National Conference on Economics of Competition Law Minister of State, Shri Harsh Malhotra compliments CCI for its impactful role in curbing abusive conduct of dominant enterprises
Posted On: 16 MAR 2025 5:43PM by PIB Delhi
The Competition Commission of India (CCI) organised the 10thNational Conference on Economics of Competition Law in New Delhi today. Shri Harsh Malhotra, Minister of State in the Ministry of Corporate Affairs; and Minister of State in the Ministry of Road Transport and Highways was the Keynote Speaker at the Conference. Smt Ravneet Kaur, Chairperson, Competition Commission of India delivered the Special Address at the Inaugural Session of the Conference. The Conference, which brings together scholars, practitioners, and experts working in the area of economics of competition law, is being organised by the CCI every year since 2016.
In his Keynote Address, highlighting the high-growth trajectory of the Indian economy, Minister of State Shri Harsh Malhotra underscored the importance of competition law in ensuring fair competition and a level playing field in markets.
He emphasized the crucial role of the MSME sector, which contributes 80% of manufacturing output, 45% of exports, and 30% of India’s GDP. It is important to watch the interest of stakeholders, including MSMEs, to provide them with fair opportunities to compete and innovate, he said. In this context, he complimented CCI for its impactful role in curbing abusive conduct of dominant enterprises.
Commending the Commission for its well-considered decisions, he highlighted the need for real-time market monitoring and a collaborative approach to regulation. It is essential to enforce law beyond strict intervention by promoting self-regulation and compliance, he added. He encouraged the Commission to actively engage with stakeholders, including industry associations, and consider their viewpoints. He stressed on the importance of including the younger generation in deliberations to bring fresh and new perspectives. The Government has kept in mind the views of the stakeholders, be it policies, government schemes or regulations, he mentioned. Acknowledging the significance of the Conference, he said that such deliberations and brainstorming sessions would immensely contribute to India’s economic growth in the future.
The Minister stated that the Ministry of Corporate Affairs (MCA) aims to foster an ecosystem where fair competition benefits both businesses and consumers, leading to dynamic and vibrant marketplaces. He concluded by stating that India’s economic future depends on market strength, which, in turn, relies on fair competition—making it not just a legal or economic necessity but a national responsibility.
Smt. Ravneet Kaur, Chairperson, CCI, in her Special Address, stated that regulators are adopting a dynamic approach to address the issues emerging in increasingly complex markets and rapid innovation in technology. She said that the goal is to balance innovation with competition, ensuring fair and open markets, where competition and technological progress can coexist. Alluding to Artificial Intelligence (AI) as a driving force in modern markets, Smt. Kaur stressed on the need for regulators to stay abreast and ahead in the AI era to deal with algorithmic collusion, uncover hidden anti-competitive behaviour, and protect consumers in markets increasingly shaped by AI. In this context, she also discussed the role played by Market Studies as a critical tool in proactive regulation. These studies provide a comprehensive analysis of market structures, business models, arrangements amongst players and potential competition issues, she said.
Referring to the competition law enforcement regime in India, Smt. Kaur said that the regulatory landscape has evolved significantly with the introduction of the Competition Amendment Act, 2023, to address the emerging challenges and strike a balance between enforcement and market-friendly resolution. She talked about the various regulations introduced in the last one year to operationalise the Competition Amendment Act 2023, with extensive consultations involving all key stakeholders. She further apprised the developments in antitrust enforcement and merger enforcement in 2024. The Competition Commission of India remains committed to fostering fair competition, ensuring market integrity, and enhancing enforcement efficiency, she said.
The Conference, in addition to the Inaugural Session, featured two technical sessions on ‘Digital Dynamics: Markets, Competition & Innovation’; and ‘Exploring Mergers: Structure, Competition and Synergy’ where researchers presented papers on economics of competition law. The first session was chaired by Dr. Nishant Chadha, Director, Policy and Research, Indian School of Business. Dr. Uday Bhanu Sinha, Professor, Delhi School of Economics chaired the second session.
The National Conference concluded with a Plenary Session on ‘Settlement and Commitment: A New Era of Trust-Based Fast-Track Market Correction’ which was moderated by Shri Prasanto Kumar Roy, Senior Adviser, FTI Consulting.
Union Minister Dr Mansukh Mandaviya Leads Fit India Sundays on Cycle Event in Ahmedabad; Guinness World Record Holder Rohtash Chaudhary Joins from Delhi “A Healthy Citizen Builds a Prosperous Nation”, Dr. Mandaviya Highlights Importance of Cycling at Fit India Sundays on Cycle Event
Posted On: 16 MAR 2025 4:10PM by PIB Delhi
The Fit India Sundays on Cycle event witnessed massive participation across the country, with Union Minister for Youth Affairs and Sports, Dr. Mansukh Mandaviya leading the charge at the iconic Sabarmati Riverfront in Ahmedabad today. Organized by SAI Gandhinagar, the event saw around 650 cyclists, including members of the Indian Medical Association (IMA) Gujarat, Ahmedabad Medical Association, and MPs Hasmukhbhai Patel and Dineshbhai Makwana. The event was flagged off by Paralympian athlete Bhavana Choudhary.
Dr. Mansukh Mandaviya in his address expressed his enthusiasm about the growing movement of “Sunday on Cycle” event. Dr. Mandaviya mentioned that the Fit India movement is progressing across the country, with “Sunday on Cycle” gradually becoming a cultural phenomenon. He highlighted that today’s event happened at over 5,000 locations, with doctors actively joining in to promote the message of a fit and obesity-free India.
Dr. Mandaviya mentioned that cycling should be encouraged as a part of daily life, whether for commuting to work or for simple tasks like grocery shopping. He also emphasized the importance of cycling for physical fitness, environmental protection, and reducing pollution.
He highlighted how cycling is a key tool in the fight against obesity, a movement initiated by Prime Minister Narendra Modi, and mentioned that cycling could potentially be linked to carbon credit schemes in the future.
He encouraged doctors to prescribe cycling as a means of maintaining health, urging the medical community to motivate patients to adopt cycling as part of their lifestyle. Dr. Mandaviya reiterated that “A healthy citizen builds a healthy society, and a healthy society can build a prosperous nation.”, and achieving the vision of a Viksit Bharat by 2047 requires the nation to stay fit, with cycling playing a crucial role in this transformation.
Meanwhile, in the national capital, the Fit India movement received a boost with Guinness World Record holder Rohtash Chaudhary, famously known as the “Push-up Man of India,” inspiring participants at the Major Dhyanchand National Stadium. Rohtash, who holds the record for the most push-ups (one leg raised carrying a 27.2 kg pack) in one hour, joined 500 cycling enthusiasts including doctors of the Indian Medical Association (IMA), school and college students, members of Yogasana Bharat and corporate professionals in the cycling event.
“Sundays on Cycle is a great initiative by Fit India. The enthusiasm among participants was remarkable, but I urge everyone, especially the youth, to cycle not just on Sundays but every day,” Rohtash said. Highlighting the need for fitness, he added, “India has the third-highest number of obesity cases in the world after China and the USA. We need to be at the top in development, not obesity. Staying fit is crucial for the growth of our country.
The IMA has organized Sundays on Cycle in 25 locations across the country. Dr. Piyush Jain, Finance Secretary of the Indian Medical Association, emphasized the importance of fitness in preventing lifestyle diseases. “IMA is fully committed to the Fit India movement because prevention is better than cure. It’s crucial for everyone to maintain a healthy diet and exercise regularly. Cycling is a great full-body workout and also benefits mental well-being, making it an ideal exercise,” he said.
The event not only promoted cycling but also showcased the importance of overall physical fitness, with push-ups being highlighted as a simple yet effective exercise. The combination of cycling and strength training aimed to encourage participants to push their limits and embrace a healthier lifestyle.
Since its launch in December 2024 by Dr. Mansukh Mandaviya, the Fit India Sundays on Cycle initiative has reached over 4,500 locations across the country. The event is simultaneously held nationwide at SAI Regional Centres, National Centres of Excellence (NCOEs), and Khelo India Centres (KICs), reinforcing the government’s commitment to promoting fitness and an active lifestyle among citizens.
Source: United States Senator for Kentucky Rand Paul
FOR IMMEDIATE RELEASE:
March 14, 2025
Contact: Press_Paul@paul.senate.gov, 202-224-4343
The amendment would have saved the American taxpayers $16 billion on an annualized basis, cutting most of the waste, fraud, and abuse that has plagued USAID for decades
WASHINGTON, D.C. – Today, U.S. Senator Rand Paul (R-KY), Chairman of the Senate Homeland Security and Governmental Affairs Committee (HSGAC), forced a vote on his amendment to codify Secretary of State Rubio and DOGE’s cuts to foreign aid. Dr. Paul’s amendment would have saved the American taxpayers $16 billion on an annualized basis, cutting most of the waste, fraud, and abuse that has plagued USAID for decades. The final vote was 27-73.
“If we continue to spend at current levels, as this bill plans to do, it will add $2 trillion to the debt this year. My amendment would have put DOGE’s findings into action, eliminating funding for an agency that spent its taxpayer dollars on woke entertainment and advocacy, and set in law the reductions that the Trump administration has made known to be necessary,” said Dr. Paul. “DOGE’s cuts are only real in the long term if they are reflected in congressional action. If we continue to fund the federal government at the Biden administration’s levels, then the money from DOGE’s hard-found savings will just be spent somewhere else.”
