Category: Technology

  • MIL-OSI: 40% of Banking Work Will Be Redefined by AI by 2030, ThoughtLinks CEO Sumeet Chabria Projects — And It’s Already Underway

    Source: GlobeNewswire (MIL-OSI)

    MIAMI, July 03, 2025 (GLOBE NEWSWIRE) —  ThoughtLinks, a strategic advisory firm founded by global banking executive Sumeet Chabria and focused on banks and capital markets, released a bold projection: By 2030, nearly 40% of banking technology, operations, and knowledge work will be redefined by AI. As first reported this morning by Business Insider, these findings, based on proprietary modeling of nearly 5,000 banking processes, confirm that this change is already underway.

    Driving this transformation is the convergence of generative and agentic AI, democratized data, cloud-native infrastructure, and intelligent automation—forces that are rapidly accelerating disruption. At its core lies a structural shift altering both the nature of work itself and who performs it. A new generation of AI agents—“digital workers”—is emerging, designed to collaborate with people and amplify human capabilities.

    “AI capabilities are increasingly embedded within vendor systems, platforms, and tools, even if not yet fully activated,” says Chabria. “This is quietly accelerating structural change beneath the surface.”

    A Strategic Blueprint for Value Creation in Banking and Capital Markets

    To compete in this new reality, banks must align four strategic pillars into a practical blueprint for sustainable value. These pillars form the foundation of ThoughtLinks’ core proposition and power effective AI-enabled business goals:

    • AI-First Technology Strategy
    • Enterprise-Wide Transformation
    • Growth and Efficiency through AI
    • Future-Ready Workforce Strategies

    Where the Shift Is Already Happening

    AI-driven reinvention spans all areas of banking. Agentic AI, in particular, complements banking’s relationship-driven approach. AI agents promise to enhance interactions with customers and employees by providing context and continuity, expanding organizational capacity.

    • Consumer banking — Virtual AI assistants anticipate customer needs, answer queries, and suggest next-best actions.
    • Wealth management — AI synthesizes data, client preferences, and portfolio performance to surface personalized insights and augment advisor capacity.
    • Credit and lending — Conversational AI streamlines complex applications, flags risks early, and accelerates approvals.
    • Customer servicing — Intelligent agents resolve a growing share of routine requests, reducing costs and enhancing experiences.
    • Risk and compliance — Early deployments monitor transactions and communications in real time, detect anomalies, and escalate threats—potentially establishing a new enterprise-wide line of defense.
    • Global markets — AI supports analysts and traders by summarizing vast volumes of information, curating signals, and stress-testing investment theses.

    In technology and operations—where nearly half a bank’s workforce and suppliers operate—AI is reinventing how systems are built, tested, and delivered. The traditional software development lifecycle faces unprecedented change as more productive and faster ways to build systems emerge. In parallel, sourcing and service models are evolving as human labor moves toward AI-enabled processes, prompting a rethink of supplier strategies, operating models, and contracts.

    The scale and pace of change raise enterprise questions, such as:

    Growth & Efficiency:
    How can we scale AI effectively while delivering measurable ROI?

    Operations:
    Which processes should shift to AI, and how can doing so simplify the enterprise landscape? And how should we modernize global capability centers (GCCs) to keep pace?

    Risk & Controls:
    As we automate, how do we build smarter safeguards and ensure AI runs within strong, adaptive guardrails?

    Talent & Culture:
    Which tasks are impacted, and when? How do we rethink roles and help people view AI as a growth opportunity?

    And for the leaders navigating it all—it takes staying clear on what matters, building new disciplines, trusting your gut, and rallying the right people around a vision that makes the path ahead feel steady, not overwhelming.

    Roadmap to 2030

    As AI reshapes banking, institutions must move beyond isolated use cases and proactively assess how this technology impacts everyday tasks. This means continually examining and aligning business activities with strategic objectives.

    “The winners in this new era will not just implement AI—they will thoughtfully redesign their organizations around it,” Chabria concluded. “Their strategic advantage will come from elevating both people and performance, ensuring that human ingenuity remains central to innovation and progress.”

    About ThoughtLinks

    ThoughtLinks is a strategic advisory firm specializing in AI strategy, enterprise transformation, and innovation for banking and capital markets. Led by CEO Sumeet Chabria and composed entirely of former global C-suite executives, the firm partners with Fortune 500 institutions to drive AI-powered growth, efficiency, and workforce transformation.

    True to its name, Thought ‘Links’ connects strategic business needs to best-in-class solutions, next-gen technology, and top talent across the financial services ecosystem—empowering human potential.

    For more information, visit www.ThoughtLinks.net or learn more about our CEO and founder, Sumeet Chabria.

    Notes to Editors

    Media Contact Information
    Phone: 305-728-5283
    Email: media@thoughtlinks.net

    The MIL Network

  • MIL-OSI: MAAS Announces A Private Placement of Class A Ordinary Shares and Warrants

    Source: GlobeNewswire (MIL-OSI)

    CHENGDU, China, July 03, 2025 (GLOBE NEWSWIRE) — Maase Inc. (NASDAQ: MAAS) (“MAAS” or the “Company”) today announced the execution of a definitive share purchase agreement (the “Agreement”) with certain investors, pursuant to which the investors have agreed to subscribe for, and the Company has agreed to issue and sell to the investors, (i) an aggregate of 10,000,000 Class A ordinary shares, par value US$0.09 per share, of the Company, at a purchase price of $2.08 per share (the “Per Share Purchase Price”) (the “Share Issuance”), and (ii) warrants to purchase up to 20,000,000 additional Class A ordinary shares of the Company. The transaction is expected to generate approximately $21 million in gross proceeds from the Share Issuance.

    The exercise price of the warrants is structured in two tranches: 50% of the warrants are exercisable at 200% of the Per Share Purchase Price, with the remaining 50% exercisable at 250%. Upon the closing of the Share Issuance, the Company will have a total of 25,917,241 ordinary shares outstanding, consisting of 19,250,573 Class A ordinary shares and 6,666,668 Class B ordinary shares. Upon closing of the Share Issuance, the largest investor in this transaction is expected to hold approximately 19.29% of the Company’s total outstanding ordinary shares, representing 0.73% of the total voting power due to the Company’s dual-class share structure, assuming no exercise of the warrants.

    The transaction is expected to close by the end of July 2025, subject to the satisfaction of customary closing conditions. The Company intends to use the net proceeds to support the execution of its business plans as determined by its board of directors, to augment general working capital, and for other general corporate purposes.

    The Class A ordinary shares are being issued and sold in a private placement pursuant to Section 4(a)(2) of the Securities Act of 1933, as amended (the “Securities Act”), which have not been registered under the Securities Act or applicable state securities laws and may not be offered or sold in the United States except pursuant to an effective registration statement or an applicable exemption from the registration requirements.

    This press release shall not constitute an offer to sell or the solicitation of an offer to buy any securities described herein, nor shall there be any sale of these securities in any state or jurisdiction in which such offer, solicitation or sale would be unlawful prior to the registration or qualification under the securities laws of any such state or jurisdiction.

    About Maase Inc.

    Founded in 2010 and formerly known as Highest Performances Holdings Inc., we have evolved with a vision to become a leading provider of intelligent technology-driven family and enterprise services. Our mission is to enhance the quality of life for families worldwide by leveraging two primary driving forces: technological intelligence and capital investments. We are dedicated to investing in high-quality enterprises with global potential, focusing on areas such as asset allocation, education and study tours, healthcare and elderly care, and family governance.

    We currently hold controlling interests in two leading financial service providers in China. The first is AIFU Inc., a technology-driven independent financial service platform traded on the Nasdaq. The second is Puyi Fund Distribution Co., Ltd., an independent wealth management service provider.

    Forward-looking Statements
    This press release contains forward-looking statements as defined by the Private Securities Litigation Reform Act of 1995. Forward-looking statements include statements concerning plans, objectives, goals, strategies, future events or performance, and underlying assumptions and other statements that are other than statements of historical facts. When MAAS uses words such as “may”, “will”, “intend”, “should”, “believe”, “expect”, “anticipate”, “project”, “estimate” or similar expressions that do not relate solely to historical matters, it is making forward-looking statements. Forward-looking statements are not guarantees of future performance and involve risks and uncertainties that may cause the actual results to differ materially from MAAS’s expectations discussed in the forward-looking statements. These statements are subject to uncertainties and risks including, but not limited to, the following: MAAS’s ability to obtain proceeds from the Agreement; MAAS’s goals and strategies; MAAS’s future business development; product and service demand and acceptance; changes in technology; economic conditions; the growth of the third-party wealth management industry in China; reputation and brand; the impact of competition and pricing; government regulations; fluctuations in general economic and business conditions in China and the international markets MAAS serves and assumptions underlying or related to any of the foregoing and other risks contained in reports filed by MAAS with the Securities and Exchange Commission. For these reasons, among others, investors are cautioned not to place undue reliance upon any forward-looking statements in this press release. Additional factors are discussed in MAAS’s filings with the U.S. Securities and Exchange Commission, which are available for review at www.sec.gov. MAAS undertakes no obligation to publicly revise these forward-looking statements to reflect events or circumstances that arise after the date hereof.

    Maase Inc.

    The MIL Network

  • MIL-OSI: Quadient recognized for the quality of its financial communication at the 2025 Transparency Awards

    Source: GlobeNewswire (MIL-OSI)

    Quadient recognized for the quality of its financial communication at the 2025 Transparency Awards

    Quadient (Euronext Paris: QDT), a global automation platform powering secure and sustainable business connections, was honored at the 16th edition of the Transparency Awards, receiving the Transparency Prize in the “Outside SBF 120” category.

    Organized by Labrador, a leading authority in regulated information, the Transparency Awards are based on a thorough analysis of three public sources: the Universal Registration Document, the Annual General Meeting notice brochure, and the corporate website. For this 16th edition, 135 listed French companies were evaluated between March 31 and June 5, 2025, using a grid of 360 objective criteria structured around five core pillars of transparency: accessibility, accuracy, comparability, availability, and clarity.

    This distinction highlights the Group’s ongoing commitment to rigorous, transparent, and intelligible communication with all its shareholders and stakeholders.

    “Transparency is at the heart of the trust we build every day with our stakeholders. This award acknowledges our commitment to delivering clear, sincere, and comprehensive information. By upholding this standard, we strengthen, over time, the quality of our dialogue with investors, clients, and our broader ecosystem,” said Laurent du Passage, Chief Financial Officer of Quadient.

    ***

    About Quadient®
    Quadient is a global automation platform powering secure and sustainable business connections through digital and physical channels. Quadient supports businesses of all sizes in their digital transformation and growth journey, unlocking operational efficiency and creating meaningful customer experiences. Listed in compartment B of Euronext Paris (QDT) and part of the CAC® Mid & Small and EnterNext® Tech 40 indices, Quadient shares are eligible for PEA-PME investing.

    For more information about Quadient, visit https://invest.quadient.com/.

    Contacts

    Attachment

    The MIL Network

  • MIL-OSI Economics: RBI imposes monetary penalty on Shree Chhani Nagarik Sahakari Bank Limited, Vadodara, Gujarat

    Source: Reserve Bank of India

    The Reserve Bank of India (RBl) has, by an order dated June 30, 2025, imposed a monetary penalty of ₹4.00 lakh (Rupees Four Lakh only) on Shree Chhani Nagarik Sahakari Bank Limited, Vadodara, Gujarat (the bank) for non-compliance with certain directions issued by RBI on ‘Know Your Customer (KYC)’, ‘Customer Protection – Limiting Liability of Customers of Co-operative Banks in Unauthorised Electronic Banking Transactions’, ‘Basic Cyber Security Framework for Primary (Urban) Cooperative Banks (UCBs)’ and ‘Comprehensive Cyber Security Framework for Primary (Urban) Cooperative Banks (UCBs) – A Graded Approach’. This penalty has been imposed in exercise of powers conferred on RBI under the provisions of Section 47A(1)(c) read with Sections 46(4)(i) and 56 of the Banking Regulation Act, 1949.

    The statutory inspection of the bank was conducted by the RBI with reference to its financial position as on March 31, 2024. Based on supervisory findings of non-compliance with RBI directions and related correspondence in that regard, a notice was issued to the bank advising it to show cause as to why penalty should not be imposed on it for its failure to comply with the said directions. After considering the bank’s reply to the notice, RBI found, inter alia, that the following charges against the bank were sustained, warranting imposition of monetary penalty:

    The bank had failed to:

    1. carry out periodic review of risk categorisation of certain accounts at least once in six months;

    2. provide customers with 24×7 access to report unauthorized electronic banking transactions through multiple channels; and

    3. implement certain cyber security controls prescribed by RBI under the Cyber Security Framework.

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

    (Puneet Pancholy)  
    Chief General Manager

    Press Release: 2025-2026/646

    MIL OSI Economics

  • MIL-OSI Economics: RBI imposes monetary penalty on Shree Chhani Nagarik Sahakari Bank Limited, Vadodara, Gujarat

    Source: Reserve Bank of India

    The Reserve Bank of India (RBl) has, by an order dated June 30, 2025, imposed a monetary penalty of ₹4.00 lakh (Rupees Four Lakh only) on Shree Chhani Nagarik Sahakari Bank Limited, Vadodara, Gujarat (the bank) for non-compliance with certain directions issued by RBI on ‘Know Your Customer (KYC)’, ‘Customer Protection – Limiting Liability of Customers of Co-operative Banks in Unauthorised Electronic Banking Transactions’, ‘Basic Cyber Security Framework for Primary (Urban) Cooperative Banks (UCBs)’ and ‘Comprehensive Cyber Security Framework for Primary (Urban) Cooperative Banks (UCBs) – A Graded Approach’. This penalty has been imposed in exercise of powers conferred on RBI under the provisions of Section 47A(1)(c) read with Sections 46(4)(i) and 56 of the Banking Regulation Act, 1949.

    The statutory inspection of the bank was conducted by the RBI with reference to its financial position as on March 31, 2024. Based on supervisory findings of non-compliance with RBI directions and related correspondence in that regard, a notice was issued to the bank advising it to show cause as to why penalty should not be imposed on it for its failure to comply with the said directions. After considering the bank’s reply to the notice, RBI found, inter alia, that the following charges against the bank were sustained, warranting imposition of monetary penalty:

    The bank had failed to:

    1. carry out periodic review of risk categorisation of certain accounts at least once in six months;

    2. provide customers with 24×7 access to report unauthorized electronic banking transactions through multiple channels; and

    3. implement certain cyber security controls prescribed by RBI under the Cyber Security Framework.

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

    (Puneet Pancholy)  
    Chief General Manager

    Press Release: 2025-2026/646

    MIL OSI Economics

  • MIL-OSI Economics: RBI imposes monetary penalty on Shree Chhani Nagarik Sahakari Bank Limited, Vadodara, Gujarat

    Source: Reserve Bank of India

    The Reserve Bank of India (RBl) has, by an order dated June 30, 2025, imposed a monetary penalty of ₹4.00 lakh (Rupees Four Lakh only) on Shree Chhani Nagarik Sahakari Bank Limited, Vadodara, Gujarat (the bank) for non-compliance with certain directions issued by RBI on ‘Know Your Customer (KYC)’, ‘Customer Protection – Limiting Liability of Customers of Co-operative Banks in Unauthorised Electronic Banking Transactions’, ‘Basic Cyber Security Framework for Primary (Urban) Cooperative Banks (UCBs)’ and ‘Comprehensive Cyber Security Framework for Primary (Urban) Cooperative Banks (UCBs) – A Graded Approach’. This penalty has been imposed in exercise of powers conferred on RBI under the provisions of Section 47A(1)(c) read with Sections 46(4)(i) and 56 of the Banking Regulation Act, 1949.

    The statutory inspection of the bank was conducted by the RBI with reference to its financial position as on March 31, 2024. Based on supervisory findings of non-compliance with RBI directions and related correspondence in that regard, a notice was issued to the bank advising it to show cause as to why penalty should not be imposed on it for its failure to comply with the said directions. After considering the bank’s reply to the notice, RBI found, inter alia, that the following charges against the bank were sustained, warranting imposition of monetary penalty:

    The bank had failed to:

    1. carry out periodic review of risk categorisation of certain accounts at least once in six months;

    2. provide customers with 24×7 access to report unauthorized electronic banking transactions through multiple channels; and

    3. implement certain cyber security controls prescribed by RBI under the Cyber Security Framework.

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

    (Puneet Pancholy)  
    Chief General Manager

    Press Release: 2025-2026/646

    MIL OSI Economics

  • MIL-OSI Economics: RBI imposes monetary penalty on Shree Chhani Nagarik Sahakari Bank Limited, Vadodara, Gujarat

    Source: Reserve Bank of India

    The Reserve Bank of India (RBl) has, by an order dated June 30, 2025, imposed a monetary penalty of ₹4.00 lakh (Rupees Four Lakh only) on Shree Chhani Nagarik Sahakari Bank Limited, Vadodara, Gujarat (the bank) for non-compliance with certain directions issued by RBI on ‘Know Your Customer (KYC)’, ‘Customer Protection – Limiting Liability of Customers of Co-operative Banks in Unauthorised Electronic Banking Transactions’, ‘Basic Cyber Security Framework for Primary (Urban) Cooperative Banks (UCBs)’ and ‘Comprehensive Cyber Security Framework for Primary (Urban) Cooperative Banks (UCBs) – A Graded Approach’. This penalty has been imposed in exercise of powers conferred on RBI under the provisions of Section 47A(1)(c) read with Sections 46(4)(i) and 56 of the Banking Regulation Act, 1949.

    The statutory inspection of the bank was conducted by the RBI with reference to its financial position as on March 31, 2024. Based on supervisory findings of non-compliance with RBI directions and related correspondence in that regard, a notice was issued to the bank advising it to show cause as to why penalty should not be imposed on it for its failure to comply with the said directions. After considering the bank’s reply to the notice, RBI found, inter alia, that the following charges against the bank were sustained, warranting imposition of monetary penalty:

    The bank had failed to:

    1. carry out periodic review of risk categorisation of certain accounts at least once in six months;

    2. provide customers with 24×7 access to report unauthorized electronic banking transactions through multiple channels; and

    3. implement certain cyber security controls prescribed by RBI under the Cyber Security Framework.

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

    (Puneet Pancholy)  
    Chief General Manager

    Press Release: 2025-2026/646

    MIL OSI Economics

  • MIL-OSI USA: Five UConn Student Teams Innovate Decarbonization This Summer Through Eversource-Supported Challenge

    Source: US State of Connecticut

    UConn is deepening its commitment to a sustainable future through a student-focused innovation challenge designed to reduce carbon emissions and promote clean energy solutions. In partnership with Eversource Energy, UConn has launched its third annual summer competition aimed at engaging students in the design of the future energy landscape.

    The competition has attracted an impressive group of participants, with five finalist teams comprising 11 students – five undergraduates and six graduates. These talented individuals represent eight diverse departments and schools: the Department of Chemical and Biomolecular Engineering, Department of Electrical and Computer Engineering, School of Civil and Environmental Engineering, and School of Computing in the College of Engineering; the Department of Agricultural and Resource Economics in the College of Agriculture, Health and Natural Resources (CAHNR); the School of Business; and the Department of Chemistry and the Department of Mathematics in the College of Liberal Arts and Sciences.

    This multidisciplinary representation brings together diverse perspectives and technical expertise to address the complex challenges of decarbonization and the energy transition across UConn campuses and Connecticut municipalities.

    Each team will receive summer funding and be paired with mentors from UConn faculty and Eversource Energy. The mentorship will support students in refining their proposals and addressing the practical dimensions of their clean energy solutions. This hands-on guidance is designed to help participants explore real-world applications of their research and ideas.

    The culmination of the teams’ work will be presented at the 2025 Sustainable Clean Energy Summit on Monday, Oct. 27, 2025. The event will take place alongside the 2025 North American Power Symposium, offering students a valuable platform to present their innovations to an audience of industry professionals, researchers, utility leaders and state officials.

    Following the Summit, the winning team will receive additional funding to continue their work throughout the academic year. This extended support aims to help transform early-stage ideas into actionable and impactful clean energy solutions.

    The continued collaboration between UConn and Eversource Energy underscores a shared commitment to environmental responsibility, climate resilience, and technological advancement. Through this initiative, students are empowered to take an active role in building a cleaner and more sustainable energy future.

    The projects and student teams selected for the 2025 Clean Energy & Sustainability Innovation Program are:

    Project 1: Fuel Cell as a Catalyst for Local Economic and Environmental Development

    Students: Songyang Zhou (Master’s Student, Data Science), Jane Torrence ’27 (BUS)

     

    Project 2: UConn’s Wastewater to Bioenergy: Integrated Chlorella Cultivation and Pyrolysis

    Students: Azeem Sarwar (Ph.D. Student, Chemical Engineering), Maham Liaqat (Ph.D. Candidate, Chemistry), Muhammad Hassan (Ph.D. Student, Chemical Engineering).

     

    Project 3: Dual Characterization of Innovative Hydropower Systems for Sustainable Energy Storage and Generation

    Students: Jonathan Hylton ’26 (ENG), Safiya Crockett ’26 (CAHNR).

    Project 4: Harnessing Tidal Energy for Shoreside Electrification: A Tool for Sustainable Power in Coastal Connecticut Marine Terminals

    Students: Aryanna Fontanez (Ph.D. Student, Civil Engineering), Yamila Garcia (Master’s Student, Computer Science and Engineering).

    Project 5: Proactive PV Maintenance Using Multi-Modal UAV Imagery

    Students: Nicholas Bailey ’26 (ENG, CLAS), Tyler King ’26 (ENG).

    MIL OSI USA News

  • MIL-OSI Europe: From Strategy to Success: Ireland’s Enterprise Policy Sets Stage for 2035 Vision

    Source: Government of Ireland – Department of Jobs Enterprise and Innovation

    The Minister for Enterprise, Tourism and Employment, Peter Burke has launched the fourth and final Update Report on the White Paper on Enterprise Implementation Plan, marking the conclusion of a two-year implementation period that began in 2023 and went through to 2024.

    This report showcases the significant progress made across 40 strategic initiatives underpinned by 93 activities, with over 90% now delivered or on track for completion this year. The White Paper’s 15 key target metrics also show strong performance, particularly in areas such as employment, regional investment, and exporting.

    “It is excellent to see the progress that has been made across Government in realising the ambitions and objectives set out in the White Paper on Enterprise,” said Minister Burke. “This marks a period of sustained success for Irish enterprise, built on sustainability, innovation and productivity.”

    Advancements across digital transformation include the launch of the Grow Digital portal supporting SMEs in mapping their digital journey with over 10,000 page visits. Over €1.9 million was disbursed through European Digital Innovation Hubs, benefiting 337 companies with access to research infrastructure and technical expertise. AI adoption among SMEs increased from 8% in 2023 to 14.9% in 2024.

    In terms of net zero, Ireland’s Offshore Wind Strategy, Powering Prosperity, has been implemented with 38 of the 40 actions underway and €312.6 million was approved under the Growth and Sustainability Loan Scheme.

    Innovation and enterprise growth highlights included the €32 billion target for Irish owned company exports in 2023 which was exceeded at €34.57 billion, with the sector further supported by 90 High Potential Start-Ups (HPSUs) in 2024. The Knowledge Transfer Boost Programme was launched with €33.4 million to support spinouts and innovation.

    From a regional development perspective, 234 FDI projects were secured in 2024, with 58% located outside Dublin. Full employment was maintained across 2023 and 2024 with the Smart Regions Scheme and National Clustering Programme progressing toward a 2025 launch.

    Minister Burke went on to say, 

    “This fourth update report marks the completion of the implementation period for the White Paper on Enterprise. I will shortly commence the development of Enterprise 2035, a Programme for Government commitment to develop a new enterprise strategy with the ambition of enterprise growth and job creation over the coming decade. This work will complement wider efforts across Government to place Irish enterprise on a footing to grow and compete over the long-term in the face of international economic developments. I am currently developing an Action Plan on Competitiveness and Productivity which will address areas including innovation, infrastructure, regulation and costs, scaling of SMEs, and regional development.”

    Read the report in full here.

    Editors Notes

    The commitments set out in the White Paper on Enterprise, published in 2022, represent an ambitious vision for enterprise policy in the period to 2030, which will work to enable Irish-based enterprise to succeed through competitive advantage founded on sustainability, innovation and productivity, delivering rewarding jobs and livelihoods. 

    The 15 target metrics in the White Paper on Enterprise cover the Government’s ambitions across the areas of employment and seven identified priority policy objectives:

    1. integrating decarbonisation and net zero commitments;
    2. placing digital transformation at the heart of enterprise policy;
    3. advancing Ireland’s FDI and trade value proposition;
    4. strengthening the Irish-owned exporting sector;
    5. enabling locally trading sectors to thrive;
    6. stepping up enterprise innovation; and
    7. building on Ireland`s existing strengths and opportunities.

    Following publication of this fourth and final update report, the Department of Enterprise, Tourism and Employment will commence the development of Enterprise 2035. Enterprise 2035 was set out in the 2025 Programme for Government as a new enterprise strategy with the vision for a long-term ambition for enterprise growth and job creation over the coming decade.

    This policy will supersede the White Paper on Enterprise, maintaining a focus on building on Ireland’s strengths as an open economy with strong trade and foreign direct investment, a vibrant innovation ecosystem and a resilient labour market, while also adapting to new challenges in an increasingly uncertain world.

    ENDS

    MIL OSI Europe News

  • MIL-OSI: AI Chip Market Set to Soar to US$ 229.08 Billion by 2032, Fueled by Robust 20.49% CAGR: AnalystView Market Insights

    Source: GlobeNewswire (MIL-OSI)

    San Francisco, USA, July 03, 2025 (GLOBE NEWSWIRE) — The Global AI Chip Market is undergoing a seismic transformation as artificial intelligence continues to redefine how businesses operate, devices interact, and societies function. With a projected market value of USD 229,083.24 million by 2032 and a robust compound annual growth rate (CAGR) of 20.49%, this sector stands at the intersection of deep tech and digital transformation.

    At the heart of this momentum is a growing demand for purpose-built processing units capable of handling the high complexity of AI workloads. Traditional CPUs, once the backbone of computing, are being outpaced by AI chips such as GPUs, ASICs, FPGAs, and NPUs—designed to deliver faster computation, lower latency, and greater energy efficiency. These chips are now indispensable across sectors—from autonomous driving and industrial automation to smart consumer devices and medical diagnostics. The market’s evolution is not just driven by technological necessity but also by strategic shifts. Governments and enterprises alike are pouring resources into building resilient AI infrastructure, with the AI chip serving as the core enabler of scalable, real-time intelligence. As AI moves from concept to implementation across industries, the demand for high-performance computing is accelerating, and so is the AI chip ecosystem.

    Get a Sample Report of AI chip market @ https://www.analystviewmarketinsights.com/request_sample/AV4081

    Technology at the Core: What Makes AI Chips Different?

    AI chips are not just faster processors—they are purpose-engineered to manage billions of computations per second across neural networks. These tasks include matrix multiplications, data vectorization, and parallel execution, which are essential for AI functions like deep learning, natural language processing (NLP), and computer vision.

    Unlike general-purpose CPUs, AI chips can execute these complex operations with higher efficiency, enabling near-instant responses in applications such as voice assistants, facial recognition, and real-time translation. For cloud computing platforms and edge devices, these chips provide the processing muscle required for AI algorithms to function seamlessly at scale.

     Key Drivers Behind Market Growth

    1. Industrial AI Integration
      Businesses across manufacturing, logistics, retail, and energy are rapidly incorporating AI for predictive analytics, process automation, and intelligent decision-making. AI chips empower these systems to function in real time, transforming operational agility and accuracy. Over 70% of businesses in manufacturing and logistics are adopting AI to enhance efficiency and decision-making.
    2. Surge in Edge AI Devices
      The demand for localized, low-latency AI processing is pushing AI chip deployment to the edge—embedded in mobile phones, drones, surveillance cameras, and autonomous vehicles. This shift to edge computing is minimizing reliance on cloud infrastructure and enabling real-time decision-making.
    3. Governmental Support and Funding
      Global investments in AI R&D and chip manufacturing are expanding at a record pace. For instance, the U.S. CHIPS Act and China’s “AI 2030” initiative are fueling domestic innovation. Europe, too, is actively funding AI research with an eye on digital sovereignty.
    4. AI-Powered Consumer Products
      From smart speakers to fitness trackers and home automation, AI chips are embedded in everyday consumer electronics. Their capability to support machine learning in real-time makes them vital for user personalization and seamless functionality.
    5. Data Center Expansion and Cloud AI
      Cloud service providers like AWS, Microsoft Azure, and Google Cloud are equipping their data centers with AI accelerators to meet surging demand for model training and inference workloads. AI chips are pivotal in reducing power consumption while improving performance in such environments.

    MARKET KEY PLAYERS:

    • Advanced Micro Devices
    • Amazon
    • General Vision
    • Google
    • Gyrfalcon Technology
    • Huawei Technologies
    • IBM
    • Infineon Technologies
    • Intel
    • Kneron
    • Microsoft
    • MYTHIC
    • Nvidia
    • NXP Semiconductors
    • Qualcomm Incorporated
    • Samsung Electronics
    • Toshiba
    • Wave Computing
    • Apple INC.
    • Others

    Market Challenges: Risks Alongside Opportunities

    Despite its bullish outlook, the AI chip market faces several critical challenges:

    • Security and Privacy Concerns: As AI becomes deeply integrated into critical systems, safeguarding data integrity and user privacy is more important than ever. Misuse or vulnerability in AI processing hardware can have serious implications.
    • Supply Chain Disruptions: Global chip shortages and reliance on a few key semiconductor foundries have exposed vulnerabilities in the supply chain. Geopolitical tensions further compound this risk.
    • High R&D and Manufacturing Costs: Developing next-gen AI chips demands significant capital and technical expertise. Startups may face high entry barriers due to the dominance of large corporations with established IP and fabrication capabilities.

    TABLE OF CONTENT

    1. AI Chip Market Overview
    1.1. Study Scope
    1.2. Market Estimation Years
    2. Executive Summary
    2.1. Market Snippet
    2.1.1. AI Chip Market Snippet by Product Type
    2.1.2. AI Chip Market Snippet by Technology
    2.1.3. AI Chip Market Snippet by Application
    2.1.4. AI Chip Market Snippet by Function
    2.1.5. AI Chip Market Snippet by End User
    2.1.6. AI Chip Market Snippet by Country
    2.1.7. AI Chip Market Snippet by Region
    2.2. Competitive Insights
    3. AI Chip Key Market Trends
    3.1. AI Chip Market Drivers
    3.1.1. Impact Analysis of Market Drivers
    3.2. AI Chip Market Restraints
    3.2.1. Impact Analysis of Market Restraints
    3.3. AI Chip Market Opportunities
    3.4. AI Chip Market Future Trends
    4. AI Chip Industry Study
    4.1. PEST Analysis
    4.2. Porter’s Five Forces Analysis
    4.3. Growth Prospect Mapping
    4.4. Regulatory Framework Analysis ….

    Regional Outlook: Asia-Pacific Leads the Way

    The Asia-Pacific region dominates the global AI chip market and is projected to maintain its lead throughout the forecast period. Countries like China, South Korea, Taiwan, and Japan are investing heavily in AI education, R&D, and semiconductor infrastructure. The region also benefits from a strong electronics manufacturing ecosystem and rising demand for AI-enabled consumer and industrial products.

    North America, home to major AI and semiconductor companies, remains a critical hub for innovation. The region sees significant investment in cloud data centers, autonomous driving, and AI-driven healthcare systems.

    Europe is focusing on building ethically aligned and sustainable AI ecosystems. With a strong emphasis on regulations and cross-border collaboration, the region is shaping a trustworthy AI framework—favorable for long-term growth.

    Competitive Landscape: Innovation Fuels Competition

    The AI chip market is fiercely competitive, marked by rapid innovation, M&A activity, and strategic partnerships. Key players include:

    • Nvidia: Leading the GPU segment, with powerful AI platforms like the A100 and H100 chips.
    • Intel: Diversifying through acquisitions and offering a mix of CPUs, FPGAs, and specialized AI processors.
    • AMD: Gaining momentum with powerful multi-core GPU architectures for AI workloads.
    • Google: Driving cloud AI performance through its custom Tensor Processing Units (TPUs).
    • Apple: Integrating neural engines directly into its mobile chips for on-device intelligence.
    • Startups: Firms like Kneron, MYTHIC, and Graphcore are disrupting the market with domain-specific AI accelerators.

    Companies are steadily shifting to hybrid infrastructures that blend cloud and edge computing, emphasizing energy-efficient, scalable architectures seamlessly integrated with AI software ecosystems.

    The industry presents a high-growth opportunity driven by surging demand for hybrid AI infrastructure. Investors should focus on companies innovating in energy-efficient AI chipsets optimized for edge-cloud synergy. Priority targets include firms with robust AI software stack partnerships and IP portfolios in low-power, high-performance chips—especially in sectors like automotive, industrial automation, and next-gen robotics.

    Browse More Reports from AnalystView Market Insights: 

    Textile Recycling Market

    Medical Nonwoven Disposables Market

    High-End Synthetic Suede Market

    Bispecific Antibodies Market

    Activated Carbon Fiber Market

    The MIL Network

  • MIL-OSI United Kingdom: Martyn Oliver’s speech at the Festival of Education

    Source: United Kingdom – Executive Government & Departments

    Speech

    Martyn Oliver’s speech at the Festival of Education

    Sir Martyn Oliver, Ofsted’s Chief Inspector, spoke at the 2025 Festival of Education.

    Optimism, inclusion and Ian Dury

    Good morning, everybody. I’m delighted to be here at the festival of education; to be here in the beautiful grounds of Wellington school; here in the sunshine.

    And that’s apt because I’m hoping in the time we have together this morning we can let a little sunshine in. We can talk a bit about optimism. I want us to think about why we do what we do as educators, as people who work in this field: in many cases, as people who have dedicated their working lives to improving the life chances and prospects of a younger generation.

    I thought I’d open my speech this morning with a cliché. And I thought I’d try and find out who coined that cliché and how far back it goes. But there is no clarity about who first said, ‘school days are the best days of your life’. So, as we all do, I asked AI for the answer – and I know a lot of the discussions over the next couple of days are going to be dominated by the march of AI.

    The AI summary told me that ‘the phrase doesn’t have a clear single origin or a specific person who first said it’. It went on: “one early reference comes from a 1910 song titled School Days by Will D. Cobb and Gus Edwards which includes the line school days, school days, dear old golden rule days. While not an exact match it captures the nostalgic view of school days as a cherished time.”

    So, no answer then.

    Like all cliches, this one has survived because it works – because it’s true, at least for many of us (though not all, and I’ll return to this later). It alludes to the idea of a more carefree time, of friendships built in the playground, of growing confidence, moments of satisfaction, of joy – reasons to be cheerful to quote Ian Dury. That’s why we say it.

    I’m starting with that cliché because I want to strike an optimistic note this morning – which is not always a natural position for people in our profession to adopt. Things are always tough in education; there are always challenges to overcome. There are new expectations put on all of us – and it’s not lost on me that you’re waiting to read about Ofsted’s revised inspection model in September. There’s never enough money to go around. Doing ‘more with less’ is another cliché – as old as it is tiresome – but still a reality that we need to accommodate.

    But even so, I still believe there are plenty of reasons to be cheerful and reasons to be optimistic. And those reasons are rooted in schools. These transformative institutions that have shaped lives for centuries and will, I hope, shape them for centuries to come.

    However hard bitten and cynical we may have become over the years, most of us can look back to our school days and agree that they were, at least some of the happiest days of our lives.

    Schooling shapes lives

    I want to talk a little bit about what school meant for me.

    I’ll do my best to do this without the aid of rose-tinted spectacles. I shan’t be skipping through the daisies of my mind as it were. There’s a lot that wasn’t great about my school days. The quality of teaching and the quality of the curriculum I was taught was not good enough – and I think that was something that an awful lot of schools in the 1970s and 80s had in common. Standards were not high, and aspiration was not always encouraged.