Secretary Rubio and DOGE have spent months identifying rampant waste in foreign aid. However, the budget proposed by Congress continues to fund those programs. It maintains $400 million more than pre-pandemic levels, despite the nation’s spiraling $36 trillion of debt. Dr. Paul’s amendment reduced USAID’s budget in accordance with Secretary Rubio and DOGE’s cuts, amounting to $16 billion in annualized savings. The amendment set in law the reductions that the Trump administration has made known to be necessary and allowed Congress to put the excess money towards our mounting debt.
You can read Dr. Paul’s amendment HERE, and watch his floor remarks on the amendment HERE.
Source: United States Senator for Kentucky Rand Paul
WASHINGTON, DC – Today, U.S. Senator Rand Paul (R-KY), Chairman of the Senate Homeland Security and Governmental Affairs Committee (HSGAC), will force a vote on his amendment to codify Secretary of State Rubio and DOGE’s cuts to foreign aid. Dr. Paul’s amendment would save the American taxpayers $16 billion on an annualized basis, cutting most of the waste, fraud, and abuse that has plagued USAID for decades.
“If we continue to spend at current levels, as this bill plans to do, it will add $2 trillion to the debt this year. My amendment puts DOGE’s findings into action, eliminating funding for an agency that spent its taxpayer dollars on woke entertainment and advocacy, and sets in law the reductions that the Trump administration has made known to be necessary,” said Dr. Paul. “DOGE’s cuts are only real in the long term if they are reflected in congressional action. If we continue to fund the federal government at the Biden administration’s levels, then the money from DOGE’s hard-found savings will just be spent somewhere else.”
Secretary Rubio and DOGE have spent months identifying rampant waste in foreign aid. However, the budget proposed by Congress continues to fund those programs. It maintains $400 million more than pre-pandemic levels, despite the nation’s spiraling $36 trillion of debt. Dr. Paul’s amendment reduces USAID’s budget in accordance with Secretary Rubio and DOGE’s cuts, amounting to $16 billion in annualized savings. The amendment sets in law the reductions that the Trump administration has made known to be necessary and allows Congress to put the excess money towards our mounting debt.
You can read Dr. Paul’s amendment HERE, and watch his floor remarks on the amendment HERE.
Source: Government of the Russian Federation – An important disclaimer is at the bottom of this article.
Denis Manturov and the Chairman of the Council of Ministers, Minister of Foreign Affairs of Qatar Mohammed bin Abdul Rahman bin Jassim Al Thani held the 5th meeting of the Joint Russian-Qatari Commission on Trade, Economic and Technical Cooperation.
First Deputy Prime Minister of Russia Denis Manturov and Chairman of the Council of Ministers, Minister of Foreign Affairs of Qatar Mohammed bin Abdul Rahman bin Jassim Al Thani held the 5th meeting of the Joint Russian-Qatari Commission on Trade, Economic and Technical Cooperation.
During the meeting, the parties discussed issues of bilateral cooperation in the areas of trade, investment and finance, transport and digital technologies, as well as humanitarian projects, including culture, sports and education. Particular attention was paid to industrial cooperation in such sectors as pharmaceuticals, shipbuilding, power engineering, including in the field of renewable energy.
Denis Manturov noted that given the scale of foreign trade between Russia and Qatar, the volume of bilateral trade does not fully reflect the existing potential. Opportunities for increasing and diversifying mutual trade, in particular, are associated with food supplies.
“Cereals, primarily wheat and barley, already predominate in the structure of our trade turnover. We are ready to increase shipments of agricultural products, including halal products. Having in mind not only ensuring food security for Qatar, but also creating a regional agro-industrial hub in your country. Among the promising export products, we can also highlight beef, poultry, sunflower oil and confectionery,” said the First Deputy Prime Minister.
Speaking about mutually beneficial projects in the pharmaceutical sector, Denis Manturov noted that in addition to supplying a wide range of medicines, Russia is considering localizing production in Qatar with the transfer of relevant technologies. In addition, opportunities for cooperation are opened up by domestic advanced developments in the field of shipbuilding, in particular, this concerns passenger hydrofoils and environmentally friendly silent electric vessels, which are successfully operated in Russia.
“Interaction in the field of digital technologies contains a capacious potential. Russian companies have unique developments in the field of artificial intelligence, the Internet of things and solutions in the field of information security. I would like to highlight the opportunities for cooperation between Moscow and Doha in such a relevant area as smart city technologies,” Denis Manturov noted.
A positive trend in the development of cooperation in the field of tourism was noted. “Last year, more than 100 thousand Russian citizens visited Qatar. Reciprocal interest from Qatari citizens is also increasing – in 2024, we received about 11 thousand tourists from your country. This is understandable, since Russia combines unique natural, climatic, cultural and historical features with a dynamically growing level of the hospitality industry and security,” said Denis Manturov.
Speaking about cooperation in the field of sports, the First Deputy Prime Minister recalled that in November last year, Doha hosted the international rhythmic gymnastics competition “Heavenly Grace Cup”, organized on the initiative of Olympic champion Alina Kabaeva. The interdepartmental Memorandum of Understanding in the field of physical culture and sports, the signing of which is planned for the near future, will contribute to strengthening cooperation.
In conclusion of his speech, Denis Manturov invited Qatari representatives to take part in the St. Petersburg International Economic Forum scheduled for June, where the country was a guest in 2021, in the Russia-Islamic World International Economic Forum to be held in Kazan in May, the Innoprom International Industrial Exhibition in Yekaterinburg in July, and the Russian Energy Week in Moscow in October. In addition, during the IGC, the Russian side voiced a proposal to hold a Russian-Qatari business forum in Moscow in April 2025.
Following the meeting, the final protocol of the 5th meeting of the commission was signed.
Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.
Question for written answer E-000987/2025 to the Commission Rule 144 Giuseppe Antoci (The Left)
A spate of cases of CAP fund fraud – particularly the wrongful subsidy claims[1] submitted by a number of parties in Greece[2] – has raised major concerns about the effectiveness of certain Member States’ fraud control and prevention measures.
DG AGRI has clarified that the land for which CAP funding is requested must be available to the funding beneficiary in accordance with national law. However, despite the European Court of Auditors[3] recommending improving and standardising the collection, sharing and analysis of data, including through the use of digital tools, there are still discrepancies in how irregularities and fraud are monitored and combated.
The European Public Prosecutor’s Office has, as a result, opened a number of investigations, proof that a more coordinated and structured approach is needed to tackle fraud. This state of affairs casts doubt on the EU’s ability to protect its financial interests and on the effectiveness of the measures currently in place[4].
In view of the above:
1.What is the Commission’s opinion on granting OLAF, EPPO and ECA direct access to IT tools like Arachne?
2.In the Commission’s opinion, how effective would the Antoci Protocol be as a preventive anti-fraud tool at European level?
3.What steps will the Commission take to enhance both the use of new technologies – including AI – and coordination between OLAF, EPPO and national authorities as part of efforts to prevent fraud and recover the proceeds of these activities?
[4] PIF2023, COM (2024) 318 final – ‘The financial amounts linked to these cases have varied more due to a limited number of individual cases with high financial impact, and increased to EUR 585.8 million in 2023 (+103 % compared to 2022).’
Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –
The spring cycle of seminars on artificial intelligence at the Polytechnic opened with a presentation of a project to improve the quality of plants and transition to green farming.
Alexander Fedotov, a leading researcher at the laboratory “Modeling of Technological Processes and Design of Power Equipment”, told the seminar participants about how artificial intelligence helps in processing multidimensional spatial data from remote sensing of natural and technical systems. Natural and technical systems are important for sustainable development, since they allow the efficient use of natural resources, minimizing damage to the environment.
Results were presented on the use of deep learning algorithms for recognizing objects in 3D scenes from laser scanning point clouds. This development is interesting because segmentation of 3D scenes is always a labor-intensive and non-trivial task.
The system for detecting phytosanitary threats based on artificial intelligence developed by a team of scientists allows determining the condition of plants and identifying their diseases at the earliest stage. To carry out the research, the scientists, together with colleagues from the All-Russian Research Institute for Plant Protection, created their own datasets of spectral portraits of diseased and healthy plants based on hyperspectral images.
Another relevant area is the analysis of transactions in blockchain networks. It plays an important role in the fight against money laundering. One of the key areas in this area is the classification of addresses, which allows identifying suspicious transactions and distinguishing between legitimate and illegal transactions. Using big data technologies, graph structure analysis, expert rules and machine learning methods (gradient boosting, such as LGBM, XGBoost, CatBoost, as well as interpretable AI methods (xAI SHAP), scientists were able to effectively track anomalous transactions. Through active learning, the model is constantly being improved. According to Alexander Fedotov, foreign solutions in this area are still inferior in efficiency, which emphasizes the need to develop domestic technologies for analyzing blockchain transactions.
Associates in the field of AI in pharmacology presented associate professors of the Higher School of Biomedical systems and technologies: the head of the nano-and microcapsulation of biologically active substances Alexander Timin and researchers of the laboratory Sergey Shipilovsky and Andrei Makashov. Scientists talked about world trends in solving the problem of manifestation of side effects from different drugs using the example of antitumor drugs. Currently, emphasis is on targeted use of drugs. Scientists of SPBPU, using a retrosynthetic analysis of large data arrays (Big Data), establish a dependence between the structure and biological activity. A trained neural network generates potential structures with the required properties and predicts the affinity of binding with targeted molecules. The proposed approach allows you to calculate the properties based on the structure, create training samples (more than 40,000 molecules), predict the structure of leading formations in the space of experimental samples. These decisions and the developed neural network filter, which monitors the effect of molecules on the body, significantly reduce temporary and material costs on preclinical studies. Answering the questions of the seminar about the reality of ambitions ten times to reduce the cost of new drugs to the market, young scientists replied that in the conditions of the possibilities that appeared with the departure of foreign companies from the Russian market and the interest of domestic manufacturers, their search technologies for the lead structure have already been studied by industrial partners and received approval. At the same time, Sergey Shipilovsky noted that their development is precisely the search for the most effective drugs, and not their creation, since artificial intelligence cannot be engaged in synthesis, it can only treat data, predict the properties of drugs.