    But, as with many of us, I had stand-out, individual teachers – people who I really connected with and who helped shape my life. People like my art teacher, Mrs Scarsbrick – she had a wonderful skill for painting and drawing landscapes. I remember that watercolour paintings of trees was her particular talent, whilst I was already increasingly focusing on portraiture, which I later went on to study.

    Then Mr Senior, the English teacher who inspired me from the first lesson at the beginning of secondary school. That very first lesson in September started with a brand new, hardback book: Steinbeck’s Of Mice and Men. We spent the first 10 minutes being instructed on how to loosen the binding and prevent cracking the spine. I also remember being devastated when he took a secondment to the USA when I was in Year 4/5 (Year 10/11 now): I took GCSEs in their first year of use and can recall even now that some teachers were totally lost in the new specification – so losing my trusted English tutor at this crucial time was especially difficult.

    And there was Mr Ashton, the PE teacher who arranged for me to go training 3 lunchtimes a week – running the well-known, and often well-hated, cross-country course with his staff, as I was a budding cross-country runner. 

    Each of these experiences recall relationships. Relationships with teachers – teachers who went above and beyond, teachers who I placed trust in and who I knew had my best interests at heart. They didn’t just inspire in art, English and PE, they inspired my interest in education, in teaching itself.

    And school had another function for me. It was the place I built friendships.

    I was extremely ill from the age of 2 to 12 (the crucial years to get the best start in life) and whilst my school attendance was good, the powerful drug I was on had clear side effects for me which affected my concentration. The drug relied on sedation – ideal in helping me be well, but not at all good for educational purposes! 

    I undoubtedly would have had an EHCP had such things existed then. Instead, I had a few stand-out teachers who cared for me as an individual and I had an army of excellent friends. The benefit of living on a new housing estate meant that many families moved onto the estate at the same time and I had dozens of peers who lived on the same street, let alone the same estate, who I could rely upon to help me.

    Generational shifts

    A lot has changed over the years in our schools. The quality of education has most definitely changed for the better. There are lots of reasons for that – including better training and development for teachers – the greater professionalisation of the sector in general. And you would expect me to make an argument that the introduction of Ofsted 30-odd years ago had a real impact in improving consistency in education and driving improvements.

    But alongside rising standards, schools have also changed to fit the needs and expectations of each generation. They’ve evolved alongside society. They have adapted to new qualifications, crafted new curriculums, embraced new subjects. Perhaps more than anything else, schools have responded to the advance of new technology.

    In my school days technology in the classroom was generally limited to that moment when the teacher would wheel out the big telly to play us a video – hugely exciting at the time of course. (The debate then was Betamax or VHS, what’s the equivalent debate now? Is it perhaps, generative or predictive AI?)

    But as computers made their way into schools, there was a more profound change. And that became seismic when the computers were no longer confined to the corners of classrooms and moved into our pockets. Their influence is everywhere and drives the debates and disagreements over the place of technology in learning.

    Artificial intelligence

    Right now, that debate is focused on artificial intelligence. It dominates the discourse in the media, and at events like this one. It’s a big topic of conversation at Ofsted and within government more widely.

    We’ve recently published a piece of research commissioned by the DfE which looks at early AI adopters in education. The research found that AI is beginning to have real benefits in terms of staff workload – particularly in areas like lesson planning; and that leaders are clear that they are prioritising safe, ethical and responsible uses of AI. So no robot teachers yet!

    It seems that there is always a commentator keen to tell us how AI will either transform learning or destroy it; how it presents an existential challenge to the traditional approach to education that we’ve all grown up with.

    But I would mount a defence of the traditional approach. Right now, many children live much of their lives online. Socially, they are never ‘off’ and always in touch with their friends. And they increasingly receive life lessons from influencers or AI– generated summaries. I would argue that the place of learning, real learning, classroom learning – with human interactions – has never been more important.

    Young people are growing up in an increasingly curated world in which their favoured influencers or corporate algorithms can have a disproportionate impression on their views and opinions. It’s more important than ever that young people are able to lift their eyes from the screen and connect with their teachers, in person.

    They need broad, balanced, considered and above all challenging information to help them learn and to help them grow. Being an art teacher, it was never lost on me that drawing makes you look harder at the world around you, it greatly increases your attention. It seems to me that many technologies now do the exact opposite and actively seek to give short-term, instant gratification.

    Not far short of 4 hundred years ago, John Milton wrote that he couldn’t ‘praise a cloistered and fugitive virtue, unexercised and unbreathed, that never sallies out and sees her adversary.’ He was arguing in favour of freedom of speech – ironically one of the great supposed touchstones for today’s keyboard warriors. Except, of course, they generally mean freedom of speech only for those that agree with them. In fact, in Areopagitica, Milton highlights the idea that true virtue is developed through experience and engagement with challenges, not through avoidance or seclusion.

    In a way there’s something cloistered about living one’s life in a curated online environment. You may be able to find ‘the best that has been thought or said’ if you go looking for it. But who’s guiding you through it? Where’s the human connection? And of course, where’s the protection?

    Community, relationships and learning

    Schools have never just been places of learning. They were, and are places of safety, even refuge. Places of community and connection. Places of friendship and humanity. They are citadels of childhood: communities within communities looking after their own and helping children develop into well-rounded adults – capable of looking after others in turn.

    Human relationships lie at the heart of every school’s success. And I’ve said ‘schools’ today, as they are the great universal service. But of course, those relationships begin for many in nurseries and continue on into further or higher education. Human connection is what makes education tick. And that is particularly true for more vulnerable children – those who need a little more attention paid to their wellbeing, alongside their education.

    Of course, schools have statutory roles to play. Safeguarding is an absolutely fundamental part of what we look at on inspection. Its principles are described over nearly 200 pages of guidance in Keeping Children Safe in Education. Safeguarding is something that all of us involved in education prioritise perhaps above everything else – and it’s a human process, not paperwork. People working together to safeguard children. Nothing infuriates me more than glib commentary about schools falling short on inspection because of duff paperwork – or schools pulling the wool over inspectors’ eyes because their paperwork is on point.

    Any of us here who have worked in schools understand that safeguarding starts with relationships. Good teachers, good head teachers know their pupils. They know which children are having a tough time in their life. They know which children are experiencing vulnerability for one reason or another. Perhaps it’s part of their life story – they are a child in care, or a child with special educational needs, or a child growing up in poverty. But really great teachers understand too that children will experience short-term difficulties – because childhood is full of challenges. Well-being issues, mental health issues, family issues, financial issues. It’s the ebb and flow of growing up for so many children and the really great schools get that.

    When I was head teacher of a secondary school with 2,200 pupils, those personal relationships were clearly difficult, but I always made it my priority to support those who needed us most, no matter how busy I might be – and that always involved working with parents and carers, as well as the pupil. I also understood, from my own personal experience, that children form relationships with those they trust – their art, English or PE teacher, in my case.

    Schools provide a safe, protective environment. To continue with my ‘citadels of childhood’ metaphor: they have walls, and they have watchers on those walls. But it’s within the walls where lives are changed. Where sparks of interest are fanned into flames and children can discover talents, they weren’t aware of, and passions that take them by surprise. They are taught the knowledge and skills that they need for life – but also the subjects that bring them joy.

    Cynics sometimes decry the norms of education. Exams are ‘gradgrindian’ in their eyes, the 3 R’s are no longer preparing children for the ‘jobs of tomorrow’. And Ofsted are accused of being enforcers for this ‘out-of-date’, ‘joyless’ system – forcing schools to jump through these hoops.

    Well let me tell you how it looks from where I’m standing. For Ofsted, teaching a full, rich range of subjects isn’t just a nice to have, it’s fundamental to a great education. Music and art and sports aren’t add-ons to the core curriculum, they are some of the most important subjects to study, in terms of developing a child’s awareness of the world around them. And in a more macro sense, feeding into the cultural evolution of our country and pushing civilization on.

    It often surprises people when I say that I started out as an art teacher, in 1995. Art was my passion then and it’s still my passion now. When I have the time I love to paint. I find that it forces me to slow down and deeply observe the world around me. But I too feel that temptation to pick up my smartphone and check my emails far too often, breaking the observational trance-like state. I can only imagine how difficult and tempting this is for children.

    Opening doors

    Of course, learning about art means learning about perspective.

    That’s a good thing in the context of mental health and well-being – such hot topics, sadly, at the moment. But if you think about the influence of art on human history – its central role in the Renaissance, or the influence of perspective on the Age of Discovery – art has been a driver of exploration, of invention and pushing back the frontiers of human knowledge.

    It is also no surprise to an art historian that there is expression in breaking the established rules – that’s the essence of original creativity. So 500 years after the rules of perspective were established, the Cubists proved this point. Life evolves as we move with the times. Another favourite quote of mine is from Lampedusa’s, Il Gattopardo, “if we want things to stay as they are, things will have to change”. It’s quite a common refrain that children should be taught ‘creativity’ – but creativity relies upon a deep understanding of knowledge and facts; it comes from pushing at the limits of knowledge, and first you need to be taught where those limits are.

    Every subject we teach our children opens doors for them. So, the rounded classroom experience: a broad and rich curriculum, structured carefully by expert teachers and taught within a safe and welcoming environment, is fundamental to the intellectual growth of individuals and the development of society. Matthew Arnold’s quote still holds. ‘The best that has been thought and said’ still matters. And while an AI-enabled search engine can find the raw material, I wouldn’t want to entrust the teaching to the same machine – at least not without the art and skill of the teacher as a guide and storyteller.

    The classroom experience is based on human relationships and a sense of belonging. I spoke about the first priority for schools being the safety of children. Well, children feel safe when they know somebody cares. When they know that their teachers will show up and keep showing up day after day to make sure they’ve learned what they were taught yesterday and are ready to learn something new today. We can’t outsource human contact. Teachers are, and must always remain, the heart of education.

    And education is an exercise of the heart as much as it is of the head. It’s about support and care, as well as instruction. They go hand in hand. Which brings me on to inclusion.

    Inclusion

    As you’ll all be aware Ofsted will publish the full details of our revised education inspection framework in early September. We’re taking time to analyse and consider all of the feedback we were given in the public consultation this spring. There will be some changes from the proposals we published back in February. But I don’t think I’m jumping the gun to say that inclusion will remain a central tenet – perhaps the central tenet in our new approach.

    And I hope the reason for that is obvious. It’s my north star. Inclusion is both my guiding principle and the fire in my belly. That was true as a teacher, as a head of sixth form, as a head teacher, as a multi-academy trust leader. It’s true now for me as His Majesty’s Chief Inspector.

    Those of you who have spent far more time than is healthy listening to or reading about the things that I’ve said since taking on the job, will have heard me talk about vulnerable and disadvantaged children. Asserting repeatedly that if schools get it right for the most vulnerable and disadvantaged among their pupils, they will get it right for all of their pupils.

    I use that phrase time and time again because I happen to believe that it’s true. And I have been challenged on my assertion now and then. But I have never seen or heard of a school that looks after the interests of disadvantaged and vulnerable children perfectly well but lets down those pupils who aren’t grappling with some of life’s more obvious challenges.

    That’s because those schools get it. They know their children and they understand that the secret of success lies in the relationships that bind the school community together.

    A school that truly understands the needs of its pupils will do right by its most vulnerable children, by its most gifted students and by all those children in-between.

    As always when we at Ofsted talk about a concept – like inclusion – it sparks debate and it energises the commentators and consultants to try and unpick what we mean.

    It’s really about relationships. It’s about belonging and thriving. It doesn’t mean being soft on behaviour or attendance. It doesn’t mean taking a dim view of head teachers who find the need to suspend or exclude a child, either in the pupil’s best interests or the interests of their classmates.

    When we talk about schools as places where children can feel safe, to grow, develop and express themselves we mustn’t forget how stabilising it is to understand the rules and to know they will be applied consistently and fairly. In the words of that 1910 song again: “School days – dear old golden rule days.”

    No – inclusion is about making sure that all pupils feel that they belong – no matter their personal talents or aptitudes, or the barriers and obstacles they need to overcome to feel that sense of belonging.

    And it is about putting disadvantaged and vulnerable children at the heart of what you do – as they will be at the heart of what we do as an inspectorate.

    And just as the term ‘inclusion’ can be a little hard to pin down, it’s also not easy to define what we mean by vulnerable. I think we all instinctively have a better understanding of disadvantage. There are clearer definitions. I’m sure everybody here who works in a school will be aware of how many of their children attract pupil premium for example. I’m sure many of you could reel off names.

    The concept of vulnerability is a little looser. Statutory responsibilities point us to formal designations: children with SEND, children who are looked after by the state. It’s absolutely right that we all maintain a laser-like focus on those children. But what about others who are experiencing vulnerability?

    I recently met with groups of young carers. Listening to their experiences and perspectives was both interesting and humbling. They feel a bit forgotten. All too often they are not included in our headline definitions of vulnerable children. And yet they are vulnerable. They don’t have the care structures that so many of us took for granted during our own childhoods. Instead, they themselves are the care structures for the adults in their lives. That has a huge impact on the way they view themselves, the way they view their potential and the way they think about their future.

    This week we published a piece of work that we commissioned from the National Children’s Bureau. We asked the NCB to consider how we might better define vulnerability in the context of our work.

    Their report is entitled ‘from trait to state’ and the definition of vulnerability that it puts forward leans into the idea that children move into and out of various degrees of vulnerability throughout their childhood.

    This describes vulnerability less as an immutable trait and more of a fluid state. It’s an interesting, and a logical concept, speaking to the importance of relationships that I’ve addressed in my comments today. Of course, it doesn’t detract from the responsibility that we all have to the children with SEND, those in care and children supported through pupil premium funding.

    But I think this definition gives us more latitude to think about how life impacts on the well-being of children in different ways, at different times. And how we best address vulnerability within the safe and nurturing communities that we create.

    I remember a particularly vulnerable cohort of SEND students who my SENDCO was desperately worried about leaving school at 16. So, she worked with their families and offered a uniquely bespoke post-16 course which gave this group the time and support that they needed to prepare for the transition to further education and employment. My wonderful SENDCO knew the children and worked to influence the entire school’s post-16 provision to meet their needs…it wasn’t a case of insisting that those children meet the needs of the school!

    Aspiration and optimism

    Education should be aspirational. And it should be aspirational for every child. Not everyone can ace their exams and get into Oxbridge. Not everyone will want to. Not everyone will turn a passion for music into a career as a concert pianist. But everyone can aim to learn a little more, develop a new skill and improve themselves one step at a time.

    That is as true for children with SEND as it is for those without; it’s as true for the poorest children as it is for the wealthiest. That’s not to deny the existence of barriers, but rather to flag a determination to overcome them.

    And if we are aspirational for all children, it stands to reason that we should be aspirational for all schools. I nodded earlier to the influence of Ofsted over the last 3 decades. I do believe that inspection helps schools look at where and how they can improve. It doesn’t make the improvement happen – that’s down to brilliant teachers and brilliant leaders working within their school community. But done right inspection can provide some pointers in the right direction.

    I’ve repeatedly said that I want inspection to feel done with not done to. That’s not just a nice touchy-feely sentiment. I want inspection to mirror what goes on in the places we inspect. Education at its best is done with, not done to. The best schools – the citadels of childhood – are places of belonging, rooted in human relationships and a sense of shared endeavour. They are optimistic places.

    Optimism isn’t easy. Particularly at our age…and especially if we read the papers!

    But children are optimistic. It’s a natural state of mind when you’re young, with your life stretching ahead of you, enjoying the best years of your life.

    It’s so much easier to be pessimistic and cynical as you get older. Because they are learned behaviours. But they should never be taught ones.

    That’s on all of us.

    Thank you for all you do for children and learners – and thank you for listening.

    Updates to this page

    Published 3 July 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: expert reaction to Government’s 10 Year Health Plan

    Source: United Kingdom – Executive Government & Departments

    Scientists comment on the Government’s 10 Year Health Plan. 

    Prof Siddharthan Chandran, Director the UK Dementia Research Institute, said:

    “This bold and visionary 10-year plan that embraces the digital-data revolution will position the UK to lead again in health innovation.

    “We particularly welcome the move toward a neighbourhood health service. We know from our research and our community of people with lived experience of dementia that this is what they wish to see. At the UK Dementia Research Institute, our researchers are working with the NHS to integrate ‘at home’ pioneering digital and AI tools and technology to allow people with dementia to live safely, well and in their own homes for longer with reduced need for hospitalisation.

    “As the UK’s national research institute for dementia and related neurodegenerative conditions, we are leading transformative research that will lay the ground for individualised prediction, prevention and brain protection to ensure healthy brain ageing for all.”

     

    Professor Steve Turner, RCPCH President, said:

    “The 10-Year Health Plan makes a bold and welcome commitment to transforming the NHS into a more accessible, community-focused service, and offers a vital opportunity to reimagine how we deliver care to children and families. I’m really pleased to see the Plan emphasise prevention, early intervention, and integrated care. Embedding paediatric expertise within neighbourhood health teams, alongside mental health professionals, health visitors, and community workers, could be transformative for children – especially those with complex or long-term conditions.

    “Fundamentally, the success of this plan will also depend on sustained investment in the paediatric workforce. Children’s needs are unique, and these new models of care must be underpinned by adequate staffing, training, and support for professionals working in community settings, alongside equitable funding between children’s and adult’s services.

    “We must jointly seize the opportunity to transform child health, and as such RCPCH now look forward to working closely with government and NHS leaders to deliver a robust implementation plan for child health and realise the government’s ambition to raise the healthiest generation of children ever.”

     

     

    *DHSC Press Release: https://www.gov.uk/government/news/pm-launches-new-era-for-nhs-with-easier-care-in-neighbourhoods

     

    Declared interests

    The nature of this story means everyone quoted above could be perceived to have a stake in it. As such, our policy is not to ask for interests to be declared – instead, they are implicit in each person’s affiliation.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Managing healthcare easy as online banking with revamped NHS App

    Source: United Kingdom – Government Statements

    Press release

    Managing healthcare easy as online banking with revamped NHS App

    NHS App to become complete digital front door to NHS, where patients book appointments, manage medicines, and view data

    • PM sets out how 10 Year Health Plan will bring NHS into 21st century to meet the needs of patients around the country
    • Patients to make self-referrals via App, connect with a clinician, link-up wearable tech, and gain free access to health apps
    • Plan for Change will rebuild NHS and see ground-breaking Single Patient Record finally in one place – viewable on App from 2028

    Patients will be able to access a range of healthcare services and advice at the touch of a button, Prime Minister Keir Starmer has set out today, as the Government’s Plan for Change drives forward fundamental reform to the NHS to make it easier and fairer for everyone to access the care they need.

    Launching the 10 Year Health Plan today – the government’s roadmap to rebuilding the health service to make it fit for the future – the PM set out how the App will act as a digital front door to the health service, overhauling how people get advice, manage appointments and interact with services to make their healthcare more convenient and more personalised.

    For the first time, patients will be able to book, move and cancel all their appointments on the App – ending the 8am scramble for a GP – and the App will use artificial intelligence to provide instant advice for patients who need non-urgent care, available 24/7.

    Through the plan, which has been published in Parliament today, patients will have quicker, better access to the right care. They will be able to self-refer on the App to mental health talking therapies, musculoskeletal services, podiatry, and audiology – freeing up GPs and new Neighbourhood Health Services to focus on providing direct care while dramatically slashing waiting lists for these services – delivering on the government’s Plan for Change promise to cut waiting lists.

    Accessing healthcare will be quicker than ever thanks to expanded features on the app. People will be able to manage their medicines and book vaccines from their phone, connect with a clinician for a remote consultation, and even leave a question for a specialist to answer without making an appointment. Patients simply being able to book an appointment digitally rather than today’s convoluted process will save the NHS £200 million over 3 years.

    For parents, the new App will deliver a 21st century alternative to the ‘red book’, ensuring that their children’s medical records are available to them in their pocket, so they do not have to carry their red books to every appointment. It will also provide advice and support throughout childhood, offering guidance on weaning and healthy habits. Over time, it will record feeding times, monitor sleep, and use AI analytics to understand the best way to care for children when they are unwell.

    The changes will build on the progress Government has already made to increase the number of hospitals allowing patients to view appointment information on the app. Almost 12 million fewer paper letters have been sent by hospitals since July 2024. Forecasts for this year show the use of in-app notifications for planned care will prevent the need for 15.7 million SMS messages.

    Prime Minister Keir Starmer said:

    For far too long, the NHS has been stuck in the past, reliant on letters, lengthy phone queues and even fax machines.

    But that doesn’t match the reality of our daily lives, where everything from shopping and banking to entertainment and travel can be sorted with the touch of a button from our phones.

    To rebuild our NHS, we have to make sure it reflects the society it serves. That’s why our 10 Year Health Plan will bring it into the digital age by opening up fairer and more convenient access to healthcare. Through our new App – a digital front door for your care – parents will be able to keep track of their children’s health through an online ‘red book’ fit for the 21st century, and we will put a stop to patients having to endlessly repeat their medical history thanks to a single patient record.

    Our Plan for Change promised to make our NHS fit for the future and that’s what we are getting on with delivering – fixing the foundations of our health service and making sure it will be there to look after us for decades to come.

    This is one major arm of the technological innovation at the heart of the 10 Year Health Plan launched today, which also includes introducing the single patient record, rolling out AI scribes to take notes for clinicians, using Generative AI to create the first draft of care plans, and introducing single sign-on for NHS software.

    The government’s 10 Year Health Plan sets out the fundamental reforms we will deliver to address the challenges facing the health service in the face of inherited underinvestment and neglect and the evolving needs of a modern society.

    Speaking at the launch of the plan today, the PM set out how the plan will deliver three key shifts to make the NHS fit for the future: hospital to community; analogue to digital; and sickness to prevention. Through fundamental reforms to rewire the NHS around these shifts, the plan will deliver the government’s pledge to cut waiting lists, improve healthcare for everyone wherever they live, and ensure the NHS is equipped to look after us for decades to come.

    This historic transformation will fundamentally change the future of healthcare, and it will be underpinned by a new Single Patient Record. This will finally bring together all of a patient’s medical records into one place, so patients do not have to repeat their medical history to each clinician they see. The Single Patient Record will make sure patients get seamless care no matter who they are being treated by in the NHS.

    Two-thirds of outpatient appointments – which currently cost in total £14 billion a year – will be replaced by automated information, digital advice, direct input from specialists and patient-initiated follow ups via the NHS App.

    Health and Social Care Secretary Wes Streeting said:

    The NHS App will become a doctor in your pocket, bringing our health service into the 21st century.

    Patients who can afford to pay for private healthcare can get instant advice, remote consultations with a doctor, and choose where and when their appointments will be. Our reforms will bring those services to every patient, regardless of their ability to pay.

    The 10 Year Health Plan will keep every patient fully informed of their healthcare and make using the NHS as easy and convenient as doing your banking or shopping online. It will deliver a fundamental shift in the way people access their care – from analogue to digital.

    A new Single Patient Record will bring an end to the frustration of repeating your medical history to different doctors. Instead, health and care professionals will have your record in one, handy place, so they can give you the best possible care.

    Through our Plan for Change, this Government is shifting care to digital and delivering an NHS which is truly fit for the future.

    The Government will make the Single Patient Record possible through new legislation that places a duty on every health and care provider to make the information they record about a patient, available in the Single Patient Record. 

    We will also legislate to give patients access to their record by default. From 2028, patients will be able to view it, securely, on the NHS App. Over time, that data will include not only medical records, but a personalised account of health risk, drawing from lifestyle, demographic and genomic data – helping catch problems early before they develop, and prevent people from poor health.

    The Single Patient Record is designed as National Critical Infrastructure. This means it will be built and maintained to meet the highest levels of security, equivalent to those used for the UK’s most vital systems, such as energy and transport networks. Health and care professionals treating and caring for a patient will have secure access to their record; patients can control who else they share it with and will have a robust audit trail of who has accessed their record.

    Sir Jim Mackey, Chief Executive at NHS England, said:

    The NHS App will be at the heart of the tech transformation we’re planning for the NHS to give people much more ownership of their healthcare – all from wherever they are at the tap of a screen. 

    Millions of us already have the app downloaded on our phones and the improvements we’re introducing as part of the 10 Year Health Plan, from booking appointments and speaking to clinicians online to seeing all your medical records in one place, will make the NHS App the digital front door to the NHS.

    A My Health tool will include real-time data from wearables, biometric sensors, or smart devices and will connect to relevant NHS data too – whether that is the results of recent tests at home or in a neighbourhood health centre. Wearables will be able to feed vital data into the App such as step count, heart rate and sleep quality, to provide tailored, personal health advice. The single patient record will have robust security controls.

    And a new My NHS GP tool will harness AI to direct people to the most appropriate and timely care they need. In some cases, it will advise on self-care – and help direct patients to well-evidenced consumer healthcare products. In others, it might direct to a community pharmacy, a neighbourhood health centre or to emergency care.

    Over the course of the plan, the features set to be developed through the NHS App will include the ability to:

    • My NHS GP – book a remote or face-to-face appointment, and receive personalised health advice using new AI tool
    • My Specialist – self-refer when clinically appropriate and leave a question for a specialist to answer
    • My Consult – connect with a clinician for a remote consultation
    • My Medicines – manage repeat prescriptions for delivery/collection and receive reminders
    • My Care – book and manage appointments, enrol in a clinical trial and access Single Patient Record
    • My Companion – get information about a health condition or procedure, and ask AI or a clinician a question
    • My Choices – find nearest pharmacy, the best providers, and leave feedback on services
    • My Vaccines – see when vaccines are up-to-date and book appointments to get them organised, and find travel vaccine info
    • My Health – bring data like blood pressure, heart rate, glucose levels together, and include real-time date from wearables or smart devices
    • My Children – a digitised red book, where parents can get advice and support for parents throughout childhood
    • My Carer – securely prove you are a carer, book appointments and talk to your loved one’s care team

    Caroline Abrahams, Charity Director at Age UK said: 

    It’s clear that technology is set to transform many aspects of our lives for the better over the next decade, including the delivery of healthcare and how we interact with the NHS.  

    The potential of the NHS App for example, is truly exciting, but we must also ensure that no one is left behind, including the many millions of older people who are not online and who often want and need to use more traditional means of communication, such as telephone and face to face.  

    The Government’s commitment to a digitally inclusive approach is really important in building public trust. It is also essential for the NHS’s promise of being equally accessible to continue to hold true in our increasingly digital world. The voluntary sector can certainly help by supporting people who are not digital natives and at Age UK we look forward to playing our part in this way.

    Julian David, CEO, techUK said: 

    We welcome today’s announcement as a landmark moment in the digital transformation of the NHS. The enhanced NHS App marks a bold step forward in putting citizens at the centre of their care, empowering patients with the same ease, accessibility, and control we expect from modern digital services. 

    Ongoing and meaningful engagement with the tech sector will be essential to delivering this transformation at scale. techUK will continue to work with government, NHS bodies, and our members to ensure this transformation is inclusive, secure, and future-ready.

    Boosting the App will not only benefit those managing their healthcare digitally but will also free up capacity in traditional healthcare routes and provide more access to care and appointments – freeing up phone lines so calls are answered on time and freeing up GPs’ capacity to offer face-to-face appointments.

    The government will aim to empower and upskill everyone to feel confident using the NHS App so that they can benefit from the additional access to services and the greater convenience the App will bring.

    The government will continue a partnership with libraries and other community organisations to set people up on the App, with show-and-tells to teach them how to use it and reap the benefits – this will be alongside ongoing work across government to improve access to technology and boost confidence among groups that have previously struggled.

    Children’s Commissioner Dame Rachel de Souza said: 

    The foundations for a healthy life are laid in childhood, so an ambition of creating the healthiest generation of children yet is an important step towards tackling the deep inequalities in their healthcare. 

    I have long called for a child’s ‘red book’ to be digitised, so this is a really welcome move. Taken with plans currently going through Parliament to develop a unique childhood identifier, will vastly improve how we protect and care for the most vulnerable children, with fewer in danger of falling through gaps in services. 

    Children tell me that when they need additional support, they want it in one place, so creating neighbourhood services that bring different professionals under one roof will make a practical difference in their lives, as will increasing access to GPs and dentists.

    Andrew Davies, Executive Director of Digital Health, Association of British HealthTech Industries (ABHI), said:  

    This transformation of the NHS App is an important milestone for healthcare delivery. A single, secure platform to access a range of services, digital tools and therapeutics, and connect devices will enable patients to more effectively engage with their care.  

    This plan showcases how HealthTech can drive a more efficient, personalised and accessible NHS, which in turn will free up time for clinicians to focus on care where it is needed most. Our members look forward to working with the NHS and Government to ensure these digital tools are implemented successfully and deliver meaningful benefits for patients across the country.

    Rachel Power, Chief Executive, the Patients Association said: 

    We welcome the government’s ambition to expand the NHS App as a central part of the 10 Year Health Plan. It could deliver the fundamental change patients have asked for in their interactions with the NHS, including the ability to manage their appointments, self-refer to vital services, and, in three years’ time, be able to view their health records through the Single Patient Record.  

    Our work with patients shows that those using the app often feel more in control and more satisfied with their care. But with nearly one in four still facing barriers to digital access, we must ensure that innovation doesn’t come at the cost of inclusion. If the NHS App is to become the digital front door, there must always be a real-world, accessible front door as well, with face-to-face or telephone options in place for those who need or want them. True progress means making the system work for everyone.

    Professor Habib Naqvi, chief executive of the NHS Race and Health Observatory, said: 

    We need a more focused and systematic approach to tackling health inequalities and addressing unacceptable variation in healthcare amongst our communities. A key enabler for this endeavour is digital tools. The transformation of the NHS App has the potential to lead to a more efficient, agile, and technologically enabled NHS – an NHS that will deliver care quicker and closer to where people live. The App will empower people and transform the way the public receives healthcare and engages with NHS services. The Observatory will help ensure this shift, in the way healthcare is provided, benefits all communities equitable.

    Jacob Lant, Chief Executive of National Voices said: 

    Technology is moving at a blistering pace, and quite simply the NHS has failed to keep up. So, the increased emphasis on the App and other digital services is welcome, especially where it can help the NHS meet expectations that have become common place in other sectors.  

    Critically the Plan recognises there will always be patients with more complex needs and commits to using the resource freed up by digital innovations to continue offering more traditional forms of access to those who need it.” 

    Richard Stubbs, Chair of the Health Innovation Network said:  

    It is right that the 10 Year Health Plan will establish the digital and data foundations of the NHS to realise the potential of health innovation in empowering patients, better supporting the NHS workforce and driving economic growth in every community.  

    The Health Innovation welcomes the focus on AI, expansion of the NHS App and the commitment to a single patient record, all of which will involve innovation partnerships to deliver change to local services, that will have a national impact. 

    The 15 health innovation networks across England, look ahead to operationalising these plans and working with our partners to find, test and implement at scale innovations that improve patient outcomes, increased NHS productivity and reduce waiting lists, while delivering economic growth. If we get this right we will not only greatly increase outcomes and satisfaction for our patients, but we will also boost our essential life sciences sector and, as our Defining the Size of the Health Innovation Prize report found, add up to £278bn a year to the UK economy.

    Updates to this page

    Published 3 July 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Plymouth re-signs anti-social behaviour pledge

    Source: City of Plymouth

    L-R Shaun Baker – Area Manager, Livewest
    Amanda Wells – Commissioning Officer, Office of Police and Crime Commissioner for Devon, Cornwall and Isles of Scilly
    Cathryn Vallender – Head of Neighbourhoods, Livewest
    Michelle Dawson – Executive Director of Homes and Communities, Plymouth Community Homes
    Steve Foale – Technical Lead for Community Safety, Plymouth City Council
    Matt Garrett – Service Director for Community Connections, Plymouth City Council
    Chief Superintendent Scott Bradley – Plymouth BCU Commander, Devon and Cornwall Police

    Organisations across the city are teaming up to help spread the word about tackling anti-social behaviour (ASB). 

    Plymouth City Council, Plymouth Community Homes, Livewest Housing Association, Devon and Cornwall Police, and the Police and Crime Commissioner have joined up to re-sign the ASB Pledge.  

    The pledge is a commitment to support victims of anti-social behaviour, using anti-social behaviour case reviews. 

    Victims of persistent anti-social behaviour have the right to request a case review where a local threshold is met. It is an opportunity for an independent review to see what, if anything else, can be done to resolve the anti-social behaviour.   

    The pledge was set up by ASB Help, a registered charity which provides advice and support to victims. 

    The criteria to have the pledge status has changed since the Council last signed it in 2022, and to retain the status, we need to renew our commitment.   

    There have been nine requests so far this year for case reviews, compared to 18 last year in total. 

    One of the most recent case reviews involved a long-term drug user who supplied drugs to others visiting their flat. They would leave used needles in the nearby bin shed. The neighbours reported their concerns and unfortunately the issues continued, and the council worked with partners to address it, leading to the police carrying out a drug warrant.  

    The occupier was issued a Community Protection Notice Warning to stop visitors at their address. The council and the police were able to identify one persistent visitor causing anti-social behaviour and were able to obtain a civil injunction which banned them from the area for two years.  

    Unfortunately, this warning was ignored so the council and the police applied for a closure order against the property and the housing association subsequently regained possession of the property.   

    The Council’s street services cleaned the area of discarded drugs paraphernalia, and the residents returned to a peaceful life.   

    The case review involves an independent chair who can give an issue a fresh perspective. The review brings together all agencies involved, and a new action plan drawn up. 

    Councillor Sally Haydon, Cabinet Member for Community Safety, said: “Anti-social behaviour can have an overwhelming impact on its victims and, in some cases, on the wider community. 

    “It is key that we as partners come together to show our commitment to tackling anti-social behaviour.  

    “By signing up to our ASB Help Pledge, we will work with partners to ensure that they demonstrate their commitment to supporting victims of ASB and will endeavour to implement and follow best practice with the ASB Case Review.” 

    MIL OSI United Kingdom

  • OPCW hosts 23rd Asia Regional Meeting to boost Chemical Weapons Convention implementation

    Source: Government of India

    Source: Government of India (4)

    The Organisation for the Prohibition of Chemical Weapons (OPCW), in collaboration with India’s National Authority Chemical Weapons Convention (NACWC), convened the 23rd Regional Meeting of National Authorities of States Parties in Asia from July 1 to 3, at Vanijya Bhawan, New Delhi. The meeting brought together senior officials from OPCW, international delegates from across Asia, and representatives from India’s Ministry of External Affairs and Cabinet Secretariat.

    This regional meeting is part of the OPCW’s ongoing efforts to support the effective implementation of the Chemical Weapons Convention (CWC), which came into force in 1997. With 193 member states, the OPCW is the global authority overseeing the verifiable and permanent elimination of chemical weapons. The organisation was awarded the Nobel Peace Prize in 2013 for its commitment to global chemical disarmament.

    India, an original signatory to the Convention, has played a significant role in furthering its objectives. The NACWC, the national body responsible for implementing the CWC in India, recently mentored Kenya’s National Authority under the OPCW’s Mentorship/Partnership Programme, aimed at enhancing implementation capacities worldwide.

    The Indian Chemical Council (ICC), the country’s oldest chemical industry association, also received international recognition for its work in promoting chemical safety and compliance. In 2024, ICC was awarded the OPCW-The Hague Award, marking the first time a chemical industry body anywhere in the world received this honour. The award acknowledged ICC’s contributions to advancing the goals of the Convention and improving industry-wide safety and security practices in India.

    This year’s regional meeting in New Delhi served as a platform for 38 delegates from 24 Asian countries — including Australia, Bangladesh, Bhutan, China, Japan, the Republic of Korea, Singapore, and the United Arab Emirates, among others — to share experiences, discuss national implementation challenges, and exchange best practices. The discussions addressed key topics such as legislative frameworks, chemical safety and security, the role of industry stakeholders, and the emerging use of Artificial Intelligence in chemical monitoring and compliance.