Summing up the results of the seminar, the Head of the Department of Scientific Projects and Programs Natalia Leontyeva emphasized that cases involving industrial partners are of great interest, and invited to continue the topic at the next seminar, which will take place on March 26 at 14.00 in the Kapitsa Hall.
Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.
-1.1 GW PA Growth Pipeline Strategically Located for HPC/AI and BTC Mining- – Positions Bitfarms as the leading Bitcoin miner in PJM market-
This news release constitutes a “designated news release” for the purposes of the Company’s second amended and restated prospectus supplement dated December 17, 2024, to its short form base shelf prospectus dated November 10, 2023.
TORONTO, March 17, 2025 (GLOBE NEWSWIRE) — Bitfarms Ltd. (NASDAQ/TSX: BITF), a global Bitcoin and vertically integrated data center company, today announced the successful completion of its previously announced acquisition of Stronghold Digital Mining, Inc. (“Stronghold” or “SDIG”).
The acquisition of Stronghold yields the following benefits:
Strategic MW Growth
Increases energy portfolio to 623 Megawatts Under Management (“MWuM”) with incremental 165 MW of active generating capacity and 142 MW of immediately available import capacity
Secures 1.1 GW growth pipeline in Pennsylvania, including current power generation capacity, current grid import capacity and future import capacity
PJM demand response programs anticipated to reduce overall electricity costs
U.S. Portfolio Expansion
Rebalances year-end 2025 energy portfolio to 80% North American and 20% international
Advancement of HPC/AI Strategy
Potential to develop two power campuses totaling nearly one gigawatt for HPC/AI
Strategic partners WWT and ASG prioritizing Stronghold sites for potential HPC/AI conversion
EH Growth
Adds nearly 1 Exahash Under Management (“EHuM”) through existing Canaan hosting agreements with 50% profit split, bringing Bitfarms total to 18 EHuM
Previously announced Stronghold hosting agreements are now Bitfarms self-mining
Ben Gagnon, Chief Executive Officer of Bitfarms, stated, “The completion of this strategic acquisition further expands our U.S. footprint and makes us the industry leader in the PJM market. With Stronghold’s portfolio of power assets, combined with our operational expertise and balance sheet strength, we are well positioned to create long-term value for our shareholders by executing on our US strategy and developing an HPC/AI business geared for scale. Our combined PJM pipeline, spanning three sites in Pennsylvania, totals over 1 GW with strategically located land, power and fiber that is well-suited for both HPC/AI and Bitcoin mining. This marks the start of an exciting new chapter for Bitfarms, and we’re thrilled to welcome the talented Stronghold team to write that chapter with us.”
Transaction Details
Bitfarms acquired Stronghold in a stock-for-stock merger pursuant to which Stronghold shareholders received 2.52 shares of Bitfarms for each share of Stronghold they own and Stronghold became a wholly-owned subsidiary of Bitfarms. Approximately 59,678,164 Bitfarms common shares and 10,574,848 Bitfarms warrants are being issued in connection with the consummation of the merger. In addition, approximately $44.5 million was paid at closing to retire outstanding Stronghold loans.
In connection with the completion of the transaction, SDIG’s common stock ceased trading on Nasdaq prior to the opening of trading today.
About Bitfarms Ltd.
Founded in 2017, Bitfarms is a global Bitcoin and vertically integrated data center company that sells its computational power to one or more mining pools from which it receives payment in Bitcoin. Bitfarms develops, owns, and operates vertically integrated mining facilities with in-house management and company-owned electrical engineering, installation service, and multiple onsite technical repair centers.
Bitfarms currently has 15 operating Bitcoin data centers in four countries: the United States, Canada, Paraguay, and Argentina. Powered predominantly by environmentally friendly hydro-electric and long-term power contracts, Bitfarms is committed to using sustainable and often underutilized energy infrastructure.
To learn more about Bitfarms’ events, developments, and online communities:
MWuM = Megawatts Under Management, the electrical capacity currently being utilized or available to utilize in Bitfarms data centers which includes immediately available grid import capacity and active generation capacity
EHuM = Exahash Under Management, which includes Bitfarms’ proprietary hashrate and hashrate being hosted by Bitfarms for third-party hosting clients
EH or EH/s = Exahash or exahash per second
MW or MWh = Megawatts or megawatt hour
HPC/AI = High Performance Computing / Artificial Intelligence
This news release contains certain “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) that are based on expectations, estimates and projections as at the date of this news release and are covered by safe harbors under Canadian and United States securities laws. The statements and information in this release regarding the positive impact of the Stronghold acquisition and the ability to gain access to additional electrical power and grow hashrate of the Stronghold business, target hashrate, opportunities relating to the Company’s geographical diversification and expansion, the merits of the rebalancing operations to North America and projected growth, the North American energy and compute infrastructure strategy, opportunities relating to the potential of the Company’s data centers for HPC/AI, performance of the plants and equipment upgrades and the impact on operating capacity including the target hashrate and multi-year expansion capacity, the opportunities to leverage Bitfarms’ proven expertise to successfully enhance energy efficiency and hashrate, and other statements regarding future growth, plans and objectives of the Company are forward-looking information. Any statements that involve discussions with respect to predictions, expectations, beliefs, plans, projections, objectives, assumptions, future events or performance (often but not always using phrases such as “expects”, or “does not expect”, “is expected”, “anticipates” or “does not anticipate”, “plans”, “budget”, “scheduled”, “forecasts”, “estimates”, “prospects”, “believes” or “intends” or variations of such words and phrases or stating that certain actions, events or results “may” or “could”, “would”, “might” or “will” be taken to occur or be achieved) are not statements of historical fact and may be forward-looking information and are intended to identify forward-looking information.
This forward-looking information is based on assumptions and estimates of management of the Company at the time they were made, and involves known and unknown risks, uncertainties and other factors which may cause the actual results, performance, or achievements of the Company to be materially different from any future results, performance or achievements expressed or implied by such forward-looking information. Such factors include, among others, risks relating to: an inability to apply the Company’s data centers to HPC/AI opportunities on a profitable basis; a failure to secure long-term contracts associated with HPC/AI customers on terms which are economic or at all; the construction and operation of the Company’s facilities may not occur as currently planned, or at all; an inability to successfully integrate the business of Stronghold Digital Mining, Inc. as contemplated, or at all; expansion may not materialize as currently anticipated, or at all; the anticipated merits of the HPC/AI strategy, the benefits and programs of the PJM deregulated market and the objectives of diversification in general may not be realized as planned; efforts to improve and optimize the performance of equipment may not be successful; the digital currency market; the ability to successfully mine digital currency; revenue may not increase as currently anticipated, or at all; it may not be possible to profitably liquidate the current digital currency inventory, or at all; a decline in digital currency prices may have a significant negative impact on operations; an increase in network difficulty may have a significant negative impact on operations; the volatility of digital currency prices; the anticipated growth and sustainability of hydroelectricity for the purposes of cryptocurrency mining in the applicable jurisdictions; the inability to maintain reliable and economical sources of power for the Company to operate cryptocurrency mining assets; the risks of an increase in the Company’s electricity costs, cost of natural gas, changes in currency exchange rates, energy curtailment or regulatory changes in the energy regimes in the jurisdictions in which the Company operates and the adverse impact on the Company’s profitability; future capital needs and the ability to complete current and future financings, including Bitfarms’ ability to utilize an at-the-market offering program ( “ATM Program”) and the prices at which securities may be sold in such ATM Program, as well as capital market conditions in general; share dilution resulting from an ATM Program and from other equity issuances; the risk that a material weakness in internal control over financial reporting could result in a misstatement of the Company’s financial position that may lead to a material misstatement of the annual or interim consolidated financial statements if not prevented or detected on a timely basis; any regulations or laws that will prevent Bitfarms from operating its business; historical prices of digital currencies and the ability to mine digital currencies that will be consistent with historical prices; and the adoption or expansion of any regulation or law that will prevent Bitfarms from operating its business, or make it more costly to do so. For further information concerning these and other risks and uncertainties, refer to the Company’s filings onwww.sedarplus.ca(which are also available on the website of the U.S. Securities and Exchange Commission atwww.sec.gov), including the restated MD&A for the year-ended December 31, 2023, filed on December 9, 2024. Although the Company has attempted to identify important factors that could cause actual results to differ materially from those expressed in forward-looking statements, there may be other factors that cause results not to be as anticipated, estimated or intended, including factors that are currently unknown to or deemed immaterial by the Company. There can be no assurance that such statements will prove to be accurate as actual results and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on any forward-looking information. The Company undertakes no obligation to revise or update any forward-looking information other than as required by law.Trading in the securities of the Company should be considered highly speculative. No stock exchange, securities commission or other regulatory authority has approved or disapproved the information contained herein. Neither the Toronto Stock Exchange, Nasdaq, or any other securities exchange or regulatory authority accepts responsibility for the adequacy or accuracy of this release.
Investor Relations Contacts:
Tracy Krumme SVP, Head of IR & Corp. Comms. +1 786-671-5638 tkrumme@bitfarms.com
David Turetsky, Vice President, Consulting at Salary.com, a leading provider of compensation market data and software
WHAT:
Will deliver “Pay Trends: 2025 and Beyond” during this week’s ADP Meeting of the Minds.