     

  • MIL-OSI Russia: IMF Executive Board Completes the Fourth Review Under the Extended Fund Facility with Sri Lanka

    Source: IMF – News in Russian

    July 3, 2025

    • The IMF Executive Board completed the Fourth Review under the 48-month Extended Fund Facility with Sri Lanka, providing the country with immediate access to SDR 254 million (about US$350 million) to support Sri Lanka’s economic policies and reforms.
    • Performance under the program has been generally strong with some implementation risks being addressed. Prior actions on restoring cost-recovery electricity pricing for the rest of 2025 and operationalizing automatic electricity tariff adjustment were met. All quantitative targets for end-March 2025, except the stock of expenditure arrears, were met. All structural benchmarks due by end-May 2025 were either met or implemented with delay. 2025Q2 inflation fell below the lower outer band of the Monetary Policy Consultation Clause largely due to energy prices. Debt restructuring is nearly complete.
    • The economic outlook remains positive. However, global trade policy uncertainties pose significant risks to Sri Lanka’s macroeconomic and social stability. If these shocks materialize, the authorities will work closely with staff to assess the impact and formulate policy responses within the contours of the program.

    Washington, DC: On July 1, 2025, the Executive Board of the International Monetary Fund (IMF) completed the Fourth review under the 48-month Extended Fund Facility (EFF) Arrangement, allowing the authorities to draw SDR254 million (about US$350 million). This brings the total IMF financial support disbursed so far to SDR1.27 billion (about US$1.74 billion).[1]

    The EFF arrangement for Sri Lanka was approved by the Executive Board on March 20, 2023 (see Press Release No. 23/79) in an amount of SDR 2.286 billion (395 percent of quota or about US$3 billion). The program supports Sri Lanka’s efforts to durably restore macroeconomic stability by (i) restoring fiscal and debt sustainability while protecting the vulnerable, (ii) safeguarding price and financial sector stability, (iii) rebuilding external buffers, (iv) strengthening governance and reducing corruption vulnerabilities, and (v) enhancing growth-oriented structural reforms.

    The Executive Board reviewed a report from the Managing Director on the inadvertent provision of inaccurate data by Sri Lanka on the ceiling of the central government’s stock of expenditure arrears. The under-reporting of the arrears stock identified through a detailed analysis of budget line appropriations gave rise to noncomplying purchases and a breach of Sri Lanka’s obligations under Article VIII, Section 5. The authorities have worked openly and closely with IMF staff to provide corrected data and have undertaken several corrective measures related to the clearing and reporting of arrears. They are also committed to improving reporting and data verification practices going forward in line with IMF technical assistance. Based on these actions, the Executive Board approved the authorities’ request for waivers of non-observance.

    The authorities have consented to the publication of the Staff Report prepared for this consultation.[2]

    Following the Executive Board’s discussion, Mr. Kenji Okamura, Deputy Managing Director and Acting Chair, issued the following statement:

    “Sri Lanka’s performance under the Fund-supported arrangement is generally strong with some implementation risks being addressed. Reforms are bearing fruit, with economic growth strengthening, inflation remaining low, reserves accumulating, and fiscal revenues improving. The debt restructuring process is nearing completion. The economic outlook is positive, but downside risks have increased. In case shocks materialize, the authorities should work closely with the Fund to assess the impact and formulate policy responses within the contours of the program. Steadfast program implementation will be crucial.

    “Sustained revenue mobilization is critical to restoring fiscal sustainability and creating fiscal space. Strengthening tax exemption frameworks, boosting tax compliance, and enhancing public financial management to ensure effective arrears management are important. Further improving the coverage and targeting of social support to the vulnerable is also necessary. A smoother execution of capital spending within the fiscal envelope would help foster medium-term growth. The restoration of cost-recovery electricity pricing and the operationalization of automatic electricity tariffs adjustment are commendable and should be maintained to contain fiscal risks.

    “The progress to advance the restructuring of Sri Lanka’s debt is noteworthy. Timely finalization of bilateral agreements with remaining official and commercial creditors is a priority.

    “Monetary policy should continue to prioritize price stability, supported by sustained commitment to eliminate monetary financing and safeguard central bank independence. Greater exchange rate flexibility and gradually phasing out administrative balance of payments measures remain critical to rebuild external buffers and economic resilience.

    “Resolving non-performing loans, strengthening governance and oversight of state-owned banks, and improving the insolvency and resolution frameworks are important to revive credit growth and support private sector development.

    “Structural reforms are crucial to unlock Sri Lanka’s potential. The government should continue to implement governance reforms and advance trade-facilitation reforms to boost export growth and diversification.”

    Following the Executive Board’s discussion, Mr. Kenji Okamura, Deputy Managing Director and Acting Chair, issued the following statement:

    “The Executive Board of the International Monetary Fund (IMF) reviewed noncomplying purchases made by Sri Lanka under the 2023 Extended Arrangement under the Extended Fund Facility (“EFF”), as well as a breach of obligations under Article VIII, Section 5. The noncomplying purchases arose as a result of the provision of inaccurate information by the authorities on the stock of expenditure arrears at the first, second, and third reviews under the EFF.

    “The inaccuracies in information provided to the IMF were inadvertent and arose because of weaknesses in the timely reporting of arrears by line ministries to the Ministry of Finance, as well as a misunderstanding by the authorities of the definition of “arrears” under the Technical Memorandum of Understanding. 

    “The Executive Board positively considered the authorities’ corrective actions, the fact that arrears repayments will be accommodated within the existing fiscal envelope, and the authorities’ commitment to improving public financial management procedures in line with the new PFM law, to reduce the risk of accruing arrears or inaccurate reporting of information going forward. In view of the above, the Executive Board agreed to grant waivers for the nonobservances of the quantitative performance criterion that gave rise to the noncomplying purchases and decided not to require further action in connection with the breach of obligations under Article VIII, Section 5.”

    Sri Lanka: Selected Economic Indicators 2024-2030

                                                                  

     

    2024

     

    2025

    2026

    2027

    Est.

    Projections

               

    GDP and inflation (in percent)

               

    Real GDP

    5.0

    3.5

    3.1

    3.1

    Inflation (average) 1/

    1.2

    3.3

    5.2

    5.0

    Inflation (end-of-period) 1/

    -1.5

    8.9

    5.2

    5.0

    GDP Deflator growth

    3.8

    3.6

    5.3

    5.1

    Nominal GDP growth

    9.0

    7.1

    8.5

    8.4

     

    Savings and investment (in percent of GDP)

               

    National savings

    25.2

    21.8

    22.2

    22.9

      Government

    -3.2

    -2.0

    -0.8

    -0.1

      Private

    28.4

    23.8

    23.0

    23.0

    National investment

    27.0

    21.8

    22.1

    22.5

      Government

    5.0

    4.3

    4.5

    4.6

      Private

    21.9

    17.4

    17.6

    17.9

    Savings-Investment balance

    -1.8

    0.0

    0.1

    0.4

      Government

    -8.2

    -6.3

    -5.3

    -4.6

      Private

    6.4

    6.4

    5.4

    5.1

     

    Public finance (in percent of GDP)

               

    Revenue and grants

    13.7

    15.0

    15.2

    15.3

    Expenditure

    19.3

    20.5

    19.7

    19.2

    Primary balance

    2.2

    2.3

    2.3

    2.3

    Central government balance

    -5.6

    -5.4

    -4.5

    -3.9

    Central government gross financing needs

    21.9

    22.6

    19.6

    14.9

    Central government debt

    100.5

    105.1

    103.4

    100.2

    Public debt 2/

    105.2

    109.6

    107.4

    103.6

     

    Money and credit (percent change, end of period)

    Reserve money

    15.8

    6.5

    8.5

    8.4

    Broad money

    8.6

    6.5

    8.5

    8.4

    Domestic credit

    4.0

    4.5

    3.0

    3.8

    Credit to private sector

    10.7

    9.4

    9.2

    9.3

    Credit to private sector (adjusted for inflation)

    9.5

    6.1

    4.1

    4.3

    Credit to central government and public corporations

    -1.4

    0.0

    -3.3

    -2.5

     

    Balance of Payments (in millions of U.S. dollars)

    Exports

    12,772

    12,880

    13,490

    14,194

    Imports

    -18,828

    -21,363

    -22,447

    -23,578

    Current account balance

    1,746

    -48

    -77

    -439

    Current account balance (in percent of GDP)

    1.8

    0.0

    -0.1

    -0.4

    Current account balance net of interest (in percent of GDP)

    3.7

    2.1

    2.0

    1.7

    Export value growth (percent)

    7.2

    0.8

    4.7

    5.2

    Import value growth (percent)

    12.0

    13.5

    5.1

    5.0

               

    Gross official reserves (end of period)

               

    In millions of U.S. dollars

    6,122

    7,255

    9,273

    12,974

    In months of prospective imports of goods & services

    3.0

    3.3

    4.0

    5.4

    In percent of ARA composite metric

    50.5

    60.3

    75.5

    100.0

    Usable Gross official reserves (end of period) 3/

               

    In millions of U.S. dollars

    4,686

    7,255

    9,273

    12,974

    In months of prospective imports of goods & services

    2.3

    3.3

    4.0

    5.4

    In percent of ARA composite metric

    38.6

    60.3

    75.5

    100.0

    External debt (public and private)

    In billions of U.S. dollars

    53.9

    54.6

    56.3

    59.9

    As a percent of GDP

    54.4

    55.1

    58.6

    59.4

     

    Memorandum items:

    Nominal GDP (in billions of rupees)

    29,899

    32,036

    34,754

    37,664

    Exchange Rate (period average)

    302.0

    Exchange Rate (end of period)

    293.0

    Sources: Data provided by the Sri Lankan authorities; and IMF staff estimates.

    1/ Colombo CPI.

    2/ Comprising central government debt, publicly guaranteed debt, and CBSL external liabilities (i.e., Fund credit outstanding and international currency swap arrangements). The debt statistics currently assume the external debt restructuring to have been completed at end 2023.

    3/ Excluding PBOC swap ($1.4bn in 2022) which becomes usable once GIR rise above 3 months of previous year’s import cover.

                                     

    [1] SDR figures are converted at the market rate of U.S. dollar per SDR on the day of the Board approval.

    [2] Under the IMF’s Articles of Agreement, publication of documents that pertain to member countries is voluntary and requires the member consent. The staff report will be shortly published on the www.imf.org/srilanka page.

    IMF Communications Department
    MEDIA RELATIONS

    PRESS OFFICER: Randa Elnagar

    Phone: +1 202 623-7100Email: MEDIA@IMF.org

    https://www.imf.org/en/News/Articles/2025/07/02/pr24235-sri-lanka-imf-executive-board-completes-the-fourth-review-under-the-eff

    MIL OSI

    MIL OSI Russia News

  • MIL-OSI United Kingdom: Local Government Association Conference 2025

    Source: United Kingdom – Executive Government & Departments

    Speech

    Local Government Association Conference 2025

    A speech from the Deputy Prime Minister at the Local Government Conference.

    Can I just start by saying how proud I am to be back here in Liverpool.

    And I’m sure you’ve all heard the devasting news this morning about the tragic loss of legend Diogo Jota.

    I know everyone here, his fans and the city of Liverpool will be heartbroken by this news.

    My thoughts are with his family at this saddened time.

    It’s a pleasure to look out at a room full of people dedicated to serving the communities that you represent.

    From Barnsley to Barrow – Cornwall to Cheshire…

    Councillors and mayors are delivering day-in, day-out for local people right across our country.

    I know how hard you work

    I know the difference you make

    I’m for local government because I’m from local government.

    And yes, I wasn’t a councillor. But as a home help and a carer I was on the front line delivering local services.

    And as a union rep, I worked with the leadership of a council to transform the service I worked in, for the good of the people that we served.

    And as a young mum, facing low pay and insecure hours without much of a safety net, it was the Sure Start centre and the council home that helped me turn my life around.

    The services that you deliver every single day changes lives

    And I say that not just as the Deputy Prime Minister, but as someone whose own life was changed by local government

    It’s why, in me, you will always have a Secretary of State that sees you as a partner, and not a punchbag.

    And Conference, it may not surprise you to know – but I’m not a patient person.

    I’ve been restless for 14 years.

    I’m restless to give local people a stronger voice.

    I’m restless to put decision-making in the hands of the people who know best.

    I’m restless to restore local government and provide the change that we were elected to deliver.

    Because I know how hard it has been

    How it feels at the sharp-end at local government level

    That’s why every single day in Westminster I’m fighting to turn that around

    To put power back in your hands, and deliver for communities the length and breadth of Britain.

    So – almost 12 months ago from the General Election, what have we delivered?

    Just last month, in the Spending Review we announced five billion pounds of new funding for local services.

    New funding means an 8% increase in Government funded spending power in the next four years compared to a reduction of 24% in the first four years of the last government.

    We’ve delivered a £4 billion uplift to adult social care

    alongside a targeted recovery grant of £600m for the areas most in need

    we doubled the direct investment in preventative children’s social care services.

    and provided a record £1.6bn for local road maintenance, enough to fill an extra 7 million potholes over the next year. I knew that would wet your whistle.

    And an uplift for every single local highway authority.

    We have refused to repeat the mistakes of the past which took the axe to your budgets, and left our communities to pay the price

    You made the case for local government, and we listened.

    That’s why we’re rolling back the era of micromanagement too, with simpler funding, and a rapid consolidation of your Finance Settlement.

    We are handing you the freedom and flex to meet local needs without needing to get sign off from central government for the most minor change.

    And right now, the paperwork you’re asked to fill out for micro-managed funds every year would stretch from here to the West side of Wirral!

    There’s no justification for that – so we’re cutting it down

    Meaning that you can focus on your priorities, not filling out forms.

    And with more flexible funding, we’re giving you the opportunity to work more collaboratively including through new pilots so councils and mayors can pool budgets and do joined-up services, learning the lessons of projects like Total Place – the last Labour government’s pioneering reform programme.

    Because we know every ambition of this government requires an active, empowered and strong local government.

    And we were elected to bring change, and that change can only be achieved in partnership with you.

    Nowhere is that more obvious than housing.

    None of our ambitions are possible without the support and the expertise of people here today.

    And the extraordinary examples of so many leaders in this room have inspired us to go further and faster.

    Right here in Liverpool, under the leadership of Council leader Liam Robinson and the Mayor Steve Rotheram, this great city is going from strength to strength. 

    You only have to look at the incredible regeneration of the Liverpool Waters district – not too far from here, with new funding unlocking around 2,350 new homes.

    Now Liam said the Central Docks could act as a “beacon for what housing developments in the 21st century can and should be”. 

    It’s hard to argue with that.

    But you know – and I know – you need a government that matches your ambition. 

    And that’s why I am so proud to say that just last month we announced the biggest increase in the social and affordable homes budget for a generation!

    Our historic £39 billion of new Social and Affordable Homes Programme aims to deliver around 300,000 new homes with at least 60% for social rent.

    This is a personal priority not just for me, but for the whole of this Government.

    And I say that, in the context of 160,000 children that are growing up in temporary accommodation

    When a million are living their lives on social housing waiting lists, no government should sit back whilst people live their lives in limbo.

    So through investment and reform, this government is backing councils and the whole social housing sector to deliver council housing.

    That means a brighter future where families aren’t trapped in temporary accommodation and young people are no longer locked out of a secure home.   

    And we’re giving the sector certainty in other areas too.

    A ten-year rent settlement, consulting on how to implement rent convergence,

    Giving social landlords equal access to the building safety funds – for the first time ever

    And in the Autumn, we’ll confirm our approach to help councils to borrow from the Public Works Loan Board.

    And on top of this, we’re also committed to reforming the support given for skills capacity with a new Council Housebuilding Skills & Capacity Programme

    And that will be a partnership between the LGA and Homes England – backed by £12 million in funding – and it will also help you get the skilled staff you need to build.

    And the scale of this challenge means we all need to play our part.

    Local authorities, housing associations, investors, developers, housebuilders, and regulators are all vital to help us reset social housing – so that it’s treated, once again, as the national asset that it is.

    Now, taken together with our bold planning reforms, the new National Housing Bank and the billions we’re putting into transport and infrastructure

    there’s a real opportunity here for councils.

    Opportunity not just to build the decent, and secure homes that working people so desperately need, but to build stronger communities at scale and at pace. 

    Our goal of delivering 1.5 million homes will only be met by building affordable homes, with councils in the driving seat.

    We want our new Programme to be a game-changer.

    We’re setting a target which is six times more than were built in the last decade.

    The truth is for too long, the potential of what local government can achieve has been underestimated by Whitehall.

    Our government was elected to deliver change, and I know how fundamental you all are to delivering that.

    But you’re all having to work within a broken system.

    You’ve been left unequipped to deliver what is being expected of you.

    And despite the huge sums that you’re spending on public services

    On adult Social Care

    Children’s Social Care

    SEND

    and temporary accommodation

    I’m hearing loud and clear from you all, that these services are still not working for the people who need them.

    And the truth is that Westminster just hasn’t kept its side of the bargain.

    Public services need reform, and the onus is on us to work with you to deliver it.

    And that is why I am here today to fire the starting gun on a new way of working with you to deliver the reforms we know are needed.

    First, we are today announcing a fundamental shift, to radically simplify the funding and reporting regime that underpins your work.

    Through a new Local Government Outcomes Framework, we will move together to a completely new way of measuring performance.

    And this will be focused on delivering what we know matters most.

    Outcomes like kids learning to read and write

    people living healthier lives for longer

    and communities feeling safe.

    It brings everything in line with the government’s broader Missions and the Plan for Change

    And means prioritising the long term, instead of getting caught up in the nuts and bolts.

    The aim is that it frees you up to deliver meaningful outcomes

    And facilitates a shift towards prevention.

    But I know that we don’t have all the answers

    So my promise to you, is that if you come with a new way of delivering a service and it shows results, we will work with you to pursue it.

    The micromanagement of previous governments failed

    It wasted taxpayers’ money, and got us into the mess we’re in now.

    We can all recognise there are times when governments have to step in

    And make no mistake, that I’m still prepared to intervene where there is failure to deliver

    But it has to be by the book – and we can’t have a ‘Westminster knows best’ attitude.