WHEN:
The event will take place Tuesday, March 18 – Friday, March 21, 2025. Turetsky will present on Wednesday, March 19, at 8:00 a.m. PT.
WHERE:
Resorts World
3000 S Las Vegas Boulevard
Las Vegas, Nev.
For additional event information, including registration, click here.
DETAILS:
With a new administration in office, sweeping changes are already happening in the pay world – and quickly. For HR and compensation teams, the political, economic and social environment directly impacts how they pay employees and contractors, making it imperative that they stay abreast of what’s occurring at the state and federal level.
During ADP Meeting of the Minds, David Turetsky, Vice President, Consulting at Salary.com, will consider how pay evolved in 2024 and where it is headed in 2025. Turetsky will examine regulatory and compliance issues around compensation and pay and discuss how shifting demographics drive new wage pressures. He’ll also look at the job market in different industries and how the winds of change may blow beyond 2025, offering insights into strategies to combat pay compression, tight budgets and new policies.
For more information about ADP Meeting of the Minds, including how to register, click here.
About Salary.com Salary.com has been helping organizations with human capital needs for over 25 years. The company leads the industry in compensation data, software, and services. More than 30,000 organizations in 30+ countries use Salary.com’s solutions to hire and retain talent and compete in a changing world. Salary.com provides over 10 billion data points across over 225 industries using a proprietary AI framework to ensure fair pay. The company’s main product, CompAnalyst®, helps organizations simplify hiring, reduce guesswork, and increase retention. Employee trust depends on fair pay, and Salary.com helps get it right. For additional information, please visit www.salary.com/business.
Q4 FY25 revenues of $1.84 billion, 5.8% organic growth(1); FY25 revenues of $7.48 billion, 3.1% organic growth(1); organic growth adjusted for divestitures
Q4 FY25 net income of $98 million, adjusted EBITDA(1) of $177 million or 9.6% of revenue; FY25 net income of $362 million, adjusted EBITDA(1) of $710 million or 9.5% of revenue
Q4 FY25 diluted earnings per share of $2.00, adjusted diluted earnings per share(1) of $2.57; FY25 diluted earnings per share of $7.17, adjusted diluted earnings per share(1) of $9.13
Q4 FY25 cash flows provided by operating activities of $115 million, free cash flow(1) and transaction-adjusted free cash flow(1) of $236 million; FY25 cash flows provided by operating activities of $494 million, free cash flow(1) of $499 million,transaction-adjusted free cash flow(1) of $507 million
Q4 FY25 net bookings of$1.3 billion; book-to-bill ratio of0.7; trailing twelve months book-to-bill ratio of 0.9
FY26 guidance introduced above prior targets for revenues, adjusted EBITDA(1), adjusted EBITDA margin(1), and adjusted diluted EPS(1)
RESTON, Va., March 17, 2025 (GLOBE NEWSWIRE) — Science Applications International Corporation (NASDAQ: SAIC), a premier Fortune 500® technology integrator driving our nation’s digital transformation across the defense, space, civilian, and intelligence markets, today announced results for the fourth quarter and full fiscal year ended January 31, 2025.
“I am proud of the results we delivered in the quarter with revenue, adjusted EBITDA, adjusted earnings per share, and free cash flow ahead of guidance,” said Toni Townes-Whitley, SAIC Chief Executive Officer. “Subsequent to quarter close, we received a $1.8 billion award for our largest recompete win in recent years, the System Software Lifecycle Engineering program. This important win along with a backlog of submitted bids valued at approximately $20 billion reflect the momentum we are building inside the company. I want to thank the team for a strong finish to the year and for their commitment and dedication to our customers’ mission during these uncertain times.”
Fourth Quarter and Full Fiscal Year 2025: Summary Operating Results
Three Months Ended
Year Ended
January 31, 2025
Percent change
February 2, 2024
January 31, 2025
Percent change
February 2, 2024
(in millions, except per share amounts)
Revenues
$
1,838
6
%
$
1,737
$
7,479
—
%
$
7,444
Operating income
138
75
%
79
563
(24
)%
741
Operating income as a percentage of revenues
7.5
%
300 bps
4.5
%
7.5
%
-250 bps
10.0
%
Adjusted operating income(1)
176
42
%
124
705
7
%
659
Adjusted operating income as a percentage of revenues
9.6
%
250 bps
7.1
%
9.4
%
50 bps
8.9
%
Net income
98
151
%
39
362
(24
)%
477
EBITDA(1)
175
48
%
118
708
(21
)%
891
EBITDA as a percentage of revenues
9.5
%
270 bps
6.8
%
9.5
%
-250 bps
12.0
%
Adjusted EBITDA(1)
177
39
%
127
710
6
%
668
Adjusted EBITDA as a percentage of revenues
9.6
%
230 bps
7.3
%
9.5
%
50 bps
9.0
%
Diluted earnings per share
$
2.00
170
%
$
0.74
$
7.17
(19
)%
$
8.88
Adjusted diluted earnings per share(1)
$
2.57
80
%
$
1.43
$
9.13
16
%
$
7.88
Net cash provided by operating activities
$
115
83
%
$
63
$
494
25
%
$
396
Free cash flow(1)
$
236
143
%
$
97
$
499
21
%
$
414
Transaction-adjusted free cash flow(1)
$
236
98
%
$
119
$
507
4
%
$
486
(1) Non-GAAP measure, see Schedule 6 for information about this measure.
The Company utilizes a 52/53 week fiscal year ending on the Friday closest to January 31, with fiscal quarters typically consisting of 13 weeks. Fiscal years 2025 and 2024 both consisted of 52 weeks.
Fourth Quarter Summary Results
Revenues for the quarter increased $101 million compared to the prior year quarter primarily due to ramp up in volume on new and existing contracts, partially offset by contract completions.
Operating income as a percentage of revenues increased to 7.5% for the quarter as compared to 4.5% in the comparable prior year period primarily due to improved profitability across our contract portfolio, lower incentive-based compensation expense, and lower stock-based compensation related to the restructuring and executive transition.
Adjusted EBITDA(1) as a percentage of revenues for the quarter was 9.6%, compared to 7.3% for the prior year quarter primarily due to improved profitability across our contract portfolio, lower incentive-based compensation expense, and lower stock-based compensation related to the restructuring and executive transition.
Diluted earnings per share for the quarter was $2.00 compared to $0.74 in the prior year quarter. Adjusted diluted earnings per share(1) was $2.57 for the quarter compared to $1.43 in the prior year quarter. The weighted-average diluted shares outstanding during the quarter decreased to 49.0 million shares from 52.7 million during the prior year quarter.
(1) Non-GAAP measure, see Schedule 6 for information about this measure.
Fiscal Year 2025 Summary Results
Revenues for the fiscal year increased $35 million compared to the prior year primarily due to ramp up in volume in existing and new contracts. This was partially offset by the sale of the Supply Chain Business ($188 million) in the prior year, and contract completions. Adjusting for the impact of the divestiture, revenues grew approximately 3.1%.
Operating income as a percentage of revenues for the fiscal year decreased compared to the prior year primarily due to a $233 million gain recognized from the sale of the Supply Chain Business and a $7 million gain recognized from the deconsolidation of FSA in the prior year. This was partially offset by improved profitability across our contract portfolio, the resolution of the Assault Amphibious Vehicle (“AAV”) contract termination, lower incentive-based compensation expense, and lower stock-based compensation related to the restructuring and executive transition.
Adjusted EBITDA(1) as a percentage of revenues for the fiscal year increased compared to the prior year. The increase was driven by improved profitability across our contract portfolio, the resolution of the AAV contract termination, lower incentive-based compensation expense, and lower stock-based compensation related to the restructuring and executive transition.
Diluted earnings per share for the year was $7.17 compared to $8.88 in the prior year. Adjusted diluted earnings per share(1) was $9.13 for the year compared to $7.88 in the prior year. The weighted-average diluted shares outstanding during the year decreased to 50.5 million shares from 53.7 million shares during the prior year.
(1) Non-GAAP measure, see Schedule 6 for information about this measure.
Cash Generation and Capital Deployment
Total cash flows provided by operating activities for the fourth quarter were $115 million, an increase of $52 million compared to the prior year quarter, primarily due to lower tax payments in the current quarter, timing of vendor payments, and other changes in working capital, partially offset by higher cash outflows from the usage of the Master Accounts Receivable Purchase Agreement (“MARPA Facility”) with MUFG bank, LTD.
Total cash flows provided by operating activities for the year were $494 million, an increase of $98 million from the prior year, primarily due to higher tax payments in fiscal 2024 from the sale of the Supply Chain Business and other changes in working capital, partially offset by higher incentive-based compensation payments in the current year.
During the quarter, SAIC deployed $163 million of capital, consisting of $130 million of share repurchases in accordance with established repurchase plans, $18 million in cash dividends to shareholders, and $15 million of capital expenditures. For the year, SAIC deployed $638 million of capital, consisting of share repurchases of $527 million (approximately 4.2 million shares) in accordance with established repurchase plans, cash dividends of $75 million to shareholders, and $36 million of capital expenditures.
Quarterly Dividend Declared
As previously announced, subsequent to fiscal year-end, the Company’s Board of Directors (“Board of Directors”) declared a cash dividend of $0.37 per share of the Company’s common stock payable on April 25, 2025 to stockholders of record on April 11, 2025. SAIC intends to continue paying dividends on a quarterly basis, although the declaration of any future dividends will be determined by the Board of Directors each quarter and will depend on earnings, financial condition, capital requirements and other factors.
Backlog and Contract Awards
Net bookings for the quarter were approximately $1.3 billion, which reflects a book-to-bill ratio of approximately 0.7. Net bookings for the year were approximately $6.6 billion, which reflects a book-to-bill ratio of approximately 0.9.
SAIC’s estimated backlog at the end of fiscal year 2025 was approximately $21.9 billion of which $3.4 billion was funded.
SAIC was awarded the following contracts during the quarter:
Notable New Awards:
Department of Defense: During the quarter, SAIC was awarded the Defense Readiness Reporting System (“DRRS”) Sustainment task order under the recently awarded Personnel and Readiness Infrastructure Support Management (“PRISM”) Multiple Award Task Order Contract (“MATOC”) vehicle to support the Department of Defense (“DoD”) and its need to obtain critical services in a shorter time frame. The $187 million task order has a 3-year period of performance (one-year base, plus two, one-year options), tasking SAIC with modernizing DRRS to create a predictive, proactive readiness management tool for the DoD.
Notable Recompete Awards:
U.S. Space and Intelligence Community: During the quarter, SAIC was awarded approximately $480 million of contract awards by space and intelligence organizations. These awards represent a combination of new business and recompetes.
Notable Awards Subsequent to Period End (not included in current quarter bookings):
U.S. Army Combat Capabilities Development Command (CCDC) Aviation and Missile Center (AvMC): Subsequent to the end of the quarter, SAIC was awarded the System Software Lifecycle Engineering contract, a five-year (one year base, plus four, one-year option periods) $1.8 billion contract to continue mission engineering, integration, software development, and other life cycle support to CCDC-AvMC. Under the five-year award, SAIC will continue to develop and integrate advanced technologies throughout the software life cycle, including software development and maintenance.
Fiscal Year 2026 Guidance
The Company’s outlook for fiscal year 2026 is being provided. The table below summarizes fiscal year 2026 guidance and represents our views as of March 17, 2025.
CURRENT Fiscal Year
PRIOR Fiscal Year
2026 Guidance
2026 Targets
Revenue
$7.60B – $7.75B
$7.55B – $7.75B
Adjusted EBITDA(1)
$715M – $735M
~$720M
Adjusted EBITDA Margin %(1)
9.4% – 9.6%
9.3% – 9.5%
Adjusted Diluted EPS(1)
$9.10 – $9.30
$8.90 – $9.10
Free Cash Flow(1)
$510M – $530M
$510M – $530M
(1) Non-GAAP measure, see Schedule 6 for information about this measure.
Webcast Information
SAIC management will discuss operations and financial results in an earnings conference call beginning at 10 a.m. Eastern time on March 17, 2025. The conference call will be webcast simultaneously to the public through a link on the Investor Relations section of the SAIC website (investors.saic.com). We will be providing webcast access only – “dial-in” access is no longer available. Additionally, a supplemental presentation will be available to the public through links to the Investor Relations section of the SAIC website. After the call concludes, an on-demand audio replay of the webcast can be accessed on the Investor Relations website.
About SAIC
SAIC is a premier Fortune 500® technology integrator focused on advancing the power of technology and innovation to serve and protect our world. Our robust portfolio of offerings across the defense, space, civilian and intelligence markets includes secure high-end solutions in mission IT, enterprise IT, engineering services and professional services. We integrate emerging technology, rapidly and securely, into mission critical operations that modernize and enable critical national imperatives.
We are approximately 24,000 strong; driven by mission, united by purpose, and inspired by opportunities. Headquartered in Reston, Virginia, SAIC has annual revenues of approximately $7.5 billion. For more information, visit saic.com. For ongoing news, please visit our newsroom.
The Company does not provide a reconciliation of forward-looking adjusted diluted EPS to GAAP diluted EPS or adjusted EBITDA margin to GAAP net income due to the inherent difficulty in forecasting and quantifying certain amounts that are necessary for such reconciliation. Because certain deductions for non-GAAP exclusions used to calculate net income may vary significantly based on actual events, the Company is not able to forecast GAAP diluted EPS or GAAP net income with reasonable certainty. The variability of the above charges may have an unpredictable and potentially significant impact on our future GAAP financial results.
Forward-Looking Statements
Certain statements in this release contain or are based on “forward-looking” information within the meaning of the Private Securities Litigation Reform Act of 1995. In some cases, you can identify forward-looking statements by words such as “expects,” “intends,” “plans,” “anticipates,” “believes,” “estimates,” “guidance,” and similar words or phrases. Forward-looking statements in this release may include, among others, estimates of future revenues, operating income, earnings, earnings per share, charges, total contract value, backlog, outstanding shares and cash flows, as well as statements about future dividends, share repurchases and other capital deployment plans. Such statements are not guarantees of future performance and involve risk, uncertainties and assumptions, and actual results may differ materially from the guidance and other forward-looking statements made in this release as a result of various factors. Risks, uncertainties and assumptions that could cause or contribute to these material differences include those discussed in the “Risk Factors,” “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and “Legal Proceedings” sections of our Annual Report on Form 10-K, as updated in any subsequent Quarterly Reports on Form 10-Q and other filings with the SEC, which may be viewed or obtained through the Investor Relations section of our website atsaic.comor on the SEC’s website atsec.gov. Due to such risks, uncertainties and assumptions you are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. SAIC expressly disclaims any duty to update any forward-looking statement provided in this release to reflect subsequent events, actual results or changes in SAIC’s expectations. SAIC also disclaims any duty to comment upon or correct information that may be contained in reports published by investment analysts or others.
Schedule 1:
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION CONDENSED AND CONSOLIDATED STATEMENTS OF INCOME (Unaudited)
Three Months Ended
Year Ended
January 31, 2025
February 2, 2024
January 31, 2025
February 2, 2024
(in millions, except per share amounts)
Revenues
$
1,838
$
1,737
$
7,479
$
7,444
Cost of revenues
1,606
1,545
6,587
6,572
Selling, general and administrative expenses
94
114
339
373
(Gain) loss on divestitures, net of transaction costs
—
—
—
(240
)
Other operating (income) expense
—
(1
)
(10
)
(2
)
Operating income
138
79
563
741
Interest expense, net
29
32
126
120
Other (income) expense, net
2
(1
)
9
1
Income before income taxes
107
48
428
620
Provision for income taxes
(9
)
(9
)
(66
)
(143
)
Net income
$
98
$
39
$
362
$
477
Weighted-average number of shares outstanding:
Basic
48.6
52.0
50.1
53.1
Diluted
49.0
52.7
50.5
53.7
Earnings per share:
Basic
$
2.02
$
0.75
$
7.23
$
8.98
Diluted
$
2.00
$
0.74
$
7.17
$
8.88
Schedule 2:
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION CONDENSED AND CONSOLIDATED BALANCE SHEETS (Unaudited)
January 31, 2025
February 2, 2024
(in millions)
ASSETS
Current assets:
Cash and cash equivalents
$
56
$
94
Receivables, net
1,000
914
Prepaid expenses and other current assets
98
123
Total current assets
1,154
1,131
Goodwill
2,851
2,851
Intangible assets, net
779
894
Property, plant, and equipment, net
104
91
Operating lease right of use assets
164
152
Other assets
194
195
Total assets
$
5,246
$
5,314
LIABILITIES AND EQUITY
Current liabilities:
Accounts payable and accrued liabilities
$
744
$
711
Accrued payroll and employee benefits
339
370
Debt, current portion
313
77
Total current liabilities
1,396
1,158
Debt, net of current portion
1,907
2,022
Operating lease liabilities
173
147
Deferred income taxes
24
28
Other long-term liabilities
169
174
Equity:
Total stockholders’ equity
1,577
1,785
Total liabilities and stockholders’ equity
$
5,246
$
5,314
Schedule 3:
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION CONDENSED AND CONSOLIDATED STATEMENTS OF CASH FLOWS (Unaudited)
Three Months Ended
Year Ended
January 31, 2025
February 2, 2024
January 31, 2025
February 2, 2024
(in millions)
Cash flows from operating activities:
Net income
$
98
$
39
$
362
$
477
Adjustments to reconcile net income to net cash provided by operating activities:
Depreciation and amortization
36
36
140
142
Deferred income taxes
12
16
(3
)
(17
)
Stock-based compensation expense
15
26
53
68
Gain on divestitures
—
—
—
(247
)
Other
2
(2
)
(7
)
(6
)
Increase (decrease) resulting from changes in operating assets and liabilities, net of the effect of the acquisitions and divestitures:
Receivables
22
96
(86
)
(46
)
Prepaid expenses and other current assets
(7
)
(56
)
24
(43
)
Other assets
(9
)
(19
)
1
(14
)
Accounts payable and accrued liabilities
(71
)
(128
)
48
13
Accrued payroll and employee benefits
28
53
(31
)
49
Operating lease assets and liabilities, net
1
(1
)
(6
)
(4
)
Other long-term liabilities
(12
)
3
(1
)
24
Net cash provided by operating activities
115
63
494
396
Cash flows from investing activities:
Expenditures for property, plant, and equipment
(15
)
(11
)
(36
)
(27
)
Purchases of marketable securities
(3
)
(2
)
(14
)
(8
)
Sales of marketable securities
2
1
12
6
Proceeds from sale of equity method investments
—
—
10
—
Proceeds from divestitures
—
—
—
356
Cash divested upon deconsolidation of joint venture
—
—
—
(8
)
Other
(4
)
2
(7
)
(5
)
Net cash (used in) provided by investing activities
(20
)
(10
)
(35
)
314
Cash flows from financing activities:
Principal payments on borrowings
(325
)
(166
)
(1,381
)
(441
)
Proceeds from borrowings
385
—
1,499
160
Stock repurchased and retired or withheld for taxes on equity awards
(133
)
(89
)
(558
)
(382
)
Dividend payments to stockholders
(18
)
(19
)
(75
)
(79
)
Issuances of stock
6
4
20
17
Other
—
—
(3
)
—
Net cash used in financing activities
(85
)
(270
)
(498
)
(725
)
Net increase (decrease) in cash, cash equivalents and restricted cash
10
(217
)
(39
)
(15
)
Cash, cash equivalents and restricted cash at beginning of period
54
320
103
118
Cash, cash equivalents and restricted cash at end of period
$
64
$
103
$
64
$
103
Schedule 4:
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION SEGMENT OPERATING RESULTS (Unaudited)
Three Months Ended
Year Ended
January 31, 2025
February 2, 2024
January 31, 2025
February 2, 2024
(in millions)
Revenues
Defense and Intelligence
$
1,360
$
1,352
$
5,726
$
5,817
Civilian
478
385
1,753
1,627
Total revenues
$
1,838
$
1,737
$
7,479
$
7,444
Operating income (loss)
Defense and Intelligence
$
96
$
100
$
440
$
436
Civilian
63
19
168
158
Corporate
(21
)
(40
)
(45
)
147
Total operating income
$
138
$
79
$
563
$
741
Operating margin
Defense and Intelligence
7.1
%
7.4
%
7.7
%
7.5
%
Civilian
13.2
%
4.9
%
9.6
%
9.7
%
Total operating margin
7.5
%
4.5
%
7.5
%
10.0
%
Adjusted operating income (loss)(1)
Defense and Intelligence
$
113
$
117
$
509
$
504
Civilian
75
31
216
206
Corporate
(12
)
(24
)
(20
)
(51
)
Total adjusted operating income(1)
$
176
$
124
$
705
$
659
Adjusted operating margin(1)
Defense and Intelligence
8.3
%
8.7
%
8.9
%
8.7
%
Civilian
15.7
%
8.1
%
12.3
%
12.7
%
Total adjusted operating margin(1)
9.6
%
7.1
%
9.4
%
8.9
%
Defense and Intelligence Results
Revenues in the fourth quarter increased $8 million or 0.6% compared to the same period in the prior year primarily due to ramp up in volume on existing and new contracts, partially offset by contract completions.