    That is why we’re putting together a clear menu of actions of how government will respond where services are failing.

    I want everyone to know where they stand so concerns and weaknesses can be picked up before they become a crisis.

    And I’m committed to writing this with the sector, to get this right the first time.

    There’s real urgency to this – so to the Chief Executives and the Council Leaders here today

    Keep an eye on your inbox, because straight after this speech today, you’ll be receiving details of how to get involved.

    Now everyone in the room knows that ending Whitehall micro-management also means sorting out the spaghetti soup of obligations facing local government.

    That’s why, alongside our new Outcomes Framework, we’ll be launching a comprehensive review to ensure unnecessary regulations and needless asks from government aren’t getting in the way of you serving your communities.

    We will harness the Government’s AI team to unlock efficiencies.

    And work lock step with the LGA so we get it right.

    So, that’s two fundamental shifts in the way this government is doing business with local leaders.

    And we won’t stop there.

    Money is understandably at the forefront of everyone’s minds in this room.

    You watched as your communities were unfairly short-changed for too long.

    So that’s why – my third pledge – is to make good on a promise I made countless times in Opposition.

    A promise to fund councils on the basis of need.

    The last government promised a Fair Funding Review back in 2016, they recognised how outdated and unfair the funding process was back then.

    [Political content removed]

    But not under my watch.

    Anyone who knows me, knows I don’t make promises that I can’t keep!

    I listened to the people in this room calling for government funding to recognise the unique challenges of their place

    whether that be rising temporary accommodation or even the pressure caused by huge footfall in coastal communities on the weekends.

    Many of you – including our colleague, the Minister for Local Government – campaigned for this change for decades.

    And this government  will waste no time in delivering it.

    We will implement a Fair Funding Review.

    And yes, that’s the full-fat version!

    Jim and I will make no apology for this.

    Government grant will be allocated based on the drivers of need in your area in a fair and transparent way.

    We will replace the decade old data, and for the first time, properly take into account factors such as deprivation and poverty

    the cost of remoteness faced by rural communities – meaning bus drivers and refuse collectors have to travel miles to serve their communities.

    We will take into account the varying ability to raise tax locally with lower house prices impacting on councils budgets

    temporary accommodation and the impact of daytime visitors on major cities and coastal towns alike.

    Taken together, this new approach supports every part of the country to manage their unique pressures.

    And I’m impatient – as I know you are – for this change.

    So alongside Minister McMahon, we will waste no time in putting things right to support places that lost out to rebuild those valued services and match money to need.

    And true reform of local government means taking a long and serious look at the plumbing.

    We won’t shy away from that.

    That’s why my fourth on my list of Local Government is Local Government Reorganisation.

    Now I can feel the anxiety levels in the room increasing at that phrase!!

    But I think everyone in this room can agree that governments cannot keep passing the buck on this one.

    If we are serious about shifting local government into a stronger footing…

    And fit for the future

    Delivering good services for residents

    Then we must cut out this needless duplication.

    We must take the brilliant leadership shown by district and county councillors, and move it to a simpler structure

    with more resources for the frontline, and a clearer accountability for residents.

    So many of you in this room have entered this process with an open mind and I want to thank you for your continued support as we navigate towards the end of a two-tier system in England.

    You have my word, that Jim and I will work in partnership with you every step of the way.

    Reforming local government also means learning from our mistakes as well as our successes.

    And my fifth focus is on trusting local government to deliver services in-house.

    Local government has long been the champion of insourcing – and I know too well about your efforts to innovate, and bring services in-house to lower costs and improve outcomes.

    We hear you and are on your side.

    That’s why we’re also delivering new procurement flexibilities for councils so you can confidently support your local businesses, and ensure that the investment and jobs stay local too.

    We are working to undo the ideological presumption of outsourcing by default, as part of our plan to Make Work Pay.

    The truth is that we’ve become hooked on short-term solutions – creating a costly dependence on external providers which can fail to deliver particularly for vulnerable people, young and old.

    You’ve been telling us about your efforts to innovate, and bring services in-house to lower costs and improve outcomes.

    With colleagues across government, we’ll introduce a quick and proportionate public interest test, to decide whether work could be done more effectively in house.

    The consultation on insourcing launched last week and I have no doubt we will get a lot of responses from people here today!

    I know what’s possible when local leaders have the powers to really deliver.

    With local people seeing that change in their high streets, in the opportunities available to young people, and in their hopes for the future.

    That’s why we’re shifting power out of Whitehall to our regions, and making devolution the default setting through our landmark English Devolution and Community Empowerment Bill.

    It’s part of building a modern state, built on the foundations of a strong local government.

    So, that all levels and in everything we’re doing – whether through devolution, fairer funding, trusting local government in-house, or giving authorities the certainty and freedom to deliver on what really matter.

    We’re handing power back to where it belongs – to people with skin in the game.

    Resetting, rebuilding, and renewing local government, through ambitious investment and reform, and, with it, our country, after the hardest of years, so  that it, once again, works for working people.

    That’s the difference a government makes.

    That’s the difference you make in your Local communities every single day.

    I’ve got your back. Let’s work together.

    Thank you.

    Updates to this page

    Published 3 July 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: PM speech at the launch of the 10 Year Health Plan: 3 July 2025

    Source: United Kingdom – Executive Government & Departments

    Speech

    PM speech at the launch of the 10 Year Health Plan: 3 July 2025

    Prime Minister Keir Starmer’s speech at the launch of the 10 Year Health Plan.

    Thank you Rachel, thank you Wes. And thank you Denyse. Come and sit down with us. Denyse’s story is fantastic. Because she works here. She lives in this borough and she uses the services here. 

    What a great testament that is. And Denyse, thank you for your introduction and thank you for your words. 

    It’s a privilege to be here with you in Stratford. I’ve seen the work that you have been doing this morning. And I’m sorry for interrupting your work.  

    I do understand how hard it is. My mum worked in the NHS. She was a nurse, a proud nurse. My sister worked in the NHS and my wife still works in the NHS in one of the big London hospitals. So I do understand what you do, how you do it, what you put in and why you do it. 

    So let me start by saying a big thank you to all of you for what you do, and if I may, through you, to say thank you to all NHS staff right across the country who do what they do as public servants by treating and caring for other people.

    Thank you also for welcoming us here. To your Neighbourhood Health Centre. Because it’s buildings like this here that represent the future of the NHS.

    As I’ve just had the chance to go around and see some of the work that’s going on here. The 24 teams that you have got working on dentistry. I’m really pleased to see that you don’t need an appointment, you can walk in. You have got children and families up there on the next floor having their teeth done. That’s hugely important. 

    And that’s what a Neighbourhood Health Service can do working in partnership with the people it serves. And Denyse you are the embodiment of that.  

    Power and control in their hands. Care closer to their community. Services organised around their lives.   

    But look – before I say a bit more about the future in a minute. But it is important that we go back a year to the NHS left by the last government. With record waiting lists. The lowest ever satisfaction. I know the toll that takes on staff who work so hard. 

    100,000 children waiting more than six hours in A&E. 

    Now – I’m not going to stand here and say that everything is perfect now. We have so much work to do and we will do it. 

    But let’s be under absolutely no illusions. Because of the fair choices we made, the tough [political content redacted] decisions we made the future already looks better for our NHS. 

    That’s the story of this Government in a nutshell. With breakfast clubs, hugely important for children coming into schools so they are ready to learn.

    Potholes across the country – filled. Fuel duty – frozen. Four interest rate cuts, hugely important for mortgage holders.

    Setting up Great British energy, levelling up workers’ rights, record investment in affordable housing, infrastructure the length and breadth of our country. 

    It’s all down to the foundation we laid this year. All down to the path of renewal that we chose. 

    The decisions made by the Chancellor, by Rachel Reeves which mean we can invest record amounts in the NHS.  

    Already over 6000 mental health workers recruited.  

    1700 new GPs. 

    170 Community Diagnostic Centres, really important, already open. 

    New surgical hubs, new mental health units, new ambulance sites. Record investment – right across the system. 

    And because of all that the results are crystal clear. 

    At the last election a year ago, we promised two million extra appointments in the NHS in the first year of [political content redacted] government. 

    We have now delivered four million extra appointments and that’s thanks to your hard work and that of your colleagues. 

    4 million. That’s a record amount for a single year ever. And I want to thank you for the part that you have played in that. 

    That is what change looks like.

    A promise made and a promised delivered. 

    And turning those statistics into the human is really important. So let me tell you about Jane. 

    At Christmas, she was taken to hospital with back pain. 

    And the diagnosis was not good. She needed her gallbladder removed. Jane asked as you can imagine “how long will I have to wait”. 

    And they said – “I’m sorry, but at the moment it could take up to ten months.” 

    Yet – because we have speeded up electives, because we have speeded up appointments, by May – she was offered a private appointment, paid for by the NHS, as part of our plan. 

    And now Jane is pain free. 

    Five months – not ten. 

    She’s got five months back – free from pain, free from anxiety and in a sense her life is no longer on hold. 

    That’s what change looks like in human terms. [Political content redacted.] 

    But we have to keep going. 

    We are fixing the foundations. We made choices no other government would have made and we are starting to repair the damage done to the NHS and public health, through Covid and austerity. 

    But reform isn’t just about fixing problems. It’s also about seizing opportunities. 

    And the way I see it – there is an opportunity here. 

    Because the NHS is at a turning point in its history. 

    We’re an older society now. Disease has changed. 

    Conditions are chronic, they are long-term, they need to be managed. And that means we need to reform the NHS to make it fit for the future. 

    With the technology that is available to us now, we have an unprecedented chance to do that to make care better. 

    To transform the relationship between people and the state. To give patients more power and control. And this is about fairness. 

    Millions of people across Britain no longer feel they get a fair deal. 

    And it’s starting to affect the pride, the hope, the optimism they have in this great country. 

    Our job is to change that. And the NHS is a huge part of it. I mean – for 77 years this weekend the NHS has been an embodiment if you like of British pride, hope, that basic sense of fairness and decency. 

    77 years – of everyone paying in, working hard, doing the right thing, secure in the knowledge, that if they or their family needs it, the NHS will be there for them. 

    In ten years’ time – when this plan has run its course, I want people to say this was the moment, this was the government that secured those values for the future. 

    And look – when people are uncertain about the deal they are getting from this country, what fairer way is there to respond to that than by giving them more control. 

    By partnering with them, to build an NHS that is fit to face the future. 

    That’s what this plan that we are launching today will do. 

    And it will do so in three ways. 

    Three shifts that will transform healthcare in this country. 

    First – we will shift the NHS away from being only a sickness service to a health service that is genuinely preventative in the first place, prevents disease in the first place.  

    That means a stronger focus on vaccination, on screening, early diagnosis.  

    Things like innovative weight loss services – available in pharmacies. 

    Working with major food businesses – to make their products healthier.

    Better mental health support, particularly for our young people. And starting with children aged sixteen this year we will raise the first entirely smoke-free generation. 

    Second – we will shift the NHS away from being a hospital-dominated service to being a community, neighbourhood health service. 

    You can see why we chose to come here. Places like this are the future of our NHS. You don’t have to book an appointment. You can just walk in. There are families here and people who use the services live in this area. 

    Now of course hospitals will always be important – for acute services especially.  

    But I say it again – disease has changed. And we must change with it. 

    And not only can we do that. We can do it in a way that improves care and convenience for millions of people. 

    So just imagining nurses, doctors, pharmacists, dentists, carers, health visitors all under one roof.  

    But also, services like debt advice, employment support, smoking cessation: preventative services which we know are so crucial for a healthy life. 

    Now that is an exciting prospect.  

    You know – the idea that the future of healthcare is no longer defined by top-down citadels of the central state.

    But is instead here – in your home, in your community, in your hands, that’s an inspiring vision of change. 

    It will bring the state and the people it serves into a partnership on something we all care deeply about. 

    But more importantly. It means a future where we have better GP access, no more 8am scrambles, more dental care for your children, better care on your doorstep and a Neighbourhood Health Centres like this in our coastal towns, in rural counties, in every community across the country. Every community across the country. 

    Finally – the third shift from the analogue NHS we have at the moment to a truly digital health service.

    A health service capable of seizing the enormous opportunities before us in science and technology.  

    In genomics, in artificial intelligence, advanced robotics. 

    Look – I have seen in your everyday lives what this can do.

    I’ve spoken to stroke patients who have had their lives saved by technology and AI because it could find the blood clot in their brain in milliseconds, giving them just enough time to be operated on and saving their lives. 

    So this plan – backs technology to deliver. Because it can and will save thousands of lives. But it’s not just about saving lives.

    AI and technology is an opportunity to make services more human. 

    That always sounds counterintuitive, but it does because what it gives all of you and all of your colleagues is more time to care, more time to do the things that only human beings can do which is that care that is needed, the professional skills that you have. So this will make it a more human service as well. 

    It gives you more time to care, to do all the things that brought you into the NHS in the first place.  

    And it’s not just cutting-edge technology either. 

    Technology like the phones in the pockets of everyone in this room we can use that too. 

    Now, you won’t hear this often in a speech – but look at your phones. But look at your apps! Seriously! Because what you see on that screen is that entire industries have reorganised around apps. 

    Retail, transport, finance, weather – you name it. 

    Why can’t we do that with health? 

    Why not the NHS app on your phone? 

    Making use of the same dynamic force to cut waiting lists at your hospital. 

    To make it easier for you to get a GP appointment, to give you more control over our health. 

    There’s no good reason why we can’t. So I can announce today, as part of this plan, that we can, and we will transform the NHS App so that it becomes an indispensable part of life for everyone. 

    It will become – as technology develops – like having a doctor in your pocket. 

    Providing you with 24 hours advice, seven days a week.

    An NHS that really is always there when you need it. 

    Booking appointments at your convenience, ordering your prescriptions, guiding you to local charities or businesses that can improve your wellbeing.  

    And perhaps most importantly, holding all healthcare data in an easily accessible, single patient record.

    Don’t underestimate how important that is. 

    I’ve been up to Alder Hey hospital in Liverpool many times, it’s a children’s hospital, it’s a brilliant hospital. 

    One of the times I was there I was on the ward, particularly young children were having heart surgery. 

    I have to tell you it was really humbling both seeing what the children were going through but also what the professional staff were doing. 

    When I went into a particular ward, I saw a two year old boy who had just had major heart surgery, it’s an incredible thing to see. 

    And I spoke to his parents who were at his bedside throughout. 

    One of the things they raised with me was the distress they felt that they had to go through every single condition that he had over and over again, whether they went to Blackpool, in Liverpool, at Alder Hey. 

    They were actually welling up telling me it’s a really difficult story for us, this is really hard. And we don’t want to keep having to repeat it, why can’t it be recorded the first time around? 

    I will remember their faces and the story they told me for a very long time. 

    But we can fix that. We can make it more accessible. We can bring this together in one place. 

    And there are other examples as well. That red book that every child gets. Why can’t that be digital? There’s no good reason. 

    And so that’s exactly what we’ll do. 

    We will turn this app into a new front door for the entire NHS. 

    A reformed, modernised and renewed – Neighbourhood Health Service. 

    That is the plan we launch today.    

    That is the change we will deliver. 

    [Political content redacted.] 

    The NHS on its feet. Facing the future. Delivering fairness and security for working people. 

    Thank you.

    Updates to this page

    Published 3 July 2025

    MIL OSI United Kingdom

  • MIL-OSI Russia: 140 Innovative Ideas: Polytech Becomes a Platform for Tech Startups

    Translation. Region: Russian Federal

    Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –

    The Polytechnic University hosted a large-scale Forum of Science and Technological Entrepreneurship, organized as part of the Gazprom Neft initiative Vector of the Future with the support of the autonomous non-profit organization National Priorities.

    The goal of the forum, which is being held for the third year, is to develop applied science, popularize engineering professions, build a trusting dialogue between scientists and business representatives, and involve young specialists and technology teams in entrepreneurial activities.

    At the opening, guests were greeted by Vice-Rector for Research at SPbPU Yuri Fomin and Director of the Gazprom Neft Open Innovations Program Maxim Bardin.

    Yuri Fomin noted that the event touches on the very important topic of technological entrepreneurship for the country and the region, which was also raised at the recently held St. Petersburg International Economic Forum.

    “At many sessions of the SPIEF, they discussed what technological entrepreneurship is, whether it should exist within the university perimeter, or in the external infrastructure,” shared Yuri Vladimirovich. “Opinions varied, but all experts agreed that technological entrepreneurship is important both for universities and for the economy as a whole, so it needs to be developed and supported.”

    Maxim Bardin thanked the guests for participating in the forum, and the Polytechnic University for providing the venue and active support for student scientific entrepreneurship.

    This year, the forum was held in a new format. The traditional “Entrepreneurship” track was dedicated to Gazprom Neft’s Industrix acceleration program, aimed at developing technology startups and innovative solutions for the oil and gas industry. This year, program participants presented experts with 140 innovative developments in the areas of capital construction and industrial safety, electric power, production, drilling and downhole operations, geological exploration, geology and development of oil and gas fields, gas and pipeline transport. The defense of the projects attracted the attention of many participants, because the experts’ assessment determines whether an idea will develop into a startup.

    The Science track included several events. Visitors to the interactive zone “12 Evil Science Viewers” discussed popular science content with representatives of the National Priorities ANO.

    Representatives of Gazpromneft – Industrial Innovations acted as experts in the open session with case studies “The Path of Innovation: from Laboratory Research to Industrial Implementation”.

    Also on the main stage of the forum in the lobby of the Research Building of Technopolis Polytech, an open dialogue with the head of the department of technological development of Gazprom Neft Bogdan Kostyuk and a meetup “From the laboratory to Forbes: how young scientists built a technology business” with the co-founder of the express delivery company for chemical reagents AppScience Maxim Pustovalov took place.

    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.

    MIL OSI Russia News

  • MIL-OSI Russia: Ship-to-ship liquid carbon dioxide loading and unloading operation completed in China

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian – People’s Republic of China in Russian –

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

    BEIJING, July 3 (Xinhua) — China has completed the loading and unloading of liquid carbon dioxide from ship to ship at the Yangshan Port in Shanghai, Science and Technology Daily reported.