Revenues in the fiscal year decreased $91 million or 2% compared to the prior year primarily due to the sale of the Supply Chain Business ($188 million) in the prior year, and contract completions. This was partially offset by ramp up in volume on existing and new contracts. Adjusting for the impact of the divestiture, revenues grew 1.7%.
Operating income and adjusted operating income(1) as a percentage of revenues in the fourth quarter decreased compared to the same period in the prior year primarily due to timing and volume mix.
Operating income and adjusted operating income(1) as a percentage of revenues in the fiscal year increased from the prior year primarily due to ramp up in volume on existing and new contracts, and the resolution of the AAV contract termination, partially offset by contract completions and the gain on sale of the Supply Chain Business in the prior year.
Civilian Results
Revenues in the fourth quarter increased $93 million or 24% compared to the same period in the prior year primarily due to ramp up in volume on existing contracts, partially offset by contract completions.
Revenues in the fiscal year increased $126 million or 8% compared to the prior year primarily due to ramp up in volume on existing and new contracts, partially offset by contract completions.
Operating income and adjusted operating income(1) as a percentage of revenues in the fourth quarter increased compared to the same period in the prior year primarily due to improved profitability across our contract portfolio.
Operating income and adjusted operating income(1) as a percentage of revenues in the fiscal year decreased compared to the prior year primarily due to timing and volume mix.
Corporate Results
Operating loss and adjusted operating loss(1) in the fourth quarter decreased $19 million and $12 million, respectively, compared to the same period in the prior year primarily due to lower incentive-based compensation expense, including acceleration of stock-based compensation related to the reorganization and executive transition in the prior year.
Operating loss in the fiscal year increased $192 million compared to the prior year primarily due to gain on the sale of the Supply Chain Business in the prior year ($233 million) and the gain recognized from the deconsolidation of FSA ($7 million) in the prior year, partially offset by lower incentive-based compensation expense, and lower stock-based compensation related to the restructuring and executive transition.
Adjusted operating loss(1) in the fiscal year decreased $31 million compared to the prior year primarily due to lower incentive-based compensation expense, and lower stock-based compensation related to the restructuring and executive transition.
(1) Non-GAAP measure, see Schedule 6 for information about this measure.
Schedule 5:
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION BACKLOG (Unaudited)
The estimated value of our total backlog as of the dates presented was:
January 31, 2025
February 2, 2024
Defense and Intelligence
Civilian
Total SAIC
Defense and Intelligence
Civilian
Total SAIC
(in millions)
Funded backlog
$
2,599
$
845
$
3,444
$
2,707
$
832
$
3,539
Negotiated unfunded backlog
15,341
3,072
18,413
16,316
2,908
19,224
Total backlog
$
17,940
$
3,917
$
21,857
$
19,023
$
3,740
$
22,763
Backlog represents the estimated amount of future revenues to be recognized under negotiated contracts and task orders as work is performed and excludes contract awards which have been protested by competitors until the protest is resolved in our favor. SAIC segregates backlog into two categories, funded backlog and negotiated unfunded backlog. Funded backlog for contracts with government agencies primarily represents contracts for which funding is appropriated less revenues previously recognized on these contracts, and does not include the unfunded portion of contracts where funding is incrementally appropriated or authorized by the U.S. government and other customers even though the contract may call for performance over a number of years. Funded backlog for contracts with non-government agencies represents the estimated value of contracts which may cover multiple future years under which SAIC is obligated to perform, less revenues previously recognized on these contracts. Negotiated unfunded backlog represents the estimated future revenues to be earned from negotiated contracts for which funding has not been appropriated or authorized, and unexercised priced contract options. Negotiated unfunded backlog does not include any estimate of future potential task orders expected to be awarded under indefinite delivery, indefinite quantity (IDIQ), U.S. General Services Administration (GSA) schedules or other master agreement contract vehicles, with the exception of certain IDIQ contracts where task orders are not competitively awarded and separately priced but instead are used as a funding mechanism, and where there is a basis for estimating future revenues and funding on future anticipated task orders.
Schedule 6:
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION NON-GAAP FINANCIAL MEASURES (Unaudited)
This schedule describes the non-GAAP financial measures included in this earnings release. While we believe that these non-GAAP financial measures may be useful in evaluating our financial information, they should be considered as supplemental in nature and not as a substitute for financial information prepared in accordance with GAAP. Reconciliations, definitions, and how we believe these measures are useful to management and investors are provided below. Other companies may define similar measures differently.
EBITDA and Adjusted EBITDA
Three Months Ended
Year Ended
January 31, 2025
February 2, 2024
January 31, 2025
February 2, 2024
(in millions)
Revenues
$
1,838
$
1,737
$
7,479
$
7,444
Net income
98
39
362
477
Interest expense, net and loss on sale of receivables
32
34
140
129
Provision for income taxes
9
9
66
143
Depreciation and amortization
36
36
140
142
EBITDA(1)
$
175
$
118
$
708
$
891
EBITDA as a percentage of revenues
9.5
%
6.8
%
9.5
%
12.0
%
Acquisition and integration costs
—
—
(2
)
1
Restructuring and impairment costs
4
15
8
23
Depreciation included in restructuring and impairment costs
(1
)
(1
)
(1
)
(1
)
Recovery of acquisition and integration costs and restructuring and impairment costs
(1
)
(5
)
(3
)
(6
)
Gain on divestitures, net of transaction costs
—
—
—
(240
)
Adjusted EBITDA(1)
$
177
$
127
$
710
$
668
Adjusted EBITDA as a percentage of revenues
9.6
%
7.3
%
9.5
%
9.0
%
EBITDA is a performance measure that is calculated by taking net income and excluding interest and loss on sale of receivables, provision for income taxes, and depreciation and amortization. Adjusted EBITDA is a performance measure that excludes the impactof non-recurring transactions that we do not consider to be indicative of our ongoing operating performance. The acquisition and integration costs relate to the Company’s acquisitions. The restructuring and impairment costs represent the reorganization and facilities optimization costs or impairments of long-lived assets, along with associated depreciation included in those restructuring and impairment costs. The recovery of acquisition and integration costs and restructuring and impairment costs relate to costs recovered through the Company’s indirect rates in accordance with Cost Accounting Standards. The (gain) loss on divestitures includes gains associated with the deconsolidation of FSA and the sale of the logistics and supply chain management business, net of transaction costs. We believe that these performance measures provide management and investors with useful information in assessing trends in our ongoing operating performance and may provide greater visibility in understanding the long-term financial performance of the Company.
(1) Non-GAAP measure, see above for definition.
Schedule 6 (continued):
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION NON-GAAP FINANCIAL MEASURES (Unaudited)
Adjusted Operating Income
Three Months Ended January 31, 2025
GAAP results
Restructuring and impairment costs
Depreciation included in restructuring and impairment costs
Recovery of acquisition and integration costs and restructuring and impairment costs
Depreciation of property, plant, and equipment
Amortization of intangible assets
Non-GAAP results(1)
Non-GAAP operating margin(1)
(in millions)
Defense and Intelligence
$
96
$
—
$
—
$
—
$
1
$
16
$
113
8.3
%
Civilian
63
—
—
—
—
12
75
15.7
%
Corporate
(21
)
4
(1
)
(1
)
7
—
(12
)
NM
Total
$
138
$
4
$
(1
)
$
(1
)
$
8
$
28
$
176
9.6
%
Three Months Ended February 2, 2024
GAAP results
Restructuring and impairment costs
Depreciation included in restructuring and impairment costs
Recovery of acquisition and integration costs and restructuring and impairment costs
Depreciation of property, plant, and equipment
Amortization of intangible assets
Non-GAAP results(1)
Non-GAAP operating margin(1)
(in millions)
Defense and Intelligence
$
100
$
—
$
—
$
—
$
—
$
17
$
117
8.7
%
Civilian
19
—
—
—
—
12
31
8.1
%
Corporate
(40
)
15
(1
)
(5
)
7
—
(24
)
NM
Total
$
79
$
15
$
(1
)
$
(5
)
$
7
$
29
$
124
7.1
%
Adjusted operating income is a performance measure that primarily excludes the impact of non-recurring transactions that we do not consider to be indicative of our ongoing operating performance. The acquisition and integration costs relate to the Company’s acquisitions. The restructuring and impairment costs represent the reorganization and facilities optimization costs or impairments of long-lived assets, along with associated depreciation included in those restructuring and impairment costs. The recovery of acquisition and integration costs and restructuring and impairment costs relate to costs recovered through the Company’s indirect rates in accordance with Cost Accounting Standards. Depreciation of property, plant, and equipment relates to property, plant, and equipment specifically identifiable for each segment. Adjusted operating income also excludes amortization of intangible assets because we do not have a history of significant acquisition activity, we do not acquire businesses on a predictable cycle, and the amount of an acquisition’s purchase price allocated to intangible assets and the related amortization term are unique to each acquisition. We believe that these performance measures provide management and investors with useful information in assessing trends in our ongoing operating performance and may provide greater visibility in understanding the long-term financial performance of the Company.
(1) Non-GAAP measure, see above for definition.
Schedule 6 (continued):
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION NON-GAAP FINANCIAL MEASURES (Unaudited)
Adjusted Operating Income
Year Ended January 31, 2025
GAAP results
Acquisition and integration costs
Restructuring and impairment costs
Depreciation included in restructuring and impairment costs
Recovery of acquisition and integration costs and restructuring and impairment costs
Depreciation of property, plant, and equipment
Amortization of intangible assets
Non-GAAP results(1)
Non-GAAP operating margin(1)
(in millions)
Defense and Intelligence
$
440
$
—
$
—
$
—
$
—
$
2
$
67
$
509
8.9
%
Civilian
168
—
—
—
—
—
48
216
12.3
%
Corporate
(45
)
(2
)
8
(1
)
(3
)
23
—
(20
)
NM
Total
$
563
$
(2
)
$
8
$
(1
)
$
(3
)
$
25
$
115
$
705
9.4
%
Year Ended February 2, 2024
GAAP results
Acquisition and integration costs
Restructuring and impairment costs
Depreciation included in restructuring and impairment costs
Recovery of acquisition and integration costs and restructuring and impairment costs
Depreciation of property, plant, and equipment
Amortization of intangible assets
Gain on divestitures, net of transaction costs
Non-GAAP results(1)
Non-GAAP operating margin(1)
(in millions)
Defense and Intelligence
$
436
$
—
$
—
$
—
$
—
$
1
$
67
$
—
$
504
8.7
%
Civilian
158
—
—
—
—
—
48
—
206
12.7
%
Corporate
147
1
23
(1
)
(6
)
25
—
(240
)
(51
)
NM
Total
$
741
$
1
$
23
$
(1
)
$
(6
)
$
26
$
115
$
(240
)
$
659
8.9
%
Adjusted operating income is a performance measure that primarily excludes the impact of non-recurring transactions that we do not consider to be indicative of our ongoing operating performance. The acquisition and integration costs relate to the Company’s acquisitions. The restructuring and impairment costs represent the reorganization and facilities optimization costs or impairments of long-lived assets, along with associated depreciation included in those restructuring and impairment costs. The recovery of acquisition and integration costs and restructuring and impairment costs relate to costs recovered through the Company’s indirect rates in accordance with Cost Accounting Standards. Depreciation of property, plant, and equipment relates to property, plant, and equipment specifically identifiable for each segment. Adjusted operating income also excludes amortization of intangible assets because we do not have a history of significant acquisition activity, we do not acquire businesses on a predictable cycle, and the amount of an acquisition’s purchase price allocated to intangible assets and the related amortization term are unique to each acquisition. The (gain) loss on divestitures includes gains associated with the deconsolidation of FSA and the sale of the logistics and supply chain management business, net of transaction costs. We believe that these performance measures provide management and investors with useful information in assessing trends in our ongoing operating performance and may provide greater visibility in understanding the long-term financial performance of the Company.
(1) Non-GAAP measure, see above for definition.
Schedule 6 (continued):
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION NON-GAAP FINANCIAL MEASURES (Unaudited)
Adjusted Diluted Earnings Per Share
Three Months Ended January 31, 2025
As Reported
Restructuring and impairment costs
Recovery of acquisition and integration costs and restructuring and impairment costs
Amortization of intangible assets
Non-GAAP results(1)
(in millions, except per share amounts)
Income before income taxes
$
107
$
4
$
(1
)
$
28
$
138
Income tax expense
(9
)
(1
)
—
(2
)
(12
)
Net income
$
98
$
3
$
(1
)
$
26
$
126
Diluted EPS
$
2.00
$
0.06
$
(0.02
)
$
0.53
$
2.57
Three Months Ended February 2, 2024
As Reported
Restructuring and impairment costs
Recovery of acquisition and integration costs and restructuring and impairment costs
Amortization of intangible assets
Gain on divestitures, net of transaction costs
Non-GAAP results(1)
(in millions, except per share amounts)
Income before income taxes
$
48
$
15
$
(5
)
$
29
$
—
$
87
Income tax expense
(9
)
(1
)
1
(5
)
2
(12
)
Net Income
$
39
$
14
$
(4
)
$
24
$
2
$
75
Diluted EPS
$
0.74
$
0.27
$
(0.08
)
$
0.46
$
0.04
$
1.43
Adjusted diluted earnings per share is a performance measure that excludes the impact of non-recurring transactions that we do not consider to be indicative of our ongoing operating performance. The acquisition and integration costs relate to the Company’s acquisitions. The restructuring and impairment costs represent the reorganization and facilities optimization costs or impairments of long-lived assets. The recovery of acquisition and integration costs and restructuring and impairment costs relate to costs recovered through the Company’s indirect rates in accordance with Cost Accounting Standards. Adjusted diluted earnings per share also excludes amortization of intangible assets because we do not have a history of significant acquisition activity, we do not acquire businesses on a predictable cycle, and the amount of an acquisition’s purchase price allocated to intangible assets and the related amortization term are unique to each acquisition. The (gain) loss on divestitures includes gains associated with the sale of the logistics and supply chain management business, net of transaction costs. We believe that this performance measure provides management and investors with useful information in assessing trends in our ongoing operating performance and may provide greater visibility in understanding the long-term financial performance of the Company.
(1) Non-GAAP measure, see above for definition.
Schedule 6 (continued):
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION NON-GAAP FINANCIAL MEASURES (Unaudited)
Adjusted Diluted Earnings Per Share
Year Ended January 31, 2025
As Reported
Acquisition and integration costs
Restructuring and impairment costs
Recovery of acquisition and integration costs and restructuring and impairment costs
Amortization of intangible assets
Non-GAAP results(1)
(in millions, except per share amounts)
Income before income taxes
$
428
$
(2
)
$
8
$
(3
)
$
115
$
546
Income tax expense
(66
)
—
(1
)
—
(18
)
(85
)
Net income
$
362
$
(2
)
$
7
$
(3
)
$
97
$
461
Diluted EPS
$
7.17
$
(0.04
)
$
0.14
$
(0.06
)
$
1.92
$
9.13
Year Ended February 2, 2024
As Reported
Acquisition and integration costs
Restructuring and impairment costs
Recovery of acquisition and integration costs and restructuring and impairment costs
Amortization of intangible assets
Gain on divestitures, net of transaction costs
Non-GAAP results(1)
(in millions, except per share amounts)
Income before income taxes
$
620
$
1
$
23
$
(6
)
$
115
$
(240
)
$
513
Income tax expense
(143
)
—
(2
)
1
(21
)
75
(90
)
Net Income
$
477
$
1
$
21
$
(5
)
$
94
$
(165
)
$
423
Diluted EPS
$
8.88
$
0.02
$
0.39
$
(0.09
)
$
1.75
$
(3.07
)
$
7.88
Adjusted diluted earnings per share is a performance measure that excludes the impact of non-recurring transactions that we do not consider to be indicative of our ongoing operating performance. The acquisition and integration costs relate to the Company’s acquisitions. The restructuring and impairment costs represent the reorganization and facilities optimization costs or impairments of long-lived assets. The recovery of acquisition and integration costs and restructuring and impairment costs relate to costs recovered through the Company’s indirect rates in accordance with Cost Accounting Standards. Adjusted diluted earnings per share also excludes amortization of intangible assets because we do not have a history of significant acquisition activity, we do not acquire businesses on a predictable cycle, and the amount of an acquisition’s purchase price allocated to intangible assets and the related amortization term are unique to each acquisition. The (gain) loss on divestitures includes gains associated with the deconsolidation of FSA and the sale of the logistics and supply chain management business, net of transaction costs. We believe that this performance measure provides management and investors with useful information in assessing trends in our ongoing operating performance and may provide greater visibility in understanding the long-term financial performance of the Company.
(1) Non-GAAP measure, see above for definition.