    The event marks a major milestone as China has now achieved full cycle operations of carbon dioxide capture, liquefied gas storage, ship-to-ship loading and unloading and recycling, the news release said.

    The discharge was made possible by a carbon dioxide capture system developed by an institute under the China State Shipbuilding Corporation (CSSC), which achieves a comprehensive capture rate of over 80 percent and a capture purity of 99.9 percent.

    Efficient and safe transportation of liquid carbon dioxide is critical to the large-scale deployment of carbon capture technology on ships.

    The liquid carbon dioxide loading and unloading operation during ship-to-ship operations requires precise vessel positioning, complex piping connections and pressure control. Any slight deviation in operation may lead to risks, said Su Yi, general manager of the environmental protection equipment department at the institute.

    Compared with the traditional ship-to-shore CO2 loading and unloading, the ship-to-ship method allows for a quick response to the needs of vessels arriving from different sea areas.

    Earlier in May this year, China’s first offshore carbon dioxide capture, utilization and storage (CCUS) project was put into operation in the Pearl River Estuary Basin in southern China.

    CCUS is a new technological approach for low-carbon and highly efficient exploitation of fossil energy sources. -0-

    MIL OSI Russia News

  • MIL-OSI Asia-Pac: Keynote speech by Permanent Secretary for Financial Services and the Treasury (Financial Services) at Hong Kong Exchanges and Clearing Limited’s Integrated Fund Platform Order Routing Service Launch Ceremony (English only) (with photos)

    Source: Hong Kong Government special administrative region

         Following is the keynote speech by the Permanent Secretary for Financial Services and the Treasury (Financial Services), Ms Salina Yan, at the Hong Kong Exchanges and Clearing Limited (HKEX)’s Integrated Fund Platform Order Routing Service Launch Ceremony today (July 3):
     
    Bonnie (Chief Executive Officer of the HKEX, Ms Bonnie Chan), distinguished guests, ladies and gentlemen,
     
         It is my great pleasure to join you all today at the Launch Ceremony of the Order Routing Service under the Integrated Fund Platform operated by the HKEX.
     
         Digital infrastructure is key to the operation and development of the modern-day capital market. Today’s launch ceremony signifies a solid step in the construction of a market-wide infrastructure for our fund management industry leveraging the advancement in technology.
     
         For the first six months of this year – 2025, the Hong Kong stock market’s daily turnover reached HK$240 billion on average, up 118 per cent year on year. We also saw 44 IPOs (initial public offerings) raising a total of HK$107 billion, surpassing the annual figure of 2024 by 22 per cent and assuming a leading position in the world’s IPO fund raised during the same period this year.
     
         Fund flows in the collective investment scheme and asset management space are equally active. As of end-March 2025, for Hong Kong-domiciled funds, an overall net inflow of about HK$343 billion was recorded over the past 12 months, representing an increase of 285 per cent year on year. The AUM (assets under management) surged by close to 40 per cent, and the number of licensed corporations providing asset management services rose by about 5 per cent.
     
         As our capital market continues to grow in depth and breadth, we need to maintain the robustness and nimbleness of our backbone infrastructure to keep up with the demand and cater for future development. Legislative framework and regulatory regimes also have to be refreshed from time to time in order to bring out the growth potential in the marketplace and remove bottlenecks and inefficiencies that may exist.
     
         For example, to enrich the suite of products that can be made available to the market, the Government has amended the Securities and Futures Ordinance and enacted a new piece of legislation to introduce the open-ended fund company or OFC and limited partnership fund or LPF regimes to enable funds to set up in company and limited partnership forms. The diversified fund structures have been well received. As of the end of May this year, over 560 OFCs have been set up, and nearly 1 150 LPFs have been established in Hong Kong.
     
         In addition, we keep enhancing our connectivity with the Mainland market. For example, since the launch of the Cross-boundary Wealth Management Connect (WMC) 2.0 in the Guangdong-Hong Kong-Macao Greater Bay Area in February 2024 which, among other enhancement measures, allowed the investment quota per investor to go up to RMB3 million, there has been a significant increase in the number of investors and amount of cross-boundary fund remittances. As of end-May 2025, some 158 000 individual investors participated in the WMC. Cross-boundary fund remittances amounted to over RMB115 billion, around seven times increase compared with WMC 1.0.
     
         We are also expanding our international network. Two ETFs (exchange-traded funds) tracking Hong Kong indices were listed on the Saudi Exchange last year. In May this year, we saw Asia’s first investment-grade sukuk ETF listing in Hong Kong, as well as a new Mutual Recognition of Funds arrangement reached with Ireland.
     
         All these market development initiatives are going hand in hand with the upgrading of our financial market infrastructure. The HKSAR (Hong Kong Special Administrative Region) Government has been working with parties concerned to establish paperless, straight-through and one-stop integrated digital platforms for the provision of financial services, taking advantage of fintech developments and the rise of blockchain and AI. The goal is to increase efficiency and lower costs. As a key market operator, the HKEX has an important role to play in this, and we are very pleased to have the HKEX’s active participation and partnership in this journey.
     
         The implementation of an uncertificated securities market in Hong Kong, for example, will be a significant step towards modernising our securities market. It will allow individual investors to own securities in their names without a paper certificate and manage transactions through a digitalised platform. The Government, in collaboration with the Securities and Futures Commission and the HKEX, has completed all the relevant legislative work this year, with a view to launching the regime in the first half of 2026 following market preparations.
     
         Moving from securities to funds, I am glad to note that the first phase of the Integrated Fund Platform, the Fund Repository, has received positive responses for its comprehensive coverage and ease of use. I am also very pleased to note that the second phase of the Platform, the Order Routing Service launched today, has attracted the participation of major banks, transfer agents, brokers and fund houses. Leveraging the Communications Network developed jointly with the Shenzhen Stock Exchange, the Order Routing Service provides end-to-end transmission of subscription and redemption orders among fund distributors and transfer agents. I understand that development work on additional functionalities in the next phase, including nominee services and facilitation of payment and settlement, is under way.
     
         The development of an efficient and vibrant fund distribution ecosystem will drive market efficiency and lower transaction costs. This would in turn benefit end-investors and help realise our vision as the world’s top asset management hub and strengthening our status as an international financial centre. I congratulate the HKEX and its partner organisations on reaching this milestone and look forward to the full operation of a one-stop Platform encompassing the entire functionalities taking heed of user experience and stakeholder feedback. Thank you.

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Keynote speech by Permanent Secretary for Financial Services and the Treasury (Financial Services) at Hong Kong Exchanges and Clearing Limited’s Integrated Fund Platform Order Routing Service Launch Ceremony (English only) (with photos)

    Source: Hong Kong Government special administrative region

         Following is the keynote speech by the Permanent Secretary for Financial Services and the Treasury (Financial Services), Ms Salina Yan, at the Hong Kong Exchanges and Clearing Limited (HKEX)’s Integrated Fund Platform Order Routing Service Launch Ceremony today (July 3):
     
    Bonnie (Chief Executive Officer of the HKEX, Ms Bonnie Chan), distinguished guests, ladies and gentlemen,
     
         It is my great pleasure to join you all today at the Launch Ceremony of the Order Routing Service under the Integrated Fund Platform operated by the HKEX.
     
         Digital infrastructure is key to the operation and development of the modern-day capital market. Today’s launch ceremony signifies a solid step in the construction of a market-wide infrastructure for our fund management industry leveraging the advancement in technology.
     
         For the first six months of this year – 2025, the Hong Kong stock market’s daily turnover reached HK$240 billion on average, up 118 per cent year on year. We also saw 44 IPOs (initial public offerings) raising a total of HK$107 billion, surpassing the annual figure of 2024 by 22 per cent and assuming a leading position in the world’s IPO fund raised during the same period this year.
     
         Fund flows in the collective investment scheme and asset management space are equally active. As of end-March 2025, for Hong Kong-domiciled funds, an overall net inflow of about HK$343 billion was recorded over the past 12 months, representing an increase of 285 per cent year on year. The AUM (assets under management) surged by close to 40 per cent, and the number of licensed corporations providing asset management services rose by about 5 per cent.
     
         As our capital market continues to grow in depth and breadth, we need to maintain the robustness and nimbleness of our backbone infrastructure to keep up with the demand and cater for future development. Legislative framework and regulatory regimes also have to be refreshed from time to time in order to bring out the growth potential in the marketplace and remove bottlenecks and inefficiencies that may exist.
     
         For example, to enrich the suite of products that can be made available to the market, the Government has amended the Securities and Futures Ordinance and enacted a new piece of legislation to introduce the open-ended fund company or OFC and limited partnership fund or LPF regimes to enable funds to set up in company and limited partnership forms. The diversified fund structures have been well received. As of the end of May this year, over 560 OFCs have been set up, and nearly 1 150 LPFs have been established in Hong Kong.
     
         In addition, we keep enhancing our connectivity with the Mainland market. For example, since the launch of the Cross-boundary Wealth Management Connect (WMC) 2.0 in the Guangdong-Hong Kong-Macao Greater Bay Area in February 2024 which, among other enhancement measures, allowed the investment quota per investor to go up to RMB3 million, there has been a significant increase in the number of investors and amount of cross-boundary fund remittances. As of end-May 2025, some 158 000 individual investors participated in the WMC. Cross-boundary fund remittances amounted to over RMB115 billion, around seven times increase compared with WMC 1.0.
     
         We are also expanding our international network. Two ETFs (exchange-traded funds) tracking Hong Kong indices were listed on the Saudi Exchange last year. In May this year, we saw Asia’s first investment-grade sukuk ETF listing in Hong Kong, as well as a new Mutual Recognition of Funds arrangement reached with Ireland.
     
         All these market development initiatives are going hand in hand with the upgrading of our financial market infrastructure. The HKSAR (Hong Kong Special Administrative Region) Government has been working with parties concerned to establish paperless, straight-through and one-stop integrated digital platforms for the provision of financial services, taking advantage of fintech developments and the rise of blockchain and AI. The goal is to increase efficiency and lower costs. As a key market operator, the HKEX has an important role to play in this, and we are very pleased to have the HKEX’s active participation and partnership in this journey.
     
         The implementation of an uncertificated securities market in Hong Kong, for example, will be a significant step towards modernising our securities market. It will allow individual investors to own securities in their names without a paper certificate and manage transactions through a digitalised platform. The Government, in collaboration with the Securities and Futures Commission and the HKEX, has completed all the relevant legislative work this year, with a view to launching the regime in the first half of 2026 following market preparations.
     
         Moving from securities to funds, I am glad to note that the first phase of the Integrated Fund Platform, the Fund Repository, has received positive responses for its comprehensive coverage and ease of use. I am also very pleased to note that the second phase of the Platform, the Order Routing Service launched today, has attracted the participation of major banks, transfer agents, brokers and fund houses. Leveraging the Communications Network developed jointly with the Shenzhen Stock Exchange, the Order Routing Service provides end-to-end transmission of subscription and redemption orders among fund distributors and transfer agents. I understand that development work on additional functionalities in the next phase, including nominee services and facilitation of payment and settlement, is under way.
     
         The development of an efficient and vibrant fund distribution ecosystem will drive market efficiency and lower transaction costs. This would in turn benefit end-investors and help realise our vision as the world’s top asset management hub and strengthening our status as an international financial centre. I congratulate the HKEX and its partner organisations on reaching this milestone and look forward to the full operation of a one-stop Platform encompassing the entire functionalities taking heed of user experience and stakeholder feedback. Thank you.

    MIL OSI Asia Pacific News

  • MIL-OSI Africa: Paving the Way for Small Modular Reactors to tackle Infrastructure Gaps for Energy Transition

    Source: APO – Report:

    .

    As Africa accelerates its journey towards a sustainable energy future, experts gathered in Kigali for the Nuclear Energy Innovation Summit for Africa  discussed the Potential of Small Modular and Micro Reactors in Accelerating Africa’s Energy Transition.

    The discussions Moderated by Yohannes G. Hailu, Economic Affairs Officer at UN Economic Commission for Africa (ECA), underscored an important message: the successful deployment of innovative nuclear technologies like Small Modular Reactors (SMRs) and Micro Reactors (MMRs) hinges not just on technological readiness, but on robust supporting infrastructure.

    Some African countries countries are opting for SMRs with an output of less than 300 megawatt capacity. One megawatt would suffice for at least 3000 residential homes. At the same time, 1 megawatt capacity would cost between ($2-$3 million).

    As it stands, more than 600 million Africans lack access to electricity.

    Experts attending the session of  Potential of Small Modular and Micro Reactors in Accelerating Africa’s Energy Transition examined the Africa’s current infrastructure landscape, pinpointing critical deficiencies. “Across the continent today, we have 15% of generation – that is 40 GW of power – that cannot be delivered simply because of infrastructure issues, curtailment, and grids not being available, sometimes for 800 to 1000 hours per year, or even more.”

    The discussion emphasized also on the urgent need to synchronize the rapid advancements in SMR/MMR generation with the long-term, complex development of regional and national transmission and distribution infrastructure. Panelists explored what it takes to create enabling conditions for SMR/MMR rollout, including integrated planning, cross-sector coordination, and strategic investment in local capabilities.

    Robert Lisinge,Director of Technology, Innovation, Connectivity and Infrastructure at ECA stressed the importance of a “synchronised planning regime at regional and national level.” He pointed to the Programme for Infrastructure Development in Africa (PIDA) as a key opportunity, which prioritizes significant investments in solar power, hydroelectric projects, and cross-border transmission lines, identifying 69 high-priority projects by 2030. This, he noted, presents an opportunity to “conceptualise and potentially develop regional nuclear projects that involve perhaps multiple countries, which would accelerate energy integration as well.”

    SMRs)offer a transformative opportunity for Africa’s key industries, particularly mining, according to Brian Dlamini, Planning Engineer for the Southern Africa Power Pool (SAPP).

    Dlamini highlighted that SMRs could provide clean, reliable energy to creditworthy mining operations, enabling “value addition to products with clean sources in the world market.” This integration, he added, would not only stabilize power grids but also drive the development of the continent’s vast mining sector with sustainable energy.

    The consensus from the session was clear: while SMRs and MMRs hold immense promise for accelerating Africa’s energy transition, their successful integration requires a holistic, systemic approach to infrastructure planning and investment. Synchronized efforts at both national and regional levels are paramount to ensure that the continent’s growing generation capacity can effectively reach end-users and power Africa’s next level of industrialization.

    – on behalf of United Nations Economic Commission for Africa (ECA).

    MIL OSI Africa

  • MIL-OSI Banking: Samsung Members Across India Join First-Ever Virtual Samsung Members Connect to Explore the Galaxy AI Universe

    Source: Samsung

     
    From the Himalayas to the coasts, Samsung Members came together for a one-of-a-kind virtual celebration of innovation, connection, and community.
     
    For the very first time, Samsung Members Connect went virtual—and what a success it was! On 25th June 2025, thousands of Galaxy users from every corner of India joined in from the comfort of their homes to be part of an experience that brought the best of Galaxy right to their screens.
     
    JB Park, President & CEO, Samsung Southwest Asia addressing the Samsung Members during the live connect
     
    A Nationwide Celebration of Galaxy AI and Innovation
    In response to the growing requests from Members across India, Samsung reimagined its flagship community engagement event—breaking geographical barriers and creating an inclusive platform where anyone with a Galaxy device could participate.
     
    The result? A dynamic, content-rich experience that immersed participants in the latest innovations across Galaxy AI, the Galaxy Ecosystem, Samsung Wallet, Samsung Health, SmartThings, and more.
     
    Samsung Members Connect has always been about celebrating the people who use and shape Samsung’s innovations and technology. This year, Samsung opened the experience to every Galaxy user in India, no matter where they are. The overwhelming participation and love the event received reaffirm Samsung’s belief in the power of community and innovation.
     
    Ridhi Chugh, General Manager, Multi Device Experience sharing the nuances of SmartThings for Home AI with members
     
    Power-Packed Sessions. Passionate Participants.
    The virtual event featured curated sessions led by Samsung experts, offering deep dives into the latest Galaxy AI-powered features—from creative content generation to smarter communication and productivity tools.
     
    Participants also explored how the Galaxy Ecosystem works seamlessly across phones, tablets, wearables, and even smart homes. Engaging demonstrations showcased how SmartThings and Samsung Health are shaping connected and healthier lifestyles.
     
    The camera deep-dive, always a crowd favorite, gave Members valuable tips on unlocking the pro-level capabilities of their Galaxy cameras—turning everyday users into creators.
     
    Anshul Subramanian, Engineer, Android Application talking the Galaxy AI Visual Experience
     
    Community. Interaction. Surprises.
    What truly set this event apart was the energy and enthusiasm of the Galaxy community.  Interactive Q&A sessions kept the engagement high throughout the day. Lucky draws, exclusive giveaways, and surprise shoutouts added moments of delight and joy.
     
    Several Members shared how being part of this virtual event made them feel seen, heard, and connected—especially those attending a Samsung event for the first time.
    “This year, Samsung Members Connect was an incredible experience. It was my deep dive into innovation, smart living and the ever-evolving Galaxy Ecosystem – I walked away inspired and informed,” said Yash Agarwal, a Samsung Member.
     
    “As someone living in a small town, I’ve always wanted to be part of Members Connect. Joining virtually today made me feel like I was right there with the rest of the Galaxy family,” said Vedant Kalore, a Samsung Member.
     
    Looking Ahead
    With the success of the first-ever virtual Samsung Members Connect, the brand has set a new benchmark in community engagement—where every Galaxy user, regardless of geography, has a front-row seat to innovation.
     
    This event wasn’t just a showcase of cutting-edge tech—it was a celebration of the people who bring Galaxy to life.
     
    Until next time, keep exploring, creating, and connecting—with Galaxy by your side.

    MIL OSI Global Banks

  • MIL-OSI: MEXC Ventures Champions India Blockchain Tour 2025, Ignites Web3 Innovation Across 8 Cities

    Source: GlobeNewswire (MIL-OSI)

    VICTORIA, Seychelles, July 03, 2025 (GLOBE NEWSWIRE) — MEXC Ventures, the investment arm of the global cryptocurrency exchange MEXC, as the title sponsor of the 4th edition India Blockchain Tour (IBT) 2025, has partnered with organizer Octaloop (one of India’s earliest and most active crypto-native communities) to launch a six-month Web3 innovation roadshow spanning eight cities. The tour’s inaugural event took place successfully on June 28 in Hyderabad, drawing over 1,000 developers, founders, investors, and policy experts to engage in discussions focused on real-world applications of blockchain technology in governance, AI, and inclusive finance.