Schedule 6 (continued):
SCIENCE APPLICATIONS INTERNATIONAL CORPORATION NON-GAAP FINANCIAL MEASURES (Unaudited)
Free Cash Flow
Three Months Ended
Year Ended
January 31, 2025
February 2, 2024
January 31, 2025
February 2, 2024
(in millions)
Net cash provided by operating activities
$
115
$
63
$
494
$
396
Expenditures for property, plant, and equipment
(15
)
(11
)
(36
)
(27
)
Cash used (provided) by MARPA Facility
136
45
41
45
Free cash flow(1)
$
236
$
97
$
499
$
414
L&SCM divestiture transaction fees
—
—
—
7
L&SCM divestiture cash taxes
—
18
—
74
L&SCM divestiture transition services
—
4
8
(9
)
Transaction-adjusted free cash flow(1)
$
236
$
119
$
507
$
486
FY26 Guidance
(in millions)
Net cash provided by operating activities
$545M to $565M
Expenditures for property, plant, and equipment
Approximately $35M
Free cash flow(1)
$510M to $530M
Free cash flow is calculated by taking cash flows provided by operating activities less expenditures for property, plant, and equipment and less cash flows from our Master Accounts Receivable Purchasing Agreement (MARPA Facility) for the sale of certain designated eligible U.S. government receivables. Under the MARPA Facility, the Company can sell eligible receivables up to a maximum amount of $300 million. Transaction-adjusted free cash flow excludes cash taxes, transaction fees, and other costs related to the divestiture of the logistics and supply chain management business from free cash flow as previously defined. We believe that free cash flow and transaction-adjusted free cash flow provides management and investors with useful information in assessing trends in our cash flows and in comparing them to other peer companies, many of whom present similar non-GAAP liquidity measures. These measures should not be considered as a measure of residual cash flow available for discretionary purposes.
The global market for transdermal patches is experiencing rapid transformation, providing advanced solutions for the controlled administration of therapeutic agents across a range of medical conditions, including cardiovascular diseases, pain management, hormonal therapies, and neurological disorders. Currently, there are over 60 transdermal patches approved for various therapeutic applications, and the market has witnessed substantial growth in recent years, largely due to the rising demand for non-invasive and sustained drug delivery systems. The availability of both branded and generic versions of these patches enhances their commercialization, making them more accessible to a wider patient demographic while simultaneously increasing competition among manufacturers.
A significant factor influencing the commercial dynamics of the transdermal patch market is the expiration of patents on branded products, which has led to a notable increase in affordable generic alternatives. For instance, the branded Nitro-Dur transdermal film, utilized for treating angina, is priced at US$ 743.17 for a 30-count package in the US, whereas generic options are now available for just US$ 31.55 for the same quantity. Likewise, the branded Catapres-TTS clonidine patch is sold for US$ 312.26 for a pack of four, while generic versions can be purchased for US$ 50.98 for the same amount. This influx of generic alternatives is altering market dynamics by making transdermal treatments more cost-effective, thereby improving accessibility for patients who may have previously found branded options unaffordable. However, this shift also heightens competition, as manufacturers strive to distinguish their products based on price, effectiveness, and additional features such as abuse-deterrent technologies.
Funding also plays a pivotal role in the advancement and commercialization of transdermal patch technologies. A notable instance is Nutriband Inc., which successfully secured US$ 8.4 million to facilitate the commercial development of its Aversa™ Fentanyl transdermal patch. This patch incorporates Nutriband’s Aversa™ abuse-deterrent technology, designed to mitigate the risks associated with opioid misuse and accidental exposure. The company intends to file a 505(b)(2) New Drug Application (NDA) for FDA approval, which would necessitate only a Phase 1 clinical trial. If successful, the Aversa™ patch could achieve peak annual sales between US$ 80 million and US$ 200 million, with opportunities for developing similar abuse-deterrent patches for other medications. This example underscores the increasing significance of obtaining funding to foster the development of innovative and commercially viable transdermal patch technologies, particularly those prioritizing patient safety.
Moreover, collaboration among companies is an essential strategy for propelling the transdermal patch market forward. A prominent example is the partnership between Medherant and Bayer, which seeks to create a transdermal patch for the delivery of an already-approved oral medication. This collaboration, which commenced with formulation development and has advanced to non-clinical studies, highlights the potential for established pharmaceutical companies to utilize the innovative technologies of smaller firms to enhance their product offerings. Should this endeavor prove successful, Bayer and Medherant plan to negotiate a licensing agreement, potentially leading to the market introduction of this novel patch. Such partnerships are increasingly prevalent in the transdermal patch industry, as they enable both parties to merge their expertise and resources to expedite the development and commercialization of new therapies.
Therefore, the transdermal patch market is set for sustained expansion, influenced by several key factors such as the growing preference for non-invasive drug delivery methods, the emergence of generic options, the effectiveness of cutting-edge technologies, and collaborative efforts between large and small enterprises. As an increasing number of patches progress through clinical trials and obtain regulatory clearance, the competitive environment is expected to intensify, prompting companies to emphasize differentiation through pricing strategies, technological advancements, and enhancements in patient safety. With a strong pipeline of transdermal products under development and broadening global market prospects, this sector offers significant potential for both innovation and profitability within the pharmaceutical industry.
Jacksonville, FL, March 17, 2025 (GLOBE NEWSWIRE) — Everything Blockchain Inc. (OTC Pink: EBZT), a leader in blockchain technology and Web3 innovations, is proud to announce the launch of its new Strategic and Development Consulting Division, aimed at supporting businesses through advanced blockchain integration, strategic investments, and innovation. This new division expands the company’s ability to serve enterprises as they navigate the rapidly evolving blockchain and Web3 landscape.
To lead this new initiative, Everything Blockchain has appointed Gleb Zemskiy as Chief Innovation Officer (CIO). Gleb brings over 6 years of hands-on experience in blockchain development, digital strategy, and large-scale project execution. His leadership experience includes founding the first Web3-focused venture capital fund in the CIS region, managing a successful hedge fund, and developing multiple high-frequency trading (HFT) systems, uniquely positioning him to lead the division’s mission of pioneering the future of Web3.
Gleb is supported by a highly skilled team of ten mathematicians, engineers, and blockchain experts, each selected for their proven track records in innovation and technical excellence. Together, they will deliver customized solutions that directly address client needs, whether through groundbreaking technology development or strategic market insights.
Arthur Rozenberg, CEO of Everything Blockchain Inc., commented, “The launch of our new consulting division marks a pivotal moment in the growth of Everything Blockchain. Gleb’s leadership, paired with the talented team we’ve assembled, enables us to offer unparalleled expertise in blockchain development, Web3 strategy, and market expansion. We are excited to bring tailored, high-impact solutions to enterprises looking to harness the power of blockchain technology for sustainable growth.”
Strategic Consulting & Web3 Innovation
The division’s services focus on three key pillars to support clients in their journey from conceptualization to market leadership:
Strategic Investments & Partnerships: By leveraging comprehensive market research and deep industry relationships, Everything Blockchain identifies and fosters investment opportunities that will propel businesses forward, ensuring long-term success.
Advanced Research & Insights: Clients benefit from deep insights into the latest trends and emerging technologies within the Web3 ecosystem, equipping them to make data-driven decisions and stay ahead of competitors.
Go-To-Market Strategy: Tailored marketing and user engagement strategies designed to drive market adoption and maximize the reach of blockchain-based projects, ensuring a lasting impact.
Development & Blockchain Integration
The division also specializes in end-to-end blockchain development services to help businesses scale and optimize operations:
Tokenization & Token Development: From ideation to launch, we provide the technical and strategic support necessary to create and scale tokens that unlock new business opportunities and add value across ecosystems.
Crypto Payment Infrastructure & Security Solutions: Offering secure, efficient platforms for accepting crypto payments, along with advanced security protocols designed to safeguard digital assets and transactions.
Internal Blockchain Development: Helping companies integrate blockchain technology within their existing operations, optimizing processes, and ensuring scalable growth.
“Joining Everything Blockchain is an exciting opportunity,” said Gleb Zemskiy, CIO. “We are building a division that is deeply committed to pushing the boundaries of Web3 and blockchain innovation. Our team’s expertise, paired with the trust and support of Everything Blockchain, will enable us to significantly impact our clients’ success and drive forward-thinking solutions that address the challenges of tomorrow.”
The creation of the Strategic and Development Consulting Division represents a critical step in Everything Blockchain’s ongoing mission to empower enterprises with the tools, knowledge, and technology needed to lead in the blockchain era. Investors and stakeholders can expect to see accelerated growth, strategic opportunities, and long-term value creation through this initiative.
About Everything Blockchain Inc.
Everything Blockchain, Inc. (OTCMKTS: EBZT) focuses on identifying key challenges and opportunities in AI, blockchain, and cryptocurrency. The company is dedicated to investing in and innovating solutions that empower investors and advance global industries. For more information, visit https://www.ebzt.info/
Forward-Looking Statements
This news release contains “forward-looking statements” which are not purely historical and may include any statements regarding beliefs, plans, expectations, or intentions regarding the future. Such forward-looking statements include, among other things, the development, costs and results of new business opportunities and words such as “anticipate,” “seek,” intend,” “believe,” “estimate,” “expect,” “project,” “plan” or similar phrases may be deemed “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Actual results could differ from those projected in any forward-looking statements due to numerous factors. Such factors include, among others, the inherent uncertainties associated with new projects, the future U.S. and global economies, the impact of competition, and the Company’s reliance on existing regulations regarding the use and development of blockchain-based products. These forward-looking statements are made as of the date of this news release, and we assume no obligation to update the forward-looking statements, or to update the reasons why actual results could differ from those projected in the forward-looking statements. Although we believe that any beliefs, plans, expectations, and intentions contained in this press release are reasonable, there can be no assurance that any such beliefs, plans, expectations, or intentions will prove to be accurate.