    As a key supporter of this tour, MEXC Ventures is committed to collaborating with industry stakeholders to accelerate the growth of India’s Web3 ecosystem.

    At the Hyderabad stop, Jayesh Ranjan, Special Chief Secretary of Telangana, attended the event and shared the government’s open attitude and policy direction toward blockchain technology, citing its applications in agriculture traceability and vehicle registration. He noted that platforms like IBT create valuable opportunities for collaboration between public systems and emerging technologies, further highlighting the importance that Indian local governments place on decentralized technologies.

    IBT 2025 is not just an eight-city tour, but a platform dedicated to building deep connections between India’s local Web3 innovators and the global Web3 community, fostering substantive exchanges and long-term collaboration. MEXC Ventures will leverage its global investment and project incubation expertise at each stop to empower high-potential teams to accelerate their growth.

    Octaloop Founder Anupam Varshney emphasized that India is poised to lead Web3 innovation on the global stage. He stated:

    “India doesn’t need to catch up – it’s ready to lead.IBT 2025 will amplify India’s Web3 voice, connect global projects with local innovators, and showcase our rapidly growing ecosystem to the world.”

    MEXC Ventures expressed strong confidence in India’s Web3 ecosystem. Petra Zhu, Head of South Asia Markets, stated:

    “We’re proud to kick off IBT 2025 in Hyderabad with MEXC Ventures as the title sponsor. India stands at the forefront of South Asia’s Web3 momentum, and MEXC Ventures is fully committed to supporting its long-term development.”

    She added:

    “We are actively looking to identify and empower the next generation of standout projects from India—visionary teams building real impact. We believe this region has the potential to shape the next wave of global crypto innovation, and MEXC Ventures is here to help turn that potential into reality.”

    The tour will next cover seven additional major innovation hubs across India, including Ahmedabad (July 26), Kolkata (August 16), and more. For the full schedule and participation details, please visit here.

    About Octaloop
    Founded in 2020, Octaloop began as grassroots crypto meet-ups in Delhi cafés in 2026 and has grown into India’s leading Web3 events and community-building platform. With initiatives like the India Blockchain Tour and Metamorphosis, Octaloop bridges global blockchain innovation with India’s home-grown talent.

    About MEXC Ventures
    MEXC Ventures is a comprehensive fund under MEXC dedicated to driving innovation in the cryptocurrency sector through investments in L1/L2 ecosystems, strategic investments, M&A and incubation. Upholding the principle of “Empowering Growth Through Synergy,” MEXC Ventures is committed to supporting innovative ideas and active builders in crypto. MEXC Ventures is an investor and supporter of TON and Aptos, looking forward to staying at the forefront of TON and Aptos’ innovations and actively engaging with builders to drive ecosystem growth.

    For more information, visit: MEXC Ventures Website

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/6a190510-7a13-429e-80b7-6ac21c1153ab

    CONTACT: For media inquiries, please contact MEXC PR team: media@mexc.com

    The MIL Network

  • MIL-OSI: MEXC Ventures Champions India Blockchain Tour 2025, Ignites Web3 Innovation Across 8 Cities

    Source: GlobeNewswire (MIL-OSI)

    VICTORIA, Seychelles, July 03, 2025 (GLOBE NEWSWIRE) — MEXC Ventures, the investment arm of the global cryptocurrency exchange MEXC, as the title sponsor of the 4th edition India Blockchain Tour (IBT) 2025, has partnered with organizer Octaloop (one of India’s earliest and most active crypto-native communities) to launch a six-month Web3 innovation roadshow spanning eight cities. The tour’s inaugural event took place successfully on June 28 in Hyderabad, drawing over 1,000 developers, founders, investors, and policy experts to engage in discussions focused on real-world applications of blockchain technology in governance, AI, and inclusive finance.

    As a key supporter of this tour, MEXC Ventures is committed to collaborating with industry stakeholders to accelerate the growth of India’s Web3 ecosystem.

    At the Hyderabad stop, Jayesh Ranjan, Special Chief Secretary of Telangana, attended the event and shared the government’s open attitude and policy direction toward blockchain technology, citing its applications in agriculture traceability and vehicle registration. He noted that platforms like IBT create valuable opportunities for collaboration between public systems and emerging technologies, further highlighting the importance that Indian local governments place on decentralized technologies.

    IBT 2025 is not just an eight-city tour, but a platform dedicated to building deep connections between India’s local Web3 innovators and the global Web3 community, fostering substantive exchanges and long-term collaboration. MEXC Ventures will leverage its global investment and project incubation expertise at each stop to empower high-potential teams to accelerate their growth.

    Octaloop Founder Anupam Varshney emphasized that India is poised to lead Web3 innovation on the global stage. He stated:

    “India doesn’t need to catch up – it’s ready to lead.IBT 2025 will amplify India’s Web3 voice, connect global projects with local innovators, and showcase our rapidly growing ecosystem to the world.”

    MEXC Ventures expressed strong confidence in India’s Web3 ecosystem. Petra Zhu, Head of South Asia Markets, stated:

    “We’re proud to kick off IBT 2025 in Hyderabad with MEXC Ventures as the title sponsor. India stands at the forefront of South Asia’s Web3 momentum, and MEXC Ventures is fully committed to supporting its long-term development.”

    She added:

    “We are actively looking to identify and empower the next generation of standout projects from India—visionary teams building real impact. We believe this region has the potential to shape the next wave of global crypto innovation, and MEXC Ventures is here to help turn that potential into reality.”

    The tour will next cover seven additional major innovation hubs across India, including Ahmedabad (July 26), Kolkata (August 16), and more. For the full schedule and participation details, please visit here.

    About Octaloop
    Founded in 2020, Octaloop began as grassroots crypto meet-ups in Delhi cafés in 2026 and has grown into India’s leading Web3 events and community-building platform. With initiatives like the India Blockchain Tour and Metamorphosis, Octaloop bridges global blockchain innovation with India’s home-grown talent.

    About MEXC Ventures
    MEXC Ventures is a comprehensive fund under MEXC dedicated to driving innovation in the cryptocurrency sector through investments in L1/L2 ecosystems, strategic investments, M&A and incubation. Upholding the principle of “Empowering Growth Through Synergy,” MEXC Ventures is committed to supporting innovative ideas and active builders in crypto. MEXC Ventures is an investor and supporter of TON and Aptos, looking forward to staying at the forefront of TON and Aptos’ innovations and actively engaging with builders to drive ecosystem growth.

    For more information, visit: MEXC Ventures Website

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/6a190510-7a13-429e-80b7-6ac21c1153ab

    CONTACT: For media inquiries, please contact MEXC PR team: media@mexc.com

    The MIL Network

  • MIL-OSI: OMS Energy Technologies Inc. to Share Strategic Insights at the Third Annual ORY APAC-US Conference on Long-Term Growth

    Source: GlobeNewswire (MIL-OSI)

    OMS CEO How Meng Hock to Join Leadership Panel on July 8 at 10:20 a.m.

    SINGAPORE, July 03, 2025 (GLOBE NEWSWIRE) — OMS Energy Technologies Inc. (“OMS” or the “Company”) (Nasdaq: OMSE), a growth-oriented manufacturer of surface wellhead systems (“SWS”) and oil country tubular goods (“OCTG”) for the oil and gas industry, today announced that its CEO Mr. How Meng Hock will join a leadership panel at the Third Annual ORY APAC-US Conference, taking place on July 8–9, 2025, in Singapore.

    Mr. How will participate in the opening panel session, titled “The Long Game: Building Businesses with Staying Power,” where he will share insights on navigating economic cycles, fostering a resilient corporate culture and delivering sustainable long-term value.

    Founded in 1972, OMS has grown into a trusted regional partner serving key energy markets across Asia Pacific, the Middle East and North Africa (MENA), and West Africa. Mr. How has led the Company as CEO since 2014 and oversaw its successful Nasdaq listing in May 2025. Following the IPO, OMS continues to accelerate its growth, supported by strong operational capabilities and a commitment to engineering excellence. The Company remains focused on deepening its long-standing customer relationships and investing in advanced manufacturing and R&D to drive innovation, efficiency and sustainable growth, all while maintaining an exceptional corporate culture.

    Ortoli Rosenstadt LLP and the Nasdaq Stock Market co-host the conference. It serves as a platform for global collaboration and dialogue on innovation and capital market strategy, bringing together financial professionals, investors and corporate leaders for two days of high-level discussions and strategic networking in one of Asia’s premier financial hubs.

    About OMS Energy Technologies Inc.

    OMS Energy Technologies Inc. (NASDAQ: OMSE) is a growth-oriented manufacturer of surface wellhead systems (SWS) and oil country tubular goods (OCTG) for the oil and gas industry. Serving both onshore and offshore exploration and production operators, OMS is a trusted single-source supplier across six vital jurisdictions in the Asia Pacific, Middle Eastern and North African (MENA) regions. The Company’s 11 strategically located manufacturing facilities in key markets ensure rapid response times, customized technical solutions and seamless adaptation to evolving production and logistics needs. Beyond its core SWS and OCTG offerings, OMS also provides premium threading services to maximize operational efficiency for its customers.

    For more information, please visit ir.omsos.com.

    For investor and media inquiries, please contact:

    OMS Energy Technologies Inc.
    Investor Relations
    Email: ir@omsos.com

    Piacente Financial Communications
    Brandi Piacente
    Tel: +1-212-481-2050
    Email: oms@thepiacentegroup.com

    Hui Fan
    Tel: +86-10-6508-0677
    Email: oms@thepiacentegroup.com

    The MIL Network

  • MIL-OSI: OMS Energy Technologies Inc. to Share Strategic Insights at the Third Annual ORY APAC-US Conference on Long-Term Growth

    Source: GlobeNewswire (MIL-OSI)

    OMS CEO How Meng Hock to Join Leadership Panel on July 8 at 10:20 a.m.

    SINGAPORE, July 03, 2025 (GLOBE NEWSWIRE) — OMS Energy Technologies Inc. (“OMS” or the “Company”) (Nasdaq: OMSE), a growth-oriented manufacturer of surface wellhead systems (“SWS”) and oil country tubular goods (“OCTG”) for the oil and gas industry, today announced that its CEO Mr. How Meng Hock will join a leadership panel at the Third Annual ORY APAC-US Conference, taking place on July 8–9, 2025, in Singapore.

    Mr. How will participate in the opening panel session, titled “The Long Game: Building Businesses with Staying Power,” where he will share insights on navigating economic cycles, fostering a resilient corporate culture and delivering sustainable long-term value.

    Founded in 1972, OMS has grown into a trusted regional partner serving key energy markets across Asia Pacific, the Middle East and North Africa (MENA), and West Africa. Mr. How has led the Company as CEO since 2014 and oversaw its successful Nasdaq listing in May 2025. Following the IPO, OMS continues to accelerate its growth, supported by strong operational capabilities and a commitment to engineering excellence. The Company remains focused on deepening its long-standing customer relationships and investing in advanced manufacturing and R&D to drive innovation, efficiency and sustainable growth, all while maintaining an exceptional corporate culture.

    Ortoli Rosenstadt LLP and the Nasdaq Stock Market co-host the conference. It serves as a platform for global collaboration and dialogue on innovation and capital market strategy, bringing together financial professionals, investors and corporate leaders for two days of high-level discussions and strategic networking in one of Asia’s premier financial hubs.

    About OMS Energy Technologies Inc.

    OMS Energy Technologies Inc. (NASDAQ: OMSE) is a growth-oriented manufacturer of surface wellhead systems (SWS) and oil country tubular goods (OCTG) for the oil and gas industry. Serving both onshore and offshore exploration and production operators, OMS is a trusted single-source supplier across six vital jurisdictions in the Asia Pacific, Middle Eastern and North African (MENA) regions. The Company’s 11 strategically located manufacturing facilities in key markets ensure rapid response times, customized technical solutions and seamless adaptation to evolving production and logistics needs. Beyond its core SWS and OCTG offerings, OMS also provides premium threading services to maximize operational efficiency for its customers.

    For more information, please visit ir.omsos.com.

    For investor and media inquiries, please contact:

    OMS Energy Technologies Inc.
    Investor Relations
    Email: ir@omsos.com

    Piacente Financial Communications
    Brandi Piacente
    Tel: +1-212-481-2050
    Email: oms@thepiacentegroup.com

    Hui Fan
    Tel: +86-10-6508-0677
    Email: oms@thepiacentegroup.com

    The MIL Network

  • MIL-OSI: Ragnarok: Twilight Official Launching in Taiwan, Hong Kong and Macau on July 3, 2025

    Source: GlobeNewswire (MIL-OSI)

    Seoul, South Korea , July 03, 2025 (GLOBE NEWSWIRE) — GRAVITY Co., Ltd. (NasdaqGM: GRVY) (“Gravity” or “Company”), a developer and publisher of online and mobile games, announced that GRAVITY Game Vision, Ltd., Gravity’s wholly-owned subsidiary, has officially launched Ragnarok: Twilight (Chinese Title: RO仙境傳說:曙光), an MMORPG Mobile game, in Taiwan, Hong Kong and Macau on July 3, 2025.

    Ragnarok: Twilight provides the classic element of the original Ragnarok Online while introducing unique features like the Ragnarok’s first-ever hero transformation system and exclusive MVP dungeons, offering players a fresh experience. The game received positive feedback during its closed beta test (CBT) held in May, further raising anticipation among users. It is available for download through Google Play, Apple App Store and Huawei AppGallery in each respective region.

    Gravity stated, “Ragnarok: Twilight is a game that evokes nostalgia for longtime fans while offering fresh excitement through innovative features like hero transformation system. We have worked hard to reflect the strong support received during the local CBT, and we invite players to join the various launch events prepared in celebration of the official release.”

    [Gravity Official Website]
    http://www.gravity.co.kr

    [Ragnarok: Twilight Google Play Download Page]

    https://play.google.com/store/apps/details?id=com.ggv.rogames.gat&pli=1

    [Ragnarok: Twilight Apple App Store Download Page]

    https://pse.is/7qjgtr

    [Ragnarok: Twilight Huawei AppGallery Download Page]

    https://appgallery.huawei.com/app/C113687005

    [Ragnarok: Twilight Official Website]

    https://rotwilight.gnjoy.hk/

    [Ragnarok: Twilight Official Facebook Page]

    https://pse.is/7jyd7c

    [Ragnarok: Twilight Discord Community]

    https://discord.gg/v3ZaCCBXaS

    About GRAVITY Co., Ltd. —————————————————

    Gravity is a developer and publisher of online and mobile games. Gravity’s principal product, Ragnarok Online, is a popular online game in many markets, including Japan and Taiwan, and is currently commercially offered in 91 regions. For more information about Gravity, please visit http://www.gravity.co.kr.

    Contact:

    Mr. Heung Gon Kim
    Chief Financial Officer
    Gravity Co., Ltd.
    Email: kheung@gravity.co.kr

    Ms. Jin Lee
    Ms. Yujin Oh
    IR Unit
    Gravity Co., Ltd.
    Email: ir@gravity.co.kr
    Telephone: +82-2-2132-7801

    The MIL Network

  • MIL-OSI: Ragnarok: Twilight Official Launching in Taiwan, Hong Kong and Macau on July 3, 2025

    Source: GlobeNewswire (MIL-OSI)

    Seoul, South Korea , July 03, 2025 (GLOBE NEWSWIRE) — GRAVITY Co., Ltd. (NasdaqGM: GRVY) (“Gravity” or “Company”), a developer and publisher of online and mobile games, announced that GRAVITY Game Vision, Ltd., Gravity’s wholly-owned subsidiary, has officially launched Ragnarok: Twilight (Chinese Title: RO仙境傳說:曙光), an MMORPG Mobile game, in Taiwan, Hong Kong and Macau on July 3, 2025.

    Ragnarok: Twilight provides the classic element of the original Ragnarok Online while introducing unique features like the Ragnarok’s first-ever hero transformation system and exclusive MVP dungeons, offering players a fresh experience. The game received positive feedback during its closed beta test (CBT) held in May, further raising anticipation among users. It is available for download through Google Play, Apple App Store and Huawei AppGallery in each respective region.

    Gravity stated, “Ragnarok: Twilight is a game that evokes nostalgia for longtime fans while offering fresh excitement through innovative features like hero transformation system. We have worked hard to reflect the strong support received during the local CBT, and we invite players to join the various launch events prepared in celebration of the official release.”

    [Gravity Official Website]
    http://www.gravity.co.kr

    [Ragnarok: Twilight Google Play Download Page]

    https://play.google.com/store/apps/details?id=com.ggv.rogames.gat&pli=1

    [Ragnarok: Twilight Apple App Store Download Page]

    https://pse.is/7qjgtr

    [Ragnarok: Twilight Huawei AppGallery Download Page]

    https://appgallery.huawei.com/app/C113687005

    [Ragnarok: Twilight Official Website]

    https://rotwilight.gnjoy.hk/

    [Ragnarok: Twilight Official Facebook Page]

    https://pse.is/7jyd7c

    [Ragnarok: Twilight Discord Community]

    https://discord.gg/v3ZaCCBXaS

    About GRAVITY Co., Ltd. —————————————————

    Gravity is a developer and publisher of online and mobile games. Gravity’s principal product, Ragnarok Online, is a popular online game in many markets, including Japan and Taiwan, and is currently commercially offered in 91 regions. For more information about Gravity, please visit http://www.gravity.co.kr.

    Contact:

    Mr. Heung Gon Kim
    Chief Financial Officer
    Gravity Co., Ltd.
    Email: kheung@gravity.co.kr

    Ms. Jin Lee
    Ms. Yujin Oh
    IR Unit
    Gravity Co., Ltd.
    Email: ir@gravity.co.kr
    Telephone: +82-2-2132-7801

    The MIL Network